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Home My WebLink About08. Economic and Community DevelopmentCITY OF AZUSA ECONOMIC & COMMUNITY DEVELOPMENT Building Planning Community Improvement Economic Development Real Estate Development Community Development Block Grant (CDBG) FY 2021/22 Adopted Budget 119 PROGRAM DESCRIPTION The Building Division is responsible for ensuring the public health, safety, and welfare in all private construction activities in the community. The Division reviews all building permit applications for proper licensure under the California Contractors Licensing Law and local ordinances, reviews all construction plans for compliance with state and local building regulations/standards, and provides building inspections of all permitted work under construction until completion. All personnel, operational costs, and administrative support costs are paid for under a “fee for service” structure with funds deposited to the City General Fund. The Division strives to provide professional, courteous and efficient customer service and assistance to the public and other Division personnel. Staff is encouraged to spend additional time with “Do it yourself” homeowners attempting construction or improvement projects without a contractor. Additional time is also encouraged to explain changing code requirements to licensed contractors who are often unaware of new or changing state requirements for construction. FY 2021-22 STRATEGIC GOALS AND OBJECTIVES •Ensure the Building Department obtains the needed staff of qualified inspectors to provide the city with the highest level of skilled professionals. •Ensure staff obtains the necessary training and education for the implementation and enforcement of the latest California Building Codes. •Continue to update the Building Division forms and handouts to reflect current Building Code and City requirements. •Implement a new Land Management System to help streamline the permit process online and at the public counter. •Accelerate the electronic plan review process and digital storage of building plans utilizing our outside plan check company to improve customer service, productivity, and reduce storage costs. Begin electronic plan review in house utilizing the new land management system. •Continue the in-house training program designed to inform Building Division personnel of changes in state laws affecting the California Building Codes, review proper application and interpretation of existing codes, and ensure uniform enforcement of all codes. •Continue to assist with implementation of the Department Action Plan FY 2020-21 ACCOMPLISHMENTS •Issued over 735 Building permits and performed approximately 120 plan reviews. •Completed over 1747 field inspections on a variety of construction projects. •Completed over 46 detailed special inspection reports for either un-permitted construction or structural building damage. BUILDING 120 •Issued over 16 Certificates of Occupancy for new dwelling units. •Issued over 7 Certificates of Occupancy for new Commercial Buildings •Continue to maintain a high level of professional, courteous and efficient customer service at the public counter, in the field and on the telephone without the benefit of a full Building Division staff. •Issued building permits for The Avenue project and One Legacy project. •Continued daily inspections for the Orchard project. •Transitioned to online permit issuance and electronic plan check in response to the COVID-19 pandemic 121 1035620000 REVISED YEAR END EST ADOPTED ACCT #DESCRIPTION 20-21 20-21 21-22 VARIANCE EXPLANATION OPERATIONS 6220 Training School 4,000 3,000 3,000 (1,000) Under staffed and not using as much. 6399 Professional Services/Other - - 15,000 15,000 Scanning and indexing of files. 6435 Plan Checking 150,000 150,000 250,000 100,000 Under staffed & will need to continue to rely on consultant for inspection & permit tech assistance 6493 Outside Services & Repairs 60,000 18,000 18,000 (42,000) The outside storage budget was pacing lower than anticipated. As such, the Division lowered the FY2122 request and budget more accurately. BUILDING DETAILED VARIANCE EXPLANATION 122 ACTUAL ACTUAL REVISED YEAR END EST ADOPTED Acct. # DESCRIPTION 18-19 19-20 20-21 20-21 21-22 VARIANCE PERSONNEL 6003 Salaries/Regular 245,432 328,053 415,925 299,500 442,580 26,655 6012 Salaries/Comp-Time 2,704 4,798 - 4,107 - - 6015 Salaries/Vacation 6,671 5,989 - 5,877 - - 6024 Salaries/Sick Leave 3,669 5,165 - 26,308 - - 6027 Salaries/Bereavement 1,474 509 - 600 - - 6030 Overtime Pay/Regular 136 - - - - - 6033 Overtime Pay/Premium 6,340 4,253 - 139 - - 6045 Salaries/Educational Incentive - - 1,800 1,800 - (1,800) 6047 Sal/Bonus - 10,635 - 2,074 - - 6048 Salaries/Language Pay - 472 - 561 - - 6063 Salaries/Jury Duty - - - - - - 6069 Allowance/Vehicle 945 1,516 1,260 1,247 1,260 - 6075 Vacation Pay-Off 39,510 8,799 10,000 14,398 10,000 - 6078 Sick Leave Pay-Off 2,255 3,773 3,000 5,915 5,000 2,000 6101 PERS/Employee Contribution 14,191 20,043 29,100 19,490 30,065 965 6104 PERS Lump Sum 47,873 58,036 65,990 62,929 - (65,990) 6105 PERS/Employer Contribution 10,573 13,907 13,940 15,828 14,400 460 6109 PARS/Employer Contribution 10,833 11,176 16,205 11,527 12,365 (3,840) 6125 FICA/Employer Contrib/Med 5,026 5,877 7,220 5,721 7,740 520 6133 Retiree Health Benefits 3,302 3,388 3,500 2,466 3,000 (500) 6140 Life Insurance Allocation 635 927 1,215 914 1,285 70 6155 Workers' Comp Allocation 10,621 14,338 16,755 13,633 17,745 990 6160 LTD Insurance Allocation 2,224 3,051 3,235 2,954 3,440 205 6165 Unemployment Allocation 306 364 490 352 535 45 6175 Benefits/Flex Plan 44,585 61,375 84,600 60,518 89,520 4,920 6180 Deferred Comp/Employer Paid 2,988 6,371 7,416 7,493 8,705 1,289 PERSONNEL SUBTOTAL 462,291 572,816 681,651 566,351 647,640 (34,011) OPERATIONS 6201 Uniforms & Laundry 689 487 1,200 1,200 1,200 - 6215 Tuition Reimbursement 397 - - - - - 6220 Training Schools 1,855 1,325 4,000 3,000 3,000 (1,000) 6230 Dues & Subscriptions 305 574 600 600 600 - 6235 Meetings & Conferences 70 120 2,000 2,000 2,000 - 6240 Mileage Reimbursement - - 500 500 500 - 6399 Professional Services/Other - - - - 15,000 15,000 6435 Plan Checking 146,993 225,697 150,000 150,000 250,000 100,000 6493 Outside Services & Repairs 9,784 11,862 60,000 18,000 18,000 (42,000) 6503 Books - - 6,000 6,000 6,000 - 6509 Publications/Other 2,400 - 2,000 2,000 2,000 - 6530 Office Supplies 2,395 1,631 1,500 15,000 1,500 - 6539 Printing, Binding & Duplicating 491 921 1,000 1,000 1,000 - 6551 Fuel and Oil 897 423 1,000 1,000 1,000 - 6554 Supplies/Custodial & Cleaning 43 - - - - - 6563 Supplies/Special 61 12 1,000 1,000 1,000 - 6569 Small Equipment 1,155 25 500 500 500 - 6580 Merchandise for Resale 104 - - - - - 6601 Advertising Expn - 1,340 300 300 300 - 6815 Maint & Repair/ Bldgs 114 - - - - - 6825 Maint & Repair / Vehicle 86 - 500 500 500 - 6845 Maint/Office Furniture - - 500 500 500 - 6850 Lease Payments 292 334 500 500 500 - 6915 Utilities/Telephone 2,074 2,265 2,750 2,750 2,750 - OPERATIONS SUBTOTAL 170,205 247,016 235,850 206,350 307,850 72,000 GENERAL FUND TOTAL: 632,496 819,833 917,501 772,701 955,490 37,989 1035620000 EXPENDITURE DETAIL BUILDING 123 PROGRAM DESCRIPTION The Planning Division serves as the liaison to homeowners, businesses, and developers for all zoning functions of the City. The Division is responsible for the current and advance planning programs and activities of the City. In order to improve the quality of life for residents and the community, the Division seeks to implement the goals, objectives, and policies contained in the General Plan and Development Code, and to enforce all applicable planning and zoning laws. In addition, advance planning programs are undertaken to meet the future needs of the City. More specifically, the Division’s activities include review and processing of environmental documents, variances, use permits, rezoning, specific plan preparation, design review, annexations, historic preservation, public art, and business license review. The Planning Division provides technical support to the Planning Commission, Art in Public Places Commission, and Cultural & Historic Preservation Commission and Development Review Committee. FY 2021-22 STRATEGIC GOALS AND OBJECTIVES •Finish City’s 1st Historic Context Statement and Update Citywide Historic Survey. •Initiate preparation of the City’s Historic Preservation Program and Code Amendment. •Initiate preparation of City’s 1st City Wide Design Guidelines. •Complete and update of the City’s 6th Cycle Housing Element (2021-2029). •Initiate preparation of the City’s code amendment as it relates to the new Housing Element. •Continue to assist with implementation of the Department Action Plan FY 2020-21 BUDGET ACCOMPLISHMENTS •Completed the West Wing Rehabilitation Project. •Commissioned the City’s 1st Mural “Discover” at Azusa City Mural •Art in Public Places Commission approved “The Stone, The River, The Door” public artwork at The Orchard project located at 626 N. Azusa Ave. •Planning Division issued final approval for the installation of “Bridging the Generations” public artwork at Gladstone Senior Villas located at 360 E. Gladstone St. •Awarded the Local Early Action Planning (LEAP) Grant from California Department of Housing and Community Development to update the City’s Housing Element in the amount of $150,000.00. •Completed three Code Amendments: No. 247 for Accessory Dwelling Units (ADU) and Junior Accessory Dwelling (JADU) Units, No. 248 for Discretionary Accessory Dwelling Units (ADU), and No. 249 for Tobacco Shops •Completed entitlements for OneLegacy located at 1303 E. Optical Dr. that would relocate national headquarters of the non-profit organ, eye and tissue donation organization. •Processed a total of 67 Planning Entitlements. •Successfully pivoted to providing online submittal and assistance for all planning services PLANNING 124 1035611000 REVISED YEAR END EST ADOPTED ACCT #DESCRIPTION 20-21 20-21 21-22 VARIANC EXPLANATION OPERATIONS 6201 Uniforms & Laundry - - 600 600 ACEA MOU Requires 2 Planners to have Equipment Allowance of $300 each 6235 Meetings & Conferences 6,000 6,000 6,250 250 Planning Law and Subdivision Training 6301 Legal Fees 10,000 11,327 20,000 10,000 Increased Legal Fees 6399 Professional Services/Other 531,459 280,000 415,000 (116,459) Implementation of Housing Element and Historic Preservation. General Plan Update 2050. Scanning and indexing of files. PLANNING DETAILED VARIANCE EXPLANATION 125 ACTUAL ACTUAL REVISED YEAR END EST ADOPTED Acct. # DESCRIPTION 18-19 19-20 20-21 20-21 21-22 VARIANCE PERSONNEL 6003 Salaries/Regular 212,229 184,022 293,560 189,989 319,125 25,565 6012 Salaries/Comp-Time 10,131 4,927 13,340 3,989 14,325 985 6015 Salaries/Vacation 4,337 5,731 - 7,692 - - 6024 Salaries/Sick Leave 4,577 4,590 - 6,421 - - 6027 Salaries/Bereavement - 509 - -- - 6033 Overtime Pay/Premium 10,722 149 - 59 - - 6047 Sal/Bonus - 8,458 - 1,455 - - 6048 Salaries/Language Pay 1,431 1,607 1,200 2,061 2,025 825 6068 Allowance/Mgmt - - - - - - 6069 Allowances/Vehicle 2,468 1,170 1,260 1,247 1,260 - 6075 Vacation Pay-Off 7,643 - 7,000 1,457 1,500 (5,500) 6078 Sick Leave Pay-Off - 933 - 2,100 1,000 1,000 6095 Salary Savings 198 - - - - - 6101 PERS/Employee Contribution 14,298 5,981 20,560 6,227 21,870 1,310 6104 PERS Lump Sum 39,305 42,697 46,633 44,470 - (46,633) 6105 PERS/Employer Contribution 14,946 13,881 9,855 15,497 10,480 625 6107 APPLE Pay - - 500 - - (500) 6109 PARS/Employer 336 - 4,700 - - (4,700) 6125 FICA/Employer Contrib/Med 4,164 3,312 5,385 3,444 5,920 535 6133 Retiree Health Premium Reimb 6,888 5,419 6,100 4,903 5,500 (600) 6140 Life Insurance Allocation 608 537 860 554 935 75 6155 Workers' Comp Allocation 10,428 8,398 12,375 8,377 13,465 1,090 6160 LTD Insurance Allocation 2,394 1,831 2,285 1,894 2,485 200 6165 Unemployment Allocation 250 207 365 214 410 45 6175 Benefits/Flex Plan 31,878 31,982 66,600 39,971 71,520 4,920 6180 Deferred Comp/Employer Paid 3,123 3,963 5,406 4,545 6,335 929 PERSONNEL SUBTOTAL 382,351 330,305 497,984 346,565 478,155 (19,829) OPERATIONS 6201 Uniforms & Laundry - - - - 600 600 6230 Dues & Subscriptions 2,128 1,885 19,000 4,000 19,000 - 6235 Meetings & Conferences 7,319 4,917 6,000 6,000 6,250 250 6240 Mileage Reimbursement 30 - 250 250 250 - 6301 Legal Fees 21,587 5,107 10,000 10,000 20,000 10,000 6345 Program Consultants 18,589 - - - - - 6399 Professional Services/Other 71,950 36,586 531,459 280,000 415,000 (116,459) 6405 Commission Meetings Expense 3,555 1,943 12,000 12,000 12,000 - 6435 Plan Checking - - - - - - 6493 Outside Services & Repairs 2,330 658 - - - - 6503 Books 404 987 750 750 750 - 6509 Publications/Other 19 18 200 200 200 - 6518 Postage - - 400 400 400 - 6521 Messenger Service 214 161 500 500 500 - 6530 Office Supplies 3,488 2,253 3,000 3,000 3,000 - 6539 Printing, Binding & Duplicating 727 337 1,000 1,000 1,000 - 6551 Fuel and Oil 130 - - - - - 6563 Supplies/Special 490 182 1,000 1,000 1,000 - 6569 Small Equipment 183 250 500 500 500 - 6601 Advertising Expense 9,511 8,512 7,000 7,000 7,000 - 6835 Maint & Repair/Equipment - - 100 100 100 - 6845 Maint/Office Furniture & Equip 1,166 53 500 500 500 - 6850 Lease Payments 396 334 2,950 2,950 2,950 - 6915 Utilities/Telephone 704 1,218 3,150 3,150 3,150 - OPERATIONS SUBTOTAL 144,918 65,400 599,759 333,300 494,150 (105,609) GENERAL FUND TOTAL: 527,269 395,705 1,097,743 679,865 972,305 (125,438) 1035611000 EXPENDITURE DETAIL PLANNING 126 COMMUNITY IMPROVEMENT PROGRAM DESCRIPTION In the year 2020, the Community Improvement Division conducted approximately 384 inspections and reports under the “Real Property Records Report Ordinance” and collected associated inspection fees. The Division is also responsible for conducting annual inspections under the “Rental Inspection Ordinance” which deals with ongoing maintenance of approximately 5,389 registered rental units on 1,379 rental properties in the City, of which 573 properties were inspected within the last 12 months. In addition to the physical property inspections, the Division collects registration fees in addition to business license fees under the program. The Division handled approximately 901 reactive and proactive complaints pertaining to real property land uses, property maintenance, non-permitted construction, National Pollution Discharge Elimination System violations, State Housing Laws, Health and Safety Codes, Azusa Municipal Code and other code violations. The Division issued and processed 163 administrative fines, 114 notice of violation letters were processed and mailed to violators for code violations. Field inspectors removed over 250 illegally posted signs and have conducted field stops of 37 illegal vendors. The Division conducted 8 public nuisance hearings, issued 22 stop work orders and investigated 5 illegal garage conversions. Ten vacant and abandoned properties were registered with the City and 6 escrow demands were processed. The Division also oversaw the removal of 1,337 shopping carts from the public right-of-way. The Division implements and enforces the licensing and taxation provisions of the Azusa Municipal Code and deals with approximately 1,145 in-City brick and mortar businesses annually. The Division processed 5,123 business license renewals (incoming), along with 709 new business licenses. Community Improvement strives to provide professional, courteous and efficient customer service and assistance to the public and other Department personnel. In addition, staff is also encouraged to explain relevant ordinances, methods of corrections and changes to code requirements to property owners and business owners who are sometimes unaware of code violations and changes to ordinances. 127 FY 2021-22 STRATEGIC GOALS AND OBJECTIVES •Implement a Code Compliance program that reduces visible blight and unsafe living conditions by eliminating code violations throughout the City. •Inspect a minimum of 550 single and multi-family rental properties. •Continue to educate the community on quality of life issues and code enforcement matters. •Continue to work with ECD Department and Information Technology to buildout and implement the GovSense land management system. •Continue to update Code Enforcement and Business License materials and informational brochures to better assist and serve property owners, tenants, and the business community. •Continue to respond to complaints in a timely manner, depending on the severity of complaint(s). •Continue to create workable flow charts for the Division activities. •Continue to assist implementation of the Department Action Plan. •Continue organized professional training for Division staff. •Continue ongoing and interactive training of office and field staff with an emphasis on quality customer service and educating the public. •Continue to update Policies and Procedures. •Continue to improve procedures and processes in the Division. •Developing Flow Charts for all division functions and programs. •Increase the use of document imaging to reduce paper and filing storage needs, and allow real-time document retrieval. FY 2020-21 ACCOMPLISHMENTS •Continued to improve the operations of the Community Improvement Division. •Community Improvement Inspector - Community Development Block Grants (CDBG) continued inspecting the targeted low-to-moderate income areas in the community. The CDBG inspector also worked on the Rental Inspection Program, Real Property Records Inspections and responded to complaints and worked proactively within the low-to- moderate income areas. •Worked with other Departments and Divisions to achieve goals established by the City Council and City Manager. •Provided professional, courteous, and efficient customer service at the public counter, on the telephone and in the field. •Remained active in professional organizations related to Code Enforcement, Business License, Taxation and Revenues including California Association of Code Enforcement Officers, American Association of Code Enforcement, and California Municipal Revenue and Tax Association. •Continue to be part of the city’s HALO team. 128 1035643000 REVISED YEAR END EST ADOPTED ACCT #DESCRIPTION 20-21 20-21 21-22 VARIANCE EXPLANATION OPERATIONS 6220 Training School 1,720 1,720 2,220 500 Staff training 6235 Meetings & Conferences 3,500 3,500 5,000 1,500 Addition is to send (1) BL staff to CMRTA conferences. 6399 Professional Services - - 15,000 15,000 Scanning and indexing of files. 6563 Supplies/Special 850 850 1,000 150 Anticipated supplies 6845 Maint/Office Furniture - - 500 500 Office furniture for staff COMMUNITY IMPROVEMENT DETAILED VARIANCE EXPLANATION 129 ACTUAL ACTUAL REVISED YEAR END EST ADOPTED Acct. # DESCRIPTION 18-19 19-20 20-21 20-21 21-22 VARIANCE PERSONNEL 6003 Salaries/Regular 391,339 382,704 486,705 395,414 508,650 21,945 6012 Salaries/Comp-Time 7,098 7,696 -8,547 -- 6015 Salaries/Vacation 25,912 34,701 -16,249 -- 6024 Salaries/Sick Leave 24,726 14,715 -34,792 -- 6027 Salaries/Bereavement -2,083 -1,120 -- 6033 Overtime Pay/Premium 174 1,106 -525 -- 6045 Salaries/Education --1,800 1,800 -(1,800) 6047 Sal/Bonus -24,804 -3,900 -- 6048 Salaries/Language Pay 6,138 6,795 7,200 6,275 -(7,200) 6063 Salaries/Jury Duty ------ 6069 Allowance/Vehicle 810 944 1,080 1,069 1,080 - 6072 Sal/Injury 242 ----- 6075 Vacation Pay-Off 15,281 15,278 5,000 10,835 5,000 - 6078 Sick Leave Pay-Off 2,553 1,701 2,500 2,340 2,500 - 6101 PERS/Employee Contribution 25,436 25,857 34,560 21,972 34,545 (15) 6104 PERS Lump Sum 79,170 74,204 78,386 74,750 -(78,386) 6105 PERS/Employer Contribution 16,273 19,694 16,565 26,487 16,570 5 6109 PARS/Employer 6,993 10,615 13,380 10,791 10,120 (3,260) 6125 FICA/Employer Contrib/Med 6,459 6,699 8,770 7,075 9,140 370 6133 Retiree Health Premium Reimb 7,213 8,363 -9,997 10,000 10,000 6140 Life Insurance Allocation 777 1,208 1,440 1,186 1,475 35 6155 Workers' Comp Allocation 21,697 22,052 19,870 19,407 20,385 515 6160 LTD Insurance Allocation 3,495 3,732 3,785 3,762 3,965 180 6165 Unemployment Allocation 453 479 610 442 640 30 6175 Benefits/Flex Plan 105,340 95,064 115,920 96,213 120,780 4,860 6180 Deferred Comp/Employer Paid 5,322 8,006 9,238 9,914 10,908 1,670 PERSONNEL SUBTOTAL 752,904 768,502 806,809 764,863 755,758 (51,051) OPERATIONS 6201 Uniforms & Laundry 1,067 1,433 1,500 1,500 1,500 - 6215 Tuition Reimbursement --3,000 3,000 3,000 - 6220 Training School 1,174 129 1,720 1,720 2,220 500 6230 Dues & Subscriptions 650 925 1,175 1,175 1,175 - 6235 Meetings & Conferences 4,220 4,551 3,500 4,500 5,000 1,500 6240 Mileage Reimbursement ------ 6301 Legal Fees 41,469 69,730 62,830 62,830 62,830 - 6315 Accounting/Auditing Services 720 660 ---- 6399 Professional Services/Other 34 ---15,000 15,000 6485 Public Nuisance Abatement 8,948 3,747 25,000 25,000 25,000 - 6492 Outside Svcs-MuniSvcs 1,363 ----- 6493 Outside Services & Repairs 17,900 23,233 25,809 25,809 25,809 - 6518 Postage 9,150 2,854 14,000 12,000 14,000 - 6530 Office Supplies 5,387 4,990 4,000 4,000 4,000 - 6539 Printing, Binding & Duplicating 224 857 1,800 1,800 1,800 - 6551 Fuel and Oil 2,898 2,570 2,000 2,000 2,000 - 6563 Supplies/Special 232 388 850 850 1,000 150 6572 Office Furniture & Equipment ------ 6569 Small Equipment 3,070 5,600 4,000 4,000 4,000 - 6825 Maint & Repair / Vehicle 549 147 1,000 1,000 1,000 - 6835 Maint & Repair/Equipment ----1,000 6845 Maint/Office Furniture ----500 500 6850 Lease Payments 1,842 1,418 1,954 1,954 1,954 - 6915 Utilities/Telephone 4,766 4,304 4,362 4,362 4,362 - 7007 Credit Crd SrvCg ----- OPERATIONS SUBTOTAL 105,661 127,536 158,500 157,500 177,150 18,650 CAPITAL OUTLAY 7142 Computer Equipment ------ CAPITAL OUTLAY SUBTOTAL ------ GENERAL FUND TOTAL:858,565 896,038 965,309 922,363 932,908 (32,401) 1035643000 EXPENDITURE DETAIL COMMUNITY IMPROVEMENT 130 ECONOMIC DEVELOPMENT PROGRAM DESCRIPTION The Economic Development Division is responsible for creating and implementing programs, processes, and procedures to stimulate business attraction, retention, and expansion. It serves as a liaison between local businesses, organizations, developers, and public agencies to facilitate economic growth activities aiding the City’s effort to diversify its tax base. FY 2021-22 STRATEGIC GOALS AND OBJECTIVES •Complete the implementation of the Department’s Land Management System •Complete Tax Increment Financing (TIF) Feasibility Study •Identify and explore opportunity sites along major City corridors •Collaborate with the Finance Department to identify sales and use tax revenue opportunities. •Explore the opportunity of attracting clean technology, high technology, life science and biotech related businesses to the City •Provide businesses and developers ombudsperson assistance by facilitating the approval, permit and construction processes for economic development projects •Participate in programs and events to disseminate information on current development projects and ongoing economic development efforts •Develop a focused marketing strategy •Continue to assist with implementation of the Department Action Plan FY 2020-21 ACCOMPLISHMENTS •Developed and implemented the CARES Act Azusa Small Business Grant Program •Developed and implemented the CARES Act Emergency Utilities Assistance Grant Program •Developed and implemented the Temporary Shared Space Program •Co-Lead the Department’s ongoing land management system implementation •Launched Azusa Walks, the City’s first Pedestrian Master Plan initiative •Ongoing Tax Increment Financing (TIF) Feasibility Study •Ongoing facilitation of the escrow process for City owned properties •Continued to foster relationships with developers and real estate brokers by hosting virtual meetings •Completed the Top 8 Reasons to Choose Azusa video •Marketed City opportunities by making a presentation in the annual Urban Marketplace conference held by The Urban Land Institute Los Angeles •Facilitated ongoing construction meetings for major development projects 131 1035630000 REVISED YEAR END EST ADOPTED ACCT #DESCRIPTION 20-21 20-21 21-22 VARIANCE EXPLANATION OPERATIONS 6399 Professional Services/Other 134,613 115,000 330,000 195,387 Funding was allocated for Citywide Branding and Implementation, formation of an Enhanced Infastructure Financing Distrcit (EIFD) and analysis and formation of a business improvement district. ECONOMIC DEVELOPMENT DETAILED VARIANCE EXPLANATION 132 ACTUAL ACTUAL REVISED YEAR END EST ADOPTED Acct. # DESCRIPTION 18-19 19-20 20-21 20-21 21-22 VARIANCE PERSONNEL 6003 Salaries/Regular 62,354 70,981 74,600 69,618 90,730 16,130 6012 Salaries/Comp-Time 1,941 1,691 - - -- 6015 Salaries/Vacation 2,197 1,891 - 1,319 -- 6024 Salaries/Sick Leave -87 - 2,198 -- 6033 Overtime Pay/Premium -16 - --- 6047 Sal/Bonus -4,221 - 619 -- 6048 Salaries/Language Pay 2,400 2,420 2,400 2,947 -(2,400) 6063 Salaries/Jury Duty 225 -- - -- 6075 Vacation Pay-Off 755 423 500 - -(500) 6078 Sick Leave Pay-Off 1,329 1,467 1,000 1,831 -(1,000) 6101 PERS/Employee Contribution 24 24 5,360 24 6,140 780 6104 PERS Lump Sum 9,463 10,615 13,776 11,595 -(13,776) 6105 PERS/Employer Contribution 6,346 7,574 2,570 7,925 2,945 375 6125 FICA/Employer Contrib/Med 1,049 1,231 1,360 1,182 1,640 280 6140 Life Insurance Allocation 172 212 225 209 265 40 6155 Workers' Comp Allocation 2,765 3,251 3,080 3,068 3,630 550 6160 LTD Insurance Allocation 527 572 580 582 710 130 6165 Unemployment Allocation 65 75 95 71 115 20 6175 Benefits/Flex Plan 9,968 11,646 18,000 13,837 22,500 4,500 6180 Deferred Comp/Employer Paid 540 1,080 1,200 1,127 1,500 300 PERSONNEL SUBTOTAL 102,118 119,477 124,746 118,153 130,175 5,429 OPERATIONS 6230 Dues & Subscriptions 6,015 6,530 7,600 7,600 7,600 - 6235 Meetings & Conferences 2,953 3,524 7,000 7,000 7,000 - 6240 Mileage Reimbursement --100 100 100 - 6399 Professional Services/Other 3,328 42,386 134,613 115,000 330,000 195,387 6503 Books --500 500 500 - 6518 Postage -26 - - -- 6530 Office Supplies 862 1,228 1,000 1,000 1,000 - 6539 Printing, Binding & Duplicating 1,676 2,251 5,000 5,000 5,000 - 6551 Fuel and Oil --- - -- 6563 Supplies/Special 900 1,608 5,000 5,000 5,000 - 6569 Small Equipment -438 1,500 1,500 1,500 - 6915 Utilities/Telephone 456 456 1,000 1,000 1,000 - OPERATIONS SUBTOTAL 16,190 58,448 163,313 143,700 358,700 195,387 GENERAL FUND TOTAL: 118,308 177,925 288,059 261,853 488,875 200,816 1035630000 EXPENDITURE DETAIL ECONOMIC DEVELOPMENT 133 REAL ESTATE DEVELOPMENT PROGRAM DESCRIPTION The Real Estate Development Program is under the supervision of the Economic Development Division. The Program is responsible for managing City owned real estate development. Current real estate property: The Promenade at Citrus – 890 The Promenade Staff is responsible for the management and operation of the City owned commercial retail center consisting of 8,250 square feet. The property is located at 890 The Promenade in the Transit Neighborhood in the Promenade District of the Monrovia Specific Plan. Adjacent to the site is the APU/Citrus College Gold Line Station. FY 2021-22 STRATEGIC GOALS AND OBJECTIVES •Release bid and award construction contract for tenant improvements •Facilitate the tenant improvement process and provide construction oversight •Facilitate tenant move-in •Manage the City’s asset •Establish a day to day operation budget and identify revenue projections FY 2020-21 ACCOMPLISHMENTS •Ongoing lease negotiations with tenant •Completed construction document preparation and furniture, fixture and equipment design •Ongoing plan check for tenant improvements 134 1035645000 REVISED YEAR END EST ADOPTED ACCT #DESCRIPTION 20-21 20-21 21-22 VARIANCE EXPLANATION OPERATIONS 6301 Legal Fees 10,000 10,000 - (10,000) Legal fees have not been charged the last two fiscal years therefore it doesn't seem like we need them. 6399 Professional Services/Other 433,259 300,000 258,050 (175,209) The budged was reduced because the tenant improvements and construction contractor will be budgeted under CIP project 62519A budget. The Santa Fe Depot rehabiliation was budgeted under this account. 6805 Maintenance/Land Improvements 1,500 1,500 6,500 5,000 Weekly landscape maintenance for 890 The Promenade. Weed abatement for other City-owned properties. 6815 Maint & Repairs/Buildings - - 16,000 16,000 Maintenance, repair and restoration of facilities, fixtures, and equipment at 890 The Promenade. Maintenance and repair for other City-owned properties. 6901 Utilities/Water 3,500 3,500 4,225 725 Water usage by tenant. 6903 Utilities/Refuse - - 3,200 3,200 Trash service three times a week at 890 The Promenade. 6905 Utilities/Electric 1,200 1,200 10,000 8,800 Electric usage by tenant. REAL ESTATE DEVELOPMENT DETAILED VARIANCE EXPLANATION 135 ACTUAL ACTUAL REVISED YEAR END EST ADOPTED Acct. # DESCRIPTION 18-19 19-20 20-21 20-21 21-22 VARIANCE OPERATIONS 6301 Legal Fees -- 10,000 10,000 -(10,000) 6399 Professional Services/Other 7,333 72,670 433,259 300,000 258,050 (175,209) 6548 Plants & Trees --500 500 500 - 6805 Maintenance/Land Improvements -2,480 1,500 1,500 6,500 5,000 6815 Maint & Repairs/Buildings --- - 16,000 16,000 6901 Utilities/Water 1,930 3,037 3,500 3,500 4,225 725 6903 Utilities/Refuse --- - 3,200 3,200 6905 Utilities/Electric 68 544 1,200 1,200 10,000 8,800 6915 Utilities/Telephone 351 1,001 1,000 1,000 1,000 - OPERATIONS SUBTOTAL 9,681 79,752 450,959 317,700 299,475 (151,484) GENERAL FUND TOTAL:9,681 79,752 450,959 317,700 299,475 (151,484) REAL ESTATE DEVELOPMENT EXPENDITURE DETAIL 1035645000 136 PROGRAM DESCRIPTION Since 1974, the City of Azusa has been a participating City under the Los Angeles Urban County Community Development Block Gant Program (CDBG). Funded through the U.S. Department of Housing and Urban Development (HUD), the Los Angeles County Development Authority (LACDA) acts as the pass-through agency and oversees CDBG administration for forty-five participating cities. The primary objective of the CDBG Program is to develop viable urban communities by providing decent housing, a suitable living environment, and expanding economic opportunities, principally benefiting low- and moderate-income persons. The City of Azusa receives approximately $400,000 annually to support eligible CDBG projects that assist the City’s low- and moderate-income residents. Examples of eligible CDBG projects that the City undertakes annually include Housing Rehabilitation, Code Enforcement, various capital improvement projects, and public service activities. A maximum of fifteen percent (15%) of the City’s total annual CDBG funds may be allocated to public service projects. Examples of the City’s CDBG-funded public service projects include: Senior Case Management, Neighborhood Homework House, and the Azusa Family Services Program. FY 2021-22 STRATEGIC GOALS AND OBJECTIVES •Provide approximately 200 Azusa youth, preschool through high school age, with tutoring, enrichment activities, and motivational support. The program will be administered by Neighborhood Homework House, a non-profit organization of trained volunteer college students, neighborhood agencies, religious organization representatives, and teachers. •Offer approximately 100 Azusa senior citizens information and referral, comprehensive assessment, and care management that focus on senior issues. Services are provided by the YWCA of San Gabriel Valley, a non-profit agency. •Provide approximately 100 Azusa youth, ages 5 to 14, and their families, a comprehensive range of supportive services. In addition to afterschool recreational and educational activities for Azusa youth, this project offers Azusa youth and their families an integrative array of support services that include information, referral and outreach for mental health, substance abuse, domestic violence, counseling, disabled services, homeless resources, and access to health and social services. •Issue approximately 10-12 housing rehabilitation grants that improve the City’s housing stock or correct residential code violations (in conjunction with the City's Residential Code Enforcement Program). Grants are awarded to eligible Azusa homeowners up to a maximum of $12,000 each. CDBG 137 •Construct ten to fifteen (10-15) American with Disabilities Act (ADA)-compliant curb ramps with truncated domes at various intersections throughout the City. •Continue high level customer service protocols to provide the best possible customer service. FY 2020-21 ACCOMPLISHMENTS Due to the impacts of COVID-19, some FY 2020-2021 CDBG-funded projects resulted in fewer annual accomplishments. CDBG public service providers pivoted successfully and offered clients modified services in the form of virtual assistance, tele-services and remote learning. •Neighborhood Homework House assisted approximately 90 Azusa youth, preschool through high school age, with remote tutoring and educational enrichment activities. • The YWCA of San Gabriel Valley provided modified services to approximately 125 senior adults in the form of virtual care management, information, and referral services. Tele- services were used to arrange assistance from agencies serving seniors, such as medical referrals and food accessibility and delivery assistance. When safe to do so, some home visits to clients were conducted. •The Azusa Family Services Program was severely impacted during the COVID-19 pandemic. Since the majority of youth services are provided at the City’s recreation facilities, which remained closed for most of FY 2020-2021, few Azusa youth, ages 5 to 14, and their families, were served. • Ten (10) housing rehabilitation grants were issued that improved the City’s housing stock or corrected residential code violations (in conjunction with the City's Residential Code Enforcement Program). Due to COVID-19, housing rehabilitation activities were limited to installation of new roofs. No interior improvements were performed. •Constructed ten (10) American with Disabilities Act (ADA)-compliant curb ramps with truncated domes along Cerritos Avenue between First and Third Streets. CDBG-CV FY 2020-21 ACCOMPLISHMENTS As a participating city in the Los Angeles Urban County CDBG Program, the City of Azusa received $241,825 in one-time only, supplemental CDBG CARES Act funds (CDBG-CV) for the express purpose of responding to, addressing, and mitigating the impacts of the COVID 19 pandemic. These one-time only CDBG-CV funds resulted in the following: •30 emergency utility payment assistance grants totaling $21,109 were awarded to income-eligible Azusa households economically impacted during the COVID-19 pandemic through job loss, furlough or reduction in hours or pay. Utility assistance payments were made directly to local utility companies on behalf of Azusa residents. Four participants received the maximum assistance allowed of $900. The average amount of assistance provided per recipient was approximately $703. •In partnership with LACDA, 23 Azusa small businesses received grants totaling approximately $208,950. One-time only business grants in an amount ranging from $5,000 to $10,000 were awarded to eligible business owners to respond to the impacts of COVID-19. The grants supported business expenses such as payroll, rent, or utilities. Each small business grant recipient agreed to create or retain jobs for low- and moderate-income persons. 138 ACTUAL ACTUAL REVISED YEAR END EST ADOPTED Acct. #DESCRIPTION 18-19 19-20 20-21 20-21 21-22 VARIANCE PERSONNEL 6003 Salaries/Regular 63,365 77,942 80,595 60,614 101,635 21,040 6006 Salaries/Temp & Part-Time 35,985 20,131 38,170 - 41,805 3,635 6012 Salaries/Comp-Time 2,046 (0) - 3,081 - - 6015 Salaries/Vacation 7,050 (0) - 1,195 - - 6024 Salaries/Sick Leave 6,034 0 - 3,940 - - 6027 Salaries/Bereavement 1,195 - -- - 6033 Overtime Pay/Premium - 9 - 679 - - 6048 Salaries/Language Pay 354 295 - -- - 6101 PERS/Employee Contribution 7,014 5,528 6,050 4,826 7,380 1,330 6104 PERS Lump Sum - 302 12,158 13,137 - (12,158) 6105 PERS/Employer Contribution 2,928 2,927 2,935 2,272 3,625 690 6107 Apple Pay Plan 971 473 1,210 - 1,315 105 6109 PARS/Employer 4,110 1,120 3,295 695 1,925 (1,370) 6125 FICA/Employer Contrib/Med 2,110 1,767 2,000 970 2,380 380 6140 Life Insurance Allocation 564 240 230 262 300 70 6155 Workers' Comp Allocation - 237 4,755 2,044 5,740 985 6160 LTD Insurance Allocation 765 638 625 534 790 165 6165 Unemployment Allocation - 6 135 43 165 30 6175 Benefits/Flex Plan 16,460 21,045 20,880 17,968 20,880 - 6180 Deferred Comp/Employer Paid 1,242 1,460 1,490 1,212 1,680 190 PERSONNEL SUBTOTAL 152,194 134,118 174,528 113,472 189,620 15,092 OPERATIONS 6345 Program Consultants 51,226 34,962 262,677 135,000 135,000 (127,677) 6493 Outside Services & Repairs 17,922 39,813 - - - - 6601 Advertising Expense - - - 770 1,000 1,000 6625 Program Expense - - 79,925 - - (79,925) 6521 Messenger Svc - - - - - - 6650 Rehabilitation Costs 143,050 117,682 150,000 150,000 150,000 - 7001 Interest Expense - - - - 7005 Principal Payments - - - - 7080 Refund - - - - 7099 Miscellaneous - - - - OPERATIONS SUBTOTAL 212,198 192,457 492,602 285,770 286,000 (206,602) CAPITAL OUTLAY 7120 Construction Improvements 86,968 - - 117,000 31,969 31,969 CAPITAL OUTLAY SUBTOTAL 86,968 - - 117,000 31,969 31,969 CDBG FUND TOTAL: 451,359 326,575 667,130 516,242 507,589 (159,541) COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) EXPENDITURE DETAIL 1835910000 139