IIII - Culver City

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IIII - Culver City

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CITY OF CULVER CITY, CALIFORNIA
Table of Contents
Exhibit
Page
INTRODUCTORY SECTION
Letter of Transmittal .............................................................................................................................................................................
GFOA Certificate of Achievement for Excellence
in Financial Reporting.......................................................................................................................................................................
City Organization Chart ........................................................................................................................................................................
Elected and Administrative Officials .....................................................................................................................................................
i
xxxi
xxxii
xxxiii
FINANCIAL SECTION
Independent Auditors' Report ...............................................................................................................................................................
GENERAL PURPOSE FINANCIAL STATEMENTS:
Combined Balance Sheet - All Fund Types and Account Groups.........................................................................................................
Combined Statement of Revenues, Expenditures and Changes in
Fund Balances - All Governmental and Types and Expendable Trust Funds ...................................................................................
Combined Statement of Revenues, Expenditures and
Changes in Fund Balances - Budget and Actual - General,
Certain Special Revenue, Debt Service and Expendable Trust Funds..............................................................................................
Combined Statement of Revenues, Expenses and Changes
in Retained Earnings - All Proprietary Fund Types ...........................................................................................................................
Combined Statement of Cash Flows - All Proprietary Fund Types .......................................................................................................
Notes to General Purpose Financial Statements ..................................................................................................................................
Required Suplementary Information (Unaudited)………………………………………………………………………………………………………..
1
A
2
B
4
C
5
D
E
7
8
10
26
F
28
F-2
29
G
31
G-2
32
G-3
33
COMBINING, INDIVIDUAL FUND AND ACCOUNT GROUPS FINANCIAL STATEMENTS AND SCHEDULES SECTION, BY TYPE
GENERAL FUND:
Balance Sheet......................................................................................................................................................................................
Statement of Revenues, Expenditures and Changes in
Fund Balance - Budget and Actual ...................................................................................................................................................
SPECIAL REVENUE FUNDS:
Combining Balance Sheet ....................................................................................................................................................................
Combining Statement of Revenues, Expenditures and
Changes in Fund Balances (Deficit) .................................................................................................................................................
Combining Statement of Revenues, Expenditures and
Changes in Fund Balance - Budget and Actual Certain Special Revenue Funds .......................................................................................................................................................
Table of Contents, Continued
DEBT SERVICE FUNDS:
Combining Statement of Revenues, Expenditures
and Changes in Fund Balances........................................................................................................................................................
CAPITAL PROJECTS FUNDS:
ENTERPRISE FUNDS:
Combining Statement of Revenues, Expenses and Changes
in Retained Earnings ........................................................................................................................................................................
Combining Statement of Cash Flows ...................................................................................................................................................
INTERNAL SERVICE FUNDS:
Combining Statement of Revenues, Expenses
and Changes in Retained Earnings (Accumulated Deficit)................................................................................................................
Exhibit
Page
H
37
H-2
38
I
39
I-2
40
J
41
J-2
J-3
42
43
K
45
K-2
K-3
46
47
EXPENDABLE TRUST AND AGENCY FUNDS:
Combining Statement of Revenues, Expenditures,
Statement of Changes in Assets and Liabilities....................................................................................................................................
L
49
L-2
L-3
50
51
GENERAL FIXED ASSETS ACCOUNT GROUP:
Schedule of General Fixed Assets .......................................................................................................................................................
Schedule of General Fixed Assets by Function and Activity .................................................................................................................
Schedule of Changes in General Fixed Assets by Function and Activity ..............................................................................................
M
M-2
M-3
52
53
54
GENERAL LONG-TERM DEBT:
Schedule of Bonded Indebtedness.......................................................................................................................................................
N
55
Table
Page
1
56
2
3
4
5
6
7
8
9
10
11
12
57
58
59
60
61
63
64
65
66
67
68
STATISTICAL SECTION (Not Covered by Independent Auditors' Report)
General Governmental Expenditures by Function - Governmental and
Expendable Trust Fund Types..........................................................................................................................................................
General Governmental Revenues by Source - Governmental and
Property Tax Levies and Tax Collections..............................................................................................................................................
Assessed Values of Taxable Property..................................................................................................................................................
Schedule of Direct and Overlapping Debt.............................................................................................................................................
Schedule of Insurance in Force............................................................................................................................................................
Principal Taxpayers..............................................................................................................................................................................
Construction Value and Bank Deposits ................................................................................................................................................
Computation of Legal Debt Margin .......................................................................................................................................................
Wastewater Facilities Revenue Bonds .................................................................................................................................................
Demographic Statistics ........................................................................................................................................................................
Miscellaneous Statistical Data for Fiscal 1999-2000.............................................................................................................................
DEBT SERVICE FUNDS:
CAPITAL PROJECTS FUNDS:
ENTERPRISE FUNDS:
Combining Statement of Revenues, Expenses and Changes
in Retained Earnings ........................................................................................................................................................................
INTERNAL SERVICE FUNDS:
Combining Statement of Revenues, Expenses
and Changes in Retained Earnings (Accumulated Deficit)................................................................................................................
Exhibit
Page
H
37
H-2
38
I
39
I-2
40
J
41
J-2
J-3
42
43
K
45
K-2
K-3
46
47
EXPENDABLE TRUST AND AGENCY FUNDS:
Combining Statement of Revenues, Expenditures,
Statement of Changes in Assets and Liabilities....................................................................................................................................
L
49
L-2
L-3
50
51
GENERAL FIXED ASSETS ACCOUNT GROUP:
Schedule of General Fixed Assets .......................................................................................................................................................
Schedule of General Fixed Assets by Function and Activity .................................................................................................................
Schedule of Changes in General Fixed Assets by Function and Activity ..............................................................................................
M
M-2
M-3
52
53
54
GENERAL LONG-TERM DEBT:
Schedule of Bonded Indebtedness.......................................................................................................................................................
N
55
Table
Page
1
56
2
3
4
5
6
7
8
9
10
11
12
57
58
59
60
61
63
64
65
66
67
68
STATISTICAL SECTION (Not Covered by Independent Auditors' Report)
General Governmental Expenditures by Function - Governmental and
General Governmental Revenues by Source - Governmental and
Property Tax Levies and Tax Collections..............................................................................................................................................
Assessed Values of Taxable Property..................................................................................................................................................
Schedule of Direct and Overlapping Debt.............................................................................................................................................
Schedule of Insurance in Force............................................................................................................................................................
Principal Taxpayers..............................................................................................................................................................................
Construction Value and Bank Deposits ................................................................................................................................................
Computation of Legal Debt Margin .......................................................................................................................................................
Wastewater Facilities Revenue Bonds .................................................................................................................................................
Demographic Statistics ........................................................................................................................................................................
Miscellaneous Statistical Data for Fiscal 1999-2000.............................................................................................................................
THE CITY
October 8, 2000
The City of Culver City was incorporated in 1917. The current City Charter, which
was adopted in 1947, establishes the form of government, states the powers and
duties of the City Council, and establishes various City offices. The City operates
under a Mayor/City Council/Chief Administrative Officer form of government. Under
this system, the people elect a City Council of five citizens who serve a term of four
years and who, in turn, elect the Mayor from among themselves. The City Council
appoints the Chief Administrative Officer and all department heads. The City Clerk
and City Treasurer are elected.
The Honorable Mayor and
Members of the City Council
City of Culver City
9770 Culver Boulevard
Culver City, California 90232
Culver City is a full-service City. Services provided include police, fire, general
maintenance, public improvements, planning and zoning, refuse collection, Municipal
Bus Lines and general administrative services.
In accordance with the Charter of Culver City, we are submitting the Comprehensive
Annual Financial Report (CAFR) for the year ended June 30, 2000. Responsibility for
both the accuracy of the data and the completeness and fairness of the presentation,
including all disclosures, rests with the City. It is our belief that the data, as
presented, is fairly stated in all material respects, that it is presented in a manner
designed to set forth the financial position and results of operations of the City as
measured by the financial activity of its various funds and that all disclosures
necessary to enable the reader to gain maximum understanding of the City's financial
affairs have been included.
FINANCIAL INFORMATION
Management of the City is responsible for establishing and maintaining an internal
control structure designed to ensure that the assets of the City are protected from
loss, theft or misuse and to ensure that adequate accounting data are compiled to
allow for the preparation of financial statements in conformity with generally accepted
accounting principles.
The internal control structure is designed to provide
reasonable, but not absolute, assurance that these objectives are met. The concept
of reasonable assurance recognizes that: (1) the cost of a control should not exceed
the benefits likely to be derived; and (2) the valuation of costs and benefits requires
estimates and judgments by management.
This report has been prepared following the guidelines recommended by the
Government Finance Officers Association of the United States and Canada. The
Government Finance Officers Association awards Certificates of Achievement to
those entities whose annual financial reports are judged to conform substantially with
high standards of public financial reporting, including generally accepted accounting
principles promulgated by the Governmental Accounting Standards Board.
As a recipient of federal, state and local financial assistance, the City is also
responsible for ensuring that an adequate internal control structure is in place to
ensure and document compliance with applicable laws and regulations related to
these programs. This internal control structure is subject to periodic evaluation by
management and the internal audit staff of the government.
The City is required to undergo an annual single audit in conformity with the
provisions of the Single Audit Act of 1984 as amended, and U.S. Office of
Management and Budget Circular A-133, Audits of States, and Local Governments
and Non-Profit Organizations. Information related to this single audit, including the
schedule of expenditures of federal awards, findings and recommendations, and
independent auditor's reports on the internal control structure and compliance with
applicable laws and regulations are included in a separate single audit report.
As part of the City's single audit, described earlier, tests were made of the City's
internal control structure and its compliance with applicable laws and regulations,
including those related to federal award programs. Although this testing was not
sufficient to support an opinion on the City's internal control system or its compliance
with laws and regulations related to nonmajor federal award programs, the audit for
the year ended June 30, 2000, disclosed no material internal control weaknesses or
material violations of laws and regulations.
The accompanying report consists of three parts:
1.
2.
3.
Introductory Section - letter of transmittal; the Government Finance Officers
Association's Certificate of Achievement in Financial Reporting; California
Society of Municipal Finance Officers' Certificate of Award for Outstanding
Financial Reporting; City organization chart and elected and administrative
personnel.
Financial Section - general purpose financial statements followed by combining
statements by fund type and individual funds.
Statistical Section - pertinent financial and nonfinancial data that present
historical trends and other information about the City.
In addition, the City maintains extensive budgetary controls. The objective of these
controls is to ensure compliance with legal provisions embodied in the annual
appropriated budget approved by the City Council. Activities of the general fund,
certain special revenue funds and the debt service fund are included in the annual
appropriated budget. Project-length budgets are prepared for one special revenue
fund and for the capital projects funds. The level of budgetary control (i.e., the level at
which expenditures cannot legally exceed the appropriated amount) is the
departmental level within each fund. The government also maintains an encumbrance
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accounting system as one method of maintaining budgetary control. Encumbered
amounts lapse at year-end. However, outstanding encumbrances generally are
reappropriated as part of the following year's budget.
Table I
Revenues by Sources Fiscal Year 1999-2000
and Changes from Fiscal Year 1998-1999
As demonstrated by the statements and schedules included in the financial section of
this report, the government continues to meet its responsibility for sound financial
management. As with the financial section, all dollar amounts presented in the
remainder of this letter are expressed in thousands.
ECONOMIC CONDITION AND OUTLOOK
Revenue source
While Culver City occupies less than five square miles and has a little more than
40,000 permanent residents, it is an integral part of the west side of Los Angeles
County, one of the most productive regions in the world.
Taxes
Licenses and permits
Fines, forfeits and penalties
Revenues from other agencies
Charges for current services
Use of Money and Property
Other
Although this region makes up only 3% of Los Angeles County’s total land area, it
contains 7% of the County’s population and 13% of its jobs.
Sales tax is the City’s leading source of revenue. These tax proceeds are generated
by sales from over three million square feet of retail space. About half this space is in
self-contained retail centers and the remainder in retail strips serving specific
neighborhoods or stand alone retail outlets. Retail sales activity is slightly higher in
Culver City than in Los Angeles County as a whole.
Total
Assuming that the economic trends which boosted City revenues in the last fiscal year
will continue, the City projects a slight increase in revenues in the immediate future.
GOVERNMENTAL AND FIDUCIARY FUND TYPE REVENUE AND EXPENDITURE
ACTIVITY
Governmental and fiduciary fund type revenue and expenditure activities encompass
all governmental (general, special revenue, debt service and capital projects) and
fiduciary (expendable trust) fund types. See CAFR Exhibit B for a more detailed
presentation of the following summary information.
Total governmental and fiduciary fund type revenues (shown in thousands) increased
by $5,960 or 7.8% from the fiscal year ended June 30, 1999. This is shown in the
following table:
Increase (decrease)
from fiscal
year 1998-1999
Amount
Percent
Fiscal year
1999-2000
amount
Percent
of
total
$ 53,392
1,064
2,659
8,304
9,008
5,776
1,914
65.0%
1.3
3.2
10.1
11.0
7.1
2.3
$ 2,256
94
513
(611)
1,067
956
1,684
4.4%
9.7
23.9
(6.9)
13.4
19.8
733.2
$ 82,118
100.0%
$ 5,960
7.8%
•
The 4.4% increase in taxes is due to the increase in taxes other than property
taxes which is indicative of the improvement in the economy.
•
The 23.9% increase in fines, forfeits and penalties is due to the implementation
of the Police Departments implementation of the photo enforcement program.
•
The 13.4% increase in charges for service was due primarily to the invested
activities in the Redevelopment Agency.
•
The 733.2% increase in other revenues was due to the sale of land held for
resale in the Redevelopment Agency.
On the expenditure side, governmental fund type expenditures decreased by $1,925
or 2.4% from the fiscal year ended June 30, 1999, as shown (in thousands) in the
following table:
ii
The following is a table comparing the performance of the City's enterprise funds (in
thousands) to the previous year.
Table II
Expenditures by Function for 1999-2000
and Changes from Fiscal Year 1998-1999
Expenditures function
General Government
Human Services
Police
Fire
Community Development
Public Works
Transportation
Debt Service
Total
•
Fiscal year
1999-2000
amount
$
9,792
5,802
17,596
9,722
16,182
7,340
77
12,947
$ 79,458
100.0%
Municipal
Bus Lines
Increase (decrease)
from fiscal
year 1998-1999
Amount
Percent
Percent
of
total
12.3%
7.3
22.1
12.2
20.4
9.2
0.1
16.4
Table III
$
(577)
85
160
(72)
(3,547)
(507)
(10)
4
$ (1,925)
Operating revenues
(5.6)%
1.5
0.9
0.7
(18.0)
(6.5)
(11.5)
24.4
2000
1999
$ 1,940
1,918
Refuse Disposal
2000
1999
8,488
6,969
Operating income (loss)
(7,642)
(6,083)
685
122
Net income (loss)
(1,653)
(1,142)
500
372
Sewer
2000
Operating revenues
1999
$ 4,593
5,105
Operating income
746
2,560
Net income
933
3,557
(2.4)%
• The Municipal Bus Lines continued its consistent outstanding performance.
The net loss of $1,653 is the result of the depreciation expense and is
recovered through an offset against capital grant monies.
The 5.6% increase in general government expenditures was due primarily to
the costs associated with the updating of the City’s automated systems in
Fiscal Year 1998-1999.
•
The 18.0% decrease in Community Development expenditures was due in part
to the completion of the various Redevelopment Agency projects.
•
The 24.4% increase in Debt Service expenditures was due to the refinancing
of Redevelopment Agency bonds.
• The $500 net income in the Refuse Disposal Fund is an improvement due to
the implementation of new disposal programs.
The following is a table comparing the performance of the City's Internal Services
Funds (in thousands) to the previous year:
Table IV
Self-Insurance
2000
1999
PROPRIETARY FUNDS
The City operated three enterprise funds and seven internal service funds during the
year. Enterprise funds include the Municipal Bus Lines Fund, which is supported
primarily through grants and user charges; the Refuse Disposal Fund and Sewer
Fund are supported solely by user service charges. Internal Service funds include the
Self-Insurance Fund, Equipment Usage Fund, Graphic Services Fund, City Garage
Fund, Safety Garage Fund, Central Stores Fund and the Innovation Fund, all of which
are supported by charges to user departments within the City.
Operating
revenues
Operating
income (loss)
Net
income (loss)
iii
Equipment Usage
2000
1999
$2,944
2,865
1,158
(2,167)
(1,751)
(560)
(1,626)
(904)
(150)
909
3
1,587
Graphic Services
2000
1999
360
381
(40)
(41)
(30)
49
City Garage
2000
1999
Operating
revenues $ 3,340
Operating
income (loss) 294
Net
income (loss) 311
3,158
Safety Garage
2000
1999
532
Central Stores
2000
1999
506
1,095
966
105
(1)
28
70
(6)
130
(1)
(28)
71
(6)
Innovation
2000
1999
-
-
-
-
(79)
• The decrease in equity in the Special Revenue Funds is due to the receipt of
grant revenue that has not been spent.
• The increase in Enterprise Fund's fund equity is due for the most part to the
increase in the Refuse Disposed Fund, which is due a slight increase in fees
and an improvement to the refuse collection process.
20
• The Self-Insurance Fund accounts for general liability, workers' compensation
and unemployment charges. The increase in net losses is due to an increase
in claims in general.
WASTEWATER FACILITIES REVENUE BONDS
The City issued $25,080,000 of Wastewater Facilities Refunding Revenue Bonds on
December 8, 1999. The purpose of the bonds was to provide funds to (a) defease
and refund the city’s 1991 Wastewater Facilities Revenue Bonds, (b) fund capital
projects and (c) finance the cost of issuance of the 1999 Bonds.
• The increase in net income in the Equipment Usage Fund is due to the
increase in funds used to purchase equipment.
FUND EQUITIES
Total fund equities increased $32,350 or 18.1%, as shown (in thousands) in the table
below:
CERTIFICATES OF PARTICIPATION
Table V
During FY 1995-96, the City issued Certificates of Participation totaling $9,660,000 for
the purpose of helping finance the building of a new transportation center. (For further
information, see Note 11 to the general purpose financial statements).
Total fund equity
Fiscal year
1999-2000
Governmental Fund types:
General
Special revenue
Debt service
Capital projects
Expendable Trust
$
Fiscal year
1998-1999
15,553
4,256
44,508
62,397
8,011
14,142
3,434
18,415
59,774
6,748
134,725
102,513
Percent
increase
(decrease)
DEBT SERVICE
(10.0)%
23.9
141.7
4.4
18.7
During October 1999, the Redevelopment Financing Authority issued $51,475,000 of
1999 Series A and 1999 Series B Tax Allocation Refunding Revenue Bonds. (For
further information see Note 8 to the general purpose financial statements).
CASH MANAGEMENT
Total
Proprietary Fund types:
Enterprise
Internal services
Total
Grand total
31.4
58,059
18,594
56,417
20,098
2.9
(7.5)
76,653
76,515
0.2
$ 211,378
179,028
18.1%
The City Treasurer invests temporarily idle funds in accordance with government code
and a formal investment policy adopted by the City Council. During fiscal year 19992000, funds were invested in such vehicles as U.S. Treasury bills and notes, U.S.
Government agency securities, bankers' acceptances, certificates of deposit,
negotiable certificates of deposit and the Local Agency Investment Fund (State Pool).
The total amount of interest earned was $4,926,886 on all funds (City and
Redevelopment Agency combined) invested by the City Treasurer during the year with
an average yield of 5.61%. The City's level of investment performance is consistent
with current market conditions.
• The increase in the General Fund's equity was due in part to the increase in
revenue collected which indicative of the improvement in the economy.
iv
the 1932 Olympics in Los Angeles. The first Industrial tract, the Hayden Tract,
became a reality in the forties. In the late forties, Culver City became a charter city
with a unified school district. Our Junior and Senior High Schools were built to
compliment what eventually numbered eight elementary schools. Hughes Aircraft
located nearby became a major employer like the studios. In 1950, the Veterans'
Memorial Building was completed, Culver Center was built, car dealerships lined
Washington Boulevard and the Fiesta La Ballona celebrated the Spanish heritage of
the area. Fox Hills Mall was the first Redevelopment project. The Filmland Corporate
Center, Meralta Plaza and the beginnings of Corporate Pointe were projects of the
80's.
HEART OF SCREENLAND
HISTORICALLY
Indians of Shoshonean origin were the first known inhabitants of the area, which
became Culver City. Cabrillo anchored his small ship in the port of San Diego in
1542, but it was not until there was a threat of aggression by Russia, France, England
and Holland, that King Carlos III of Spain mandated colonization in 1769. Franciscan
Father Junípero Serra began to establish the missions from San Diego northward.
The local Indians became known as the "Gabrielinos", due to their proximity to the
San Gabriel Mission (est. 1771). In 1781, the "Pueblo de Nuestra Señora la Reina de
Los Angeles" began with eleven families and a number of Spanish soldiers. Amongst
them was a young "soldado", José Manuel Machado. Machado was destined to
complete his military duty and retire with his family to the pueblo in 1790. After
Machado's death in 1820, two of his sons, José Agustín and José Ygnacio joined
Felipe Talamantes and his son Tomás to graze cattle to the west on a 14,000 acre
land grant, which they called Rancho La Ballona. By 1865, when Agustín Machado,
the most prominent owner, died, Rancho La Ballona had functioned under three
governments: Spain, Mexico and the United States.
CURRENT ACCOMPLISHMENTS
Key Departmental accomplishments over the past fiscal year are highlighted below:
ADMINISTRATION
The Gold Rush and the Railroad moved people west. Abbot Kinney bought the land
to develop his resort of Venice in 1904. A young man from Nebraska by the name of
Harry Culver arrived in California in 1910 and went to work for I. N. Van Nuys. He
studied the area and in 1913 announced his plans for a city halfway between Los
Angeles and the ocean.
Culver envisioned a balanced community with a
residential/commercial mix. The City was incorporated in 1917 as a "sixth class city".
Culver saw Thomas Ince shooting a movie with "Indians" in canoes in the La Ballona
Creek in 1915, and convinced him to move from Inceville north of Santa Monica to
property on Washington Boulevard. This first movie studio became a "city within a
city", with six lots, some 180 acres. It was best known as Metro Goldwyn Mayer,
Lorimar and is currently Sony Studios. Ince moved east on Washington Boulevard to
establish his second studio. After he died in 1924, this studio prospered as De Mille
Studios, Selznick Studios, R.K.O., Pathe, R.K.O.-Pathe, Desilu, Culver Studios, Laird
International, and most currently The Culver Studios. It was on this studio's back lot
that Atlanta was burned for "Gone With the Wind". The third major studio was Hal
Roach, which existed from 1919 through 1963. It was known as the "Laugh Factory of
the World", where the Our Gang Comedies, the Keystone Kops, and Laurel and Hardy
was filmed. Hence, the "Heart of Screenland" appears on our City Seal.
The first City offices where the early "Board of Trustees" met were located above the
Meralta Theater, which Harry Culver moved to build his six story Hunt Hotel in 1924.
"City Hall" relocated to Van Buren Place until 1929 when the new City Hall was
dedicated at 9770 Culver Boulevard. That structure has made way for another new
City Hall which was completed in July 1995. Through a series of 37 annexations over
the years, Culver City grew from 1.2 to 5 square miles with a population of 40,000. In
the twenties, it was known for its nightspots like Fatty Arbuckle's Plantation Cafe, and
Frank Sebastian's Cotton Club and the fire, police and bus departments had their
beginning.
Industry was spawned in the thirties despite the Depression. Western Stove was on
Hays (National) and Helms Bakery on Washington Boulevard supplied foodstuffs for
•
Provided policy formulation support to the Council and leadership for the
organization as a whole in order to assure the continued provision of the basic
public services to the community, and in the analysis, adoption and implementation
of new Council directives.
•
Continued to implement and refine revised Long-Range Financial Plans for the City.
Regularly review revenues and expenditures against the approved budget, and
adjust/confirm future revenue projections and budget/expenditure policies
accordingly.
•
Ensured implementation of departmental measures growing out of the citywide
Management Audit and the City Council workshop. City Council and Executive
Management agreed upon various implementation measures.
•
Coordinated the annual Council/Executive Management retreats.
•
Reviewed City programs and services with Department and Division Heads;
continue management study sessions with topics selected to examine and improve
efficiency and effectiveness of City operations; provided for regular briefings by
Department staff to the Council on their budget, and progress on their approved
work programs, in order to monitor accomplishments and ensure progress.
•
Continued efforts to enhance public information, service and accountability by
seeking input and feedback from residents and businesspersons through personal
outreach, customer survey reviews and service focus groups.
•
Enhanced direct communication and relationships with subregional county, state
and federal elected officials representing Culver City and its interests.
v
•
•
BUDGET AND FINANCE
Held meetings with the City Council/School Board Liaison Committee as needed;
and scheduled and facilitated an annual meeting between the City Council and the
Board of Education.
•
Implemented the Community Recognition Program and other special efforts of the
Council Emeritus, and reported on the groups’ recommendations to the City
Council.
•
Scheduled and facilitated the City Council Town Hall Forums, including the annual
meeting with the high school students.
•
Identified operations within the City which are interdepartmental and
intergovernmental and which were not functioning as smoothly as they should.
Brought together the affected departments and agencies and facilitate
conversations and facilitate the development of action plans to resolve the
problems identified.
The budget process was changed this year and the work programs were not
considered by the City Council in January. Thus the entire proposed budget was
presented to the City Council in May.
•
•
Continued to improve and refine budget preparation and related administrative
procedures.
•
Coordinated filing of SB 90 claims for reimbursement of state mandated costs, and
preparation of the annual cost allocation plan.
Continued to prepare and file grant applications on behalf of the City; assess grant
opportunities from a cost benefit perspective; administered contractual grant
obligations; and research new/renewal grant opportunities to match City needs with
opportunities including special emphasis on funding for capital projects including
public infrastructure needs, park acquisition and development, and performing arts.
•
Reviewed and analyzed the fiscal impacts of proposed legislation and assisted in
preparing letters and related information programs to promote the City's view.
•
Continued Budget/Finance's increased role in assisting Redevelopment, Refuse
and Wastewater with financial planning efforts.
A major outreach effort was begun to find additional grants to close the Senior
Center funding gap. Utilizing the Center for Nonprofit Mangement’s database of
foundation grants we were able to submit fourteen (14) applicatons to private nonprofit foundations.
•
Conducted various analysis/studies and coordinate administrative projects assigned
by the CAO during the fiscal year.
A financial analysis of General Fund finances has been completed. We continued
to monitor certain aspects of the provision of animal control services by Los
Angeles County.
Received a $370,000 Economic Development Initiative grant through HUD and
Congressman Julian Dixon.
•
Continued to support grant, and other funding and capacity-building opportunities
for City arts groups and artists.
•
Continued to monitor state and federal grants legislation, assess effects upon City
interest and actively respond in coordination with the legislative tracking and
comment function under Budget and Finance.
•
Presented mid-year budget review to the City Council in January 2000.
A report analyzing the City’s financial condition was presented to the City Council in
February, 2000.
GRANTS ADMINISTRATION
•
Presented proposed 2000-01 departmental work programs budget to the City
Council in January and the balance of budget in early May 2000, and published
adopted budget within ninety (90) days after adoption.
PURCHASING
Established a “Complete Count Committee” of elected officials and local community
leaders to develop the “Culver City Counts” outreach plan that will increase
awareness and a more accurate count. Submitted two grant application to the U.S.
Census Bureau and L.A. County for marketing funds. Work with local census office
as necessary to prepare for census day, April 1, 2000. Culver City had a 74% mail
in response rate of Census 2000 surveys.
•
Implemented the warehouse module vendor of the Fleet/Fuel Management
software. Went live November, 1999
•
Prepared an ‘Emergency Procedures’ purchasing guide for staff.
•
Provided procedures for ‘Services under $10,000’ and updated RFP format.
•
Continued resolving problems with JDE as they arose.
•
Continued to assist accounts payable with JD Edwards problem resolution.
•
Continued with the interface implementation of Fleet and JD Edward
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CITY TREASURER
PERSONNEL
•
Coordinated bargaining with Police and Fire units.
•
Implementd training plan, including core public service skills.
•
The City Treasurer’s office Cash Management Handbook, for internal use, was
completed in May 2000.
• Commissioner Training January 20, 2000.
• Conflict Resolution Training – February & March.
•
Assured availability for all City and Redevelopment Agency cash needs.Treasury is
working closely with Accounting as they develop a revised weekly schedule for
payments.
•
Reviewed City and Redevelopment Agency investment activity with Investment
Committee.
INFORMATION TECHNOLOGY
•
Documented internal investment procedures that are used to implement the City
Council adopted investment policy.
Assisted the City Attorney’s Office in selection and implementation of a costeffective case tracking system went to Council June 2000. Implementation will be
in 2000-2001.
•
Established a “blind account” calendaring system for the City Council; trained
necessary staff.
•
Completed migration of all City applications from HP 3000, and installed servers
required for client-server environment.
•
Continued rollout of new desktop operating system, Citywide.
•
Completed upgrade of Permit and Activity Tracking, adding on-line permitting, and
remote inspection capabilities.
•
Enhanced City network backbone to support traffic intensive applications.
•
Researched and deployed Intranet/Internet hardware, software, and applications.
•
Continued Information Technology’s on-going training program to ensure that all
City employees that use computers maintain a high level of competency.
•
Continued efforts to resolve Year 2000 problems.
•
Implemented color copy technology ability in Graphic Services.
The May 2000 meeting addressed a variety of issues, including changes to the
investment policy, a survey of broker/dealers, and information on deferred
compensation providers.
•
Activity on awarding contract for remaining banking services was postponed due to
higher priority work by the Deputy City Treasurer in investing several millions of
bond proceeds from the CCRA and sewer bonds issues in October and November.
In the interim, a positive paycheck fraud avoidance system was implemented for
general demand checks, and in the near future, will also be set for payroll checks.
Current work on banking services is focused on E Commerce related initiatives.
•
Implemented new financial systems software for business license and tax collection
management.
The "go live" of the new HdL business license module in November allowed
Treasury to: issue renewals two weeks earlier than scheduled; reduce overtime for
issuing renewals to zero; and reduce the processing time from 1½ weeks to 1½
days.
•
Implemented refinements to the utility users tax ordinance, necessitated by ongoing
legislative changes and deregulation of the various utility industries were adopted
by the City Council in February 2000.
•
We anticipate year-end results will exceed $125,000. Current issues we are
monitoring are revenues from large new developments (Costco) and actual
revenues from e-commerce related firms.
•
Continued utility tax, hotel tax and franchise fee auditing with assistance of outside
contractor.
CITY CLERK
•
Conducted General Municipal Election held on April 11, 2000. The ballot included
five candidates for three City Council seats, two candidates for City Treasurer and
six measures.
•
Completed recodification of Municipal Code. The Municipal Code is now available
on the City’s web page.
With assistance from the City Attorney's Office, possible settlement of a difficult
hotel tax audit was reviewed by a mediator. Final settlement is still pending.
•
Continued to improve ability to identify unlicensed businesses through the utilization
of various information sources.
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CITY ATTORNEY
•
Developed implementation plan based on the results of the investigation of the
cost/benefit of accepting credit card payment for annual business taxes and
continue to investigate the options with an eye towards presenting a review of
options in September 2000. Certain possibilities, such as accepting payment over
the City's web site, will need significant review, especially related to security issues.
•
A number of procedures were refined with implementation of the new business
license software. In the coming quarters, these will be documented.
•
Treasury has provided information related to electronic commerce issues, and will
continue to monitor this issue. Both the Business Tax and Sales Tax databases
have implemented geocoding in conformity with the City's master plan to enhance
geographic analyses of economic data.
•
Implemented and processed Tax Rebate Program returns and provides
assessment of program to date. Tax filing forms for 1999 were mailed in January.
•
Cross trained the Deputy City Attorney and the Assistant City Prosecutor. Both
deputies are now handling diverse assignments including contracts, planning
issues and police personnel matters (Pitchess motions).
•
Coordinated training session with Personnel Division for supervisors. Training was
held for Department Heads on employee discipline and personnel evaluations.
•
Continued to work with Planning Division for the complete update of the Zoning
Code.
•
Conducted training regarding contract procedures. A year-long statistical study to
identify the nature of any delays and help outline the scope of the training process
has been completed.
•
Reviewed the implementation of 24-hour business ordinance. Additional input from
staff is needed to implement the program.
•
Oversaw and implemented Comprehensive Code Enforcement Task Force.
Several Code Enforcement cases have been handled through joint efforts of several
departments. The Task Force is convened on an as needed basis.
•
Developed a tracking system for all legal requests for assistance, opinions, and
court cases. This work program was carried over from fiscal 1998-99 due to
insufficient information to implement the system. Purchased City Law, a software
tracking system. Implementation is part of the new 2000-2001 Work Program.
•
Improved the reporting format for outside counsel expenditures including liability
and claims administration. This work program carried over from fiscal 1998-99 due
to the delay in implementation of the new tracking system.
•
Worked with the City Clerk and the Deputy City Clerk concerning the
implementation and codification of the new municipal code version. This work
program carried over from fiscal 1998-99 due to the delay in implementation of the
new code.
•
Assisted in the development of the revision of the Civil Services Rules. This work
program carried over from fiscal 1998-99. Revision of the Civil Services rules is
dependent on the schedule of the Civil Services Commission.
ACCOUNTING
•
We went “live” with the financial modules on July 1, 1999 and the payroll, Kronos
timekeepting, and related modules went live on March 3, 2000.
•
We held several training classes for each module during August 1999. We plan
additional training during FY 00-01.
•
Implementation of the “work flow” portion of the new system have started. The
process with purchase requisitions and Budget Amendments and plan to expand it
to other areas as opportunities arise.
•
We were able to submit our financial report to the GFOA but not the CSMFO
because of demands in staff time by the implementation of the JD Edwards
financial management system.
•
Incorporated Redevelopment Agency into City’s accounting function.
•
We have exploited new JD Edwards financial management system functionality to
improve information flow. Technical difficulties in the new JD Edwards system,
however, still mitigate against month end closures being processed on or before the
10th business day of the month on a consistent basis.
•
Prepared special reports as requested by the Agency.
•
Compiled the numerical portions of the Agency’s 1999-00 budget.
CODE ENFORCEMENT/PROSECUTION
•
Developed a tracking system to monitor City Attorney’s recovery/collections of
delinquent business taxes, City property damages, and court imposed penalties.
viii
•
Developed procedure manual for Animal Control Issues/Procedures.
The
information will be included on the upcoming City Attorney page of the City’s
website.
•
Implemented integrated Culver Municipal Court and Municipal Code Sections Titles
List and make necessary amendments to the Bail Schedule.
•
Reviewed, evaluated, and revised the Municipal Code regarding taxation of
production companies.
This is being reviewed by an outside auditor for
recommendation regarding possible revisions, in conjunction with the City
Treasurer’s Office.
•
Oversaw the red light photo enforcement procedures. Six intersections are
equipped and functioning. The City Attorney’s Office keeps in regular contact with
the Automated Enforcement Section of CCPD.
•
Coordinated with the Police Department and the City Treasurer’s Department to
revise taxicab driver requirements.
•
Reviewed and advised the Police Department with regard to the revision of Police
Department Manual. Sections of the manual are being reviewed on a weekly basis.
•
Revised and compiled new noise ordinance.
•
Developed a prosecution tracking system. Manual tracking has been implemented.
This will be included in the new City Law software tracking system.
•
RISK MANAGEMENT
•
Actively participated in the administration of the Independent Cities Risk
Management Authority (ICRMA) and California Transit pool to ensure continued
success in our self-insurance programs. ICRMA voted to retire the Certificate of
Participation. There will potentially be a one-time payment of $0-$300,000 to
Culver City as a result of this action.
•
Assisted/advised departments in the development of safety programs that will
reduce injuries and or loss time with special emphasis on state mandated
requirements.
•
Continued to develop and implement Wellness Programming. Conducted Breast
Cancer Program in October 1999. Provided information to all employees on
Testicular Cancer and Stress in the Workplace.
•
Continued assisting the Fire Department and other City personnel in First Aid/CPR
training. Approximately 30 employees signed up for CPR training.
•
Conducted community environmental studies (noise and suspicious odors/fumes)
as required by ordinance or City Attorney assignment. Conducted four inspections
at various City facilities that impacted on the public’s safety.
CODE ENFORCEMENT
•
Continued development and implementation of the Comprehensive Code
Enforcement Program. Identify City-wide trends to be addressed by the Task
Force. Prepare quarterly evaluation and statistical reports to monitor the program's
progress. Since July 1999 the Task Force has been activated for 2 cases. The
Task Force will continue to be convened on an as needed basis.
•
•
Prepared and edited the "Who Do I Call For Assistance" guide for public use and
Internet posting. The guide has been prepared and submitted to all Departments
for review. It will now be distributed internally for determination of usefulness. The
information will be included on the upcoming City Attorney – Code Enforcement
web page on the City’s web site.
HUMAN SERVICES
•
Monitored usage of the Code Enforcement Hotline to determine effectiveness.
Make any necessary modifications of information or services provided. Create a
follow-up pamphlet for mailing to callers. Follow up conversations with callers
indicated they were not satisfied with leaving a message and would prefer a live
operator. Misdirected callers were dissatisfied with a delay in receiving redirection
to the correct department. Code Enforcement was unable to re-contact an
anonymous caller who did not leave enough information for complaint follow up.
Continued to work with the County Human Relations Commission and the Human
Relations Mutual Assistance Consortium and to facilitate programs that enhance
community and neighborhood harmony.
We are actively participating in programs with the Los Angeles County Human
Relations Commission and the Human Relations Mutual Assistance Consortium.
We are continually aware of human relations issues and design programs, where
possible, that promote community and neighborhood harmony.
•
Continued to update Code Enforcement Manual with new procedures.
Provided guidance and support for all capital projects in the Capital Improvement
Budget, including the relocation of the Senior Center and the relocation of the Youth
and Community Center if the California Youth Authority grant is approved.
Unfortunately, the grant submitted by the City through the Human Services
Department to fund the refurbishment of the Youth and Community Center was not
funded. We are continually seeking other grant opportunities to accomplish that
ix
Arts programs currently sponsored by the Human Services Department include the
Culver City Symphony, the Doctors’ Symphony, the WLA Symphony, the Summer
Jazz Festival, the A.R.T. Group, the La Ballona Creek Renaissance Program, and
numerous drama and art classes. We are also Project Managing the La Ballona
Creek mural.
purpose. We are working with the Redevelopment staff on the construction of the
new Senior Center. The architects for the Center were recently honored by the
American Institute of Architects’ San Fernando Valley Chapter for their design of
the new Culver City Senior Center. All of the capital projects are monitored on a
regular basis.
•
•
Continued to seek a strategy with the Human Services and Park Commission to
expand recreational opportunities and resources within the community in the most
cost-effective manner.
The addition of the Administrative Clerk position during evening hours and on
weekends has improved our ability to service our existing clientele and encourage
potential renters to visit us during "off" hours. Rental information packages have
been revised and streamlined.
The Human Services and Park Commission meets monthly where recreational
opportunities and resources and cost-efficient programs and services are
continually discussed, evaluated, and monitored.
•
•
Continued to develop and implement plans for the creation of a skateboard park,
roller hockey facility, and dog park as appropriate.
•
Continued to develop marketing tools and outreach programs for revenue producing
rentals while at the same time maintaining availability for City and Community
events.
•
Continued to seek additional cultural arts programs and opportunities to enhance
the quality of life in Culver City.
•
We are continually seeking cultural arts programs to enhance the quality of life in
Culver City. Two recent examples are the Rhythmic Gymnastics Tournament and
the Black Film Festival at the Veterans Auditorium that drew participants from
outside Southern California and filled Culver City hotels and restaurants. Events
such as these help enhance the economic viability of the City. We continue to
provide free concerts through the Culver City Symphony, the Doctors’ Symphony,
and many other cultural opportunities. This year the Department will be expanding
the Summer Sunset Music Festival from 25 performances to 43.
•
Continued to work with the Unified School District and other interested community
organizations in the development of an after school care program for all children.
A proposed VMB & Ivy Substation Website has been designed. Staff will work with
the new Web Master to finalize this project. Modern Bride magazine continues to
be our most lucrative advertising option.
•
Continued to investigate ways to fund the renovation of the National Guard Armory
in order to make it accessible to the public for increased Recreation activities and
revenue producing events.
The Human Services Department has been working very closely with the Unified
School District in a pilot after school program funded through the State Department
of Education. We are also working very closely with the School District on
maximizing the utilization of recreational fields for youth sports organizations and
closely cooperating in the shared utilization of City and School District facilities.
This project must be put on hold until the Human Services Department clarifies
details of the lease with the National Guard, and the agreement with the County for
the homeless shelter, in order to allow access.
•
Produced the Summer Sunset Music Festival.
Expansion recommendations were approved by the Redevelopment Agency on
February 21, 2000. Staff recommended the Festival be expanded to 34 concerts as
opposed to 25 and that the Saturday concerts be moved to Tuesdays to coincide
with the Farmers' Market.
Continued to seek funds to make the Armory a viable recreational facility and
develop and implement additional uses of the Armory for recreational purposes.
The utilization of the Armory as an additional recreational facility is high on the
priority list for the Department. The Human Services Director has spoken with the
commander of the facility and they are strategizing on how to work together to best
meet the needs of all concerned.
•
Continued to investigate ways to permanently display the MGM costumes.
The Culver City Historical Society is actively raising funds to build a museum to
house the costumes, among other things. The VMB Manager will address the
Society in October to discuss display options.
The temporary skateboard park is now complete and it is very heavily utilized. The
Department is in the process of developing a fund-raising program as part of a
comprehensive strategy plan for future developments of a roller hockey facility, a
dog park, and other park facilities improvements. The Department will continue to
seek opportunities and implement plans as appropriate.
•
Continued to develop new and improved customer service policies including
increased supervision during evening activities and a streamlined rental process.
Continued to encourage Cultural Arts activities for the enjoyment of the Community
through sponsorships and co-sponsorships by the Human Services Department.
•
Continued to seek additional grants and funds to offset and enhance Human
Services Department operations.
x
•
The Department has been working closely with the Redevelopment Agency and the
Grants Administrator in applying for grant funds to close the funding gap for the
construction of the new Senior Center, as well as applying for grants for
refurbishment of park buildings and play equipment. The Department is committed
to continuing to seek external funding sources to offset general fund revenues for
Human Services Department operations. Most recently, Council approved the
Department development of a partnership agreement to attract sponsorship
opportunities associated with the Department to offset general revenue expenses.
•
By participating in the theatre community, staff has been able to keep abreast of the
market rates for theatre rentals, as well as the artistic endeavors of other theatre
facilities.
•
Continued to support the Chief Administrative Officer in the discussion of the
creation of a Cultural Arts Division, or an enhanced program for cultural arts,
involving the City Council, Human Services and Park Commission, staff and the
public.
•
Managed and maintained a valuable historic site and facility with special focus on
increasing revenue through improved marketing efforts.
Staff initiated a new team-building program last spring with youngsters at several
CCUSD schools with very positive feedback. So much so that the “experiential
learning” concepts used are being integrated into all department recreation
programs. Development of a team and ropes course is also being evaluated. A
number of new learning opportunities have also been added with the installation of
the kiln at SK Park and new contract classes at the pool.
The Film Marketing plan resulted in a two-day commercial shoot. The Theatre
Marketing plan has also been successful with negotiations for a large rental to
produce a new Arthur Miller play.
•
Produced the annual Culver City Summer Sunset Music Festival with special focus
on increasing sponsorship.
In January a Sr. Recreation Leader has also been assigned to the pilot afterschool
enrichment program at La Ballona. This is a very positive experience for the youth,
teachers and the Recreation Leader and will probably be the model for developing
similar programs at other CCUSD elementary schools. These are examples of the
type of program improvement we are working to develop in all recreation program
areas.
Staff evaluated a significant expansion of the Festival and submitted a
recommendation to the Agency to increase the number of concerts from 25 to 34
beginning in June and ending in October. This recommendation was approved on
February 21, 2000.
•
Provided and facilitated recreation services that are effective and efficient, meeting
the varied needs and interest of the community.
The goal of Recreation and Leisure Services is to meet the varied recreation and
leisure needs of the community, effectively and efficiently. Program activities such
as the youth sports program and afterschool programs are modified as needed at
the beginning of each session based on feedback from program participants. For
example, a new youth sports philosophy was introduced at the January flag-football
banquet and is being integrated into the skills training for coaches and participant:
CULVER CITY YOUTH SPORTS - Developing Body and Spirit - Teaching
Sportsmanship & Teamwork - Building Confidence & Self-Esteem - Creating
Lifelong Friendships.
To facilitate, in conjunction with the CAO’s office, a meeting with the Council and
the government classes at the High School.
Staff will be working with the CAO’s office and the Unified School District to
facilitate a meeting with the Council and the government classes at the High
School. Last year’s meeting with the Council and students was well received and
very productive.
•
Continued to work with the newly relocated Farmer’s Market to find mutual
marketing and promotion opportunities.
The Farmers' market is operating successfully. The Agency approved staffs
recommendation that we move the Saturday Summer Sunset Music Festival
concerts to Tuesday nights to coincide with the market. This should increase the
number of people attending both events.
The Human Services Department has been working with the Redevelopment
Administrator and Community Development Director in formulating a proposal for
the creation of a Cultural Arts Division. We recently submitted a grant proposal to
fund a Community Cultural Plan, but unfortunately that grant proposal was not
funded. Staff will continue to pursue the development and creation of a Cultural
Arts Division.
•
Continued to survey the facility rental market for fees and policies in like facilities,
and to develop relationships with these facilities in order to share and refer cultural
and rental opportunities.
•
Continued to work with local caterers to promote the Ivy Substation and Media Park
for revenue producing events.
New relationships have been developed with local caterers. This resulted in two
new holiday rentals.
Evaluated all recreational programs, service delivery systems, related cost and fee
structures and develop a framework and strategy for program evaluation and
development.
Staff is in the process of completing the framework for decision making that was
outlined during the previous budget session. This includes cost/benefit analysis
xi
•
and participant enrollments for all existing programs, particularly those with
declining or inconsistent participant numbers. These evaluations are very laborintensive since staff is attempting to gather information for the last 2-3 fiscal years
even though the necessary data was not pre-defined and therefore may not be
available in a consistent and useable format for year-to-year analysis.
The concept of developing sponsorships has expanded beyond the Recreation and
Leisure Services Division to include the entire Human Services Department.
Therefore, the Sr. Management Analyst has taken the lead in developing the
program. The Recreation Division has identified that the pool, Teen Center, and
aging park facilities are the highest priorities. New programs such as a permanent
skateboard park and a team and ropes course will be sponsorship priorities for new
program development.
The first area of study has been the pool with specific emphasis on assessing
participant use and the cost of operating a year-round, unenclosed outdoor pool.
The study of the other program areas, including enrichment classes, youth and
adult sports, camps, the teen center and park programs are being initiated in stages
with a target to complete at least a basic evaluation of all program areas by the end
of the fiscal year.
•
In addition to participant needs and interests, both expenditure and revenue
opportunities are also being considered in the discussion of any new program
concepts.
•
Developed standard policies and procedures throughout all recreational divisions to
ensure staff responsibility and accountability in all areas of program service and
operation.
•
Continued to strengthen cooperative working relationships with schools and
community groups, such as CCUSD, Culver City Interfaith Alliance, LA Children’s
Planning Council - SPA-5, in order to identify community needs and design effective
community programs that maximize shared resources and outreach efforts.
The Recreation and Leisure Services Manager is taking the lead with CCUSD in the
development of a Master Joint Use Agreement between the City and CCUSD. The
JUA will be the foundation for updating and/or consolidating the many site specific
agreements that have not been renegotiated for a number of years. This is a very
exciting project since both parties are eager to maximize resources and work
creatively for the benefit of the entire community.
Provided staff training and support to continually improve the professional abilities
of recreational staff.
Staff is being encouraged to attend workshops and in-service training sessions held
by recreation professional organizations such as BAMMA, CPRS, SCMAF and
XKR. These sessions are focused on specific skill development and also provide an
excellent networking group for follow-up. The Recreation Manager, Supervisors
and Coordinators have each participated in at least four such training each in the
last six months. The secretarial staff has also participated in training in each of
their areas of responsibility.
•
Worked with the Culver City Parks and Service Foundation to recruit volunteers and
solicit funding to support recreational programs throughout the community.
The Culver City Parks and Service Foundation is currently struggling with
membership. This organization is vital to the Department because of its non-profit
status and mission to provide funding and support to recreational services. Staff
will be working with the various park user groups as well as other organizations that
are supported by the Foundation to help revitalize membership and fundraising for
everyone’s benefit.
Recreation program supervisors and coordinators are preparing written policies and
procedures to insure consistent delivery of service and operational accountability in
their particular program area. In addition, an internal reorganization of full-time staff
duties, implemented January 2000, aligned staff accountabilities with assigned
responsibilities. This is still in the implementation phase but will be solidified
through the development of a written policy and procedure manual.
•
Identified and developed corporate partnerships and grant funding opportunities to
enhance and expand recreational services.
The Recreation and Leisure Services Manager is now also assuming responsibility
as liaison to the Culver City Interfaith Alliance. Already the Alliance has been a
resource for families in need and discussions continue about working together to
improve afterschool care, job referrals and other human service needs.
In the fall, the Human Services Department and LA Children’s Planning Council SPA-5 co-sponsored a workshop at the Veterans Auditorium entitled “Helping Your
Family Make It”. The Workshop provided valuable information and resources for
childcare, job training and referral, housing, health care and more.
Worked cooperatively with the Parks Patrol division to ensure that all parks are safe
places for all participants.
Recreation and Leisure Services and the Park Patrol have been exploring new roles
and working relationships that can better serve the community and make each
person’s job more effective. Lines of communication are open, but tighter
procedures and additional communication resources are needed to best meet the
needs of both Park Patrol and Recreation Leaders assigned to various recreation
facilities.
•
Established a temporary skateboard park and evaluate the feasibility of a
permanent skateboard and roller hockey facility.
A temporary skateboard park located on Jefferson just west of Duquesne opened
on 11/13/99. Establishing a permanent skateboard park and roller hockey rink is
still a department priority, but is on hold until grant funding or a private sponsor (i.e.
xii
the next quarter is to continue to seek corporate sponsors as a Department for park
programs and Youth Scholarships.
skateboard equipment or sports apparel company) can be found to finance the
project.
•
•
Evaluated the feasibility of a dog park with dog training programs.
Establishing a dog park is on hold until grant funding or a private sponsor (i.e. dog
food company) can be found to finance the project.
•
We are still working on developing Park Advisory Groups with the assistance of the
Recreation Leaders. A notice was posted in the summer edition of Culver City
Living, and we hope to get a response from that effort.
Recruited volunteers for various events, i.e., Western Hemisphere Marathon, Fiesta
LaBallona, etc.
•
The Western Hemisphere Marathon was supported by 90 volunteers with over 540
hours of volunteer service. The volunteers came from a number of different
agencies: Lions Club, Soroptimist, Culver City Middle and High Schools, Parks &
Service Foundation, Conservation Corps (CCC), Amvets, Planet Janet, Culver City
Dance & Drill Team, etc. The Teen Center now has a volunteer assistant in the
computer laboratory and staff is exploring recruiting volunteers for the youth sports
program.
•
Provided staff training to improve the skill level of all parks and playground staff,
utilizing city departments and other resources for staff training.
A recreation supervisor was recently delegated the responsibility of staff
recruitment and training. We are working with Risk Management to ensure those
Recreation Leaders who choose to be are CPR and First Aid Certified. We also
held a staff orientation training for the new hires. City policies and procedures were
discussed, staff members participated in team building exercises, after which they
were split into groups according to their summer work assignments. The majority of
the park staff are currently being trained by other Senior Recreation Leaders on the
parks.
Continually improving the quality and diversity of recreation services and add new
services as needed by community responses.
•
We’re dedicated to improving the quality of our services, not merely maintaining
current standards. The most reliable source of information is the public we serve,
and we do our best to respond to their needs. Recent examples include expanding
our SuperStars enrollment by providing additional coaches, giving trophies to ALL
SuperStars participants, including trophies with female figurines for the girls in
class, notifying maintenance crews when safety issues are raised regarding
facilities or playground equipment, and creating divisions within the girls’ basketball
league. We have reestablished the traveling Arts and Crafts program at the parks,
and we as Coordinators are working as a team when it comes to new program
development. We have introduced party planners, which provides recreation
leaders and some activities for permit groups on our parks.
Developed an ongoing partnership in park supervision and management with the
Park Patrol division.
We continued to strive toward a better working relationship between Park Patrol
and the Recreation staff through increased communication. We’re looking forward
to meeting and working with the new Park Patrol Officer.
•
Expanded and enhanced program activities on school sites.
Finally, we are continually improving our working relationships with the elementary
schools in Culver City. We have discussed working together on a citywide
Halloween Carnival for 2000. Also, we recently met with Farragut Elementary
School’s principal to discuss the possibility of having Recreation staff on site after
school, and she was very much in favor of that prospect. We also attempted to
meet with the principal at El Marino Language School to discuss with her the
various programs we offer, but our schedules have conflicted and we have yet been
unable to meet. All of the local schools have been very cooperative when it comes
to flyer dispersal, which is a marketing tool we rely heavily on.
Recruited and screened for eligible volunteers for various programs. New laws as
of January 1999 prohibit volunteers or staff from working with children until they
have been fingerprinted and cleared by the Department of Justice.
•
Developed Park Advisory Groups to assess and support recreational park
programs that meet community and neighborhood needs.
We are currently recruiting, as we have throughout the spring, prospective
employees to support the staff on the parks. Under the new Child Safety Laws, any
person working with children must be fingerprinted prior to working even as a
volunteer. We are continually interviewing and hiring staff to supplement the
Recreation Leaders already in the parks. We recently hired more than 30 part time
recreation leaders to assist at the parks, the pool, and in camp.
•
Continued to seek corporate sponsors for park programs and services.
•
Provided quality, affordable Day & Youth Camp Services.
Our camp program continued to provide a quality and affordable service for youth
between 6 & 14 years of age.
Our goal is to provide as much consistency as possible when it comes to
scheduling staff. Individual Recreation Leaders have done an outstanding job of
seeking sponsors and donations for the Youth Scholarship Program. Our goal for
Offered extended care to those parents in need of this service.
We continued to provide extended care for the parents.
xiii
•
process of permitting along with the fee structure for all public facilities, including
the pool. No final policy has been established to date.
Provided a one-week program for those parents who want or need only one week of
service.
•
We continued to provide a one-week camp program to service those parents who
need this service.
•
We are currently offering 3 contract classes and 1 contract swim team at the pool.
They are 2 water exercise classes, a Lifeguarding class and the CCATS Swim
Team. Once a full time coordinator is assigned to the pool, they will have the
responsibility to recruit additional class instructors.
Developed an evaluation and feedback system for parents to assess how the
program can best meet the needs of the children and parents.
We continued to survey parents as to better serve their children’s needs.
•
•
Evaluated opportunities for additional City camp programs and opportunities for
cooperative programs with other camps.
•
•
The pool remains open on a year round basis. We offer opportunities to the public
in lap swimming, recreation swimming, water exercise, swim lessons, swim teams,
a Lifeguarding class, and private parties. Due to the low demand for recreation
swim this winter, that program was discontinued in December, and will resume in
April. Due to the large demand for public lap swimming and lessons, these
programs were expanded to include; Saturday morning and weekday afternoon lap
swimming, and fall and spring lessons.
Computerized the registration process.
Beginning last fall session all class registration was computerized and centralized
to the main offices. Participants now have the ability to register in person, over the
phone, by fax or by mail. They can also register with a credit card, which was not
available under the old method of registration. The new process was very
successful in many ways, but very challenging for summer registration. The current
single-user system is not capable of handling the volume of registration
experienced with centralized registration. With the purchase of the new multi-user
ESLOM registration program next fiscal year, most of the difficulty experienced
should be resolved.
Worked closely with local schools and camps for use of the pool.
We currently are working with four local schools who use our pool during the school
year. Culver City High School, Notre Dame Academy, Beverly Hills High School
and Loyola Marymount University currently use our facility for practices and
competition for their swim and water polo teams.
•
Promoted pool use for rentals for various purposes, i.e., swim clubs, special events,
water polo teams, etc.
•
Licensed the Pool Coordinator as a Certified Public Pool Operator.
A new coordinator was not hired in FY 99/00. Recruiting for this position should
begin in September 2000.
Expanded Team Culver City youth competitive swim program.
In February 2000 the Culver City Novice Swim team was expanded to include
Novice II age group, pre-seniors and senior levels. With the addition of those
levels, the team has increased by 50% and continues to grow each month.
We continued to seek and contract with many private groups to rent our facility on
an ongoing basis. Our current regular rentals are: SCAQ, California Old Boys,
West Hollywood Aquatics, Kaos Water Polo, Loyola Marymount University, Notre
Dame Academy, Beverly Hills High School, Venice/Beach Cities Masters, and
Team Santa Monica. In addition, there were several one-day party rentals and
filming.
•
Closed the facility twice a year for scheduled maintenance and repairs.
Due to unexpected extended closures this year and last, additional extensive
repairs were not required this year.
Provided aquatic opportunities that meet the community’s needs on a year-round
basis.
•
Explored the possibility of corporate sponsorship for the pool.
Our department is currently working on a corporate sponsorship for the entire city,
which would encompass the pool.
We continued to improve our camp program and offer new camps. We also work
with other outside local camps to give them an opportunity to use our parks for their
off-site activities.
•
Explored and expanded opportunities for classes offered on a contract basis.
•
Provided quality, affordable after-school child care.
Our after-school program continues to provide quality, affordable child care for
children attending Farragut, El Marino and El Rincon elementary schools as well as
the Middle School.
Streamlined procedures for issuing film permits at the pool.
A committee comprised of all city departments has been established to look at the
film permit process throughout the city. The committee will be looking at the
•
Networked with other service providers to enhance program services.
xiv
•
We kept up to date with policy changes under the State of California Title 22
requirements for school-age child care centers by continuing our relationship with
the Department of Social Services as well as other school-age child care centers
such as the YMCA, SACC, KIK and Club Farragut.
•
Continued to provide quality sports programs that meet the recreational needs of
our community.
•
Continued to communicate via elementary schools about the after-school care
program.
•
We listened to parent concerns and elicit support for new and stimulating ways to
provide a positive after-school experience for the children. We also branch out into
the community for resources that are available and helpful to our program.
•
Evaluated the possibility of purchasing portable buildings to place on the
elementary school sites for expanded program opportunities.
•
•
Provided quality recreation classes for the community.
We continued to provide quality recreation classes by conducting on-site
inspections. During these inspections, we talk to the students and ensure that the
teachers are conducting a professional class.
Maintained current level of youth and adult sport services to the community; offer
new sports services as needed to provide opportunities for all sectors of the
community including women, men and children.
•
Developed nature related and educational classes, including one-day seminars.
The Parks and Playgrounds Division has taken over providing nature and
educational related classes for now. With the development of the teams and ropes
course, we will be able to take over providing these classes.
Our Youth Sports Program exceeded our goal of 250 participants for our Basketball
Program. We were able to serve over 200 youth because of our leaders on the
parks and playgrounds and also having a girls league involving over 25 players,
which is up from no teams last year.
•
Developed and promoted a quality summer sports league program in conjunction
with CCUSD.
We continued to utilize CCUSD schools to pass out flyers and information needed
to promote our Fall and Winter Programs.
Continually assess need for after-school care services and develop program format
and level of service accordingly.
We have extended our after-school program to include Middle School children
when we found there was a growing need for services for this age group
•
Maintained player participation rating of 90% or greater of last year’s number of
players in youth sports programs.
We continued to stay just above the 90% mark in our adult sports program.
We have met with the principal of Farragut Elementary School regarding the
possibility of starting construction of an after-school program site in January 2001.
•
Maintained team participation rating of 90% or greater of last year’s number of
teams in adult sports leagues.
We continued to provide staff training for our coaches and officials. We have had
coaches’ clinics within our department to help them better understand our Youth
Sports Philosophies.
Developed public/private partnerships that can enhance program services.
•
Improved quality of staff training through department and outside resources.
We continued to seek out corporate sponsors and scholarship opportunities for our
youth sports programs; to date we have secured over $1,000 for this program.
We continued our relationship with the schools we service by flyer distribution for
up-and-coming events. We also have regular contact with school personnel to
make them aware of our presence on campus as a friendly and concerned element
that cooperates with the school system.
•
Seeked corporate sponsors and scholarship opportunities for youth sports through
entrepreneurial efforts.
•
Provided quality youth and adult sport services that effectively meet the needs of
the community.
Developed a teams and ropes course within Culver City that can be used by youth
and adults to learn cooperation and trust by participating in a fun and nonthreatening recreational activity.
We are currently in discussion with Fulcrum Learning Services about developing a
complete teams and rope course here in Culver City.
We continue to have an Adult Sports Women’s Soccer Program in which we have
about 30 women soccer players at El Marino Park 2 days a week just prior to our
Men’s league. They are 100% Culver City residents. Our goal will be to start a
Women’s Soccer League in early 2000.
•
Conducted quarterly surveys to ensure the programs offered and the instructors are
satisfactory to the students.
xv
Local youth have assisted staff during the Marathon, dances, coffeehouses, team
building and teen center cleaning.
We are scheduled to survey the classes in the Spring 2000 session.
•
•
Developed a yearly special event.
We attempted to offer a family fun day at the Getty Museum, but due to low
attendance we had to cancel the trip.
•
Staff continues to attend SCMAF and CPRS training sessions for recreation
programming and sports. Didi Hirsch staff has also continued to work with Teen
Center staff in developing peer-counseling skills.
Updated the computer software program used for class registration.
We are currently comparing RecWare and Class, the top two computer registration
programs. We are conducting a working side-by-side comparison to make a
decision about which program would best fit our needs.
•
•
•
•
Established an advisory committee for the youth center.
Promotional material has been distributed at CCMS and CCHS to attract interested
adults. Flyers have also been mailed directly to the parents of Teen Center
members. As of this time, we have not been contacted by any interested adults.
•
Developed new programming areas such as a monthly “Thematic Program” that
focuses on a topic in depth with a variety of related activities and family based
programs to create greater involvement by the parents of youth center members.
Continued fundraising efforts to support the service needs of the center.
Our Second Annual Celebrity Jam, Saturday, March 4, 2000, was well attended, but
did not generate funds, as hoped. As a result, we have decided to discontinue this
event. We have however, attained a $2,500 computer lab grant from the
Community Partnership agreement, which is coordinated through Pacific Bell and
the United Way.
We have developed and implemented several new programs over the past half year
including cheerleading, concerts, coffeehouse nights and family trips. The purpose
of these programs was to attract a broader variety of youth to the Teen Center and
to provide programming for underserved populations. We have also modified our
homework program to offer incentives to participants.
•
Developed a staff liaison position to work with the PTA and ASB at the Culver City
Middle and High Schools.
Staff members have served as Teen Center liaisons to the Culver City High School
and Culver City Middle School Associated Student Bodies respectively. Both
attend weekly Associated Student Body meetings, during the school year and have
developed a working relationship with teachers and students alike. This has
resulted in joint Associated Student Body and Teen Center dances and concerts.
Provided diverse programs of interest to youth, including tutoring, youth
employment, tournaments, trips, sports, dances, computer center, family programs,
etc.
We have continued to offer a wide variety of programs during FY 99-00. Some of
these programs have been offered on a daily basis, while others have been offered
on a weekly or monthly basis. These programs include drop-in basketball,
recreational sports, tutoring, youth employment, service learning opportunities,
sports tournament, sports leagues, trips, dances, and special events such as,
coffeehouse concerts and the celebrity Basketball Jam.
•
Worked with outside organizations, including Didi Hirsch, CCPD, Culver City Youth
Health Center, SCMAF, CPRS and other youth centers to provide training for center
staff and to develop classes and counseling programs for youth and their parents.
Developed and implement an outreach program especially to meet the needs of
senior high school youth.
The focus of our coffee house and concerts are to offer entertaining Friday night
activities for senior high school youth. We are also working in conjunction with
Culver City High School to offer a Regional Occupation Program (ROP) for high
school youth that are interested in working in recreation or a related field. This
program began this summer with approximately fifteen youth who will begin their
unpaid internships at the end of July or the beginning of August. We are hopeful
that this program will attract more teens.
Provided community service opportunities for Culver City youth.
•
Provided employment opportunities for Culver City youth at various City facilities.
During the summer these youth work at our Day/Youth Camp Program and at the
various parks.
•
Provided training and promotional opportunities for youth involved in working
closely with our Recreation Leaders to learn how to deal with team sports, parents,
and park policies.
•
Provided additional group picnic areas and barbecues in Fox Hills, Tellefson and
Syd Kronenthal Parks.
New group picnic areas have been completed at Fox Hills and Tellefson Parks, Syd
Kronenthal is under construction.
•
The Teen Center has continued to provide community service opportunities for
Culver City youth through special events and through Teen Center maintenance.
Striped handball court at Lindberg Park.
xvi
•
Painted picnic pavilions at Lindberg Park and Tellefson Park.
•
Managed new five-year contract for citywide landscape maintenance areas, July 1,
1999 through June 30, 2004.
•
Managed five-year contract for custodial maintenance of park restrooms,
September 1, 1997 through September 1, 2002.
•
Managed East Washington Boulevard landscape maintenance contract for Culver
City Redevelopment Agency.
•
Continued our entrepreneurial efforts in the related senior citizens services by
interfacing with community-based organizations and service clubs to provide
services to seniors without increasing the burden on the general fund.
We interface with the following community groups: We coordinate with local
schools in Culver City to serve needy families through a Holiday Food Gift
Certificate Program; Adult School has teachers working at the Center; WLA College
runs Immigration classes; Lion’s Club sponsors a thanksgiving Luncheon; ERAS
Youth Club assists with various events; Didi Hirsch Community Mental Health
Center offers group and individual counseling to our seniors and staff; Center for
Healthy Aging and Westside Independent Services to the Elderly provides on-going
case management as needed.
•
Continued the survey of Center participants for level of satisfaction and for desired
new/replacement services.
•
Maintained the current level of services to seniors and people with disabilities while
looking for new programs and activities to attract younger/recently retired
population.
•
Maintained a twelve minute response time to routine calls for service and three
minutes to emergencies.
•
Continued to represent the City and the Police Department in a positive manner.
•
Started four new Neighborhood and Business Watch groups and conducted
seventy-two meetings that involved the community in crime prevention. Continued
to expand the Citizen Volunteer Bicycle Patrol that continues to focus on quality of
life issues. Continued to operate the Juvenile Diversion Program for at-risk
juveniles that are famous statewide.
•
Modified Business and Neighborhood Watch groups in response to changing needs
within the community. Modified deployment and patrol district configurations to
combat shifting crime patterns.
SPECIAL INVESTIGATIONS BUREAU
•
Administered the department budget.
expenditures within appropriate limits.
•
Processed and maintained all records in an effective manner.
Processed 4,339 reports. Handled 4,000 walk-in requests for service.
•
•
Explored ways to assure seniors privacy and to protect and educate seniors about
unscrupulous sales, con games and all types of fraudulent activity.
We routinely place this information in our newsletter. Our manager recently
attended a seminar on protection from consumer fraud, and these materials are
available to all staff for use with clients. We also schedule speakers at the Center
to speak on these topics.
Assisted City personnel with examinations for the position of Jailer, Safety Services
Communication Operator, Police Recruit, Lateral Police Officer, and Community
Service Officer.
OPERATIONS BUREAU
•
Provided highly visible 24-hour uniformed patrol, focusing on the preservation of
public peace, prevention of crime and protection of life and property. Conducted
approximately 6,500 preliminary investigations. Provided extra visibility at the
public schools, parks, and shopping centers.
•
Enforced the criminal laws of the State of California and the ordinances of the City
of Culver City. Made 2,479 arrests and responded to more than 16,894 calls for
service.
POLICE
ADMINISTRATION
•
Ensured that all department personnel have completed mandated training
requirements.
Sent officers to all required state mandated training and maintained accurate
training records for all department personnel. Conducted five training sessions per
day.
Provided additional weapons training for police officers, sergeants,
lieutenants, captains, and the assistant chief. Published 15 training bulletins.
We offer computer classes that attract younger seniors. We have a special teacher
to teach people with disabilities computer skills; we add new classes to attract
younger seniors such as Tai Chi and line and ballroom dancing.
•
Have successfully kept the budget
Ensured that all aspects of the Police Department are functioning at optimum
levels.
xvii
•
FIRE
Maintained an acceptable response time to calls for service. Response time for
routine calls for service has been maintained at 12 minutes. Response time for
emergency calls continues to be 3 minutes or less.
ADMINISTRATION
•
DETECTIVE BUREAU
•
Conducted follow-up investigations on 4,300 cases.
•
Approximately 1,300 cases have been prepared for prosecution with the city or
district attorney’s office.
•
Exercised control of approximately 15,300 items of evidence.
•
Juvenile Detectives handled approximately 210 cases. Juvenile Investigators also
conducted two four-month Juvenile Diversion Program and coordinated the
program to assist victims of violent crimes in receiving state aid (State Victim’s
Assistance Program).
The Fire Department met with the Citizen’s Advisory Strategic Planning Committee
the first of December to update them on the past year’s accomplishment relating to
the EMS and Public Education Plan. The second part of the meeting we discussed,
and the Committee approved, next year’s plan for EMS and Public Education.
•
Provided an acceptable level of traffic enforcement and accident investigation.
Wrote 22,102 traffic citations. Three hundred thirteen traffic collisions were
investigated.
•
Promoted safe vehicular and pedestrian traffic throughout the community aimed at
reducing injury accidents. Maintained and supervised the crossing guard program
at high risk intersections. Traffic Index of 79 was maintained (the State Office of
Traffic Safety considers 20 as an effective traffic enforcement program). Eighty one
drunk drivers were arrested.
•
Provided parking opportunities through enforcement of parking ordinances. Wrote
39,730 parking citations.
•
Processed 6,606 reports.
service.
•
•
Developed action plans for the implementation of strategies that were developed
from the accreditation program.
Action plans have been developed for only this year’s strategies from the
accreditation program. We will continue to develop action plans on a yearly basis.
TRAFFIC BUREAU
•
The EMS and Public Education plan will be updated by September
for review by the Citizen’s Advisory Strategic Planning Committee.
•
Continued to keep our internal audit updated every six months. We updated all
exhibits during the last quarter of 1999.
•
Prepared and submitted our annual report to the Commission on Fire Accreditation
International Commission for continued accreditation. In February we submitted
our annual compliance report to the Commission of Fire Accreditation International
for their review and approval. The Commission approved our annual report,
allowing us to maintain our accreditation status.
•
Worked with Wellness Committee to develop new programs to promote overall
wellness in our employees and minimize job related injuries.
•
Purchased a new exercise machine to enhance our fitness program that will be
housed at Fire Station One. We are currently working with Risk Management to
analyze the value of a piece of equipment designed to strengthen backs that could
be potentially used by all City workers. A final decision is expected in July 2000.
Handled approximately 5,000 walk-in requests for
FIRE PREVENTION
Sent officers to all required state mandated training and maintained accurate
training records for all department personnel. Conducted five training sessions per
day.
Provided additional weapons training for Police Officers, Sergeants,
Lieutenants, Captains, and the Assistant Chief. Published 18 training bulletins.
Assisted City Personnel with examinations for the positions of Jailer,
Communications Operator, Police Recruit, Lateral Police Officer, and Community
Service Officer.
•
Completed data conversion and training for new Sierra Permits computer tracking
system (if not completed in fiscal year 1998-99).
•
Convered fire inspection billing to new City finance program. Automate payment,
billing and tracking for cost recovery fees, fire and hazardous material Orders to
Comply, special permits, quarterly billing (Sony fire inspections), etc.
Special Permits have been completed. Plan permits and plan checks billing have
been completed. Fire inspection integrated billing on hold pending Information
Technology Department’s time table.
xviii
FIRE SUPPRESSION/EMERGENCY MEDICAL SERVICES (EMS)
•
COMMUNITY DEVELOPMENT
•
Various options were researched and an approved program has been implemented
for washing fire apparatus that meets the NPDES requirements.
•
Established the Department “CPR Education” program. Publicize and hold three
(3) one-day events, instructed by each of the three shifts. From January through
June, 2000, 2 CPR classes were held, with a total of 50 students trained. Three
classes have been scheduled for this year and we anticipate training between 70 –
90 people.
•
•
•
ADMINISTRATION
Implemented Emergency Medical Dispatch and coordinate training with Police
Department liaison. This project has been put on hold for an indefinite period of
time due to liability concerns from the Police Department.
•
Coordinated downtown development, Town Plaza and the Ince Boulevard Public
Parking Facility, related public parking facilities, and downtown economic
development activities.
•
Assisted the Redevelopment staff in the completion of the design phase and
beginning of construction of the new senior center.
•
Lead the Department’s efforts to improve the City’s physical image through the
completion and implementation of an Urban Design Strategy.
The draft strategy plan is being completed and awaits the completion of the draft
logo. Simultaneously the goals of the strategy plan are being used in street tree
grant applications and in streetscape grant applications.
Evaluated the need to increase the number of EMS units and location of units set
forth as a priority by the Citizen’s Strategic Planning Committee. Due to the
changing medical environment (“HMO’s), we are now frequently taking patients to
hospitals outside Culver City. Patient request and insurance needs mainly cause
this, however hospital emergency room closure is still an on-going problem. This
places Paramedic Rescue units out of service for longer periods of time and leads
to times when the city has limited Paramedic coverage. We are in the process of
researching the possibility of upgrading Engine Two to an assessment engine. This
would give the city a complete paramedic back-up unit.
Remained involved in the State of California Vision Process that will establish the
future role for emergency medical services in California.
We remain very involved in the State Vision Process. In my role as president of the
California Fire Chiefs EMS Section, I coordinate the Cal Chiefs representatives on
all the vision workgroups. I receive monthly reports from these representatives.
•
The meetings with the City’s grants administrator have been held on a regular basis
based upon funding opportunities, rather than on a formal quarterly basis. This has
resulted in securing a grant for the Sepulveda Pedestrian Improvements, the
application for funding for an additional bikepath and for an additional streetscape
project is part of the MTA grant, and funding for outside technical urban design
assistance in the strategic planning effort which will update the Strategic Planning
and Visioning Project, and a number of grants for the construction of the Senior
Center.
•
Completed the Planning Division reorganization. Assisted the Planning Division in
implementing its proposed reorganization in an effort to streamline application
processing. Lead interdivisional educational seminars on urban design and related
planning issues. The Director continues to meet regularly with the Planning
Division to improve operations. Monthly strategy sessions are now held on all new
projects and major policy issues. The reorganization is nearly complete with the
hiring of two new senior planners who head the advanced planning and current
planning sections of the Planning Division. In addition, the Director continues to
work the public counter every 60 days to be personally familiar with issues facing
our customers. The Director continues to participate with the management staff on
all interdepartmental issues.
•
The Director continues to hold Monday morning strategy meetings with the Division
Managers to prioritize strategic and tactical deployment of resources. In addition,
weekly meetings are held with each individual Division Manager about specific
operational and personnel issues within each Division.
•
The Director worked closely with the Legislative Intern, ensuring that key pieces of
Redevelopment and land use legislation were responded to.
•
All deadlines required by Redevelopment law have been met and all Agency
activities are carried out as required by Health and Safety Code.
Research the possibility of an EMS prevention program to help prevent accidents in
our community. The State of California Vision Process is working on a state model
for EMS prevention. We are waiting to see the recommendations from Vision.
EMERGENCY PREPAREDNESS
TELECOMMUNICATIONS
•
Developed an amortization schedule for all radio equipment throughout the City. A
complete inventory of all radio equipment has been completed. We are working
with Budget and Finance to develop an amortization schedule from the radio
equipment inventory.
xix
•
•
•
and updated ZIP Schedule in Spring 2000. There will be a renewed effort to
undertake each task in priority order through contract planners pending filling of
vacant planner positions.
A variety of training activities continue. A variety of team building and
interdisciplinary techniques continue to be used to build the skill level and moral
within the Department. Division Managers are required to submit quarterly status
reports on their own Division work programs.
•
This year the Director is conducting individual stakeholder interviews with members
of the community to determine key vision, operational, process and customer
service issues. Results will be compiled and used to inform and improve the
Department’s efficiency and effectiveness, including the delivery of customer
service..
•
The Director continues to play the lead role with the Department Division, the Fire
Chief and Public Works Director in the mandatory permit streamlining effort. A
number of products, and changes in processes have resulted from this on-going
effort. At this time, the permit streamlining team does not recommend the inclusion
of a permit expeditor position; the consensus conclusion was that it was more
important to improve internal communication so that the public could find out the
status of their projects rapidly.
The Chief Administrative Officer and the Director continue to be assisted by the
Public Information Officer in the shaping of this effort.
•
Coordinated the tracking of development agreements and the implementation of
conditions of approval imposed upon sub-regional and regional projects outside the
City’s borders with Planning and Redevelopment Divisions and other City
Departments.
•
The Director continues tracking of
implementation of conditions of approval.
development
agreements
•
Develope and update GIS Base Maps to include information such as
parcels, streets, blocks/ROW address ranges, property ownership, General
Plan land use designations, zoning, and existing land uses.
•
Automate the planning permit and work flow process.
Continued to participate in regional/subregional planning efforts; interdepartmental
amnesty/bootleg resolution efforts; Revitalization Program implementation.
• Adjacent Development Projects:
LAX Expansion, Playa Vista, Hughes
Entertainment Center, NOS/ECIS Regional Sewer, 405 Freeway widening.
• Regional Planning Activities: Tracking Regional Comprehensive Plan-Traffic
Plan; reporting and monitoring the Congestion Management Plan; participating
in Lincoln Corridor Task Force.
• Amnesty/Bootleg: Planning Technician is available one afternoon per week,
as necessary, to conduct field inspections and office follow-through. Ongoing
coordination with Code Enforcement continues.
• Revitalization Program: Attended interdivisional team meetings approximately
every 6-8 weeks. Office follow-up averaged ± 1 day each week in the review
of revitalization projects. Ongoing efforts continue.
and
•
Continued to review proposed development projects in adjacent jurisdictions; and
better coordinate with Redevelopment and CDD Administration the tracking, use,
and implementation of conditions arising from projects developed on the borders of
Culver City. Adjacent Development Projects being monitored: LAX Expansion,
Playa Vista, ECIS Regional Sewer, Marina Del Rey projects, 405 HOV Lane project
and potential MTA transit facility expansion.
•
Provided planning staffing services to the General Design Review Committee and
continue participation on the Traffic Committee, Committee on Permits and
Licenses, and Municipal Code Appeals Committee.
PLANNING
•
•
This is an ongoing effort through coordination with the I.T. Department. Basic base
maps for the City are complete, including streets, parcels, aerials, zip code districts,
Redevelopment Plan project boundaries, ownership data, etc. Focus for the
Planning Division now is to finalize the zoning and the general plan maps. Planning
is up and running on the Permits Plus system, including logging on of all cases. As
time permits, there is an ongoing effort to record all past actions in a digital format
for loading into the Permits Plus system.
The Director continues to be active in a variety of sub-regional and regional
community development organizations (American Planning Association, Urban
Land Institute, Southern California Association of Governments, International
Downtown Association, the National Trust Main Street Center, etc). In addition, this
Department has been asked to speak both within the state and in other places in
the country, both about Culver City’s successes and about various general issues
of leadership.
•
Continued to work with Information Technology to:
Continued Zoning Implementation Program (ZIP) to completely revise CCMC
Chapter 37, Zoning, as mandatory follow-through to Comprehensive General Plan
revisions. Project includes automation of Chapter 37. A new project schedule has
been established for continued work on the project throughout the year, resulting in
completed public draft by the end of December 2000.
Projects were identified and priorities established by the Planning Commission in
December 1999. Returning to City Council with Planning Commission’s priorities
xx
•
new Agency’s sponsored projects, revised parking strategies, relocation of utilities,
traffic improvement, Neighborhood Traffic Management Program (NTMP),
renovation of Town Park, signage program and all other components.
From July 1, 1999, through June 30, 2000, staff prepared for and attended:
•
3 General Design Review Committee meetings
•
6 Traffic Committee meetings
•
32 Committee on Permits and Licenses meetings
•
2 Municipal Code Appeals Committee meetings
•
Assisted the Redevelopment staff in the completion of the design phase and
beginning of construction of the new senior center.
Continued in-house training and education for all staff, oriented toward professional
growth, and planning, research and decision-making methodologies.
•
The draft strategy plan is being completed and awaits the completion of the draft
logo. Simultaneously the goals of the strategy plan are being used in street tree
grant applications and in streetscape grant applications.
•
The meetings with the City’s grants administrator have been held on a regular basis
based upon funding opportunities, rather than on a formal quarterly basis. This has
resulted in securing a grant for the Sepulveda Pedestrian Improvements, the
application for funding for an additional bikepath and for an additional streetscape
project is part of the MTA grant, and funding for outside technical urban design
assistance in the strategic planning effort which will update the Strategic Planning
and Visioning Project, and a number of grants for the construction of the Senior
Center.
•
The Director continues to meet regularly with the Planning Division to improve
operations. Monthly strategy sessions are now held on all new projects and major
policy issues. The reorganization is nearly complete with the hiring of two new
senior planners who head the advanced planning and current planning sections of
the Planning Division. In addition, the Director continues to work the public counter
every 60 days to be personally familiar with issues facing our customers.
•
The Director continues to participate with the management staff on all
interdepartmental issues.
•
The Director continues to hold Monday morning strategy meetings with the Division
Managers to prioritize strategic and tactical deployment of resources. In addition,
weekly meetings are held with each individual Division Manager about specific
operational and personnel issues within each Division.
•
Ensured that potential changes in legislation and resulting impacts on Departmental
activities, practices and funding sources are identified and analyzed, and that such
changes are appropriately supported or challenged. The Director worked closely
with the Legislative Intern, ensuring that key pieces of Redevelopment and land use
legislation were responded to.
•
This year the Director is conducting individual stakeholder interviews with members
of the community to determine key vision, operational, process and customer
service issues. Results will be compiled and used to inform and improve the
Department’s efficiency and effectiveness, including the delivery of customer
service..
•
The Director continues to be active in a variety of sub-regional and regional
community development organizations (American Planning Association, Urban
Staff and Planning Commissioner attendance at professional seminars/conferences
continues. Through 12/99:
•
•
•
•
•
Staff members attended 27 seminars/conferences
Staff members attended 39 in-house (City) sponsored training sessions
Planning Commissioners attended the Fall California Chapter American
Planning Association conference (1); League of California Cities meeting
(1); and several Southern California Planning Congress and Westside Urban
Forum meetings.
Processed environmental studies for new City and private development projects.
"Path" or environmental determination for 90 percent to be completed within one
week. Process for 70 percent of cases to be completed within the same one week.
Carryout the three "processing" activities of the Division's workload and continue to
evaluate and provide improved turnaround for each. The ideal goals, under ideal
conditions, are:
•
•
•
•
•
Expedite processing of building permit plan checks: 50 percent within one
week, 75 percent within two weeks.
Expedite processing business tax certificates: 90 percent within one week.
Expedite processing property reports: 95-100 percent within one week.
Continued to participation in and actively support the Citywide Permit Streamlining
effort in addition to participation in a development processing subcommittee where
the effort is focused upon review of plan check and entitlement processing
improvements.
Provide continued Planning support for Census 2000 program, including outreach
efforts through a Complete Count Committee.
BUILDING AND SAFETY
•
Coordinated downtown development, Town Plaza and the Ince Boulevard Public
Parking Facility, related public parking facilities, and downtown economic
development activities.
The Director and Deputy Director are involved in all aspects of the progress in
Downtown, including the renovation of existing buildings, community input on the
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Land Institute, Southern California Association of Governments, International
Downtown Association, the National Trust Main Street Center, etc). In addition, this
Department has been asked to speak both within the state and in other places in
the country, both about Culver City’s successes and about various general issues
of leadership.
•
The Director continues to play the lead role with the Department Division, the Fire
Chief and Public Works Director in the mandatory permit streamlining effort. A
number of products, and changes in processes have resulted from this on-going
effort. At this time, the permit streamlining team does not recommend the inclusion
of a permit expeditor position; the consensus conclusion was that it was more
important to improve internal communication so that the public could find out the
status of their projects rapidly.
•
The Chief Administrative Officer and the Director continue to be assisted by the
Public Information Officer in the shaping of this effort.
•
The Director continues tracking of
implementation of conditions of approval.
development
agreements
and
•
The Downtown Culver City Business Improvement District completed its first year of
operation in December 1999 and was renewed for a second year. The BID raised
assessments of $23,560, and used those funds for various promotional activities,
including a Halloween Fair, banners, and print and television advertising. The
Farmers Market continued every Tuesday. Gross revenues and number of vendors
held steady. Economic Development Systems continued to contact restaurants and
property owners and coordinate with the leasing team of DDR OliverMcMillan.
•
A second link of the Paseo Network was completed around the Cardiff Parking
Structure.
•
On August 2, 1999, the Agency approved Disposition and Development
Agreements with Miller Honda and with Paul Kahn. In addition, staff continued to
work with businesses in the Hoke Willat area to develop a business enhancement
plan. On January 3, 2000, the City Council named the alley that intersects with
Robertson Boulevard, “Hoke Avenue”, which will give the area an important identity.
•
The commercial rehabilitation programs in the Downtown, Culver City Revitalization
Area, East-Washington, Mid-Washington and Sepulveda are very active. Since
their inception, the programs have completed 35 projects, valued at $4,059,112,
with an Agency contribution of $1,911,773 and Participant contribution of
$2,147,191. Currently, there are 28 projects either in the application stage, in
design or under construction. The East Washington Program has been very active
this year. There are seven projects affecting 11 different buildings in the process
and will be ready to execute Owner Participation Agreements before the end of this
fiscal year. The Agency amended the budget to provide additional funding for this
program. There has been strong interest in the Agency’s newest program along
Sepulveda Boulevard. Currently, applications have been filed for five projects.
•
The Agency produced a special marketing brochure for the East Washington
commercial corridor which was distributed to property owners and realtors. In
addition, staff from the Redevelopment Division assisted the Planning Division in
notifying auto service businesses about the East Washington Overlay Zone’s
sunset provision on outdoor vehicle repair.
•
The Agency approved plans for the Beacon Laundry renovation on January 18,
2000. Construction is underway. The project received an East Washington
Commercial Façade Grant.
•
Staff met with the Council sub-committee to review progress on preparation of the
Urban Design Strategy. Staff is completing the strategy started by Urban Design
Studio.
•
The Classics at Heritage Park, a 57 unit single family development is nearing
completion. The developer has closed escrow on all homes. The prices range
from $374,000 to $509,000. The ERAS school opened for classes in January 2000.
The Agency expects to realize an additional land payment from the participation
formula provision within the DDA.
REDEVELOPMENT
•
Negotiated and monitored implementation of the DDR OliverMcMillan Disposition
and Development Agreement.
The Agency approved a DDA with DDR OliverMcMillan on September 7, 1999. The
Planning Commission considered the project on January 26 and 31, 2000. A
number of consultants were retained to work on the project: Katz O’Kitzu in March
2000, to design traffic signal optimization and work on NTMP; International Parking
Design in April 2000, to design the Ince Parking Structure; CBM Consultants in
December 1999, to provide general civil engineering assistance; and JCM in
December 1999, to provide construction management for the Ince Parking
Structure. The Agency awarded a contract for the relocation of sewer lines in “A”
Street and Ince Boulevard in May 2000, and accepted the work for the demolition of
improvements on the former Murphy Buick Site in March 2000.
•
Preparation of the comprehensive parking strategy for Downtown has been
prepared. Under administrative contract authority, the Agency retained Walker
Parking to provide technical advice.
•
Negotiate and monitor implementation of a Disposition and Development
Agreement with the Center Theatre Group for the Culver Theater.
•
Construction of the Cardiff Parking Structure was completed at the end of October
1999 and the Agency took temporary occupancy. The Agency accepted the project
on February 7, 2000.
•
Agency staff is negotiating the acquisition of 9820 Washington Boulevard from
Brotman Medical Center.
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•
A street survey is in progress so that the public right-of-way limits can be
determined prior to striping the area for parking.
•
Promoted opportunities that support upgrading of the Fox Hills Plaza. Staff met
with the owner of the Fox Hills Plaza on November 2, 1999, to encourage him to
prepare a renovation plan for the center. No plans have yet been submitted.
•
Worked with the Metropolitan Transportation Authority and other stakeholders
regarding reuse of the right-of-way in the Hayden Tract.
•
Provided on-going monitoring of outstanding Gap Closer loans.
•
Facilitated development of the Corporate Pointe properties covered by the Agency’s
Disposition and Development Agreement with Bramalea Properties, Inc. Staff
continues discussions with the Bank of Montreal about possible developers of the
property.
•
Transferred responsibility for the Arts Committee and the Public Art Program to an
organizational unit, to be determined, which will be responsible for this activity.
Redevelopment staff provided information to the CAO’s office to assist in
preparation of a report to council.
HOUSING & REHABILITATION
•
Lease up rate has dropped to 62%. This is due to limited available apartments in
the City. We have also increased rent limits, which had some impact. Plan is to
encourage participation with tie-in to rehab grants. Owner outreach meetings and
advertising received minimal results.
•
•
Prepared a long-range revitalization strategy for West Washington Boulevard that
addresses needs, proposed programs and projects, expected outcomes and
financing possibilities.
•
Participated in the City’s permit streamlining efforts. Representatives from
Redevelopment, Planning, Engineering, Fire and Information Technology, met
seven times since September 1999, in an effort to understand the existing permit
process and visited the Pasadena Permit Center.
•
Staff continued to administer a number of economic development programs. Staff
conducted four Broker Breakfast Briefings and distributed the quarterly Real Estate
Advisory Bulletin. Staff responded to about 75 inquiries from the business
community. The Agency’s Fee Incentive Program and the City’s Tax Rebate
Program are the two primary financial incentives the City is able to offer to
prospective businesses. Staff continues to coordinate with Economic Development
Systems, the Agency’s retail recruitment consultant, to attract business to the
Downtown. The Agency awarded a “Gap Closes” loan to Olgivy and Mather
Improved lease up to 98% rate on existing Agency Rental Assistance Program
(RAP). Continued to streamline program for greater customer service.
Continued to provide mortgage assistance to 20 qualified households. Reviewed
other options to make programs more effective in today’s real estate environment.
Nine first-time homebuyers have closed escrow. Changes to this program will be
presented to the Agency on August 7, 2000.
•
Continued to monitor covenanted and density bonus units throughout City. This
has continued to increase as new units such as Mollica come on line.
•
Continued to work with owners and residents on Helms and Caroline Streets to help
rehabilitate units in area. Researched other City areas in need of rehabilitation.
Changes were made to the Neighborhood Preservation Program to provide for
larger grants. Research has begun on a program targeting the eastside of Culver
City. RFQ’s received for affordable housing on Helms/Caroline Avenues, and a
non-profit has been selected to present a project.
•
Provided residential rehab to 75 units under the Neighborhood Preservation
Program (NPP). New changes are anticipated to increase participation by rental
owners as well as increase the scope of the rehabilitation to be monitored.
Forty-four single family cases completed and 32 multi-family buildings (a total of
171 rental units) have been completed.
•
Continued to provide assistance under the Kinston Avenue Rental Assistance
(KARA) program. The program will be pared down by attrition as no new tenants
are being added.
The program currently has 13 participants with the plan to move them over to RAP
as reviews become due.
•
Analyzed reuse of the former Coast Media site following completion of the Police
Department expansion. The former Coast Media property remains surface parking.
•
Monitored the shared housing program administered by Alternative Living for the
Aging.
•
Redevelopment staff relies upon staff in the Planning and Engineering Division to
track development conditions imposed upon regional projects outside the City’s
borders.
•
Monitored new contract entered into with Jewish Family Services of Los Angeles to
provide grab bars, dead bolts and window locks for lower income residents.
As of June 30, 2000, we have assisted 75 households and approximately 93% of
them have been senior citizens.
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•
A non-profit has been selected to present a project for Helms/Caroline. Proposal
for HOME to rehab a single-family dwelling was received in mid-January and
approved by the Agency in June.
•
Held seminar in City Council Chambers on July 8, 1999. Forty-five people
attended. Plan to hold another as soon as changes to the program are approved.
•
Culver City Housing Division had a booth at the at the Shrine Auditorium Home
Owners Exposition for the third year in an effort to advertise the Mortgage
Assistance Program.
•
Continued to positively market Section 8 program to attract property owners to
participate. Attempt to provide listings of 25 available units for clients.
•
Completed an estimated 400 annual inspections and reviews within 45 days of
annual review date.
•
•
•
continues to attend NAHRO and HAEDA conferences to garner new information
and materials.
•
Continued to market Landlord-Tenant Mediation Board to tenants, as rents are
increasing. Ads and articles have been published.
•
Revised Section 8 Administrative Plan and approved by City Council on January 24,
2000.
•
Continued to work on revisions to performance indicators.
PUBLIC WORKS
ADMINISTRATION
Simplify procedures and reduce paperwork to continually improve customer
service. Orchestrated meetings with owners and tenants to get feedback.
Continued to inspect new units within three (3) working days of receiving a request
for new lease. Continued to enter Section 8 applications received in 1998 in
computer. Complete waiting list. Inspections of new units are being conducted
within 3 working days. All 1998 Section 8 applications have been entered in the
computer. Started taking applications again in February 2000.
Educated owners and tenants on property standards so as to continually increase
percentage of units that pass initial inspections or reviews to over 75% and over
50% on initial inspections. A tracking system for inspections has been created in
order to determine the percentage of inspections that
pass.
•
Staff is continuing to work on the self-assessment process. It is a lengthy process
that will not be completed this fiscal year.
•
Continued to pursue County, State, and Federal funding of public works programs.
Investigate innovative ways of funding public works projects.
•
Continued to promote the Public Works Department, through improved community
information. Distributed departmental brochure outlining services and programs.
Hold the fourth annual Public Works Week event and other activities in conjunction
with National Public Works Week. The quarterly newsletter has been a success.
The 4th annual Public Works Day was held on May 24th. The idea of a departmental
video has been dropped at this time due to financial constraints.
•
Implemented the Departmental Employee Innovative Suggestions program, to
encourage and solicit employee suggestions that will reduce costs and provide
better service to the community.
•
Continued to supervise and coordinate the activities of eight operating divisions, to
ensure timely and cost effective services for the community. Continue to supervise
Public Works and citywide capital improvement projects.
•
Preparations to integrate the mitigation list in a mapped Geographic Information
System are being developed. This will greatly assist City staff to identify the
location of the development and the corresponding Development Impact Fee Area
eligible to contribute to the traffic mitigation improvements.
•
Continued to monitor Family Self-Sufficiency program. Apply for funds if available.
Goal is to have 15 people with an escrow account due to increased employment.
Received HUD funding for the program. Ten families now have escrow accounts.
One family graduated and received $15,948 from her escrow account.
•
Continued to closely monitor Federal regulations and changes to the Section 8
program and make changes within thirty (30) days of notification of rule change.
Changes in Section 8 are occurring regularly with increasing frequency.
•
Continued to monitor Westside Fair Housing contract to ensure that discrimination
cases are brought to their attention.
•
•
Implemented hardware upgrades to the sewer systems emergency notification
station and conduct training for support.
Monitored and revised Section 8 program to ensure compliance to Section 8
Management Assessment Program (SEMAP).
•
•
Set up ongoing meetings with other similarly sized cities to review Section 8
changes and possibly share assignments such as creation of new leases. Staff
City staff committee meetings have been initiated to develop a consensus for
direction, scope and schedule for implementing the new parking meter installation
standards.
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•
Continued to work with consultants for the large, outside Culver City’s boundaries,
development projects and their inside Culver City related impacts. Beneficial
progress has been gained in coordinating mitigation efforts among agencies such
as L.A. County, Westside Cities, City of Los Angeles, and with significant land
development projects such as Costco, Playa Vista, East Central Interceptor Sewer,
Los Angeles World Airport Expansion, and the Hughes Center.
•
Assumed all responsibilities for implementing the Permit Parking Program and
Preferential Parking Program from the City Treasurer’s Office. Reviewed and
evaluated the existing procedures, and update program records as neighborhoods
are added or deleted.
Begin preparations for year-end activities.
Begin
implementation of on-line parking permit application and payment processing;
coordination with IT has been established.
•
Completed and successfully launched the year 2000 parking permit program.
Program records have been updated. Corrections are now being made to convert
the existing list to a working relational database. Efforts have begun to integrate the
newly developing database into the City’s GIS and to eventually migrate the new
system into one of the City’s first on-line permits.
•
Continued support for the implementation of the Citywide NTMP Program.
•
Continued support for the implementation of the Sports Facility Project.
•
Key staff has received AutoCAD Map 2000 training. These developing new skills
will greatly improve the support to the City’s mapping and geographic information
systems needs. Staff has identified new work program goals to include integration
of the Pavement Management Master Plan, Capital Improvements Mapping,
Tracking and Programming and Infrastructure Facilities Management.
•
Evaluated the completeness of the Citywide suggested Traffic Mitigation Projects
List and make additions. Developed procedures for continued maintenance of the
list.
•
Finalized the development of the wastewater users lien tape for Los Angeles
County Assessor rolls for FY 1998-1999.
•
Continued development of the American Public Works Association accreditation
program.
•
Continued implementation and development of the Engineering Division’s permits
policy and procedures manual.
•
Submitted Engineers Report for the Wastewater User Charges and finalized the
lien tape to be submitted to the Los Angeles County Assessor’s Office.
The following list comprises the most recent proposed capital projects for FY 19992000:
•
Evaluated priorities, for Council consideration, for implementation of the FY 20002001 Capital Improvement Program.
P-741
P-727
P-718
P-717
P-689
P-684
P-672
P-667
P-657
P-656
P-542
P-521
P-451
P-428
P-623
P-607
P-568
Higuera Traffic Light
Culver Boulevard Between Sawtelle Boulevard/Elenda Street
Alley Sewer Washington Boulevard/Sepulevda Boulevard
Helms Avenue
Grandview Alley Sewer
Street Light Replacement
Ivy Way Storm Drain
Fire Hydrant
Overland Avenue between Playa Street/Jefferson Boulevard
Jefferson Boulevard Between Pearson Street/Easterly City
Limit
Force Main Improvements
Pump Station Improvements
Bus Pad
Curb, Gutter, & Sidewalk
Wastewater Master Plan
Pedestrian Bridge
Culver City Park Night Lighting
MAINTENANCE OPERATIONS
•
Assisted the Public Works Director and coordinate with other department/division
heads on all matters of concern to the Public Works Department and the City. To
provide efficient and effective Maintenance Operations services to the public and
City.
•
Provided direct supervision to the Street Maintenance, Tree Maintenance, Parking
Meter Maintenance and Sewer Maintenance Divisions.
• Electronic parking meter devices have been ordered.
• Evaluated whether contract landscape maintenance should remain under
Environmental Management or be transferred to Public Works.
•
Finalized the standard for City parking meter installations.
• Evaluated and updated performance indicators for all maintenance operations.
This was coordinated with the efforts of obtaining a new work order and facility
preventative maintenance program.
•
Finalized review and evaluation of the permitted parking programs and procedures.
Determined modifications necessary to address citizens’ needs, and manage the
program efficiently. Purchase calendar year 2000 parking permits, and implement
mail renewal program.
• Desktop computers have been provided to the Tree Maintenance and the
Street/Sewer Maintenance Supervisors. Supervisors are receiving training
from IT.
xxv
• The City has installed an electronic street tree inventory that was prepared by
the contract tree trimming firm.
•
Oversaw all maintenance operations of the City and assure that work produced met
acceptable standards of quality. All work will be reviewed to assure conformance to
the Standard Specifications for Public Works Construction. Tree pruning will be
inspected for conformance to American Society of Arboriculture standards.
•
Staff prepared Quarterly Newsletters and distributed them to the Council,
Commissions, Community, CAO and City staff. The intent of the newsletter is to
provide information about Public Works programs, staff interests and
accomplishments, and future Public Works sponsored events, including Public
Works Week and the Ballona Creek Clean-up activities. Staff has received positive
feedback regarding this public outreach effort.
•
Identified, implemented and managed capital improvement projects approved by
City Council and the Redevelopment Agency relating to maintenance operations;
including sidewalk, curb, gutter repair; street and alley improvements; sewer
improvements; tree trimming; parking meter replacements; street light installations,
and other similar projects.
•
Placed 1,089 tons of asphalt in the repair of City streets.
•
Placed 18,434 square feet of concrete for sidewalk/curb and gutter repairs.
•
Replaced 250 damaged or worn out traffic signs.
•
All City-maintained catch basins were cleaned before September 1st. Heavily used
catch basins are periodically cleaned either based on historical knowledge or as
requested by customers.
•
The Acting Tree Maintenance Supervisor and the contract tree trimming firm have
completed a citywide street and park tree inventory, which is electronically
maintained. The software, Arbor Access, was developed by the contract tree
trimming firm. Staff is now working with the Environmental Manager and contract
tree-trimming firm to establish a Street Tree Planting Plan. This plan will indicate
the existing street tree species, the preferred tree species, and two alternate tree
species for each street within the City. From this information, a Citywide tree pallet
will be created and a draft Street Tree Planting Plan will be submitted to Council for
approval.
•
Staff worked with the contract tree-trimming firm to establish an improved
notification process to involve the community in tree maintenance programs. The
notification process should include letters to the property owners, door hangers,
and return post cards to ensure the community is aware of the scheduled tree
maintenance programs.
•
The City’s three painters have spent the majority of their time and effort at City Hall.
The exterior building surface is failing due to new construction settlement and
improper construction techniques and must be stripped and re-applied before
painting occurs. This has required an enormous amount of unanticipated effort
from the crew.
Many of the City’s building maintenance systems required updating to meet Y2K
compliance. Staff successfully updated these systems before January 1, 2000.
•
All street traffic re-striping was completed during the month of August 1999.
Approximately 600 gallons of traffic paint and 500 pounds of glass beads were
utilized.
•
Approximately 260 lineal feet of root barrier were utilized during sidewalk repairs to
discourage additional damage to infrastructure.
•
Trimmed 2,525 trees by contract and 1,944 trees by in-house crew, for a total of
4,469 trees. Goal of trimming 4,400 street trees and trees within City facilities was
met.
•
Staff began the tree-planting program during spring 2000, after the rainy season.
The goal of planting 100 replacement or new trees was met. The contractor has
removed 24 trees and the in-house crew has removed 14 trees.
•
Control Technician has been acting as the Street Tree Maintenance Supervisor
since April 1999.
Staff installed map rails in the Fire Station No. 1 EOC in preparation for the Y2K
exercise.
Facility maintenance staff assisted the Fire Department in trouble shooting
problems with the Council Chamber sound system.
Set up three new office workstations, two in Administration - one for the new
Assistant CAO and one for a new Secretary, and one in Redevelopment for a
Project Specialist.
Remodeled kitchen in the jail at the Police Department by installing new Corian
counters and necessary cabinet work.
The Pest Control Technician is anticipated to complete 230 inspections and 420
applications to control pests and weeds within City facilities and the public right-ofway. Pest control has been accomplished on a per request basis since the Pest
•
Maintain all plumbing lines and fixtures in a fully serviceable and complete
condition.
•
Continued efforts in reducing utility costs for natural gas and water. Monitor usage
by comparing and recording monthly bills. Implementing energy saving devices.
Recommend the use of energy efficient appliances and fixtures in the planning for
future projects.
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•
Continued the annual asbestos abatement certification program for maintenance
personnel so as not to disrupt general repair of facilities but to also reduce the
City’s liability. Continue bi-weekly shop safety meetings presented by the Foreman
and or Safety Technician.
•
Assisted and set up for free rabies shot clinic night. Completed in October 1999.
•
Continued monthly walk through inspections with Departments/Divisions located in
City Hall.
•
Performed inspection and replacement of all flags for City facilities.
•
Formulated an Emergency Plan book for utility shut off locations for all City
Facilities. All key personnel have a copy in case a disaster strikes.
•
Reviewed plans and specifications, performed inspections and developed punch
lists for new City Facilities. Includes Cardiff Parking structure, Transportation
Facility, Police Department expansion and Senior Citizen Center projects.
•
Continued the International Municipal Signal Association (IMSA) Certification
program for traffic signal repair personnel.
•
Continued efforts in reducing utility costs for electricity. Monitored usage by
comparing and recording monthly bills and investigate discrepancies. Implemented
energy saving devices, recommend the use of energy efficient appliances and
fixtures in the planning for future projects, and replace as needed heating,
ventilating and air conditioning controls and equipment with more energy efficient
ones. Council approved CDBG funding for the upgrade of streetlights along
Prospect Avenue. This work will be completed through the City’s CIP.
•
Continued the asbestos abatement certification program for a limited number of
Electrical Maintenance personnel so as not to disrupt general repairs of facilities
but to also reduce the City’s liability. Continued bi-weekly shop safety meetings
presented by the Foreman and/or Safety Technician.
•
As requested and approved, installed various street crossing banners. Continued
to replace deteriorated United States flags on Washington Place “Avenue of the
Flags.” (Flags are provided by the Elks Lodge). During this Fiscal Year, 71
banners were installed for 34 separate events. The number of banner requests has
increased significantly. We now utilize the equivalent of 50% of one full-time
position for this program. Other Division responsibilities are suffering.
•
The HVAC Technician and Maintenance Electrician spent time performing
construction inspections at the Police Department Renovation and the
Transportation Facility.
Street Light service calls were impacted by the increased amount of citywide
construction that requires staff to mark circuits and repair those circuits damaged
by contractors.
•
Documented all refrigerant use that contain C.F.C.’s to stay in compliance with the
Federal EPA rule 608. This is now being monitored on a personal computer based
software program.
•
Monitored the graffiti hot line, coordinated all graffiti complaints, initiated work
orders and forwarded to appropriate contractor or division. Continued to meet with
interdepartmental graffiti task force to streamline the graffiti removal program.
Staff receives favorable reports from the community regarding the quality and
timeliness of the contract graffiti abatement program. Maintenance Operations staff
continues to forward the locations of graffiti hits to the Police Department Crime
Prevention Division for their use.
•
Supervised the graffiti removal contract and coordinate all graffiti removal on private
and public right-of-way property within the City and in Redevelopment project
areas; verified work performed, processed invoices.
This fiscal year, 5,383 incidents of graffiti have been removed within the City. This
compares with 5,228 incidents for the same prior last year.
The graffiti abatement contract does not include the refuge bins. The Sanitation
Division has increased its efforts to abate graffiti on refuge bins by changing out
bins with large amounts of graffiti. Each driver and supervisor is also equipped with
green and brown spray paint to abate those bins with reasonable amounts of graffiti
at the time it is identified by staff.
Staff has completed its support efforts for the installation of the Sepulveda
Boulevard ATSAC project. Staff was more involved than initially planned and
installed seventeen traffic light cabinets. Staff also met regularly with the contractor
during the installation of the controllers. Staff will now begin support efforts for the
Jefferson ATSAC project being initiated through the Engineering Division.
Staff has spent time supporting the Police Department’s red light camera
installation program.
•
Continued to test and evaluated new graffiti barrier and removal products and made
recommendations for their use by City crews and/or for inclusion in new City
projects.
•
Performed preventive maintenance on all parking meters (approximately 1,250).
Preventative maintenance is performed during spring and summer months.
Approximately 700 of the clear plastic meter domes were replaced due to damage
caused by vandalism or weathering. Staff initiated the annual replacement of
batteries for the electronic meter devices. The Parking Meter Technician
coordinated efforts with the Fire Department Cadets to replace approximately 50
broken shoots during the months of November and December 1999.
•
The Parking Meter Technician receives reports of damage from the public, Police
Department, and Fire Department. Daily drive-by inspections of the meters are
also performed. Repairs are made within 24 hours of notification.
xxvii
•
competitive proposals they have received from greenwaste processors. Staff
expects to present a final multi-year agreement for the City Council’s approval in
spring 2000.
On October 25, 1999, Council authorized a budget amendment and approved a
contract with Duncan Industries for the purchase of 745 electronic meter devices.
Staff anticipates that the meter devices will arrive during February 2000. This will
bring the total number of electronic meter devices to 1,245, which should cover the
existing number of parking meters Citywide.
•
Staff received training on the monitoring software, Integrator 2000, and the meter
hand-held equipment utilized for maintenance of the new meter devices. Staff has
initiated the use of these tools for maintenance of the 500 electronic meter devices
currently in use.
Staff has been coordinating with the Fire Department to improve the coin collection
process in order to reduce meter damage due to over filled meters.
•
•
In May 1999 we began educating residents about the new automated collection
system.
We mee with homeowners, distributed brochures, and arranged
demonstrations of how the new system worked. We also held an automated truck
demonstration during La Ballona Fiesta. More than 7,000 information packets with
brochures and recycling magnets were distributed with the automated containers in
September.
•
•
•
Our recycling and recovery operations at the transfer station continue to divert more
than 20% of the materials collected by City collection crews.
•
Residential - We successfully implemented automated recycling, yardwaste and
trash collection for over 98% of our residential customers. Two complexes remain
on manual collection service until we are able to acquire smaller equipment that
would make it more feasible for them to be collected using automated equipment.
Increased participation in curbside recycling to 90% of single-family households
that receive automated collection.
•
Automated Sideloader provided extensive daily training to all of our residential
crews including the Residential Crew Supervisor. Larry also worked closely with
the City Garage staff in training them with the initial inspection of the automated
vehicles. The City of Santa Monica allowed us to use some of their automated
containers for training purposes and the City of Los Angeles allowed us to train our
drivers on some of their adjacent property.
Commercial - We will focus on the possible conversion of some commercial
customers to automated can service using 300-gallon containers. During that
analysis we will evaluate the need for adding or changing commercial routes
including our recycling commercial route.
We have completed the initial draft of this brochure, but are expanding it to also
include our regular commercial services, our temporary bin services, and all of our
recycling services available to all commercial customers. The brochure will be
distributed by the end of the fiscal year.
We began receiving the automated containers in late August 1999, and began
distribution by a contractor in mid-September. Initial distribution of the containers
lasted through the first week of October. Additional containers were distributed by
City staff through the end of 1999. With the foresight of Larry Brunn, the City
purchased 100-300 gallon automated containers to be used in the alley collection of
some multi-family complexes, which greatly increased our efficiency.
•
Public Works staff continued to work closely with other departments in evaluating
the feasibility and impact of expanding operations at the transfer station. Several
cities have expressed interest in using the services of our transfer station if it were
to expand.
•
We had one employee participate in this year’s Sanitation Truck Rodeo sponsored
by the Southern California “Founding” Chapter of the Solid Waste Association of
North America and took first place in the Front Loader competition and has qualified
to represent the “Founding” Chapter at the National Truck Rodeo in 2000.
Education - We have developed a detailed campaign emphasizing the importance
of recycling. The campaign will include visits to schools, promotional materials, and
other community based activities.
TRANSPORTATION
We currently have one employee taking a class at West Los Angeles Community
College in management principles. In conjunction with Risk Management, we have
also developed an extensive safety-training curriculum for calendar year 2000. We
are also scheduling additional computer training for our customer service staff as
we upgrade our computer software systems.
Staff prepared a detail economic impact analysis of a long-term agreement with the
City of Los Angeles for processing and transporting their greenwaste. Staff has
also been able to lower the City’s processing costs for greenwaste through
•
Submited all required annual reports such as Budget, Short Range Transit Plan,
National Transit Database, Audits etc., on time.
•
Ensured Culver CityBus compliance with all applicable federal, state and local laws
( i.e. alternative fuels, clean air act, ADA).
•
Monitored federal and state legislation and support lobbying activities on behalf of
Culver CityBus.
•
Continued Culver CityBus Marketing program.
xxviii
•
Continued to perform Bureau of Automotive Repair (BAR) mandated emissions
testing for sixty-four (64) gasoline powered vehicles assigned to various City
Departments.
•
Monthly safety meetings continued as scheduled with recent emphasis going to
safety issues concerning our new CNG refueling station. There have been no
significant injuries or accidents since moving to the new facility, which can hopefully
be attributed to newer more state of the art equipment, comprehensive training that
went along with the new equipment and enhanced awareness of potential safety
hazards. The “Garage Safety Awareness” and “Team of the Quarter” programs
have fallen behind due to the hectic activities involved in moving into the new facility
and training employees on the various equipment. Currently we are refocusing our
efforts to bring these programs back up to date. The Safety an Awareness program
is now on schedule with the first (year 2000) quarter winners being the General
Services Team.
•
We are currently selecting a permanent Facility Engineer, and are continuing to put
together comprehensive maintenance procedures for the entire facility, including
specialized procedures for the Compressed Natural Gas Fueling Station.
•
City owned tools and equipment have been relocated into the new facility and are
now kept in specifically identified areas in order to better manage their availability
and whereabouts. Employees are required to return these items to their designated
location when they are finished using them. New “high dollar” tools being
purchased are either being locked up in cabinets accessible only by supervisors, or
kept behind the counter in the Purchasing Warehouse. Quarterly inventories have
not yet been established but will be by years’ end. We have established a quarterly
inventory method and implemented the procedures.
•
A facility spill prevention control and countermeasures (SPCC) plan is under
development by McLaren Hart, Inc. When complete, this plan will outline best
management practices that can be followed to prevent potential spills of hazardous
waste, along with emergency procedures that should be followed in the unlikely
event of a spill. Waste recycling continues in areas such as used oil and air filters,
antifreeze and scrap metal. McLaren Hart is working with City Garage staff to
develop a very specific spill prevention plan that is designed specifically around our
new facility and underground storage tanks.
IN THE FUTURE
Culver City's strategic location on the Westside, our downtown revitalization, and
emerging economic-development planning has built a solid base for our future
economic health and stability.
In the long run, California's economy should outpace the rest of the country over the
next decade. According to the Palo Alto based Center for Continuing Study of the
California Economy, four key industries -- high tech, foreign trade, professional
services and tourism/entertainment -- will dominate California's economy in the years
ahead with above average growth. As part of the vibrant entertainment industry,
Culver City will share in this further economic growth.
AWARDS
The Government Finance Officers Association (GFOA) awards its Certificate of
Achievement for Excellence in Financial Reporting to those entities whose
Comprehensive Annual Financial Reports are judged to conform substantially with
high standards of public financial reporting. The Comprehensive Annual Financial
Reports of the City of Culver City have received the certificate for the thirteen of the
previous fourteen years.
Technical training has been at the forefront in recent months. In addition to the
CNG Station Training mentioned in item 3 (above), New Flyer Industries and their
various sub-contractors have continued to provide specific training on various
components of our low floor CNG powered buses. In addition Crane-Carrier the
manufacturers of the City’s new Automated Side Loading Refuse Trucks has
provided a number of classes for our Mechanics in order to familiarize them with
maintenance procedures unique to these vehicles. Additional training is scheduled
to occur throughout the year, for all of the City’s new equipment
•
Our meetings continued as scheduled and consistently provided valuable
information exchange between the Departments and the Garage. We firmly believe
that this helps to increase the efficiency of the equipment maintenance effort and
helps everyone to better understand the operational requirements of the
Departments. Scheduled inter-departments will continue throughout the year.
•
Continued to explore increasingly more efficient and cost-effective methods of
reducing hazardous wastes that result from vehicle maintenance activities.
Examine potential for waste reduction, take action when possible. Conduct
technical training on proper hazardous materials and waste handling, storage and
spill procedures.
The Certificate is valid for a period of one year only. We believe our current report for
the fiscal year ended June 30, 2000, continues to conform to the requirements of the
Certificate of Achievement Program, and we are again submitting it to the GFOA to
determine its eligibility for yet another Certificate.
xxix
AUDIT
Section 1311 of the Culver City Code requires a financial audit be conducted by an
independent, qualified public accountant. The firm of KPMG LLP was contracted to
conduct the audit. The Auditors' Report on the general purpose financial statements
and combining and individual fund statements is included in the financial section of
this report.
ACKNOWLEDGMENTS
We would like to express our appreciation to Cynthia Hart and Karen Maggio and their
staffs for their excellent participation and professionalism in preparing the document
and Crystal Alexander and her staff for the help in supplying cash management
information. We would like to thank Mrs. Julie Lugo Cerra for the City's historical
information.
Respectfully submitted,
MARK WINOGROND
CHIEF ADMINISTRATIVE OFFICER
MARK AMBROZICH
CITY TREASURER
xxx
CITY OF CULVER CITY
Operational Organization Chart
Electorate
CITY OF CULVER CITY
June 30, 2000
Elected and Administrative Officials
City Council
David Hauptman
Edward M. Wolkowitz
Alan Corlin
Carol Gross
Steven Rose
Mayor
Vice Mayor
Councilmember
Councilmember
Councilmember
Other Elected Officials
Tom Crunk
Mark Ambrozich
City Clerk
City Treasurer
Administrative Officials
Mark Winogrond
Eric Shapiro
James Davis
Elwin E. Cooke
Carol Schwab
Marsha Rood
Don Rogers
Michael Thompson
David Ashcraft
John Richo
Chief Administrative Officer
City Controller
Public Works Director/City Engineer
Chief of Police
City Attorney
Community Development Director
Human Services Director
Fire Chief
Transportation Director
Information Technology Director
xxxiii
1
1
.*_1
•~_~~.J__1
~1 ~
~
1
~
Li
355 South Grand Avenue
Suite 2000
Los Angeles, CA 90071-1 568
Independent Auditors’ Report
The Honorable City Council of the
City of Culver City, California:
We have audited the accompanying general purpose financial statements of the City of Culver City, California (the City) as of and for the year
eiided June 30, 2000, as listed in the table of contents. These general purpose financial statements are the responsibility of the City’s management.
Our responsibility is to express an opinion on these general purpose financial statements based on our audit.
We conducted our audit in accordance with auditing staiidards generally accepted in the United States of America and the standards applicable to
financial audits contained in Government AuditingStandards issued by the Comptroller General of the United States. Those standards require that
we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit
includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing
the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation.
We believe that our audit provides a reasonable basis for our opinion.
In our opinion, the general purpose financial statements referred to above present fairly, in all material respects, the financial position ofthe City of
Culver City, California, as ofJune 30, 2000, arid the results of its operations and the cash flows of its proprietary fund types for the year then ended
iii conformity with accounting principles generally accepted in the United States of America.
The pension supplementary information on page 26 is not a required part of the basic financial statements of the City, but is supplementary
information required by the Government Accounting Standards Board. We have applied certain limited procedures, which consisted principally of
inquiries of management regarding the methods of measurement and presentation of the supplementary information. However, we did not audit
this information and express no opinion on it.
In accordance with Government Auditing Standards, we have also issued our report dated October 22, 2000 on our consideration of the City’s
internal control over financial reporting and our tests of its compliance with certain provisions of laws, regulations, contracts and grants. That
report is an integral part of an audit performed in accordance with Government Auditing Standards and should be read in conjunction with this
report in considering the results of our audit.
Our audit was made for the purpose of forming an opinion on the general purpose financial statements taken as a whole. The combining,
individual fund and individual account group financial statements and schedules listed in the table of contents are presented for purposes of
additional analysis arid are not a required part of the general purpose financial statements of the City of Culver City, California. Such information
has been subjected to the auditing procedures applied in our audit of the general purpose financial statements and, in our opinion, is fairly stated, in
all material respects, in relation to the general purpose financial statements taken as a whole.
LCP
October 22, 2000
IIII
KPMG
a member
LLP. ofKPMG
KPMGInternational,
LLP, a U.S. limited
a Swiss
liability
association.
partnership, is
1
CITY OF CULVER CITY
Exhibit A
COMBINED BALANCE SHEETALL FUND TYPES AND ACCOUNT GROUPS
JUNE 30,2000
(in thousands)
Assets and Other Debits
Cash and investments
Restricted assets- cash and investments
held by fiscal agents
Receivables, net of allowances for
uncollectibles
Accrued interest
Deposits in escrow
Due from other funds
Due from other agencies
Loans and notes receivable
Loans and advances to other funds
Deposits
Inventories
Deferred bond issuance costs
Land
Buildings
Improvements other than buildings
Hyperion Plant
Equipment
Less accumulated depreciation
Land held for resale
Amount available in Debt Service Fund
Amount to be provided for the retirement
of long-term debt
Total assets and other debits
Fiduciary
Governmental Fund Types
Proprietary Fund Types
Fund Types
Special
Debt
Capital
Internal Trust and
General
Revenue Service Projects Enterprise Service
Agency
$
9,477
7,299
33,851
17,911
19,986
5,924
-
-
1,701
125
2,994
2,299
1,563
6
-
7
81
285
-
51
156
-
1,124
352
107
28
733
2,429
27,222
-
813
284
1,029
2,402
1,681
27,972
1,907
26,605
28,565
(18,444)
-
663
701
12,821
(6,910)
-
18,165
7,672
44,508
65,846
100,565
27,494
-
$
44,301
-
9,840
(Continued)
2
Account Groups
General
General
Total
Fixed
Long-term (memoranAssets
Debt
dum only)
94,448
-
-
-
-
54,141
26
207
-
239
79
2,210
-
-
-
-
4,268
39,598
12,785
11,237
-
23,351
3,961
1,284
107
3,022
4,346
4,639
2,226
6
701
2,402
5,949
67,570
14,692
26,605
52,623
(25,354)
27,222
23,351
8,452
67,888
-
159,514
182,865
159,514
523,455
CITY OF CULVER CITY
Exhibit A-2
COMBINED BALANCE SHEETALL FUND TYPES AND ACCOUNT GROUPS (CONTINUED)
JUNE 30, 2000
(in thousands)
Fiduciary
Governmental Funds Types
Proprietary Fund Types
Fund Types
Special
Debt
Capital
Internal Trust and
General
Revenue Service Projects Enterprise Service
Agency
Liabilities, Equity and other Credits
Liabilities:
Accrued payroll
$
1,041
Accounts payable
1,043
Retention payable
Interest payable
Due to other funds
1
Accrued claims and other liabilities
Due to other agencies
Refundable deposits
376
Capitalized lease obligations
Loans payable
Advances payable
Bonds payable
Certificates of participation
Accrued vacation and sick leave
98
Deferred revenues
53
Total liabilites
2,612
Equity and other credits:
Investment in general fixed assets
Contributed capital, net of accumulated
depreciation
Retained earnings:
Reserved for future retirement and
related health benefits
Reserved for future development
Reserved for waste water rate stablization
Reserved for future catastrophic losses
Unreserved
Fund balances:
Reserved for encumbrances
877
Reserved for land held for resale
Reserved for debt service
Reserved for advances to:
Refuse Disposal Fund
983
Redevelopment Agency
580
Reserved for long-term notes receivable
Reserved for low-and-moderate
income housing
Reserved for section 8 housing program
Unreserved:
Designated for future development
Designated for future contingencies
6,450
Designated for future retirement
and related health benefits
6,663
Undesignated
Total equity and other credits
15,553
Total liabilities, equity and other credits $
18,165
See accompanying notes to general purpose financial statements.
49
203
5
157
178
28
48
2,748
3,416
-
Account Groups
General
General
Total
Fixed
Long-term (memoranAssets
Debt
dum only)
389
454
674
754
125
2,181
69
1,820
1,646
25,080
8,395
567
352
42,506
152
646
345
7,492
265
8,900
40
-
-
-
5
650
111
1,585
58
460
580
3,449
180
2
219
441
-
1,913
2,020
174,023
4,909
182,865
1,636
3,036
116
674
3,022
7,617
2,419
1,152
3,733
2,020
2,226
199,103
8,395
5,887
3,153
244,189
-
-
-
-
-
-
-
67,888
-
-
-
27,898
-
-
-
146
29,403
574
38
373
-
23,351
4,146
27,222
-
-
-
-
-
2,429
-
-
530
-
1,940
383
1,030
4,256
7,672
-
-
-
28,056
260
4,489
13,687
-
-
-
406
29,403
574
4,489
13,725
-
-
67
-
-
-
5,463
27,222
23,351
-
-
-
-
-
-
2,210
-
-
983
580
4,639
-
-
-
-
-
5,734
-
-
-
-
-
5,734
530
21,157
-
26,552
-
-
-
-
-
-
49,649
6,450
44,508
44,508
2,048
62,397
65,846
58,059
100,565
18,594
27,494
8,011
8,452
67,888
67,888
182,865
7,046
3,078
279,266
523,455
158
67,888
CITY OF CULVER CITY
Exhibit B
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES ALL GOVERNMENTAL FUND TYPES AND EXPENDABLE TRUST FUNDS
FOR THE YEAR ENDED JUNE 30, 2000
(in thousands)
Fiduciary
Governmental Fund Types
Fund Types
Special
Debt
Capital
Expendable
General
Revenue
Service
Projects
Trust
Revenues:
Taxes
Fines, forfeitures and penalties
Revenue from other agencies
Charges for services
Use of money and property
Other
Total revenues
$
Total
(memorandum
only)
36,299
895
2,659
2,298
7,895
1,029
193
51,268
71
5,109
64
331
65
5,640
1,750
1,750
14,267
98
897
654
2,737
1,656
20,309
2,827
324
1
3,152
53,393
1,064
2,659
8,304
8,613
6,171
1,915
82,119
9,180
4,720
17,106
9,708
3,395
6,086
-
181
735
448
2,392
330
77
120
-
431
347
42
14
8,386
924
-
1,889
-
9,792
5,802
17,596
9,722
16,182
7,340
77
50,195
4,163
11,766
1,180
1
13,067
10,144
1,889
11,766
1,180
1
79,458
1,073
1,477
(11,317)
10,165
1,263
2,661
Other financing sources (uses):
Operating transfers in
Operating transfers out
Proceeds from long-term debt
Payments to refunded bond escrow agent
Total other financing sources (uses)
790
(452)
338
424
(815)
(391)
11,871
(78)
45,407
(19,790)
37,410
3,397
(15,547)
4,608
(7,542)
-
-
16,482
(16,892)
50,015
(19,790)
29,815
Excess of revenues and other sources
over expenditures and other uses
1,411
1,086
26,093
2,623
1,263
32,476
14,142
15,553
3,434
(264)
4,256
18,415
44,508
59,774
62,397
6,748
8,011
102,513
(264)
134,725
Expenditures:
Current:
General Government
Human Services
Police
Fire
Public Works
Transportation
Debt service:
Interest
Principal payments
Fiscal agent
Total expenditures
Excess (deficiency) of revenues over expenditures
Fund balances at July 1, 1999
Residual equity transfers
Fund balances at June 30, 2000
$
-
CITY OF CULVER CITY
Exhibit C
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES BUDGET AND ACTUAL - GENERAL,CERTAIN SPECIAL REVENUE, DEBT SERVICE AND EXPENDABLE TRUST FUNDS
General Fund
Revised
Budget
Revenues:
Taxes
Other
Total revenues
Expenditures:
Current:
General Government
Human Services
Police
Fire
Public Works
Transportation
Cost savings
Debt service:
Interest
Principal payments
Total expenditures
$
Operating transfer out
Excess (deficiency) of revenues and other sources
35,461
642
3,196
2,038
7,793
1,271
168
50,569
36,299
895
2,659
2,298
7,895
1,029
193
51,268
10,508
4,879
17,762
9,809
3,825
6,276
(1,998)
Certain Special Revenue Funds
Variance
Revised
favorable
budget
Actual
(unfavorable)
838
253
(537)
260
102
(242)
25
699
4,480
60
165
77
4,782
4,345
59
208
65
4,677
(135)
(1)
43
(12)
(105)
9,180
4,720
17,106
9,708
3,395
6,086
-
1,328
159
656
101
430
190
(1,998)
185
858
683
2,237
469
85
-
181
711
448
2,237
26
77
-
4
147
235
443
8
-
51,061
(492)
50,195
1,073
866
1,565
4,517
265
3,680
997
837
732
704
(451)
253
790
(452)
338
86
(1)
85
459
(1,035)
(576)
424
(815)
(391)
(35)
220
185
606
917
(239)
$
Actual
Variance
favorable
(unfavorable)
14,142
13,903
1,411
1,650
14,142
15,553
1,650
(Continued)
5
(311)
1,038
727
1,038
1,644
917
CITY OF CULVER CITY
Exhibit C-2
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES BUDGET AND ACTUAL - GENERAL,CERTAIN SPECIAL REVENUE, DEBT SERVICE AND EXPENDABLE TRUST FUNDS (CONTINUED)
(in thousands)
Debt Service Funds
Variance
favorable
Actual
(unfavorable)
Revised
Budget
Revenues:
Taxes
Other
Total revenues
Expenditures:
Current:
General Government
Human Services
Police
Fire
Public Works
Cost savings
Debt service:
Advance refunding escrow
Interest
Principal payments
Fiscal agent
Total expenditures
$
Payment to refunded bond escrow agent
Excess (deficiency) of revenues and other sources
$
Expendable Trust Funds
Variance
Revised
favorable
Budget
Actual
(unfavorable)
-
1,750
1,750
1,750
1,750
2,694
137
2,831
2,827
324
1
3,152
133
187
1
321
-
120
-
(120)
-
4,735
-
1,889
-
2,846
-
7,575
2,820
10,395
(10,395)
11,766
1,180
1
13,067
(11,317)
(4,191)
1,640
(1)
(2,672)
(922)
4,735
(1,904)
1,889
1,263
2,846
3,167
10,429
(78)
45,407
(19,790)
35,968
11,871
(78)
45,407
(19,790)
37,410
1,442
1,442
-
-
-
25,573
26,093
520
(1,904)
1,263
3,167
18,415
43,988
18,415
44,508
1,962
6,748
4,844
6,748
8,011
3,167
CITY OF CULVER CITY
Exhibit D
COMBINED STATEMENT OF REVENUES, EXPENSES AND CHANGES IN RETAINED EARNINGS
ALL PROPRIETARY FUND TYPES
YEAR ENDED JUNE 30, 2000
(in thousands)
Total
Internal
(memorandum
Enterprise
Service
only)
Operating revenues:
$
Operating expenses:
Salaries and wages
Supplies and other
Repairs and maintenance
Insurance
Claims and settlements
Administrative services
Depreciation
Rent and leases
Total operating expenses
Operating loss
Non-operating income (expenses):
Operating grants
Interest income
Interest expense
Other income
Net non-operating income (expenses)
Net income (loss) before operating transfers
Operating transfers:
Total operating transfers
Net income
Add back depreciation on assets acquired with capital grants
Retained earnings at July 1,1999
Retained earnings at June 30, 2000
15,021
9,429
24,450
7,246
2,785
4,437
170
238
2,121
2,968
1,267
21,232
2,676
2,027
1,648
378
4,020
1,084
11,833
9,922
4,812
6,085
548
4,258
2,121
4,052
1,267
33,065
(6,211)
(2,404)
(8,615)
5,875
1,452
(1,699)
8
5,636
848
(3)
845
5,875
2,300
(1,699)
5
6,481
(575)
(1,559)
(2,134)
441
(86)
355
163
(108)
55
604
(194)
410
(220)
(1,504)
(1,724)
1,653
$
28,728
30,161
19,940
18,436
1,653
48,668
48,597
CITY OF CULVER CITY
Exhibit E
COMBINED STATEMENT OF CASH FLOWS
ALL PROPRIETARY FUND TYPES
(in thousands)
Enterprise
Cash flows from operating activities:
Cash received from customers
$
Cash received for services from other funds
Cash payments to suppliers for goods and services
Cash payments to employees for services
Cash payments to General Fund for administrative charges
Payments for insurance and claims
Other non-revenues received
Net cash used in operating activities
Cash flows from non-capital financing activities:
Decrease in overdraft of cash and investment pool
Operating grants
Net cash provided by non-capital financing activities
Cash flows from capital and related financing activities:
Certificates of participation principal payment
Certificates of participation interest payment
Acquisition and construction of capital assets
Capital grants received
Proceeds from the sale equipment
Principal paid on loans and equipment contracts
Deferred revenues
Interest paid on bonds, loans and equipment contracts
Net cash provided by capital and
related financing activities
Cash flows from investing activities:
Interest received
Internal
Total
(memorandum
Service
only)
14,890
Cash and cash equivalents July 1, 1999
Cash and cash equivalents June 30, 2000
$
14,890
9,524
(3,558)
(2,687)
(4,259)
76
(904)
9,524
(12,964)
(9,672)
(2,120)
(4,546)
84
(4,804)
(554)
5,756
441
(86)
5,557
(33)
163
(108)
22
(587)
5,756
604
(194)
5,579
(335)
(470)
(2,313)
1,862
23
(859)
(244)
(809)
6,582
(1,114)
128
(25)
-
(335)
(470)
(3,427)
1,862
151
(884)
(244)
(809)
6,582
3,437
(1,011)
2,426
1,381
Net increase (decrease) in cash and cash equivalants
-
(9,406)
(6,985)
(2,120)
(287)
8
(3,900)
886
2,267
6,475
(1,007)
5,468
21,276
27,751
20,993
19,986
42,269
47,737
(Continued)
8
CITY OF CULVER CITY
Exhibit E-2
COMBINED STATEMENT OF CASH FLOWS
ALL PROPRIETARY FUND TYPES (CONTINUED)
(in thousands)
Enterprise
Reconciliation of operating loss to net
cash used in operating activities:
Operating loss
$
Adjustments to reconcile operating
income loss to net cash provided by
operating activities:
Depreciation
Changes in assets and liabilities:
Decrease in accounts receivable
Decrease in due from other funds
Increase in due from other agencies
Decrease in inventories
Decrease in accrued expenses
Increase in accounts payable
Increase in accrued claims and liabilities
Other non-operating revenues received
Net cash used in
operating activities
$
Internal
Service
Total
(memorandum
only)
(6,211)
(2,404)
(8,615)
2,968
1,084
4,052
(115)
(16)
(795)
8
0
(23)
18
(60)
89
177
139
76
(138)
18
(16)
(60)
(706)
185
139
76
(4,161)
(904)
(5,065)
Non-cash financing and investing activities:
Enterprise Funds received $2,105,000 from capital leases. Internal Service Funds
Received no significant non-cash financing during
the fiscal year ended June 30, 2000
9
CITY OF CULVER CITY
Notes to General Purpose Financial Statements (Continued)
June 30, 2000
1.
Complete financial statements of the Agency may be obtained from:
SIGNIFICANT ACCOUNTING POLICIES AND DESCRIPTION OF FUNDS
City of Culver City
Community Development Department
9770 Culver Boulevard
Culver City, California 90232
Description of Reporting Entity - The City of Culver City was incorporated in 1917
and adopted its current City Charter in 1947. The City Charter establishes the form of
government, states the powers and duties of the City Council and establishes the
City's various executive offices. The City operates under a Mayor/City Council/Chief
Administrative Office form of government. Under this system, the people elect a City
Council of five citizens who serve a term of four years and who in turn appoint a Chief
Administrative Officer. The City provides the following services as authorized by its
charter: public safety (police and fire), planning, public works, human services, bus
lines, refuse collection, sewers, and community development.
• The Culver City Redevelopment Financing Authority (Authority) is a joint powers
authority formed between the City and the Agency in 1989 for the purpose of
financing various redevelopment activities. The transactions of the Authority are
included in the financial statements of the Agency and transactions between the
Agency and the Authority are eliminated for financial statement purposes.
The accompanying general purpose financial statements present the activity of the
City and its component units, the Culver City Redevelopment Agency, the Culver City
Redevelopment Financing Authority, and the Culver City Revitalization Corporation.
The general purpose financial statements are prepared in accordance with Generally
Accepted Accounting Principles (GAAP) as promulgated by the Governmental
Accounting Standards Board (GASB).
• Culver City Revitalization Corporation, a public benefit corporation, is considered a
“component unit” of the Culver City Redevelopment Agency. Although the
Corporation is legally a separate entity, the governing board is appointed by the
Agency Board of Directors. There is a financial benefit/burden relationship
between the Agency and the Corporation. The Corporation receives services from
Agency staff, receives grants from the Agency and certain property owners.
Accordingly, the activities of the Revitalization Corporation are blended with those
of the Washington-Culver Project No. 3 Capital Projects Fund. The Corporation is
audited as part of the Agency. Unaudited financial statements of the Revitalization
Corporation are available at the Culver City Hall, Office of the City Treasurer.
Blended Component Units - The activities of its component financial reporting units
are blended into the City’s general purpose financial statements; the financial data of
such component financial reporting units are combined with the financial data of the
City’s operations. Though the component units are legally separate, in substance
they are part of the City because the component units primarily serve the City, the
members of the City Council sit as the governing board or appoint the governing
board of the component units, and the City Council has the ability to impose its will
on, and is financially accountable for, the component units.
Description of Funds and Account Groups - The accounts of the City of Culver
City are organized and prepared on the basis of funds and account groups, each of
which is defined as a separate fiscal and accounting entity with a self-balancing set of
accounts established for the purpose of carrying out specific activities or attaining
certain objectives in accordance with special regulations, restrictions or limitations.
The various funds of the City are grouped, for financial reporting purposes, as follows:
• The Culver City Redevelopment Agency (Agency) was established on February 8,
1971, pursuant to the State of California Health and Safety Code, Section 33000.
The primary purpose of the Agency is to encourage private redevelopment of
property and to rehabilitate areas suffering from economic disuse arising from poor
and inadequate planning, inadequate street layout and street access, lack of open
space, landscaping and other improvements and facilities necessary to establish
and maintain economic growth of the City. The members of the City Council sit as
the Agency’s Board of Directors.
• Governmental Funds:
• The General Fund - To account for all financial transactions except those
required to be accounted for in another fund.
• Special Revenue Funds - To account for the proceeds of specific revenue
sources that are legally restricted to expenditures for specified purposes.
The Culver City Redevelopment Agency administers the Culver City
Redevelopment Project. The single Culver City Redevelopment Project was
created November 23, 1998, by Ordinance No. 98-014, which merged the Agency’s
three former project areas. Ordinance No. 98-015 also adopted November 23,
1998 added 270 acres to the Project Area.
• Debt Service Funds - To account for the accumulation of resources for, and
the payment of, general long-term debt principal and interest.
• Capital Projects Funds - To account for financial resources to be used for the
acquisition of major capital facilities other than those financed by proprietary
funds and for the financial resources to be used for land acquisition, public
improvements, repayment of non-bonded indebtedness, and to facilitate the
improvement, rehabilitation and development of the Redevelopment Project
areas.
The assets of the City and Agency are not available to pay each other's liabilities.
Separate financial statements of the Agency have been prepared and should be
referred to for a detailed understanding of its financial position and results of its
operations.
10
CITY OF CULVER CITY
June 30, 2000
• Proprietary Funds:
operation of these funds are included on the combined balance sheet. Fund equity
(i.e., net total assets) is segregated into contributed capital and retained earnings
components. Proprietary fund-type operating statements present increases (i.e.,
revenues) and decreases (i.e., expenses) in net total assets.
Proprietary Funds are used to account for activities that are similar to those found
in the private sector. The measurement focus is based upon determination of net
income and capital maintenance. In accordance with GASB Statement No. 20,
Accounting and Financial Reporting for Proprietary Funds and Other Governmental
Entities That Use Proprietary Fund Accounting, the City applies all GASB
pronouncements currently in effect as well as Financial Accounting Standard Board
Statements and Interpretations, Accounting Principles Board Opinions and
Accounting Research Bulletins of the Committee on Accounting Procedure issued
on or before November 30, 1989. The following are the City's proprietary fund
types:
The City's and Agency's governmental funds (general, special revenue, debt service,
capital projects, agency and expendable trust funds) are maintained on the modified
accrual basis of accounting. The City's proprietary funds are also maintained on the
modified accrual basis throughout the fiscal year. However, at June 30th, all
proprietary funds are adjusted to the accrual basis. Principal features of the modified
accrual basis of accounting are as follows:
• Revenues are recognized when they become measurable and available to finance
current operations. Revenues susceptible to accrual include property taxes, sales
tax, transient occupancy taxes, utility users taxes, certain state revenues and
interest income. Other revenues are recorded if they have been earned.
Revenues are recorded only if they are expected to be received within the current
period, or soon enough thereafter to meet current obligations.
• Enterprise Funds - Used to account for operations that provide services to the
general public that are financed primarily by user charges or where the periodic
measurement of net income is deemed appropriate.
• Internal Service funds - Used to account for the financing of services provided by
one department of the City to other departments on a cost-reimbursement basis.
• Expenditures are recorded when the related liability is incurred. Also, principal and
interest on long-term debt are recorded as expenditures on their due dates.
• Fiduciary Funds:
• Agency Funds - To account for assets held by the City as an agent for
individuals, private organizations and other governments in a custodial capacity.
For proprietary funds, revenues are recognized when they are earned, and the
expenses are recognized when the related liability is incurred. Unbilled service
receivables are recorded at year end.
• Expendable Trust Funds - To account for assets held by the City and Agency in
a trustee capacity for individuals, private organizations, other governmental
agencies and other funds.
Encumbrance accounting, under which purchase orders, contracts and other
commitments for the expenditure of funds are recorded in order to reserve that portion
of the applicable appropriation, is employed in the governmental funds.
Encumbrances are not the equivalent of expenditures; therefore, the reserve for
encumbrances is reported as part of the fund balance.
• Account Groups:
• General Fixed Assets: - To maintain control and cost information on capital
Pooled Cash And Investments - In order to maximize investment opportunities and
yields, the City pools its available cash except for cash required to be held by outside
fiscal agents under the provisions of bond indentures. All investment decisions are
made by the elected City Treasurer based on the City’s investment policy or
controlling bond indentures.
assets owned by the City, other than those of the proprietary funds.
• General Long-Term Debt: - To account for the unmatured general long-term
indebtedness of the City and of the Redevelopment Agency and for the noncurrent portion of accrued vacation and sick pay.
Investments are recorded at fair market value based on quoted market prices.
Interest and dividend income, realized gains and losses and changes in fair value of
investments arising from such pooled cash and investments are credited to the
General Fund. The investment income is apportioned from the General Fund to other
participating funds based on the relationship of such fund’s respective average
month-end cash balances to aggregate average pooled cash and investments.
Interest income, realized gains and losses and changes in fair value of investments
arising from cash and investments held by outside fiscal agents under the provisions
of bond indentures is credited directly to the related fund. No interest is allocated to
participating funds which overdraw their respective shares of pooled cash and
investments.
Measurement Focus and Basis of Accounting - The accounting and financial
reporting treatment applied to a fund is determined by its measurement focus. All
governmental and expendable trust funds are accounted for using a current financial
resources measurement focus. With this measurement focus, only current assets
and current liabilities generally are included on the combined balance sheet.
Operating statements of these funds present increases (i.e., revenues and other
financing sources) and decreases (i.e., expenditures and other financing uses) in net
current assets.
All proprietary funds are accounted for on a flow of economic resources measurement
focus. With this measurement focus, all assets and all liabilities associated with the
11
CITY OF CULVER CITY
June 30, 2000
Depreciation on property, plant and equipment in the Enterprise and Internal Services
Funds is provided using the straight-line method over the following estimated service
lives:
The City’s investments are stated at fair value. Fair value is determined based upon
market closing prices or bid/asked prices for regularly traded securities. The fair
value of guaranteed investment contracts and other investments are stated at
contract value. The fair value of mutual funds, government-sponsored investment
pools and other similar investments are stated at share value, or appropriate
allocation of fair value of the pool, is separately reported. Certain money market
investment with initial maturities at the time of purchase of less than one year are
recorded at cost. The calculation of realized gains and losses is independent of the
calculation of the net increase in the fair value of investments. Realized gains and
losses on investments that had been held in more than one fiscal year and sold in the
current fiscal year may have been recognized as an increase or decrease in fair value
of investments reported in the prior year.
Buildings
Refuse transfer station
Transportation equipment
Other equipment
50 years
50 years
5 to 10 years
3 to 25 years
Compensated Absences - For the City's governmental funds, the liabilities for
compensated absences (unpaid vacation and sick leave) expected to be liquidated
within sixty (60) days of the end of the fiscal year are recorded in the fund where the
expenditure is expected to occur. The long-term portion of compensated absences is
recorded in the general long-term debt account group.
Allocated Costs - California Community Redevelopment Law (Health and Safety
Code, Chapter 6, Article 2, Section 33610) authorizes cities to allocate to a
redevelopment agency such salaries and overhead expenses as considered
appropriate to cover the cost of administrative support provided by the City (see note
3). Expenditures common to the Redevelopment Component Areas are allocated
according to the Agency’s resolutions unless specific identification to a Component
Area is possible.
For the City's proprietary funds, the total obligation for compensated absences is
recorded when the liability is incurred.
Budgetary Principles - The City is required to adopt an annual operating budget for
the General Fund and certain Special Revenue Funds on or before June 30 for the
ensuing fiscal year. From the effective date of the budget, which is adopted on a
basis consistent with generally accepted accounting principles, the amounts stated
therein as proposed expenditures become appropriations to the various City
departments. The City's Management prepares its annual budget in a fashion that
aggregates certain of the City's traditional operating departments (e.g., fire and police
services).
Such aggregation is consistent with the presentation with the
accompanying financial statements. The City Council may amend the budget during
the fiscal year by a motion approved by at least four of the five Council Members.
The Chief Administrative Officer may authorize the transfer of appropriations from one
object account to another within the same department or many amend this budget
under certain circumstances and transfer appropriation between departments. All
appropriations lapse at the end of the fiscal year. Expenditures may not exceed
appropriations at the level of functional expenditure classification within each
governmental fund. Supplemental budgetary appropriations were negligible for the
fiscal year ended June 30, 1999.
Inventories - Inventories, as determined by annual physical counts, are stated at
average cost applied on a first-in, first-out basis.
Property, Plant And Equipment - Property, plant and equipment acquired
subsequent to July 1, 1994 are recorded at cost. Assets acquired prior to July 1,
1994 and for which cost information is not available are recorded at appraised
historical value, which value has been determined to approximate historical cost.
Donated assets are stated at their estimated fair market value on the date donated.
Generally, the General Fixed Asset account group does not include certain
improvements constructed in the public right-of-way, such as roads, curbs and
gutters, streets and sidewalks, drainage systems and lighting systems. The City also
includes assets of the "Smart Corridor" project in the General Fixed Asset account
group. The Smart Corridor project was the computerized synchronization of traffic
signals on Washington Boulevard. No depreciation is provided on general fixed
assets.
In addition to the City's annual operating budget, the Redevelopment Agency also
prepares an operating budget for its debt service and expendable trust funds. In
accordance with GAAP, the Redevelopment Agency's budget is presented in the
accompanying general purpose financial statements for those funds. The basis of the
presentation of such budgets is consistent with the methodology utilized as discussed
above except for transactions related to the purchase and sale of land held for resale
and mortgage assistance which are on a budgetary basis.
The cost of land acquired by the Redevelopment Agency and held for resale to private
developers is recorded at the time of acquisition as an asset of the Capital Projects
Fund at the lower of cost or estimated net realizable value, with a corresponding
reserve in the fund balance. Estimated net realizable value is determined by an
agreed sales value under respective Disposition and Development Agreements
(DDAs).
Project-life budgets rather than annual budgets are adopted for the capital projects
funds. Such projects are controlled through regular reviews by project managers of
costs incurred to date, percentage of completion, and other controlling factors, on a
specific project line-item basis. Inclusion of project-life versus annual cost information
on the capital projects and special revenue funds, the gas tax, Community
Assets under construction are included in the fixed assets categories.
12
CITY OF CULVER CITY
June 30, 2000
Development, and Park Facilities, is not meaningful and, accordingly, such
information is not included in the accompanying general purpose financial statements.
participants retire under the plan or terminate service with the City, they may be
eligible to receive payments under the plan in accordance with provision thereof. In
the event of serious financial emergency, the City may approve, upon request,
withdrawals from the plan by the participants, along with their allocated contributions.
Budget and Financial Presentation - The expenditure portion of the Statements of
Revenues, Expenditures and Changes in Fund Balances for the Governmental Fund
Types and Expendable Trust Funds are broken down by department with the
exception of the General Government category. The General Government category is
a combination of the City Council, Chief Administrative Officer, City Clerk, City
Treasurer, City Attorney, Non-departmental, Management Services and Personnel
Departments.
The following is a summary of activity affecting Deferred Compensation Plan assets
for the year ended June 30, 2000 (in thousands):
Deferred Compensation Balance July 1, 1999
Additions
Deferred Net Compensation Balance June 30, 2000
Cash and Cash Equivalents - For purposes of the statement of cash flows, the City
considers all pooled cash, investments, and restricted cash and investments to be
cash and cash equivalents.
3.
TRANSACTIONS AND AGREEMENTS BETWEEN THE CITY AND AGENCY
The City has entered into various agreements with the Redevelopment Agency to
provide financial assistance, various administrative services, facilities and personnel
support. The Redevelopment Agency is charged interest on the unpaid balance of
billings and advances from the City at the lower of 0.5% per annum above the
average monthly interest rate earned by the City on its other investments or the
maximum legal interest rate. Under the terms of the agreements, the Redevelopment
Agency is required to reimburse the City for the above costs accrued pursuant to the
agreements as funds become available.
"Total (memorandum only)" Information - Columns in the accompanying general
purpose financial statements captioned "Total (memorandum only)" do not present
consolidated financial information. They are not necessary for a fair presentation of
the general purpose financial statements, but are presented as additional analytical
data. No elimination entries have been made in aggregating this data.
The Redevelopment Agency's reporting categories are much different from the City's.
For reporting purposes, all non-debt service and related expenditures have been
combined into the Community Development category.
2.
$ 23,061
3,989
$ 27,050
The City and Redevelopment Agency have entered into cooperative agreements to
provide for the construction of projects deemed to be of benefit to one or more of the
project areas. At June 30, 2000, the Agency's aggregate future contribution pursuant
to the cooperative agreements amounted to $35,804,813.
DEFERRED COMPENSATION PLAN
The City of Culver City offers its employees a deferred compensation plan created in
accordance with Internal Revenue Code Section 457. The plan, available to all City
employees, permits employees to defer a portion of their salary until future years.
4.
CASH AND INVESTMENTS
The City’s cash and investments consists of the following at June 30, 2000 (in
thousands):
As a result of changes to Section 457 deferred compensation plans resulting from the
Small Business Job Protection Act of 1996, the City’s deferred compensation plan
administrator, International City Management Association Retirement Corporation
(ICMARC) established a Trust account on behalf of the plan participants and their
beneficiaries. All amounts of compensation deferred under the plan, all property and
rights purchased with those amounts, and all income attributable to those amounts
are held in such trust account for the exclusive benefit of the employee participants
and their beneficiaries. Reflecting these changes to Section 457, the accumulated
assets of the plan, are not reported in the funds and account groups of the City.
Petty cash on hand
Pooled cash deposits
Pooled investments
Investments held by fiscal agents
Total cash and investments
Restricted assets - investments held
by fiscal agents
While the City has full power and authority to administer and to adopt rules and
regulations for the plan, all investment decisions under the plan are the responsibility
of the plan participants. The City has no liability for losses under the plan, but does
have the duty of due care that would be required of an ordinary prudent investor.
Under certain circumstances, employees may modify their arrangements with the
plan to provide for greater or lesser contributions or to terminate their participation. If
Total cash and investments
13
$
7
6,052
88,389
54,141
$
148,589
$
94,448
54,141
$
148,589
CITY OF CULVER CITY
June 30, 2000
Pooled Deposits/Credit Risk - The California Government Code requires California
banks and savings and loan associations to secure a city's deposits by pledging
government securities as collateral. The market value of pledged securities must
equal at least 110% of a city's deposits. California law also allows financial
institutions to secure city deposits by pledging first trust deed mortgage notes having
a value of 150% of a city's total deposits.
The City's investments, including investments held by fiscal agents at June 30, 2000,
is as follows (in thousands):
1
The City may waive collateral requirements for deposits which are fully insured up to
$100,000 by federal depository insurance. The City’s deposits are entirely insured or
collateralized.
Investments:
Medium corporate
notes
U.S. Government
securities
Authorized Investments - Under provision of the City's investment policy, and in
accordance with Section 53601 of the California Government Code, the City may
invest in the following types of investments:
and/or savings and loan institutions
• Negotiable Certificates of Deposit (not to exceed 30% of City's invested
funds)
Bankers' Acceptances
Commercial Paper
Local Agency Investment Fund (State Pool) Deposits
Passbook Savings Account Demand Deposits
Repurchase Agreements
Mutual Funds
Total Investments
3
Fair
Value
27,147
-
-
27,147
43,267
$70,414
-
-
43,267
70,414
Investments not required to be categorized:
• Investments in State Treasurer's
Investment Pool (LAIF) *
• Investments in mutual funds
• Mutual funds with fiscal agents
• Repurchase Agreement (CDC)
• Investment Agreement with Fiscal Agent
Total
• Securities of the U. S. Government, or its agencies
• Certificates of Deposit (or Time Deposits) placed with commercial banks
•
•
•
•
•
•
Category
2
13,607
2,167
12,411
2,201
41,730
72,116
$142,530
*The City and Agency invests their short-term funds in the Local Agency Investment
Fund (LAIF). LAIF, a voluntary program, crated by statute, began in 1977 as an
investment alternative for California’s local governments and special districts and
continues today under the administration of the State Treasurer. The enabling
legislation for the LAIF is Section 16429.1,2,3 of the California Government Code.
Credit Risk And Carrying Amount/Fair Value Of Investments - The investments
that are represented by specific identifiable investment securities are classified as to
credit risk by three categories as follows:
• Category 1 - Insured or registered, or securities held by the city or its agent in
the City's name.
The LAIF is part of the Pooled Money Investment Account (PMIA). The PMIA began
in 1956 and has oversight provided by the Pooled Money Investment Board (PMIB)
and an in-house Investment Committee. The PMIB Board members are the State
Treasurer, Director of Finance and the State Controller.
LAIF has indicated to the City and Agency that as of June 30, 2000, the carrying
amount of the pool was $43,030,301,594 and the estimated fair value of the pool
(including accrued interest) was $43,453,950,163.
The City’s and Agency’s
proportionate share of that value is approximately $13,739,901. Included in LAIF’s
investment portfolio are certain derivative securities or similar products in the form of
structured notes, totaling $1,909,398,000 and asset-backed securities totaling
$770,758,000. LAIF’s exposure to risk (credit, market or legal) is not currently
available.
• Category 2 - Uninsured and unregistered, with securities held by the
counterparty's trust department or agent in the City's name
• Category 3 - Uninsured and unregistered, with securities held by the
counterparty, or by its trust department or agent but not in the City's name.
The City owns floating interest rate securities whose rate is derived from the LIBOR or
CMT indices. The fair value of these securities was approximately $935,810
June 30, 2000. It is the intent of the City to hold these investments until maturity,
therefore, no loss of principal is anticipated. The City has sufficient financial
capability to indicate there is little possibility of a forced liquidation.
14
CITY OF CULVER CITY
June 30, 2000
members (from 4.272% to 11.587% for safety members), and (c) 3.75% cost-of-living
adjustment. Both (a) and (b) include an inflation component of 3.5%. The actuarial value
of the City’s assets was determined using a technique that smoothes the effect of shortterm volatility in the market value of investments over a two to five year period depending
on the size of investment gains and/or losses. The City’s unfunded actuarial accrued
liability (or excess assets) is being amortized as a level percentage of projected payroll on
a closed basis. As of the most current available report, the remaining amortization period
at June 30, 1998 was 2 years.
Cash And Investments Held by Fiscal Agents - The City has monies held by
trustees or fiscal agents pledged to the payment or security of certain bonds. The
California Government Code provides that these monies, in absence of specific
statutory provisions governing the issuance of bonds or certificates, may be invested
in accordance with the ordinance, resolutions or indentures specifying the types of
investments its trustees or fiscal agents may make. Included in the monies held by
trustees or fiscal agents are deposits with various institutions for the payment of longterm debt.
Three-Year Trend Information for the Plan (in thousands):
5.
RETIREMENT PLAN
Fiscal year
ended
June 30
Plan Description - The City of Culver City’s defined benefit pension plan, California Public
Employees’ Retirement System (PERS), provides retirement and disability benefits, annual
cost-of-living adjustments and death benefits to plan members and beneficiaries. PERS is
an agent multi-employer plan, which acts as a common investment and administration
agent for participating public employers within the State of California. A menu of benefit
provisions as well as other requirements are established by State statutes within the Public
Employees’ Retirement Law. The City of Culver City selects optional benefit provisions
from the benefit menu by contract with PERS and adopts those benefits through local
ordinance and other local methods. PERS issues a separate comprehensive annual
financial report. Copies of PERS’ annual financial report may be obtained from the PERS
Executive Office - 400 P Street, Sacramento, California 95814.
1997
1998
2000
Annual
Pension
Cost (APC)
$
3,108
1,701
N/A
Percentage of
APC
Contributed
100%
100%
N/A
Net Pension
Obligation
-
Defined Contribution Plan - The City provides pension benefits for all of its part-time
employees not covered by PERS through the Public Agency Retirement Systems
(PARS). This is a defined contribution plan created in accordance with Internal
Revenue Code Sections 401(a) and 501, and administered by Phase II Systems. In a
defined contribution plan, benefits depend solely on amounts contributed to the plan
plus investment earnings. Employees are eligible to participate from the date of
employment. The plan agreement requires that the employee contributes 4% and the
City contribute an amount equal to 3.5% of the employee’s earnings. The City’s
contributions for each employee are fully vested.
All full-time employees of the City are eligible to participate in PERS, and related benefits
vest after five years of service. Upon five years of service, public safety employees who
retire at or after age 50 and general employees who retire at or after age 55 are entitled to
receive an annual retirement benefit. The benefit is payable monthly for life, in an amount
equal to the formula, 2% times the number of credited work years times the average of the
employees’ highest three years earnings, after five years of credited service. The plan
also provides death and disability benefits.
The City’s payroll for employees covered by the plan for the year ended June 30,
2000 was $1,059,965. Both the City and the covered employees made the required
4% and 3.5% contributions respectively amounting to $37,098 and $42,399 from each
source, or $79,497 in total.
Funding Policy - Active plan members are required to contribute 9%, for Safety
employees, and 7%, for Miscellaneous employees, of their annual covered salary. The
City makes such employee contributions on their behalf and for their account. The City is
required to contribute the actuarially determined remaining amounts necessary to fund the
benefits for its members. The actuarial methods and assumptions used are those adopted
by the PERS Board of Administration. The required employer contribution rate for fiscal
1999/00 was 0%due to a surplus for Miscellaneous employees and 0% for Safety
employees. The contribution requirements of the plan are established by State statute and
the employer contribution rate is established and may be amended by PERS.
Post Retirement Health Insurance - The City, as a member of PERS Health Care
System, is required to extend health care benefits to all employees who have retired
from the City. All employees and retirees of the City eligible under the City’s PERS
plan are likewise eligible for the health care benefit upon retiring from the City. PERS
requires the City to provide these benefits to its retirees on the same basis as it does
to its employees. As of June 30, 2000, the City paid 100% of the premium and
accounts for these costs on a pay-as-you-go basis. The number of retirees receiving
these benefits totaled 304 and the total premium paid for fiscal year 1999/00 was
$1,092,488.
Annual Pension Cost - For fiscal year 1999/00, the City contributed $2,544,594 on behalf
of employees. Employees directly contributed $11,964. Total contributions were
$2,556,558. The required contribution for fiscal year 1999/00 was determined as part of
the June 30, 1998 actuarial valuation using entry age normal actuarial cost method with
contributions determined as a percent of pay. The actuarial assumptions included (a)
8.25% investment rate of return (net of administrative expenses); (b) projected salary
increases that vary by duration of service ranging from 3.75% to 14.2% for miscellaneous
15
CITY OF CULVER CITY
June 30, 2000
6.
SELF-INSURANCE PROGRAMS
7.
The City is self-insured for workers' compensation claims, unemployment insurance,
general automobile and public liability. The self-insurance program is accounted in
the Self-Insurance Internal Service Fund. At June 30, 2000, the City accrued
$7,491,930 for unpaid workers' compensation and general liability claims,
representing estimates of amounts to be paid for actual and incurred but not reported
claims, based upon past experiences, modified for current trends and information.
Settlements did not exceed coverage in any of the three proceeding years.
The City’s loans and notes receivable consist of the following (in thousands) at June
30, 2000:
The City pays all claims up to $1,000,000 per claim arising from general and
automotive liability claim actions brought against the City. Amounts in excess of
$1,000,000 per claim, up to $20,000,000 are covered by the Independent Cities Risk
Management Authority (ICRMA or Authority).
On January 1, 1987 the Authority issued $30,210,000 in certificates of participation in
order to provide funds to establish the joint self-insurance program for the benefit of
member cities. Each member city was required to make payments to the Authority,
which amounts, together with certain amounts available from the bond proceeds and
interest earned thereon, will be sufficient to pay the annual debt service payments
and the operating expenses of the Authority. On March 1, 2000 these certificates
were retired.
ICRMA has 32 member cities, and each appoints one member to the ICRMA
Governing Board. ICRMA is considered a self-sustaining risk pool that will provide
coverage for its members for up to $20,000,000 per insured occurrence for liability
claims and $290,000,000 for workers' compensation claims.
The following reconciles claims liabilities for the years ended June 30, 2000 and June
30, 1999:
Fiscal Year
Ended
June 30
Claims
Payable
July 1
Fiscal Year
Claims and
Changes in
Estimates
Claims
Paid
2000
1999
7,353,030
6,999,981
2,593,730
3,862,575
(2,454,830)
(3,509,526)
LOANS AND NOTES RECEIVABLE
Claims
Payable
June 30
7,491,930
7,353,030
On July 10, 1989 the Agency entered into Owner Participation
Agreements for the sale and redevelopment of real property
within Component Area 3 and has recorded a loan receivable.
$ 54
On December 17, 1990 the Agency provided a loan to a mobile
home park which included affordable housing tenants to assist
in acquiring title to mobile home park land in Culver City. The
loan bears simple interest at the rate of 7% per annum from
the date of the agreement. The loan is payable beginning 121
months after the disbursement (December 17, 1990) and
ending thirty years thereafter. The Agency and the mobile park
renegotiated the terms during the year ended June 30, 1998
and the City Council approved the following terms. The
accrued interest of $531,211 was eliminated and the accrual of
interest was stopped, a new 30 year loan term at 7% interest
on original principal of $880,500. Loan payments are deferred
for ten years from the date of the revised first trust deed loan
with monthly principal and interest payments of $10,322 until
paid in full. This Agency loan is in third position behind a Bank
of America first trust deed note and a loan from the California
Department of Housing and Community Development.
881
In March of 1994 the Agency’s Housing Division began a
mortgage assistance program to provide deferred second trust
deeds to qualified low-moderate income level families. The
term of these loans are twenty years and accrues interest at
5% per annum. Both interest and principal payments are
deferred for the first five years.
1,185
In September of 1994, the Agency received a promissory note
for relocation costs paid by the Agency on behalf of a local
business relocated within the redevelopment area. The note
bears an interest rate of 6.1038% compounded annually and is
payable over 30 years.
2,120
The Group Home Program makes funds available for the
establishment of group homes that serve special populations,
such as the developmentally disabled. As of 1993, the Agency
had funded three group homes. The Agency uses Housing
Set-Aside Funds to support the program. Principal on these
loans is deferred for forty years and forgiven provided the
covenants for low-income housing are met. The three Group
Home loans are as follows:
16
CITY OF CULVER CITY
June 30, 2000
8.
Loan
Recipient
ERAS
HOME
WOW
Loan
Date
February 11, 1991
April 20, 1992
October 1, 1992
Loan
Amount
$305,000
412,000
388,000
On September 16, 1996, the Agency approved a Participation
Agreement (PA) to provide Agency financial assistance in the
maximum amount of $504,000 for a mixed use commercial
and residential project. The financial assistance consisted of a
grant and a loan. In Fiscal Year 1999 the Agency provided a
loan in the amount of $329,000 for this mixed use project.
The City of Culver City has been helping residents preserve
their homes and neighborhood since 1977. Through Agency
funding, the Housing Division offer grants and loans to
qualified homeowners to assist with making needed home
improvements and repairs. The Housing Division currently has
4 Neighborhood Preservation Program Loans outstanding.
The Agency’s Housing Division deposited funds with Bank of
America to allow the bank to make certain compensating
balance loans on a subsidized basis. The balance of $371,000
represents the amount still on deposit with Bank of America.
As homeowners repay principal balances on these subsidized
loans, the bank releases funds that are no longer required are
returned to the Agency.
The Agency offers an economic development incentive
program to provide financial assistance to property and
business owners for physical improvements to existing
buildings located within a redevelopment component area in
the City. The amount of such financial assistance loans is not
intended to be more than is needed “close the gap”, for funding
meaningful improvements, nor more than the economic benefit
to be realized by the City and Agency in new or increased
taxes. The Agency has made a total of seven such loans.
These GAP loans are deferred and may be forgiven, if certain
economic benchmarks are achieved.
Allowance for uncollectible loans
Total loans and notes receivable
GENERAL LONG-TERM DEBT
The following is a summary of changes in long-term debt recorded in the General
Long-Term Debt Account Group for the year ended June 30, 1999 (in thousands):
Long-term
debt at
June 30, 1999
1,105
1989 Revenue Bonds
Series A (Senior lien
project loans)
309
90
10,851
67
Long-term
debt at
Retirements June 30, 2000
9,925
993
1989 Revenue Bonds
Series B
13,000
-
13,000
-
1993 Revenue Bonds
122,735
-
1,180
121,555
1999 Tax Allocation
Refunding
Revenue Bonds Series A
-
31,940
-
31,940
1999 Tax Allocation
Refunding
Revenue Bonds Series B
-
19,535
-
19,535
2,020
-
-
2,020
2,162
-
249
1,913
15
-
15
-
Accrued vacation and
sick leave
4,416
493
$ 155,199
52,035
Loans payable
Section 108 Loan
(see note 8)
Capital lease obligations
(see note 11)
371
$
Additions/
Accretions
Total
24,369
4,909
182,865
Revenue Bonds - In November 1989, the Culver City Redevelopment Financing
Authority (Authority) issued $109,995,467 of Series A Revenue Bonds (Senior Lien
Project Loans) and $40,000,000 of Series B Revenue Bonds (Subordinate Lien
Project Loans). The net proceeds of these bonds were used to fund loans to the
Agency. The proceeds of such loans were used in part to advance refund the
outstanding Redevelopment Component No. 3 - 1983 Tax Allocation Bonds, the
Slauson-Sepulveda Redevelopment Component No. 1 - 1985 Tax Allocation Bonds,
the Overland-Jefferson Redevelopment Component No. 2 - 1985 Tax Allocation
Bonds and the Washington-Culver Redevelopment Component No. 3 - Tax Allocation
Bonds ("1983 and 1985 Tax Allocation Bonds") (see "Defeased Debt" below). The
681
(2,157)
$ 4,639
17
CITY OF CULVER CITY
June 30, 2000
balance of the proceeds of the loans have been used for various redevelopment
activities including the construction of a new City Hall, improvements to public
buildings and grounds, public right-of-way improvements, real estate assembly and
rehabilitation.
relating to the 1989 Bonds were deposited into the 1989 Authority Bonds Refunding
Account held by U. S. Bank Trust National Association as Trustee for the Bonds who
applied the funds on November 1 1999 (with respect to the 1989 Current Interest
Senior Bonds) and December 1, 1999 (with respect to the 1989 Subordinate Bonds)
to redeem and defease the 1989 Current Interest Senior Bonds and the 1989
Subordinate Bonds. (See “Defeased Debt” below.)
In addition, in order to meet certain requirements of Redevelopment Law and to
comply with other locally imposed requirements, 10% of the proceeds of the loans,
after deposits to the Escrow Fund for the defeasance of the 1983 and 1985 Tax
Allocation Bonds and to the Reserve Fund and Interest Account of the Debt Service
Fund, was deposited into the Low/Moderate Income Housing Funds of Component
Area 1 and Component Area 3.
1989 Series A Capital Appreciation Bonds (CABs) - The Series A Capital
Appreciation Bonds (CABs) were not redeemed with the proceeds of the 1999 Bonds;
rather they will be paid at maturity from tax increment revenues generated in the
project area.
In November 1993, the Authority issued $128,070,000 of Revenue Bonds. The net
proceeds of these bonds were used to provide loans to the Agency. The proceeds of
such loans were used to advance refund a portion of the Agency's outstanding 1989
Series A and Series B Revenue Bonds. (see "Defeased Debt" below)
The CABs, which are payable only at their maturity, mature on November 1 in the
years from 2002 to 2004 in an amount (their "Final Compounded Amount") equal to
the initial principal amount of such bonds plus accrued interest from the date of
issuance, compounded semiannually at May 1 and November 1, at the yields of
7.05% to 7.10%. The Final Compounded Amount of the CABs are not subject to
redemption prior to maturity. During the year ended June 30, 2000, the principal
balance due on the CABs increased by $66,686 due to accreted interest.
Loans to the Agency from the Authority are at rates and payment terms identical to
the underlying Revenue Bonds of the Authority; the required Reserve and Debt
Service Funds for the Revenue bonds are maintained by the Agency; and the Agency
reimburses the Authority for all of its other net costs, expenses, or losses; therefore,
the transactions of the Authority are included in the financial statements of the
Agency and the transactions between the Agency and the Authority are eliminated for
financial statement purposes.
The Series A Bonds are secured by the senior loans between the Agency and the
Authority, and the senior loans are secured by and payable from a pledge of and first
lien on any property tax revenues received by the Agency, except for tax increment
revenues required by Redevelopment Law and other locally imposed requirements to
be deposited to the Low/Moderate Income Housing Funds, on or after November 1,
1989 and available on a non cumulative basis in each 12-month period ending June
30 ("Fiscal Year") up to an amount equal to 100% of annual debt service on the
bonds for such Fiscal Year (less amounts already on deposit in the interest and
principal accounts in the Debt Service Fund other than amounts representing
investment earnings that may be released to the Agency) plus an amount, if any,
necessary to maintain the required minimum balance in the Reserve Account
("Pledged Tax Revenues"). A fiscal agent is required to maintain the Debt Service
Funds into which Pledged Tax Revenues are deposited. A minimum balance equal to
maximum annual debt service must be maintained in a Reserve Fund, to be funded
by the Debt Service Fund, if necessary. All tax revenues other than Pledged Tax
Revenues are then available for requirements under the Subordinate Debt and, when
such Subordinate Debt requirements are satisfied, all other tax revenues may be kept
by the Agency.
In October 1999, the Agency issued a total of $51,475,000 in bonds consisting of
$31,940,000 in 1999 Series A Bonds (FSA insured) and $19,535,000 in 1999 Series
B Bonds (uninsured). The Agency sold the bonds to the Financing Authority which
then immediately resold the bonds to Stone & Youngberg LLC as underwriter of the
Bonds pursuant to a Bond Purchase Agreement among the authority, Agency, and
Stone & Youngberg to effect a negotiated bond sale. The 1999 bonds refinanced
most of the remaining outstanding 1989 Bonds (totaling $22,920,000) and realized an
economic gain of over $1.1 million for the Agency. The aggregate difference in debt
service between the refunded and refunding bonds is $1,107,148. A portion of the
1989 bonds were not refunded at this time because those bonds cannot be called in
advance of their maturity dates. At June 30, 2000, the outstanding Series A 1989
Revenue Bonds (Senior Lien Project Loans) consist of no current Interest Bonds and
$993,208 in Capital Appreciation Bonds (including cumulative accreted interest of
$512,615).
The unrefunded portion of the 1989 Bonds (total amount outstanding at maturity will
be $1,240,000), and all of the outstanding 1993 Bonds ($121,555,000) will be senior
to both the 1999 Series A and 1999 Series B Bonds.
1993 Tax Allocation Refunding Revenue Bonds - The outstanding 1993 Revenue
Bonds consist of $26,140,000 Serial Bonds which mature on November 1 in the years
from 2000 through 2008 in amounts from $1,230,000 to $3,905,000 and at interest
rates of 3.90% to 4.90%; $28,225,000, 5.50% Term Bonds maturing through
November 1, 2014; $41,425,000, 4.60% Term Bonds maturing through November 1,
2020; and $25,765,000, 5.00% Term Bonds maturing through November 1, 2023.
Interest on Bonds is payable semiannually on May 1 and November 1 of each year.
Redemption of Current Interest 1989 Bonds-Series A and B - Proceeds from the
sale of the 1999 Bonds together with certain moneys held in the funds and accounts
The Bonds maturing on or after November 1, 2004 are subject to redemption prior to
maturity in whole or in part on any interest payment date on or after November 1,
In addition, the 1999 Bonds generated $25,006,779 in new bond proceeds to finance
eligible redevelopment projects activities within the merged Culver City
Redevelopment Project.
18
CITY OF CULVER CITY
June 30, 2000
2003, upon payment of a redemption price equal to the principal amount plus a
premium. The premium is 2% of the principal amount of bonds redeemed on
November 1, 2003; 1% for bonds redeemed on or after May 1, 2004 or November 1,
2004; and there is no premium for bonds redeemed on or after May 1, 2005. The
outstanding Term Bonds maturing in 2014 are subject to mandatory redemption in
part by lot on November 1 in each year commencing November 1, 2009 through
maturity, from sinking fund payments, in the amounts of $4,100,000 to $5,355,000.
The outstanding Term Bonds maturing in 2020 are subject to mandatory redemption
in part by lot on November 1 in each year commencing November 1, 2015 through
maturity, from sinking fund payments, in the amounts of $5,645,000 to $7,810,000.
The outstanding Term Bonds maturing in 2023 are subject to mandatory redemption
in part by lot on November 1 in each year commencing November 1, 2021 through
maturity, from sinking fund payments, in the amounts of $8,175,000 to $9,010,000. If
some of the Term Bonds are called for early redemption as described above, the total
amount of future sinking fund payments will be reduced by the principal amount of
Term Bonds so redeemed, to be allocated among the sinking fund payments on a pro
rata basis.
1999 Series B Tax Allocation Refunding Bonds (uninsured) The Series B
Refunding Bonds are issued as term bonds in principal amounts varying from
$380,000 to $6,370,000 totaling $19,535,000, with interest rates varying from 4.00%
to 6.25%. The final maturity date is November 1, 2025. The Series B Bonds
maturing on or before November 1, 2004, are not subject to optional redemption prior
to maturity. The Series B Bonds maturing and after November 1, 2005, are subject to
redemption as a whole or in part, by such maturities as the Agency designates, prior
to their respective maturities at the option of the Agency on any date on or after
November 1, 2004 from funds derived by the Agency from any source, at the
following redemption prices (expressed as percentages of the principal amount of the
Series B Bonds called for redemption) together with accrued interest thereon to the
date fixed for redemption.
Agency designates, prior to their respective maturities at the option of the Agency on
any date on or after November 1, 2004 from funds derived by the Agency from any
source, at the following redemption prices (expressed as percentages of the principal
amount of the Series B Bonds called for redemption) together with accrued interest
thereon to the date fixed for redemption.
The 1993 Bonds are secured by Pledged Tax Revenues. A fiscal agent is required to
maintain the Debt Service Funds into which Pledged Tax Revenues are deposited. A
minimum balance equal to the maximum annual debt service must be maintained in a
Reserve Fund, to be funded by the Debt Service Fund, if necessary. All tax revenues
other than Pledged Tax Revenues may be kept by the Agency
Redemption Period
November 1, 2004 through October 31, 2005
November 1, 2006 and thereafter
All bond debt covenants have been complied with.
November 1, 2011 and thereafter
102%
101
100
The Series B Bonds maturing on November 1, 2018 and November 1, 2025 are also
subject to redemption prior to their stated maturity, in part by lot from Series B Sinking
Account Installments deposited in the Series B Sinking Account at the principal
amount thereof and interest accrued thereon to the date fixed for redemption without
premium in amounts from $605,000 to $1,315,000.
1999 Series A Tax Allocation Refunding Bonds (FSA Insured) – The Series A
Refunding Bonds are issued as term bonds in principal amounts varying from
$1,560,000 to $12,310,000 totaling $31,940,000, with interest rates varying from
3.60% to 5.60%. The final maturity date is November 1, 2025. The Series A Bonds
maturing on or before November 1, 2009, are not subject to optional redemption prior
to maturity. The Series A Bonds maturing and after November 1, 2010, are subject to
redemption as a whole or in part, by such maturities as the Agency designates, prior
to their respective maturities at the option of the Agency on any date on or after
November 1, 2009 from funds derived by the Agency from any source, at the
following redemption prices (expressed as percentages of the principal amount of the
Series A Bonds called for redemption) together with accrued interest thereon to the
date fixed for redemption.
Redemption Period
Redemption Price
In lieu of redemption of any Term Bond, amounts on deposit in the Special Fund or in
the Sinking Account therein may be used and withdrawn by the Trustee at any time,
upon the written for the purchase of such Term Bonds.
Allocation of Bonds by Project Area – The portion of the outstanding 1989 Series
A, 1993 Bonds, and 1999 (in thousands) allocable to and secured by the Pledged Tax
Revenues of only that Component Area at June 30, 2000 is as follows:
Redemption Price
102%
101
100
1989
Series A
Bonds
Component Area
Component Area No. 1
Merged Project Area
The Series A Bonds maturing on November 1, 2016, November 1, 2019, and
November 1, 2025 are also subject to redemption prior to their stated maturity, in part
by lot from Series A Sinking Account Installments deposited in the Series A Sinking
Acocunt at the principal amount thereof and interest accrued thereon to the date fixed
for redemption without premium in amounts from $1,225,000 to $4,870,000.
Total 1989, 1993, and 1999
Revenue Bonds Outstanding
19
$
695
298
$
993
1993
Bonds
47,355
12,935
61,265
121,555
1999
1999A
1999B
Bonds
Bonds
-
Total
31,940
19,535
47,355
13,630
61,563
51,475
31,940
19,535
174,023
CITY OF CULVER CITY
June 30, 2000
Defeased Debt - The Agency has refunded certain bonded debt issued in prior years.
Such debt is considered fully defeased by virtue of the creation of irrevocable escrow funds
placed with independent fiscal agents in amounts sufficient to pay the principal, accrued
interest and early redemption premiums on such debt as it becomes due. Accordingly,
such debt is no longer carried on the books of the Agency. Debt outstanding which is
considered defeased (in thousands) at June 30, 2000 consists of the following:
Annual debt service requirements to maturity for all nondefeased bonded
indebtedness outstanding (in thousands) as of June 30, 2000 are as follows:
Year Ending
June 30
2001
2002
2003
2004
2005
Thereafter
Principal
Interest
Total
3,170
3,935
4,066
4,316
4,496
154,040
8,827
8,568
8,411
8,259
8,080
95,123
11,997
12,503
12,477
12,575
12,576
249,163
$ 174,023
137,268
311,291
$
Debt Issue
Series A 1989 Revenue Bonds
Series B 1989 Revenue Bonds
Total Defeased Debt Outstanding
9.
Section 108 Loan - The City has received a Section 108 Loan from the United States
Department of Housing and Urban Development through the Los Angeles County
Community Development Commission in the amount of $2,020,000 for the Senior
Center Construction Project. This is a 15-year Loan with interest rates ranging from
5.19% to 6.41%. The debt service payments are made from the City’s Community
Development Block Grant allocation.
Amount
Outstanding at
June 30, 2000
$
74,965,000
40,000,000
$ 114,965,000
1991 Bonds
The Sewer Enterprise Fund includes a collection system consisting of 86 miles of
underground sewer lines and seven sewer pumping stations located entirely within the
City. At the time the 1991 Bonds were issued, it also included the City's interest in
the Hyperion Plant operated by the City of Los Angeles which the City had acquired
pursuant to a court ordered settlement (the 1951 Agreement). The 1951 Agreement
provided that all wastewater from the City's wastewater collection be conveyed to the
Hyperion Plant for treatment.
Due to Other Agencies - The City was notified of its liability as a result of the
decision in the Aerospace Corporation vs. State Board of Equalization case. The
State Board of Equalization provided an estimate of the City's liability in the amount of
$105,264. The liability was paid over twenty quarters beginning with the quarter
ending March 1995, and was deducted from sales tax remitted to the City. The final
deduction was recorded during Fiscal Year 99-00.
A Consent Decree negotiated among the United States (acting at the request of the
EPA), the State of California and the City of Los Angeles, was approved by the United
States District Court on June 20, 1980, and was subsequently modified and approved
on August 27, 1985 and on February 19, 1987 (the "Amended Consent Decree")
established a compliance schedule for systematically upgrading the degree of
treatment provided at the Hyperion Plant.
Loan Payable to the City from the Agency - During fiscal year 1993/94, the City
advanced funds to the Agency totaling $1,355,205 to purchase the Southern Pacific/Culver
Boulevard right-of-way. The amount advanced was originally expected to be repaid within
the current period and was recorded as due to the City in the Component Area No. 3
Capital Projects Fund. During fiscal year 1997/98, the City and Agency determined that
the unpaid balance of the loan of $580,205 would not be repaid during the current period
and, accordingly, the loan payable was moved to the general long-term debt account
group. The loan is on-interest bearing and will be repaid when funds are available in
Component Area No. 3 Capital Projects Fund. As the corresponding loan receivable in the
City’s General Fund does not represent an available spendable resource, management
has reserved an equal amount of fund balance in the General Fund.
The 1951 Agreement required the City to pay for its share of both the Hyperion Plant's
operating expenses and capital upgrades. The City elected to issue the 1991
Wastewater Facilities Revenue Bonds to meet its obligations required under the
Amended Consent Decree.
Although the City no longer has an equity interest in the Hyperion Plant, it does
convey wastewater from the City to the Hyperion Plant for treatment and disposal.
1999 Bonds
The 1999 Wastewater Facilities Refunding Revenue Bonds (1999 Bonds) dated
December 8, 1999 were issued in the aggregate principal amount of $25,080,000.
The 1999 Bonds were issued to provide funds to (a) defease and refund the City’s
1991 Wastewater Facilities Revenue Bonds originally issued in the aggregate
principal amount of $20,500,000 of which $16,990,000 remained outstanding, (b) fund
capital projects of the City’s wastewater collection system, and (c) finance the costs of
issuance of the 1999 Bonds.
Effective July 1, 1998, the Agency reclassified this advance as a fund liability in the
Component Area No. 3 Capital Projects Fund in the amount of $580,205. The Agency
reclassified this advance in anticipation of the required change in accounting principle for
such advances included in Governmental Accounting Standards Board Statement No. 34,
"Basic Financial Statements -– and Management’s Discussion and Analysis – for State
and Local Governments,” and to reflect the indeterminate nature of the liability. The loan is
interest bearing and will be repaid when funds are available in the Component Area No. 3
Capital Projects Fund.
20
CITY OF CULVER CITY
June 30, 2000
September 1, 2020, without premium, together with accrued interest in the principal
amounts $980,000 to $1,615,000.
A portion of the proceeds of the 1999 Bonds will be used to establish an irrevocable
escrow to be held by U. S. Bank Trust National Association as Escrow Bank. Moneys
in the Escrow Fund will be held as cash or invested solely in non-callable, direct
general obligations of the United States of America. The cash and Escrow Securities
and the interest accrued thereon will be held by the Escrow Bank on behalf of the City
and applied to the scheduled payment of the principal and interest on the 1991 Bonds
and the redemption of the 1991 Bonds in full on September 1, 2001 at a redemption
price of 102 percent of the principal amount to be redeemed.
The City has covenanted that it shall at all times prescribe, revise and collect rates,
fees and charges for the use or service of the Sewer Enterprise Fund so that in each
twelve month period such rates, fees and charges, together with other revenues
reasonably expected to be yield Net Revenues equal to at least 1.20 times the
maximum annual debt services. The City is in compliance with such covenant at
June 30, 2000.
The aggregate difference in debt service between the refunded 1991 Bonds and the
refunding 1999 bonds is $22,070,481. The economic gain resulting from this
refunding is $406,524.
The annual debt service requirements to maturity (in thousands) is as follows:
Bond Year
Ending
September 1
The proposed capital projects that will be funded with a portion of the proceeds of the
1999 Bonds include the ongoing replacement of sewer transmission pipes and the
construction and improvement of pump stations.
2000
2001
2002
2003
2004
Thereafter
The first payment of 1999 Bond Principal will be September 1, 2000. Interest is paid
semi annually on March 1 and September 1 of each year.
The 1999 Bonds maturing on or prior to September 1, 2009 are not subject to
redemption prior to maturity. The 1999 Bonds maturing on or after September 1,
2010 may be redeemed at the option of the City from any source of funds, on
September 1, 2009 or thereafter prior to maturity as a whole on any date or in part, in
any order of maturity as determined by the City, or in the absence of direction by the
City, pro rata among maturities, and by lot within each maturity, on any interest
payment date, in integral multiples of $5,000 at the following redemption prices
(expressed as percentages of principal amount thereof), together with accrued
interest to the redemption date as set forth below:
Redemption Date
September 1, 2009 through August 31, 2010
September 1, 2010 through August 31, 2011
September 1, 2011 and thereafter
Principal
$
715
385
405
425
445
22,705
$ 25,080
Interest
Total
977
1,305
1,290
1,274
1,256
19,975
26,077
1,692
1,690
1,695
1,699
1,701
42,680
51,157
10. CERTIFICATES OF PARTICIPATION
The California Transit Finance Corporation, a nonprofit public benefit corporation
created by the California Transit Association to provide assistance to transit entities in
the State of California, issued certificates of participation originally totaling $9,660,000
for the purpose of upgrading and expanding the City's bus facilities.
Redemption Price
Currently, the Culver City Municipal Bus Lines (Bus Lines) along with the City's Public
Works, Parks Maintenance and Purchasing Division, were all located on the 3.96 acre
City Yard at 9815 Jefferson Boulevard in Culver City. The crowded area at this
location made it difficult to provide efficient and cost effective public services. To
alleviate this situation, the Bus Lines submitted a proposal to the Federal Transit
Administration (FTA) that would allow the existing City Yard to be dedicated fully to
transit use in exchange for federal funding to move non-transportation related
services to a new location. The proposal was accepted and approved by the FTA
through their adoption of a Federal Highway Administration (FHWA) rule referred to
as "functional replacement". The ruling allowed the Bus Lines to purchase a site and
remodel an existing building to meet the displaced division needs. This enabled the
Bus Lines to expand its bus fleet from the current 33 buses to a future level of 60
buses in anticipation of increased demand for public transit services. Additionally,
this allowed the Bus Lines to utilize alternative fuels (compressed natural gas) for fleet
vehicles. The existing buildings at the City Yard was demolished and a new facility
and
parking
structure
constructed.
The
new
facility
contains
an
102%
101
100
The 1999 Bonds maturing on September 1, 2016 (the 2016 term Bonds) are subject
to mandatory Sinking Fund Redemption in part by lot on any September 1 on or after
September 1, 2015, without premium, togetther with acrued interest in the principal
amount s $750,000 to $790,000.
The 1999 Bonds maturing on September 1, 2019 (the term 2019 Bonds) are subject
September 1, 2019, without premium, together with accrued interest in the principal
amounts $835,000 to $930,000.
The 1999 Bonds maturing on September 1, 2029 (the term 2029 Bonds) are subject
21
CITY OF CULVER CITY
June 30, 2000
administration/maintenance building which includes a fueling island, bus washer,
eight bus bays, an inspection pit, and welding shop.
Lease Year Ending
January 1
The cost of the Project, including the relocation of the non-transportation related
division and the renovation of the City Yard, is estimated to be $23.8 million. The
appraised value of the City Yard represents a local match of approximately $3.9
million. The City will also contribute approximately $3.1 million, thereby exceeding its
local match requirement. The Los Angeles County Metropolitan Transit Authority
(LACMTA), with the approval of the Bus Operations Subcommittee, has allocated
$8.4 million in Section 9 funds to the project over a two year period. The Bus Lines
received $8.4 million from the sale of the Certificates. To the extent such funds are
not sufficient to complete the project, the City has agreed, under the Lease
Agreement, to pay such shortfall, but solely from revenues available for such
purposes.
2001
2002
2003
2004
2005
Thereafter
Total
Lease Payment
$
$
$
350
370
385
405
425
6,460
$ 8,395
455
439
421
403
383
2,399
4,500
805
809
806
808
808
8,859
12,895
General Long Term Debt
In September 1996, the City entered into an agreement with Honeywell, Inc. for the
purpose of retrofitting various City’s building to reduce utility costs. To finance the
majority of the project, the City entered into a capital lease agreement with Sutro &
Company, Incorporated, originally totaling $2,817,615. (Repayment scheduled in
thousands)
The Bus Lines will make lease payments with respect to the certificates from amounts
to be received under the FTA Project Grants to the extent these funds are available.
If funds from FTA Project Grants are insufficient, the short-fall will be made up from
other City revenues.
Lease Year Ending
July 1
2001
2002
2003
2004
2005
Thereafter
The certificates of participation are issued as term certificates, in principal amounts
varying from $300,000 to $575,000 totaling $9,660,000, with interest rates varying
from 3.65% to 5.75%. The final maturity date is January 1, 2016.
The certificates maturing on or after January 1, 2007, are subject to redemption prior
to their respective maturity dates in whole or in part in integral multiples of $5,000, on
any date selected by the City on or after January 1, 2006, at the option of the City
from moneys deposited in the Lease Payment Fund, at the prices (expressed as a
percentage of principal amount of certificates so redeemed) set forth below plus
accrued interest to the date fixed for redemption:
January 1, 2006 through December 31, 2006
January 1, 2007 through December 31, 2008
January 1, 2008 and thereafter
Interest
11. CAPITAL LEASE OBLIGATIONS
The Project consists of three phases. Construction of Phase One, the relocation of
non-transportation related divisions, and Phase Two, the fueling station and bus
wash, were completed in November 1997. Construction contracts for Phase Three,
the administrative/maintenance building and parking structure, were issued in October
1997. Substantial completion of construction of Phase Three of the Project occurred
in April 1999.
Redemption Period
Principal
Principal
$
264
278
294
311
329
437
$ 1,913
Interest
100
86
70
53
35
18
362
Total
364
364
364
364
364
455
2,275
Proprietary Fund Debt
The City has entered into long-term leases in connection with financing the purchase
of certain equipment. These leases qualify as capital leases for accounting purposes
and therefore have been recorded at the present value of the future minimum lease
payments at the date of inception of the lease.
Redemption Price
102%
101%
100%
Equipment Usage Internal Service Fund The City has entered into long-term leases in
connection with financing the purchase of certain equipment, with a cost of
$2,451,084, utilized in the Equipment Usage Internal Service Fund.
The final
payment under these capital leases was made during FY 99-00.
The certificates maturing on January 1, 2016, are subject to mandatory redemption in
part by lot prior to their stated maturity date on and after January 1, 2012, without
premium together with accrued interest from the Redemption Fund in amounts from
$610,000 to $760,000.
Sanitation Fund During FY 99-00 the City entered into a new long-term lease in
connection with financing the purchase of automated refuse collection trucks and
The annual debt service requirements to maturity (in thousands) is as follows:
22
CITY OF CULVER CITY
June 30, 2000
refuse containers with a cost of $2,104,620. Future minimum lease payments (in
thousands) under this capital lease are as follows:
13. FIXED ASSETS
A summary of changes in fixed assets (in thousands) follows:
Fiscal year:
2001
2002
2003
2004
2005
$
478
478
478
478
118
$ 2,030
(210)
Less amount representing interest
Present value of future minimum lease payments
Less current portion
Balance,
July 1,
1999
$ 1,820
(394)
Long-term obligations
General Fixed Assets Account Group
Additions
Dispositions
and
and
transfers in
transfers out
-
-
Balance,
June 30,
2000
Land
$ 4,268
Buildings
39,598
Improvements - other
than buildings
12,812
Equipment
10,627
4,268
39,598
83
873
(110)
(263)
12,785
11,237
$ 67,305
956
(373)
67,888
$ 1,426
12. PROPERTY TAXES
Balance,
July 1,
1999
Based on a lien date of March 1, property taxes are levied by the County Assessor by
July 1, of each year for the succeeding fiscal year. All levied secured property taxes
are due on November 1 each year but may be paid in two equal installments. The
first installment is considered delinquent if not paid by December 10 and the second
installment is considered delinquent if not paid by April 10 each year. Taxes on
unsecured property are due March 1, and become delinquent if not paid by August
31.
Land
Buildings
Equipment
Improvements-other
than Buildings
Hyperion Rights
Distributions of collected property taxes to the City are made by the County in
accordance with the following schedule:
Secured:
40% of tax levy
10% of tax levy
Balance of first installment collections
85% of adjusted tax, less previous remittance
Balance of second installment collections
Balance of collections for fiscal year
December
January
March
April
May
July/August
Unsecured:
80% of tax levy
10% of tax levy
September - December collections
January - June collections
August
September/October
February/March
August
Total
Accumulated
depreciation
$ 1,681
27,747
25,476
1,883
26,605
$ 83,392
(15,902)
$ 67,490
Balance
July 1,
1999
Equipment
Accumulated
depreciation
$12,462
(6,373)
$ 6,089
Historically, the City collects substantially all of the property taxes levied and fully
reserves any property taxes remaining at June 30.
Property taxes collected by the Redevelopment Agency represent property tax
increments resulting from any increase in the assessed valuation of the project area
property above that of the base year.
23
Enterprise Funds
Additions
Dispositions
and
and
transfers in
transfers out
225
3,538
24
(449)
-
-
Balance,
June 30,
2000
1,681
27,972
28,565
1,907
26,605
3,787
(449)
86,730
(2,968)
426
(18,444)
(23)
68,286
819
Internal Service Funds
Additions
Dispositions
and
and
transfers in
transfers out
1,115
(1,086)
29
Balance,
June 30,
2000
(756)
12,821
549
(6,910)
(207)
5,911
CITY OF CULVER CITY
June 30, 2000
16. INTERFUND RECEIVABLES/PAYABLES
14. SEGMENT INFORMATION FOR ENTERPRISE FUNDS
Interfund receivables/payables balances as of June 30, 2000 (in thousands) are as
follows:
The City maintains Enterprise Funds which provide municipal bus, refuse and sewer
services. Segment information as of and for the year ended June 30, 2000 (in
thousands) is as follows:
Funds
Municipal
Bus Lines
Operating revenue
Depreciation expense
Operating grants
Capital contributions
Net income (loss)
Contributed capital
Property, plant and equipment
additions (deletions)
Net working capital
Loans payable
Bonds payable
Lease Payable
Total assets
Total equity
Refuse
Disposal
Sewer
Enterprise
$ 1,940
1,653
(7,642)
5,875
1,862
441
(86)
(2,008)
23,715
8,488
310
685
500
-
4,593
1,005
746
933
4,183
1,387
1,268
8,395
35,919
23,836
1,844
(1,020)
1,646
1,820
4,790
38
107
15,710
25,080
59,856
34,185
General
Operating Grants
Enterprise-Refuse Disposal
Capital Projects-Parking Improvements
Internal Service, Central Stores
Internal Service Safety Garage
Total
15,021
2,968
(6,211)
5,875
1,862
441
(86)
(575)
27,898
Funds
General
Equipment Usage internal service fund
Innovation internal service fund
Refuse disposal enterprise fund
15. CONTRIBUTED CAPITAL
The activity in contributed capital for the proprietary fund types for the year
ended June 30, 2000 (in thousands) is as follows:
Contributed capital at July 1, 1999
Depreciation transfer on assets
acquired with capital grants
$ 23,506
1,862
Contributed capital at June 30, 2000
$ 23,715
(1,653)
4,183
4,183
Total
158
-
27,847
1,862
-
(1,653)
158
28,056
Payables
$ 2,994
28
1
157
754
28
335
10
1,737
$ 3,022
3,022
Loans and advances receivable/payable as of June 30, 2000 (in thousands) are as
follows:
3,338
15,958
1,646
25,080
1,820
8,395
100,565
58,059
Internal
Service Fund
Enterprise Funds
Municipal
Sewer
Safety
Bus Lines
Enterprise
Garage
Fund
Fund
Fund
Receivables
24
Receivables
$ 1,563
575
88
$ 2,226
Payables
1,646
580
2,226
CITY OF CULVER CITY
June 30, 2000
19. LAND HELD FOR RESALE
17. OPERATING TRANSFERS
As part of its ongoing redevelopment activities, the Agency has purchased land
parcels in each of the project areas. Such parcels are held for resale to developers in
accordance with terms of specific Disposition and Development Agreements (DDAs).
Fund balance in each project area is reserved in an amount equal to the hand held for
resale as such assets do not reflect available spendable resources.
Operating Transfers for the year ended June 30, 2000 (in thousands) are as follows:
In
Funds
General
Proposition A Local Return
Proposition C Local return
Operating Grants
Landscape Maintenance
Park Facilities
Asset Seizure
Redevelopment Agency Debt Service
Capital Improvement and Acquisition
Parking Capital Improvement
Redevelopment Agency Capital Projects
Municipal Bus Lines
Equipment Usage
Innovation
$
790
41
383
11,871
203
3,194
441
163
-
Total Operating Transfers
$ 17,086
Out
$
452
426
339
36
14
78
560
14,987
86
108
20. NEW FUNDS
Two new funds were established during Fiscal Year 1999/2000. The Section 8
Housing Fund was created to account for the financial transactions funded by the
Department of Housing and Urban Development’s Section 8 housing program. The
Arts In Public Places Fund was created to account for the funds collected for the
City’s Arts in Public Places Program.
21. COMMITMENT AND CONTINGENCIES
The City is a defendant in several general damage and personal injury lawsuits and
claims. These claims arise primarily from injuries sustained by the claimants while on
property owned or maintained by the City. While litigation is by nature uncertain,
management believes that the ultimate outcome of these actions will not have a
material adverse effect upon the financial position of the City.
$ 17,086
At June 30, 2000, the Agency had approximately $3,427,000 in commitments for
construction, relocation, professional services and other costs related to the
implementation of its redevelopment plans.
18. OPERATING DEFICITS AND EXPENDITURES OVER APPROPRIATIONS AND
FUND DEFICITS
Low And Moderate-Income Housing - The California Health and Safety Code
Section 33334.2 requires a Redevelopment Agency to use at least 20% of tax
increment revenues generated by an increase the supply of low, and moderateincome housing in the community. The Agency has elected under applicable law to
defer a portion of payments of the housing set-aside due to existing obligations and
previously approved programs, projects and activities. In fiscal year 2000, the
Agency was required to set aside 20% of its tax increment funds into a fund for low
and moderate income housing. For fiscal year 2000, the Agency set aside $2.9
million.
During the year the City incurred expenditures in excess of appropriations (in
thousands) in the following funds:
Debt Service Funds:
Capital Projects Funds:
City Hall Construction
Parking Capital Improvement
$11,317
20
218
Assembly Bill 2080, enacted in September 1989, sets forth certain accounting and
funding requirements for these housing set-aside monies. Under the bill, the Agency
is required to fund the housing set aside in subsequent years in accordance with a
plan, to be determined by the Agency in accordance with State law. For fiscal years
1985 through 1989, deferred housing set-aside amounts total $6,679,466 which are to
be funded by a plan established by the Agency to the extent required by State law.
For fiscal years 1990 through 1999, housing set-aside requirements of $19,569,532
are to be funded pursuant to a plan adopted by the Agency under applicable State
law. From the 1989 bond issuance, proceeds of $5,301,243 were transferred to the
Low and Moderate Income Expendable Trust Fund for Component Areas 1 and 3.
The Grants Operating (Special Revenue), and Safety Garage Fund (Internal Service),
have accumulated deficits of $265,000 and $67,000 respectively at June 30, 2000.
These deficits are expected to be recovered from future revenues.
25
CITY OF CULVER CITY
Required Supplementary Information
June 30, 2000
(Unaudited)
1.
FUNDED STATUS OF THE PENSION PLAN:
2.
CULVER CITY HOUSING AUTHORITY:
Real Estate Assessment Center (REAC) required supplemental information for
Fiscal Year Ending June 30, 2000 (in thousands).
FUNDED STATUS OF THE PLAN
(dollars in thousands)
Valuation
Date
(June 30)
Entry Age
Normal
Accrued
Liability
Actuarial
Value of
Assets
Unfunded/
(Overfunded)
Liability
(UAAL)
1996
1997
1998
$127,678
151,262
172,902
$149,578
169,726
206,122
$(21,900)
(18,464)
(33,220)
Valuation
Date
(June 30)
Funded
Ratio
Annual
Covered
Payroll
UAAL as a
Percentage of
Payroll
1996
1997
1998
117.2%
112.7
121.6
28,035
29,136
30,479
Assets
Section 8
Rental voucher
Program
14.855
Assets
Cash:
Section 8
cert. Rental
prgrm/exist.
housing
14.857
Total
$ 716
$ 291
$ 1,007
$ 716
$ 291
$ 1,007
2
-
46
8
16
46
10
16
156
200
22
22
33
1
178
233
23
Total current liabilities
380
126
506
Total liabilities
380
126
506
Reserved fund balance:
Reserved for operating activities
Reserved for capital activities
336
-
165
-
501
-
Total reserved fund balance
336
165
501
-
-
-
336
165
501
$ 716
$ 291
$ 1,007
Total Assets
Liabilities and Equity
Current Liabilities:
Accounts payable less than
90 days
Accrued wage/payroll taxes payable
Accrued compensated absences
Accounts payable:
HUD PHA programs
Deferred revenues
Other current liabilities
(78.1)%
(65.9)
(105.6)
Equity:
Undesignated fund
balance/retained earnings
Total equity
Total liabilities and equity
26
CITY OF CULVER CITY
Required Supplementary Information
June 30, 2000
(Unaudited)
Section 8
Rental voucher
Program
14.855
Revenue:
HUD PHA grants
Investment income
Unrestricted
Other revenue
Total revenue
Expenses:
Administrative
Administrative salaries
Accounting and
Auditing fees
Other
General expenses:
Insurance premiums
Excess operating revenue
Over operating expenses
Section 8
cert. Rental
prgrm/exist.
housing
14.857
Section 8
Rental voucher
Program
14.855
Total
$ 1,849
$ 429
$ 2,278
2
1,851
16
3
448
18
3
2,299
127
58
185
1
9
3
4
4
3
3
140
2
67
5
207
$ 1,711
$ 381
$ 2,092
Housing assistance payments
Housing Services
Debt principal payment
Governmental funds
Dwelling units rent expense
Total expenses
Excess of revenue over
Expenses
Memo account information:
Capital expenditures
Beginning equity at July 1, 1999
Changes in:
Compensated absence
Liability balance
Self-insurance liability
balance
Number of unit months leased
Equity Roll Forward Test:
Calculation from R/E
Statement
B/S Line 513
27
Section 8
cert. Rental
prgrm/exist.
housing
14.857
Total
$ 1,368
47
$ 614
1
$ 1,982
48
1,555
628
2,237
296
(234)
62
41
398
439
-
-
-
3
1
4
336
336
$
-
165
165
$
-
501
501
$
-
CITY OF CULVER CITY
Exhibit F
GENERAL FUND
BALANCE SHEET
JUNE 30, 2000
(in thousands)
Assets
Receivables, net of allowances for uncollectables
Accrued interest
Loans to other funds
Deposits
$
Total assets
9,477
1,701
125
2,994
2,299
1,563
6
18,165
Liabilities and Fund Balance
Liabilities:
Accrued payroll
Accounts payable
Refundable deposits
Due to other funds
Deferred revenues
1,041
1,043
376
1
98
53
Total liabilities
2,612
Fund balance:
Reserved for long-term loans receivable from
Refuse Disposal Fund
Unreserved:
Designated for future contingencies
Designated for future retirement and related health benefits
Total fund balance
Total liabilities and fund balance
877
983
580
6,450
6,663
15,553
$
See accompanying independent auditor's report
28
18,165
CITY OF CULVER CITY
Exhibit F-2
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
BUDGET AND ACTUAL
(in thousands)
Revised
budget
Revenues:
Taxes
Other
Total revenues
35,461
642
3,196
2,038
7,793
1,271
168
50,569
36,299
895
2,659
2,298
7,895
1,029
193
51,268
838
253
(537)
260
102
(242)
25
699
391
483
156
344
2,124
1,111
988
594
1,625
2,692
10,508
246
463
163
264
2,148
989
908
619
1,396
1,984
9,180
145
20
(7)
80
(24)
122
80
(25)
229
708
1,328
Human Services:
Administration
Veterans Memorial Auditorium
Ivy Substation
Recreation and Leisure Services
Parks and Playgrounds
Pool and Aquatics
Early Child Care
Camps
Sports
Recreation and Enrichment
Youth Center
Youth Mentoring Program
Environmental Management
Park Security
Community and Social Services
Total human sevices
297
585
73
474
410
221
84
104
137
333
122
13
1,624
73
329
4,879
288
502
69
984
71
191
67
72
63
222
66
31
1,662
82
350
4,720
9
83
4
(510)
339
30
17
32
74
111
56
(18)
(38)
(9)
(21)
159
Police:
Office of the Chief
Operations
Photo Enforcement
Citizens Option for Public Safety
Total police
259
16,867
583
53
17,762
273
16,398
406
29
17,106
(14)
469
177
24
656
Expenditures:
General Government:
City Council
Public Information Office
City Clerk
City Treasurer
City Attorney
Management Services
Personnel
Information Technology
Non-departmental
Total general government
$
Actual
Variance
favorable
(unfavorable)
(Continued)
29
CITY OF CULVER CITY
Exhibit F-3
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
BUDGET AND ACTUAL (CONTINUED)
(in thousands)
Revised
budget
Actual
Variance
favorable
(unfavorable)
Fire:
Office of the Chief
Fire Suppression
Emergency Medical Services
Civil Defense
Fire Prevention
Communications
Total fire
457
6,140
2,048
120
635
409
9,809
446
6,043
2,117
99
636
367
9,708
11
97
(69)
21
(1)
42
101
Community Development:
Administration
Building Safety
Planning
Redevelopment
Neighboorhood Preservation
Total community development
301
700
1,336
1,010
478
3,825
227
663
1,091
927
487
3,395
74
37
245
83
(9)
430
264
1,179
172
1,706
695
1,182
852
162
64
6,276
(1,998)
305
1,115
176
1,654
665
1,006
943
150
72
6,086
-
(41)
64
(4)
52
30
176
(91)
12
(8)
190
(1,998)
51,061
50,195
866
(492)
1,073
1,565
704
(451)
253
790
(452)
338
86
(1)
85
(239)
1,411
1,650
14,142
13,903
14,142
15,553
1,650
Public Works:
Administration
Engineering
Maintenance Operations
Streets
Tree Maintenance
Building Maintenance
Electrical Maintenance
Graffiti Abatement
Parking Meter Maintenance
Total public works
Cost savings
Total expenditures
Operating transfer in
Excess (deficiency) of revenues and other
sources over expenditures and other uses
Fund balance at July 1, 1999
Fund balance at June 30, 2000
$
30
CITY OF CULVER CITY
Exhibit G
SPECIAL REVENUE FUNDS
COMBINING BALANCE SHEET
JUNE 30, 2000
(in thousands)
Assets
Receivables, net of allowance
for uncollectables
Accrued interest
Total assets
Gas Tax
Fund
$
1,257
Liabilities and Fund Balances
Liabilities:
Accrued payroll
$
Accounts payable
Due to other funds
Retention payable
Refundable deposits
Deferred revenues
Total liabilities
Fund balances:
Reserved for section 8 housing program
Unreserved:
Designated for future retirement and
related health benefits
Undesignated
Total fund balances
Total liabilities and fund balances $
Proposition A Proposition C Operating Section 8
Art In
Community
Landscape
Park
Asset
Total
Local Return Local Return
Grants
Housing Public Places Development Maintenance Facilities Seizures June 30,
Fund
Fund
Fund
Fund
Fund
Fund
Fund
Fund
Fund
2000
1,177
1,183
1,007
822
569
26
157
1,101
7,299
13
69
1,339
17
1,194
18
43
1,244
4
1
173
178
5
5
10
1,194
1,194
1,244
1,244
104
-
-
1,225
1,329
1,339
1,007
10
832
6
575
1
1
28
2
159
2
13
1,116
7
81
285
7,672
39
133
157
5
32
77
443
10
46
178
23
16
233
506
32
32
(13)
(13)
-
-
-
49
203
157
5
178
28
48
2,748
3,416
10
-
99
-
30
530
95
-
10
-
-
22
-
3
-
373
530
-
-
-
-
-
1,940
-
(10)
-
(364)
(265)
(59)
501
1,194
1,244
178
1,007
-
578
-
137
246
459
800
588
28
28
159
137
976
1,116
383
1,030
4,256
832
575
28
159
1,116
7,672
31
CITY OF CULVER CITY
Exhibit G-2
SPECIAL REVENUE FUNDS
COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES
(in thousands)
Gas Tax
Fund
Revenues:
Licenses and Permits
Other
$
Total revenues
Expenditures:
Current:
General Government
Human Services
Police
Public Works
Transportation
Total expenditures
392
65
-
472
69
-
809
19
3
62
2,278
18
3
51
38
-
20
29
-
40
2
-
813
457
541
893
2,299
89
49
42
181
711
306
16
77
1,291
2,237
2,237
155
155
509
Operating tranfers in
Excess (deficiency) of revenues and
other sources over expenditures
and other uses
764
49
-
304
304
Excess (deficiency) of revenues
over expenditures
$
Total
Proposition A Proposition C Operating Section 8
Art In
Community
Landscape
Park
Asset Year Ended
Local Return Local Return
Grants
Housing Public Places Development Maintenance Facilities Seizures June 30,
Fund
Fund
Fund
Fund
Fund
Fund
Fund
Fund
Fund
2000
-
10
10
457
531
(398)
41
(426)
(385)
(339)
(339)
383
383
509
72
192
(15)
62
(66)
820
1,329
(72)
-
(192)
-
189
(439)
(265)
439
501
866
800
-
62
(66)
-
-
32
-
49
-
49
1,405
(866)
588
-
42
(36)
(36)
5
7
-
394
51
-
71
5,109
64
331
65
12
445
5,640
24
24
142
142
181
735
448
2,392
330
77
4,163
(12)
303
1,477
-
(14)
(14)
424
(815)
(391)
6
(12)
289
1,086
22
28
171
159
827
1,116
3,434
(264)
4,256
CITY OF CULVER CITY
Exhibit G-3
CERTAIN SPECIAL REVENUE FUNDS
COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES
IN FUND BALANCES - BUDGET AND ACTUAL-CERTAIN SPECIAL REVENUE FUNDS
(in thousands)
Proposition A Local Return Fund
Variance
Revised
favorable
budget
Actual
(unfavorable)
Proposition C Local Return Fund
Variance
Revised
favorable
budget
Actual
(unfavorable)
Revenues:
$
-
Other
Total revenues
Expenditures:
Public Works:
Streets
over expenditures
sources over other uses
880
$
392
-
(488)
-
59
65
6
939
457
(482)
-
-
409
-
472
-
63
-
81
69
(12)
490
541
51
-
454
10
444
(482)
36
531
495
41
(1)
40
(560)
(560)
(339)
(339)
221
221
939
457
(425)
(425)
41
(426)
(385)
514
72
(442)
(524)
192
716
514
(72)
-
(72)
(514)
(524)
(192)
-
(192)
524
(Continued)
33
CITY OF CULVER CITY
Exhibit G-3-2
IN FUND BALANCES - BUDGET AND ACTUAL-CERTAIN SPECIAL REVENUE FUNDS (CONTINUED)
(in thousands)
Operating Grants Fund
Variance
Revised
favorable
budget
Actual
(unfavorable)
Revenues:
Other
Total revenues
$
918
24
3
67
1,012
809
19
3
62
893
Section 8 Housing Fund
Variance
Revised
favorable
budget
Actual
(unfavorable)
(109)
(5)
(5)
(119)
2,273
21
2,294
2,278
18
3
2,299
5
(3)
3
5
Expenditures:
General Government:
Human Services:
Community and social services
Police
Housing
Public Works:
Streets
Transportation
Total expenditures
Recreation andRecreation
leisure
Recreation
services
and
185
and
leisure
leisure
services
services
181
Community and
Community
Social
Community
Services
and
858
and
Social
Social
Services
Services
711
359
306
15
85
1,502
over expenditures
$
16
77
1,291
4
147
53
Recreation
- and leisure services
-
-
Community
- and Social Services
-
-
(1)
8
211
2,237
2,237
-
2,237
2,237
-
(490)
(398)
92
459
459
383
383
(76)
(76)
(31)
(15)
16
57
62
5
189
(439)
(281)
189
(439)
(265)
16
439
496
439
501
5
(Continued)
57
-
62
-
5
-
34
CITY OF CULVER CITY
Exhibit G-3-3
(in thousands)
Landscape Maintenance Fund
Variance
Revised
favorable
budget
Actual
(unfavorable)
Revenues:
Other
Total revenues
$
36
1
37
40
2
42
Asset Seizures Fund
Variance
Revised
favorable
budget
Actual
(unfavorable)
4
1
5
10
10
394
51
445
394
51
(10)
435
Expenditures:
General Government:
Human Services:
Police
Housing
Public Works:
Streets
Transportation
Total expenditures
Recreation andRecreation
leisure
Recreation
services
and
and
-leisure
leisure
services
services
-
-
Recreation
- and leisure services
-
Community and
Community
Social
Community
Services
and
and
-Social
Social
Services
Services
-
-
Community
- and Social Services
324
142
over expenditures
$
182
-
-
-
-
-
-
-
-
-
324
142
182
(314)
303
617
(14)
(14)
(14)
(14)
289
(617)
827
1,116
(617)
37
42
5
(36)
(36)
(36)
(36)
1
6
5
(328)
22
23
22
28
5
827
499
-
(Continued)
-
35
CITY OF CULVER CITY
Exhibit G-3-4
(in thousands)
Total Certain Special Revenue Funds
Variance
Revised
favorable
budget
Actual
(unfavorable)
Revenues:
Other
Total revenues
$
Expenditures:
General Government:
Human Services:
Police:
Asset seizures
Housing
Public Works:
Streets
Transportation
Total expenditures
over expenditures
4,345
59
208
65
4,677
185
181
4
858
711
147
683
448
235
2,237
2,237
469
85
4,517
26
77
3,680
443
8
837
265
997
732
424
(815)
(391)
(35)
220
185
(311)
606
917
1,038
727
1,038
(264)
1,380
(264)
653
459
(1,035)
(576)
sources over expenditures and other uses
4,480
60
165
77
4,782
$
(135)
(1)
43
(12)
(105)
-
CITY OF CULVER CITY
REDEVELOPMENT AGENCY
DEBT SERVICE FUND
BALANCE SHEET
JUNE 30, 2000
(in thousands)
Assets
Resticted assets-cash and investments
held by fiscal agent
Accounts receivable
Accured interest
$
44,301
51
156
$
44,508
Fund balance -reserved for debt service
$
Fund balance -reserved for future development
23,351
21,157
Total assets
Total fund balances
$
44,508
37
Exhibit H
CITY OF CULVER CITY
REDEVELOPMENT AGENCY
DEBT SERVICE FUND
STATEMENT OF REVENUES, EXPENDITURES
AND CHANGES IN FUND BALANCES
(in thousands)
Revenues:
$
1,750
Expenditures:
Current:
Debt Service:
Advance refunfing escrow
Interest
Principal payments
Fiscal agent
Total expenditures
120
11,766
1,180
1
13,067
over expenditures
(11,317)
Payments to refunded bond escrow agent
11,871
(78)
45,407
(19,790)
37,410
and other sources over
expenditures
26,093
18,415
Fund balances at June 30,2000
$
44,508
38
Exhibit H-2
CITY OF CULVER CITY
Exhibit I
CAPITAL PROJECTS FUNDS
JUNE 30, 2000
(in thousands)
Capital
Redevelopment
Improvement
and
Acquisition
Fund
Assets
Accounts receivable
Accrued interest
Notes receivable
Deposits in escrow
Land held for resale
Total assets
Liabilities:
Accrued payroll
Accounts payable
Retention payable
Due to other funds
Refundable deposits
Advances from other funds
Total liabilities
$
$
$
Fund balances:
Reserved for land held for resale
Reserved for notes receivable
Unreserved:
Undesignated
Total fund balances
Total liabilities and fund balances
$
Parking
Capital
Improvement
Fund
City Hall
Construction
Fund
Capital
Grants
Fund
1,832
14
107
1,953
12
3
4
19
175
175
1,537
18
732
2,287
2
126
56
184
28
28
13
13
682
-
16
-
1,087
1,769
1,953
Agency
Capital
Projects
Fund
Total
June 30,
2,000
30,295
1,121
316
28
1
2,429
27,222
61,412
33,851
1,124
352
28
733
2,429
107
27,222
65,846
1
57
26
52
136
2
454
29
6
1,557
460
580
3,088
5
650
111
58
1,585
460
580
3,449
10
-
78
-
3,360
27,222
2,429
4,146
27,222
2,429
(25)
(9)
152
162
2,073
2,151
25,313
58,324
26,552
2,048
62,397
19
175
2,287
61,412
65,846
39
CITY OF CULVER CITY
Exhibit I-2
CAPITAL PROJECTS FUNDS
COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCES
(in thousands)
Capital
Redevelopment
Improvement
and
Acquisition
Fund
Revenues:
Taxes
Other
Total revenues
$
Parking
Capital
Improvement
Fund
150
213
457
820
City Hall
Construction
Fund
Capital
Grants
Fund
Agency
Capital
Projects
Fund
Total
Year Ended
June 30,
2,000
98
441
15
6
560
15
15
747
78
825
14,267
2,172
1,650
18,089
14,267
98
897
654
2,737
1,656
20,309
8,285
8,285
431
347
42
14
8,386
924
10,144
9,804
10,165
3,194
(14,987)
4,608
(7,185)
3,397
(15,547)
4,608
(7,542)
105
2,619
2,623
2,046
2,151
55,705
58,324
59,774
62,397
Expenditures:
Current:
General Government
Human Services
Police
Fire
Public Works
Total expenditures
over expenditures
431
60
42
14
66
273
886
-
-
218
218
35
35
287
433
720
(66)
342
(20)
105
203
203
(560)
(560)
-
137
(218)
(20)
1,632
1,769
209
(9)
182
162
-
sources over expenditures and
and other uses
Fund balances at June 30,2000
$
40
CITY OF CULVER CITY
Exhibit J
ENTERPRISE FUNDS
JUNE 30, 2000
(in thousands)
Assets
Current assets:
Restricted assets-cash and investments held by fiscal agent
Receivables, net of allowances for uncollectables
Accrued interest
Deferred bond issuance costs
Total current assets
Fixed assets:
Land
Buildings
Improvements
Hyperion Rights
Equipment:
Machinery and transportation
Other
Total fixed assets
Total assets
Liabilities and Fund Equity
Current liabilities:
Accrued payroll
Accounts payable
Interest payable
Due to other funds
Refundable deposits
Deferred revenues
Current portion of long term debt
Non-current liabilities:
Loans payable to general fund
Loans payable to equipment replacement fund
Loans payable to inovation fund
Lease payable
Bonds payable
Total liabilities
Fund equity:
Contributed capital, net of accumulated depreciation
Retained earnings (accumulated deficit):
Reserved for future retirement and related health benefits
Reserved for future development
Reserved for waste water rate stablization
Unreserved (accumulated deficit)
Total retained earnings
Total fund equity
Total liabilities and fund equity
$
$
$
Municipal
Bus Lines
Fund
2,285
1,705
45
38
873
346
5,292
Total
June 30,
2000
17,911
9,840
813
284
1,029
2,402
32,279
2,394
490
-
231
4,590
756
26,605
1,681
27,972
1,907
26,605
14,787
273
(7,532)
30,627
35,919
4,673
(3,535)
4,022
4,790
1,404
7,428
(7,377)
33,637
59,856
20,864
7,701
(18,444)
68,286
100,565
236
238
228
125
2,181
328
352
350
4,038
132
174
754
3
223
443
1,729
21
42
446
66
16
715
1,306
389
454
674
754
125
2,181
69
567
352
1,508
7,073
8,045
12,083
954
558
85
1,426
4,752
24,365
25,671
954
558
85
1,426
24,365
8,045
42,506
-
4,183
27,898
38
38
38
4,790
25
29,403
574
146
29,403
574
38
30,161
58,059
100,565
121
-
41
768
768
Sewer
Enterprise
Fund
15,626
8,135
246
156
2,056
26,219
1,450
20,988
661
-
23,715
$
Refuse
Disposal
Fund
121
23,836
35,919
30,002
34,185
59,856
CITY OF CULVER CITY
Exhibit J-2
ENTERPRISE FUNDS
COMBINING STATEMENT OF REVENUES, EXPENSES AND CHANGES IN
RETAINED EARNINGS (ACCUMULATED DEFICIT)
(in thousands)
Municipal
Bus Lines
Fund
Operating revenues:
$
Refuse
Disposal
Fund
Sewer
Enterprise
Fund
Total
Year Ended
June 30,
2000
1,940
8,488
4,593
15,021
4,260
344
2,254
122
238
711
1,653
9,582
2,720
2,172
1,003
43
1,059
310
496
7,803
266
269
1,180
5
351
1,005
771
3,847
7,246
2,785
4,437
170
238
2,121
2,968
1,267
21,232
(7,642)
685
746
(6,211)
Non-operating income (expense):
Operating grants
Interest income
Interest expense
Other income
Net non-operating income
5,875
245
(486)
5,634
(193)
8
(185)
(2,008)
500
Operating expense:
Salaries and fringe benefits
Supplies and other
Insurance
Administrative services
Depreciation
Rent and lease expense
441
(86)
355
Net income (loss)
(1,653)
Add back depreciation on assets acquired with
capital grants
Retained earnings (accumulated deficit) at July 1, 1999
Retained earnings (accumulated deficit) at June 30, 2000
$
500
1,653
-
121
121
(462)
38
1,207
(1,020)
187
933
933
29,069
30,002
5,875
1,452
(1,699)
8
5,636
(575)
441
(86)
355
(220)
1,653
28,728
30,161
42
CITY OF CULVER CITY
Exhibit J-3
ENTERPRISE FUNDS
COMBINING STATEMENT OF CASH FLOWS
(in thousands)
Municipal
Bus Lines
Fund
Cash received from customers
City administrative charges
Payments for insurance and claims
Net cash provided (used) by operating activities
$
Decrease in cash overdraft of
cash and investment pool
Operating grants
Net cash provided (used) by non-capital financing activities
Cash flows from capital and related financing activities:
Certificates of participation principal payment
Certificates of participation interest payment
Principal paid on bonds, loans and equipment contracts
Interest paid on bonds, loans and equipment contracts
Deferred revenues
Proceeds from sale of equipment
Net cash used by capital and related financing activities
Interest received
Net increase (decrease) in cash and cash equivalents
$
Refuse
Disposal
Fund
Total
Year Ended
June 30,
2000
Sewer
Enterprise
Fund
1,895
(3,094)
(4,104)
(710)
(239)
(6,252)
8,472
(3,649)
(2,628)
(1,059)
(43)
8
1,101
4,523
(2,663)
(253)
(351)
(5)
1,251
14,890
(9,406)
(6,985)
(2,120)
(287)
8
(3,900)
5,756
441
(86)
6,111
(554)
(554)
-
(554)
5,756
441
(86)
5,557
(335)
(470)
(1,714)
1,862
(244)
(901)
(48)
(329)
(193)
23
(547)
(551)
(530)
(616)
6,582
4,885
(335)
(470)
(2,313)
1,862
(859)
(809)
(244)
23
6,582
3,437
219
-
1,162
1,381
(823)
-
7,298
6,475
4,813
-
16,463
21,276
3,990
-
23,761
27,751
(Continued)
43
CITY OF CULVER CITY
Exhibit J-3-2
ENTERPRISE FUNDS
COMBINING STATEMENT OF CASH FLOWS (CONTINUED)
(in thousands)
Municipal
Bus Lines
Fund
Reconciliation of operating income (loss) to net cash provided (used)
by operating activities:
$
Adjustments to reconcile operating income (loss) to net cash provided
(used) by operating activities:
Depreciation
Decrease in accounts receivable
Decrease (increase) in due from other agencies
Increase (decrease) in accrued expenses
Increase(decrease) in accounts payable
Other non-operating revenue received
Non-cash financing and investing activities:
Borrowing under capital lease
Refuse
Disposal
Fund
Sewer
Enterprise
Fund
Total
Year Ended
June 30,
2000
(6,211)
(7,642)
685
746
1,653
310
1,005
(45)
156
(374)
-
(70)
54
92
22
8
$
(6,252)
1,101
$
-
2,105
(70)
13
(443)
1,251
-
2,968
(115)
(16)
261
(795)
8
(3,900)
2,105
CITY OF CULVER CITY
Exhibit K
INTERNAL SERVICE FUNDS
JUNE 30, 2000
(in thousands)
SelfInsurance
Fund
Assets
Current assets:
Accounts receivable
Accrued interest
Loans to other funds
Inventories
Total current assets
Fixed assets:
Equipment
Total fixed assets
Total assets
Liabilities and Fund Equity
Current liabilities:
Accrued payroll
Accounts payable
Due to other funds
Fund equity:
Contributed capital, net of accumulated amortization
Retained earnings (accumulated deficit):
Reserved for future retirement and related benefits
Designated for future catastrophic losses
Unreserved:
Total retained earnings (accumulated deficit)
Total fund equity
Total liabilities and fund equity
$
$
$
$
Equipment
Usage
Fund
Graphic
Services
Fund
City
Garage
Fund
Safety
Garage
Fund
Central
Stores
Fund
Total
June 30,
2000
Innovation
Fund
12,150
130
12,280
6,257
70
575
6,902
179
1
1
181
1,005
25
27
1,057
46
46
628
628
395
6
88
489
19,986
26
207
663
701
21,583
32
(2)
30
12,310
12,284
(6,562)
5,722
12,624
151
(132)
19
200
170
(120)
50
1,107
184
(94)
90
136
628
489
12,821
(6,910)
5,911
27,494
43
202
7,492
40
7,777
14
209
223
7
18
14
39
79
131
200
410
9
15
10
11
45
71
335
406
-
152
646
345
7,492
265
8,900
-
-
-
-
-
-
158
44
4,489
4,533
4,533
12,310
12,401
12,401
12,401
12,624
15
146
161
161
200
201
496
697
697
1,107
222
222
222
628
489
489
489
489
260
4,489
13,687
18,436
18,594
27,494
45
158
(67)
(67)
91
136
CITY OF CULVER CITY
Exhibit K-2
COMBINING STATEMENT OF REVENUES, EXPENSES AND CHANGES IN
RETAINED EARNINGS (ACCUMULATED DEFICIT)
(in thousands)
Operating revenues
$
Operating expenses:
Salaries and fringe benefits
Supplies and other
Insurance
Depreciation
Non-operating income (expense):
Interest income
Other income
Total non-operating income (expense)
Net income (loss)
Retained earnings at July 1, 1999
Retained earnings (accumulated deficit) at June 30, 2000
Equipment
Usage
Fund
Graphic
Services
Fund
City
Garage
Fund
Safety
Garage
Fund
Central
Stores
Fund
2,944
1,158
360
3,340
532
1,095
-
9,429
518
234
2
337
4,020
5,111
106
520
35
1,057
1,718
134
150
109
3
4
400
1,683
785
538
32
8
3,046
235
106
171
6
15
533
232
793
1,025
-
2,676
2,027
1,648
378
4,020
1,084
11,833
(2,167)
(560)
(40)
294
(1)
-
(2,404)
278
(31)
247
7
3
10
16
1
17
-
(1,626)
(313)
(30)
311
(1)
-
163
163
-
(1,626)
(150)
(30)
311
(1)
191
161
386
697
(66)
(67)
524
17
541
$
Total
Year Ended
June 30,
2000
SelfInsurance
Fund
6,159
4,533
12,551
12,401
-
-
Innovation
Fund
70
1
1
71
-
23
6
29
848
(3)
845
29
(1,559)
(108)
(108)
163
(108)
55
71
(79)
(1,504)
151
222
568
489
19,940
18,436
46
CITY OF CULVER CITY
Exhibit K-3
COMBINING STATEMENT OF CASH FLOWS
(in thousands)
SelfInsurance
Fund
Cash received for services to other funds
Cash payments for insurance and claims
Other non-operating revenue received
$
Equipment
Usage
Fund
Graphic
Services
Fund
City
Garage
Fund
Safety
Garage
Fund
Central
Stores
Fund
Total
Year Ended
June 30,
2000
Innovation
fund
2,944
(160)
(494)
(4,218)
17
(1,911)
1,175
(495)
(92)
48
636
359
(250)
(131)
(3)
3
(22)
3,315
(1,304)
(1,630)
(32)
1
350
634
(280)
(340)
(6)
8
1,095
(1,069)
1
27
2
6
8
9,524
(3,558)
(2,687)
(4,259)
76
(904)
-
163
163
-
-
(6)
(6)
(27)
(27)
(108)
(108)
(33)
163
(108)
22
Cash flows from capital and related financing activites:
Proceeds from the sale of equipment
Principal paid on equipment contracts
Net cash used for capital and related financing activities
(31)
(31)
(1,081)
128
(25)
(978)
-
-
(2)
(2)
-
-
(1,114)
128
(25)
(1,011)
Interest received
553
Increase (decrease) in overdraft of
cash and investment pool
Net cash provided (used) by non-capital financing activities
Net increase (decrease) in cash and cash equivalents
(1,389)
$
280
8
22
-
-
23
886
101
(14)
372
-
-
(77)
(1,007)
13,539
6,156
193
633
-
-
472
20,993
12,150
6,257
179
1,005
-
-
395
19,986
(Continued)
47
CITY OF CULVER CITY
Exhibit K-3-2
COMBINING STATEMENT OF CASH FLOWS, (CONTINUED)
(in thousands)
SelfInsurance
Fund
Reconciliation of operating loss to net cash provided (used)
by operating activities:
$
Adjustments to reconcile operating income to net cash
provided (used) by operating activities:
Depreciation
Decrease(increase) in due from other funds
(Increase) decrease in accounts receivable
(Increase) decrease in inventories
Increase (decrease) in accrued expenses
Increase (decrease) in accounts payable
Increase in accrued claims and liabilities
Net cash provided (used) by operating activitites
Equipment
Usage
Fund
(2,167)
-
(560)
1,057
24
76
139
17
$
(1,911)
16
1
14
60
48
636
Graphic
Services
Fund
(40)
City
Garage
Fund
294
Safety
Garage
Fund
(1)
Central
Stores
Fund
Total
Year Ended
June 30,
2000
Innovation
fund
70
-
(2,404)
-
-
1,084
4
8
15
(1)
3
9
3
(25)
2
53
17
1
2
1
(5)
(4)
-
(63)
19
1
2
6
18
(23)
(60)
89
177
139
76
(22)
350
8
27
8
(904)
Non-cash financing and investing activities :
There were no significant non-cash financing and investing activities that occurred during
the fiscal year ended June 30, 2000
CITY OF CULVER CITY
Exhibit L
EXPENDABLE TRUST AND AGENCY FUNDS
JUNE 30, 2000
(in thousands)
Redevelopment
Assets
Agency Fund
Agency
Special
Low/Moderate
Deposits
Income
Total
Agency
Housing
June 30,
Fund
2000
Fund
$
219
5,705
5,924
Accounts receivable
-
105
105
Accrued Property taxes
-
134
134
Accrued interest
-
79
79
-
-
-
Loans receivable
-
2,210
2,210
219
8,233
8,452
40
Total assets
$
Liabilities:
-
40
Accounts payable
$
-
2
2
Due to other funds
-
180
180
219
-
219
219
222
441
Refundable deposits
Total liabilities
Fund balances:
Reserved for lencumbrances
-
67
67
Reserved for loans receivables
Reserved for low-and-moderate
-
2,210
2,210
-
5,734
5,734
-
8,011
8,011
219
8,233
8,452
income housing
Total fund balances
Total liabilities and fund balances
$
49
CITY OF CULVER CITY
EXPENDABLE TRUST FUNDS
COMBINING STATEMENT OF REVENUES , EXPENDITURES, AND
CHANGES IN FUND BALANCES
(in thousands)
Redevelopment
Agency
Low/Moderate
Income
Housing
Fund
Revenues:
Taxes
Other
Total revenues
$
Expenditures:
2,827
324
1
3,152
1,889
over expenditures
1,263
6,748
$
8,011
Exhibit L-2
50
CITY OF CULVER CITY
Exhibit L-3
AGENCY FUND
STATEMENT OF CHANGES IN ASSETS AND LIABILITIES
(in thousands)
SPECIAL DEPOSITS AGENCY FUND
Balance
July 1,
1999
Additions
Balance
June 30,
2000
Deductions
Assets:
$
165
54
-
219
Liabilities:
Refundable deposits
$
165
54
-
219
51
CITY OF CULVER CITY
SCHEDULE OF GENERAL FIXED ASSETS
JUNE 30, 2000
(in thousands)
General fixed assets:
Land
Buildings
Improvements other than buildings
Equipment
Total general fixed assets
$
4,268
39,598
12,785
11,237
67,888
$
Investment in general fixed assets from:
General Fund
Special Revenue Funds
Capital Projects Funds
Capital grants
Donations
Total investments in general fixed assets
$
9,012
15,350
38,284
615
4,627
67,888
$
52
Exhibit M
CITY OF CULVER CITY
Exhibit M-2
SCHEDULE OF GENERAL FIXED ASSETS
BY FUNCTION AND ACTIVITY
JUNE 30, 2000
(in thousands)
Land
General Government:
City Council
City Clerk
CityTreasurer
Management Services
General government buildings and improvements
$
Human Services
Police
Fire
Public Works
$
Improvements
other than
buildings
Buildings
476
476
24,366
24,366
6,592
6,592
1,190
3,223
274
2,328
Equipment
Total
201
72
330
2,504
7
3,114
201
72
330
2,504
31,441
34,548
5,194
778
10,385
5,719
101
2,237
8,331
6,290
896
1,288
10,802
2
475
477
3,345
11,237
3,345
67,888
-
-
4,268
39,598
53
12,785
CITY OF CULVER CITY
Exhibit M-3
SCHEDULE OF CHANGES IN GENERAL FIXED ASSETS
BY FUNCTION AND ACTIVITY
(in thousands)
Balance
June 30,1999
General Government:
City Council
City Clerk
City Treasurer
Management Services
General government buildings and improvements
$
Human Services
Police
Fire
Municipal Services
$
Additions
and
transfers in
Disposals
and
Transfers out
Balance
June 30,2000
201
72
235
2,509
31,418
34,435
98
146
23
267
3
151
154
201
72
330
2,504
31,441
34,548
10,286
110
11
10,385
8,141
314
124
8,331
10,727
139
64
10,802
460
21
4
477
3,256
67,305
105
956
16
373
3,345
67,888
54
CITY OF CULVER CITY
Exhibit N
GENERAL LONG-TERM DEBT
SCHEDULE OF BONDED INDEBTEDNESS
JUNE 30, 2000
(in thousands)
Bond issue
1989 Revenue Bonds, Series A
(Senior lien project bonds)
Date of
issue
Interest
rate
Maturities
Original Outstanding Additions/
Deletions/
Outstanding
Annual
Period
issue
July 1,1999 accretions defeasements June 30,2000 requirements covered
11/1/1989 6.50% to 7.10% $ 109,995
1989 Revenue Bonds, Series B
(Subordinate lien project bonds) 11/1/1989 7.50% to 7.60%
10,851
67
(9,925)
993
-
1,345 to
1,865
11/1/1997
11/1/2015
N/A
N/A
40,000
13,000
-
(13,000)
128,070
122,735
-
(1,180)
121,555
1,180 to
9,010
11/1/2000
11/1/2023
1993 Tax Allocation Refunding
Revenue Bonds
11/1/1993
Revenue Bonds Series A
10/1/1999 3.66% to 5.2%
31,940
-
31,940
-
31,940
1,560 to
2,205
11/1/2000
11/1/2013
Revenue Bonds Series B
10/1/1999
19,535
-
19,535
-
19,535
380 to
815
11/1/2000
11/12013
51,542
(24,105)
174,023
Total long-term bonded indebtedness
3.40% to 5.5%
4.0% to 5.8%
$ 329,540
146,586
55
Table 1
CITY OF CULVER CITY
GENERAL GOVERNMENTAL EXPENDITURES BY FUNCTION
GOVERNMENTAL AND EXPENDABLE TRUST FUND TYPES
Last Ten Fiscal Years
(in thousands)
Fiscal
year
General
Government
Human
Services
Fire
Community
Development
Public
Works
Debt
Service
Total
1990-1991
$ 6,019
$4,962
$13,378
$9,324
$17,825
$5,500
-
$12,222
69,230
1991-1992
5,704
5,239
13,958
9,324
22,473
4,786
-
12,718
74,202
1992-1993
5,111
5,265
14,658
9,447
26,635
4,554
28
12,716
78,414
1993-1994
5,314
5,446
15,140
8,848
38,602
10,098
29
16,938
100,415
1994-1995
5,399
5,908
14,657
8,475
41,509
8,757
60
10,416
95,181
1995-1996
5,416
7,282
15,808
8,917
17,945
7,868
89
10,411
73,736
1996-1997
6,561
6,576
16,141
9,054
18,278
13,554
79
10,434
80,677
1997-1998
9,226
5,561
16,366
9,132
28,967
9,633
72
10,400
89,357
1998-1999
10,369
5,717
17,436
9,794
17,693
7,847
87
10,404
79,347
1999-2000
9,702
5,802
17,596
9,722
16,182
7,340
77
12,947
79,458
Source:
Police
Culver City Treasurer`s Office
56
Transportation
Table 2
CITY OF CULVER CITY
GENERAL GOVERNMENTAL REVENUES BY SOURCE
GOVERNMENTAL AND EXPENDABLE TRUST FUND TYPES
LAST TEN FISCAL YEARS
(in thousands)
Fiscal
year
Property
tax
Sales
tax
Utility
users
tax
Other
taxes
Licenses
and
permits
Fines,
forfeitures
and
penalties
Use of
money and
property
Revenue
from
other
agencies
Charges
for
services
Sale
of
Property
Other
Total
1990-1991
$17,957
$10,529
$8,376
$6,550
$642
$1,369
$10,225
$5,308
$ 4,518
$ 659
$1,725
$67,858
1991-1992
18,089
11,509
8,619
8,055
690
1,066
7,793
6,065
8,269
728
3,536
74,419
1992-1993
16,650
9,938
8,843
8,754
773
728
9,430
4,757
5,877
-
5,188
70,938
1993-1994
16,886
10,188
9,119
7,369
684
780
11,304
5,896
5,004
-
4,711
71,941
1994-1995
14,425
10,804
9,342
6,646
533
1,783
6,811
7,650
11,041
-
1,892
72,927
1995-1996
15,581
10,667
9,602
7,644
731
2,107
5,495
6,232
11,010
-
6,575
75,644
1996-1997
15,463
10,817
9,425
9,215
-
-
5,563
9,981
7,020
-
1,114
71,210
1997-1998
18,693
12,129
9,760
9,465
688
2,089
7,962
4,545
10,150
-
508
75,989
1998-1999
18,936
12,131
9,668
10,401
970
2,146
4,820
8,915
7,941
-
230
76,158
1999-2000
20,426
13,758
9,868
9,340
1,064
2,659
5,776
8,304
9,008
1,402
573
82,118
Source:
Culver City City Treasurer’s Office
57
Table 3
CITY OF CULVER CITY
PROPERTY TAX LEVIES AND TAX COLLECTIONS
(in thousands)
Fiscal
year
Total
current
levy
Total
current
collections
1989-1990
$2,640
$2,550
1990-1991
2,680
2,357
87.9
1991-1992
2,540
2,221
87.4
1992-1993
2,648
2,349
88.7
1993-1994
2,220
2,108
94.9
1994-1995
1,713
1,248
94.8
1995-1996
1,652
1,583
94.5
1996-1997
1,785
1,579
88.5
1997-1998
1,812
1,626
89.7
1998-1999
1,735
1,644
94.7
1999-2000
1,919
1,858
96.9
Source: Los Angeles County Tax Assessor
58
Percentage
of levy
collected
96.6%
Table 4
CITY OF CULVER CITY
ASSESSED VALUES OF TAXABLE PROPERTY
(in thousands)
Fiscal
year
Percentage
of
increase (decrease)
Secured
valuation
Unsecured
valuation
Total
valuation
1989-1990
$2,870,964
$247,057
$3,118,021
1990-1991
3,071,374
257,609
3,328,983
6.8
1991-1992
3,215,747
281,236
3,496,983
5.0
1992-1993
3,199,824
298,677
3,498,501
0.04
1993-1994
3,219,292
259,739
3,479,031
(0.55)
1994-1995
3,152,685
249,051
3,401,736
(2.22)
1995-1996
3,171,798
268,271
3,440,069
1.1
1996-1997
3,192,834
279,952
3,472,786
0.95
1997-1998
3,268,586
316,989
3,585,575
3.25
1998-1999
3,504,109
329,397
3,833,506
8.59
1999-2000
3,719,416
376,728
Source: Los Angeles County Tax Assessor
59
4,096,144
7.9%
6.85
Table 5
CITY OF CULVER CITY
SCHEDULE OF DIRECT AND OVERLAPPING DEBT
(in thousands)
% Applicable
Los Angeles County
Los Angeles County General Fund Obligations
Los Angeles County Pension Obligations
Los Angeles County Superintendent of Schools Certificates of Participation
Los Angeles County Regional Park and Open Space Assessment District
Los Angeles County Flood Control District
Los Angeles County Flood Control District Certificates of Participation
Los Angeles County Sanitation District #5 Authority
Metropolitan Water District
Culver City Unified School District
Inglewood Unified School District
Los Angeles Unified School District
Los Angeles Community College District Certificates of Participation
Culver City Unified School District Certificates of Participation
Inglewood Unified School District Certificates of Participation
Los Angeles Unified School District Certificates of Participation
City of Culver City Certificates of Participation
.443%
.443
.443
.443
.443
.441
.441
.004
.238
99.350
0.058
.063
.783
99.350
.058
.063
100.000
GROSS COMBINED DIRECT AND OVERLAPPING DEBT
Less: Los Angeles County Certificates of Participation (100% self-supporting
from leasehold revenues on properties in Marina Del Rey)
NET COMBINED DIRECT AND OVERLAPPING DEBT
Debt as of
June 30, 2000
$
212
7,481
9,136
152
2,049
137
785
2
1,308
39,541
12
619
532
3,110
2
104
789 (1)
$ 65,971 (2)
(576)
$ 65,395
(1) Share of Independent Cities Risk Management Authority Certificates of Participation.
(2) Excludes revenue, mortgage revenue and tax allocation bonds and non-bonded capital lease obligaitons.
Ratios to assessed valuation:
Direct debt
Total Overlapping Tax and Assessment Debt
Total gross debt
Total net debt
.04%
1.14
3.04
3.01
State school building aid repayable as of June 30, 2000:
$ 2,250
Source: California Municipal Statistics, Inc.
60
Table 6
CITY OF CULVER CITY
SCHEDULE OF INSURANCE IN FORCE
JUNE 30, 2000
Carrier
ICRMA (JPA)
Self-funded Liability Pool
(Broker:AON Risk Services, Inc.)
(Policy No. ICAP 1004)
Expiration
Type of Insurance
Limits
Premium
July 1, 2001
General Liability - Includes auto and is written on a
public entity form; coverages include: Bodily injury,
Property Damages, Errors and Omissions, Personal
Injury (also covers Redevelopment Agency)
$20,000,000 over $1M
S.I.R.
$ 112,960
Lexington Ins Co. 8789870
July 1, 2001
Continental Casualty Co. IM140213141
Commonwealth Ins Co. 2CWMP84648
RLI Ins Co SFC008981
Pacific Ins Co Ltd. ZG0005016
Essex Ins Co MSP1306
Westchester Fire Ins Co IXS481801
CHUBB Group of Ins Co 6595016
(Broker: AON Risk Services, Inc.)
Property insurance - "All Risks" of physical loss or
damage, including earthquake and flood, relating to
real and personal property of every kind and
description, including loss of rental value,
ordinance or law, debris removal, extra expense,
valuable papers and automobile comprehensive
only.
$55,881,781 (Total insured
values) $30,606,556 (Total
insured earthquake values)
5% of values per unit, per
occurrence, on earthquake and
flood, subject to minimum of
$100,000 per occurrence
$ 175,916
Vehicle Fire, Theft & Vandalism
Part of property policy shown above
Stated amount per vehicle
includes a $5,000 deductible.
Kemper Group
(Broker: Coast Insurance)
(Policy No.: 4904651)
October 1, 2001
Boiler and Machinery - Property damage coverage
repair and/or replacement on specific objects
$1,000,000 per accident:
$1,000 deductible
$
2,410
California Transit Insurance
Pool (CALTIP)
Policy No.: CSR 116 4180 06
May 1, 2001
Bus Liability - Business auto policy providing
comprehensive automobile for bus only
$500,000 each occurrence
$250,000 S.I.R.
$
52,590
(continued)
61
Table 6-2
CITY OF CULVER CITY
SCHEDULE OF INSURANCE IN FORCE (CONTINUED)
JUNE 30, 2000
Carrier
Expiration
Type of Insurance
Limits
Premium
General Reinsurance Corp.
(Policy No.: XC-83)
Fireman’s Fund
(Policy No: XLX165-7114)
(Broker: Aon Risk Services, Inc.)
July 1, 2001
Excess Workers’ Compensation
and Employer's Liability
Specific Excess Workers' Compensation
Employer's liability
Broad form all states
Voluntary compensation
WC: CA Statutory
Employer's Liability: $1,000,000
each accident
$1,000,000 each employee
(for disease)
$300,000 each accident; each
employee for disease
.1767/$100 Actual
total payroll plus
flat charge for
statutory limit
Deposit premium of
$ 43,216
American International
(Broker: Coast Insurance)
(Policy No.: GTP 803-7514R)
July 15, 2001
Travel Accident Insurance - Covers all city officials
and all management positions. Coverage is
24-hour protection while traveling, even locally,
on City business. Benefits include Accidental
Death and Dismemberment, Weekly Indemnity
and Medical payments.
Principal sum: $75,000
(also see loss schedule
$375,000/per accident
$
1,350
Fidelity and Deposit Co. of
Maryland
(Broker: LFC)
(Policy No.: 0026057)
October 1, 2001
Public Employees Blanket Bond - Honesty blanket
bond all employees
$
2,074
Granite State Ins Co
25-20-10
April 20, 2001
Position Fidelity Bond - Faithful performance on
City Treasurer Policy No.: 6154432
$
1,600
Fidelity Deposit Co. of
Maryland
(Broker: LFC)
(Bond No.: 30518019)
April 15, 2003
Position Fidelity Bond - Faithful performance on
City Clerk (Public Official Bond)
$
4,725
Source: Culver City Risk Management Division
62
Table 7
CITY OF CULVER CITY
PRINCIPAL TAXPAYERS
JUNE 30, 2000
(in thousands)
Assessed
value
Percentage
of assessed
value
Total Assessed Value
$ 3,503,724
Lot, Inc.
Sony Pictures Properties, Inc.
TCE-Filmland
Arden Realty Finance Partnership
HBH Associates
Brotman Partners LP
Teachers Insurance & Annuity Association of America
Maier Brewing Company
Amberdon Corporate Pointe, Ltd.
Costco Wholesale Corp.
Center Properties
Urban Hotels, Inc
W9WLA Real Estate
Bramalea California Properties, Inc.
S&P Company
Culver Property Associates
Fox Hills Canterbury Company
Ruben & Michelle Ureis, Trustees
Pacific Plaza Office Building
Ten 9 Fifty
$
152,423
103,401
83,441
77,131
68,233
32,197
31,500
28,746
24,150
24,000
23,102
17,465
17,162
15,429
15,209
15,201
14,185
13,762
12,290
11,947
4.35%
2.95
2.38
2.20
1.95
0.92
0.90
0.82
0.69
0.68
0.66
0.50
0.49
0.44
0.43
0.43
0.40
0.39
0.35
0.34
Total
$
780,974
22.29%
Source: California Municipal Statistics, Inc.
63
100.00%
Table 8
CITY OF CULVER CITY
CONSTRUCTION VALUE AND BANK DEPOSITS
LAST TEN YEARS
(in thousands)
Residential
Number of
permits
Valuation
Fiscal
year
Commercial
Number of
permits
Valuation
All others
Number of
permits
Valuation
1990-1991
363
$18,398
238$17,083
737
$4,533
1991-1992
164
12,570
22122,148
582
5,446
1992-1993
161
3,844
27217,268
1993-1994
121
3,892
14912,468
711
3,205
1,549,478
1994-1995
233
5,407
30112,164
632
3,494
1,190,199
1995-1996
116
13,490
32418,026
629
2,693
1,262,181
1996-1997
117
9,740
18312,381
643
2,876
$1,293,170
1,338,534
741 3,942
1,533,030
1,265,627
1997-1998 142
5,995
33812,489
1,131
2,390
1998-1999 662
16,120
40336,390
N/A
N/A
1,200,094
1999-2000 515
5,279
33423,478
1,780
3,177
Not Available
Sources:
Bank deposits
(in thousands)
1,402,318
Bank deposits - deposits in banks, savings and loan associations as reported by
Sheshunoff Information Services, Inc. in "Banks Of California."
Construction values - City of Culver City Building Inspection Division.
64
Table 9
CITY OF CULVER CITY
COMPUTATION OF LEGAL DEBT MARGIN
JUNE 30, 2000
(in thousands)
Net assessed value
Plus exempt property
$ 4,096,144
38,140
Total assessed value
$ 4,134,284
Debt limit - 15% of total assessed value
$
620,143
Amount of debt applicable to debt limit
$
-
Total bonded debt
-
Less assets in Debt Service Funds available for
payment of principal
-
Total amount of debt applicable to debt limit
Legal debt margin
$
Source: City of Culver City - Accounting Division
65
620,143
Table 10
CITY OF CULVER CITY
DEBT SERVICE PAYMENTS - LAST EIGHTYEARS
(in thousands)
Year Ending
June 30
1993
Principal
$
Interest
365
$ 1,324
1994
380
1995
Total
$
Issue Date
1,689
7/15/91
1,306
1,686
7/15/91
400
1,285
1,685
7/15/91
1996
445
1,251
1,696
7/15/91
1997
470
1,225
1,695
7/15/91
1998
470
1,212
1,682
7/15/91
1999
500
1,203
1,703
7/15/91
2000
530
1,010
1,530
$ 3,560
$ 9,816
$ 13,366
*The Wastewater Facilities Revenue Bonds that were issued on July 15, 1991 were defeased during FY 99-00.
The 1991 bonds wree placed by the 1999 Bonds issued December 8, 1999.
66
*
Table 11
CITY OF CULVER CITY
DEMOGRAPHIC STATISTICS
Percentage
of change
in City
population
Total
Los Angeles
County
population
City
population
percentage
of total
County
Square
miles
Total City
population
1950
3.83
19,720
3,485.45
4,151,687
.47%
1960
4.06
32,163
63.10
6,042,686
.53
1970
4.84
34,451
7.11
7,041,980
.48
1980
4.82
38,189 (B)
10.85
7,477,421
.51 (C)
1990
4.94
41,197
0.48
8,608,264
.50
1991
4.94
38,712
(6.03)
8,988,754
.43
1992
4.94
38,926 (D)
0.55
9,087,399
.43
1993
4.94
39,311
0.99
9,158,425
.43
1994
4.94
39,470
0.40
9,158,834
.43
1995
4.94
40,039
1.44
9,244,646
.43
1996
4.94
40,519
1.20
9,369,848
.44
1997
4.95
41,014
1.22
9,488,227
.43
1998
4.95
41,533
1.46
9,603,291
.43
1999
4.95
41,461
1.02
9,757,542
.42
2000
4.95
42,241
1.88
9,757,542
.43
Year
Notes/sources
(A)
(B)
(C)
(D)
Year of incorporation.
Population at original April 1, 1980 U.S. Census.
Of the cities with a population of 5,000 persons or more in the State of California, Culver City ranked 108 of 323.
Estimate provided by State of California Department of Finance.
Sources: Culver City Planning Division
State of California Department of Finance
67
Table 12
CITY OF CULVER CITY
MISCELLANEOUS STATISTICAL DATA
FOR FISCAL 1999-2000
Date of founding - September 20, 1917
Date charter adoption - January 21, 1947
Government Form - Council - Chief
Administrative Officer
Population
2000
1999
1998
1997
1996
42,241
41,461
40,934
41,014
40,519
1995
1994
1993
1992
1990
Number
7/1/99-6/30/00
7/1/98-6/30/99
7/1/97-6/30/98
7/1/96-6/30/97
7/1/95-6/30/96
7/1/94-6/30/95
7/1/93-6/30/94
7/1/92-6/30/93
7/1/91-6/30/92
7/1/90-6/30/91
7/1/89-6/30/90
7/1/88-6/30/89
2,629
1,065
1,611
943
1,069
1,166
981
1,174
967
1,338
1,280
798
$10,236
52,510
20,873
24,997
34,209
21,065
19,565
25,054
40,164
40,014
38,463
41,876
40,039
39,470
39,311
38,926
38,793
No. of traffic signal locations
Maintained by Culver City
Maintained by City of Los Angeles
Maintained by State of California
Maintained by County of Los Angeles
89
7
2
1
Number of parking meters
Street/curb parking
1,400
Sewers and facilities
Elections (local)
Registered voters
Votes cast
Percentage
Building Permits
Valuation
estimated
(in thousands)
2000
1998
1996
22,568
5,902
22,412
4,759
26.2%
22,280
5,010
21.2%
Recreation facilities
Quantity
Acres
Community parks
Neighborhood parks
Mini parks
8
6
4
80.69
9.83
1.63
22.5%
Number of stations
77
Regular full-time employees
85.0
7.0
Sidewalks
Miles of paved sidewalks
158.5
Area - square miles
19994.9500
1998
4.95001995
1997
4.95441994
1996
4.9409
Fire Protection
1,334,032
Sanitary sewer miles
Pumping (lift) stations
4.9409
4.9409
1990
Municipal bus lines
4.9409
Total vehicles service miles
Number of buses
3
42
68
Miles of streets and alleys
Refuse collection in tons
Police protection
Number of stations
Sources:
1
114
Paved city streets
Paved state highways
Paved alleys
83.2
2.4
10.9
City of Culver City - various departments
State of California Department of Finance
68
Residential service (approx.)
Commercial service (approx.)
Refuse Collect (tonnage)
Green Waste
Total sent for recycling
11,218
42,465
65,695
4,429
18,147

IIII - Culver City

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