HomeMy WebLinkAbout2015-06-02 Agenda Packet 1 declare under penalry of perjury that I am employed
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Mary Casillas Salas, Mayor
Patricia Aguilar, Councilmember Gary Halbert, City Manager
Pamela Bensoussan, Councifinember Glen R. Googins, City Attorney
John McCann, Councilmember ponna R. Norris, City Clerk
Steve Miesen, Councilmember
Tuesday, June 2, 2015 5:00 PM Council Chambers
276 4th Avenue, Building A
Chula Vista, CA 91910
SPECIAL MEETING OF THE HOUSING AUTHORITY MEETING JOINTLY WITH
THE SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY AND THE
CITY COUNCIL OF THE CITY OF CHULA VISTA
Notice is hereby given that the Mayor o/ the City of Chula Vista has caUed and will convene a Special Meeting of
the Housing Authonty meeting joint/y with the Successo� Agency to the Redevelopment Agency and the City
� Council on Tuesday, June 2, 2015, af 5:00 p.m. in the Council Chambers; located at 276 Foudh�Avenue, Building
A, Chula Vista, Califomia to conside�an item on this agenda. - . �
CALL TO ORDER
ROLL CALL: �
Councilmembe�s Aguilar, Bensoussan, McCann, Miesen and Mayo�Salas
PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
SPECIAL ORDERS OF THE DAY
Cityo/ChulaVfsta ' Page7 PrinfedonY3H�2075 ,
City Council
A.
B.
Agenda
15 -0230 OATHS OF OFFICE
Gregory Hall, Board of Appeals and Advisors
Jose R. Doria, Board of Appeals and Advisors
Monica Allan, Commission on Aging
Karen Ann Daniels, Cultural Arts Commission
Timothy Demarco, Safety Commission
Hugo Mora, Resource Conservation Commission
15 -0175 PRESENTATION BY
CENTER DIRECTOR
20TH ANNIVERSARY
TRAINING CENTER
June 2, 2015
CHULA VISTA OLYMPIC TRAINING
TRACY LAMB REGARDING THE
OF THE CHULA VISTA OLYMPIC
C. 15 -0191 PRESENTATION OF A PROCLAMATION TO RECREATION
DIRECTOR KRISTI MCCLURE HUCKABY AND
WILDCOAST COASTAL COORDINATOR JOHN HOLDER
PROCLAIMING JUNE 67 2015 AS NATIONAL TRAILS DAY
IN THE CITY OF CHULA VISTA
CONSENT CALENDAR (Items 1 - 4)
The Council will enact the Consent Calendar staff recommendations by one motion, without
discussion, unless a Councilmember, a member of the public, or staff requests that an item
be removed for discussion. If you wish to speak on one of these items, please fill out a
"Request to Speak" form (available in the lobby) and submit it to the City Clerk prior to the
meeting. Items pulled from the Consent Calendar will be discussed immediately following
the Consent Calendar.
1. 15 -0235 APPROVAL OF MINUTES of May 12, 2015.
Staff Recommendation: Council approve the minutes.
2. 14 -0720 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING THE PROPERTY ASSESSED
CLEAN ENERGY (PACE) PROGRAM GUIDELINES TO
HELP GUIDE EXPANSION OF PACE PROGRAM
OFFERINGS AVAILABLE TO CHULA VISTA
PROPERTY-OWNERS
Department: Public Works Department
Staff Recommendation: Council adopt the resolution.
City of Chula Vista
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City Council Agenda June 2, 2015
3. 15 -0101 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING A SUB -AWARD AGREEMENT
WITH COMMUNITY HEALTH IMPROVEMENT PARTNERS
FOR THE RACIAL AND ETHNIC APPROACHES TO
COMMUNITY HEALTH PROJECT, AUTHORIZING THE
MAYOR TO EXECUTE THE AGREEMENT AND THE CITY
MANAGER TO EXECUTE ALL OTHER DOCUMENTS
NECESSARY TO IMPLEMENT THE AGREEMENT, AND
APPROPRIATING $30,000 TO THE FISCAL YEAR
2014/2015 FEDERAL GRANTS FUND TO BE OFFSET BY
UNANTICIPATED REVENUE (4/5 VOTE REQUIRED)
Department: Public Works Department
Staff Recommendation: Council adopt the resolution.
4. 15 -0216 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING A TWO -PARTY AGREEMENT
BETWEEN THE CITY OF CHULA VISTA AND UNIQUE
MANAGEMENT SERVICES, INC., TO PROVIDE
COLLECTION AGENCY SERVICES FOR UNPAID
LIBRARY FINES AND FEES
Department: Library Department
Staff Recommendation: Council adopt the resolution.
ITEMS REMOVED FROM THE CONSENT CALENDAR
PUBLIC COMMENTS
Persons speaking during Public Comments may address the Council on any subject matter
within the Council's jurisdiction that is not listed as an item on the agenda. State law
generally prohibits the Council from discussing or taking action on any issue not included
on the agenda, but, if appropriate, the Council may schedule the topic for future discussion
or refer the matter to staff. Comments are limited to three minutes.
ACTION ITEMS
The Item(s) listed in this section of the agenda will be considered individually by the
Council and are expected to elicit discussion and deliberation. If you wish to speak on any
item, please fill out a "Request to Speak" form (available in the lobby) and submit it to the
City Clerk prior to the meeting.
City of Chula Vista
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City Council Agenda June 2, 2015
5. 15 -0192 PRESENTATION OF THE CITY MANAGER'S PROPOSED
BUDGET FOR FISCAL YEAR 2015/2016 (Continued from
May 26, 2015.)
RESOLUTION OF
THE CITY COUNCIL /SUCCESSOR
AGENCY TO THE
REDEVELOPMENT AGENCY /HOUSING
AUTHORITY OF THE
CITY OF CHULA VISTA ACCEPTING
THE OPERATING
AND CAPITAL IMPROVEMENT
BUDGETS FOR THE
CITY OF CHULA VISTA FOR FISCAL
YEAR 2015/2016 AS
THEIR PROPOSED BUDGETS,
RESPECTIVELY, AND
SETTING THE TIME AND PLACE
FOR A PUBLIC HEARING
ON THE BUDGET AND THEIR
FINAL CONSIDERATION AND BUDGET ADOPTION
Department: Finance Department
Staff Recommendation: Council /Agency /Authority hear the presentation, provide comments
and proposed changes. If Council is prepared to approve the budget,
with or without modifications, as the City Council Proposed Budget,
the City Council /Successor Agency /Housing Authority may adopt a
resolution in accordance with the heading set forth above.
CITY MANAGER'S REPORTS
MAYOR'S REPORTS
6. 15 -0237 RATIFICATION OF APPOINTMENTS TO THE FOLLOWING
BOARDS & COMMISSIONS:
Barbara Zaragoza, Historic Preservation
Virginia Sywyj, Cultural Arts
COUNCILMEMBERS' COMMENTS
ADJOURNMENT
to the Regular City Council Workshop on June 4, 2015, at 4:00 p.m., in the Council
Chambers; and thence to the Regular City Council Meeting on June 9, 2015, at 5:00 p.m.,
in the Council Chambers.
Materials provided to the City Council related to any open- session item on this agenda are available
for public review at the City Clerk's Office, located in City Hall at 276 Fourth Avenue, Building A,
during normal business hours.
City of Chula Vista
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City Council
Agenda
In compliance with the
AMERICANS WITH DISABILITIES ACT
June 2, 2015
The City of Chula Vista requests individuals who require special accommodations to access, attend,
and /or participate in a City meeting, activity, or service, contact the City Clerk's Office at (619)
691- 5041 (California Relay Service is available for the hearing impaired by dialing 711) at least
forty -eight hours in advance of the meeting.
Sign up at www.chulavistaca.gov to receive email notifications when City Council agendas are
published online.
City of Chula Vista
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CITY OF
CHULAVISTA
File #: 15 -0230, Item #: A.
City of Chula Vista
Staff Report
OATHS OF OFFICE
Gregory Hall, Board of Appeals and Advisors
Jose R. Doria, Board of Appeals and Advisors
Monica Allan, Commission on Aging
Karen Ann Daniels, Cultural Arts Commission
Timothy Demarco, Safety Commission
Hugo Mora, Resource Conservation Commission
City of Chula Vista
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CITY OF
CHULAVISTA
File #: 15 -0175, Item #: B.
City of Chula Vista
Staff Report
PRESENTATION BY CHULA VISTA OLYMPIC TRAINING CENTER DIRECTOR TRACY LAMB
REGARDING THE 20TH ANNIVERSARY OF THE CHULA VISTA OLYMPIC TRAINING CENTER
City of Chula Vista
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CITY OF
CHULAVISTA
File #: 15 -0191, Item #: C.
City of Chula Vista
Staff Report
PRESENTATION OF A PROCLAMATION TO RECREATION DIRECTOR KRISTI MCCLURE
HUCKABY AND WILDCOAST COASTAL COORDINATOR JOHN HOLDER PROCLAIMING JUNE
612015 AS NATIONAL TRAILS DAY IN THE CITY OF CHULA VISTA
City of Chula Vista
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CITY OF
CHULAVISTA
File #: 15 -0235, Item #: 1.
City of Chula Vista
Staff Report
APPROVAL OF MINUTES of May 12, 2015.
RECOMMENDED ACTION
Council approve the minutes.
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Tuesday, May 12, 2015
CALL TO ORDER
City of Chula Vista
Meeting Minutes -Draft
5:00 PM Council Chambers
276 4th Avenue, Building A
Chula Vista, CA 91910
REGULAR MEETING OF THE CITY COUNCIL
A Regular Meeting of the City Council of the City of Chula Vista was called to order at 5:04 p.m. in the
Council Chambers, located in City Hall, 276 Fourth Avenue, Chula Vista, California.
ROLL CALL:
Present: Councilmember Aguilar, Deputy Mayor Bensoussan, Councilmember McCann and
Mayor Salas
Excused: Councilmember Miesen
PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
Councilmember McCann led the Pledge of Allegiance.
SPECIAL ORDERS OF THE DAY
A. 15 -0156 PRESENTATION OF A PROCLAMATION TO CHULA VISTA POLICE
DEPARTMENT AGENT MATT SHERARD PROCLAIMING MAY 155
2015 AS PEACE OFFICERS MEMORIAL DAY IN THE CITY OF
CHULA VISTA
Mayor Salas read the proclamation and Councilmember Aguilar presented it to Agent Sherard.
B. 15 -0182 PRESENTATION BY DEVELOPMENT SERVICES DEPARTMENT
HOUSING MANAGER LEILANI HINES AND PROJECT
COORDINATOR JOSE DORADO OF A RUBY AWARD FROM THE
SAN DIEGO HOUSING FEDERATION TO THE CHULA VISTA CITY
COUNCIL
Mayor Salas read the proclamation and Deputy Mayor Bensoussan presented it to Housing Manager
Hines and Project Coordinator Dorado. Housing Manager Hines presented information on the Chula
Vista Housing Initiative and presented the Ruby Award from the San Diego Housing Federation.
C. 15 -0190 PRESENTATION OF A PROCLAMATION TO PUBLIC WORKS
ASSISTANT DIRECTOR OF ENGINEERING BILL VALLE
PROCLAIMING THE WEEK OF MAY 17 THROUGH MAY 23, 2015 AS
NATIONAL PUBLIC WORKS WEEK IN THE CITY OF CHULA VISTA
Mayor Salas read the proclamation and Deputy Mayor Bensoussan presented it to Assistant Director of
Engineering Valle. Mayor Salas also commended Principal Civil Engineer Rivera on receiving the
Outstanding Service Public Agency award from the American Public Works Association.
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City Council Meeting Minutes - Draft May 12, 2015
D. 15 -0195 PRESENTATION OF A PROCLAMATION TO BAYVIEW BEHAVIORAL
HEALTH CAMPUS CLUBHOUSE MEMBER DAPHNE GALANG, MHA,
DECLARING MAY 2015 AS MENTAL HEALTH MONTH IN THE CITY
OF CHULA VISTA
Mayor Salas read the proclamation and Councilmember Aguilar presented it to Ms. Galang.
CONSENT CALENDAR (Items 1 - 7)
1. 15 -0200 APPROVAL OF MINUTES of April 14, 2015.
Recommended Action: Council approve the minutes.
2. 15 -0118 RESOLUTION NO. 2015 -100 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA APPROVING A THREE -PARTY AGREEMENT
BETWEEN THE CITY OF CHULA VISTA, DELORENZO
INTERNATIONAL, AND BALDWIN AND SONS FOR PARK DESIGN
SERVICES FOR OTAY RANCH VILLAGE 2, PARK P -3 (MONTECITO
PARK)
Recommended Action: Council adopt the resolution.
3. 15 -0166 RESOLUTION NO. 2015 -101 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA (1) APPROVING THE 2015 -2019 CONSOLIDATED
PLAN AND 2015 -2016 ANNUAL ACTION PLAN FOR COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG), HOME INVESTMENT
PARTNERSHIP (HOME), AND THE EMERGENCY SOLUTIONS
GRANT (ESG) PROGRAMS; (2) AUTHORIZING THE CITY MANAGER
OR HIS DESIGNEE TO EXECUTE AGREEMENTS FOR THE
MANAGEMENT AND IMPLEMENTATION OF ELIGIBLE PROJECTS
WITH EACH SUB - RECIPIENT/ CONTRACTOR /DEVELOPER
IDENTIFIED IN THE ACTION PLAN; (3) AUTHORIZING THE CITY
OF CHULA VISTA DEVELOPMENT SERVICES DEPARTMENT TO
ENTER INTO A MEMORANDUM OF UNDERSTANDING WITH THE
RECREATION AND PUBLIC WORKS DEPARTMENTS FOR THE
IMPLEMENTATION OF THREE CDBG- FUNDED PROJECTS; AND
(4) AUTHORIZING THE CITY MANAGER TO EXECUTE ANY AND ALL
RELATED DOCUMENTS NECESSARY TO OBTAIN THE HOUSING
AND URBAN DEVELOPMENT GRANTS
Recommended Action: Council adopt the resolution.
4. 15 -0180 RESOLUTION NO. 2015 -102 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA ACCEPTING THE 2015 REGIONAL ANALYSIS OF
IMPEDIMENTS TO FAIR HOUSING CHOICE (AI) AND AUTHORIZING
THE CITY MANAGER OR HIS DESIGNEE TO CERTIFY AND SUBMIT
THE Al TO THE U.S. DEPARTMENT OF HOUSING AND URBAN
DEVELOPMENT
Recommended Action: Council adopt the resolution.
City of Chula Vista Page 2
2015 -06 -02 Agenda Packet Page 11
City Council Meeting Minutes - Draft May 12, 2015
5. 15 -0173 RESOLUTION NO. 2015 -103 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA ACCEPTING DONATIONS AND GRANT FUNDS IN
THE AMOUNT OF $21,223.67 FROM
MULTIPLE DONORS AND
GRANTORS FOR COSTS ASSOCIATED
WITH THE COMMUNITY
FUN RUN, CITYWIDE AQUATIC AND
RECREATION PROGRAMS
AND FACILITIES, AND AMENDING THE
FISCAL YEAR 2014/2015
RECREATION BUDGET TO REFLECT
THE APPROPRIATION OF
THESE DONATED, SPONSORSHIP AND
GRANT FUNDS (4/5 VOTE
REQUIRED)
Recommended Action: Council adopt the resolution.
6. 15 -0177 QUARTERLY FINANCIAL REPORT FOR
THE QUARTER ENDED
MARCH 31, 2015
Recommended Action: Council accept the report.
7. 15 -0179 INVESTMENT REPORT FOR THE QUARTER ENDED MARCH 31,
2015
Recommended Action: Council accept the report.
Approval of the Consent Calendar
ACTION: A motion was made by Councilmember McCann, seconded by Deputy Mayor
Bensoussan, to approve staff's recommendations on the above Consent
Calendar items, headings read, text waived. The motion carried by the following
vote:
Yes: 4 - Aguilar, Bensoussan, McCann and Salas
No: 0
Abstain: 0
ITEMS REMOVED FROM THE CONSENT CALENDAR
There were none.
PUBLIC COMMENTS
Eric Barry, Chula Vista resident, expressed concern regarding recent occurrences of automobile
collisions with buildings in the Bon Vivant condominium complex on Sonora Drive near Brandywine
Avenue, and spoke in support of a protective barrier or guard being installed.
PUBLIC HEARINGS
8. 15 -0150 CONSIDERATION OF AMENDMENTS TO THE CITY'S GENERAL
PLAN AND THE OTAY RANCH GENERAL DEVELOPMENT PLAN,
INCLUDING A NEW DEVELOPMENT AGREEMENT INVOLVING
PORTIONS OF THE OTAY RANCH FREEWAY COMMERCIAL
PLANNING AREA 12
City of Chula Vista Page 3
2015 -06 -02 Agenda Packet
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City Council Meeting Minutes - Draft May 12, 2015
A. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA CONSIDERING THE ADDENDUM (IS- 12 -03) TO FEIR 02 -04;
APPROVING AMENDMENTS TO THE CITY'S GENERAL PLAN AND
THE OTAY RANCH GENERAL DEVELOPMENT PLAN TO REFLECT
LAND USE AND POLICY CHANGES FOR APPROXIMATELY 35
ACRES WITHIN THE OTAY RANCH PLANNED COMMUNITY,
INCLUDING ASSOCIATED TEXT, MAPS, AND TABLES
B. ORDINANCE OF THE CITY OF CHULA VISTA APPROVING A
DEVELOPMENT AGREEMENT BETWEEN THE CITY OF CHULA
VISTA, VILLAGE II TOWN CENTER, LLC, AND SUNRANCH CAPITAL
PARTNERS, LLC, FOR THE FREEWAY COMMERCIAL NORTH
PORTION OF OTAY RANCH PLANNING AREA 12 (FIRST READING)
Notice of the hearing was given in accordance with legal requirements, and the hearing was held on the
date and no earlier than the time specified in the notice.
Development Services Director Broughton stated staff recommended continuing the item to the meeting
of May 26, 2015. Senior Planner Donn, Planning Manager Batchelder, and Principal Planner Power gave
a presentation on the item.
Stephen Hasse, representing Baldwin & Sons; Al Baldwin, owner, representing Baldwin & Sons; Nick
Lee, representing Baldwin & Sons; and Paul Marra, representing Keyser Marston spoke regarding the
proposed project.
Councilmember Aguilar spoke in support of amending Section 5.1.2 of the proposed agreement, related
to the approval of a use other than a hotel site, to require the City Council approve a change in use
instead of the Director of Development Services.
Deputy Mayor Bensoussan stated she met with the applicants to review the plans.
Mayor Salas opened the public hearing.
Mark Livag, Chula Vista resident, submitted written documentation and spoke in opposition to the
proposed project.
Colton Sudberry, San Diego resident, spoke in support of the approval of the project and provided
additional information related to the proposed project.
Patricia Chavez, representing South Bay Community Services, spoke regarding Baldwin & Son's support
of community organizations.
Lisa Cohen, representing the Chula Vista Chamber of Commerce, spoke in support of the proposed
project.
John Mantey, Chula Vista resident, spoke in opposition to the proposed project.
There was consensus of the Council to continue the public hearing to the next meeting of the City
Council. Mayor Salas stated the public hearing would remain open and be continued to May 26, 2015.
City of Chula Vista
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2015 -06 -02 Agenda Packet Page 13
City Council Meeting Minutes - Draft May 12, 2015
9. 15 -0178 CONSIDERATION OF WAIVING IRREGULARITIES IN THE BID
RECEIVED FOR THE "PAVEMENT MINOR REHABILITATION FY14/15
(SLURRY SEAL) (STI-401) PROJECT PER CITY CHARTER SECTION
1009
RESOLUTION NO. 2015 -104 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA ACCEPTING BIDS AND AWARDING A CONTRACT
FOR THE "PAVEMENT MINOR REHABILITATION FY14/15 (SLURRY
SEAL) (STI-401) )7 PROJECT TO PAVEMENT COATINGS CO. IN THE
AMOUNT OF $1,532,589.00; WAIVING IRREGULARITIES IN THE
LOW BID RECEIVED; WAIVING CITY COUNCIL POLICY NO. 574 -01;
AND AUTHORIZING THE EXPENDITURE OF ALL AVAILABLE
CONTINGENCY FUNDS IN AN AMOUNT NOT TO EXCEED $114,944
Notice of the hearing was given in accordance with legal requirements, and the hearing was held on the
date and no earlier than the time specified in the notice.
Mayor Salas opened the public hearing.
There being no members of the public who wished to speak, Mayor Salas closed the public hearing.
ACTION: A motion was made by Councilmember McCann, seconded by Councilmember
Aguilar, that Resolution No. 2015 -104 be adopted, heading read, text waived. The
motion carried by the following vote:
Yes: 4 - Aguilar, Bensoussan, McCann and Salas
No: 0
Abstain: 0
CITY MANAGER'S REPORTS
There were none.
MAYOR'S REPORTS
10. 15 -0196 DISCUSSION AND POSSIBLE ACTION REGARDING THE LAWN
SPACE IN FRONT OF CITY HALL, KNOWN AS PLAZA DE NACION
(CITY HALL URBAN PARK)
Mayor Salas suggested that the lawn space in front of City Hall, Plaza de Nacion, be repurposed as a
xeriscape landscaping demonstration garden.
Deputy Mayor Bensoussan spoke in support of Mayor Salas' suggestion and also recommended local
organizations, such as Southwestern College and local businesses, be contacted for possible
participation in or sponsorship of the project.
Councilmember McCann suggested converting the area into a mix of turf and a xeriscape demonstration
garden.
Councilmember Aguilar spoke in support of better promoting the originally intended use of the area and
retain the land as park space.
City of Chula Vista
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2015 -06 -02 Agenda Packet Page 14
City Council Meeting Minutes - Draft May 12, 2015
At the request of Mayor Salas, there was consensus of the Council to request staff provide options
within 90 days for Council consideration to repurpose the area.
Deputy Mayor Bensoussan suggested considering installing drip irrigation for lemon trees and other
historically relevant plants.
City Attorney Googins stated that Closed Session Item 11 would be continued to the meeting of May 26,
2015.
COU NCI LMEMBERS' COMMENTS
Deputy Mayor Bensoussan announced the upcoming Harborfest event on August 22, 2015. She also
spoke regarding efforts to raise money for deferred maintenance needs at the Norman Park Senior
Center.
Councilmember McCann reported on his recent attendance at an international Mother's Day event, the
Chula Vista Police Department awards ceremony. He also reported on the recent Veterans Home
Foundation charity event. He recognized new businesses that opened in Chula Vista.
City Attorney Googins announced the upcoming Council workshop on the topic of Open Meeting and
Ethics on May 14, 2015.
CLOSED SESSION
11. 15 -0193 CONFERENCE WITH LEGAL COUNSEL REGARDING EXISTING
LITIGATION PURSUANT TO GOVERNMENT CODE SECTION
54956.9 (a)
Name of case: Samuel Escalante, et al. v. City of Chula Vista, WCAB,
Case Number ADJ9571086
Item 11 was continued to the meeting of May 26, 2015.
ADJOURNMENT
At 8:01 p.m., Mayor Salas adjourned the meeting to the Special City Council Workshop on May 14,
2015, at 5:00 p.m., in the Council Chambers; and thence to the Regular City Council Meeting on May 26,
2015, at 5:00 p.m., in the Council Chambers.
City of Chula Vista
Page 6
Kerry K. Bigelow, Assistant City Clerk
2015 -06 -02 Agenda Packet Page 15
.� Emma
CITY OF
CHULAVISTA
File #: 14 -0720, Item #: 2.
City of Chula Vista
Staff Report
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROVING THE
PROPERTY ASSESSED CLEAN ENERGY (PACE) PROGRAM GUIDELINES TO HELP GUIDE
EXPANSION OF PACE PROGRAM OFFERINGS AVAILABLE TO CHULA VISTA PROPERTY-
OWNERS
RECOMMENDED ACTION
Council adopt the resolution.
SUMMARY
As part of its Climate Action Plan implementation, the City has pursued the establishment of Property
Assessed Clean Energy (PACE) programs to provide property- owners with a novel financing tool for
energy efficiency, water conservation, and renewable energy improvements. Currently, Chula Vista
property- owners can choose between two different PACE programs: the local Clean Energy Chula
Vista program (administered by Ygrene Energy Fund) and the statewide CaliforniaFIRST program
(administered by the California Statewide Community Development Authority & Renewable Funding).
The City is considering allowing more PACE program offerings in order to provide property- owners
with more choice, potentially create more competitive rates in the market, and maximize the number
of completed energy and water efficiency retrofits in the community. As such, the City has created
minimum program and underwriting guidelines to help guide expansion of PACE program offerings
and to ensure high levels of program accountability and consumer protection.
ENVIRONMENTAL REVIEW
The Development Services Director has reviewed the proposed activity for compliance with the
California Environmental Quality Act (CEQA) and has determined that the activity is not a "Project" as
defined under Section 15378 of the State CEQA Guidelines; therefore, pursuant to Section 15060(c)
(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus, no environmental review
is necessary.
BOARD /COMMISSION RECOMMENDATION
At their October 13t" meeting, the Resource Conservation Commission recommended that the City
Council expand Property Assessed Clean Energy (PACE) program offerings in Chula Vista to provide
greater customer choice and to maximize energy and water efficiency retrofit opportunities. On
January 12t ", the Resource Conservation Commission provided feedback on draft program and
underwriting guidelines.
DISCUSSION
As part of its Climate Action Plan implementation, the City has been pursuing the establishment of
Property Assessed Clean Energy (PACE) programs, which allow property - owners to finance energy
and water - saving improvements through a voluntary tax assessment on their property. The resulting
utility savings are used to help offset the new assessment and the assessment obligations generally
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File #: 14 -0720, Item #: 2.
transfer with the property upon sale, because the new owner continues to benefit from the efficiency
improvements. PACE programs were authorized under California Assembly Bill 811 and Senate Bill
555 and have successfully facilitated building energy and water upgrades in over 230 California
communities, while creating local economic development benefits. Typically, third -party
administrators, on behalf of host jurisdictions or joint powers authorities, manage the day -to -day
program operations including contractor outreach, property -owner enrollment, and private financing
coordination.
Due to potential issues with the Federal Housing Finance Agency (described further below), the City
released a formal Request for Proposals for a local PACE provider in February 2013 to carefully
consider program options in order to minimize risk to Chula Vista property- owners and the City. In
July 2013, Chula Vista began working with Ygrene Energy Fund (Resolution #2013 -257) to create a
local PACE program - known as Clean Energy Chula Vista. The Clean Energy Chula Vista program
began financing projects in August 2014 and has funded 57 overall retrofit projects totaling
approximately $2.8 million as of December 31St. In addition, Ygrene Energy Fund has opened an
office in Chula Vista employing 2 full -time employees and has recruited about 100 contractors to
participate in their program. Through the City's membership in the California Statewide Community
Development Authority (Resolution #2010 -005), Chula Vista residents and businesses are also able
to utilize the statewide CaliforniaFIRST program, which has about 95 contractors participating in the
region. However, CaliforniaFIRST had been inactive in Chula Vista until recently and there have not
been any local projects financed under the program to date.
When the City began investigating PACE two years ago, there was uncertainty regarding the Federal
Housing Finance Agency (FHFA), which regulates Fannie Mae and Freddie Mac - backed mortgages.
In 2010, the FHFA issued a directive stating that it considered PACE - related property liens to be a
threat due to their senior nature and outlined potential responses to residential PACE programs,
including increasing underwriting standards for all properties within a jurisdiction. Since then, the
FHFA has instructed its lending institutions to simply require a PACE lien to be repaid when a
property is transferred or refinanced. It should be noted that residential PACE programs across the
state indicate that lenders typically do not require PACE liens to be paid -off.
Over the last 9 months, the City has received requests from community members to allow additional
PACE programs to operate in Chula Vista. In discussions with the Resource Conservation
Commission (RCC), members also expressed interest in expanding PACE program offerings. Some
of the identified benefits include providing greater consumer choice, possibly fostering more
competitive rates /terms, expanding contractor involvement, and completing more energy and water
retrofits in the community. There was some concern about potentially causing customer confusion
(due to having multiple PACE program providers), but RCC members believed that knowledgeable
contractors would help alleviate this issue. Most jurisdictions in the San Diego region now offer
multiple (2 or 3) PACE programs.
With the Federal Housing Finance Agency issue seemingly settled, there is now less uncertainty in
the PACE market. Staff suggests that if expansion of PACE program offerings is pursued, it should
be guided by certain minimum standards to continue to ensure high levels of consumer protection
and program accountability. As such, staff has compiled a list of program and underwriting
guidelines that could be used to evaluate additional PACE programs seeking to operate in Chula
Vista (Attachment 1). These guidelines build off of the best practices developed by the State of
City of Chula Vista Page 2 of 3
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File #: 14 -0720, Item #: 2.
California, US Department of Energy, and others (Attachment 2) and were peer reviewed by experts
at the University of San Diego's Energy Policy Initiatives Center and Center for Sustainable Energy.
Any new PACE programs would still need to be formally reviewed by the City Attorney's Office and
approved by the City Council.
DECISION -MAKER CONFLICT
Staff has reviewed the decision contemplated by this action and has determined that it is not site
specific and consequently, the 500 -foot rule found in California Code of Regulations section 18705.2,
is not applicable to this decision. Staff is not independently aware, and has not been informed by any
City Council member, of any other fact that may constitute a basis for a decision maker conflict of
interest in this matter.
LINK TO STRATEGIC GOALS
The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy
Community, Strong and Secure Neighborhoods and a Connected Community. PACE programs
support the Healthy Community goal as they fund energy and water upgrades in the community,
which is a key objective under Initiative 3.2.1. - "Design and implement innovative environmental &
conservation programs."
CURRENT YEAR FISCAL IMPACT
There is no net fiscal impact to the City's General Fund from expansion of PACE program offerings.
PACE programs are implemented at no -cost to the City and staff time associated with reviewing
additional PACE programs would be reimbursed through the City's Local Government Partnership
with San Diego Gas & Electric.
ONGOING FISCAL IMPACT
There is no ongoing fiscal impact to the City's General Fund from expansion of PACE program
offerings.
ATTACHMENTS
Attachment 1 - Proposed PACE Program Guidelines
Attachment 2 - PACE Best Practices Comparison Table
Staff Contact: Brendan Reed
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RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING THE PROPERTY ASSESSED
CLEAN ENERGY (PACE) PROGRAM GUIDELINES TO HELP
GUIDE EXPANSION OF PACE PROGRAM OFFERINGS
AVAILABLE TO CHULA VISTA PROPERTY - OWNERS
WHEREAS, as part of its Climate Action Plan implementation, the City has pursued the
establishment of Property Assessed Clean Energy (PACE) programs to allow property- owners to
finance energy and water - saving improvements through a voluntary tax assessment on their
property;
WHEREAS, the resulting utility savings are used to help offset the new voluntary
property assessment and the assessment obligations generally transfer with the property upon
sale, because the new owner continues to benefit from the efficiency improvements;
WHEREAS, Chula Vista property- owners can currently choose between two different
PACE programs: the local Clean Energy Chula Vista program (administered by Ygrene Energy
Fund) and the statewide CaliforniaFIRST program (administered by the California Statewide
Community Development Authority &Renewable Funding);
WHEREAS, the City has received requests from constituents to allow additional PACE
programs to operate in Chula Vista in order to provide greater consumer choice and possibly
foster more competitive rates /terms;
WHEREAS, staff suggests that any further expansion of PACE program offerings should
be guided by certain minimum criteria to continue to ensure high levels of consumer protection
and program accountability;
WHEREAS, staff has created guidelines, which were compiled from best practices
developed by the State of California, US Department of Energy, and other jurisdictions, in order
to evaluate additional PACE programs;
WHEREAS, any new PACE program would still need to be formally reviewed by the
City Attorney's Office and approved by the City Council.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula
Vista, that it approves the Property Assessed Clean Energy (PACE) Program Guidelines, in the
form presented, a copy of which shall be kept on file in the Office of the City Clerk.
Presented by Approved as to form by
Richard A. Hopkins
Glen R. Googins
2015 -06 -02 Agenda Packet Page 19
Public Works Director City Attorney
2015 -06 -02 Agenda Packet Page 20
CITY OF CH U LA VISTA
PACE Program Guidelines
CITY or
CHUI..A VISTA
In order to help ensure high levels of accountability and consumer protection, the following
minimum standards are required of any Property Assessed Clean Energy (PACE) program
provider seeking to operate in the City of Chula Vista. Each program will still need to be
formally reviewed by the City Attorney's Office and approved by the City Council. These
guidelines build off of the best practices developed by the State of California, US Department
of Energy, and others:
Program
1. Provide PACE financing and program administration at zero cost to the City
2. Indemnify and release the City from any liability associated with the PACE program
3. Encourage the most cost effective improvements (or combination of improvements)
to maximize property - owners' long -term utility savings and return on investment
4. Ensure that all improvements are performed by California - licensed contractors and
have received the necessary building permits prior to installation
5. Promote local purchases and the use of local contractors
6. Integrate all applicable City, utility, and state rebates
7. Deliver or provide access to quarterly program participation reports that include the
following electronic data (split between residential &commercial sectors):
Number &value ($) of applications
Number &value ($) of approved projects
Number &value ($) of completed projects
Number of participating contractors (especially local)
Number of energy &water improvement types financed
Building size (square feet) &year
Estimated savings in kWh, Therms, &Gallons (per project &cumulative)
Any digital /print marketing efforts (copies ¬ice of distribution method)
Underwriting
1. Require that applicants are the property - owners) of record
2. Require that applicants are current on all property taxes and assessments for the
subject property
3. Require that applicants are current on all debt secured by the subject property, and
do not have more than one 30 -day late payment notice for the prior 36 months or
since the current owner acquired the property, whichever period is shorter
4. Require that the subject property is not an asset in any bankruptcy proceeding and
does not have any involuntary liens
5. Require that total indebtedness secured by the property (including all mortgages, tax
liens, and assessment liens), when combined with the PACE lien, does not exceed
95% of the property value
6. Require that the PACE lien is for 15% or less of the value of the subject property
7. Require that the financing term does not exceed the expected useful life of the
proposed improvements or 25 years, whichever period is shorter
8. Require applicant acknowledgment of the Federal Housing Finance Agency position
on PACE (residential only)
2015 -06 -02 AhkMalNAlf 1 Of 1 Page 21
CITY OF CHULA VISTA - PROPOSED PACE PROGRAM GUIDELINES
Best Practices Comparison Table
Updated: 1/22/15
2015 -06 -02 Agenda Packet Page �f
Zero Liability & Cost Yes
- - - --
- - - --
Yes
Yes
A
B
Prioritize Efficiency & Cost Effectiveness
Yes
- - - --
Yes
Yes
- - - --
C
Require Licensed Contractors & Permits
Yes
- - - --
Yes
Yes
- - - --
D
Local Purchases & Contractors
Yes
- - - --
- - - --
Yes
- - - --
E
Integrate Rebates
Yes
- - - --
Yes
Yes
- - - --
Yes
Yes
Yes
F
Data Reporting
p g
Yes
- - - --
(Quarterly)
(Biannual)
(Monthly)
Yes
Yes
Yes
G
Current Property Taxes
Yes
(<I late payment in
Yes
<1 late payment in
(last 36 mos.)
last 36 mos.)
last 36 mos.)
Yes
Current Mortgage & Other Secured
Yes
H
( <1 late payment in
Yes
- - - --
- - - --
Debt
(last 24 mos.)
last 36 mos.)
2015 -06 -02 Agenda Packet Page �f
2015 -06 -02 Agenda Packet Page 2 2
Yes
Yes
I
No Bankruptcy & Involuntary Liens
p Y Y
Yes
_____
Yes
(< $1,000)
(< $1,000)
J
Total Indebtedness (inc. PACE Lien)
95%
100%
<100%
- - - --
95%
15%
K
Max PACE Lien (vs. Property Value)
15%
10%
- - - --
- - - --
(first $700.,000)
L
Max Term Length
25 Years
- - - --
- - - --
- - - --
- - - --
M
FH FA Acknowledgement
Yes
- - - --
- - - --
Yes
- - - --
2015 -06 -02 Agenda Packet Page 2 2
.� Emma
CITY OF
CHULAVISTA
File #: 15 -0101, Item #: 3.
City of Chula Vista
Staff Report
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROVING A SUB-
AWARD AGREEMENT WITH COMMUNITY HEALTH IMPROVEMENT PARTNERS FOR THE
RACIAL AND ETHNIC APPROACHES TO COMMUNITY HEALTH PROJECT, AUTHORIZING THE
MAYOR TO EXECUTE THE AGREEMENT AND THE CITY MANAGER TO EXECUTE ALL OTHER
DOCUMENTS NECESSARY TO IMPLEMENT THE AGREEMENT, AND APPROPRIATING $30,000
TO THE FISCAL YEAR 2014/2015 FEDERAL GRANTS FUND TO BE OFFSET BY
UNANTICIPATED REVENUE (4/5 VOTE REQUIRED)
RECOMMENDED ACTION
Council adopt the resolution.
SUMMARY
Jurisdictions are becoming increasingly aware that cities play a critical role in supporting the health
and well -being of their communities. In addition to the built environment, social and economic
conditions are important factors determining an individual's health. As such, Community Health
Improvement Partners recently received funding through the Center for Disease Control and
Prevention's Racial and Ethnic Approaches to Community Healthy (REACH) program to promote
healthy eating and physical activity to Latinos living in Chula Vista's 91910 and 91911 zip codes.
The project will provide the City with technical assistance and staff time funding to develop policies
and plans supporting healthy food access and active transportation.
ENVIRONMENTAL REVIEW
The Development Services Director has reviewed the proposed activity for compliance with the
California Environmental Quality Act (CEQA) and has determined that the appropriation of grant
funds is not a "Project" as defined under section 15378(b)(4) of the State CEQA Guidelines because
it involves a governmental fiscal activity which will not result in a potentially significant physical
impact on the environment. Therefore, pursuant to Section 15060(C)(3) of the State CEQA Guideline
the activity is not subject to CEQA.
BOARD /COMMISSION RECOMMENDATION
Not Applicable
DISCUSSION
Jurisdictions are becoming increasingly aware that cities play a critical role in supporting the health
and well -being of their communities. Factors contributing to a community's health can include
walkable neighborhoods, quality parks and open space areas, efficient transportation, and safe,
clean environments. As such, the Chula Vista City Council reiterated the importance of creating a
healthy community in adopting the Chula Vista Strategic Plan in 2013. Over the last year, the City
has also been implementing its multi- department Healthy Chula Vista initiative, which focuses on
integrating public health considerations across municipal capital projects, plans, and services.
City of Chula Vista Page 1 of 3
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File #: 15 -0101, Item #: 3.
In addition to the built environment, social and economic factors play a critical role in determining an
individual's health and well- being. These factors can include education levels, economic
opportunities, health care access, transportation options, public safety, language, and literacy and
can lead to health disparities between different races and ethnicities. As such, the non - profit
Community Health Improvement Partners (CHIP) recently received funding through the Center for
Disease Control and Prevention's Racial and Ethnic Approaches to Community Healthy (REACH)
program to address health disparities in Chula Vista. Specifically, the project will work to promote
healthy eating and physical activity to Latinos living in the City's 91910 and 91911 zip codes.
The project will provide the City with technical assistance to review health - related draft General Plan
amendments and to develop policies to support healthy food access and active transportation. The
REACH project will also conduct a community needs assessment for the recreation programming
component of the City's new Parks & Recreation Master Plan and complete a health impact
assessment on the City's future Healthy Chula Vista Action Plan. In addition to the City of Chula
Vista, other project partners include the UCSD School of Medicine's Center for Community Health,
Scripps Mercy Chula Vista, Sweetwater High School District, Chula Vista Elementary School District,
and the YMCA.
DECISION -MAKER CONFLICT
Staff has reviewed the decision contemplated by this action and has determined that it is not site
specific and consequently, the 500 -foot rule found in California Code of Regulations section 18705.2
(a)(11), is not applicable to this decision. Staff is not independently aware, and has not been
informed by any City Council member, of any other fact that may constitute a basis for a decision
maker conflict of interest in this matter.
LINK TO STRATEGIC GOALS
The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy
Community, Strong and Secure Neighborhoods and a Connected Community. The City's Strategic
Plan has five major goals: Operational Excellence, Economic Vitality, Healthy Community, Strong
and Secure Neighborhoods and a Connected Community. The REACH project directly supports the
Strategic Plan's Healthy Community component by promoting physical activity and healthy eating.
CURRENT YEAR FISCAL IMPACT
The REACH sub -award will provide $30,000 to support City staff time associated with physical
activity and healthy eating - related policy development. Approval of the resolution will result in no net
fiscal impact to the City's Federal Grants Fund as the appropriation of $30,000 is fully offset by
unanticipated revenue.
ONGOING FISCAL IMPACT
The proposed project would be a one -time activity, so there would be no ongoing fiscal impact
associated with it.
ATTACHMENTS
Attachment A - REACH Sub -Award Agreement
City of Chula Vista Page 2 of 3
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Page 2 5
File #: 15 -0101, Item #: 3.
Staff Contact: Stacey Kurz
City of Chula Vista
2015 -06 -02 Agenda Packet
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Page 26
THE .ATTACH FTC AGRFFMENT HAS R FFN RF.V[>=rW FF)
AIND APPROVE C) A S TOE ORM BY TI IE C I TY
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2015 -06 -02 Agenda Packet Page 27
SUBAWARD AGREEMENT
Community Health Improvement Partners: Racial and Ethnic Approaches to Community Health
Prime Institution/organization ( "CHIP ")
Subaward Institution/Organization
Name: Community Health Improvement
( "SUBRECIPIENT ")
Partners
Name: City of Chula Vista
Email Address: cmoder(&,sdchip.org
Email Address: breed(&,chulavistaca. goy
CHIP PI: Cheryl Moder
Subrecipient PI: Brendan Reed
Prime Award No.: 1 U58 DP005834
Sub -award No.: 5834 - 122 -04
Awarding Agency: Centers for Disease Control
CFDA No.:
Subaward Period of Performance: 2/5/2015 — 9/29/2015
Amount
Total funded to
Funded
date:
this
$0
Action:
$30,000
Project Title: Racial and Ethnic Approaches to Community Health
By signing below, Subrecipient accepts the terms and conditions and makes the certifications and assurances shown in:
Attachments A, B, C, D and E.
By an Authorized Official of CHIP:
By an Authorized Official of SUBRECIPIENT:
Name (printed)
Name (printed) Ma . Casillas Salas
Title: Date:
Title: Mayor Date:
2015 -06 -02 Agenda Packet Page 28
3
Attachment A
CHIP CONTRACT NUMBER 5834 - 122 -04
AGREEMENT WITH THE CITY OF CHULA VISTA FOR RACIAL AND ETHNIC
APPROACHES TO COMMUNITY HEALTH (REACH) 2015
FUNDING RESTRICTIONS AND LIMITATIONS
1. Funding Opportunity Announcement (FOA) Restrictions:
1.1. Awardees may not use funds for research. Awardees may not use funds for clinical care.
1.2. Awardees may use funds only for reasonable program purposes, including personnel,
travel, supplies, and services.
1.3. Generally, awardees may not use funds to purchase furniture or equipment. Any such
proposed spending must be clearly identified in the budget.
1.4. Reimbursement of pre -award costs is not allowed.
1.5. Other than for normal and recognized executive - legislative relationships, no funds may be
used for:
1.5.1. Publicity or propaganda purposes, for the preparation, distribution, or use of any
material designed to support or defeat the enactment of legislation before any
legislative body.
1.5.2. The salary or expenses of any grant or contract recipient, or agent acting for such
recipient, related to any activity designed to influence the enactment of legislation,
appropriations, regulation, administrative action, or Executive order proposed or
pending before any legislative body.
1.5.3. See Additional Requirement CAR 12 for detailed guidance on this prohibition and
additional guidance on lobbying for CDC awardees
2. The direct and primary recipient in a cooperative agreement program must perform a
substantial role in carrying out project outcomes and not merely serve as a conduit for an
award to another party or provider who is ineligible.
3. Cost Limitations as Stated in the Consolidated Appropriations Act, 2014
3.1. Cap on Salaries (Div. H, Title II, Sec. 203): None of the funds appropriated in this title shall
be used to pay the salary of an individual, through a grant or other extramural mechanism,
at a rate in excess of Executive Level II.
3.2. Note: The salary rate limitation does not restrict the salary that an organization may pay
an individual working under an HHS contract or order; it merely limits the portion of that
salary that may be paid with Federal funds.
3.3. Gun Control Prohibition (Div. H, Title II, Sec. 217): None of the funds made available in this
title may be used, in whole or in part, to advocate or promote gun control.
3.4. Proper Use of Appropriations - Publicity and Propaganda (LOBBYING) FY2012 (Div. H, Title
V, Sec. 503):
3.5. 503(a): No part of any appropriation contained in this Act or transferred pursuant to
section 4002 of Public Law 111 -148 shall be used, other than for normal and recognized
executive- legislative relationships, for publicity or propaganda purposes, for the
preparation, distribution, or use of any kit, pamphlet, booklet, publication, electronic
communication , radio, television, or video presentation designed to support or defeat the
CHIP —THE CITY OF CHULA VISTA —REACH 2015 (5834- 122 -04) Attachment A
2015 -06 -02 Agenda Packet Page 29
2
enactment of legislation before the Congress or any State or local legislature or legislative
body, except in presentation of the Congress or any State or local legislature itself, or
designed to support or defeat any proposed or pending regulation, administrative action,
or order issued by the executive branch of any State or local government itself.
3.6. 503 (b): No part of any appropriation contained in this Act or transferred pursuant to
section 4002 of Public Law 111 -148 shall be used to pay the salary or expenses of any grant
or contract recipient, or agent acting for such recipient, related to any activity designed to
influence the enactment of legislation, appropriations , regulation, administrative action, or
Executive order proposed or pending before the Congress or any State government, State
legislature or local legislature or legislative body, other than normal and recognized
executive legislative relationships or participation by an agency or officer of an State, local
or .tribal government in policymaking and administrative processes within the executive
branch of that government.
3.7. 503(c): The prohibitions in subsections (a) and (b) shall include any activity to advocate or
promote any proposed, pending or future Federal, State or local tax increase, or any
proposed, pending, or future requirement or restriction on any legal consumer product,
including its sale of marketing, including but not limited to the advocacy or promotion of
gun control.
3.8. For additional information, see Additional Requirement 12 at
http: / /www.cdc.gov /od /pgo /funding /grants /additional reg.shtm and Anti Lobbying
Restrictions for CDC Grantees at http://www.cdc.gov/od/pgo/funding/grants/Anti-,
Lobbying Restrictions for CDC Grantees July 2012.pdf.
4. Needle Exchange (Div. H, Title V, Sec. 522):
4.1. Notwithstanding any other provision of this Act, no funds appropriated in this Act shall be
used to carry out any program of distributing sterile needles or syringes for the hypodermic
injection of any illegal drug.
5. Restricts dealings with corporations with recent felonies (Div. E, Title VI, Sec. 623):
5.1. None of the funds made available by this Act may be used to enter into a contract,
memorandum of understanding, or cooperative agreement with, make a grant to, or
provide a loan or loan guarantee to any corporation that was convicted (or had an officer
or agent of such corporation acting on behalf of the corporation convicted) of a felony
criminal violation under any Federal or State law within the preceding 24 months, where
the awarding agency is aware of the conviction, unless the agency has considered
suspension or debarment of the corporation, or such officer or agent, and made a
determination that this further action is not necessary to protect the interests of the
Government.
6. Restricts dealings with corporations with unpaid federal tax liability (Div. E, Title VI, Sec. 622,
Div. H, Title V, Sec. 518):
6.1. None of the funds made available by this Act may be used to enter into a contract,
memorandum of understanding, or cooperative agreement with, make a grant to, or
provide a loan or loan guarantee to, any corporation that any unpaid Federal tax liability
that has been assessed, for which all judicial and administrative remedies have been
exhausted or have lapsed, and that is not being paid in a timely manner pursuant to an
agreement with the authority responsible for collecting the tax liability, where the
CHIP —THE CITY OF CH U LA VISTA —REACH 2015 (5834- 122 -04) Attachment A
2015 -06 -02 Agenda Packet Page 30
awarding agency is aware of the unpaid tax liability, unless the agency has considered
suspension or debarment of the corporation and made a determination that this further
action is not necessary to protect the interests of the Government.
7. Blocking access to pornography (Div. H, Title V, Sec. 528):
7.1. None of the funds made available in this Act may be used to maintain or establish a
computer network unless such network blocks the viewing, downloading, and exchanging
of pornography;
7.2. Nothing in subsection (7.1) shall limit the use of funds necessary for any Federal, State,
tribal, or local law enforcement agency or any other entity carrying out criminal
investigations, prosecution, or adjudication activities.
8. Rent or Space Costs:
8.1. Grantees are responsible for ensuring that all costs included in this proposal to establish
billing or final indirect cost rates are allowable in accordance with the requirements of the
Federal award(s) to which they apply, including 2 CFR Part 200, Uniform Administrative
Requirements, Cost Principles, and Audit Requirements for Federal Awards; 2 CFR Part 225,
Cost Principles for State, Local, and Indian Tribal Governments (OMB Circular A- 87); and 2
CFR Part 230, Cost Principles for Non - Profit Organizations (OMB Circular A -122).
8.2. The grantee also has a responsibility to ensure sub - recipients expend funds in compliance
with applicable federal laws and regulations.
8.3. Furthermore, it is the responsibility of the grantee to ensure rent is a legitimate direct cost
line item, which the grantee has supported in current and /or prior projects and these same
costs have been treated as indirect costs that have not been claimed as direct costs. If rent
is claimed as direct cost, the grantee must provide a narrative justification, which describes
their prescribed policy to include the effective date to the assigned Grants Management
Specialist (GMS) identified in the CDC Contacts for this award.
9. Trafficking In Persons: This award is subject to the requirements of the Trafficking Victims
Protection Act of 2000, as amended (22 U.S.C. Part 7104(8)). For the full text of the award
terms and conditions, see,
httio: / /www.cdc.Rov /od /DRo /funding /grants /Award Term and Condition for Trafficking in P
ersons_shtm
10. Cancel Year: 31 U.S.C. Part 1552(a) Procedure for Appropriation Accounts Available for Definite
Periods states the following, On September 30th of the 5th fiscal year after the period of
availability for obligation of a fixed appropriation account ends, the account shall be closed and
any remaining balances (whether obligated or unobligated) in the account shall be canceled and
thereafter shall not be available for obligation or expenditure for any purpose. An example is
provided below:
10.1. Fiscal Year (FY) 2014 funds will expire September 30, 2019. All FY 2014 funds should be
drawn down and reported to Payment Management Services (PMS) prior to September 30,
2019. After this date, corrections or cash requests will not be permitted.
11. Audit Requirement:
11.1. Domestic Organizations (including US -based organizations implementing projects with
foreign components): An organization that expends $500,000 or more in a fiscal year in
CHIP —THE CITY OF CH U LA VISTA —REACH 2015 (5834- 122 -04) Attachment A
2015 -06 -02 Agenda Packet Page 31
Federal awards shall have a single or program- specific audit conducted for that year in
accordance with the provisions of OMB Circular A -133.
11.2. The audit period is an organization's fiscal year. The audit must be completed along with a
data collection form (SF -SAC), and the reporting package shall be submitted within the
earlier of 30 days after receipt of the auditor's report(s), or nine (9) months after the end of
the audit period. The audit report must be sent to:
11.2.1. Federal Audit Clearing House Internet Data Entry System Electronic Submission:
https: // harvester. census. gov/ facides /(S(4rzyyznvfv025g20bfizszf2)) /account /login.a
spxx. AND Procurement & Grants Office, Risk Management & Compliance Activity_
Electronic Copy to: PGO.Audit.Resolution@cdc.gov.
11.2.2. After receipt of the audit report, the National External Audit Review Center will
provide audit resolution instructions. CDC will resolve findings by issuing Final
Determination Letters.
12. Audit requirements for Subrecipients:
12.1. The grantee must ensure that the subrecipients receiving CDC funds also meet these
requirements.
12.2. The grantee must also ensure to take appropriate corrective action within six months after
receipt of the subrecipient audit report in instances of non - compliance with applicable
Federal law and regulations (2 CFR 200 Subpart F and HHS Grants Policy Statement).
12.3. The grantee may consider whether subrecipient audits necessitate adjustment of the
grantee's own accounting records.
12.4. If a subrecipient is not required to have a program- specific audit, the grantee is still
required to perform adequate monitoring of subrecipient activities.
12.5. The grantee shall require each subrecipient to permit the independent auditor access to
the subrecipient's records and financial statements. The grantee must include this
requirement in all subrecipient contracts.
12.6. Note: The standards set forth in 2 CFR Part 200 Subpart F will apply to audits of fiscal years
beginning on or after December 26, 2014.
13. Federal Funding Accountability and Transparency Act (FFATA):
13.1. FFATA applies to new awards that have been made and noncompeting continuations that
were issued as new awards on or after October 1, 2010.
13.2. In accordance with 2 CFR Chapter 1, Part 170 Reporting Sub -Award And Executive
Compensation Information, Prime Awardees awarded a federal grant are required to file a
FFATA sub -award report by the end of the month following the month in which the prime
awardee awards any sub -grant equal to or greater than $25,000.
13.3. Pursuant to A -133 (see Section —.205(h) and Section—. 205(i)), a grant sub -award includes
the provision of any commodities (food and non -food) to the sub - recipient where the sub -
recipient is required to abide by terms and conditions regarding the use or future
administration of those goods. If the sub - awardee merely consumes or utilizes the goods,
the commodities are not in and of themselves considered sub - awards.
13.4.2 CFR Part 170: http://www.ecfr.gov/cgi- bin /text-
idx? SIO= 62cOc614004c0ada23cb6552e0adcdc6 &node =- 2:1.1.1.1.4 &rRn =div5# tor)
13.5. FFATA: www.fsrs.gov.
14. Reporting of First -Tier Sub - awards
CHIP — THE CITY OF CH U LA VISTA — REACH 2015 (5834- 122 -04) Attachment A
2015 -06 -02 Agenda Packet Page 32
7
14.1. Applicability : Unless you are exempt (gross income from all sources reported in last tax
return is under $300,000), you must report each action that obligates $25,000 or more in
Federal funds that does not include Recovery funds (as defined in section 1512(a)(2) of the
American Recovery and Reinvestment Act of 2009, Pub. L. 111 -5) for a sub -award to an
entity.
15. Reporting:
15.1. Report each obligating action of this award term to http: / /www.fsrs .gov.
15.2. For sub- award information, report no later than the end of the month following the month
in which the obligation was made. (For example, if the obligation was made on November
71 2010, the obligation must be reported by no later than December 31, 2010). You must
report the information about each obligating action that the submission instructions
posted at http: / /www.fsrs.gov.
16. Total Compensation of Recipient Executives:
16.1. You must report total compensation for each of your five most highly compensated
executives for the preceding completed fiscal year, if:
16.1.1. The total Federal funding authorized to date under this award is $25,000 or more;
16.1.2. In the preceding fiscal year, you received -
16.1.2.1.80 percent or more of your annual gross revenues from Federal
procurement contracts (and subcontracts) and Federal financial assistance
subject to the Transparency Act, as defined at 2 CFR Part 170.320 (and sub -
awards); and
16.1.2.2.$25,000,000 or more in annual gross revenues from Federal procurement
contracts (and subcontracts) and Federal financial assistance subject to the
Transparency Act, as defined at 2 CFR Part 170.320 (and sub - awards) ; and
16.1.2.3.The public does not have access to information about the compensation of
the executives through periodic reports filed under section 13(a) or 15(d) of
the Securities Exchange Act of 1934 (15 U.S.C. Part 78m(a), 78o(d)) or
section 6104 of the Internal Revenue Code of 1986. (To determine if the
public has access to the compensation information, see the U.S. Security
and Exchange Commission total compensation filings at
(http: / /www.sec.gov /answers /execomp.htm).
16.2. Report executive total compensation as part of your registration profile at
http: / /www.sam.gov. Reports should be made at the end of the month following the
month in which this award is made and annually thereafter.
17. Total Compensation of Sub - recipient Executives:
17.1. Unless you are exempt (gross income from all sources reported in last tax return is under
$300,000), for each first -tier sub - recipient under this award, you must report the names
and total compensation of each of the sub - recipient's five most highly compensated
executives for the sub - recipient's preceding completed fiscal year, if:
17.1.1. In the sub - recipient's preceding fiscal year, the sub - recipient received -
17.1.1.1.80 percent or more of its annual gross revenues from Federal procurement
contracts (and subcontracts) and Federal financial assistance subject to the
Transparency Act, as defined at 2 CFR Part 170.320 (and sub - awards); and
17.1.1.2.$25,000, 000 or more in annual gross revenues from Federal procurement
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contracts (and subcontracts), and Federal financial assistance subject to the
Transparency Act (and sub - awards); and
17.1.1.3.The public does not have access to information about the compensation of
the executives through periodic reports filed under section 13(a) or 15(d) of
the Securities Exchange Act of 1934 (15 U.S.C. Part 78m(a), 78o(d)) or
section 6104 of the Internal Revenue Code of 1986. (To determine if the
public has access to the compensation information, see the U.S. Security
and Exchange Commission total compensation filings at
(http: / /www.sec.gov /answers /execomp.htm).
17.2. You must report sub - recipient executive total compensation to the grantee by the end of
the month following the month during which you make the sub - award. For example, if a
sub -award is obligated on any date during the month of October of a given year (i.e.,
between October 1st and 31st), you must report any required compensation information
of the sub - recipient by November 30th of that year.
18. Definitions:
18.1. Entity means all of the following, as defined in 2 CFR Part 25 (Appendix A, Paragraph(C)(3)):
18.1.1. Governmental organization, which is a State, local government, or Indian tribe;
18.1.2. Foreign public entity;
18.1.3. Domestic or foreign non - profit organization ;
18.1.4. Domestic or foreign for - profit organization;
18.1.5. Federal agency, but only as a sub - recipient under an award or sub -award to a non -
Federal entity.
18.2. Executive means officers, managing partners, or any other employees in management
positions.
18.3. Sub - award: a legal instrument to provide support to an eligible sub - recipient for the
performance of any portion of the substantive project or program for which the grantee
received this award. The term does not include the grantees procurement of property and
services needed to carry out the project or program (for further explanation, see Sec. _.210
of the attachment to OMB Circular A -133, Audits of States, Local Governments, and Non -
Profit Organizations). A sub -award may be provided through any legal agreement, including
an agreement that the grantee or a sub - recipient considers a contract.
18.4. Sub - recipient means an entity that receives a sub -award from you (the grantee) under this
award; and is accountable to the grantee for the use of the Federal funds provided by the
sub - award.
18.5. Total compensation means the cash and non -cash dollar value earned by the executive
during the grantee's or sub - recipient's preceding fiscal year and includes the following (for
more information see 17 CFR Part 229.402(c)(2)):
18.5.1. Salary and bonus.
18.5.2. Awards of stock, stock options, and stock appreciation rights. Use the dollar amount
recognized for financial statement reporting purposes with respect to the fiscal year
in accordance with the Statement of Financial Accounting Standards No. 123
(Revised.2004) (FAS 123R), Shared Based Payments.
18.5.3. Earnings for services under non - equity incentive plans. This does not include group
life, health, hospitalization or medical reimbursement plans that do not discriminate
in favor of executives, and are available generally to all salaried employees.
18.5.4. Change in pension value.
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18.5.4.1.This is the change in present value of defined benefit and actuarial pension
plans.
18.5.4.1.1. Above - market earnings on deferred compensation which is not
tax- qualified.
18.5.4.1.2. Other compensation, if the aggregate value of all such other
compensation (e.g. severance, termination payments, value of
life insurance paid on behalf of the employee, perquisites or
property) for the executive exceeds $10,000.
19. GENERAL REQUIREMENTS
19.1. Travel Cost:
19.1.1. In accordance with HHS Grants Policy Statement, travel costs are only allowable
where such travel will provide direct benefit to the project or program. There must
be a direct benefit imparted on behalf of the traveler as it applies to the approved
activities of the NoA. To prevent disallowance of cost, the grantee is responsible for
ensuring that only allowable travel reimbursements are applied in accordance with
their organization's established travel policies and procedures. Grantees approved
policies must meet the requirements of 2 CFR Parts 200, 225 and 230, as applicable
and 45 CFR Parts 74 and 92, as applicable.
19.2. Food and Meals:
19.2.1. Costs associated with food or meals are allowable when consistent with OMB
Circulars and guidance, HHS Federal regulations, Program Regulations, HHS policies
and guidance. In addition, costs must be proposed in accordance with grantee
approved policies and a determination of reasonableness has been performed by
the grantees. Grantee approved policies must meet the requirements of 2 CFR Parts
200, 225 and 230, as applicable and 45 CFR Parts 74 and 92, as applicable.
19.3. Publications:
19.3.1. Publications, journal articles, etc. produced under a CDC grant support project must
bear an acknowledgment and disclaimer, as appropriate, for example:
19.3.1.1.This publication (journal article, etc.) was supported by the Grant or
Cooperative Agreement Number, DP005834, funded by the Centers for
Disease Control and Prevention. Its contents are solely the responsibility of
the authors and do not necessarily represent the official views of the Centers
for Disease Control and Prevention or the Department of Health and Human
Services.
19.4. Acknowledgment Of Federal Support:
19.4.1. When issuing statements, press releases, requests for proposals, bid solicitations
and other documeots describing projects or programs funded in whole or in part
with Federal money, all awardees receiving Federal funds, including and not limited
to State and local governments and grantees of Federal research grants, shall clearly
state:
19.4.1.1. Percentage of the total costs of the program or project which will be
financed with Federal money
19.4.1.2. Dollar amount of Federal funds for the project or program, and
19.4.1.3. Percentage and dollar amount of the total costs of the project or program
that will be financed by non - governmental sources.
20. Copyright Interests Provision:
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20.1. This provision is intended to ensure that the public has access to the results and
accomplishments of public health activities funded by CDC. Pursuant to applicable grant
regulations and CDC's Public Access Policy, Recipient agrees to submit into the National
Institutes of Health (NIH) Manuscript Submission ( NIHMS) system an electronic version of
the final, peer- reviewed manuscript of any such work developed under this award upon
acceptance for publication, to be made publicly available no later than 12 months after the
official date of publication. Also at the time of submission, Recipient and /or the Recipient's
submitting author must specify the date the final manuscript will be publicly accessible
through PubMed Central (PMC). Recipient and /or Recipient's submitting author must also
post the manuscript through PMC within twelve (12) months of the publisher's official date
of final publication; however the author is strongly encouraged to make the subject
manuscript available as soon as possible. The recipient must obtain prior approval from
the CDC for any exception to this provision.
20.2. The author's final, peer- reviewed manuscript is defined as the final version accepted for
journal publication, and includes all modifications from the publishing peer review process,
and all graphics and supplemental material associated with the article. Recipient and its
submitting authors working under this award are responsible for ensuring that any
publishing or copyright agreements concerning submitted articles reserve adequate right
to fully comply with this provision and the license reserved by CDC. The manuscript will be
hosted in both PMC and the CDC Stacks institutional repository system. In progress reports
for this award, recipient must identify publications subject to the CDC Public Access Policy
by using the applicable NIHMS identification number for up to three (3) months after the
publication date and the PubMed Central identification number (PMCID) thereafter.
21. Disclaimer for Conference /Meeting /Seminar Materials:
21.1. Disclaimers for conferences /meetings, etc. and /or publications: If a
conference /meeting /seminar is funded by a grant, cooperative agreement, sub -grant
and /or a contract the grantee must include the following statement on conference
materials, including promotional materials, agenda, and internet sites:
21.1.1. Funding for this conference was made possible (in part) by the Centers for Disease
Control and Prevention. The views expressed in written conference materials or
publications and by speakers and moderators do not necessarily reflect the official
policies of the Department of Health and Human Services, nor does the mention of
trade names, commercial practices, or organizations imply endorsement by the U.S.
Government.
22. Logo Use for Conference and Other Materials:
22.1. Neither the Department of Health and Human Services (HHS) nor the CDC logo may be
displayed if such display would cause confusion as to the funding source or give false
appearance of Government endorsement. Use of the HHS name or logo is governed by
U.S.C. Part 1320b -10, which prohibits misuse of the HHS name and emblem in written
communication. A non - federal entity is unauthorized to use the HHS name or logo
governed by U.S.C. Part 1320b -10. The appropriate use of the HHS logo is subject to review
and approval of the HHS Office of the Assistant Secretary for Public Affairs (OASPA) .
Moreover, the HHS Office of the Inspector General has authority to impose civil monetary
penalties for violations (42 CFR Part 1003). Accordingly, neither the HHS nor the CDC logo
can be used by the grantee without the express, written consent of either the CDC Project
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Officer or the CDC Grants Management Officer. It is the responsibility of the grantee to
request consent for use of the logo in sufficient detail to ensure a complete depiction and
disclosure of all uses of the Government logos. In all cases for utilization of Government
logos, the grantee must ensure written consent is received from the Project Officer and /or
the Grants Management Officer.
23. Equipment and Products:
23.1. To the greatest extent practicable, all equipment and products purchased with CDC funds
should be American -made. CDC defines equipment as tangible non- expendable personal
property (including exempt property) charged directly to an award having a useful life of
more than one year AND an acquisition cost of $5,000 or more per unit. However,
consistent with grantee policy, a lower threshold may be established. Please provide the
information to the Grants Management Officer to establish a lower equipment threshold to
reflect your organization's policy.
23.2. The grantee may use its own property management standards and procedures, provided it
observes provisions of in applicable grant regulations and OMB circulars.
24. Federal Information Security Management Act (FISMA):
24.1. All information systems, electronic or hard copy, that contain federal data must be
protected from unauthorized access. This standard also applies to information associated
with CDC grants. Congress and the OMB have instituted laws, policies and directives that
govern the creation and implementation of federal information security practices that
pertain specifically to grants and contracts. The current regulations are pursuant to the
Federal Information Security Management Act (FISMA), Title III of the E- Government Act of
20021 PL 107 -347.
24.2. FISMA applies to CDC grantees only when grantees collect, store, process, transmit or use
information on behalf of HHS or any of its component organizations. In all other cases,
FISMA is not applicable to recipients of grants, including cooperative agreements. Under
FISMA, the grantee retains the original data and intellectual property, and is responsible
for the security of these data, subject to all applicable laws protecting security, privacy, and
research. If /When information collected by a grantee is provided to HHS, responsibility for
the protection of the HHS copy of the information is transferred to HHS and it becomes the
agency's responsibility to protect that information and any derivative copies as required by
FISMA. For the full text of the requirements under Federal Information Security
Management Act (FISMA), Title III of the E- Government Act of 2002 Pub. L. No. 107 -347,
please review the following website: http : / /frwebgate.access.gpo.gov /c i-
bin /getdoc.cgi ?dbname =107 cons public laws &docid= f:publ347.107.pdf.
25. Pilot Program for Enhancement of Contractor Employee Whistleblower Protections:
25.1. Grantees are hereby given notice that the 48 CFR section 3.908, implementing section 828,
entitled "Pilot Program for Enhancement of Contractor Employee Whistleblower
Protections," of the National Defense Authorization Act (NOAH) for Fiscal Year (FY) 2013
(Pub. L. 112 -239, enacted January 2, 2013), applies to this award.
25.2. Federal Acquisition Regulations
25.2.1. As promulgated in the Federal Register, the relevant portions of 48 CFR section
3.908 read as follows (note that use of the term "contract," "contractor,"
"subcontract," or "subcontractor" for the purpose of this term and condition,
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should be read as "grant," "grantee," "subgrant," or "subgrantee "):
25.3.3.908 Pilot program for enhancement of contractor employee whistleblower protections.
25.3.1. 3.908 -1 Scope of section.
25.3.1.1.This section implements 41 U.S.C. 4712.
25.3.1.2.This section does not apply to-
25.3.1.2.1. DoD, NASA, and the Coast Guard; or Any element of the
intelligence community, as defined in section 3(4) of the
National Security Act of 1947 (50 U.S.C. 3003(4)). This section
does not apply to any disclosure made by an employee of a
contractor or subcontractor of an element of the intelligence
community if such disclosure -
25.3.1.2.1.1. Relates to an activity of an element of the
intelligence community; or
25.3.1.2.1.2. Was discovered during contract or subcontract
services provided to an element of the intelligence
community.
25.3.2. 3.908 -2 Definitions.
25.3.2.1.As used in this section -
25.3.2.1.1. "Abuse of authority" means an arbitrary and capricious exercise
of authority that is inconsistent with the mission of the executive
agency concerned or the successful performance of a contract of
such agency.
25.3.2.1.2. "Inspector General" means an Inspector General appointed
under the Inspector General Act of 1978 and any Inspector
General that receives funding from, or has oversight over
contracts awarded for, or on behalf of, the executive agency
concerned.
25.3.3. 3.908 -3 Policy.
25.3.3.1. Contractors and subcontractors are prohibited from discharging, demoting,
or otherwise discriminating against an employee as a reprisal for disclosing,
to any of the entities listed at paragraph (25.3.1.2.1) of this subsection,
information that the employee reasonably believes is evidence of gross
mismanagement of a Federal contract, a gross waste of Federal funds, an
abuse of authority relating to a Federal contract, a substantial and specific
danger to public health or safety, or a violation of law, rule, or regulation
related to a Federal contract (including the competition for or negotiation
of a contract). A reprisal is prohibited even if it is undertaken at the request
of an executive branch official, unless the request takes the form of a non -
discretionary directive and is within the authority of the executive branch
official making the request.
25.4. Entities to whom disclosure may be made.
25.4.1. A Member of Congress or a representative of a committee of Congress.
25.4.2. An Inspector General.
25.4.3. The Government Accountability Office.
25.4.4. A Federal employee responsible for contract oversight or management at the
relevant agency.
25.4.5. An authorized official of the Department of Justice or other law enforcement
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agency.
25.4.6. A court or grand jury.
25.4.7. A management official or other employee of the contractor or subcontractor who
has the responsibility to investigate, discover, or address misconduct.
25.5. An employee who initiates or provides evidence of contractor or subcontractor misconduct
in any judicial or administrative proceeding relating to waste, fraud, or abuse on a Federal
contract shall be deemed to have made a disclosure.
25.6.3.908 -9 Contract clause.
25.6.1. Contractor Employee Whistleblower Rights and Requirement to Inform Employees
of Whistleblower Rights (Sept. 2013)
25.6.1.1.This contract and employees working on this contract will be subject to the
whistleblower rights and remedies in the pilot program on Contractor
employee whistleblower protections established at 41 U.S.C. 4712 by
section 828 of the National Defense Authorization Act for Fiscal Year 2013
(Pub. L. 112 -239) and FAR 3.908 .
25.6.1.2.The Contractor shall inform its employees in writing, in the predominant
language of the workforce, of employee whistleblower rights and
protections under 41 U.S.C. 4712, as described in section 3.908 of the
Federal Acquisition Regulation
25.6.1.3.The Contractor shall insert the substance of this clause, including this
paragraph, in all subcontracts over the simplified acquisition threshold.
26. Additional Requirements
26.1. Funding for this Contract has been financed in part by Prevention and Public Health
Funding. All contractors, including both prime and subcontractors, are subject to audit by
appropriate federal entities. CHIP has the right to cancel, terminate, or suspend the
Contract if any contractor or subcontractor fails to comply with the reporting and
operational requirements contained herein.
26.2. Contractor shall comply with all provisions and requirements applicable to contracts
funded in whole or in part by Prevention and Public Health Funding as currently exist as of
the effective date of this Contract and as may be amended in the future, including, without
limitation, Pub. L. 111 -5, Div. A, Title XVI, § 1605 ( "Buy American "), Pub. L. 111 -5, Div. A,
Title XV, § 1515 ( "Access of Offices of Inspector General "), Pub. L. 111 -5, Div. A, Title IX, §
902 ( "Access of Government Accountability Office "), and Pub. L. 111 -5, Div. A, Title XV, §
1553 ( "Whistleblower Protections "), and any related regulations or guidance, as applicable.
26.3. FALSE CLAIMS ACT: Contractor agrees that it shall promptly notify CHIP and shall refer to an
appropriate federal inspector general any credible evidence that a principal, employee,
agent, subcontractor or other person has committed a false claim under the False Claims
Act or has committed a criminal or civil violation of laws pertaining to fraud, conflict of
interest, bribery, gratuity, or similar misconduct involving Federal funds.
26.4. DEPARTMENT OF HEALTH AND HUMAN SERVICES REGULATIONS: Contractor shall comply
with the following, which are incorporated into this Contract by reference:
26.4.1. Executive Order 11246 of September 24, 1965, entitled "Equal Employment
Opportunity," as amended by Executive Order 11375 of October 13, 1967, and as
supplemented in Department of Labor Regulations (41 CFR chapter 60)
26.4.2. Contractor shall provide access to CHIP, HHS, the Comptroller General of the United
States, or any of their duly authorized representatives to any books, documents,
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papers, and records of the contractor which are directly pertinent to that specific
contract for the purpose of making audit, examination, excerpts, and transcriptions.
26.4.3. Contractor shall retain all required records for three years after CHIP makes final
payments and all other pending matters are closed.
26.4.4. Contractor shall comply with all applicable provisions of 45 CFR Part 74 OMB
Circular A -110 relocated 2 CFR Part 215
(http: / /www.whitehouse.gov/ sites / default / files /omb /assets /omb /circulars /a110/2
cfr215- O.pdf) and with all clauses required by Federal statute and executive orders
and their implementing regulations, as applicable.
26.4.5. Contractor shall comply with Executive Order 13513. Contractor and its
subcontractors are prohibited both from texting while driving a Government owned
vehicle and /or using Government furnished electronic equipment while driving any
vehicle. Texting means reading from or entering data into any handheld or other
electronic device, including SMS texting, e- mailing, instant messaging, obtaining
navigational information, or engaging in any other form of electronic data retrieval
or electronic data communication. Driving means operating a motor vehicle on an
active roadway with the motor running, including while temporarily stationary due
to traffic, a traffic light, stop sign or otherwise. Driving does not include operating a
motor vehicle with or without the motor running when one has pulled over to the
side of, or off, an active roadway and has halted in a location where one can safely
remain stationary. Contractor is responsible for ensuring that its subcontractors are
aware of this prohibition and adhere to this prohibition. The requirement may be
accessed at: http: / /www.cdc.gov /od /pgo /funding /grants /additional reg.shtm.
27. CHIP Prime Terms and Conditions
27.1. Budget and Invoices
27.1.1. Compensation: As defined in the scope of work, the Contractor's compensation for Services under
this Agreement is as follows:
27.1.1.1. CHIP agrees to pay the Subrecipient a sum not to exceed thirty thousand dollars ($30,000)
for the project performance period of April 14, 2015 to September 30th, 2015.
27.1.1.2. CHIP shall reimburse Subrecipient not more often than monthly for allowable costs.
27.1.1.3. All invoices shall be submitted using a standard invoice provided by CHIP, which meets the
requirements of OMB Circular A -21. At a minimum, invoices shall include itemized current
and cumulative costs, a subaward number, an indication the invoice is for a subaward,
detailed expenses, and a signed certification as to truth and accuracy of invoice.
27.1.1.4. Subrecipient shall submit an invoice for services within 5 working days of the close of the
month. Payment by CHIP shall be made within 45 business days of CHIP's receipt of the
invoice for services.
27.1.1.5. There shall be no equipment purchased on this project by Subrecipient.
27.1.1.6. Allowable costs are only those indicated in Subrecipient budget (Attachment E). No
additional costs will be allowed.
27.1.1.7. No -cost extensions are not allowable for this contract.
27.1.1.8. All payments shall be considered provisional and subject to adjustment within the total
estimated cost in the event such adjustment is necessary as a result of an adverse audit
finding against the Subrecipient.
27.1.1.9. A final statement of cumulative costs incurred marked "FINAL," must be submitted to
CHIP's Financial Contact NOT LATER THAN thirty (30) days after subaward end date.
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27.1.1.10. Invoices shall be directed to:
Community Health Improvement Partners
Attn: Dan Fesperman
5095 Murphy Canyon Road, Suite #105
San Diego, CA 92123
27.2. In its performance of subaward work, Subrecipient shall be an independent entity and not
an employee or agent of CHIP.
27.3. Copyrights: CHIP grants subrecipient an irrevocable, royalty -free, non - transferable, non-
exclusive right and license to use, reproduce, make derivative works, display, and perform
publicly any copyrights or copyrighted material (including any computer software and its
documentation and /or databases) first developed and delivered under this Subaward
Agreement solely for the purpose of and only to the extent required to meet subrecipient's
obligations to CHIP under its Prime Award.
27.4. Data Rights: CHIP grants to subrecipient the right to use data created in the performance
of this Subaward Agreement solely for the purpose of and only to the extent required to
meet subrecipient's obligations to CHIP under its Prime Award.
27.5. Each party shall be responsible for its negligent acts or omissions and the negligent acts or
omissions of its employees, officers, or directors, to the extent allowed by law.
27.6. Either party may terminate this subaward with thirty (30) days' written notice to the other
party's Administrative Contact, as shown in Attachment C.
27.7. The Subaward is subject to the terms and conditions of the Prime Award and other special
terms and conditions, as identified as part of Attachment A.
27.8. Matters concerning the request or negotiation of any changes in the terms, conditions, or
amounts cited in this subaward, and any changes requiring prior approval, should be
directed to the appropriate party's Administrative Contact, as shown in Attachment C. Any
such changes made to this subaward agreement require the written approval of each
party's Authorized Official, as shown in Attachment C.
28. Subrecipient Status
It is the express intention of the parties that the Subrecipient is an independent contractor and not any
employee, agent, joint venturer or partner of CHIP. Nothing in this Agreement shall be interpreted or construed
as creating or establishing the relationship of employer and employee between CHIP and Subrecipient or any
employee or agent of Subrecipient. Both parties acknowledge that Subrecipient is not an employee of CHIP, or
any of its related entities, for state or federal tax purposes. Subrecipient shall retain the right to perform
services for others during the term of this Agreement.
29. Confidential and Proprietary Information and Materials
29.1. During and after the term of this Agreement, Subrecipient agrees to (i) maintain as strictly
confidential, and (ii) not to use for the benefit of Subrecipient or any third party, any
information obtained from CHIP or developed in the course of Subrecipient's Services
under this Agreement, which information is of a confidential, private and /or proprietary
nature and was not previously known to Subrecipient or publicly available prior to
disclosure of such information to Subrecipient by CHIP, or prior to development of such
information under this Agreement ( "Confidential Information "). Such information includes,
but is not limited to, hospital specific data and policies and procedures. This obligation will
cease only when such information becomes publicly available through publication by CHIP
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or rightful publication by others.
29.2. Upon the termination of this Agreement, Subrecipient agrees to transfer and return to
CHIP any materials containing confidential and proprietary information thereof, including
all copies, in Subrecipient's possession, whether prepared by Contractor or others.
29.3. If Subrecipient utilizes subcontractors or employees, Subrecipient will assure that each
subcontractor or employee maintains Confidential Information obtained from CHIP or
developed in the course of Subrecipient's Services under this Agreement, as set forth
above.
30. Cooperation by CHIP
30.1. CHIP agrees to comply with all reasonable request of Subrecipient and provide access to all
documents reasonably necessary to the performance of Subrecipient's duties under this
Agreement.
31. Waiver of Benefits
31.1. Subrecipient agrees and certifies that he /she understands that as a contractor he /she is
not entitled to participate in any benefit plans, programs or policies maintained by CHIP for
the benefit of its employees, whether currently in effect or adopted in the future (the
"CHIP Plans "). If Subrecipient is determined by a court of competent jurisdiction or any
state or federal agency to be a common -law employee of CHIP for federal or state
employment tax purposes or for any other purposes under any applicable local, state or
federal law, Subrecipient also agrees and certifies that:
31.1.1. he /she may have a right to participate in the CHIP Plans, including participation
retroactive to the date such Subrecipient is determined to have been a common -
law employee, and has been provided with copies of the summary plan descriptions
for those plans;
31.1.2. notwithstanding such right to participate in the CHIP Plans, Subrecipient specifically
and voluntarily waives, in connection with his /her acceptance of this Agreement,
the right to participate in the CHIP Plans on an irrevocable basis;
31.1.3. he /she understands that as a result of this waiver, Subrecipient has irrevocably
waived his /her rights to participate in the CHIP Plans for all periods of service with
CHIP and understands that by giving up such rights of participation in the CHIP
Plans, he /she has given up all rights to receive any benefit under each such CHIP
Plan;
31.1.4. he /she hereby releases CHIP, its affiliated entities, officers, directors, employees,
trustees and agents from any and all claims, charges, demands, rights, liabilities and
causes of action with respect to, or arising out of this waiver of Subrecipient's rights
to participate in the CHIP Plans and understands that this release includes, but is
not limited to, the Employee Retirement Income Security Act, the Internal Revenue
Code, any local, state or federal tax or any other local, state, or federal laws; and
31.1.5. he /she acknowledges that CHIP has advised Subrecipient to consult with his /her
private attorney prior to signing this Agreement and he /she has had ample
opportunity to do so, and further acknowledges that he /she has read and
understands this waiver and that his /her agreement to this release is truly voluntary
and without duress.
32. Liability /Indemnity
CHIP —THE CITY OF CH U LA VISTA —REACH 2015 (5834- 122 -04) Attachment A
2015 -06 -02 Agenda Packet Page 42
17
32.1. Subrecipient shall indemnify and hold CHIP harmless against any and all losses, damages,
costs, expenses or attorney's fees resulting from or in any way arising out of a breach of
any warranty, covenant or agreement by Subrecipient under this Agreement. Subrecipient
will further indemnify and hold CHIP harmless against any and all losses, damages, costs,
expenses or attorney's fees resulting from Subrecipient's Services undertaken pursuant to
this Agreement.
32.2. Subrecipient further agrees to indemnify and hold CHIP harmless from any and all
damages, including public liability or property damage or any bodily injury or damage to
the third - parties' property arising out of the operation of any motor vehicle used or driven
by Subrecipient in connection with work under this Agreement. Subrecipient further
agrees to carry public liability and property damage insurance on any vehicle used in
connection with the provision of Services under this Agreement, with limits sufficient to
completely cover any damages claimed, with CHIP named as additional insured.
Subrecipient agrees to furnish CHIP with proof of such required insurance coverage by
means of a Certificate of insurance, to be maintained on a current basis in the amount of
$1,000,000.
33. Subrecipient's Employees
33.1. Subrecipient shall furnish at its own discretion, selection, and expense, any labor required incidental to the
performance of Services involved in the performance of this Agreement.
33.2. Subrecipient shall be solely responsible for the direction and control of the employees, agents, and /or
servants of Subrecipient, if any, performing labor pursuant to this agreement, including the selection,
hiring, firing, supervision, assignment and direction, the setting of wages, hours, and working conditions,
and the adjustment of their grievances. Subrecipient shall determine the method, means and manner of
the performance of the work of its employees, agents, and /or servants, if any, in their performance of this
Agreement. Subrecipient agrees to indemnify CHIP from any and all claims brought by any individual
selected by Subrecipient to perform services against CHIP, including attorney's fees and costs of defense
that may arise from, relate to, or result in any manner from services performed pursuant to this section.
33.3. Subrecipient assumes full and sole responsibility for the payment of all wages, benefits and expenses of its
employees, if any, and for all state and federal tax withholdings, unemployment insurance, social security
taxes, and workers' compensation insurance coverage as to all persons employed by Subrecipient in the
performance of services under this Agreement, and Subrecipient shall be responsible for meeting and
fulfilling the requirements of all statutes and regulations now or hereafter prescribed by legally constituted
authority with respect thereto. CHIP shall not be responsible for the wages, benefits or expenses of
Subrecipient's employees, agents and /or servants, nor for the income tax withholding, social security,
workers' compensation insurance, unemployment, or other payroll taxes of the Subrecipient's employees,
agents and /or servants. Subrecipient shall indemnify, save and hold harmless CHIP from any and all liability
CHIP may incur because of Subrecipient's failure to comply with this section, a contract or any common
law, statute, or regulation relating to employment discrimination, retaliation, harassment or any
employment related action.
33.4. If Subrecipient elects to hire individuals to perform services related to this Agreement, Subrecipient shall
provide CHIP with evidence of current Workers' Compensation insurance coverage for such employees.
33.5. CHIP shall neither have nor exercise disciplinary authority or control over Subrecipient's employees, agents
and /or servants, shall have no authority to supervise or direct Subrecipient's employees, agents and /or
servants in the performance of their work for Subrecipient, and shall have no authority or right to select,
approve, hire, or discipline any of Subrecipient's employees, agents and /or servants. However,
Subrecipient shall ensure that its employees, agents and /or servants engaged in the performance of
CHIP —THE CITY OF CH U LA VISTA —REACH 2015 (5834- 122 -04) Attachment A
2015 -06 -02 Agenda Packet Page 43
17 7
•
services for CHIP all have the experience, competence and skill necessary to perform the Services in a
professional manner.
33.6. CHIP is not authorized to withhold state or federal income taxes, social security taxes, unemployment
insurance taxes, or any other local, state or federal tax on behalf of Subrecipient or Subrecipient's
employees, agents and /or servants.
33.7. All pay, benefits, and working conditions of Subrecipient's employees, agents and /or servants are a matter
of agreement solely between Subrecipient and its employees, agents and /or servants. Subrecipient and
Subrecipient's employees, agents and /or servants shall receive no vacation or holiday pay from CHIP and
they shall not participate in any welfare plans or other CHIP plans or benefits enjoyed by CHIP employees.
33.8. CHIP shall have no obligation or responsibility to Subrecipient or Subrecipient's employees, agents and /or
servants on any fine, cost or expense incurred by Subrecipient or any of his /her employees, agents and /or
servants by reason of Subrecipient's violation of any law, rule, statute, ordinance or regulation of any and
all governmental authority or authorities.
33.9. Subrecipient shall not induce nor attempt to induce or solicit any CHIP employee or independent
contractor to terminate his /her relationship with CHIP in order to work for the Subrecipient or any entity
with which the Subrecipient is affiliated during the term of this Agreement.
34. Miscellaneous
34.1. No Assignment: This Agreement may not be subcontracted or assigned by Subrecipient without the prior
written consent of CHIP.
34.2. Governing Law and Venue: This Agreement shall be construed and enforced in accordance with the laws of
the State of California. All disputes arising out of this Agreement shall be filed in Sacramento County
Superior Court, which shall have sole and exclusive jurisdiction with respect to the enforcement or
interpretation of the Agreement. Each party consents to the jurisdiction of Sacramento County Superior
Court.
34.3. Severability: The invalidity or un- enforceability of one or more provisions of this Agreement shall not
affect the validity or enforceability of any of the other provisions hereof and this Agreement shall be
construed in all respects as if such invalid or un- enforceable provisions were omitted.
34.4. Notices: Any notice required to be made or given to either party hereto shall be made by personal
delivery, telegram, telex, fax, mailgram, certified or registered mail return receipt requested, postage
prepaid, and addressed to such party at its address set forth below or to such other address as such party
shall designate by written notice.
COMMUNITY HEALTH IMPROVEMENT PARTNERS
5095 Murphy Canyon Drive, Suite 105
San Diego, CA 92123
Attn: Kristin Garrett Montgomery, President & CEO
COMMUNITY HEALTH IMPROVEMENT PARTNERS Contract Administrator
5095 Murphy Canyon Drive, Suite 105
San Diego, CA 92123
Attn: Dan Fesperman
CITY OF CHULA VISTA
276 Fourth Avenue
Chula Vista, CA 91910
Attn: Gary Halbert, City Manager
CHIP — THE CITY OF CH U LA VISTA — REACH 2015 (5834- 122 -04) Attachment A
2015 -06 -02 Agenda Packet Page 44
19
CITY OF CHULA VISTA Contract Administrator
276 Fourth Avenue
Chula Vista, CA 91910
Attn: Brendan Reed
34.5. Entirety: This Agreement sets forth the full and complete understanding of the parties and its provisions
shall not be modified, or waived, in whole or in part, except by a written amendment signed by
Subrecipient and CHIP. This Agreement supersedes any and all agreements, either oral or written, between
the parties with respect to the rendering of services by Subrecipient for CHIP and contains all the covenants
and agreements between the parties with respect to the rendering of such services in any manner
whatsoever. Each party to this Agreement acknowledges that no representations, inducements, promises
or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party,
that are not embodied herein, and that no other agreement, statement, or promise not contained in this
agreement shall be valid or binding.
35. ENFORCEABILITY:
35.1. Subrecipient agrees that if it fails to comply with all applicable federal requirements
governing the use of Prevention and Public Health Funding funds, CHIP may withhold or
suspend, in whole or in part, funds awarded under the program, or recover misspent funds
following an audit. This provision is in addition to all other remedies available to CHIP
under all applicable state and federal laws.
35.2. Subrecipient shall notify CHIP's Authorized Representative within 15 days if any answers
provided with this agreement change or if a mistake in completing this agreement is
discovered.
36. Debarment, Suspension, and Other Responsibility Matters
36.1. As a subrecipient of federal funds under this Agreement, Subrecipient certifies that it, its
principals, its employees and its subcontractors:
36.1.1. Are not presently debarred, suspended, proposed for debarment, declared
ineligible or voluntarily excluded from covered transactions by any Federal
Department or agency;
36.1.2. Have not within a 3 -year period preceding this Agreement been convicted of or had
a civil or administrative judgment rendered against them for the commission of
fraud or a criminal offense or civil action in connection with obtaining, attempting
to obtain, or performing a public (Federal, State, or local) transaction; violation of
Federal or State anti -trust statutes or commission of embezzlement, theft, forgery,
bribery, falsification, or destruction of records, making false statements, receiving
stolen property; physical, financial or sexual abuse or misconduct with a patient or
client, or medical negligence or malpractice;
36.1.3. Are not presently indicted or otherwise criminally, civilly or administratively charged
by a government entity (Federal, State, or local) with commission of any of the
offenses enumerated in the paragraph above; and
36.1.4. Have not within a 3 -year period preceding this agreement had one or more public
transaction (Federal, State, or local) terminated for cause or default.
37. OMB Circular A- 133 /Audit Assurance
37.1. Subrecipient assures CHIP that it complies with A -133 as applicable, or will provide audit or
CHIP — THE CITY OF CH U LA VISTA — REACH 2015 (5834- 122 -04) Attachment A
2015 -06 -02 Agenda Packet Page 45
20
financial information to CHIP as requested. Subrecipient further assures that it will notify
CHIP of completion of required audits and of any adverse findings which relate to or may
impact this subaward.
CHIP —THE CITY OF CH U LA VISTA —REACH 2015 (5834- 122 -04) Attachment A
2015 -06 -02 Agenda Packet Page 46
ATTACHMENT B
CHIP CONTRACT NUMBER 5834- 122 -04
AGREEMENT WITH THE CITY OF CHULA VISTA FOR RACIAL AND
ETHNIC APPROACHES TO COMMUNITY HEALTH (REACH) 2015
SCOPE OF WORK
1. Scope of Work
Contractor shall provide services for the Racial and Ethnic Approaches to Community Health Project
( "Project ") in the area of Evaluation and Communications. The Project supports effective
implementation of existing policy, systems, and environmental improvements, and offers
opportunities for the western Chula Vista community to take comprehensive action to address risk
factors contributing to the most common and debilitating chronic conditions including poor nutrition
and physical inactivity. Project activities will focus on improving access to healthy foods and
beverages and opportunities for physical activity. Contractor shall establish communications
strategies and media opportunities. The contractor will provide evaluation support of implemented
components of the projects.
2. Backiround Information
REACH is a national program financed in part by Prevention and Public Health funding
and administered by the Centers for Disease Control and Prevention (CDC) aimed at
reducing racial and ethnic disparities in health. Through REACH, CDC supports awardee
partners that establish community -based programs and culturally tailored interventions
serving African Americans, American Indians, Hispanics /Latinos, Asian Americans,
Alaska Natives, and Pacific Islanders.
The REACH partners use community- based, participatory approaches to identify, develop, and
disseminate effective strategies for addressing health disparities across a wide range of health priority
areas such as cardiovascular disease, diabetes, breast and cervical cancer, infant mortality, asthma,
immunization, and obesity. Because the causes of racial and ethnic health disparities are complex and
include individual, community, societal, cultural, and environmental factors, REACH's approaches cut
across a number of evidence- and practice -based interventions.
Community Health Improvement Partners (CHIP) applied for and was awarded REACH funding
for the Project through September 29th, 2015. These funds will be used to address nutrition and
physical activity risk factors in two high risk zip codes in Chula Vista, California (91910 and 91911).
These are contiguous zip codes located in western Chula Vista, with 91910 bordering the northern
edge of 91911. According to San Diego Association of Governments (SANDAG) Demographic &
Socio- Economic Estimates for January 2013, the combined population in these two zip codes is
160,617. Community members in zip codes 91910 and 91911 are 67.13% Hispanic; 18.45% White;
3.05% Black; 0.27% AI; 8.75% Asian/Pacific Islander A /PI; and 2.32% Other. The median
household income adjusted for inflation for zip codes 91910 and 91911 is below that of the city as a
whole at $53,003 and $57,065, respectively. The American Community Survey (U.S. Census data)
estimates that 12,735 residents in the targeted zip codes are ages 0 to 5 and of those, 9,826 are
Hispanic.
CHIP will act as the lead organization for the Project, responsible for overall coordination and
reporting. CHIP achieves its mission using a Community Based Participatory Approach (CBPA) by
forming initiatives, coalitions or work teams, targeting priority health issues identified by the
community health needs assessment (CHNA). With core functions of assessment, outreach,
education and advocacy, program development, and collaboration, CHIP's current programs focus in
the areas of obesity prevention, mental health, and access to care, all priority issue areas identified in
the most recent (2013) CHNA. This partnership with the subrecipient will allow REACH to have a
maximum impact in the proposed zip codes. The subrecipient shall provide support throughout the
length of the contract.
3. Goals, Objectives, and Requirements for Delivery
CHI P — THE CITY OF CH U LA VISTA — REACH 2015 (5834- 122 -04) Attachment 6
2015 -06 -02 Agenda Packet Page 47
ATTACHMENT B
CHIP CONTRACT NUMBER 5834- 122 -04
AGREEMENT WITH THE CITY OF CHULA VISTA FOR RACIAL AND
ETHNIC APPROACHES TO COMMUNITY HEALTH (REACH) 2015
SCOPE OF WORK
3.1. Subrecipient will support the review of the Chula Vista General Plan and make amendments to
include health language, if appropriate.
3.2. Subrecipient will provide support and assistance to improve or implement policies to support
healthy food access.
3.3. Subrecipient will provide support and assistance to improve or implement policies to support
physical activity /active transportation.
3.4. Subrecipient will provide support and assistance to complete a Community Needs Assessment
to support the revision of the Parks and Recreation Master Plan.
3.5. Subrecipient will provide support and assistance to complete a Health Impact Assessment on
the Healthy Chula Vista Action Plan.
4. Target Population and Geographic Area
4.1. Target Populations: Contractor shall provide the services described herein to the
following target population:
4.1.1.This REACH intervention targets all Hispanic individuals within the designated
Geographic Area.
4.2. Geographic Area
4.2.1.The REACH interventions are to be implemented in the Chula Vista zip codes of 91910
and 91911.
5. Definitions
5.1. Dun and Bradstreet Data Universal Numbering System (DUNS)
5.1. LA unique nine -digit identification number used to identify organizations and is assigned
to organizations by Dun and Bradstreet.
5.2. Interventions
5.2.1. Interventions are the means to achieve the goals and objectives of each Project area.
5.3. Project
5.3.1. Project for the purposes of this Contract is the federal Centers for Disease Control - funded
Racial and Ethnic Approaches to Community Health (REACH) Project and includes all
funding and deliverables in this Contract.
6. Data Collection and Reporting Reg uirements
6.1. The Subrecipient shall complete four (4) categories of REACH reports to CHIP: (I) Monthly Fiscal Cost Report;
(2) Monthly Performance Report; (3) Final Report; and (4) Intervention Reports for submission to CHIP.
Submission dates are listed below. For the Monthly Fiscal Cost Report, the Subrecipient shall comply with
all REACH reporting requirements outlined in Section 1512 Requirements, as stated in Section 3.7 of this
Statement of Work. Subrecipient shall provide any additional reports and follow -up information as requested by
CHIP. Matters concerning the technical performance of this subaward should be directed to the appropriate
party's PI, as shown in Attachment C. Technical reports are required as shown in Attachments B and D.
6.2. REACH Monthly Fiscal Cost Report
6.2.1. Subrecipient shall submit electronic monthly fiscal cost and data report including
Section 1512 Requirements to CHIP by the fifth (5th) day after the end of the
reporting month. CHIP will provide a template format and instructions for the
report. The Subrecipient shall provide any additional follow -up information and reports
requested by CHIP.
6.2.2. Weekends and holidays are no exception to this reporting deadline.
6.3. REACH Monthly Performance Report
6.3.1. Subrecipient shall submit by the fifth (5th) day after the end of the reporting month an
electronic Monthly Performance Report to CHIP. The Subrecipient shall provide any
additional follow- up information and reports requested by CHIP. CHIP will provide a
template format and instructions for the report. The monthly report shall include:
6.3.1.1. Progress
CH I P — TH E CITY OF CH U LA VISTA — REACH 2015 (5834- 122 -04) Attachment 6
2015 -06 -02 Agenda Packet Page 48
ATTACHMENT B
CHIP CONTRACT NUMBER 5834- 122 -04
AGREEMENT WITH THE CITY OF CHULA VISTA FOR RACIAL AND
ETHNIC APPROACHES TO COMMUNITY HEALTH (REACH) 2015
SCOPE OF WORK
6.3.1.2. Challenges
6.3.1.3. Documentation of activities completed to meet the goals and objectives of
this Contract
6.3.2. Weekends and holidays are no exception to this reporting deadline.
6.4. REACH Final Report
6.4.1. Subrecipient shall
submit an electronic Draft Final Report by the August 31, 2015 and a
Final Report by September 30, 2015 for review and approval by CHIP, covering the total
Contract Term.
6.4.1.1. Report shall be suitable for mass distribution and provide information including:
6.4.1.1.1.
Executive Summary
6.4.1.1.2.
Program Accomplishments
6.4.1.1.3.
Status of Agreement Objectives
6.4.1.1.4.
Lessons Learned
6.4.1.1.5.
Evaluation Outcomes
6.4.1.1.6.
Sustainability Plan (if applicable)
6.4.1.1.7.
Any unanticipated or additional accomplishments
7. Debarment Requirements
7.1. Subrecipient shall supply all necessary information for debarment screening, including:
7.1.1. Legal first and last name of any employee working on subcontract.
CHI P — THE CITY OF CH U LA VISTA — REACH 2015 (5834- 122 -04) Attachment 6
2015 -06 -02 Agenda Packet Page 49
ATTACHMENT C
Authorized Representatives
CHIP CONTACTS
SUBRECIPIENT CONTACTS
Authorized Official Contract Officer:
Authorized Official Contract Officer:
Dan Fesperman
Brendan Reed
5095 Murphy Canyon Road, Suite #105
276 Fourth Avenue
San Diego, CA 92123
Chula Vista, CA 91910
Phone: 858- 609 -7982
Phone: 619 - 409 -5889
Email: dfesperman@sdchip.org
Email: breed@chulavistaca.gov
Principal Investigator:
Principal Investigator:
Cheryl Moder
Brendan Reed
5095 Murphy Canyon Road, Suite #105
276 Fourth Avenue
San Diego, CA 92123
Chula Vista, CA 91910
Phone: 858- 609 -7961
Phone: 619 - 409 -5889
Email: cmoder@sdchip.org
Email: breed@ chulavistaca.gov
Financial Representative
Financial Representative:
Kristin Garrett Montgomery
Gary Halbert
5095 Murphy Canyon Road, Suite #105
276 Fourth Avenue
San Diego, CA 92123
Chula Vista, CA 91910
Phone: 858- 609 -7974
Phone: 619 - 691 -5031
Email: kgarrett@sdchip.org
Email: ghalbert@chulavistaca.gov
2015 -06 -02 Agenda Packet Page 50
Attachment D
REACH Reporting Requirements
Definition. "Reporting" includes invoicing and technical reporting.
Invoicing. Subrecipient must invoice the Prime Recipient:
F-1 not less often than quarterly
@ not less often than monthly
Amendment for Updated Reporting Requirements. A unilateral amendment may be issued to update
reporting requirements in response to any additional requirements or guidance from the CDC including, but not
limited to, the definition of terms and data elements, and specific instructions for reporting and report formats.
Name of Contact Person
Brendan Reed
Mailin g Street Address
City of Chula Vista
276 Fourth Avenue
Mailing Street Address 2
Place of Performance City, State, Zip
Chula Vista, CA 91910 -2631
Code (zip code + four)
619 - 409 -5889
Telephone
619- 476 -5310
Fax
breed@chulavistaca.gov
Email
2015 -06 -02 Agenda Packet Page 51
Attachment D
REACH Reporting Requirements
Data to be Reported
A Technical ReUorting. In addition to any other technical reporting requirements set forth under this Subaward Agreement,
when requested by the CHIP, the Subrecipient shall provide a brief update on cumulative programmatic achievements,
including significant deliverables or milestones reached.
1L Research Subaward Agreement data elements
Sub Recipient DUNS
078726551
Sub Recipient Congressional District
51
Sub Recipient Legal Name, Address, City, State, Zip
City of Chula Vista
(zip plus four)
276 Fourth Avenue
Chula Vista, CA 91910 -2631
95- 6000690
Sub Recipient EIN
Sub Recipient CCR registration, Yes or No
Yes
$30,000
Amount f r
ou t Subaward d
2015 -06 -02 Agenda Packet Page 52
Attachment D
REACH Reporting Requirements
C. Performance Site
Subrecipient shall identify the physical location of the Primary Place of Performance of the Subaward.
Place of Performance Street Address 1
276 Fourth Avenue
Place of Performance Street Address 2
Place of Performance City
Chula Vista
Place of Performance State (two character code)
CA
Place of Performance Zip (zip code+ four)
91910 -2631
Place of Performance Congressional District (two digit code)
51
Place of Performance Country Code (two character code)
us
2015 -06 -02 Agenda Packet Page 53
Attachment D
REACH Reporting Requirements
D. Most High1V Compensated Officers
Subrecipient shall provide the names and total compensation of the five most highly compensated officers of the
Subrecipient entity if the following items (1) and (2) apply.
If either item (1) or (2) does not apply, the Subrecipient's report shall include a statement certifying this.
If these items do apply, but there is no change in the most highly compensated individuals or their total
compensation, the Subrecipient's report shall include a statement certifying this.
(1) The Subrecipient in its preceding fiscal year received
(a) 80 percent or more of its annual gross revenues in Federal awards; and
(b) $25,000,000 or more in annual gross revenues from Federal awards; and
(2) The public does not have access to information about the compensation of the senior executives of the
entity through periodic reports filed under section 13(a) or 15(d) of the Securities Exchange Act of 1934 (15
U.S.C. 78m(a), 78o(d)) or section 6104 of the Internal Revenue Code of 1986 [26 USC § 6104].
"Total compensation" means the cash and non -cash dollar value earned by the executive during the
Subrecipient's past fiscal year of the following (for more information see 17 CFR 229.402(c) (2)):
(i). Salary and bonus.
(ii). Awards of stock, stock options, and stock appreciation rights. Use the dollar amount recognized for
financial statement reporting purposes with respect to the fiscal year in accordance with FAS 123R.
(iii). Earnings for services under non - equity incentive plans. Does not include group life, health,
hospitalization or medical reimbursement plans that do not discriminate in favor of executives, and are
available generally to all salaried employees.
(iv). Change in pension value. This is the change in present value of defined benefit and actuarial
pension plans.
(v). Above - market earnings on deferred compensation which are not tax qualified. (vi). Other
compensation. For example, severance, termination payments, value of life insurance paid on behalf of
the employee, perquisites or property if the value for the executive exceeds $10,000.
HIGHLY COMPENSATED OFFICERS
Exempt from reporting compensation (Yes or Yes
No)?
If not exempt per Section 1512 of ARRA
Officer 1 Name
Officer 1 Compensation
Officer 2 Name
Officer 2 Compensation
Officer 3 Name
Officer 3 Compensation
Officer 4 Name
Officer 4 Compensation
Officer 5 Name
Officer 5 Compensation
2015 -06 -02 Agenda Packet Page 54
Attachment D
REACH Reporting Requirements
E. Vendor Payments Eaual to or in Excess of 525.000.
Subrecipient must report, for any payments made to a single vendor equal to or greater than $25,000, the identity of the vendor.
Subrecipient shall report the vendor name and DUNS number if available. If the DUNS is not available, the Subrecipient shall report
on the vendor name and zip code of the vendor's headquarters. Subrecipient will provide an estimate of vendor jobs created and
retained including a brief description of the methodology used to calculate FTE estimates. For more information on how to perform
this calculation, please see OMB Guidance M10 -08 (found athttp: / /www.whitehouse.gov /omb /assets /memoranda 2010 /m10- 08.pdf).
Please insert more rows as needed.
VENDOR DATA
Vendor DUNS (9 digit)
Vendor Name
Vendor Headquarters Zip Code (zip code plus 4)
Product /S ervice Description(s)
Payment Amount
Vendor Jobs created and retained related to this purchase (FTEs)
Job Titles
Describe how you calculated the FTE(s)
2015 -06 -02 Agenda Packet Page 55
ATTACHMENT E
City of Chula Vista
REACH BudLyet Narrative
The Environmental Resource Manager will provide general oversight and implementation of the REACH Chula Vista project at
$11,652 yearly (100 hours) and a Senior Secretary will provide limited administrative support at $728 annually (11 hours). In
addition, a Director of Recreation and Recreation Specialist I is requested at $11,186 (40 hours) and $6,434 (60 hours) yearly,
respectively, to coordinate the Parks & Recreation Master Plan - related components.
REACH Chula Vista activities within the City of Chula Vista will include providing assistance and support for amending the General
Plan, developing a Healthy Chula Vista Action Plan, and updating the Parks & Recreation Master Plan (Recreation Programming
component), and other policies to support healthy food access (e.g. edible landscaping and urban agriculture) and physical activity
(e.g. active transportation and complete streets principles). The above referenced activities support Performance Period Objective
(PPO) 02 — Annual Objectives (AO) 01 - 06 and PPO 03 AO 01- 06 of the CHIP Community Action Plan (CAP).
Total Grant: $30,000
City of Chula Vista
# of Hours
Direct Costs
Fringe
Fringe
I nd i rect
Total Request
Total Hourly
Rate
Environmental Resource Manager
$
72.38
Benefits
28.00
Costs
16.14
$
Environmental Resource Manager
100
$
7,238
$ 2,800
$
1,614
$
11,652
Director of Recreation
40
$
5,138
$ 2,126
$
3,922
$
11,186
Recreation Specialist 1
60
$
2,719
$ 1,301
$
2,414
$
6,434
Senior Secretary
11
$
427
$ 206
$
95
$
728
Totals 211 $ 15,522 $ 6,433 $ 81045 $ 30,000
Hourly Rates
Direct
Fringe
Indirect
Total Hourly
Rate
Environmental Resource Manager
$
72.38
$
28.00
$
16.14
$
116.52
Director of Recreation
$
128.45
$
53.14
$
98.05
$
279.64
Recreation Specialist 1
$
45.32
$
21.69
$
40.23
$
107.24
Senior Secretary
$
39.29
$
18.95
$
8.76
$
67.00
2015 -06 -02 Agenda Packet Page 56
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING A SUB-AWARD AGREEMENT
WITH COMMUNITY HEALTH IMPROVEMENT PARTNERS
FOR THE RACIAL AND ETHNIC APPROACHES TO
COMMUNITY HEALTH PROJECT, (2) AUTHORIZING THE
MAYOR TO EXECUTE THE AGREEMENT AND THE CITY
MANAGER TO EXECUTE ALL OTHER DOCUMENTS
NECESSARY TO IMPLEMENT THE AGREEMENT, AND (3)
APPROPRIATING $30,000 TO THE FISCAL YEAR 2014/2015
FEDERAL GRANTS FUND TO BE OFFSET BY
UNANTICIPATED REVENUE
WHEREAS, jurisdictions are becoming increasingly aware that cities play a critical role
in supporting the health and well -being of their communities,
WHEREAS, the City has also been implementing its multi - department Healthy Chula
Vista initiative over the last year, which focuses on integrating public health considerations
across municipal capital projects, plans, and services,
WHEREAS, factors such as education levels, economic opportunities, health care access,
transportation options, and public safety can lead to health disparities between different races and
ethnicities,
WHEREAS, Community Health Improvement Partners recently received funding
through the Center for Disease Control and Prevention's Racial and Ethnic Approaches to
Community Healthy (REACH) program to promote healthy eating and physical activity to
Latinos living in the City's 91910 and 91911 zip codes, and
WHEREAS, the REACH project will also provide the City with no -cost technical
assistance and staff time funding to develop policies and plans supporting healthy food access
and active transportation.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula
Vista, that it:
1. Approves a Sub -Award Agreement with Community Healthy Improvement
Partners for the REACH project in the form presented, with such minor
modifications as may be required or approved by the City Attorney, a copy of
which is on file in the office of the City Clerk;
2. Authorizes and directs the Mayor to execute the Agreement and the City Manager
to execute all other documents necessary to implement the Agreement; and
2015 -06 -02 Agenda Packet Page 57
3. Approves arevenue- offset appropriation of $30,000 to the Other Expenses
category of the Federal Grants Fund for Fiscal Year 2015.
Presented by
Richard A. Hopkins
Public Works Director
Approved as to form by
Glen R. Googins
City Attorney
2015 -06 -02 Agenda Packet Page 58
.� Emma
CITY OF
CHULAVISTA
File #: 15 -0216, Item #: 4.
City of Chula Vista
Staff Report
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA APPROVING A TWO -
PARTY AGREEMENT BETWEEN THE CITY OF CHULA VISTA AND UNIQUE MANAGEMENT
SERVICES, INC., TO PROVIDE COLLECTION AGENCY SERVICES FOR UNPAID LIBRARY
FINES AND FEES
RECOMMENDED ACTION
Council adopt the resolution.
SUMMARY
UMS is currently providing the Library their specialized library collection agency services. The Library
has been using UMS since 2006 (See Attachment for existing agreement).
ENVIRONMENTAL REVIEW
Not Applicable
BOARD /COMMISSION RECOMMENDATION
Not Applicable
DISCUSSION
Unique Management Services, (UMS), has provided specialized collection agency services to Chula
Vista Public Library since 2006. This is because UMS is a sole source provider to libraries such as
ours who use Innovative Interfaces as their ILS (Integrated Online System). The UMS program
communicates with the library's system on a daily basis updating and reporting patron records with
fines over $25 saving the library many hours of administrative staff time. Also, UMS developed and
utilizes the "gentle nudge" technique that does not alienate patrons and encourages them not just to
pay their fines but to return materials. In fiscal year 2013/14, $80,422.93 in materials and fines were
recovered at a cost of $19,299.53.
DECISION -MAKER CONFLICT
Staff has reviewed the decision contemplated by this action and has determined that it is not site
specific and consequently, the 500 -foot rule found in California Code of Regulations section 18705.2
(a)(11), is not applicable to this decision. Staff is not independently aware, and has not been
informed by any City Council member, of any other fact that may constitute a basis for a decision
maker conflict of interest in this matter.
LINK TO STRATEGIC GOALS
The City's Strategic Plan has five major goals: Operational Excellence, Economic Vitality, Healthy
Community, Strong and Secure Neighborhoods and a Connected Community. Utilizing the collection
agency services provided by UMS supports the Economic Vitality goal as it focuses on collecting
unpaid fines and /or recovering long overdue billed materials without alienating patrons.
City of Chula Vista Page 1 of 2
2015 -06 -02 Agenda Packet
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Page 59
File #: 15 -0216, Item #: 4.
CURRENT YEAR FISCAL IMPACT
The cost of this contract is included in the fiscal year 2015 -16 Library Department proposed budget
and is unchanged from previous years resulting in no fiscal impact.
ONGOING FISCAL IMPACT
The ongoing cost of this contract will be included in subsequent fiscal year Library Department
budgets with no anticipated impact to the General Fund.
ATTACHMENTS
UMS Resolution
Proposed Two -Party Agreement
Existing UMS Contract
Staff Contact: Jodie Sawina
City of Chula Vista
2015 -06 -02 Agenda Packet
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Page 60
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING A TWO -PARTY AGREEMENT
BETWEEN THE CITY OF CHULA VISTA AND UNIQUE
MANAGEMENT SERVICES, INC., TO PROVIDE
COLLECTION AGENCY SERVICES FOR UNPAID LIBRARY
FINES AND FEES
WHEREAS, the City's library system requires outside services to assist in the collection
of fines and fees; and
WHEREAS, Unique Management Services ( "UMS ") is currently the only collection
management vendor to work exclusively with libraries and is able to work in conjunction with
the automated system utilized by the City's libraries; and
WHEREAS, City staff has recommended that the City Council enter into an agreement
with UMS to provide collection services to recover overdue materials, fines and fees without
alienating patrons; and
WHEREAS, due to its unique performance capabilities, UMS has been identified by City
staff as the sole source provider of the specific library collection services required by the City
and, as a result, the City has deviated from its standard competitive bidding requirements,
pursuant to Chula Vista Municipal Code section 2.56.070.B.; and
WHEREAS, UMS warrants and represents that it is experienced and
staffed in a manner such that it can deliver the library collection services required by the City, in
accordance with the time frames and the terms and conditions of the proposed agreement.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula
Vista, that it approves an agreement between the City of Chula Vista and Unique Management
Services, Inc., as a sole source provider, to provide collection agency services for unpaid library
fines and fees, in the form presented with such minor changes as may be required or approved by
the City Attorney, to be kept on file in the office of the City Clerk.
Presented by Approved as to form by
Betty Wazni s
Library Director
Glen R. Googins
City Attorney
2015 -06 -02 Agenda Packet Page 61
Agreement between
City of Chula Vista
and
Unique Management Services, Inc.
to Provide Collection Management Services
This agreement (Agreement), effective June 3, 2015 is between the City - related entity whose
name and business form is indicated on Exhibit A, Paragraph 2, (City), and the entity whose
name, business form, place of business and telephone numbers are indicated on Exhibit A,
Paragraphs 4 through 6, (Consultant), and is made with reference to the following facts:
RECITALS
WHEREAS, Unique Management Services, also known as UMS, is currently the only
collection management vendor to work exclusively with libraries; and
WHEREAS, UMS works in conjunction with the library's automated system and is,
therefore, uniquely qualified to provide the services contemplated herein; and
WHEREAS, This agreement involves providing collection management
services to recover overdue materials, fines and fees without alienating patrons; and
WHEREAS, Consultant warrants and represents that it is experienced and
staffed in a manner such that it can deliver the services required of Consultant to City in
accordance with the time frames and the terms and conditions of this Agreement.
[End of Recitals. Next Page Starts Obligatory Provisions.]
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OBLIGATORY PROVISIONS PAGES
NOW, THEREFORE, for valuable consideration the City and Consultant do hereby mutually
agree as follows:
All of the Recitals above are incorporated into this Agreement by this reference.
ARTICLE I. CONSULTANT'S OBLIGATIONS
A. General
1. General Duties. Consultant shall perform all of the services described on Exhibit A,
Paragraph 7 (General Duties).
2. Scope of Work and Schedule. In performing and delivering the General Duties,
Consultant shall also perform the services, and deliver to City the "Deliverables"
described in Exhibit A, Paragraph 8, entitled "Scope of Work and Schedule," according
to, and within the time frames set forth in Exhibit A, Paragraph 8, time being of the
essence of this agreement. The General Duties and the work and Deliverables required in
the Scope of Work and Schedule shall be referred to as the "Defined Services." Failure to
complete the Defined Services by the times indicated does not, except at the option of the
City, terminate this Agreement.
a. Reductions in Scope of Work. City may independently, or upon request from
Consultant, from time to time, reduce the Defined Services to be performed by the
Consultant under this Agreement. Upon doing so, City and Consultant agree to meet
in good faith and confer for the purpose of negotiating a corresponding reduction in
the compensation associated with the reduction.
b. Additional Services, In addition to performing the Defined Services, City may
require Consultant to perform additional consulting services related to the Defined
Services (Additional Services), and upon doing so in writing, if they are within the
scope of services offered by Consultant, Consultant shall perform same on a time and
materials basis at the rates set forth in the "Rate Schedule" in Exhibit A,
Paragraph 10(C), unless a separate fixed fee is otherwise agreed upon. All
compensation for Additional Services shall be paid monthly as billed.
3. Standard of Care. The Consultant expressly warrants that the work to be performed
pursuant to this Agreement, whether Defined Services or Additional Services, shall be
performed in accordance with the standard of care ordinarily exercised by members of
the profession currently practicing under similar conditions and in similar locations.
a. No o Waiver of Standard of Care. Where approval by City is required, it is understood
to be conceptual approval only and does not relieve the Consultant of responsibility
for complying with all laws, codes, industry standards, and liability for damages
caused by negligent acts, errors, omissions, noncompliance with industry standards,
or the willful misconduct of the Consultant or its subcontractors.
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B. Application of Laws. Should a federal or state law pre -empt a local law, or regulation, the
Consultant must comply with the federal or state law and implementing regulations. No
provision of this Agreement requires the Consultant to observe or enforce compliance with
any provision, perform any other act, or do any other thing in contravention of federal, state,
territorial, or local law, regulation, or ordinance. If compliance with any provision of this
Agreement violates or would require the Consultant to violate any law, the Consultant agrees
to notify City immediately in writing. Should this occur, the City and the Consultant agree
that they will make appropriate arrangements to proceed with or, if necessary, amend or
terminate this Agreement, or portions of it, expeditiously.
1. Subcontractors. Consultant agrees to take appropriate measures necessary to ensure that
all participants utilized by the Consultant to complete its obligations under this
Agreement, such as subcontractors, comply with all applicable laws, regulations,
ordinances, and policies, whether federal, state, or local, affecting Project
implementation. In addition, if a subcontractor is expected to fulfill any responsibilities of
the Consultant under this Agreement, the Consultant shall ensure that the subcontractor
carries out the Consultant's responsibilities as set forth in this Agreement.
C. Insurance
1. General. Consultant must procure and maintain, during the period of performance of this
Agreement, and for twelve months after completion, policies of insurance from insurance
companies to protect against claims for injuries to persons or damages to property that
may arise from or in connection with the performance of the work under this Agreement
and the results of that work by the Consultant, his agents, representatives, employees or
subcontractors, and provide documentation of same prior to commencement of work.
2. Minimum Scope of Insurance. Coverage must be at least as broad as:
a. CGL. Insurance Services Office Commercial General Liability coverage (occurrence
Form CG0001).
b.AUto. Insurance Services Office Form Number CA 0001 covering Automobile
Liability, Code 1 (any auto).
c. WC. Workers' Compensation insurance as required by the State of California and
Employer's Liability Insurance.
d. E &O. Professional Liability or Errors & Omissions Liability insurance appropriate to
the Consultant's profession. Architects' and Engineers' coverage is to be endorsed to
include contractual liability.
3. Minimum Limits of Insurance. Consultant must maintain limits no less than those
included in the table below:
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i. General Liability:
$1,000,000 per occurrence for bodily injury, personal injury,
(Including
(including death), and property damage. If Commercial General
operations,
Liability insurance with a general aggregate limit is used, either
products and
the general aggregate limit must apply separately to this
completed
Project /location or the general aggregate limit must be twice the
operations, as
required occurrence limit.
applicable)
ii. Automobile
$1,000,000 per accident for bodily injury, including death, and
Liability:
property damage.
iii. Workers'
Statutory
Compensation
$1,000,000 each accident
Employer's
$1,000,000 disease - policy limit
Liability:
$1,000,000 disease -each employee
iv. Professional
$1,000,000 each occurrence
Liability or Errors
& Omissions
Liability:
4. Deductibles and Self- Insured Retentions. Any deductibles or self - insured retentions must
be declared to and approved by the City. At the option of the City, either the insurer will
reduce or eliminate such deductibles or self - insured retentions as they pertain to the City,
its officers, officials, employees and volunteers; or the Consultant will provide a financial
guarantee satisfactory to the City guaranteeing payment of losses and related
investigations, claim administration, and defense expenses.
5. Other Insurance Provisions. The general liability, automobile liability, and where
appropriate, the worker's compensation policies are to contain, or be endorsed to contain,
the following provisions:
a. Additional In s u re ds. City of Chula Vista, its officers, officials, employees, agents,
and volunteers are to be named as additional insureds with respect to all policies of
insurance, including those with respect to liability arising out of automobiles owned,
leased, hired or borrowed by or on behalf of the Consultant, where applicable, and,
with respect to liability arising out of work or operations performed by or on behalf of
the Consultant, including providing materials, parts or equipment furnished in
connection with such work or operations. The general liability additional insured
coverage must be provided in the form of an endorsement to the Consultant's
insurance using ISO CG 2010 (11/85) or its equivalent. Specifically, the endorsement
must not exclude Products /Completed Operations coverage.
b. Primary Insurance. The Consultant's General Liability insurance coverage must be
primary insurance as it pertains to the City, its officers, officials, employees, agents,
and volunteers. Any insurance or self - insurance maintained by the City, its officers,
officials, employees, or volunteers is wholly separate from the insurance of the
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Consultant and in no way relieves the Consultant from its responsibility to provide
insurance.
C. Cancellation. The insurance policies required by this Agreement shall not be canceled
by either party, except after thirty days' prior written notice to the City by certified
mail, return receipt requested. The words "will endeavor" and "but failure to mail
such notice shall impose no obligation or liability of any kind upon the company, its
agents, or representatives" shall be deleted from all certificates.
d. Waiver of subrogation. Consultant's insurer will provide a Waiver of Subrogation in
favor of the City for each required policy providing coverage for the term required by
this Agreement. In addition, Consultant waives any right it may have or may obtain
to subrogation for a claim against the City.
6. Claims Forms. If General Liability, Pollution and /or Asbestos Pollution Liability and /or
Errors & Omissions coverage are written on a claims -made form:
a. Retro Date. The " Retro Date" must be shown, and must be before the date of the
Agreement or the beginning of the work required by the Agreement.
b. Maintenance and Evidence . Insurance must be maintained and evidence of insurance
must be provided for at least five years after completion of the work required by the
Agreement.
C. Cancellation. If coverage is canceled or non - renewed, and not replaced with another
claims -made policy form with a " Retro Date" prior to the effective date of the
Agreement, the Consultant must purchase "extended reporting" coverage for a
minimum of five years after completion of the work required by the Agreement.
d. Copies. A copy of the claims reporting requirements must be submitted to the City
for review.
7. Acceptability of Insurers. Insurance is to be placed with licensed insurers admitted to
transact business in the State of California with a current A.M. Best's rating of no less
than A V. If insurance is placed with a surplus lines insurer, insurer must be listed on the
State of California List of Eligible Surplus Lines Insurers (LESLI) with a current A.M.
Best's rating of no less than A X. Exception may be made for the State Compensation
Fund when not specifically rated.
8. Verification of Coverage. Consultant shall furnish the City with original certificates and
amendatory endorsements effecting coverage required by Section I.C. of this Agreement.
The endorsements should be on insurance industry forms, provided those endorsements
or policies conform to the requirements of this Agreement. All certificates and
endorsements are to be received and approved by the City before work commences. The
City reserves the right to require, at any time, complete, certified copies of all required
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insurance policies, including endorsements evidencing the coverage required by these
specifications.
9. Subcontractors. Consultant must include all subconsultants as insureds under its policies
or furnish separate certificates and endorsements for each subconsultant. All coverage for
subconsultants is subject to all of the requirements included in these specifications.
10. Not a Limitation of Other Obligations. Insurance provisions under this Article shall not
be construed to limit the Consultant's obligations under this Agreement, including
Indemnity.
11. Additional Coverage. To the extent that Insurance coverage exceeds the minimums
identified in section 3, recovery shall not be limited to the insurance minimums, but shall
instead extend to the actual policy limits.
D. Security for Performance
1. Performance Bond. In the event that Exhibit A, at Paragraph 18, indicates the need for
Consultant to provide a Performance Bond (indicated by a check mark in the
parenthetical space immediately preceding the subparagraph entitled "Performance
Bond "), then Consultant shall provide to the City a performance bond, in the amount
indicated at Exhibit A, Paragraph 18, in the form prescribed by the City and by such
sureties which are authorized to transact such business in the State of California, listed as
approved by the United States Department of Treasury Circular 570,
http: / /www.fms.treas.gov /c570, and whose underwriting limitation is sufficient to issue
bonds in the amount required by the Agreement, and which also satisfy the requirements
stated in Section 995.660 of the Code of Civil Procedure, except as provided otherwise
by laws or regulations. All bonds signed by an agent must be accompanied by a certified
copy of such agent's authority to act. Surety companies must be duly licensed or
authorized in the jurisdiction in which the Project is located to issue bonds for the limits
so required. Form must be satisfactory to the Risk Manager or City.
2. Letter of Credit. In the event that Exhibit A, at Paragraph 18, indicates the need for
Consultant to provide a Letter of Credit (indicated by a check mark in the parenthetical
space immediately preceding the subparagraph entitled "Letter of Credit "), then
Consultant shall provide to the City an irrevocable letter of credit callable by the City at
its unfettered discretion by submitting to the bank a letter, signed by the City Manager,
stating that the Consultant is in breach of the terms of this Agreement. The letter of
credit shall be issued by a bank, and be in a form and amount satisfactory to the Risk
Manager or City Attorney which amount is indicated in the space adjacent to the term,
"Letter of Credit," in Exhibit A, Paragraph 18.
3. Other Security. In the event that Exhibit A, at Paragraph 18, indicates the need for
Consultant to provide security other than a Performance Bond or a Letter of Credit
(indicated by a check mark in the parenthetical space immediately preceding the
subparagraph entitled "Other Security "), then Consultant shall provide to the City such
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other security therein listed in a form and amount satisfactory to the Risk Manager or
City Attorney.
E. Business License. Consultant agrees to obtain a business license from the City and to
otherwise comply with Title 5 of the Chula Vista Municipal Code.
ARTICLE II. CITY OBLIGATIONS
A. Consultation and Cooperation. City shall regularly consult the Consultant for the purpose
of reviewing the progress of the Defined Services and Schedule, and to provide direction and
guidance to achieve the objectives of this Agreement. The City shall allow Consultant access
to its office facilities, files and records, as deemed necessary and appropriate by the City,
throughout the term of this Agreement. In addition, City agrees to provide the materials
identified at Exhibit A, Paragraph 9, with the understanding that delay in the provision of
those materials beyond thirty days after authorization to proceed, shall constitute a basis for
the justifiable delay in the Consultant's performance.
B. Compensation.
1. Following Receipt of Billing. Upon receipt of a properly prepared bill from Consultant,
submitted to the City as indicated in Exhibit A, Paragraph 17, but in no event more
frequently than monthly, on the day of the period indicated in Exhibit A, Paragraph 17,
City shall compensate Consultant for all services rendered by Consultant according to the
terms and conditions set forth in Exhibit A, Paragraph 10, adjacent to the governing
compensation relationship indicated by a "checkmark" next to the appropriate
arrangement, subject to the requirements for retention set forth in Paragraph 18 of
Exhibit A, and shall compensate Consultant for out of pocket expenses as provided in
Exhibit A, Paragraph 11.
2. Supporting Information. Any billing submitted by Consultant shall contain sufficient
information as to the propriety of the billing, including properly executed payrolls, time
records, invoices, contracts, or vouchers describing in detail the nature of the charges to
the Project in order to permit the City to evaluate that the amount due and payable is
proper, and such billing shall specifically contain the City's account number indicated on
Exhibit A, Paragraph 17(C) to be charged upon making such payment.
3. Exclusions. In determining the amount of the compensation City will exclude any cost:
1) incurred prior to the effective date of this Agreement; or 2) arising out of or related to
the errors, omissions, negligence or acts of willful misconduct of the Consultant, its
agents, employees, or subcontractors.
a. Errors rs and Omissions. In the event that the City Administrator determines that
the Consultant's negligence, errors, or omissions in the performance of work
under this Agreement has resulted in expense to City greater than would have
resulted if there were no such negligence, errors, omissions, Consultant shall
reimburse City for any additional expenses incurred by the City. Nothing in this
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paragraph is intended to limit City's rights under other provisions of this
Agreement.
4. Payment Not Final Approval. The Consultant understands and agrees that payment to the
Consultant for any Project cost does not constitute a City final decision about whether
that cost is allowable and eligible for payment under the Project and does not constitute a
waiver of any violation of Consultant of the terms of the Agreement. The Consultant
acknowledges that City will not make a final determination about the eligibility of any
cost until the final payment has been made on the Project or the results of an audit of the
Project requested by the City has been completed, whichever occurs latest. If City
determines that the Consultant is not entitled to receive any portion of the compensation
due or paid, City will notify the Consultant in writing, stating its reasons. The Consultant
agrees that Project closeout will not alter the Consultant's responsibility to return any
funds due City as a result of later refunds, corrections, or other similar transactions; nor
will Project closeout alter the right of City to disallow costs and recover funds provided
for the Project on the basis of a later audit or other review.
a. Consultant's Obligation to Pay. Upon notification to the Consultant that specific
amounts are owed to City, whether for excess payments or disallowed costs, the
Consultant agrees to remit to City promptly the amounts owed, including applicable
interest.
ARTICLE III. ETHICS
A. Financial Interests of Consultant
1. Consultant is Designated as an FPPC Filer. If Consultant is designated on Exhibit A,
Paragraph 14, as an "FPPC filer," Consultant is deemed to be a "Consultant" for the
purposes of the Political Reform Act conflict of interest and disclosure provisions, and
shall report economic interests to the City Clerk on the required Statement of Economic
Interests in such reporting categories as are specified in Paragraph 14 of Exhibit A, or if
none are specified, then as determined by the City Attorney.
2. No Participation in Decision. Regardless of whether Consultant is designated as an FPPC
Filer, Consultant shall not make, or participate in making or in any way attempt to use
Consultant's position to influence a governmental decision in which Consultant knows or
has reason to know Consultant has a financial interest other than the compensation
promised by this Agreement.
3. Search to Determine Economic Interests. Regardless of whether Consultant is designated
as an FPPC Filer, Consultant warrants and represents that Consultant has diligently
conducted a search and inventory of Consultant's economic interests, as the term is used
in the regulations promulgated by the Fair Political Practices Commission, and has
determined that Consultant does not, to the best of Consultant's knowledge, have an
economic interest which would conflict with Consultant's duties under this Agreement.
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4. Promise Not to Acquire Conflicting Interests. Regardless of whether Consultant is
designated as an FPPC Filer, Consultant further warrants and represents that Consultant
will not acquire, obtain, or assume an economic interest during the term of this
Agreement which would constitute a conflict of interest as prohibited by the Fair Political
Practices Act.
5. Duty to Advise of Conflicting Interests. Regardless of whether Consultant is designated
as an FPPC Filer, Consultant further warrants and represents that Consultant will
immediately advise the City Attorney if Consultant learns of an economic interest of
Consultant's that may result in a conflict of interest for the purpose of the Fair Political
Practices Act, and regulations promulgated thereunder.
6. Specific Warranties Against Economic Interests. Consultant warrants, represents and
agrees that:
a. Neither Consultant, nor Consultant's immediate family members, nor Consultant's
employees or agents (Consultant Associates) presently have any interest, directly or
indirectly, whatsoever in any property which may be the subject matter of the Defined
Services, or in any property within 2 radial miles from the exterior boundaries of any
property which may be the subject matter of the Defined Services, (Prohibited
Interest), other than as listed in Exhibit A, Paragraph 14.
b. No promise of future employment, remuneration, consideration, gratuity or other
reward or gain has been made to Consultant or Consultant Associates in connection
with Consultant's performance of this Agreement. Consultant promises to advise City
of any such promise that may be made during the Term of this Agreement, or for
twelve months thereafter.
c. Consultant Associates shall not acquire any such Prohibited Interest within the Term
of this Agreement, or for twelve months after the expiration of this Agreement,
except with the written permission of City.
d. Consultant may not conduct or solicit any business for any party to this Agreement,
or for any third party that may be in conflict with Consultant's responsibilities under
this Agreement, except with the written permission of City.
IV. LIQUIDATED DAMAGES
A. Application of Section. The provisions of this section apply if a Liquidated Damages Rate
is provided in Exhibit A, Paragraph 13.
1. Estimatin Damages. It is acknowledged by both parties that time is of the essence in the
completion of this Agreement. It is difficult to estimate the amount of damages resulting
from delay in performance. The parties have used their judgment to arrive at a reasonable
amount to compensate for delay.
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2. Amount of Penalty. Failure to complete the Defined Services within the allotted time
period specified in this Agreement shall result in the following penalty: For each
consecutive calendar day in excess of the time specified for the completion of the
respective work assignment or Deliverable, the Consultant shall pay to the City, or have
withheld from monies due, the sum of Liquidated Damages Rate provided in Exhibit A,
Paragraph 13 (Liquidated Damages Rate).
3. Request for Extension of Time. If the performance of any act required of Consultant is
directly prevented or delayed by reason of strikes, lockouts, labor disputes, unusual
governmental delays, acts of God, fire, floods, epidemics, freight embargoes, or other
causes beyond the reasonable control of the Consultant, as determined by the City,
Consultant shall be excused from performing that act for the period of time equal to the
period of time of the prevention or delay. In the event Consultant claims the existence of
such a delay, the Consultant shall notify the City's Contract Administrator, or designee, in
writing of that fact within ten calendar days after the beginning of any such claimed
delay. Extensions of time will not be granted for delays to minor portions of work unless
it can be shown that such delays did or will delay the progress of the work.
ARTICLE V. INDEMNIFICATION
A. Defense, Indemnity, and Hold Harmless.
1. General Requirement. To the maximum extent allowed by law, Consultant shall defend,
indemnify, protect and hold harmless the City, its elected and appointed officers, agents
and employees, from and against any and all claims, demands, causes of action, costs,
expenses, (including reasonable attorney's fees and actual costs), liability, loss, damage
or injury, in law or equity, to property or persons, including wrongful death, in any
manner arising out of or incident to any alleged acts, omissions, negligence, or willful
misconduct of Consultant, its officials, officers, employees, agents, and contractors,
arising out of or in connection with the performance of the Defined Services, the results
of such performance, or this Agreement. This indemnity provision does not include any
claims, damages, liability, costs and expenses arising from the sole negligence or sole
willful misconduct of the City, its officers, employees. Also covered is liability arising
from, connected with, caused by or claimed to be caused by the active or passive
negligent acts or omissions of the City, its agents, officers, or employees which may be in
combination with the active or passive negligent acts or omissions of the Consultant, its
employees, agents or officers, or any third party.
2. Design Professional Services. Notwithstanding the forgoing, if the services provided
under this Agreement are design professional services, as defined by California Civil
Code section 2782.5, as may be amended from time to time, the defense and indemnity
obligation under Section 1, above, shall be limited to the extent required by California
Civil Code section 2782.8.
3. Costs of Defense and Award. Included in the obligations in Sections A.1 and A.2, above,
is the Consultant's obligation to defend, at Consultant's own cost, expense and risk, any
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2015 -06 -02 �oea Pketment Between the City of Chula Vesta and Unique Management Services to provide collection management services, rate 7Z
and all suits, actions or other legal proceedings, that may be brought or instituted against
the City, its directors, officials, officers, employees, agents and /or volunteers, subject to
the limitations in Sections A.1. and A.2. Subject to the limitations in Sections A.1. and
A.2., Consultant shall pay and satisfy any judgment, award or decree that may be
rendered against City or its directors, officials, officers, employees, agents and /or
volunteers, for any and all related legal expenses and costs incurred by each of them.
4. Insurance Proceeds. Consultant's obligation to indemnify shall not be restricted to
insurance proceeds, if any, received by the City, its directors, officials, officers,
employees, agents, and /or volunteers.
5. Declarations. Consultant's obligations under Article V shall not be limited by any prior
or subsequent declaration by the Consultant.
6. Enforcement Costs. Consultant agrees to pay any and all costs City incurs enforcing the
indemnity and defense provisions set forth in Article V.
7. Survival. Consultant's obligations under Article V shall survive the termination of this
Agreement.
8. No Alteration of Other Obligations. This Article V. shall in no way alter, affect or
modify any of the Consultant's other obligations and duties under this Agreement.
ARTICLE VI. TERMINATION OF AGREEMENT
A. Termination for Cause. If, through any cause, Consultant shall fail to fulfill in a timely and
proper manner Consultant's obligations under this Agreement, or if Consultant shall violate
any of the covenants, agreements or stipulations of this Agreement, City shall have the right
to terminate this Agreement by giving written notice to Consultant of such termination and
specifying the effective date thereof at least five (5) days before the effective date of such
termination. In that event, all finished or unfinished documents, data, studies, surveys,
drawings, maps, reports and other materials prepared by Consultant shall, at the option of the
City, become the property of the City, and Consultant shall be entitled to receive just and
equitable compensation, in an amount not to exceed that payable under this Agreement and
less any damages caused City by Consultant's breach, for any work satisfactorily completed
on such documents and other materials up to the effective date of Notice of Termination.
B. Termination of Agreement for Convenience of City. City may terminate this Agreement
at any time and for any reason, by giving specific written notice to Consultant of such
termination and specifying the effective date thereof, at least thirty (30) days before the
effective date of such termination. In that event, all finished and unfinished documents and
other materials described hereinabove shall, at the option of the City, become City's sole and
exclusive property. If the Agreement is terminated by City as provided in this paragraph,
Consultant shall be entitled to receive just and equitable compensation, in an amount not to
exceed that payable under this Agreement, for any satisfactory work completed on such
documents and other materials to the effective date of such termination. Consultant hereby
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2015- 06 -02 oea Pketment Between the pity of Chula Vesta and Unique Management Services to provide collection management services, rate 72
expressly waives any and all claims for damages or compensation arising under this
Agreement except as set forth in this section.
ARTICLE VII. RECORD RETENTION AND ACCESS
A. Record Retention. During the course of the Project and for three (3) years following
completion, the Consultant agrees to maintain, intact and readily accessible, all data,
documents, reports, records, contracts, and supporting materials relating to the Project as City
may require.
B. Access to Records of Consultant and Subcontractors. The Consultant agrees to permit,
and require its subcontractors to permit City or its authorized representatives, upon request,
to inspect all Project work, materials, payrolls, and other data, and to audit the books,
records, and accounts of the Contractor and its subcontractors pertaining to the Project.
C. Project Closeout. The Consultant agrees that Project closeout does not alter the reporting
and record retention requirements of this Agreement.
ARTICLE VIII. PROJECT COMPLETION, AUDIT, AND CLOSEOUT
A. Project Completion. Within ninety (90) calendar days following Project completion or
termination by City, Consultant agrees to submit a final certification of Project expenses and
audit reports, as applicable.
B. Audit of Consultants. Consultant agrees to perform financial and compliance audits the
City may require. The Consultant also agrees to obtain any other audits required by City.
Consultant agrees that Project closeout will not alter Consultant's audit responsibilities. Audit
costs are allowable Project costs.
C. Project Closeout. Project closeout occurs when City notifies the Consultant that City has
closed the Project, and either forwards the final payment or acknowledges that the Consultant
has remitted the proper refund. The Consultant agrees that Project closeout by City does not
invalidate any continuing requirements imposed by the Agreement or any unmet
requirements set forth in a written notification from City
ARTICLE IX. MISCELLANEOUS PROVISIONS
A. Assignability. The services of Consultant are personal to the City, and Consultant shall not
assign any interest in this Agreement, and shall not transfer any interest in the same (whether
by assignment or notation), without prior written consent of City.
1. Limited Consent. City hereby consents to the assignment of the portions of the Defined
Services identified in Exhibit A, Paragraph 16 to the subconsultants identified as
"Permitted Sub consultants."
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B. Ownership, Publication, Reproduction and Use of Material. All reports, studies,
information, data, statistics, forms, designs, plans, procedures, systems and any other
materials or properties produced under this Agreement shall be the sole and exclusive
property of City. No such materials or properties produced in whole or in part under this
Agreement shall be subject to private use, copyrights or patent rights by Consultant in the
United States or in any other country without the express written consent of City. City shall
have unrestricted authority to publish, disclose (except as may be limited by the provisions of
the Public Records Act), distribute, and otherwise use, copyright or patent, in whole or in
part, any such reports, studies, data, statistics, forms or other materials or properties produced
under this Agreement.
C. Independent Contractor. City is interested only in the results obtained and Consultant shall
perform as an independent contractor with sole control of the manner and means of
performing the services required under this Agreement. City maintains the right only to
reject or accept Consultant's work products. Consultant and any of the Consultant's agents,
employees or representatives are, for all purposes under this Agreement, independent
contractors and shall not be deemed to be employees of City, and none of them shall be
entitled to any benefits to which City employees are entitled including but not limited to,
overtime, retirement benefits, worker's compensation benefits, injury leave or other leave
benefits. Therefore, City will not withhold state or federal income tax, social security tax or
any other payroll tax, and Consultant shall be solely responsible for the payment of same and
shall hold the City harmless with regard to them.
1. Actions on Behalf of City. Except as City may specify in writing, Consultant shall have
no authority, express or implied, to act on behalf of City in any capacity whatsoever, as
an agent or otherwise. Consultant shall have no authority, express or implied, to bind
City or its members, agents, or employees, to any obligation whatsoever, unless expressly
provided in this Agreement.
2. No Obligations to Third Parties. In connection with the Project, Consultant agrees and
shall require that its agents, employees, subcontractors agree that City shall not be
responsible for any obligations or liabilities to any third party, including its agents,
employees, subcontractors, or other person or entity that is not a party to this Agreement.
Notwithstanding that City may have concurred in or approved any solicitation,
subagreement, or third party contract at any tier, City shall have no obligation or liability
to any person or entity not a party to this Agreement.
D. Administrative Claims Requirements and Procedures. No suit or arbitration shall be
brought arising out of this Agreement, against City unless a claim has first been presented in
writing and filed with City and acted upon by City in accordance with the procedures set
forth in Chapter 1.34 of the Chula Vista Municipal Code, as same may from time to time be
amended, the provisions of which are incorporated by this reference as if fully set forth
herein, and such policies and procedures used by City in the implementation of same. Upon
request by City, Consultant shall meet and confer in good faith with City for the purpose of
resolving any dispute over the terms of this Agreement.
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E. Administration of Contract. Each party designates the individuals (Contract
Administrators) indicated on Exhibit A, Paragraph 12, as that party's contract administrator
who is authorized by the party to represent it in the routine administration of this Agreement.
F. Term. This Agreement shall terminate when the parties have complied with all executory
provisions hereof.
G. Statement of Costs. In the event that Consultant prepares a report or document, or
participates in the preparation of a report or document in performing the Defined Services,
Consultant shall include, or cause the inclusion of, in the report or document, a statement of
the numbers and cost in dollar amounts of all contracts and subcontracts relating to the
preparation of the report or document.
H. Consultant is Real Estate Broker and /or Salesman. If the box on Exhibit A, Paragraph 15
is marked, the Consultant and /or its principals is /are licensed with the State of California or
some other state as a real estate broker or salesperson. Otherwise, Consultant represents that
neither Consultant, nor its principals are licensed real estate brokers or salespersons.
I. Notices. All notices, demands or requests provided for or permitted to be given pursuant to
this Agreement must be in writing. All notices, demands and requests to be sent to any party
shall be deemed to have been properly given or served if personally served or deposited in
the United States mail, addressed to such party, postage prepaid, registered or certified, with
return receipt requested, at the addresses identified in this Agreement as the places of
business for each of the designated parties.
J. Integration. This Agreement, together with any other written document referred to or
contemplated in it, embody the entire Agreement and understanding between the parties
relating to the subject matter hereof. Neither this Agreement nor any provision of it may be
amended, modified, waived or discharged except by an instrument in writing executed by the
party against which enforcement of such amendment, waiver or discharge is sought.
K. Capacity of Parties. Each signatory and party to this Agreement warrants and represents to
the other party that it has legal authority and capacity and direction from its principal to enter
into this Agreement, and that all necessary resolutions or other actions have been taken so as
to enable it to enter into this Agreement.
L. Governing Law /Venue. This Agreement shall be governed by and construed in accordance
with the laws of the State of California. Any action arising under or relating to this
Agreement shall be brought only in the federal or state courts located in San Diego County,
State of California, and if applicable, the City of Chula Vista, or as close thereto as possible.
Venue for this Agreement, and performance under it, shall be the City of Chula Vista.
(End of page. Next page is signature page.)
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2015 -06 -02 ftrpda Pketment Between the pity of Chula Vesta and Unique Management Services to provide collection management services, rage 75
Signattim Page
to
Agreement between
City of Cluila Vista and
Unique Management Services,
To Provide Collection Management Setwices
IN WITNESS WHEREOF, City and Consultatit liave exectitcd this regiment,
indicating that the y have read and Understood same, and indicate their fill and complete consent
to its terms:
ms:
City of Cliula Vista
Attst:
Donna Norris, City Clerk
Approved as to form-
Glen R, Goo in , City Attorney
Mavy Casillas Sala s, Ma 'oi'
Unique Management Sevvi es, hie,
:
Nicol Atkins
President and CEO
Exhibit List to re meat : Exhibit A
Page l
2015 -06 -02 gp ?Apk0�rew Between the "raj- o hula Mstu and Unique Management Services fo proviele collection fr�anagert ent services. Page 76
Exhibit A
to
Agreement between
City of Chula Vista
and
Unique Management Services
1. Effective Date: The Agreement shall take effect upon full execution of the Agreement, as of
the effective date stated on page 1 of the Agreement.
2. City- Related Entity:
( X ) City of Chula Vista, a municipal chartered corporation of the State of California
OThe Chula Vista Public Financing Authority, a
OThe Chula Vista Industrial Development Authority, a
()Other:
(city)
3. Place of Business for City:
City of Chula Vista
276 Fourth Avenue
Chula Vista, CA 91910
4. Consultant:
Unique Management Services, Inc.
5. Business Form of Consultant:
()Sole Proprietorship
( ) Partnership
(X) Corporation
a [insert business form]
6. Place of Business, Telephone and Fax Number of Consultant:
119 E. Maple St., Jeffersonville, IN 47130, Phone: 800 - 879 -5453, Fax: 812 - 258 -0895
7. General Duties:
Provide collection management services.
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8. Scope of Work and Schedule:
A. Detailed Scope of Work-:
The consultant shall provide fine collection and materials recovery for the Chula Vista Public
Library System as follows:
• All written and verbal communication will be delivered by UMS using the trademarked
Gentle Nudge process to resolve outstanding fines without loss of patron good will.
• 27 days after the issuance of the Library's final notice and bill to patrons owing $25 or
more, UMS will mail initial notice letters to the patrons.
• 120 days after a total of up to 3 letters, 2 phone calls, and skip tracing, UMS will report
patrons to credit reporting agencies.
• All payment and materials recovery reporting and records management will be provided
by UMS through their automated integration with the library's Sierra system.
• UMS will update patron records daily.
B. Date for Commencement of Consultant Services:
(X) Same as Effective Date of Agreement
()Other:
C. Dates or Time Limits for Delivery of Deliverables:
Deliverable No. 1: Fine collection and materials recovery services described in Section
8.A., above, on on- going, daily basis throughout term of Agreement.
D. Date for completion of all Consultant services: June 30, 2016.
9. Materials Required to be Supplied by City to Consultant: All forms, notices, bills, letters and
other materials necessary to complete the services described in Section 8.A., above.
10. Compensation:
A. (X) Single Fixed Fee Arrangement.
For performance of all of the Defined Services by Consultant as herein required, City shall
pay a single fixed fee in the amounts and at the times or milestones or for the Deliverables set
forth below:
Single Fixed Fee Amount: 22.5% of revenue collected by the City as a result of services
provided by Consultant, to be remitted to Consultant monthly, based on revenue collected
during the month for which payment is due.
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11. Materials Reimbursement Arrangement
For the cost of out of pocket expenses incurred by Consultant in the performance of services
herein required, City shall pay Consultant at the rates or amounts set forth below:
(X)None, the compensation includes all costs.
12. Contract Administrators:
City: Jodie Sawina
Consultant: Nicole Atkins
14. Statement of Economic Interests, Consultant Reporting Categories, per Conflict of Interest
Code (Chula Vista Municipal Code chapter 2.02):
( X) Not Applicable. Not an FPPC Filer.
O FPPC Filer
()Category No. 1. Investments, sources of income and business interests.
()Category No. 2. Interests in real property.
() Category No. 3. Investments, business positions, interests in real property, and
sources of income subject to the regulatory, permit or licensing authority of the
department administering this Agreement.
()Category No. 4. Investments and business positions in business entities and sources of
income that engage in land development, construction or the acquisition or sale of
real property.
() Category No. 5. Investments and business positions in business entities and sources
of income that, within the past two years, have contracted with the City of Chula
Vista or the City's Redevelopment Agency to provide services, supplies, materials,
machinery or equipment.
() Category No. 6. Investments and business positions in business entities and sources of
income that, within the past two years, have contracted with the department
administering this Agreement to provide services, supplies, materials, machinery or
equipment.
()List Consultant Associates interests in real property within 2 radial miles of Project
Property, if any:
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15. ()Consultant is Real Estate Broker and /or Salesman
16. Permitted Subconsultants: None.
17. Bill Processing:
A. Consultant's Billing to be submitted for the following period of time:
(X) Monthly
( )Quarterly
OOther:
B. Day of the Period for submission of Consultant's Billing:
(X) First of the Month
() 15th Day of each Month
()End of the Month
()Other:
C. City's Account Number:
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2015 -06 -02 ftrpda Pketment Between the pity of Chula Vesta and Unique Management Services to provide collection management services, rage ��
IQU--
Serviaces, � Inc
L i b r a r y i v i s o n
Library: Chula Vista Public Librar
Address: 365 F St,
City, State, Zip: Chula Vista CA 91910 -2697
INITIAL 'PLACEMENT AND SECONDARY PLACEMENT
We hereby assign accounts to Unique Management Services for collection. we may withdraw them at any time.
Unique Management Services may proceed with whatever steps are necessary for collection of the accounts. we
warrant to Unique Management Services the accuracy of the information furnished to them on accounts submitted.
We understand that we will be billed once per month for the previous month's total recoveries at the rate of 22.5% of
all amounts actually collected, material returned or accounts withdrawn by the Library after placement.
We give Unique Management Services permission to report all unpaid accounts to national credit reporting agencies.
GUARANTEE
Unique Management Services guarantees to recover, in material returned, dollar amounts collected and amounts
waived, at least two times the amount of placement fees. (See Conditions)
TERM
This Agreement may be canceled by either party upon 60 days written notice. Payment terms are net receipt of
invoice.
CONDITIONS
To qualify for budget neutrality guarantee, library must have an acceptable fine structure as determined by Unique
Management Services, library must submit accounts with fines only balances, accounts submitted must contain a
$10.00 late/processing fee, and be no more than 60 days past due at time of submission. Signature below indicates
that Unique Management has determined fine structure is acceptable.
e Lz
r
4
Library 4epresentative Uniqu anagement Services Representative
L& Zo) C)
Date Date
2015 -06 -02 Agenda Packet Page 81
.� Emma
CITY OF
CHULAVISTA
File #: 15 -0192, Item #: 5.
City of Chula Vista
Staff Report
PRESENTATION OF THE CITY MANAGER'S PROPOSED BUDGET FOR FISCAL YEAR
2015/2016 (Continued from May 26, 2015.)
RESOLUTION OF THE CITY COUNCIL /SUCCESSOR AGENCY TO THE REDEVELOPMENT
AGENCY /HOUSING AUTHORITY OF THE CITY OF CHULA VISTA ACCEPTING THE OPERATING
AND CAPITAL IMPROVEMENT BUDGETS FOR THE CITY OF CHULA VISTA FOR FISCAL YEAR
2015/2016 AS THEIR PROPOSED BUDGETS, RESPECTIVELY, AND SETTING THE TIME AND
PLACE FOR A PUBLIC HEARING ON THE BUDGET AND THEIR FINAL CONSIDERATION AND
BUDGET ADOPTION
RECOMMENDED ACTION
Council /Agency /Authority hear the presentation, provide comments and proposed changes. If Council
is prepared to approve the budget, with or without modifications, as the City Council Proposed
Budget, the City Council /Successor Agency /Housing Authority may adopt a resolution in accordance
with the heading set forth above.
City of Chula Vista Page 1 of 1
2015 -06 -02 Agenda Packet
Printed on 5/28/2015
powered by Legistar
Page 82
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL /SUCCESSOR
AGENCY TO THE REDEVELOPMENT AGENCY/ AND
HOUSING AUTHORITY OF THE CITY OF CHULA VISTA
ACCEPTING THE OPERATING AND CAPITAL
IMPROVEMENT BUDGETS FOR THE CITY OF CHULA
VISTA FOR FISCAL YEAR 2015 -16 AS THEIR PROPOSED
BUDGETS, RESPECTIVELY, AND SETTING THE TIME AND
PLACE FOR A PUBLIC HEARING ON THE BUDGET AND
THEIR FINAL CONSIDERATION AND BUDGET ADOPTION
By minutes resolution, the City Council, Successor Agency to the Redevelopment
Agency and Housing Authority accepted the City Manager's report, approved the City
Manager's report, approved the City Manager's proposed budgets, in the form presented, as the
their proposed budgets, and set the public hearing on the budget for June 9, 2015, at 5:00 p.m, in
City Council Chambers.
Presented by
Maria Kachadoorian
Deputy City Manager
Approved as to form by
Glen R. Googins
City Attorney
2015 -06 -02 Agenda Packet Page 83
91 PROPOSED BUDGET
-YEAR 2015=1-6-.,,,
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Page 84
2015 -06 -02 Agenda Packet Page 85
PATRICIA AGUILAR
COUNCILMEMBER
CITY of
CHULA VISTA
MARY CASI LLAS SALAS
MAYOR
PAMELA BENSOUSSAN JOHN MCCANN
COUNCILMEMBER
COUNCILMEMBER
GARY HALBERT
City Manager
DONNA NORRIS
City Clerk
GLEN R. GOOGINS
City Attorney
STEVE MIESEN
COUNCILMEMBER
2015 -06 -02 Agenda Packet Page 86
2015 -06 -02 Agenda Packet Page 87
Gary Halbert
Kelley Bacon
Maria Kachadoorian
Z�
CITY of
CHULA VISTA
ADMINISTRATION
DIRECTORS
City Manager
Deputy City Manager
Deputy City Manager /Chief Financial Officer
Kelly Broughton
Director of Development Services
Eric Crockett
Interim Director of Economic Development
Jim Geering
Fire Chief
Courtney Barrett
Director of Human Resources
Edward Chew
Director of Information Technology Services
Betty Waznis
Director of Library
David Bejarano
Chief of Police
Richard Hopkins
Director of Public Works
Kristi McClure Huckaby
Director of Recreation
2015 -06 -02 Agenda Packet iii Page 88
2015 -06 -02 Agenda Packet - Page 89
Cl„- of
CHULA VISTA
ORGANIZATION CHART
2015 -06 -02 Agenda Packet V Page 90
2015 -06 -02 Agenda Packet - Page 91
Table of Contents
BUDGET MESSAGE
1
Letter from the City Manager
3
Budget Process
7
Strategic Plan
9
Economic Overview
13
All Funds Summary
17
Summary of Staffing Changes
25
GENERAL FUND SUMMARY 37
General Fund Expenditure Summary 39
General Fund Revenue Summary 51
General Fund Net Cost 61
Department Summary Reports 63
DEVELOPMENT SERVICES FUND 81
SUCCESOR AGENCY AND HOUSING FUNDS 89
Successor Agency Funds 91
Housing Authority Funds 99
SEWER FUNDS 103
TRANSIT FUNDS 115
FLEET FUND 123
CAPITAL PROJECTS FUNDS 131
DEBT SERVICE FUNDS 143
2015 -06 -02 Agenda Packet VII Page 92
OTHER FUNDS '009 149
PROGRAM SUMMARY 179
CAPITAL IMPROVEMENT PROGRAM (CIP)
233
Capital Improvement Program Summary
235
CIP Revenue Summary
237
CIP Expenditure Summary
241
Capital Improvement Projects Summary
249
SUMMARY TABLES 253
Fund Appropriations by Department and Expenditure Category 255
Schedule of Revenues 261
Fund Balance Projections 277
Schedule of Interfund Transfers 287
Authorized Positions by Department 295
APPENDIX
309
Fiscal Policies
311
Investment Policies
317
Debt Administration
325
GANN Appropriations Limit
329
Legal Debt Margin
331
Accounting Systems and Budgetary Control
333
List of Acronyms
335
Glossary
339
Chula Vista at a Glance
343
2015 -06 -02 Agenda Packet VIII Page 93
The budget document is organized in a manner to
facilitate a general understanding of the City's fiscal
status, to present management's assessment of major
issues and, finally, to present the plan for allocating
resources to address those issues during the coming
fiscal year. The budget document is organized as
follows: Budget Message, General Fund Summary,
Other Funds, Program Summary, Capital Improvement
Program, Summary Tables, and Appendix.
BUDGET MESSAGE
This section provides an executive summary of the
City's all funds budget, summarizes the region's
economic outlook, and highlights significant budgetary
changes for fiscal year 2015 -16. It also highlights the
sources and uses of funds and provides information on
the General Fund reserves. A summary of staffing
changes is provided at the end of this section.
GENERAL FUND
The General Fund budget funds the day -to -day
operations of most city services. This section of the
document provides an overview of General Fund
revenues and expenditures, staffing changes, and
budgetary trends. This section is followed by
Department Summary reports that include
departmental mission statements and operating
budgets for each General Fund department.
OTHER FUNDS
In order to facilitate understanding of the different
funding sources, this portion of the document has been
organized into the following categories: Development
Services Fund, Redevelopment, Successor Agency to the
Redevelopment Agency, and Housing funds, Sewer
Funds, Transit Funds, Fleet Fund, Capital Project Funds,
Debt Service Funds, and Other Funds. Detailed
descriptions, funding and staffing levels are provided
for each fund. Due to various legal restrictions these
funds are limited in their uses and generally cannot be
applied to fund day -to -day operations such as Police
and Fire services.
PROGRAM SUMMARY REPORT
This report is intended to identify key functions in each
department and provide a management assessment of
the current level of service, using Continuous
Document Guide
Improvement Visual Controls for ease of reference. The
visual categories assist the reader in determining the
status of the current level of service for each function
of the department.
CAPITAL IMPROVEMENT PROGRAM
This section provides an overview of the City's Capital
Improvement Program for the coming fiscal year. The
Capital Improvement Program accounts for the
acquisition, rehabilitation, or construction of major
capital facilities, infrastructure, or equipment. More
detailed information about each capital project,
including project area maps, project status,
expenditures to date, current year appropriations, and
future funding, can be found in the Capital
Improvement Program budget document.
SUMMARY TABLES AND APPENDIX
The summary tables provide a quick way to view
budget allocations by department (or fund) and
expenditure category, revenues by fund and type,
projected fund balances by fund, and Council
authorized positions by department. The appendix
contains supplementary information on a variety of
topics including an overview of the budget
development process along with relevant timelines and
milestones, fiscal and investment policies, debt
administration, and a glossary of finance and budget
terms.
2015 -06 -02 Agenda Packet ix Page 94
2015 -06 -02 Agenda Packet "- Page 95
2015 -06 -02 Agenda Packet "" Page 96
2015 -06 -02 Agenda Packet XII Page 97
BUDGET MESSAGE
Letter from the City Manager
Budget Process
Strategic Plan
Economic Overview
All Funds Summary
Summary of Staffing Changes
2015 -06 -02 Agenda Packet - Page 98
2015 -06 -02 Agenda Packet — Page 99
'0000 C I TY OF
CHULAVISTA
May 21, 2015
HONORABLE MAYOR AND MEMBERS OF THE CITY
COUNCIL
I am pleased to submit for your consideration the
operating budget and capital improvement program for
fiscal year 2015 -16. The combined budget for all City
funds totals $294.5 million. This amount includes a
General Fund operating budget of $139.2 million and a
Capital Improvement Program (CIP) budget of $27.7
million. The General Fund presented in this document
is balanced and includes funding for programs
supported by the City Council in prior fiscal years.
The City's financial outlook is more stable than it has
been in recent years. Positive revenue growth,
implementation of efficiency measures, the
cooperation of City labor groups, and strong Council
leadership have helped stabilize the City's financial
base. The City continues to seek new ways maximize
limited resources to deliver high quality services to our
community. In preparing the General Fund budget for
fiscal year 2015 -16, staff focused on the following
budget development goals:
• Develop a balanced budget using fiscally
responsible financial practices
0 Maintain service levels adopted in the Council's
2014 -15 budget
• Fund the highest level of municipal services
possible based on available resources
0 Make significant progress on key programs and
projects in support of the City's Strategic Plan
• Continue growing Chula Vista's financial base
• Continue to improve efficiency and effectiveness of
government services through the implementation
of Continuous Improvement principles
The City's General Fund reflects positive growth in most
major revenue sources. This modest growth in
projected revenues allowed for a limited number of
funding enhancements. It is important to note that
�9
OFFICE OF THE CITY MANAGER
departments identified millions of dollars in funding
requests in order to improve service demands and only
a small portion of those requests were improved for
inclusion in the fiscal year 2016 proposed budget.
Budget Highlights
The following budget enhancements that support the
City's Strategic Goals are included in the fiscal year
2016 budget:
0 Connected Community
o Otay Ranch Library and the Hub — Added
1.0 Senior Librarian to ensure stable and
enhanced hours of operation at the Otay
Ranch Library and the Hub.
o Civic Center Library /Museum — Added
$75,000 in funding to match the Mayor's
and Department's fund raising efforts
towards renovations at the Civic Center
Library auditorium.
o Cultural Arts Manager — This new position
will manage the City's cultural arts
programs and take the lead in developing
and implementing the City's Cultural Arts
Master Plan.
• Economic Vitality
• Special Events - Included $40,000 in
funding to support three Citywide special
events such as Starlight Parade and
HarborFest
• Economic Development — Converted
hourly staffing to a new Project
Coordinator position to support Economic
Development's efforts to assist our local
business community and to attract
investment and jobs.
2015 -06 -02 Agenda Packet 3 Page 100
• Health Community
o Storm Drain Maintenance — Added 1.0
Maintenance Worker to provide staffing
for the operation of the third storm drain
vactor. This will help address new NPDES
regulations that increased inspections and
cleaning requirements of storm drain pipes
and catch basins to reduce pollutants to
the bay.
• Strong and Secure Neighborhoods
• Equipment Replacement —Added $330,000
for the replacement of the highest priority
vehicles; includes two vehicles for Fire, 1
vehicle for Police, and 1 vehicle for Public
Works.
• Tree Trimming - Increased funding for tree
trimming by $100,000 for the removal of
dead and dying trees as identified in the
Asset Management program. This funding
will also allow the City to address some
high risk tree trimming requests.
• Operational Excellence
Committee will have a positive impact in ensuring a
bright future for Chula Vista. In the coming fiscal year,
staff will also focus on the implementation of Smart
City concepts which focus on the use of technology to
improve and streamline service delivery and
communications with our residents.
Bayfront — The Chula Vista Bayfront Master Plan is
Southern California's largest development opportunity
at 535 acres. The Bayfront will offer panoramic views
from Baja California to San Diego. With proximity to
both Baja California and San Diego, the Bayfront will
supply a unique bi- cultural tourist opportunity for South
San Diego County. The Bayfront project includes the
future development of 3,100 new hotel rooms, 415,000
square feet of conference meeting space, 1,500 new
high -rise residential units and 225,000 square feet of
waterfront visitor serving retail uses and 750,000
square feet of new office and commercial space. The
following projects are being pursued to implement the
Chula Vista Bayfront Master Plan:
• Bayfront Hotel and Conference Center — in
negotiations for an option to lease with the RIDA
Development Corporation for the development of a
hotel and conference center.
o Training and Continuous Improvement - • Residential Development — in negotiations for a
Added approximately $70,000 in new development agreement with Pacifica Companies
funding for Citywide training for for development of residential units, hotel rooms,
Leadership training and the Continuous and mixed commercial space.
Improvement Academy.
o Computer Replacement - The budget
includes a $60,000 increase for the lease of
an additional 200 computers in year 2 of a
4 year plan to modernize and standardize
the City's aging computers.
o IFAS Upgrade - includes approximately
$160,000 in funding to transition the City's
accounting system to a newer version that
will improve efficiency and user interface.
Major Projects and the Future
The City has a number of major projects that will help
shape the future of the City of Chula Vista. These
unique projects will help strengthen Chula Vista's
economic base, create new jobs, and attract new
visitors. The Bayfront and University projects as well as
the ongoing negotiations with the U.S. Olympic
University and Innovation District — The City of Chula
Vista is a leader in innovation and is committed to
attracting a future four -year University and Innovation
District. The proposed educational and business format
is being designed to engage students, faculty and
corporations in the creation and application of
knowledge that will spur innovative economic, social,
and cultural development. In the coming fiscal year,
staff will continue working towards this important
goal. Staff is seeking to secure a development partner
for the University and Innovation District by the end of
fiscal year 2016.
Olympic Training Center - The USOC and the City have
entered into a joint agreement with consultant JMI
Sports to analyze the feasibility of an operations
transfer, including determining alternative compatible
uses for the facility. The USOC is seeking to change
their operating model and focus more of their
2015 -06 -02 Agenda Packet 4 Page 101
City of Chula Vista Proposed Budget MW
resources on sustained competitive excellence and not
in operating and maintaining buildings and fields. It is
both the USOC and the City's desire that we be able to
preserve and improve on the great sport legacy that is
the Chula Vista Olympic Training Center. The City, JMI
representatives and USOC staff are continuing to work
on a memorandum of understanding for the City's
takeover and operation of the facility. The focus is to
have the facility remain as much as possible an elite
Olympic training center with events and other activities
that would be compatible uses of the facility.
Smart City — Chula is making strides as a Smart City to
provide businesses, institutions, and residents with
access to state of the art technology and a
communications system that empowers them with
tools to improve their quality of life, build their
prosperity, and provide the most efficient government
to our citizens. The City is working to assemble a
communications infrastructure system and provide a
gigabyte level of broadband that will drive the
economic, healthcare, education, and innovation
sectors to levels that distinguish Chula Vista as a
national Smart City leader.
ACKNOWLEDGEMENT
Staff developed a budget for fiscal year 2015 -16 that is
both responsive to community needs and continues to
fund core services most important to our community.
City staff is the key component in delivering high quality
municipal services to our residents. I am proud of the
men and women who work for the City of Chula. They
work tirelessly to deliver the best services we can
deliver to our community with the resources we have.
I would like to thank the City Council and Executive
Team for their leadership and support. Finally, I would
like to recognize the Finance Department for their
exceptional work in once again preparing a balanced
budget using good financial management practices.
Respectfully,
Gary Halbert
City Manager
2015 -06 -02 Agenda Packet 5 Page 102
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 6 Page 103
The City of Chula Vista's budget is created in
conjunction with City Council, City staff, and City
residents. The budget process begins each year with
development of the preliminary base budget and is
completed with the City Council adoption of the budget
in June.
The fiscal year 2015 -16 budget cycle began in January
2015 with the development of a preliminary base
budget by the Finance Department's Budget and
Analysis staff. The base budget accounts for the normal
operating costs of the City. Through April, Finance
worked with departments to refine the base budgets
and incorporate departmental changes to align the
budgets with current department operations.
The budget process provided Departments the
opportunity to recommended budget adjustments
based on department operational requests and /or one-
time funding requests. Requests are reviewed by City
Administration and are included in the City Manager's
Proposed Budget.
While Finance staff was developing the operating
budget, Public Works staff worked to develop and
finalize the Capital Improvement Program (CIP) budget
during this same time frame. On March 3rd, a public
hearing was held for City Council to consider and adopt
the TransNet Local Street Improvement Program of
projects for fiscal years 2015 -16 through 2019 -20. And
on April 2nd, staff held a Council Workshop on
Infrastructure.
Finance will present the City Council with a balanced
General Fund budget on May 26, 2015. The City
Council will then set a public hearing date prior to
Council taking action on the adoption of the budget.
Copies of the proposed budget will be made available
for public review in the Office of the City Clerk, City
libraries, and the City's website at least 10 days prior to
the public hearing.
As set forth in the City Charter, at any meeting after the
adoption of the budget, the City Council may amend or
supplement the budget by motion adopted by
affirmative votes of at least four members. Throughout
Budget Process
the year, the Finance Department provides the City
Council with quarterly financial status reports
comparing expenditure and revenue projections to
budgeted amounts, highlighting any variances and
recommending corrective actions as necessary.
BUDGET DEVELOPMENT MILESTONES
• March 3, 2015
Public hearing to adopt TransNet Local Street
Improvement Program
•
April 2, 2015
Infrastructure Workshop
• May 19 and May 21, 2015
Public workshops to provide overview of the City
Manager's Proposed Budget
• May 21, 2015
Budget Document submitted to City Council
As required by City Charter, the City Manager's
proposed budget was submitted to the City Council
at least thirty -five days prior to the beginning of the
fiscal year. Copies of the proposed budget are
available for public review in the Office of the City
Clerk, City libraries, as well as on the City's website.
• May 26, 2015
Presentation to City Council of the Fiscal Year 2015-
2016 City Manager Proposed Budget and Council
consideration and acceptance of City Budget.
The City Council's Proposed Budget will be made
available for public review.
• June 2015
A public hearing will be held before the City Council
considers the adoption of the budget in order to
give residents an additional opportunity to
participate in the budget process. In compliance
with the City Charter, a notice of this meeting will
be published in the local newspaper at least ten
(10) days prior to the public hearing. Adoption of
the budget requires the affirmative votes of at least
three members of the Council.
2015 -06 -02 Agenda Packet 7 Page 104
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 8 Page 105
The City of Chula Vista is implementing a Citywide
Strategic Plan. This plan is an annual cycle that
encourages focused, meaningful service delivery to
benefit all of Chula Vista. It is a comprehensive
framework that ensures: priorities set by the City
Council are clear to all employees, goals are laid out
that respond to priorities, objectives are achieved that
meet the goals, and that the City government is
accountable to meeting community needs.
General Process
Strategic Plan - Begins with a long -range Strategic Plan
that identifies where we want to get to. This ensures
we are all working in same direction toward clearly
defined goals
Annual Plan - Development of a short -term annual plan
that identifies Initiatives for the next year in support of
achieving the strategic goals. Resources are aligned
with annual initiatives through service levels identified
in the budget process. This step is where we align and
Strategic Plan
link the city's initiatives and resources in pursuit of
goals.
Performance Measurement - Based on the annual plan,
performance measurements are created to track
achievement toward service levels /Initiatives identified
through the annual plan. When implemented at the
departmental and individual performance goal levels,
everyone understands how they are contributing to City
goals.
Tracking - Verify progress towards goals. Constant
monitoring allows us to evaluate progress and make
any necessary corrections.
Report Out - Reporting out on our progress against
identified goals is an essential component of
accountability. Evaluation of past performance also
helps identify necessary changes in initiatives /resource
allocation/measurements.
The following chart reflects the annual Strategic
Planning Update Process.
Strategic Plan Process
2015 -06 -02 Agenda Packet 9 Page 106
HOW DID WE GET HERE
A staff committee, which included representatives
from every department, was formed to assist in the
creation and oversight of the Plan. They met regularly
between November, 2012 and March, 2013 to create
the Plan; their work included developing the long-
term strategies and annual initiatives. The Strategic
Plan was presented to nearly all City Boards and
Commissions. The final Plan was presented to the City
Council with the fiscal year budget in May, 2013.
The committee now meets periodically to review
performance on the objectives, recommend any
needed adjustments and check in on initiatives. The
feedback loop is continuous, not a start and stop
process. The "Plan, Do, Check, Act" philosophy is a
foundation of Continuous Improvement. Reporting
out to City Council and staff on our progress against
identified goals is an essential component of
accountability. Evaluation of past performance also
helps identify necessary changes in initiatives and
recommendations for resource allocations. The most
recent report -out to City Council was February 2015.
Strategic Goals and Initiatives
OPERATIONAL EXCELLENCE
Collaborate with Residents and businesses to provide
responsive and responsible public service by
implementing effective and efficient operations.
• Uphold a commitment to Fiscal Health
Establishing a financially resilient City is a long-
term goal that can be reached by first stabilizing
the City's financial condition, then working
towards financially sustainability, and finally
establishing an organization that is financially
resilient. Financial resiliency better positions the
City to withstand future economic downturns with
minimal impacts to service levels.
• Develop a Long Term Financial Plan
• Excel in service delivery by continuously improving
Cities by their very definition are service delivery
organizations. Many of these services are critical
to the well -being of the citizens, but all city
services enhance residents' "quality of life ". The
7
City of Chula Vista is committed to maximizing its
service delivery through continually looking to
eliminate waste in the processes of service
delivery and maximizing the value of those
services to our customers.
• Implement Continuous Improvement
efforts throughout the organization
• Leverage new and emerging technology
to provide efficient, effective and secure
Information Technology solutions
• Retain and attract quality employees
• Ensure interaction with the City is a positive
experience
The City of Chula Vista provides services to a
diverse customer base. They rely on the City to
perform those services in a cost effective and
quality manner. The City of Chula Vista strives to
make the interaction of service delivery a positive
experience in which our customers can have
confidence that they are valued.
• Foster public trust through an open and
ethical government
• Provide quality customer service
r
ECONOMIC VITALITY
Strengthen and diversify the City's economy by:
supporting and advancing existing businesses;
targeting and attracting new businesses; promoting
balanced land use decisions; and engaging the
community to reinvest in the city.
• Provide policies, planning, infrastructure, and
services that are fundamental to an economically
strong, vibrant city
A strong, vibrant city relies on a foundation of
forward looking decisions and quality
infrastructure that support education, high quality
jobs, and well - balanced livable communities. The
City has made great progress in several long -term
major development projects. These significant
projects are vital to revitalizing the City.
• Implement the Bayfront Master Plan
• Foster opportunities for investment in
Western Chula Vista
• Promote and support development of
quality master - planned communities
• Plan and implement the University Park
2015 -06 -02 Agenda Packet 10 Page 107
City of Chula Vista Proposed Budget MENI
and Research Center
• Promote an environment for residents and
businesses to prosper
The City wants to strengthen and diversify the
City's economy by supporting existing local
businesses as well as identifying and recruiting
new industries and businesses. We want to
encourage opportunities for businesses and
residents through quality job creation.
• Implement strategies that build
prosperity and quality employment
opportunities for existing businesses
• Identify and recruit complementary
businesses that provide quality
employment and expand the goods and
services available to residents
HEALTHY COMMUNITY
Protect resources and environmental health for both
current residents and future generations. Foster the
health of our physical environment through balanced,
connected and sustainable land uses.
• Support an environment that fosters health &
wellness
The City will encourage residents to choose
healthy lifestyles by promoting and facilitating
healthy options in our community and make it
easier for residents to lead healthy lives. The City
will promote policies and programs that enhance
the well -being of residents. We are also
committed to connecting residents in need with
critical services that increase their potential for
wellness and self- sufficiency.
• Implement policies and programs that
support a healthy community
• Develop and implement strategies and programs
that restore and protect natural resources and
promote sustainability
Promote responsible development and land use
decisions that benefit current and future
residents. The City is committed to protecting and
promoting the sustainability of natural resources
through innovative programs and policies. We
will continue to show leadership in the area of
climate change.
• Design and implement innovative
in
environmental & conservation programs
• Update and implement the Climate
Action Plan
• Provide parks, open spaces, outdoor experiences,
libraries and recreational opportunities that
residents can enjoy
The City is supporting residents in choosing
healthy lifestyles. Essential to a healthy
community is the community infrastructure the
City implements through libraries, parks, trails,
and other recreational areas where residents can
be active.
• Plan, construct, maintain, and operate
community and neighborhood facilities
• Preserve and restore City Infrastructure
through the Asset Management Program
(AM P).
INS
STRONG AND SECURE
NEIGHBORHOODS
Create and maintain safe and appealing
neighborhoods where people choose to shop, work,
play and stay.
• Ensure a sustainable and well maintained
infrastructure to provide safe and appealing
communities to live, work, and play
One of the key functions of city government is to
provide citizens and businesses a safe
environment to live, work, play and conduct
business on a daily basis. As such, the provision
and maintenance of public infrastructure is vital to
the quality of life for the residents. Ensuring that
the homes we live in, the businesses we frequent
and the roads we drive on are safe, is key to
attracting home buyers, businesses and visitors to
our community.
• Preserve and restore City Infrastructure
through the Asset Management Program
(AM P).
• Provide comprehensive plan review and
inspection services to ensure safety and
code compliance
• Enhance prevention efforts and prepare
communities for natural disasters and other
emergencies
2015 -06 -02 Agenda Packet 11 Page 108
City of Chula Vista Proposed Budget 19
Cities provide public safety programs which
include various prevention and emergency
preparedness efforts. Prevention efforts are
designed to help mitigate issues before they
become a problem through thorough analysis of
problems, enforcement of various codes and laws,
and educational efforts to help residents improve
their safety. Preparedness efforts are designed to
ensure that the City and its residents are ready to
respond to, survive and recover from a multitude
of emergencies.
• Maintain a responsive Emergency
Management Program
• Continue and enhance analysis led
policing.
• Increase the public's perception of safety.
• Promote safety and readiness through
community education and engagement.
• Ensure adequate emergency response and post
emergency recovery services to our community
The citizens of Chula Vista expect that the City's
public safety providers will respond to emergency
calls for service quickly, with adequately staffed,
equipped and trained personnel to carry out the
duties for which they are assigned. Additionally,
the City wants to provide adequate follow -up
services to help recover from emergencies.
• Provide and support an efficient and
effective Advanced Life Support Program.
• Restore and enhance public safety service
capacity.
CONNECTED COMMUNITY
Promote diverse opportunities that connect
community and foster civic pride through
comprehensive communication strategies, and
cultural, educational & recreational programming.
• Encourage residents to engage in civic activities
A key component to a connected community is to
have citizens engaged with their government and
each other. The City will create a communication
strategic plan to better inform the public and
staff. Additionally, the City wants to create
opportunities for residents to be engaged within
their community through such mechanisms as
n
volunteer opportunities or serving on a Board or
Commission.
• Implement Marketing and
Communications Program
• Foster an environment of community
engagement
• Provide opportunities that enrich the community's
quality of life
The City can contribute to a connected
community by having ample opportunities to have
citizens to interact with each other. The level of
civic pride is also increased when the City can
enrich lives with quality programming. Toward
that end the City will promote culture, art, and
community connections. As much as possible the
City will cultivate and promote partnerships that
expand and improve services.
• Provide services /programs responsive to
residents' priorities
2015 -06 -02 Agenda Packet 12 Page 109
City of Chula Vista Proposed Budget J I
This section of the budget document identifies and
outlines economic indicators that impact revenue
forecasts at the local level. Several sources are used to
forecast City revenues using national, state and local
area economic trends. Sources include: the UCLA
Anderson Forecast (National and State), U.S.
Department of Commerce (National), California
Employment Development Department (National,
State, and Local), California Department of Finance
(State and Local), and the University of San Diego Index
of Leading Economic Indicators (San Diego region).
NATIONAL
In its first quarter report the UCLA
Anderson Forecast characterizes the
U.S. economy as "an island of
` stability in a very volatile world." The
implication is that the U.S. is still on track for 3% GDP
growth for the next two years, despite slow growth and
currency devaluations throughout much of the rest of
the developed world. Payroll employment is expected
to increase at a 250,000 - per -month pace and the
national unemployment rate is projected to hit 5% by
year's end. While the U.S. economy appears to be
stable at this time, UCLA Anderson Forecast Senior
Economist David Shulman writes that a number of
nations' central banks are involved in a series of
"competitive devaluations" in an attempt to export
their economic weakness to the rest of the world.
According to Shulman, the Unites States initiated the
phenomenon in 2010; the value of U.S. dollars has risen
16% from the third quarter of 2014 through the first
quarter of 2015. Shulman says that for the world
economy to thrive as a result of such devaluations, they
must ignite global growth. Shulman goes on to point
out that most of the world's major economies are
mired at or near zero growth leaving the U.S. economy
as an exception for any real growth potential. The
forecast further calls for inflation to rise above the 2%
level once the economy works its way out the
temporary drop in oil prices. Interest rates are expected
to rise as the Fed begins a gradual tightening process of
the nation's money supply in June.
Economic Overview
Real Gross Domestic Product: Percent
Change from Preceding Period
6.0
5.0
4.0
3.0
2.0
1.0
0.0
-1.0 2012Q1 2013Q1 20 Q1 2015Q1
-2.0
-3.0
Source: Bureau of Economic Analysis, U.S. Department of Commerce
CALIFORNIA
In the California report of the UCLA
Anderson Forecast report, Senior
Economist Jerry Nickelsburg predicts
continued steady gains in employment
through 2017. He bases his forecast on
the impact the increase in U.S. growth
rates due to construction, automobiles, and business
investment, as well as higher consumer demand, will
continue to have on our local economy. Nickelsburg
expects this impact will also benefit the state'
unemployment situation as he forecasts a steady
decrease in the state's unemployment rate over the
next three years. The estimate for the 2015 total
employment growth is 2.4 %, and 2.2% for 2016 and
1.5% for 2017. Payrolls will grow at about the same rate
during the next three years. Real personal income
growth is estimated to be 4.2% in 2015 and forecast to
be 4.6% and 3.7% in 2016 and 2017, respectively. The
unemployment rate will hover around 6.5% through the
balance of 2015. Unemployment is projected to fall
through 2016 and will average approximately 5.5 %,
which is a slight decrease from Anderson's last forecast.
In 2017, an unemployment rate of approximately 5.1%
is forecast, essentially the same as in the nation.
Overall, Nickelsburg estimates that the State's
employment performance will slightly exceed the
nation as jobs are expected to be created across all
sectors of the economy. Nikesburg indicates that a
2015 -06 -02 Agenda Packet 13 Page 110
possible downturn in housing as a factor affecting
employment in this sector as the main reason for the
State's economy to under - perform over the forecast
period. •
COUNTY
.=-�:
The County's economic performance
_
r appears to be gaining momentum as
University of San Diego's Index of
Leading Economic Indicators for San
Diego County rose 1.3 percent in
- 7 March. It was the third straight strong
gain for the USD Index and the third
month in a row where all six components were positive.
As was the case in the two previous months, initial
claims for unemployment insurance, help wanted
advertising, and building permits led the way with sharp
gains, while consumer confidence, local stock prices,
and the outlook for the national economy were up
more modestly. February's increase was the tenth
advance in a row for the USD Index, and the gains have
been large in four of the previous five months. This
signals strong growth in the local economy through the
rest of the year and possibly into early 2016. San Diego
is mirroring what is happening at the state level. The
major developments in the March 2015 index were as
follows:
Residential units authorized by building permits
were up significantly for the third consecutive
month. But because permits were weak at the end
of 2014, the year- over -year quarterly comparison
was only modest. Residential units authorized
were up only 1.5 percent in the first quarter
compared to the year before. Single- family permits
led the way with a gain of 18.6 percent, while
multi - family units were down 7.2 percent. Such was
not the case for the labor market variables, both of
which have been positive for a significant
consecutive measurement periods.
A total of 42,457 initial claims for unemployment
insurance were filed in the first quarter of 2015,
which was down 29 percent from the nearly 60,000
initial claims filed in the first quarter of 2014.
Online help wanted advertising increased from
almost 128,000 for the first quarter of 2014 to
more than 150,000 this year, a gain of nearly 18
percent. The net result was that the seasonally
adjusted local unemployment rate fell to 5.1
140
135
130
125
120
115
110
105
100
V E
percent in March 2015, which was down from 5.4
percent in February and 7.1 percent in March 2014.
Consumer confidence was positive in March
signaling the 14th monthly increase in a row for
this component.
Local stock prices gained a strong 6.73 percent in
the first quarter. By comparison, the Dow Jones
Industrial Average fell 0.26 percent, the S &P 500
Index gained 0.44 percent, and the NASDAQ
Composite Index increased 3.48 percent in the
same period
The national Index of Leading Economic Indicators
was up for the 15th consecutive month, which
signals continued growth in the national economy.
San Diego Index of Leading Economic Indicators
San Diego County, 2009 - 2015
Ol 0 0 0 0 I cI -1 N N N N m m m m Ln
V L C Q U L Q (> L C Q 1..1 L Q 1..1 L C Q
o
Ln o Ln o g cn o Ln o g cn o
2015 -06 -02 Agenda Packet 14 Page 111
CITY
The City of Chula Vista continues on
the slight upward trend in terms of
regaining its revenue capacity as its
CRY OF major sources of revenues are
CHL' VISTA projected to increase in the fiscal year
2015 -16 budget. Sales Tax, Property Tax, Franchise Fees
and Motor Vehicle License fees are increasing by a
combined $3.5 million over the estimates for these
revenues as reported in the fiscal year 2014 -15 Third
Quarter Financial Report. Although the increase is
modest it may signal that the City's revenue base is
returning to more stable and predictable revenue
growth that the City can rely upon to meet its growing
needs.
One indicator of this stability is the continuing
improvement in the housing market as the year over
year median home price within the City increased by
5.8% from March of 2014 to April of 2015. The median
home price is projected to further rise by 2.7% in 2016
(based on Zillow estimate), further improving City
property tax revenue opportunities.
Another indicator of improved revenue stability can be
seen in the overall 4% projected increase in the City's
assessment roll assumed in for the property tax
projection.
A 2% growth rate in assessed valuation of taxable
property is legally permitted under Proposition 13 law
assuming that there is a commensurate increase in the
State's consumer price index (CPI) of 2% or greater. The
City is projecting to receive this increase for fiscal year
2015 -16 as the state CPI exceeded the 2% level. This
2% valuation increase in the City's assessment role
provides an important yearly boost to property tax
revenues as the increase is applied to the entire
assessment roll. It is important to note that in recent
fiscal years the City has not benefitted from the
increase as the CPI has failed to reach the 2% threshold
due to the recession. In those years, where the City did
not receive the 2% increase in assessment role
valuation, property tax growth may have resulted from
upward re- assessments of properties that were re -sold
at increased price levels or re- assessments of
properties that increased values under Proposition 8
law. Under Proposition 8, property owners may apply
for an assessment appeal and be granted a lower
assessed valuation on their property for property tax
purposes when their property values decrease. The
lower assessed valuations are granted under the
stipulation that their property assessments will be re-
assessed in the future when property values recover.
The table below provides a year over year summary of
home price sale improvements that have taken place
within the City's zip codes. The improvement in home
sales prices will also help to improve the City's property
tax base.
Examination of other key demographic factors indicates
that the City's unemployment situation improved to
6.7% in February 2015 down from 8.1% for the same
month of the prior year. Additionally, Chula Vista's
population remains stable as it continues to maintain its
place as the 14th largest incorporated city in the state
according to the California Department of Finance.
Chula Vista Home Sales
February 2014 Compared to February 2015
Source Zillow.com /research
2015 -06 -02 Agenda Packet 15 Page 112
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 16 Page 113
The following section provides an overview of the
combined all funds budget. Detailed descriptions,
funding, and staffing levels are provided for each fund
under the corresponding fund section in this document.
This section is intended to provide a citywide overview
of the proposed budget for fiscal year 2015 -16.
ALL FUNDS REVENUE SUMMARY
The combined revenue budget for all City funds totals
$277.5 million; $35.5 million represents inter -fund
transfers. Projected revenues for all funds are
anticipated to decrease by $4.9 million when compared
to the fiscal year 2014 -15 projected year -end total of
$282.5 million.
The largest change in revenue is occurring in the
Revenue from Other Agencies revenue category, which
reflects a net decrease of $3.8 million when compared
to the prior fiscal year. This revenue category includes
grants from other agencies and can vary significantly
from year to year. The largest change in this category is
reflected in the Other Transportation Programs Fund,
which reflects $9.0 million in Federal Grant funds.
This is a $3.8 million increase when compared to the
prior year. This grant funding will be used for two
capital improvement projects - Willow Street Bridge
Widening and Heritage Road Bridge Improvements.
The increase in the Other Transportation Programs
Fund is offset by decreases in various other funds.
Most notably, the budget for the Transit CVT fund
($1.8 million) is being eliminated. During fiscal year
2014 -15, the City Council took action to approve the
City's divestment of public transportation services and
transition the operation of these services to the
Metropolitan Transit System (MTS). Other decreases in
this category reflect adjustments in grant revenues for
fiscal year 2015 -16. The Energy Conservation Fund
($1.8 million), Police Department Grants Fund ($1.2
million), and Federal Grants Fund ($1.0 million) all
reflected decreased grant revenues.
The next largest change is reflected in the Charges for
Services revenue category, which reflects a reduction of
$3.2 million when compared to the prior fiscal year.
n
All Funds Summary
The elimination of Transit Funds is also reflected in the
Charges for Services category. This category reflects
the elimination of $4.8 million in Bus Fare Fees. Other
major changes in this category include projected
increases in the Development Services Fund ($1.2
million in Zoning Fees - Deposit Based and Plan Checking
Fees), Traffic Signal Fund ($0.2 million in Traffic Signal
Fees), and General Fund ($0.3 million in Jail related
revenues and Zoning Fees - Deposit Based).
The Other Local Taxes revenue category reflects an
increase of $2.3 million when compared to the prior
fiscal year. This increase is largely reflected in the
General Fund; changes in this fund include a $2.3
million increase in Sales and Use Taxes which are
somewhat offset by a decrease of $1.6 million in Sales
Tax -in -Lieu revenues. This change reflects the
elimination of the "Triple Flip" midyear. Other changes
in the General Fund include a $1.1 million increase in
Franchise Fees and a combined increase of $0.2 million
in Transient Occupancy Taxes and Business License Tax
revenues. The Transportation Sales Tax Fund also
includes a $0.4 million increase.
The Development Impact Fees revenue category
reflects an increase of $1.0 million when compared
to the prior fiscal year. This increase is reflected in
the Transportation DIF Fund. This change is intended
to bring budgeted revenues in line with actual
revenues.
The Other Revenue category reflects increases and
decreases in various funds which result in a net
decrease of $1.0 million. Most notably it reflects the
elimination of $1.2 million in the General Fund in
Reimbursements from Other City Funds. This is due to
the elimination of reimbursements for the Third
Avenue Streetscape Improvement Phase II.
The Schedule of Revenues report, included in the
Summary Tables section, reflects the projected
revenues for fiscal year 2015 -16 at the fund and
revenue type level. The following table reflects a
summary of all City revenues by category.
2015 -06 -02 Agenda Packet 17 Page 114
Sources of Funds (All Funds Combined)
Fiscal Year 2013 to Fiscal Year 2016 Revenues
In Thousands (000)
Revenue Category
Other Local Taxes
$
FY12-13
Actual
55,209
FY13-14
Actual
$
63,036
FY
Projected
$
14-15
59,402
FY
Proposed
$
15-16
61,729
Change
(FY15-FY16)
$
21327
Property Taxes
$
32,333
$
28,517
$
35,436
$
36,305
$
869
Revenue from Other Agencies
$
44,050
$
50,764
$
54,381
$
50,575
$
(31807)
Transfers In
$
32,027
$
401487
$
361448
$
35,508
$
(940)
Licenses and Permits
$
31877
$
31102
$
31310
$
31381
$
71
Use of Money & Property
$
31261
$
61330
$
31471
$
31443
$
(28)
Fines, Forfeitures, Penalties
$
11640
$
11666
$
21046
$
11776
$
(270)
Other Revenue
$
36,660
$
81,959
$
33,063
$
32,095
$
(968)
Charges for Services
$
59,144
$
58,400
$
50,438
$
47,270
$
(31169)
Development Impact Fees
$
14,667
$
91784
$
41457
$
51467
$
11009
Total Revenues
$
282,868
$
344,045
$
282,453
$
277,548
$
(4,906)
Total Revenues Fiscal Year 2015 -2016 (All Funds Combined)
Transfers In, 13% Property Taxes, 13%
Other Revenue, 12%
Other Local Taxes,
22%
Development Impact
Fees, 2%
Licenses and
Permits, 1%
Charges for Services,
17% Fines, Forfeitures,
Penalties, 1%
Revenue from Other
Agencies, 18% Use of Money &
Property, 1%
2015 -06 -02 Agenda Packet 18 Page 115
City of Chula Vista Proposed Budget M AEMW
ALL FUNDS EXPENDITURE SUMMARY
The combined expenditure budget for all City funds for
fiscal year 2015 -16 totals $294.3 million of which $35.5
million represents inter -fund transfers. This amount
includes a General Fund operating budget of $139.2
million and a Capital Improvement Program (CIP)
budget of $27.5 million. The fiscal year 2015 -16 budget
includes $92.2 million in operating budgets for the non -
General Fund funds including Sewer, Successor Agency
to the Redevelopment Agency, Development Services,
CV Housing, and Fleet. When compared to the prior
year budget, the fiscal year 2015 -16 proposed budget
reflects a decrease of $11.6 million.
The largest change in expenditures is reflected in the
Supplies and Services expense category. This category
reflects a decrease of $11.8 million when compared to
the prior fiscal year. Half of this reduction ($5.9 million)
reflects the elimination of the Transit Fund budget as a
result of the City's divestment of public transportation
services and transition to the operation of these
services by the Metropolitan Transit System (MTS).
This category also reflects a $3.2 million decrease in the
General Fund. This decrease largely reflects the
elimination of prior year encumbrances from the
proposed budget and one -time appropriations
approved by the City Council mid -year. The Energy
Conservation Fund reflects a $1.1 million decrease in
this expenditure category. This decrease is largely
reflected in contractual services and reflects anticipated
expenditures for fiscal year 2015 -16. The TUT Common
Fund reflects a decrease of $0.8 million. The budget for
fiscal year 2015 -16 reflects planned expenditures. The
remaining changes in this category are a combination of
increases and decreases across various funds.
The next largest change in expenditures is reflected in
the Personnel Services category. This category is
projected to grow by $3.5 million when compared to
the fiscal year 2014 -15 projected year end total. This
increase reflects the following changes:
• The fiscal year 2015 -16 budget reflects a net
increase of approximately 5.25 positions when
compared to the fiscal year 2014 -15 adopted
budget, this includes positions that were approved
during fiscal year 2014 -15 or are recommended as
part of the development of the fiscal year 2015 -16
budget. These position changes are reflected in the
General Fund, Federal Grants, Police Grants,
Development Services, Transit, and Environmental
Services funds.
• The annualized cost of the salary increases
approved for all employee groups during fiscal year
2014 -15 and negotiated wage increases for public
safety employees in fiscal year 2015 -16.
• Increased costs related to retirement and medical
(flex) benefits
• An increase in workers comp charges based on
higher expenditure trends in the Workers Comp
fund
The Capital expenses category reflects a net decrease of
$1.4 million. This decrease is largely reflected in the
TUT Common Fund, which is decreasing by $1.2 million.
In fiscal year 2014 -15, these one -time funds were used
for the purchase of eligible public safety vehicles and
communications equipment.
The Transfers Out expenditure category reflects a
decrease of $1.2 million; this decrease is the net impact
of increases and decreases in multiple funds. The most
significant changes are reflected in the following funds:
• Salt Creek Sewer Basin DIF — reflects a decrease
of $2.4 million related to the loan repayment to
the Trunk Sewer Capital Reserve fund. Fiscal
year 2014 -15 included an extra payment. The
fiscal year 2015 -16 reflects the loan repayment
amount as identified in the Consolidated
Interfund Loan Amortization Schedules.
• Telegraph Canyon Sewer Basin DIF — reflects an
increase of $1.1 million. These funds will be
transferred to the Trunk Sewer Fund and the
Telegraph Canyon Sewer Basin DIF will be closed
out.
The total number of recommended permanent
positions for fiscal year 2015 -16 is 966.0, of which 815.5
are included in the General Fund and 150.50 are
included in various other funds. The adopted staffing
represents a net increase of 5.25 positions when
compared to the fiscal year 2014 -15 adopted budget.
The Authorized Positions by Department report is
included in the Summary Tables section of this
document; it provides the new staffing by classification
and department. A summary of the new staffing
changes is also included in the Staffing Changes section.
The following table reflects the expenditures for all
2015 -06 -02 Agenda Packet 19 Page 116
funds by expense category.
Uses of Funds (All Funds Combined)
Fiscal Year 2013 to Fiscal Year 2016 Expenditures
In Thousands (000)
Expenditure Category
Personnel Services
FY12-13
Actual
FY13-14
Actual
FY
Projected
$
14-15
127,576
FY
Proposed
$
15-16
131,147
Change
(FY15-FY16)
$ 115,792
$ 119,238
$
31571
Supplies and Services
$
54,214
$
55,286
$
67,265
$
55,450
$
(11,815)
Other Expenses
$
41,739
$
91,816
$
30,829
$
30,174
$
(656)
Capital
$
11724
$
11773
$
41619
$
31206
$
(11412)
Transfers Out
$
32,027
$
40,487
$
36,683
$
35,508
$
(11175)
CIP Project Expenditures
$
23,253
$
18,229
$
26,959
$
27,492
$
533
Non -CIP Project Expenditures
$
51319
$
31195
$
31161
$
21221
$
(940)
Utilities
$
71001
$
71977
$
81882
$
91149
$
266
Total Expenditures
$
281,068
1 $
338,001
1 $
305,975
1 $
294,347
1 $
(11,628)
Total Budget Fiscal Year 2015 -16 (All Funds Combined)
Non -CIP Project o
Expenditures, 1% Utilities, 3/
CIP Project �
Expenditures, 9%
Transfers Out, 12%—/
Personnel Services,
Capital, 1% 45%
6q9W
Other Expenses, 10%
Supplies and Services,
19%
2015 -06 -02 Agenda Packet 20 Page 117
City of Chula Vista Proposed Budget MW
PROJECTED CHANGES IN UNDESIGNATED FUND
BALANCES
The following table provides a summary by fund type of
the projected revenues and expenditures for fiscal year
2015 -16 and the projected impact to their respective
undesignated fund balance. Undesignated fund
balance represents available, expendable financial
resources in a governmental fund. Undesignated fund
balance is sometimes referred to as available reserves.
As noted in the table below, most funds are anticipated
to draw down reserve levels in the coming year. The
General Fund is balanced; there is no projected change
in operating reserves for the General Fund.
Summary of Net Impact to Reserves by Fund
In Thousands (000)
Note: The Debt Service Funds and Successor Agency and CV Housing Authority carry a deficit that reflects long -term advances /outstanding debt
obligations in Fund 451 and Fund 692.
2015 -06 -02 Agenda Packet 21 Page 118
eiall
evroi
eiall
Fund
06/30/15
Revenues
Expenditures
Net
Impact
06/30/16
Capital Projects Funds
$
65,058
$
15,143
$
21,339
$
(61196)
$
58,861
Sewer Funds
$
100,046
$
34,897
$
38,345
$
(3, 448)
$
96,598
Gas Tax
$
51908
$
51514
$
81590
$
(3, 076)
$
21832
Successor Agency and
$
(21,920)
$
14,802
$
17,031
$
(21229)
$
(24,149)
CV Housing Authority
Other Funds
$
61509
$
10,261
$
12,386
$
(21125)
$
41383
P u b l i c Li a b i l i ty Trust
$
11685
$
520
$
11653
$
(11133)
$
552
TUT Common Fund
$
624
$
-
$
616
$
(616)
$
8
Environmental Services Fund
$
11118
$
11372
$
11811
$
(439)
$
680
Grant Funds
$
485
$
13,328
$
13,568
$
( 240)
$
245
Workers Comp Fund
$
-
$
31249
$
31403
$
(153)
$
(153)
Fleet Management
$
209
$
31822
$
31882
$
(61)
$
148
General Fund
$
14,555
$
139,704
$
139,704
$
-
$
14,555
Development Services Fund
$
(882)
$
71304
$
71304
$
-
$
(882)
Transit Funds
$
17
$
-
$
-
$
-
$
17
Maint Districts & Open Space
$
14,869
$
121759
$
121759
$
-
$
14,869
Debt Service Funds
$
(261343)
$
14,873
$
11,954
$
21918
$
(23,425)
• ►
a
;
•,
..
Note: The Debt Service Funds and Successor Agency and CV Housing Authority carry a deficit that reflects long -term advances /outstanding debt
obligations in Fund 451 and Fund 692.
2015 -06 -02 Agenda Packet 21 Page 118
City of Chula Vista Proposed Budget
Analysis of Significant Changes in Anticipated
Fund Balances
The net impact to reserves for all funds is a net
decrease of $16.8 million; this change includes the
following:
Anticipated Anticipated
FY 16 Beginning FY 16 Ending Increase Percent
Balance Balance (Decrease) Change
$ 65,058 $ 58,861 $ (61196) -9.5%
Capital Project funds reflect a net decrease of $6.2
million in reserves in fiscal year 2015 -16. This decrease
largely reflects the use of $4.6 million in reserves in the
Public Facility DIF funds. These funds will be used to
pay debt service related to the construction of various
City facilities and the annual payment to the TDIF for a
prior year loan. The Transportation DIF fund will use
approximately $1.5 million in fund balance for various
capital improvement projects. Most notably, the
budget includes $2.0 million in funding for the Bike
Lane Along East "H" Street CIP.
Sewer Funds (Thousands)
Anticipated Anticipated
FY 16 Beginning FY 16 Ending Increase Percent
Balance Balance (Decrease) Change
$ 100,046 $ 96,598 $ (3,448) -3.4%
The Sewer Funds reflect a net decrease of $3.5 million
in reserves in fiscal year 2015 -16. Major changes are
reflected in the following funds:
• Salt Creek Sewer Basin DIF - includes a $2.2 million
decrease in reserves. The fiscal year 2015 -16
budget includes a loan repayment to the Trunk
Sewer Capital Reserve fund.
• Trunk Sewer Capital Reserve Fund — includes a $1.7
million increase in reserves. This change largely
reflects the transfer from the Telegraph Canyon
Sewer Basin DIF.
• Sewer Service Revenue — includes a $1.4 million
decrease in reserves. This largely reflects the use
of reserves for the purchase of $1.7 million in
vehicle equipment.
• Telegraph Canyon Sewer Basin DIF — reflects a $1.1
million decrease in reserves. This fund will be
closed in fiscal year 2015 -16 and funds will be
n
transferred to the Trunk Sewer Capital Reserve
Fund.
• Sewer Facility Replacement — reflects a $0.5 million
decrease in reserves. This fund includes various CIP
projects including - Sewer Access Rehabilitation
Project, Parkside Drive Lift Station Upgrades, Sewer
Manhole Rehabilitation Project, Sewer Manhole
Inspection Study, and Sewer Rehabilitation Project.
Anticipated Anticipated
FY 16 Beginning FY 16 Ending Increase Percent
Balance Balance (Decrease) Change
$ 51908 $ 21832 $ (31076) -52.1%
The Gas Tax fund reflects the use of $3.1 million in
reserves. The fiscal year 2015 -16 budget includes
funding for the following capital improvement projects:
• $2.0 million for Pavement Minor Rehabilitation
Program
• $1.6 million for Storm Drain Repairs at various
locations Citywide
• $0.4 million for Replacement of Curb & Gutter
Citywide
• $0.3 million for Cross Gutter Rehabilitation
Citywide
Anticipated Anticipated
FY 16 Beginning FY 16 Ending Increase Percent
Balance Balance (Decrease) Change
$ (21,920) $ (24,149) $ (21229) 10.2%
Successor Agency to the Redevelopment Agency and CV
Housing Funds reflect a net decrease of $2.2 million.
This decrease is largely reflected in the RDA 2008
TARBS Project Funds —SA fund, which reflects the use of
$1.3 million in reserves. The remaining use of reserves
are reflected in the following funds:
• Long -term Advances DSF -RDA SA - reflects
($350,000) related to interest accruals for
interfund loans.
• CV Housing Authority ($0.4 million) and Housing
SA ($0.3 million) - reflects the combined use of
$0.6 million from these funds' reserves, which
will be used to fund a loan for the Millenia
affordable housing development.
2015 -06 -02 Agenda Packet 22 Page 119
Anticipated Anticipated
FY 16 Beginning FY 16 Ending Increase Percent
Balance Balance (Decrease) Change
$ 61509 $ 41383 $ (21125) -32.7%
Other Funds — this category reflects the use of $2.1
million in reserves in fiscal year 2015 -16. Included in
this category are the following funds:
• Transportation Sales Tax Fund reflects the use of
$1.2 million in reserves. These funds will be used
to fund various capital improvement projects in
fiscal year 2015 -16, including:
■ $4.0 million for major pavement rehabilitation
■ $0.4 million for raised median improvements
■ $0.4 million for Main Street Fiber Optics
installation (SANDAG)
• The Traffic Signal Fund reflects the use of $0.5
million in reserves. These funds will be used to
fund various capital improvement projects in fiscal
year 2015 -16 including:
■ $0.3 million for pedestrian improvements at
Hazelcook Elementary School
■ $0.3 million for traffic signal installation at
Jacqua Street and Main Street
Anticipated Anticipated
FY 16 Beginning FY 16 Ending Increase Percent
Balance Balance (Decrease) Change
$ 11685 $ 552 $ (11133) -67.3%
Public Liability Trust Fund reflects a budgeted net
impact of $1.1 million. In order to balance the General
Fund, the transfer to the Public Liability Trust Fund has
been reduced in fiscal year 2015 -16. The use of Public
Liability Trust Fund reserves will depend on actual
expenditures, which can be difficult to predict.
Deb ervic Funds (Thousands
Anticipated Anticipated
FY 16 Beginning FY 16 Ending Increase Percent
Balance Balance (Decrease) Change
$ (26,343) $ (23,425) $ 21918 -11.1%
The Debt Services funds reflect a positive impact of $3.0
million in reserves. This change reflects interfund loan
repayments accounted for in the Long -term Advances
DSF — City Fund. As noted previously, this fund reflects
a negative fund balance because it accounts for long-
term advances /outstanding debt obligations.
GENERAL FUND RESERVES
In November 2009, the City Council approved a
resolution updating the City's General Fund Reserve
Policy. The updated reserve policy:
• Provides guidelines for the use of reserves
• Sets a new long -term goal for higher General Fund
Reserve level, from 8% to 15%
• Includes the establishment of two new reserve
funds - Economic Contingency Reserve and
Catastrophic Event Reserve
Achieving these reserve levels is a long -term goal; once
fully implemented, the new General Fund Reserve
policy will require higher reserve levels. This will help
mitigate the negative impact on revenues from
economic fluctuations, position the City to withstand
potential State revenue takeaways, provide debt
service coverage, and provide a resource to fund
unforeseen expenditure requirements.
The Third Quarter Financial Report for fiscal year 2014-
15 projected that the General Fund would end the fiscal
year with a modest surplus ($0.2 million). The
projected surplus reflects higher than anticipated salary
savings as a result of vacancies. As reflected on the
following table, General Fund reserve levels have not
only stabilized but have increased slightly since fiscal
year 2009. It is important that the City maintain
reserves in order to address the following potential
issues:
• Dramatic economic fluctuations
• Debt service coverage
• Development impacts — there may be gaps in
timing when services will need to be provided to
new developments but the development area has
not yet generated the revenues needed to fully
offset the cost of those services
• Unfunded liabilities — deferred building and
equipment repairs, equipment replacement,
deteriorating infrastructure.
The following chart depicts the General Fund operating
reserves since fiscal year 2008 -09. The fiscal year 2015-
16 General Fund Proposed Budget is balanced and
there is no budgeted impact to the General Fund
reserves.
2015 -06 -02 Agenda Packet 23 Page 120
General Fund Operating Reserves
Fiscal Year 2009 to Fiscal Year 2016
16.0%
14.0%
12.0%
10.0% —
8.0% —
6.0% —
4.0% —
2.0% —
0.0%
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Projected Estimated
Reserves Reserve Policy (Updated 2009)
Note: The preceding chart reflects only the General Fund Operating Reserves. It does not include the Economic
Contingency Reserve, which has a balance of approximately $3.6 million. Combined with the operating reserve,
these two reserve funds total approximately 13% of the fiscal year 2015 -16 General Fund budget.
2015 -06 -02 Agenda Packet 24 Page 121
The fiscal year 2015 -16 adopted budget includes 966.00
positions for all funds. This is a net increase of 5.25
positions when compared to the fiscal year 2014 -15
adopted budget that included 960.75 authorized
positions. The summary of staffing changes is divided
into two sections — the staffing changes that were
approved by Council during fiscal year 2014 -15 and
changes made as part of the development of the fiscal
year 2015 -16 budget.
POSITION CHANGES AUTHORIZED DURING FISCAL
YEAR 2014 -15
During fiscal year 2014 -15, Council approved the
addition of 2.50 FTE citywide as well as several
reclassifications to reflect changes in duties. Changes
in the General Fund resulted in a net increase of 0.50
FTE and changes to other funds resulted in a net
increase of 2.00 FTE. These changes included the
following:
• City Council — 1.00 Chief of Staff and 1.00 Policy
Aide were added to address the department's
operational needs. 2.0 Constituent Services
Manager positions were eliminated to offset the
additions.
• Administration — The City Manager recommended
changes in the City management structure which
resulted in the addition of 1.00 Deputy City
Manager position to share in the oversight of City
departments. This change was offset with the
elimination of the Director of Finance position from
the Finance Department.
ka
Summary of Staffing Changes
• Finance — the department was reorganized to
ensure continued success in the overall
management of the City's finances. This resulted in
an addition of 1.00 Senior Accountant, 1.00 Fiscal
Office Specialist, and the elimination of 2.00
Associate Accountant positions. The reorganization
also resulted in the reclassification of the Assistant
Director of Finance position to Finance Director and
the Finance Manager was reclassified to a Finance
and Purchasing Manager. The approved changes
resulted in no net changes to the authorized
position count for the department.
• Animal Care Facility —the department requested to
reclassify 5.00 Animal Care Assistants to Animal
Care Specialists and 2.00 Senior Animal Care
Assistants to 2.00 Senior Animal Care Specialists to
better reflect assigned duties.
• Police — A net 0.50 FTE was added to the Police
Department. 1.00 Automated Fingerprint
Technician was approved as part of the County of
San Diego Cal -ID Program. The department also
requested the addition of 1.00 Senior Police
Technology Specialist and the elimination of 1.00
Parking Enforcement Officer and 0.50 Range
Master to better reflect department needs. The
department also requested a reclassification of an
Administrative Services Manager to a Police
Administrative Services Administrator.
The Administration Department also requested to
reclassify an Assistant to the City Manager /CI
Manager to a Performance and Organizational
Development Manager to better reflect the duties
assigned to this position. •
• Human Resources — the department requested to
reclassify two positions in order to address
operational needs. The Assistant Director of
Human Resources was reclassified to Director of
Human Resources and a Senior Human Resources
Analyst position was reclassified to a Principal
Human Resources Analyst.
Fire — A Secretary was reclassified to a Training
Program Specialist as requested by the Fire
department. In addition, 4.00 Firefighter positions
were reclassified to Firefighter /Paramedic as part
of the implementation of the Advanced Life
Support Program.
Public Works — the department received approval
for the following reclassifications: (a) 2.00
Administrative Analyst II positions to Management
Analysts; (b) an Assistant Surveyor 11 to an Associate
Land Surveyor; (c) a Construction and Repair
Manager to Construction and Repair Supervisor; (d)
a Custodial and Facilities Manager to Facilities
Manager; (e) 1.00 Lead Custodian and 1.00
Custodial Supervisor to 2.00 Custodians. These
2015 -06 -02 Agenda Packet 25 Page 122
City of Chula Vista Proposed Budget j 0
reclassifications were approved to better reflect
the position responsibilities and to address service
needs.
for these programs include the addition of a 1.00
FA (Fiscal Agent) Program Manager, and the
reclassification of a FA Public Safety Analyst
position to a FA Senior Public Safety Analyst.
Recreation — the department requested to
reclassify 2.00 Recreation Supervisor II positions to Federal Grants Fund — the addition of a GIS
2.00 Recreation Supervisor III to address Specialist position was approved in this fund to
operational needs. assist in the UASI preplan project.
Library — the department requested to reclassify a
Library Associate to a Librarian II position in order
to address operational needs. The department also
reclassified an Administrative Analyst II to a
Management Analyst as part of a citywide effort to
better reflect the position responsibilities.
Police Grants Fund — The City serves as the fiscal
agent for CBAG and SD LECC. Changes approved
Development Services Fund — 3.00 Plans Examiner
Positions were reclassified to 3.00 Associate Plan
Check Engineers to better reflect the
responsibilities of these positions.
The following table summarizes the position changes
Council authorized during fiscal year 2014 -15.
Summary of Fiscal Year 2014 -15 Staffing Changes
Approved by City Council
Department/Fund
City Council (0.00)
.•
Mayor
Position
Chief of Staff
FTE
1.00
Policy Aide
1.00
Constituent Services Manager
(2.00)
Administration (1.00)
Administration
Deputy City Manager
1.00
Reclassification
Assistant to the City Ma nager /CI
Manager
(1.00)
Performance & Organizational
Development Manager
1.00
Human Resources (0.00)
Reclassifications
Director of Human Resources
1.00
Assistant Director of Human
Resources
(1.00)
Senior HR Analyst
(1.00)
Principal HR Analyst
1.00
Finance ( -1.00)
Finance Administration
Fiscal Office Specialist
1.00
Director of Finance (08/12/2014)
(1.00)
Reclassifications
Treasury Manager
(1.00)
Treasury and Business Manager
1.00
Finance Manager
(1.00)
Finance and Purchasing Manager
1.00
Assistant Director of Finance
(1.00)
Director of Finance (03/03/2015)
1.00
Comptroller
p
Senior Accountant
1.00
Associate Accountant
2.00
2015 -06 -02 Agenda Packet 26 Page 123
Department/Fund
Animal Care Facility (0.00)
•
Reclassifications
Position
Animal Care Assistant
FTE
(5.00)
Animal Care Specialist
5.00
Senior Animal Care Assistant
(2.00)
Senior Animal Care Specialist
2.00
Police (0.50)
Reclassification
Administrative Services Manager
(1.00)
Police Administrative Services
Administrator
1.00
Police Technology
Senior Police Technology Specialist
1.00
Forensic Services
Automated Fingerprint Technician
1.00
Parking Enforcement
Parking Enforcement Officer
(1.00)
Force Operations
Range Master
(0.50)
Fire (0.00)
Reclassifications
Firefighter (112 HR)
(4.00)
Firefighter /Paramedic (112 HR)
4.00
Secretary
(1.00)
Training Programs Specialist
1.00
Public Works (0.00)
Reclassifications
Administrative Analyst II
(2.00)
Management Analyst
2.00
Assistant Surveyor I 1
(1.00)
Associate Land Surveyor
1.00
Construction and Repair Manager
(1.00)
Construction and Repair Supervisor
1.00
Custodial and Facilities Manager
(1.00)
Facilities Manager
1.00
Custodian
2.00
Lead Custodian
(1.00)
Custodial Supervisor
(1.00)
Recreation (0.00)
Reclassifications
Recreation Supervisor II
(2.00)
Recreation Supervisor III
2.00
Library (0.00)
Reclassifications
Administrative Analyst II
(1.00)
Management Analyst
1.00
Library Associate
(1.00)
Librarian 11
1.00
1
Police Grants Fund 00 .
Fund ( 1.00)
Reclassification
FA Public Safety Analyst
(1.00)
FA Senior Public Safety Analyst
1.00
Fiscal Agent (FA) positions -
CBAG and SD LECC
FA Program Manager
1.00
Federal Grants Fund (1.00)
UASI
G IS Specialist
1.00
Development Services Fund
(0.00)
TOTAL
R I ifi cat ions i n
ec ass
Plans Examiner
(3.00)
Associate Plan Check Engineer
3.00
2015 -06 -02 Agenda Packet 27 Page 124
FISCAL YEAR 2015 -16 CHANGES
The fiscal year 2015 -16 budget largely reflects a
carryover of the service levels and programs funded in
the current fiscal year with limited service
enhancements. In total, the changes result in a net
increase of 2.75 FTE when compared to the fiscal year
2014 -15 amended budget. These changes include the
following changes summarized by department:
• City Council — The fiscal year 2015 -16 proposed
budget reflects the addition of an Administrative
Secretary to address operational needs of City
Council Administration.
• City Clerk — An addition of a Deputy City Clerk is
being recommended in order to improve efficiency
within the Office of the City Clerk.
• City Attorney — The fiscal year 2015 -16 budget
includes the transfer of a Senior Risk Management
Specialist from the Human Resources Department •
to the Office of the City Attorney.
• Administration — the Performance and
Organizational Development Manager is being
transferred from Administration to the Human
Resources Department to focus on citywide
training, Continuous Improvement (CI), succession
planning, and employee engagement.
• Administration /Economic Development — In order
to better address workload, the budget includes
the following recommendations for Economic
Development: (a) the transfer of an Environmental
Resource Manager and Real Property Manager
from Public Works; (b) the elimination of a Senior
Administrative Secretary, and (c) the addition of a
Project Coordinator I and Cultural Arts Program
Manager. The Cultural Arts Manager will take the
lead in developing and implementing the City's
Cultural Arts Master Plan. The Project Coordinator
will assist the small business community as their
ombudsman at the development services front
counter assist in conducting workshops and
trainings for our local business community.
• Information Technology — in reviewing the
workload for the Geographic Information Systems
unit, it was determined that current staffing levels
are sufficient to handle the normal day -to -day
workload of the unit. To better address workload,
the department recommended the addition of a
Senior Information Technology Support Specialist
and the elimination of a vacant GIS Specialist.
Human Resources — The proposed budget includes
the transfer of a Senior Risk Management Specialist
from Human Resources to the Office of the City
Attorney and a transfer of a Performance and
Organizational Development Manager from
Administration to the Human Resources
Department. These transfers will improve
operational efficiencies within their respective
departments. The proposed budget also includes
funding for the addition of a Senior Fiscal Office
Specialist to provide clerical support to the Human
Resources and Information Technology Services
departments.
Police — During fiscal year 2014 -15, the Police
Department worked with Human Resources on a
number of classification reviews. As a result,
Human Resources is recommending the
reclassification of several positions. Two Evidence
Control Assistants will be reclassified to Senior
Property and Evidence Specialists and two Police
Records Transcriptionists to a Police Records
Specialists. The department is also recommending
the addition of a part -time Fiscal Office Specialist to
provide additional clerical support in the Fiscal
Operations Division.
• Fire — The Fire Department is recommending the
addition of a Fire Prevention Aide in order to be
more efficient in delivering general use certificate
and complaint inspection services. This position
was previously filled on a part -time hourly basis.
The proposed budget also reflects the staffing
changes needed to implement the reorganization
of the department. The reorganization results in
the elimination of 2.0 Deputy Fire Chief positions,
the addition of 1.0 Battalion Chief, and the funding
of two previously frozen positions (Fire Engineer
and Fire Division Chief.)
• Public Works — During fiscal year 2014 -15, the
Public Works Department worked with Human
Resources on a number of reclassifications. As a
result Human Resources is recommending the
2015 -06 -02 Agenda Packet 28 Page 125
City of Chula Vista Proposed Budget 1 0
reclassification of a Fiscal Office Specialist to Senior
Fiscal Office Specialist and a Senior Public Works
Specialist to Graffiti Abatement Coordinator. The
proposed budget also reflects the following
changes: (a) the transfer of the Environmental
Resource Manager and Real Property Manager to
the Administration Department; (b) the elimination
of an Environmental Resource Specialist and the
addition of two Conservation Specialist positions;
(c) the conversion of a part -time Engineering
Technician II position to a full -time position to
complete traffic monitoring and data collection; (d)
the addition of a Pump Maintenance Technician to
support required maintenance and repairs for City
facilities; and (e) the addition of a Maintenance
Worker I to provide staffing for the operation of
the third storm drain vactor.
• Library — The proposed budget includes an
additional Senior Librarian that will be assigned to
the Otay Ranch Library. This position will help
ensure stable and enhanced hours of operation at
the Otay Ranch Library and the Hub.
• Police Grants Fund — Changes in the CBAG and SD
LECC programs include the elimination of five
positions and the reclassification of five FA Senior
Public Safety Analyst positions to FA Senior
Intelligence Analyst positions. The City serves as
the Fiscal Agent to CBAG and SD LECC.
• Environmental Services Fund — Human Resources is
recommending the reclassification of an
Environmental Services Program Manager to an
Environmental Services Manager based on the job
duties of the position. In addition, the budget
includes the addition of a Recycling Specialist II
position which was previously filled on an part -time
hourly basis.
• Transit — Due to the transition of Chula Vista Transit
to MTS, all Transit Funds and the Transit Manager
position have been eliminated from the fiscal year
2015 -16 proposed budget.
• Development Services Fund — As part of a
continuing effort to align available development
related resources with the demand for
development related services, staff has
recommended the elimination of vacant Senior
Planner and Senior Office Specialist Positions, and
the elimination of a Landscape Planner II. The
Development Services Department is also
recommending the addition of a Building Inspection
Manager and Senior Plan Check Technician in order
to remain responsive to workload demands. These
recommended changes result in a net reduction of
1.0 FTE to the Development Services Fund.
Reclassifications - During the development of the fiscal
year 2015 -16 budget, departments worked with the
Human Resources Department to review positions that
are working out of class due to changing job duties.
Departments worked with Human Resources to
determine the appropriate classification and
compensation for these reclassification requests. The
recommended staffing changes are based on changes
to scope of responsibility.
The following table summarizes the changes reflected
in the fiscal year 2015 -16 budget.
Summary of Proposed Fiscal Year 2015 -16 Staffing Changes
2015 -06 -02 Agenda Packet 29 Page 126
Department/Fund
Administration (1.75)
•
Reclassification
Position
Webmaster
FTE
(1.00)
Senior Webmaster
1.00
Transfer to Human
Resources
Performance & Organizational
Development Manager
(1.00)
Economic Development
Senior Administrative
Secretary
(1.00)
Project Coordinator 1
1.00
Cultural Arts Program Manager
0.75
Transfer from Public Works
Environmental Resource Manager
1.00
Real Property Manager
1.00
Information Technology
Services (0.00)
Micro - Computers
Senior Information Technology
Support Specialist
1.00
Geographic Information
Systems
GIS Specialist
(1.00)
Human Resources (1.00)
HR Operations
Senior Fiscal Office Specialist
1.00
Transfer from
Administration
Performance & Organizational
Development Manager
1.00
Transfer to City Attorney
Senior Risk Management Specialist
(1.00)
Police (0.50)
Reclassifications
Police Records Transcriptionist
(2.00)
Police Records Specialist
2.00
Evidence Control Assistant
(2.00)
Senior Property & Evidence Specialist
2.00
Fiscal Operations
Fiscal Office Specialist
0.50
Fire (0.00)
Fire Administration
Deputy Fire Chief
(2.00)
Fire Training
Fire Battalion Chief (80 HR)
1.00
Fire Prevention
Fire Prevention Aide
1.00
Public Works 1.50
Reclassifications
Fiscal Office Specialist
(1.00)
Senior Fiscal Office Specialist
1.00
Senior Public Works Specialist
(1.00)
Grafitti Abatement Coordinator
1.00
Transfer to Administration
Environmental Resource Manager
(1.00)
Real Property Manager
(1.00)
Conservation and
Environmental Services
Environmental Resource Specialist
(1.00)
Conservation Specialist
2.00
Traffic Engineering
Engineering Technician II
0.50
Lift Station /Pool
Maintenance
Pump Maintenance Technician
1.00
Storm Drain Maintenance
Maintenance Worker 1
1.00
Library (1.00)
10tay Ranch Library
Senior Librarian
1.00
2015 -06 -02 Agenda Packet 30 Page 127
Department/Fund
Police Grants Fund
( -5.00)
•
Reclassifications
Position
FA Senior Public Safety Analyst
FTE
(5.00)
FA Senior I nteIIigence Ana lyst
5.00
Fisca I Agent (FA) positions -
CBAG and SD LECC
FA Public Safety Analyst
(1.00)
FA Analyst
(2.00)
FA Program Manager
(2.00)
Environmental Services Fund
(1.00)
Reclassification
Environmental Services Program
Manager
(1.00)
Environmental Services Manager
1.00
Environmental Services
Recycling Specialist II
1.00
Transit ( -1.00)
Tra nsit
Transit Manager
(1.00)
Development Services Fund
( -1.00)
TOTAL
Development Planning
Senior Planner
(1.00)
Building
Senior Office Specialist
(1.00)
Senior Plan Check Technician
1.00
Building Inspection Manager
1.00
Land Development
Landscape Planner 11
1 (1.00)
SUMMARY OF FROZEN POSITIONS
In a prior fiscal year there were a number of positions
that were frozen (not funded) in order to help balance
the budget. Due to the continued fiscal constraints, the
majority of these positions remain frozen in fiscal year
2015 -16. As funding becomes available the status of
these positions will be reevaluated; recommended
funding changes will be brought to Council for
consideration. During fiscal year 2014 -15, the following
positions were "unfrozen" -2.0 Police Dispatch
positions.
The proposed budget includes funding for the
previously frozen Fire Division Chief and Fire Engineer.
A Development Services Technician II was frozen as part
of the budget development process in order to help
balance the Development Services Fund.
The fiscal year 2015 -16 budget reflects 16.0 frozen
positions; this is a net reduction of 3.0 frozen positions
when compared to the prior fiscal year. The frozen
positions are summarized by department and fund on
the following table.
Summary of Fiscal Year 2015 -16 Frozen Positions
Department/Fund
.•
Position
FTE
City Council
Service Grants
Chief Service Officer
1.00
Community Patrol
Peace Officer
11.00
Police
Street Crime /Gang
Suppression
Peace Officer
1.00
City Jail
Detention Facility Manager
1.00
Police Dispatch
Police Communications Systems
Manager
1.00
Development Services Fund
Development Services
Counter
Development Services Technician I1
1.00
TOTAL
00
2015 -06 -02 Agenda Packet 31 Page 128
SUMMARY OF STAFFING CHANGES BY DEPARTMENT AND BARGAINING UNIT
The following tables summarize the staffing changes budget and the fiscal year 2015 -16 proposed budget, by
occurring between the fiscal year 2014 -15 adopted bargaining unit and by department.
Summary of Staffing Changes by Bargaining Unit
2015 -06 -02 Agenda Packet 32 Page 129
Adopted
FY 14-15 Mid
Proposed
Proposed
%
Bargaining
Unrepresented Professionals
and Mid Managers
34.00
2.00
-
36.00
5.9%
Executives
16.00
2.00
-
18.00
12.5%
Chula Vista Mid Managers and
Professiona Is Association
66.50
(1.00)
3.75
69.25
4.1%
Chula Vista Employee's
Association
385.75
3.50
5.00
394.25
2.2%
City Council
5.00
-
-
5.00
0.0%
International Association of
Firefighters
125.00
-
1.00
126.00
0.8%
Peace Officer's Assocation
233.00
-
-
233.00
0.0%
Western Council of Engineers
27.00
-
-
27.00
0.0%
Senior Managers
36.50
(1.00)
(4.00)
31.50
-13.7%
Confidential
32.00
(3.00)
(3.00)
26.00
-18.8%
TOTAL
960.75
2.50
2.75
966.00
0.5%
2015 -06 -02 Agenda Packet 32 Page 129
Summary of Staffing Changes by Department
7E TUTAL 9bU.75 Z.5U Z.75 9bb.UU L
2015 -06 -02 Agenda Packet 33 Page 130
Adopted
FY 14-15 Mid
Proposed
Proposed
%
Department/Fund
14.00
Administration
1.00
1.75
16.75
19.6%
Development Services - G F
20.25
-
-
20.25
0.0%
Animal Care Facility
21.00
-
-
21.00
0.0%
Police
321.50
0.50
0.50
322.50
0.3%
City Attorney
13.00
-
1.00
14.00
7.7%
City Clerk
5.00
-
1.00
6.00
20.0%
City Council
14.00
-
1.00
15.00
7.1%
Finance
28.00
(1.00)
-
27.00
-3.6%
Fire
136.00
-
-
136.00
0.0%
Human Resources
15.00
-
1.00
16.00
6.7%
Information Technology Services
17.00
-
-
17.00
0.0%
Library
21.50
-
1.00
22.50
4.7%
Public Works
163.00
-
1.50
164.50
0.9%
Recreation
17.00
-
-
17.00
0.0%
General Fund Total
806.25
0.50
8.75
815.50
1.1%
Other Funds
Federal Grants Fund
2.00
1.00
-
3.00
50.0%
Fleet Management
10.00
-
-
10.00
0.0%
Police Grants Fund
40.00
1.00
(5.00)
36.00
-10.0%
Development Services Fund
45.50
-
(1.00)
44.50
-2.2%
Advanced Life Support
1.00
-
-
1.00
0.0%
CV Housing
4.00
-
-
4.00
0.0%
Environmental Services Fund
5.00
-
1.00
6.00
20.0%
Sewer Fund
46.00
-
-
46.00
0.0%
Transit
1.00
-
(1.00)
-
- 100.0%
Successor Agency to RDA
-
-
-
-
0.0%
Other Funds Total
154.50
2.00
(6.00)
150.50
-2.6%
7E TUTAL 9bU.75 Z.5U Z.75 9bb.UU L
2015 -06 -02 Agenda Packet 33 Page 130
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5 -Year Position Summary
DEPARTMENT
(2012-13
FY
2013-14 FY
2014 FY
Jim
2015e
.� -.
11 AIL
City Council
14.00
14.00
14.00
14.00
15.00
City Clerk /Elections
5.00
5.00
5.00
5.00
6.00
City Attorney
12.00
13.00
13.00
13.00
14.00
Administration
9.00
10.00
13.00
14.00
16.75
Information Technology Services
18.00
18.00
17.00
17.00
17.00
Human Resources
15.00
15.00
15.00
15.00
16.00
Finance
26.00
26.00
28.00
28.00
27.00
TOTAL
99.00
101.00
105.00
106.00
111.75
Animal Care Facility
17.75
19.25
20.50
21.00
21.00
Development Services
21.50
20.50
19.50
20.25
20.25
Public Works Operations
160.50
162.00
163.00
163.00
164.50
TOTAL
199.75
201.75
203.00
204.25
205.75
w
Police
306.50
313.00
319.00
321.50
322.50
Fire
134.00
135.00
136.00
136.00
136.00
TOTAL
440.50
448.00
455.00
457.50
458.50
Recreation
17.00
17.00
17.00
17.00
17.00
Library
21.00
21.10
21.50
21.50
22.50
TOTAL
38.00
38.10
38.50
38.50
39.50
GENERAL FUND SUBTOTAL
777.25
788.85
801.50
806.25
815.50
w
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5 -Year Position Summary
DEPARTMENT
(2012-13
FY
2013-14 FY
2014-1&= FY
2015-
Advanced Life Support
0.00
0.00
1.00
1.00
1.00
Development Services
39.00
41.50
44.50
45.50
44.50
Police Grant Funds /California Border Alliance Group (CBAG)
34.00
34.00
37.00
40.00
36.00
Federal Grants Fund
0.00
0.00
1.00
2.00
3.00
American Renewal & Reinvestment Act
4.50
0.00
0.00
0.00
0.00
Environmental Services
4.00
5.00
5.00
5.00
6.00
Housing Authority
7.00
7.00
4.00
4.00
4.00
Successor Agency
0.00
1.00
1.00
0.00
0.00
Fleet Management
8.00
8.00
8.00
10.00
10.00
Transit
1.00
1.00
1.00
1.00
0.00
Sewer
46.00
46.00
46.00
46.00
46.00
Redevelopment Agency
4.00
0.00
0.00
0.00
0.00
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TOTAL 147.50 143.50 148.50 154.50 150.50
GRAND TOTAL (does not include hourly staffing) 924.75 932.35 950.00 960.75 966.00
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 36 Page 133
GENERAL FUND SUMMARY
General Fund Expenditure Summary
General Fund Revenue Summary
General Fund Net Cost
Department Summary Reports
2015 -06 -02 Agenda Packet 37 Page 134
2015 -06 -02 Agenda Packet 38 Page 135
General Fund Expenditure Summary
The General Fund Proposed Operating Budget for fiscal
year 2015 -16 totals $139.2 million, which reflects an
increase of $1.7 million (1.2%) when compared to the
Fiscal Year 2014 -15 projected year -end total. The
General Fund Proposed CIP Budget for fiscal year 2015-
16 is $0.5 million, bringing the total General Fund
Proposed Budget to $139.7 million.
The General Fund Proposed Budget is balanced. The
City defines a budget as balanced when the amount of
budgeted expenditures is equal to or less than the
amount of budgeted revenues plus other available
sources. The General Fund includes funding for
programs and services supported by the City Council in
previous fiscal years. The fiscal year 2015 -16 Proposed
Budget reflects a continuation of current service levels
with the exception of a small number of service
enhancements approved as part of the development of
the budget.
The City's General Fund reflects positive growth in most
major revenue sources. This modest growth in
projected revenues allowed for a limited number of
funding enhancements. Program /Service
enhancements include:
• Otay Ranch Library and the Hub — Added 1.0 Senior
Librarian to ensure stable and enhanced hours of
operation at the Otay Ranch Library and the Hub.
• Civic Center Library /Museum — Added $75,000 in
funding to match the Mayor's and Department's
fund raising efforts towards renovations at the Civic
Center Library auditorium.
• Cultural Arts Manager — This new position will
manage the City's cultural arts programs and take
the lead in developing and implementing the City's
Cultural Arts Master Plan.
• Special Events - Included $40,000 in funding to
support three Citywide special events such as
Starlight Parade and Harbor Days
• Economic Development — Converted hourly staffing
to a new Project Coordinator position to support
Economic Development's efforts to assist our local
business community and to attract investment and
jobs.
• Storm Drain Maintenance — Added 1.0
Maintenance Worker to provide staffing for the
operation of the third storm drain vactor. This will
help address new NPDES regulations that increased
inspections and cleaning requirements of storm
drain pipes and catch basins to reduce pollutants to
the bay.
• Equipment Replacement — Added $330,000 for the
replacement of the highest priority vehicles;
includes two vehicles for Fire, 1 vehicle for Police,
and 1 vehicle for Public Works.
• Computer Replacement - The budget includes a
$60,000 increase for the lease of an additional 200
computers in year 2 of a 4 year plan to modernize
and standardize the City's aging computers.
A comparison of the fiscal year 2015 -16 Proposed
budget, the fiscal year 2014 -15 projected expenditures,
and the fiscal year 2013 -14 actual expenditures are
summarized in the following table.
2015 -06 -02 Agenda Packet 39 Page 136
General Fund Expenditure Summary
In Thousands (000)
2015 -06 -02 Agenda Packet 40 Page 137
FT
1
FY 1
• Qtr
FY 2015-16
Description
Actual
Projected
Proposed
Change
Personnel Services
$ 1011760
$
1071428
$ 111,610
$ 41182
Supplies and Services
$ 14,042
$
171455
$ 141269
$ (3,186)
Other Expenses
$ 506
$
929
$ 551
$ (378)
Capital
$ 604
$
638
$ 266
$ (372)
Transfers Out
$ 15,522
$
51400
$ 61099
$ 699
Non -CIP Project Expenditures
$ 133
$
256
$ 509
$ 253
Utilities
$ 41957
$
51423
$ 51889
$ 466
Total Operating Budget
$ 137,524
$
137,529
$ 139,193
$ 11664
CIP Project Expenditures
$ 849
$
51519
$ 510
$ (5,009)
Total General Fund Budget
$ 138,373
$
143,048
$ 139,703
$
MAJOR EXPENDITURE CHANGES BY CATEGORY
The fiscal year 2014 -15 3rd Quarter Projected column
The
next largest change is occurring in Personnel
reflects the projected June 30, 2015 costs as reported in
Services. This category reflects an increase of $4.2
the Third Quarter Financial Report. This column
million and includes the following major changes:
includes the Council adopted budget for fiscal year
'
$4.0 million increase in budgeted Salaries -this
2014 -15 midyear appropriations, and the Carr over of
' Y Y
increase reflects the annualized cost of wage
prior year encumbrances (mostly reflected in CIP and
Supplies and Services).
Su pp )
increases approved by the City Council during fiscal
Y ear 2014 -15 for all employee groups, negotiated
When compared to the prior fiscal ear, the largest
p p year,
wage increases for Public Safety that will occur
change is occurring in CIP Project Expenditures
during fiscal year 2015 -16, step increases, and the
category. This category reflects a decrease of $5.0
addition of 5.25 new positions.
million when compared to the fiscal year 2014 -15
A $1.2 million increase for retirement costs which
projected year -end total. The fiscal year 2015 -16
reflects the increased contribution rates based on
budget only reflects new projects for fiscal year 2015-
the October 2014 Annual Valuations report from
16 and excludes the budget for projects that were
CalPERS and salary savings projected in fiscal year
appropriated in prior fiscal years. The fiscal year 2015-
2014 -15 but not budgeted in this object in fiscal
16 capital budget includes $0.5 million for the following
year 2015 -16.
projects:
•
$0.5 million for increased flex /insurance costs to
• $400,000 for Sign Reflectivity Replacement citywide
account for anticipated increases in health
(offset by SAFE revenues)
premiums based on the projected health premium
$110,000 for the City's Asset Management
increases.
Program.
•
$0.5 million in Worker's Comp charges, based on
increased costs in the Workers Compensation
Fund.
2015 -06 -02 Agenda Packet 40 Page 137
City of Chula Vista Proposed Budget
• The increase in Salaries, retirement costs, and flex
costs also reflect projected salary savings in fiscal
year 2014 -15 that are not budgeted in these
objects in fiscal year 2015 -16. The fiscal year 2015-
16 budget reflects $1.7 million in budgeted salary
savings.
The Supplies and Services expense category reflects a
decrease of $3.2 million when compared to the fiscal
year 2014 -15 projected year -end total. The majority of
this decrease reflects the elimination of midyear (one-
time) appropriations and prior year encumbrances. The
fiscal year 2015 -16 proposed budget reflects a $0.1
million increase when compared to the fiscal year 2014-
15 adopted budget of $14.2 million. This increase
reflects adjustments to various objects in the category
including software maintenance, fleet maintenance,
and other agencies permits and fees. One major
changer reflected in this category is a decrease in city
liability insurance costs as a result of the dissolution of
the San Diego Pooled Insurance Authority for Municipal
Entities (SANDPIPA). The City has joined CSAC Excess
Insurance Authority for pooled liability insurance
coverage at a lower cost.
W1
The Transfers -Out expense category reflects an increase
of $0.7 million. This change consists of various
budgeted increases from the General Fund to other
funds that include:
• $0.3 million to the Equipment Replacement Fund
• $0.2 million to the Police Grants Fund
• $0.1 million to the Public Liability Trust Fund
• $0.1 million to other City Funds including the
Development Services Fund, Local Law
Enforcement Block Grant Fund, and various debt
service funds.
The Utilities expense category has been increased by
$0.5 million when compared to the fiscal year 2014 -15
projected year -end total. Utility budgets have been
adjusted to reflect projected expenditures for fiscal
year 2015 -16 based on actual usage and expected rate
increases.
2015 -06 -02 Agenda Packet 41 Page 138
General Fund Expenditures by Category
Fiscal Year 2015 -2016
Retirement Benefits,
15%
Supplies and
Overtime, 4% Services, 10%
Other Expenses,
Less than 1%
Capital, Less than 1%
all" Transfers Out, 4%
CIP Project
Expenditures, 1%
Non -CIP Project
Expenditures, Less than
1%
Utilities, 4%
Health Benefits, 9%
Other Personnel
IExpense, 4%
Hourly Wages, 2%
Personnel Services
Totals 79.9
LA
Salaries, 46%
General Fund Expenditures History by Category
Fiscal Year 2012 through 2016
$160
$140
$120
$100
$80
o $60
$40
$20
FY12 Actual FY13 Actual FY14 Actual FY15 Q3 Projected FY16 Proposed
Personnel Services Supplies and Services Other Expenses
Capital Transfers Out CIP Project Expenditures
Non -CIP Project Expenditures Utilities
2015 -06 -02 Agenda Packet 42 Page 139
General Fund Expenditure by Department
Fiscal Year 2015 -2016
Other - reflected on Fire, 18%
chart below, 23%
$31.6M
$25.6M
Non - Departmental, 6%
$9.1M Public Works
Operations, 19%
$27.OM
Police, 35%
$48.8M
Note: The chart above does not reflect net cost of each department, only their expenditure allocations.
The following chart reflects the "Other" department costs included in the previous chart that includes
the $31.6 million of the General Fund department budget expenditures.
General Fund Expenditure by Department (Other Department Detail — totals $31.6 million)
Fiscal Year 2015 -2016
Boards and City Clerk, 1%
Commissions, Less than I
1/ � City Council, 1%
Recreation, 3% Human Resources, 2%
Development Services,
Finance, 3% 2%
Library, 3%--/
ITS, 2%/
Animal Care Facility, 2%
City Attorney, 2%
Administration, 2%
Note: The chart above does not reflect net cost of each department, only their expenditure allocations.
2015 -06 -02 Agenda Packet 43 Page 140
STAFFING LEVELS
As revenue levels have improved, the City has
continued the trend of slowly recovering its staffing
levels previously reduced as a result of the Great
Recession. Since fiscal year 2011 -12 the City has been
able to achieve a modest 4.5% increase in staffing
managing to keep pace with a population 4.0% increase
over the same period of time.
Staffing for Community Services and the Development
and Maintenance Services categories have grown
modestly 3.9% and 2.4% respectively from 2011 -12.
Staffing for the Legislative and Administrative service
category has increased by 11.2% primarily due to
reorganizations /consolidations that have shifted staff
from other service categories. Public Safety staffing
levels have increased 4.4% - this increase includes the
addition of various grant funded positions.
Budget constraints necessitated the net elimination of
331.4 full time equivalent (FTE) positions from the City's
peak employment of 1,263.75 FTEs during fiscal year
2006 -07. The last major reduction occurred in 2011
and is reflected in the fiscal year 2011 -12 budget. As
shown in the following graph, the number of FTEs per
thousand has remained flat since fiscal year 2011 -12.
Staffing Level Fiscal Year 2011 -2012 to Fiscal Year 2015 -2016
Council Adopted Budget FY
Legislative and Administrative
11-12
100.50
FY 12-13
101.00
FY 13-14
105.00
FY 14-15 FY
106.00
15-16
111.75
% Chg.
11.2%
Devel opment a nd Ma i ntena nce
308.75
311.25
312.50
315.75
316.25
2.4%
Public Safety
477.50
482.00
494.00
500.50
498.50
4.4%
Community Services
38.00
38.10
38.50
38.50
39.50
3.9%
Total City Staff
924.75
932.35
950.00 1
960.751
966.001
4.5%
City of Chula Vista Staffing (FTEs)
Compared to FTEs per Thousand Residents
1,200
5.0
4.5
11000 3.7
3.7 3.7 3.7 3.7
4.0
800
3.5
3.0
°o
W
600
2.5
W
2.0
400
1.5
200
1.0
0.5
0 -
0.0
FY11 -12
FY12 -13 FY13 -14 FY14 -15 FY15 -16
Total FTE's FTE's /1000
2015 -06 -02 Agenda Packet 44 Page 141
SALARY ADJUSTMENTS
Over the last several years, the City's bargaining groups
worked with City management to reach new
agreements that reduced personnel costs in an effort to
balance the budget. The adjustments to employee
compensation included wage concessions and pension
reform. Subsequently, the City finances have stabilized
and improved to the point where the City has been able
to grant salary increases to its employee bargaining
groups.
The fiscal year 2015 -16 proposed budget reflects the
annualized cost of salary increases for all employee
groups; these salary increases were approved by the
City Council during fiscal year 2014 -15. The proposed
budget also includes the second year of wage increases
for the Police Officers' Association and the International
Association of Firefighters. The City is currently in
negotiations with three of the City's bargaining groups.
The actual impact of salary adjustments will depend on
the final agreements with the bargaining groups. As
these agreements are reached, staff will bring forward
for Council approval the memorandums of
understanding and include the fiscal impact.
RISING RETIREMENT COSTS
The increase in retirement costs driven by rising
CalPERS costs is a significant budgetary challenge facing
the City. The payments made to the retirement system
equal 15.3% of the City's General Fund in the fiscal year
2015 -16 proposed budget.
Increases in CalPERS contributions can be attributed to
several factors. In the early 2000's the City approved
enhanced formula benefits for all City employees.
During the recent economic downturn, the City also
approved an early retirement incentive to encourage
employees to retire thereby reducing the number of
layoffs, but increasing the City's payment to CaIPERS.
During this same time period, CalPERS experienced
significant investment losses.
Over the last several years, CalPERS has made a series
of changes that have resulted in higher contribution
rates. Prior to fiscal year 2005 -06, the CalPERS
investment pool assumed a rate of return of 8.25% and
any market gains (or losses) less than that amount
could significantly affect the City's overall contribution
rate. In fiscal year 2005 -06, CalPERS adjusted their
investment return assumption to 7.75 %. In 2012, the
CalPERS Board of Administration approved a
recommendation to lower the rate investment return
assumption from 7.75% to 7.50 %.
Additional changes that have been implemented by
CalPERS include a change the CalPERS amortization and
smoothing policies. With this change, CalPERS has
employed an amortization and smoothing policy that
will pay for all gains and losses over a fixed 30 -year
period with the increases or decreases in the rate
spread directly over a 5 -year period.
CalPERS has also focused in on current asset allocations
in an effort to stem the volatility of investment returns
as it implements its investment strategies to achieve
the long -term assumed rate of 7.5% for the retirement
fund. In addition the CalPERS board also adopted
significant changes to actuarial assumptions with
respect to mortality rates after evaluation of a
demographic study that covered the years 1997 -2011.
This study yielded the following conclusions that will
impact employer contribution rates:
• Men are living two years longer on average
• Women are living one and half years longer on
average
• There are higher rates of service retirement for
certain groups including firefighters and police
officers
• Lower rates of disability retirements for all groups
• Members with longer service received higher salary
increases
CalPERS is sensitive to the impact mortality
improvements are likely to have on employer
retirement contribution rates and has subsequently
sought input from employer organizations. As such,
CalPERS adopted the recommendation for local public
agencies to first reflect the change in assumptions in
fiscal year 2016 -17 with the cost spread over twenty
years with the increases phased in over the first five
years and ramped down over the last five years of the
twenty year amortization period. The estimated impact
of these changes on the City's fiscal year 2016 -17
retirement contribution rates is outlined in the CalPERS
October 2014 Annual Valuation Report.
The budgetary impacts caused by the increased
employer contribution rates for retirement costs have
2015 -06 -02 Agenda Packet 45 Page 142
City of Chula Vista Proposed Budget
been significant and will continue to challenge the City
in future years. The impact of these cost increases have
been partially offset through negotiations with City's
bargaining groups that have resulted in the
implementation of pension reform. Under the
negotiated pension reform, employees have agreed to
pay their share of pension costs thereby reducing the
impact of pension cost increases to the City's budget.
For fiscal year 2015 -16, Tier 1 Miscellaneous employees
contribute 8% of their salary, Tier 2 employees
contribute 7% and Tier 3 employees contribute 6.75 %.
Tier 1 and Tier 2 public safety employees contribute 9%
of their salary towards pension costs; Tier 3 public
safety employees contribute 12.25% of their salary. To
follow is a series of charts related to pension costs. The
first chart depicts the actual market rates of return for
the CalPERS investment portfolio relative to the
assumed 7.5% rate of return. The second chart reflects
actual CalPERS costs in the General Fund for fiscal years
2009 to 2014, the projected cost for fiscal year 2014 -15,
and the proposed budget cost for 2015 -16. The final
chart reflects historical CalPERS contributions
illustrating the employer (City) contribution rates from
fiscal years 2003 -04 to 2015 -16 and projected rates for
fiscal years 2016 -17 through 2020 -21.
CAPERS Historical Market Value Rates of Return
Relative to Assumed Investment Return of 7.5%
30.0%
22.5%
15.0%
7.5%
0.0%
-7.5%
-15.0%
-22.5%
-30.0%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
2015 -06 -02 Agenda Packet 46 Page 143
Retirement Costs
(General Fund)
Fiscal Years 2011 -12 to 2015 -16
N $27.5 -
,o $25.0
$22.5 $21.4
$20.0 $19.3
$17.3 16.8 $17.
$17.5 $
$15.0
$12.5
$10.0
$7.5
$5.0
$2.5
FY11-12 FY12 -13 FY13 -14 FY14 -15 FY15 -16 Proposed
3rd Qtr Projected
Fiscal Year
CAPERS Employer Contribution Rates
Fiscal Years 2003 -04 to 2020 -21 Projected
45.0%
40.0%
35.0%
30.0%
25.0%
20.0%
15.0% -
10.0%
5.0%
0.0%
o°` o� o� o- oOO o� °`
JO �O �O y0 JO 1.00' J'�
Miscellaneous Public Safety
Notes:
1. Reflects Employer Contribution. The actual employer contribution is higher due to Employer Paid Member Contributions (EPMC) ranging
from 1.3% to 4.2 %, and for applicable years an additional 8% and 9% for the Employer Paid Member Contribution (Employee Contribution).
2. Projected rates (FY 2017 through FY 2021), based on CalPERS Actuarial Valuation Report as of June 30, 2013, reflects assumed R01 of 7.5 %.
2015 -06 -02 Agenda Packet 47 Page 144
HEALTH CARE COSTS
Flex /Health insurance represents 8.5% of the total fiscal
year 2015 -16 General Fund expenditure budget and
account for the health care costs for permanent
employees.
To follow are charts and tables reflecting the increased
expenditures related to flex /health insurance. The first
chart illustrates the actual Flex /Health insurance costs
in the General Fund for fiscal years 2010 to 2014, the
projected expenditures for fiscal year 2014 -15 and the
proposed budget for fiscal year 2015 -16. It is important
to note that the decrease in actuals in fiscal year 2010-
11 and fiscal year 2011 -12 was due to the reduction in
staffing levels over the same period of time and not
caused by a decrease in flex /health insurance costs. In
actuality, Flex /Health insurance costs have increased
annually. The annually increasing flex /health insurance
cost is a challenge that the City will continue to address
in future budgets.
The subsequent table displays Flex Allotments by
bargaining group from calendar year 2010 to calendar
year 2015. Flex Allotments are the amounts provided
by the City for employees to use towards the purchase
of their health benefits. This allotment is negotiated
between the City and each bargaining group. As
illustrated by the table, costs to the City in the area of
flex /health insurance have increased significantly since
calendar year 2010.
Flex /Health Insurance Costs
(General Fund)
Fiscal Years 2011 -12 to 2015 -16
$15.0
° $12.0
$12.5
$10.1 $10.3
$10.0 �$� 1 9.3
$7.5
$5.0
$2.5
FY11-12 FY12 -13 FY13 -14 FY14 -15 FY15 -16
3rd Qtr Proposed
Fiscal Year Projected
2015 -06 -02 Agenda Packet 48 Page 145
Flex Allotment Increases by Bargaining Group
Calendar Year 2011 to Calendar Year 2015
FLEX
Bargaining
Confidential
Allotment
$
11,348
Increases
$
11,936
by
$
Bargaining
12,386
$
Unit
13,074
$
13,524
2011-20%
Change
19.2%
Chula Vista Employees Association
$
10,848
$
11,436
$
11,886
$
12,574
$
13,024
20.1%
Executive
$
141248
$
14,836
$
15,162
$
15,850
$
16,300
14.4%
Mid Managers and Professionals
$
11,848
$
12,436
$
12,762
$
13,450
$
13,900
17.3%
Senior Managers
$
12,848
$
13,436
$
13,762
$
14,450
$
14,900
16.0%
Western Council of Engineers
$
11,848
$
12,436
$
12,762
$
13,450
$
13,900
17.3%
Mayor & Council
$
14,248
1 $
14,836
1 $
15,162
1 $
15,850
1 $
16,300
1
14.4%
'y' Flex allotments remain at the 2013 amounts for all Employee Only members within the following employee groups: Confidential, Executive, Mid
Managers and Professionals, Senior Managers, Western Council of Engineers, and Mayor & Council.
The public safety bargaining group is not included in the
preceding table as their negotiated benefits differ from
the other bargaining groups.
For the public safety bargaining group the City pays the
full premium for Kaiser HMO Health Plan and Cigna
DHMO pre -paid dental plan for the employee and any
eligible dependents. Employees who choose a non -
Kaiser HMO coverage pay a flat annual amount
regardless of the number of dependents covered.
Employees choosing the Cigna DPPO preferred provider
plan are responsible for any additional costs over and
above the Cigna DHMO pre -paid plan.
Due to the annual increase of flex /health insurance
costs the amount the City has paid in insurance
premiums have risen. As illustrated in the table below,
medical premiums the City pays on behalf of public
safety employees have increased by between 21% and
34% (depending on medical group elections) since
calendar year 2011. Due to a switch in dental care
providers, the City has seen a decrease of 3% in dental
premiums over the same period of time.
The following table presents the range of benefits the
City provides in medical and dental insurance to public
safety employees and their dependents.
City Provided Public Safety Flex Benefit Ranges
Calendar Year 2011 to Calendar Year 2015
Ut[Rdl insurance iur Puunc 5aieLy ernpiuyee5 15 WHY curnPen5aLeu iur aL Une univiu ievei. UrnPiuyee5 may cnuu5& rru anu Pay Une variance UtMttn
DHMO and PPO.
2015 -06 -02 Agenda Packet 49 Page 146
City of Chula Vista Proposed Budget
Insurance Premiums
Kaiser and AETNA insurance premiums have increased
an average of 6.4% per year since the beginning of
calendar year 2011. As noted in the table below, Kaiser
premiums have increased a total of 21.1% during this
time while AETNA premiums have increased 33.0% over
the same period. The annual budget for flexible
spending accounts /medical premiums has increased
from $9.1 million in fiscal year 2010 -11 to $12.0 million
in the fiscal year 2015 -16 proposed budget. Recent
discussions with health care professionals indicate
these high trends in health care costs are likely to
continue for the foreseeable future. For fiscal year
2015 -16, the proposed budget reflects an anticipated
premium increase of 5% based on the preliminary
information provided by the health care providers.
The following table reflects the changes in health care
rate premiums the City has experienced from January
2011 to January 2015. The final rate premium that will
be in effect for January 2016 will not be known until
late summer or early fall.
Premium Increases by Health Care Provider
Calendar Year 2011 to 2015
2015 -06 -02 Agenda Packet 50 Page 147
Date of Increase
January 2011
Kaiser
5.1%
AETNA
8.0%
January 2012
12.2%
7.0%
January 2013
1.5%
5.5%
January 2014
10.2%
8.2%
January 2015
-3.4%
8.9%
Annual Average Premium Increase
4.9%
7.4%
Total Increase (January 2011 — January 2015)
21.1%
33.0%
2015 -06 -02 Agenda Packet 50 Page 147
General Fund Revenue Summary
The estimated General Fund revenues for fiscal year
2015 -16 General Fund total $139.3 million excluding CIP
related revenues. This reflects an increase of $3.3
million (2.4%) when compared to the FY 2014 -15 third
quarter projected revenues. The increase is largely due
to increases in Franchise Fee, Property Tax, and Sales
Tax revenue estimates.
The following table compares the fiscal year 2015 -16
estimated revenues to the fiscal year 2014 -15 third
quarter projections. CIP related revenues can vary
significantly from year and are reported separately on
the table below.
General Fund Revenues
In Thousands (000)
2015 -06 -02 Agenda Packet 51 Page 148
FT
Z113-14
FT
M-14-15 3rci
FT
Z*15-1b
Category
Actual
Qtr
Projected
Proposed
Change
Sales Tax
$
29,171
$
30,320
$
31,015
$
695
Property Taxes
$
271451
$
28,930
$
29,897
$
967
Motor Vehicle License Fees
$
16,774
$
17,884
$
18,597
$
713
Franchise Fees
$
81845
$
10,342
$
111426
$
11085
Transfers From Other Funds
$
10,097
$
10,584
$
91988
$
(596)
Interfund Reimbursements
$
91901
$
91753
$
91360
$
(393)
Utility Users Tax
$
17,525
$
61500
$
61500
$
-
Charges for Services
$
61476
$
61281
$
61476
$
195
Transient Occupancy Taxes
$
21633
$
21807
$
21891
$
84
Use of Money and Property
$
21523
$
21583
$
21677
$
94
Other Agency Revenue
$
21711
$
21511
$
21327
$
(184)
Other Local Taxes
$
21278
$
21130
$
21262
$
133
Development Revenue
$
11619
$
11223
$
11399
$
177
Police Grants
$
807
$
771
$
11279
$
508
Licenses and Permits
$
11162
$
11090
$
11135
$
45
Fines, Forfeitures & Penalties
$
11010
$
11403
$
11134
$
(270)
Other Revenues
$
11077
$
881
$
941
$
60
Total Operating Budget
$
142,061
$
135,993
$
139,304
$
3,311
Capital Projects
$
298
$
11809
$
400
$
(11409)
Total General Fund
$
142,359
$
137,802
$
139,704
$
1,902
2015 -06 -02 Agenda Packet 51 Page 148
MAJOR REVENUE INCREASES BY CATEGORY
• Franchise Fees — Franchise fee revenues are Other Local Taxes — When compared to the most
estimated to increase by $1.1 million in comparison recent fiscal year 2014 -15 quarterly projections,
to the fiscal year 2014 -15 third quarter projection. this category is anticipated to increase $0.1 million.
This increase is a result of the annualizing revenues This is due to higher than expected revenues from
from new franchise agreements negotiated by the Business License Tax and Real property Transfer
City. Taxes.
• Property Taxes — This category reflects an increase
of $1.0 million. Based on the most recent fiscal
year 2014 -15 quarterly projections, property taxes
are trending slightly higher than anticipated, mainly
in secured property tax revenue. This trend is
anticipated to be continued into the coming fiscal
year. The projection for fiscal year 2015 -16 reflects
a 4% increase in assessed valuation.
• Use of Money and Property — Revenues are
projected to increase by $0.1 million based on fees
derived from the rental of City facilities.
• Transient Occupancy Taxes — Transient occupancy
tax revenues are projected to increase by $0.1
million from the fiscal year 2014 -15 third quarter
projection. This increase reflects the continued
upward trend for this revenue source.
• Motor Vehicle License Fees — This category reflects
an increase of $0.7 million, primarily in Motor •
Vehicle License In -Lieu revenue. These revenues
also reflect a 4% increase in assessed valuation.
• Sales Tax — This category reflects an increase of
$0.7 million when compared to the fiscal year
2014 -15 third quarter projections. Projections show
sales tax revenues improving, and continuing with
this trend, sales taxes are estimated to grow 2%
from the current projections.
• Police Grants — Police Grants revenue are
anticipated to be $0.5 million better than the fiscal
year 2014 -15 third quarter projections due to
anticipated federal grant revenue.
• Charges for Services — Revenues within this
category are anticipated to increase by $0.2 million
when compared to fiscal year 2014 -15 third quarter
projections. This can be attributed to an anticipated
increase in activity in recreation programs and
reimbursements associated with the Jail facility.
Other Revenues —This category reflects an increase
of $0.1 million reflecting an anticipated increase in
contributions from entertainment facilities within
the City, such as Sleep Train Amphitheater and
Aquatica SeaWorld's Waterpark.
These revenue increases are partially offset by the
decreases in the following revenue categories:
• Capital Projects — This category reflects a decrease
of $1.4 million when compared to fiscal year 2014-
15 third quarter projections. This is largely due to
reimbursements for the Third Avenue Streetscape
Improvement Phase II project which is accounted
for in the prior year.
• Development Revenue — This category reflects an
increase of $0.2 million when compared to the
most recent quarterly projections. This can be •
attributed to an anticipated increase in workload
for reimbursable projects.
Transfers from Other Funds — This category reflects
a decrease of $0.6 million when compared to the
fiscal year 2014 -15 third quarter projections. This
decrease can be attributed to a one -time transfer
to the General Fund to offset fleet maintenance for
the Fire and Police Departments from the TUT
Common Fund approved as part of the fiscal year
2014 -15 adopted budget.
Inter -fund Reimbursements — This category reflects
a decrease of $0.4 million when compared to fiscal
year 2014 -15 third quarter projections. This
decrease can be attributed to one -time
reimbursements for prior year activities and the
closure of the Transit Fund.
2015 -06 -02 Agenda Packet 52 Page 149
City of Chula Vista Proposed Budget 1 0
• Fines, Forfeitures and Penalties — Revenue in this • Other Agency Revenue — This category is
category reflects a decrease of $0.3 million from anticipated to decrease from the fiscal year 2014 -
the most recent quarterly projection. This is due to 15 third quarter projections due to the elimination
lower anticipated Code Enforcement Violations and of one -time contributions from various agencies.
False alarm Penalties revenue in fiscal year 2015-
16. The following charts provide a summary view of the
major General Fund revenue sources.
General Fund Revenues by Category
Fiscal Year 2015 -2016
Transient
Occupancy Taxes,
2.1%
Sales Tax, 22.2%
Other Revenues,
9.7%
Property Taxes,
21.4%
Motor Vehicle
License Fees, 13.3%
Transfers from
Utility Users Tax, Other Funds, 7.1%
4.7% g Interfund
Charges for
° Reimbursements,
Services, 4.6/° Franchise Fees, 6.7%
Note: Other Revenues include the following categories: Development Revenue, Other Agency Revenue, Other Local Taxes, Other
Revenues, Use of Money & Property, Licenses and Permits, Police Grants, and Fines, Forfeitures & Penalties, CIP, and Other Revenue.
Historical and Estimated General Fund Revenue Sources
Fiscal Year 2009 -2010 through 2015 -2016
N $160
0 $140
$120
$100
$80
$60
$40
$20
$-
FY 10 Actual
FY 11 Actual FY 12 Actual
FY 13 Actual FY 14 Actual
FY15 3rd Qtr FY16 Proposed
Projected
Property Taxes
Sales Tax
Franchise Fees
Utility Users Taxes
TOT
Other Local Taxes
Development Rev.
Licenses & Permits
■ Fines Forfeitures & Penalties Use of Money & Property
Motor Vehicle Licenses
Police Grants
■ Other Agency Revenue
Charges for Services
Interfund Reimb.
Other Revenues
CIP Related
Transfers In
2015 -06 -02 Agenda Packet 53 Page 150
MAJOR REVENUE SOURCES
The following is a description of the City's major
revenue sources along with a brief discussion of the
trends impacting these revenues for the fiscal year
2015 -16.
Sales Tax
Prior to fiscal year 2004 -05, the City received 1% of
sales tax revenue applied to all taxable retail sales
occurring within the City limits. Beginning in fiscal year
2004 -05, the State reduced the local allocation by
0.25% and applied these funds as security for the
State's Economic Recovery Bonds. The State
committed to replacing the 0.25% sales tax revenues
dollar for dollar in local property taxes from the County
Educational Revenue Augmentation Fund (ERAF). Fiscal
year 2015 -16 is the final year that the City will receive a
Triple Flip allocation. For forecasting and comparison
purposes, sales tax revenues are projected at the full
1% rate.
Sales tax revenues are collected by the State at a rate of
8.00% for the City of Chula Vista. The sales tax
revenues are then allocated based on the following
rates:
State General Fund (includes K-
4.1875%
12 /Community Colleges)
State Fiscal Recovery Fund (Triple Flip) (City
Share)
0.2500
Local Jurisdiction (City or County of place
sale /use) (City Share)
0.7500%
Public Safety (Prop 172)
0.5000%
County Realignment (Mental
Health /Welfare /Public Safety)
1.5625%
Countywide Transportation Fund
0.2500%
San Diego County Regional Transportation
Commission (TransNet)
0.5000%
Total Sales Tax Rate — Chula Vista 1
8.0000%
1 Total sales tax rates will vary by City due to local sales tax initiatives.
For example, National City's sales tax rate is 9.00% due to voter approved
increase of 1% funding public services.
Sales tax revenue is highly sensitive to economic
conditions, and reflects the factors that drive taxable
sales, including the levels of unemployment,
consumer confidence, per- capita income, and
business investment. Sales tax revenue is the City's
largest discretionary revenue source, accounting for
22.6% of total revenue for the General Fund in the
fiscal year 2015 -16 proposed budget. Consumer
spending decreased significantly nationwide due to
the economic recession. However, recent trends
show that sales tax revenues are beginning to
increase due to improvement in local economic
indicators. The positive trend is expected to continue
in fiscal year 2015 -16 and is reflected in the
projections with an increase of 2.3% or
approximately $0.7 million from the fiscal year 2014-
15 third quarter projections. The graph below
illustrates the decrease in Sales tax revenue, due to
the economic recession, and the slow ascent to pre -
recession levels.
City of Chula Vista Sales Tax Revenues
Fiscal Year 2008 — Fiscal Year 2016
Chula Vista continues to be challenged in the
generation of taxable sales per capita when
compared to other County cities. As noted on the
following chart, taxable sales per capita for the City is
only $2,916 while Del Mar has the highest taxable
sales per capita at a rate of $8,360. This comparison
indicates that the City's residents spend a high
percentage of their retail dollars elsewhere.
2015 -06 -02 Agenda Packet 54 Page 151
Taxable Sales Per Capita
$9,000
$8,000
$7,000
$6,000 -
$5,000
$4,000
$3,000
$2,000
$1,000
$0
L ' o a, ca O a, �, o ca a�
4-J aJ M U c6 Ln
N — a j > CU
Q ° U
c6
U ° w o cn J w n o o u ra � U L
4_J Ln (z w M E U ai
Z O Ln Q
Ln _J E
Autos & Trans. Building & Constr. Business & Industry Food & Drugs
Fuel & Svc Stations General Goods Restrnts & Hotels Other
Notes:
1. Based on 4th Quarter 2014 Taxable Sales
2. Chula Vista Ranks 16th out of 18 cities in San Diego County.
3. Prior budget documents reflected Sales Tax Per Capita information, which changes the scale of the presentation presented above but does
not change the City's standing when compared to other cities.
The City of Chula Vista continues to pursue
development opportunities that have the potential to
positively impact sales tax revenue for the City. The
City is working on policies and programs that would
increase the residential densities and office
development in the Western area of the City. The City is
also in discussions with developers on the possibility of
locating additional automobile dealerships within the
Chula Vista AutoPark. In Eastern Chula Vista the
development of the Eastern Urban Center (Millenia) is
moving forward and there are discussions about the
development of new office space which would increase
employment opportunities in the City. While all of
these opportunities could provide more employees and
residents to the City that would shop and dine in these
areas, the projects are several years away from actually
being built and occupied. In the short term, the City is
reaching out to various retail tenants to showcase areas
where they could locate new retail establishments
within existing vacant retail space.
In an effort to boost sales tax receipts, the City of Chula
Vista launched the "Shop Chula Vista Now" campaign.
The Shop Chula Vista Now campaign promotes
purchases by Chula Vista residents, visitors, and
employees at Chula Vista businesses. The program
seeks to educate residents, public officials, businesses
and community
leaders about
how buying 6600
goods and C H U L V I�T�
services locally
HULA t TA'S
translates into URBAN ORCHARD
list t
more money shopchulme111tonow,
for Chula Vista
services, improves the success of local businesses,
creates employment, and benefits the local economy
and future of the City.
The City is collaborating to promote the program at
member businesses, on ShopChulaVistallow.com,
Facebook and Twitter, as well as other communications
vehicles. The website has been updated, a
mobile /smartphone feature has been added, and a
targeted advertising campaign generated a boost in
awareness
In fiscal year 2015 -16, staff will focus on additional
cross - promotional efforts with local businesses as well
as partner with Third Avenue Village Association and
the Chula Vista Chamber of Commerce to secure
participation from their members.
2015 -06 -02 Agenda Packet 55 Page 152
Property Tax
Property tax revenues represent a major funding
source for the City of Chula Vista as well as other local
jurisdictions. The distribution of property tax funding
has changed over time as the State legislature and
voter approved initiatives have altered property tax
allocations among local jurisdictions. As a result, the
City currently receives property tax in -lieu revenues
and property tax in -lieu of vehicle license fee
revenues. These revenues were meant to replace the
r
LI
state -wide reallocation of sales tax and vehicle license
fee revenues but do not increase the City's revenue
base.
Currently, the City of Chula Vista and other cities
receive approximately 12.7% of each property tax
dollar. The distribution of the property tax dollar
among the other local jurisdictions is depicted in the
graph below.
Property Tqx Dollar Distribution by Jurisdiction
'Cities in Lieu of Library 0.7%
Special Districts 3.4% Sales Tax 2.9%
2Cities in Lieu of
Vehicle License 5.3%
2County in Lieu of
Vehicle License 8.0%
4Redevelopment —/
10.7%
Cities 12.7% J
County 13.2%
'County in Lieu of
Sales & Use Tax 0.2%
\_ 3Schools 43.0%
1 Represents the exchange of Property Tax for Cities and County Sales and Use Tax as authorized under Assembly Bill 1766,
chaptered August 2, 2003.
2 Represents the exchange of Property Tax for Cities and County Vehicle License Fees as authorized under Senate Bill 1096,
chaptered August 5, 2004.
3 Revenue for Schools has been reduced by the ERAF deficit as authorized under Senate Bill 1096, chaptered August 5,
2004.
4 Effective February 1, 2012 Redevelopment Agencies were dissolved and related revenue is allocated as provided by Health &
Safety Code, Division 24, Part 1.85.
25%
20%
15%
10%
5%
0%
-5% 2005
-10%
-15%
Historical Change in Assessed Value
City of Chula Vista and Countywide Comparison
I n
2006 2007 2008 2009 =10 X511 2012 2013 2014 2015
Source: County of San Diego Assessors Office.
■ Chula Vista - County Overall
2015 -06 -02 Agenda Packet 56 Page 153
Property tax revenues fell throughout the economic
recession with Chula Vista being one of the hardest hit
areas. From 2005 through 2008 Chula Vista kept pace
or exceeded the County average assessed valuation
growth as result of new development and increasing
property values. During the economic recession the
City's assessed valuation dropped significantly, and up
until recently the change was negative. This history is
depicted in the preceding graph. Over the last two fiscal
years, the City's assessed value has increased and this
positive trend is anticipated to continue into fiscal year
2015 -16 and is reflected in the estimated property tax
revenues.
Property tax revenues comprise the City's second
largest discretionary revenue source and accounts for
21.4% of the total revenue for the General Fund. This
revenue source is estimated at $29.9 million in the
fiscal year 2015 -16 proposed budget and represents a
$1.0 million (3.4%) increase from the fiscal year 2014-
15 third quarter projections.
Property Tax revenues are based on a 1.0% levy on the
assessed value of all real property. Under the terms of
Proposition 13, which was approved in California in
1978, annual increases in the assessed value are capped
at a maximum of 2% per year unless there is a change
in ownership or new construction. Annual increases in
assessed value are limited by either the California
Consumer Price Index (CPI) or the 2% cap, whichever is
less.
The recent recession resulted in decreases in assessed
valuations due to lower prices from home re- sales.
Also, some years experienced little inflation or negative
inflation (deflation) that precluded the County Assessor
from applying the normal increase of up to 2% to the
assessment roll as permitted under the terms of
Proposition 13. As recently as fiscal year 2012 -13,
assessed values decreased by 0.7% based on data from
the County of San Diego Assessor's Office. The
reductions in assessed valuations and the less than full
application of the 2% growth factor to the assessment
roll resulted in several years of negative or no growth in
property tax revenues for the City during the recession,
as illustrated in the chart below.
$35
tA r_
$30
� $25
$20
$15
$10
$5
FY08 FY09 FY10 FY11 FY12 FY13* FY14 FY15 FY16
(Prof.) (Est.)
*FY13 Property Tax includes a one -time payment related to the
elimination of the City's Redevelopment Agency.
The most recent change in the October to October CPI
was 2.1 %, which will allow the full 2% growth rate to be
applied to the assessment roll. The fiscal year 2015 -16
proposed budget has been increased to reflect this
projected rate, as well as another estimated 2% growth
in reassessed properties, for a total increase of 4% in
assessed valuation.
Historical Change in Assessed Value vs Changes in the California CPI
10%
5% -rmti
2.0
0%
-5%
Assessed Valuation Increase Calif. CPI
00 00 gbh �b1 �o� ��, 9� 4" �1 �O �ti O� O� ,01 00 ,�ti ,N3 ,tiO4
qO �'L cb0� �� %�b' C0 O'L Off` co C� 00 O'L Ov` O� Orb' N
FISCAL YEAR
2015 -06 -02 Agenda Packet 57 Page 154
City of Chula Vista Proposed Budget
Franchise Fees
Franchise fee revenues are generated from public utility
sources such as San Diego Gas & Electric (SDG &E) (2%
on gas and 1.25% on electricity), trash collection
franchises (20% fee), and cable franchises (5% fee)
conducting business within City limits. SDG &E collects
the franchise fee from Chula Vista customers which can
vary due to usage trends. Trash franchise fees and
cable fees are more predictable due to the fixed rates
charged and the monthly and quarterly receipt of the
revenues respectively. Revenue growth is projected
based on population and inflation factors.
The following chart illustrates the historic and projected
revenue trends for the City's Franchise Fee revenue.
Overall, fiscal year 2015 -16 proposed budget franchise
fee revenues are increasing by $1.1 million or 10.5%
over the fiscal year 2014 -15 third quarter projections.
This increase is attributable to the annualizing of
revenues of the waste management franchise renewal
negotiated by the City in fiscal year 2014 -15.
Franchise Fee Revenues by Utility
$10
o $9
$8
$7
$6
$5 —
$4
$3
$2
$1
$-
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 (Est.)
(Prof.)
Energy Trash /Cable
2015 -06 -02 Agenda Packet 58 Page 155
Motor Vehicle License Fees
With the State Budget Act of 2004, the allocation of VLF
revenues to cities and counties was substantially
changed. Since 2005 -06 the majority of VLF revenues
for each city grew essentially in proportion to the
growth in the change in gross assessed valuation. Due
to the new formula by the State, 96% of the City's VLF
revenues fluctuated with changes in assessed values
within the City.
The other 4% of VLF revenues received by the City were
based on a per capita formula but has since been
shifted per S1389. Provisions in SB89 shifted hundreds
of millions of Vehicle License Fee revenues to fund the
state law enforcement grants. Statewide, SB89 took
$130 million of city general revenue and shifted it to
save state law enforcement grant programs. This
change applied to the 4% of VLF revenues that were
based on a per capita formula. The City of Chula Vista
lost approximately $700,000 annually due to the State
take away. Only $100,000 is reflected in the City's fiscal
year 2015 -16 estimated VLF revenues.
$25
O
_ $20
$15
$10
$5
i
in
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
(Prof.) (Est.)
The chart above represents actual VLF revenues since
fiscal year 2007 -08, the projection for fiscal year 2014-
15, and the fiscal year 2015 -16 estimates. In total the
proposed fiscal year 2015 -16 VLF revenues are
projected to increase by 4% when compared to the
fiscal year 2014 -15 third quarter projections. This
revenue is estimated to increase in accordance with
projected increases in assessed values at 4 %.
Utility Users Tax
The City adopted its Utility Users Tax (UUT) in 1970.
The City of Chula Vista imposes a UUT on the use of
telecom at a rate of 4.75% of gross receipts. For natural
gas services UUT is applied at a rate of $0.00919 per
therm and $0.00250 per kilowatt on electricity services,
which equates to a tax of approximately a 1% of utility
charges. Fiscal year 2015 -16 energy related UUT is
budgeted at $2.5 million.
On April 12, 2013 the City approved a settlement
agreement that resolved a class action lawsuit
challenging the City's collection of the wireless telecom
portion of the UUT from customers. The settlement
received final approval of the court and became fully
effective as of February 11, 2014. Pursuant to the
terms of the Settlement Agreement, the City brought
forward an action and approved Ordinance No. 3318,
reducing the Telephone Users' Tax rate from 5% to
4.75 %. The reduction of the rate, and the possible
impact of users transitioning to prepaid cards, has
decreased the amount of anticipated wireless
telephone users' tax funds.
Telephone users' tax funds are budgeted at $4.0 million
in the fiscal year 2015 -16 proposed budget, which
includes wireless and landline revenues.
Transient Occupancy Tax (TOT)
The City of Chula Vista imposes a Transient Occupancy
Tax (TOT) upon all hotel stays within the City
boundaries. The TOT tax rate in the City is 10 %. The
potential for significant revenue growth is feasible
provided additional hotels are built capturing the
market created by the growth in the eastern section of
the City. Several potential new hotel developments are
being proposed in the City primarily in the Millenia
project and the Bayfront.
As illustrated in the following graph, during the
economic recession, TOT revenue dropped due to the
lack of discretionary spending by consumers. However,
the trend for city TOT revenues has been improving
since 2010 as actual TOT revenue has increased on a
yearly basis. Fiscal year 2014 -15 TOT revenues are
projected to exceed the budget by $0.3 million.
Continuing with this improving trend, fiscal year 2015-
16 TOT revenues have been increased by 3.0% over the
fiscal year 2014 -15 third quarter TOT projections.
2015 -06 -02 Agenda Packet 59 Page 156
15.0%
10.0%
5.0%
0.0%
-5.0% T_
-10.0% —
-15.0%
-20.0% -
FY05 FY06
TOT Revenues
Percent Change Year by Year
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Proj. Proposed
Other Revenue
Revenue projections are continually reviewed and
updated by City staff. As described above, major
general revenues, such as property taxes, sales taxes,
franchise fees, utility users tax, transient occupancy tax
and motor vehicle license fees, are projected by the
Finance Department based on prior history, growth and
inflation projections, and economic climate. Additional
assistance in the projection of revenues is provided by
subject- matter experts such as the City's sales and
property tax consultants, the County Assessor and by
reviewing regional and local economic forecasts
provided by the UCLA Anderson Forecast and the
University of San Diego's Index of Leading Economic
Indicators for San Diego County, respectively.
2015 -06 -02 Agenda Packet 60 Page 157
The fiscal year 2015 -16 General Fund budget of $139.7
million is based on funding from estimated program
revenues totaling $30.6 million and discretionary
revenues totaling $109.1 million. Program revenues
are broadly defined as those revenues generated by a
given activity (e.g. grant revenues, charges for services,
licenses, permits). General revenues, or "discretionary
revenues," are broadly defined as those revenues that
are generated not by any given activity, but by general
or specific taxing authority such as property taxes and
sales tax.
Police, 41%
Fire, 22%
General Fund Net Cost
Departments that generate small amounts of revenue
relative to their size generally have higher net costs.
Departments that generate large amounts of revenue
relative to their size generally have lower net costs.
The majority of discretionary revenue is allocated to
public safety services, with Police at 41% followed by
Fire at 22 %. The next highest portion was allocated to
Public Works at 13 %.
The following chart depicts the net cost of each
department, excluding Non - Departmental, based on
the Fiscal Year 2015 -16 Proposed Budget.
General Fund Net Cost by Department
Fiscal Year 2015 -2016
City Attorney, 3% Finance, 3%
Administration, 3%
Other, 24%
Human Resources, 2%
ITS, 3
Library, 3%
Boards/
Recreation, 2%- Commissions,
Less than 1%
De I'M lo ment
V
Public Works, 13%
Animal Care Facility, 1% Services ' 0.8%
City Council, 2% City Clerk, 1%
2015 -06 -02 Agenda Packet 61 Page 158
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 62 Page 159
General Fund Department Summary
The General Fund budget funds the day -to -day
operations of most City services. For fiscal year 2015-
2016 the proposed General Fund operating budget
totals $139.7 million. This funds the following
departments:
• Mayor and City Council
• Boards and Commissions
• City Clerk
• City Attorney
• Administration
• Information and Technology Services
• Human Resources
• Finance
• Non - Departmental
• Animal Care Facility
• Development Services
• Police
• Fire
• Public Works
• Recreation
• Library
To follow is a series of summary reports that reflect the
anticipated revenues, expenditures, and staffing
information for each of the General Fund departments.
2015 -06 -02 Agenda Packet 63 Page 160
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 64 Page 161
MISSION STATEMENT
The City Council is comprised of a fulltime Mayor and four part -time Councilmembers. The Mayor
and City Council are elected at- large, and each holds office for a four -year term. The City Council
reviews and approves the budget, enacts ordinances, authorizes public improvements, adopts
traffic regulations, approves contracts, sits as the Housing Authority, and oversees the Successor
Agency to the Redevelopment Agency.
SUMMARY OF DEPARTMENT RESOURCES
TOTAL REVENUES $82,787 $4,254 $0 $0
REVENUE RECOVERY % 7% 0% N/A N/A
AUTHORIZED FULL TIME POSITIONS 14.00 14.00 14.00 15.00
2015 -06 -02 Agenda Packet 65 Page 162
,,
,
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Personnel Expenses
Salaries
6001298
5541996
6371749
8191432
Hourly Wages
1571428
1471795
1251323
61022
Health Benefits
1411499
1331609
1631117
2111923
Retirement Benefits
1911621
1961816
2121406
2631168
Other Personnel Expense
593290
441886
521988
741908
Personnel Expenses Subtotal
1,150,136
1,078,102
1,191,583
1,375,453
Non - Personnel Expenses
Supplies and Services
461641
533276
1133033
1083479
Capital
0
21789
31190
31190
Utilities
11614
11114
11520
11520
Non - Personnel Expenses Subtotal
48,255
57,179
117,743
113,189
TOTAL EXPENDITURES
$1,198,391
$1,135,281
$1,309,326
$1,488,642
REVENUES
Revenue from Other Agencies
39,144
0
0
0
Charges for Services
391118
41254
0
0
Other Revenue
41525
0
0
0
TOTAL REVENUES $82,787 $4,254 $0 $0
REVENUE RECOVERY % 7% 0% N/A N/A
AUTHORIZED FULL TIME POSITIONS 14.00 14.00 14.00 15.00
2015 -06 -02 Agenda Packet 65 Page 162
MISSION STATEMENT
The process of establishing boards and commissions is one that began with the City Charter as a
method to give citizens a greater voice in the determination of policies at all levels of government.
Four commissions were established by the Charter- the Planning Commission, the Board of
Library Trustees, Civil Service Commission, and the Parks & Recreation Commission. All other
boards and commissions have been established through an ordinance or resolution since that time
in order to meet a specific need of the City Council. The members for Chartered commissions are
appointed by a majority vote of the City Council, with applications for these appointments accepted
throughout the year from all interested residents.
SUMMARY OF DEPARTMENT RESOURCES
EXPENDITURES
Personnel Expenses
Overtime
Retirement Benefits
Personnel Expenses Subtotal
Non - Personnel Expenses
Supplies and Services
Non - Personnel Expenses Subtotal
TOTAL EXPENDITURES
REVENUES
Other Revenue
TOTAL REVENUES
REVENUE RECOVERY %
AUTHORIZED FULL TIME POSITIONS
0
0
11985
0
0
0
15
0
0
0
2,000
0
71210
51443
1383576
111476
7,210
5,443
138,576
11,476
$7,210
$5,443
$140,576
$11,476
260
0
0
0
$260
$0
$0
$0
4%
N/A
N/A
N/A
0.00
0.00
0.00
0.00
2015 -06 -02 Agenda Packet 66 Page 163
MISSION STATEMENT
The City Clerk's Office is committed to accurately recording and preserving the actions of the City
Council; safeguarding all vital, historic and permanent records of the City; providing information
and support to the City Council, City staff, and the public in a timely, courteous and fiscally
responsible manner; and administering open and free elections in accordance with statutory
requirements.
SUMMARY OF DEPARTMENT RESOURCES
Non - Personnel Expenses
,,
,
CATEGORY BUDGET
ja
1921759
1661029
R• JECTED
PROPO
EXPENDITURES
0
11200
0
0
Personnel Expenses
0
61954
21254
81950
Salaries
3811069
4031209
4291854
4861084
Hourly Wages
0
0
161560
191000
Overtime
133
0
0
0
Health Benefits
661087
681736
731576
911849
Retirement Benefits
1113005
1253383
1383019
1633787
Other Personnel Expense
231642
211624
171675
301599
Personnel Expenses Subtotal
581,936
618,952
675,684
791,319
Non - Personnel Expenses
Supplies and Services
1921759
1661029
3051160
1401766
Other Expenses
0
11200
0
0
Capital
0
61954
21254
81950
Utilities
454
678
521
750
Non - Personnel Expenses Subtotal
193,213
174,861
307,935
150,466
TOTAL EXPENDITURES
$775,149
$793,813
$983,619
$941,785
REVENUES
Revenue from Other Agencies
0
21345
0
0
Charges for Services
211122
101477
91510
111600
Other Revenue
183231
161730
361430
0
TOTAL REVENUES
$39,353
$29,552
$45,940
$11,600
REVENUE RECOVERY %
5%
4%
5%
1%
AUTHORIZED FULL TIME POSITIONS
5.00
5.00
5.00
6.00
2015 -06 -02 Agenda Packet 67 Page 164
MISSION STATEMENT
The mission of the City Attorney's Office is to provide high quality legal services to the City in order
for the City to operate in a lawful and effective manner, safeguard taxpayer resources and to
improve quality of life for City residents.
SUMMARY OF DEPARTMENT RESOURCES
2015 -06 -02 Agenda Packet 68 Page 165
,,
,
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Personnel Expenses
Salaries
1,3891582
114461103
115301410
116621578
Hourly Wages
0
0
0
11816
Health Benefits
162,199
173,109
1713901
2203755
Retirement Benefits
3811220
4251709
4641178
5311572
Other Personnel Expense
473983
361342
591937
531569
Personnel Expenses Subtotal
1,980,984
2,081,263
292269426
294709290
Non - Personnel Expenses
Supplies and Services
4921282
4151724
4091645
4311857
Capital
0
21891
41948
41948
Utilities
11974
11732
21200
11850
Non - Personnel Expenses Subtotal
494,256
420,347
4169793
4389655
TOTAL EXPENDITURES
$2,475,240
$2,501,610
$2,643,219
$2,908,945
REVENUES
Charges for Services
45,599
651916
731694
731694
Other Revenue
1101110
661668
991215
951126
Transfers In
81163
91453
0
0
TOTAL REVENUES
$163,872
$142,037
$172,909
$168,820
REVENUE RECOVERY %
7%
6%
7%
6%
AUTHORIZED FULL TIME POSITIONS
13.00
13.00
13.00
14.00
2015 -06 -02 Agenda Packet 68 Page 165
MISSION STATEMENT
The mission of the Administration Department is to provide the leadership necessary for the
implementation of City Council policies, administration of the organization and delivery of services
to our community.
SUMMARY OF DEPARTMENT RESOURCES
TOTAL REVENUES
$141,671
$188,209
,,
,
CATEGORY
7%
7%
R• JECTED
PROPO
EXPENDITURES
10.00
13.00
14.00
16.75
Personnel Expenses
Salaries
1,1761180
115291195
117441671
210591482
Hourly Wages
1221006
411690
161938
0
Overtime
0
0
216
0
Health Benefits
1331607
1791955
2021920
2591160
Retirement Benefits
3551523
4861292
5683236
6903507
Other Personnel Expense
531380
711397
1061801
(28,895)
Personnel Expenses Subtotal
1,840,696
2,308,529
2,639,781
2,980,254
Non - Personnel Expenses
Supplies and Services
1311249
2121732
3491269
2481159
Capital
0
31423
41936
41936
Utilities
13205
11193
11412
11520
Non - Personnel Expenses Subtotal
132,454
217,348
355,617
254,615
TOTAL EXPENDITURES
$1,973,150
$2,525,877
$2,995,398
$3,234,869
REVENUES
Charges for Services
51411
71545
41250
571050
Other Revenue
1361260
103,454
621500
2603405
Transfers In
0
771210
771210
0
TOTAL REVENUES
$141,671
$188,209
$143,960
$317,455
REVENUE RECOVERY %
7%
7%
5%
10%
AUTHORIZED FULL TIME POSITIONS
10.00
13.00
14.00
16.75
2015 -06 -02 Agenda Packet 69 Page 166
MISSION STATEMENT
The mission of the Information Technology Services Department is to provide technology,
planning, development support and management to City employees and departments so they can
perform their jobs effectively and meet their strategic goals for the City.
SUMMARY Or DEPARTMENT RESOURCES
2015 -06 -02 Agenda Packet 70 Page 167
,,
,
CATEGORY
R• JECTED
PROPO
EXPENDITURES
Personnel Expenses
Salaries
1,4821928
114071617
115001259
1,561,141
Hourly Wages
0
181780
131290
0
Health Benefits
230732
223,496
2193338
2553352
Retirement Benefits
4081137
4131476
4571130
5041718
Other Personnel Expense
843317
661476
841263
951485
Personnel Expenses Subtotal
2,206,114
2,129,845
2,274,279
2,416,696
Non - Personnel Expenses
Supplies and Services
5831841
5331144
7051190
8651157
Capital
631901
811018
891099
1481500
Utilities
431649
341303
341180
471045
Non - Personnel Expenses Subtotal
691,391
648,465
828,469
1,060J02
TOTAL EXPENDITURES
$2,897,505
$2,778,310
$3,102,748
$3,477,398
REVENUES
Use of Money & Property
13
70
0
0
Charges for Services
41742
71128
101025
101000
Other Revenue
51488
837
61699
201000
Transfers In
111680
351348
101000
81900
TOTAL REVENUES
$21,923
$43,383
$26,724
$38,900
REVENUE RECOVERY %
1%
2%
1%
1%
AUTHORIZED FULL TIME POSITIONS
18.00
17.00
17.00
17.00
2015 -06 -02 Agenda Packet 70 Page 167
MISSION STATEMENT
The mission of the Human Resources Department is to provide superior services to employees,
departments, and the public to ensure an informed, quality work force and community, while
treating everyone with fairness, dignity, and respect.
SUMMARY Or'DEPARTMENT RESOURCES
2015 -06 -02 Agenda Packet 71 Page 168
,,
,
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Personnel Expenses
Salaries
1, 202, 205
1,160, 951
112641800
113551354
Hourly Wages
251138
231572
291956
161708
Overtime
0
40
0
204
Health Benefits
1721884
1971041
1951213
2391982
Retirement Benefits
3311863
3411690
3863360
4283242
Professional Enrichment
0
(1, 025)
0
0
Other Personnel Expense
681607
563648
621468
771419
Personnel Expenses Subtotal
1,800,697
1,778,917
1,938,797
2,117,909
Non - Personnel Expenses
Supplies and Services
2501617
2991310
3321112
4221305
Other Expenses
71609
234
21299
0
Capital
0
91307
91264
81920
Utilities
13613
11364
11289
11530
Non - Personnel Expenses Subtotal
259,839
310,215
344,964
432,755
TOTAL EXPENDITURES
$2,060,536
$2,089,132
$2,283,761
$2,550,664
REVENUES
Charges for Services
82,285
901196
651200
671000
Other Revenue
1561735
971823
801175
701000
Transfers In
403653
421221
351000
351000
TOTAL REVENUES
$279,673
$230,240
$180,375
$172,000
REVENUE RECOVERY %
14%
11%
8%
7%
AUTHORIZED FULL TIME POSITIONS
15.00
15.00
15.00
16.00
2015 -06 -02 Agenda Packet 71 Page 168
MISSION STATEMENT
The Chula Vista Finance Department is dedicated to supporting the long -term financial stability of
the City and enhancing public and organizational trust through integrity of financial reporting and
sound financial practices.
SUMMARY OF DEPARTMENT RESOURCES
EXPENDITURES
Personnel Expenses
Salaries
Hourly Wages
Health Benefits
Retirement Benefits
Other Personnel Expense
Personnel Expenses Subtotal
Non - Personnel Expenses
Supplies and Services
Other Expenses
Capital
Utilities
Non - Personnel Expenses Subtotal
TOTAL EXPENDITURES
REVENUES
Other Local Taxes
Fines, Forfeitures, Penalties
Use of Money & Property
Charges for Services
Other Revenue
Transfers In
TOTAL REVENUES
REVENUE RECOVERY %
AUTHORIZED FULL TIME POSITIONS
1, 994, 549
101,994
314, 933
5591652
1181569
3,089,697
2,130, 946
1081037
351,061
6261263
110,679
3,326,986
210881119
40,024
3583300
6281983
117,802
3,233,228
2,172, 086
551325
3943253
700,642
1353968
3,458,274
1601623
1501177
2201300
1851530
34
0
0
0
0
121408
151499
151499
23334
21164
11762
21500
162,991
164,749
2379561
2039529
$3,252,688 $3,4919735 $3,470,789 $3,6619803
611038
661445
381675
601000
25, 054
303844
311266
301000
1061284
1091722
1031994
1081364
661798
471972
301007
571750
6881288
321,122
3593253
4663400
3261744
3171274
3483500
3483500
$1,274,206 $893,379
39% 26%
26.00 28.00
$911,695
$1,071,014
26%
29%
28.00
27.00
2015 -06 -02 Agenda Packet 72 Page 169
MISSION STATEMENT
The Non - Departmental budget reflects expenditures and expenditure savings that are not directly
related to any single department. The budget includes such items as insurance, interest expense,
transfers out to the Public Liability fund, and transfers out to various Debt Service Funds for the
General Fund's debt service obligations. This budget also includes all General Fund discretionary
revenues.
SUMMARY OF DEPARTMENT RESOURCES
EXPENDITURES
Personnel Expenses
Salaries
Hourly Wages
Health Benefits
Retirement Benefits
Professional Enrichment
Other Personnel Expense
Personnel Expenses Subtotal
Non - Personnel Expenses
Supplies and Services
Other Expenses
Capital
Utilities
Transfers Out
CIP Project Expenditures
Non -CIP Project Expenditures
Non - Personnel Expenses Subtotal
TOTAL EXPENDITURES
REVENUES
Property Taxes
Other Local Taxes
Use of Money & Property
Revenue from Other Agencies
Charges for Services
Other Revenue
Transfers In
TOTAL REVENUES
REVENUE RECOVERY %
AUTHORIZED FULL TIME POSITIONS
0
0
5131611
3311387
61850
0
0
0
(6, 014)
448
71581
81427
143
441309
981590
(232, 064)
853624
1053263
1213250
2093800
0
21046
21635
(11818,574)
86,603
152,066
743,667
(1,501,024)
215301471
1, 935, 027
218721571
115961447
2111459
2231477
4761867
1671500
1,430, 222
0
2701000
0
778
181887
521466
611327
534993121
14,4933456
419483916
514831642
1,172, 734
8491234
515181759
5101000
0
193500
381100
4903316
10,844,785
17,539,581
14,177,679
8,309,232
$10,931,388 $17,691,647 $14,921,346 $6,808,208
2718761534
271451,232
2819301278
2918961924
4711191435
61, 200, 066
52, 859,490
54, 850,192
1,107, 626
1,412,411
115073963
115861709
18, 009, 284
17, 631, 740
18, 503, 595
19,135, 591
241379
0
65
0
214651916
114561167
217371360
117941339
139013130
23 292, 658
215113130
118691717
$98,504,304 $111,444,274 $107,049,881 $109,133,473
N/A N/A N/A N/A
0.00 0.00 0.00 0.00
2015 -06 -02 Agenda Packet 73 Page 170
MISSION STATEMENT
The mission of the Chula Vista Animal Care Facility is to ensure the health and safety of animals
and citizens in Chula Vista, Imperial Beach, National City and Lemon Grove.
SUMMARY OF DEPARTMENT RESOURCES
Non - Personnel Expenses
1431871
1501879
,,
,
CATEGORY BUDGET
5191357
5551060
R• JECTED
PROPO
EXPENDITURES
21962
31503
41133
41500
Personnel Expenses
0
161948
771282
61282
Salaries
9681728
11033,350
110771411
1,168,141
Hourly Wages
1831534
1991798
1981592
2051930
Overtime
541154
543914
601713
531168
Health Benefits
2271328
2441571
2511595
2901404
Retirement Benefits
2951664
3241638
3353346
3843156
Other Personnel Expense
851461
751979
921593
1041002
Personnel Expenses Subtotal
1,814,869
1,933,250
290169249
292059801
Non - Personnel Expenses
1431871
1501879
1353145
1323600
Supplies and Services
5191357
5551060
6001055
5691555
Other Expenses
21962
31503
41133
41500
Capital
0
161948
771282
61282
Utilities
421548
431224
391984
411495
Non - Personnel Expenses Subtotal
564,867
618,735
7219454
6219832
TOTAL EXPENDITURES
$2,379,736
$2,5519985
$2,737,704
$2,827,633
REVENUES
Licenses and Permits
1431871
1501879
1353145
1323600
Fines, Forfeitures, Penalties
300
211533
341252
201000
Use of Money & Property
112
83
41
0
Charges for Services
3051916
2603337
2253008
2523600
Other Revenue
7631949
953, 207
110683208
9473785
TOTAL REVENUES
$1,214,148
$19386,039
$19462,653
$1,352,985
REVENUE RECOVERY %
51%
54%
53%
48%
AUTHORIZED FULL TIME POSITIONS
19.25
20.50
21.00
21.00
2015 -06 -02 Agenda Packet 74 Page 171
MISSION STATEMENT
The mission of the Development Services Department is to guide the physical development of the
City through the implementation of the General Plan and building Codes. We are committed to
enhancing the quality of life in our community by planning for sound infrastructure and public
services, protection of the environment, and promotion of high quality social and economic growth.
SUMMARY Or DEPARTMENT RESOURCES
EXPENDITURES
Personnel Expenses
Salaries
Hourly Wages
Overtime
Health Benefits
Retirement Benefits
Other Personnel Expense
Personnel Expenses Subtotal
Non - Personnel Expenses
Supplies and Services
Other Expenses
Utilities
Non - Personnel Expenses Subtotal
TOTAL EXPENDITURES
REVENUES
Licenses and Permits
Fines, Forfeitures, Penalties
Charges for Services
Other Revenue
Transfers In
TOTAL REVENUES
REVENUE RECOVERY %
AUTHORIZED FULL TIME POSITIONS
1, 515, 396
113631715
115271052
114761258
961491
411124
321247
0
0
0
36
11530
2471156
2411475
2601713
2731244
4351017
4161462
4623864
4793368
791187
591767
701149
851478
2,373,247
2,122,543
2,353,061
2,315,878
1381831
1331863
1361287
1461322
101915
101950
101950
121000
13840
21033
21113
21200
151,586
146,846
14%350
160,522
$2,524,833 $2,269,389 $2,502,411 $2,476,400
3881123
4381010
4021937
3391328
3221563
3451541
5083008
3873100
4001466
4011479
1761614
2751370
4431801
427, 561
3253964
3263661
3321061
2041408
3483738
3333777
$1,887,014
$1,816,999
$1,762,261
$1,662,236
75%
80%
70%
67%
20.50
19.50
20.25
20.25
2015 -06 -02 Agenda Packet 75 Page 172
MISSION STATEMENT
The mission of the Chula Vista Police Department is to enhance the quality of life in the City of
Chula Vista by:
• Providing a proactive and professional level of police service ensuring safety through
commitment, integrity and trust
• Managing resources effectively
• Treating all persons with fairness, respect and dignity
• Maintaining a partnership with the community to meet contemporary and future challenges
SUMMARY or DEPARTMENT RESOURCES
EXPENDITURES
Personnel Expenses
Salaries
Hourly Wages
Overtime
Health Benefits
Retirement Benefits
Other Personnel Expense
Personnel Expenses Subtotal
Non - Personnel Expenses
Supplies and Services
Other Expenses
Capital
Utilities
Transfers Out
Non - Personnel Expenses Subtotal
TOTAL EXPENDITURES
REVENUES
Licenses and Permits
Fines, Forfeitures, Penalties
Use of Money & Property
Revenue from Other Agencies
Charges for Services
Other Revenue
Transfers In
TOTAL REVENUES
REVENUE RECOVERY %
AUTHORIZED FULL TIME POSITIONS
2235931757
2214631339
2315411480
2514801762
4041362
4081678
4383840
2293931
216061094
310111310
313591567
214941418
335953903
318013570
318653104
415991403
714391191
715621935
812401012
9,191, 352
215861528
2,484, 890
215441768
217771850
39,225,835
39,732,722
41,989,771
44,773,716
217981583
312511758
413213845
3,141, 063
831300
105, 003
891290
1233243
0
1881934
911686
0
3731144
4041786
5073889
5703942
1751000
6001000
0
1621989
3,430,027
4,550,481
5,010,710
3,998,237
$42,655,862 $44,283,203 $47,000,481 $48,771,953
2561465
1511341
1813664
2503000
4791410
4731750
7211286
5331700
0
91666
41203
81000
113601671
1,127, 508
1,156, 054
115791824
4,413, 008
412471798
410951126
411291158
323065
361214
421492
371453
6171974
4911630
5561927
4041445
$7,159,593
$6,537,907
$6,757,752
$6,942,580
17%
15%
14%
14%
313.00
319.00
321.50
322.50
2015 -06 -02 Agenda Packet 76 Page 173
MISSION STATEMENT
The mission of the Fire Department is to protect life, environment and property
SUMMARY OF DEPARTMENT RESOURCES
EXPENDITURES
Personnel Expenses
Salaries
Hourly Wages
Overtime
Health Benefits
Retirement Benefits
Other Personnel Expense
Personnel Expenses Subtotal
Non - Personnel Expenses
Supplies and Services
Other Expenses
Capital
Utilities
Transfers Out
Non - Personnel Expenses Subtotal
TOTAL EXPENDITURES
REVENUES
Licenses and Permits
Use of Money & Property
Revenue from Other Agencies
Charges for Services
Other Revenue
Transfers In
TOTAL REVENUES
REVENUE RECOVERY %
AUTHORIZED FULL TIME POSITIONS
1013901812
1018181654
1019121213
1116141479
471529
691217
1051923
11336
417011459
410571858
413601577
314171445
117081694
119091031
210151015
212461002
315591767
319161950
411481735
416501816
110071694
112731822
113551319
114451724
21,415,955
22,045,532
22,897,782
23,375,802
212591085
210291541
211271870
119111336
450
0
0
0
331215
1031242
0
0
1691843
1831389
1891533
2261715
1521226
431060
601230
621326
2,614,819
2,359,232
2,377,633
2,200,377
$24,030,774 $24,404,764 $25,275,416 $25,576,179
5301069
4601319
4641743
5521519
71800
141300
151600
151600
6641407
7191695
6661907
6641000
5841631
5631717
5681468
4691157
5141475
4501574
5531453
921157
501000
5591846
6341333
8331510
$2,351,382
$2,768,451
$2,903,503
$2,626,943
10%
11%
11%
10%
135.00
136.00
136.00
136.00
2015 -06 -02 Agenda Packet 77 Page 174
MISSION STATEMENT
The mission of the Public Works Department is to provide and manage the City's infrastructure,
parks and open space through high quality operations, maintenance and construction in order to
optimize mobility, public and environmental health and safety.
SUMMARY Or'DEPARTMENT RESOURCES
EXPENDITURES
Personnel Expenses
Salaries
Hourly Wages
Overtime
Health Benefits
Retirement Benefits
Other Personnel Expense
Personnel Expenses Subtotal
Non - Personnel Expenses
Supplies and Services
Other Expenses
Capital
Utilities
Transfers Out
Non -CIP Project Expenditures
Non - Personnel Expenses Subtotal
TOTAL EXPENDITURES
REVENUES
Licenses and Permits
Fines, Forfeitures, Penalties
Use of Money & Property
Revenue from Other Agencies
Charges for Services
Other Revenue
Transfers In
TOTAL REVENUES
REVENUE RECOVERY %
AUTHORIZED FULL TIME POSITIONS
101 393, 670
101 579, 045
10, 817, 300
11,169, 396
3361803
3041046
3711171
3671927
1661741
2011817
1983048
2073545
119161863
210611900
210541847
213021340
219151293
31173,538
313363129
316431005
7911324
6811145
7861087
8741237
16,520,694
17,001,491
17,563,582
18,564,450
313911045
3, 559, 967
319331675
316651992
1181063
1171387
1391966
1281000
411784
115, 635
661921
611921
314631601
316321468
319021766
4,156, 884
184, 936
3851321
3903802
3903290
991525
1131674
2173901
181700
7,298,954
7,924,452
8,652,031
8,421,787
$23,819,648
$24,925,943
$26,215,613
$26,986,237
76, 991
1141896
471488
351000
0
900
0
0
2413084
2643252
2073856
2473700
321344
(10,597)
271407
0
9111050
8781137
8861091
8281440
715303368
7,177, 535
618813661
615301998
613731042
610651093
610621637
6,154, 472
$15,164,879
$14,490,216
$14,113,140
$13,796,610
64%
58%
54%
51%
162.00
163.00
163.00
164.50
2015 -06 -02 Agenda Packet 78 Page 175
MISSION STATEMENT
The mission of the Recreation Department is to enrich our community through recreational
opportunities and services.
SUMMARY OF DEPARTMENT RESOURCES
TOTAL REVENUES
$2,148,193
$2,076,468
,,
,
CATEGORY BUDGET
64%
58%
R• JECTED
PROPO
EXPENDITURES
17.00
17.00
17.00
17.00
Personnel Expenses
Salaries
1,0381618
111221152
111391707
112261239
Hourly Wages
8251536
9071257
9381183
110141577
Overtime
43253
11487
449
51100
Health Benefits
1831892
2131558
2141253
2411333
Retirement Benefits
3491075
3951755
4123263
4753696
Other Personnel Expense
811770
611605
681189
801583
Personnel Expenses Subtotal
2,483,144
2,701,814
2,773,044
3,043,528
Non - Personnel Expenses
Supplies and Services
5491502
4741854
5831396
6211146
Other Expenses
161055
431603
2051451
1151657
Capital
0
221414
21523
21523
Utilities
3131857
3461008
3841923
4201057
Non - Personnel Expenses Subtotal
879,414
886,879
1,176,293
1,159,383
TOTAL EXPENDITURES
$3,362,558
$3,588,693
$3,949,337
$4,202,911
REVENUES
Use of Money & Property
6983906
6743453
6873144
6523883
Revenue from Other Agencies
41331
51418
61683
51330
Charges for Services
113723499
112803852
1,141, 526
113541344
Other Revenue
721457
115,745
861509
501773
TOTAL REVENUES
$2,148,193
$2,076,468
$1,921,862
$2,063,330
REVENUE RECOVERY %
64%
58%
49%
49%
AUTHORIZED FULL TIME POSITIONS
17.00
17.00
17.00
17.00
2015 -06 -02 Agenda Packet 79 Page 176
MISSION STATEMENT
The mission of the Chula Vista Public Library is to increase knowledge and enrich lives within the
community. We accomplish this by connecting people equitably to responsive programs, services
and resources in a manner that reflect the ideals of a democratic society.
SUMMARY Or'DEPARTMENT RESOURCES
2015 -06 -02 Agenda Packet 80 Page 177
,,
,
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Personnel Expenses
Salaries
1, 336, 308
1,400, 375
1,417, 854
115291015
Hourly Wages
5331010
4981601
6201796
6651707
Overtime
0
49
0
0
Health Benefits
2501375
2771300
2611321
3181698
Retirement Benefits
4401987
4811552
5033778
5873364
Other Personnel Expense
1021460
901203
1 051766
121 1296
Personnel Expenses Subtotal
2,663,140
2,748,080
2,909,515
3,222,080
Non - Personnel Expenses
Supplies and Services
2561597
2661062
3061177
2031852
Other Expenses
360
360
400
400
Capital
0
381257
0
0
Utilities
2621386
2831617
2991991
3521925
Non - Personnel Expenses Subtotal
519,343
588,296
606,568
557,177
TOTAL EXPENDITURES
$3,182,483
$3,336,376
$3,516,083
$3,779,257
REVENUES
Fines, Forfeitures, Penalties
1751620
1371168
1083500
1633000
Use of Money & Property
391665
371958
551900
571550
Revenue from Other Agencies
21000
21000
51000
21000
Charges for Services
801484
751956
771000
1153013
Other Revenue
803751
521097
1023800
81850
Transfers In
0
21352
0
0
TOTAL REVENUES
$378,520
$307,531
$349,200
$346,413
REVENUE RECOVERY %
12%
9%
10%
9%
AUTHORIZED FULL TIME POSITIONS
21.10
21.50
21.50
22.50
2015 -06 -02 Agenda Packet 80 Page 177
DEVELOPMENT SERVICES FUND
2015 -06 -02 Agenda Packet 81 Page 178
2015 -06 -02 Agenda Packet 82 Page 179
The Development Services fund accounts for revenues
and expenditures related to the processing of
development plans and permits. The fund is comprised
of three divisions, Planning, Building, and Engineering,
which provide direct services to property owners,
developers, and the City as required for the entitlement
and /or improvement of property. The services
provided encompass most development activities,
including land use entitlements; public infrastructure,
open space, and landscape planning; public
infrastructure construction, grading and building
permits.
Historically, the staff involved in the processing of
development plans and permits were reflected in the
City's General Fund. Beginning in fiscal year 2008 -09,
all the staff involved in the processing of development
plans and permits were budgeted directly in the
Development Services Fund. Consolidating all
development service cost centers in a single fund
clearly delineates development related costs and
revenues from General Fund supported services;
thereby making the nexus between development
related activities, costs, fees, and revenues more
transparent. This also allows operating expenses to be
adjusted to coincide with changes in demand for
development services. This adjustment of operating
expenses aids in avoiding impacts to the General Fund
when revenue fluctuations occur as result of changes in
development activity.
Beginning in fiscal year 2011 -12, the Development
Services fund was accounted for as an enterprise fund.
In
Development Services Fund
REVENUES
In fiscal year 2015 -16 revenues are projected to be
sufficient to support projected expenditures - the
proposed budget for the Development Service Fund is
balanced. The fiscal year 2015 -16 Development Services
budget reflects an overall increase of 16% in projected
revenues when compared to the most recent quarterly
projections.
However, it is important to note that the most current
fiscal year 2014 -15 projections estimate that revenues
will be short of budget. It is anticipated that this fund
will end the current fiscal year (FY2015) with an
$882,000 deficit. Staff will continue to monitor revenue
trends and may need to make adjustments accordingly.
Staff recognizes it may require modification to its
existing composition of staff to remain responsive to
the type of work being received.
The proposed fiscal year 2015 -16 budget reflects the
continued effort of balancing development related
resources with the demand for development related
services.
Development related revenues consist of two
categories: development processing fee revenues and
deposit based revenues. Development processing fee
revenues include building permits, planning fees, other
building department fees, and engineering fees.
Deposit based revenues are generated through staff
time reimbursements related to specific projects. The
table below provides a comparison of the projected
revenue for fiscal year 2014 -15 compared to the
estimated fiscal year 2015 -16 revenues. The City is
anticipating that the following major projects will
continue to move forward in fiscal year 2015 -16:
0 Bayfront Redevelopment Project
0 Millenia Project
0 Otay Ranch Villages
0 University Land Entitlement Projects
2015 -06 -02 Agenda Packet 83 Page 180
Development Services Fund Revenues
Fiscal Years 2014 to 2016
Other Local Taxes
$ 7,845
$ 7,072
$
7,000
$ (72)
-1%
Licenses and Permits
$ 1,735,402
$ 1,979,717
$
1,973,215
$ (6,502)
0%
Charges for Services
$ 3,776,359
$ 3,187,658
$
4,337,865
$ 1,150,207
36%
Other Revenue
$ 819,006
$ 671,684
$
459,000
$ (212,684)
-32%
Transfers In
$ 628,181
$ 448,137
$
526,614
$ 78,477
18%
Total Revenues
$ 6,966,793
$ 6,294,268
$
7,303,694
$ 1,009,426
16%
Projections for fiscal year 2015 -16 revenues were based
on a trend analysis of fiscal year 2013 -14 actual
revenues and fiscal year 2014 -15 projections. A
summary of the notable changes by category are listed
below:
Licenses and Permits — The decrease in this
category of $6,502 reflects the projected decrease
in development activity.
Charges for Service — The increase in this category
of $1.2 million reflects the change in nature or
composition of development activity moving from
processing of large master planned communities to
processing of improvement and development
plans. The largest increase in this category is in Plan
Checking Fees.
Other Revenue — The proposed fiscal year 2015 -16
budget reflects a decrease of $212,684 from the
fiscal year 2014 -15 third quarter projections. This
decrease is due to the anticipated decrease in CIP
related staff time reimbursements.
Transfers In — The fiscal year 2015 -16 proposed
budget reflects a change of $78,477 in projected
transfers from the General Fund. The increase is
due to a reimbursement for the General Fund's
portion of the Accela software upgrade. This
reimbursement is to be paid by the General Fund in
five (5) equal payments for five (5) years.
EXPENDITURES
The fiscal year 2015 -16 proposed budget includes
funding for 44.5 positions in the Development Services
Fund. This reflects a net decrease of 1.0 position when
compared to the fiscal year 2014 -15 Council adopted
budget. These changes are a result of the following
personnel changes:
• The addition of 1.0 Building Inspection Manager
and 1.0 Senior Plan Check Technician
• The elimination of 1.0 Senior Planner, 1.0 Senior
Office Specialist, and 1.0 Landscape Planner II
positions
As illustrated in the following table, Personnel Services
expenditures in the Development Services fund are the
largest component of the Fund's expenditures, much
the same as the City's General Fund budget. The
Transfers Out expenditure category reimburses the
General Fund for citywide and departmental overhead.
Reimbursed citywide overhead includes support costs
associated with Finance, Human Resources,
Information Technology Services, Custodial Services,
and City Attorney.
2015 -06 -02 Agenda Packet 84 Page 181
Development Services Fund Expenditures
Fiscal Year 2014 to 2016
Personnel Services
$ 5,367,696
$ 5,434,240
$ 5,734,293
$ 300,053
6%
Supplies and Services
$ 664,015
$ 304,015
$ 268,532
$ (35,483)
-12%
Other Expenses
$ 68,663
$ 93,807
$ 98,812
$ 5,005
5%
Capital
$ 8,316
$ 11,340
$ 9,500
$ (1,840)
-16%
Transfers Out
$ 1,143,810
$ 1,328,299
$ 1,187,557
$ (140,742)
-11%
Utilities
$ 41441
$ 4,828
$ 5,000
$ 172
4%
Total Expenditures
$ 7,256,941
$ 7,176,529
$ 7,303,694
1 $ 127,165
1 2%
A summary of the notable changes between the fiscal Capital — The Capital category reflects a net
year 2014 -15 third quarter projections to the fiscal year decrease of $1,840 when compared to the most
2015 -16 proposed budget by category are listed as recent fiscal year 2014 -15 projections. This
follows: decrease is due lower anticipated copier lease
payments.
• Personnel Services — This category reflects a net
increase of $300,053 when compared to the most
recent fiscal year 2014 -15 projections. The increase
can be attributed to the annualized costs of salary
increases approved by Council in fiscal year 2014-
15, the addition of 1.0 Building Inspection Manager
and 1.0 Senior Plan Check Technician, and increases
to various personnel costs including overtime,
PERS, flex /insurance, Worker's Comp charges, and
vacation in -lieu expenses.
• Transfers Out — The transfers out expenditure
category reflects a decrease of $140,742 when
compared to the fiscal year 2014 -15 third quarter
projections. This transfer reflects the
reimbursement amount from the Development
Services Fund to the General Fund for department
and citywide overhead costs. The decrease is due a
reduction in citywide and department overhead
allocated to this fund.
These increases were partially offset by a reduction Utilities — The utilities category reflects the
of 1.0 Senior Planner, 1.0 Senior Office Specialist, projected amounts necessary for fiscal year 2015-
1.0 Landscape Planner II, and freezing the funding 16 projected utility expenses. This change is
for a Development Services Technician II. consistent with the projected costs for fiscal year
2014 -15.
• Supplies and Services — The proposed budget
reflects a net decrease of $35,483 in this category.
This decrease is due to the shift of a portion of
software maintenance fees to the General Fund for
its share of Accela. The decrease was partially
offset by an increase in contractual services that
will be used in the plan check process.
• Other Expenses — The Other Expenses category
reflects an increase of $5,005 in comparison to the
fiscal year 2014 -15 third quarter projections. This
is due to an increased volume of credit card
transaction fees charged to the City for customers
who choose to pay fees using a credit card.
2015 -06 -02 Agenda Packet 85 Page 182
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 86 Page 183
EXPENDITURES
Personnel Services
512141558
Supplies and Services
4053599
Other Expenses
923205
Capital
0
Utilities
43951
Transfers Out
111751724
TOTAL EXPENDITURES
$6,893,037
REVENUES
Other Local Taxes
61796
Licenses and Permits
213991259
Charges for Services
315021059
Other Revenue
7461222
Transfers In
4391238
TOTAL REVENUES
$7,093,574
NET FUND ACTIVITY $200,537
FUND SUMMARY
533671696 514343240
6641015
3043015
681663
931807
81316
111340
41441
41828
1,143, 810
113281299
$7,256,941
$7,176,529
71845
71072
137351402
119793717
317761359
3,187, 658
8191006
6711684
6281181
4481137
$6,966,793
$6,294,268
($290,148)
($882,261)
517341293
2683532
98,812
91500
51000
1,187, 557
$7,303,694
71000
119731215
413371865
4591000
5261614
$7,303,694
$0
2015 -06 -02 Agenda Packet 87 Page 184
2015 -06 -02 Agenda Packet 88 Page 185
STAFFING SUMMARY - 408
BUDGET CATEGORY
FY 2014-15 FY 2014-15 FY
ADOPTiD
jL MIDYEAR . CHANGES
2015-16
FY 2015-16
PROPOSED
Assoc Engineer
3.00 -
-
3.00
Assoc Plan Check Engineer
- 3.00
-
3.00
Assoc Planner
4.00 -
-
4.00
Building Inspection Mgr
- -
1.00
1.00
Building Inspector II
4.00 -
-
4.00
Building Inspector III
1.00 -
-
1.00
Building Off/Code Enf Mgr
1.00 -
-
1.00
Development Services Tech I
1.00 -
-
1.00
Development Svcs Tech Iii
6.00 -
-
6.00
Devlpmt Svcs Counter Mgr
1.00 -
-
1.00
Engineering Tech II
1.00 -
-
1.00
Landscape Architect
2.50 -
-
2.50
Landscape Planner II
1.00 -
(1.00)
-
Plan Check Supervisor
1.00 -
-
1.00
Planning Manager
1.00 -
-
1.00
Plans Examiner
3.00 (3.00)
-
-
Principal Civil Engineer
1.00 -
-
1.00
Principal Planner
2.00 -
-
2.00
Secretary
1.00 -
-
1.00
Sr Building Inspector
1.00 -
-
1.00
Sr Engineering Technician
1.00 -
-
1.00
Sr Office Specialist
2.00 -
(1.00)
1.00
Sr Plan Check Tech
- -
1.00
1.00
Sr Planner
4.00 -
(1.00)
3.00
Sr Project Coordinator
1.00 -
-
1.00
Sr Secretary
1.00 -
-
1.00
Transportation Engineer W /Cert
1.00 -
-
1.00
2015 -06 -02 Agenda Packet 88 Page 185
SUCCESSOR AGENCY AND
HOUSING FUNDS
Successor Agency Funds
Housing Authority Funds
2015 -06 -02 Agenda Packet 89 Page 186
2015 -06 -02 Agenda Packet 90 Page 187
On December 29, 2011, the California Supreme Court
upheld AB x1 26 dissolving California redevelopment
agencies. Effective February 1, 2012, all redevelopment
agencies were dissolved and the City of Chula Vista
assumed the role of Successor Agency (resolution 2011-
164).
The Successor Agency is responsible for the wind down
of the former Redevelopment Agency activities and
obligations. The act of winding down the former
Redevelopment Agency is significant. The Successor
Agency will continue to oversee and implement all
legally obligated contracted work, projects and
programs as well as dispose of the former
Redevelopment Agency assets. Since approximately
68% of the former Redevelopment Agency -owned land
(24 acres of 35.24 acres) is contaminated there are
clean up requirements as well as remediation that will
be necessary to dispose of these properties. Significant
administrative obligations will continue to exist in the
preparation of budgets and documentation to be
submitted to and reviewed by the Successor Agency,
Oversight Board, County of San Diego and the State
Department of Finance.
As required by AB x1 26, an Oversight Board, composed
of affected taxing entities within the City, was created.
The primary responsibility of the Oversight Board is
reviewing and approving the Recognized Obligation
Payment Schedule and serving in a fiduciary role to the
taxing entities that the Oversight Board represents.
Some historical information follows regarding the
former Redevelopment Agency.
The Chula Vista Redevelopment Agency was created on
October 24, 1972 by City Council Ordinance. The goals
of the former Redevelopment Agency were to reduce
blight and to encourage new development,
reconstruction, and rehabilitation of residential,
commercial, industrial, and retail uses. Since the
Agency's creation, the City adopted and amended six
project areas to encompass a total of approximately
3,563 acres of City territory. Land uses within these
areas are mostly commercial and industrial, but also
includes some residential and public uses (e.g.,
governmental administrative centers, corporation
yards, streets, etc.).
Successor Agency Funds
FUND DESCRIPTIONS
The Successor Agency budget is organized into
Redevelopment Obligation Retirement Fund (RORF)
and debt service funds. The RORF accounts for the
staffing and other expenditures required in winding
down activities of the former Redevelopment
Agency. The Debt Service funds are used to pay for
the former Redevelopment Agency's debt service on
its outstanding Tax Allocation Bonds, loans and other
debt of the former Redevelopment Agency.
Several funds were eliminated as a result of the
dissolution of the Redevelopment Agency. The
eliminated funds are former operating funds 317,
6111 651 and pass- through funds 671 -675. In
addition the debt service funds listed below replace
funds 691 and 693 -697.
Operating Funds
• Fund 318: Redevelopment Obligation Retirement
Fund (RORF)
The RORF will serve as the primary operating
funds in the winding down of the former
Redevelopment Agency. This fund will be used to
pay the documented enforceable obligations of
the former redevelopment agency that have
been approved by the Successor Agency
Oversight Board and the State Department of
Finance.
• Fund 319: Successor Agency Housing Fund
The City's Housing Authority became the
Successor Housing Agency. This fund accounts
for all assets (everything but fund balance)
originally held by the Low and Moderate Income
Housing fund and will account for activities
similar to the Low and Moderate Income Housing
program. The fund revenues are not
discretionary and must be used for the
production of affordable housing.
Debt Service Funds
The Debt Service funds are used to pay for former
Redevelopment Agency debt service on its
outstanding Tax Allocation Bonds, loans and other
2015 -06 -02 Agenda Packet 91 Page 188
debt of the former Redevelopment Agency.
Fund 692: Long Term Advances Debt Service
Fund — Redevelopment Agency
This fund was established to account for
Redevelopment Agency interfund loans.
• Fund 661: 2005 Taxable Revenue Bonds Series A
— CRA /ERAF Loan Program
In April 2005, the Agency entered into a Loan
Agreement with the California Statewide
Communities Development Authority to borrow
the amount of $765,000. This amount was used
to pay the Agency's portion of the 2005
Educational Revenue Augmentation Fund (ERAF)
to the County of San Diego pursuant to Section
33681.12 of the California Health and Safety
Code. This loan was paid off in fiscal year 2014-
15.
• Fund 662: 2006 Taxable Revenue Bonds Series A
— CRA /ERAF Loan Program
In April 2006, the Agency entered into a Loan
Agreement with the California Statewide
Communities Development Authority to borrow
the amount of $930,000. This amount was used
to pay the Agency's portion of the 2006
Educational Revenue Augmentation Fund (ERAF)
to the County of San Diego pursuant to Section
33681.12 of the California Health and Safety
Code.
Fund 663: 2006 Senior Tax Allocation Refunding
Bonds, Series A
In July 2006, the Redevelopment Agency issued
the 2006 Senior Tax Allocation Bonds, Series A in
the amount of $13,435,000 to refinance the
Agency's outstanding Bayfront /Town Centre
Redevelopment Project 1994 Senior Tax
Allocation Refunding Bonds Series A (the "1994 A
Bonds). The original bonds were issued to
finance improvements in the Bayfront /Town
Centre Project Areas. The Annual Debt Service is
paid from property tax increment generated in
the project areas. The term of the bonds runs
through 2027.
0 Fund 664: 2006 Subordinate Tax Allocation
Refunding Bonds, Series B
In July 2006, the Redevelopment Agency issued
the 2006 Subordinate Tax Allocation Bonds,
Series B in the amount of $12,325,000 to
refinance the Agency's outstanding
Bayfront /Town Centre Redevelopment Project
1994 Senior Tax Allocation Refunding Bonds
Series D (the "1994 D Bonds) and the 1994
Subordinate Tax Allocation Refunding Bonds,
Series C (the 1994 C Bonds) The original bonds
were issued to finance improvements in the
Bayfront /Town Centre Project Areas. The Annual
Debt Service is paid from property tax increment
generated in the project areas. The term of the
bonds runs through 2021.
Fund 665: RDA 2008 Tax Allocation Refunding
Bonds (TARBs)
This fund was established to account for the debt
service payments for the refunding of the
Redevelopment Agency 2000 Tax Allocation
Bonds (Merged Redevelopment Project) in the
amount of $21,625,000. The Merged
Redevelopment Project was created on August
221 2000, pursuant to an amendment to the
redevelopment plans for three of the Agency's
four existing redevelopment projects, the Town
Centre II Project Area, the Otay Valley Project
Area and the Southwest Project Area. The
Merged Project Area was amended in 2004
adding 494 acres. The Bonds were issued to
provide funds for the repayment of certain
obligations of the Merged Redevelopment
Project and other interfund loans, and for
general redevelopment purposes. The term of
the bonds is through the year 2036.
REVENUES
A summary of the notable changes by category are
listed below:
Property Taxes — The increase in this category is
due to the dissolution of the Redevelopment
Agency. Property tax increment revenues are now
received by the County of San Diego and will be
distributed to the Successor Agency based on
documented enforceable obligations that have
been approved by both the Successor Agency
Oversight Board and the State Department of
2015 -06 -02 Agenda Packet 92 Page 189
Finance. Enforceable obligations are projected to
be $97,507 less than the previous fiscal year
therefore property taxes have been adjusted
accordingly.
Transfers In — Transfer -In amount is the same as for
the prior fiscal year. The Successor Agency has
received permission to repay the Successor Agency
Housing Fund for a loan previously received to pay
the State of California required SERAF payment in
2010 and 2011.
The table below provides a comparison of the
projected revenues for fiscal year 2014 -15 to the
estimated fiscal year 2015 -16 revenues. The table
does not reflect the revenue budget of the debt
service funds which are reflected in the debt service
section of the budget document.
Redevelopment /Successor Agency Operating Fund Revenues
Fiscal Years 2014 to 2016
2015 -06 -02 Agenda Packet 93 Page 190
EXPENDITURES
Expenditures for fiscal year 2015 -16 are for winding
down the former Redevelopment Agency and Low and
Moderate Income Housing activities and documented
enforceable obligations.
• Services and Supplies — The budget has been
decreased due to project related consultant
services.
• Other Expenses — The increase in this category
reflects a $2.0 million loan to be made to
subsidize affordable housing in the anticipated
development of the Millennia project.
• Capital — The capital category reflects the
projected amounts necessary for fiscal year 2015-
16.
• Transfers Out — The transfers out expenditure
category accounts for the required debt service
for the Successor Agency. Bonded debt service
for the 2006 and 2008 TABS and the 2006 ERAF
loan is approximately $3.7 million. The Agency is
also repaying a loan from the Successor Agency
Housing Fund of $1.9 million. The Transfers Out
category has decreased due to the payoff of the
2005 ERAF loan.
• Utilities — The utilities category reflects the
projected amounts necessary for fiscal year 2015-
16 projected utility expenses.
The table below provides a comparison of the
proposed budgeted expenditures for fiscal year
2015 -16 to the adopted fiscal year 2014 -15
expenditures. The table does not reflect the debt
service expenditure budget which is discussed in
the debt service section of this document.
Redevelopment /Successor Agency Operating Fund Expenditures
Fiscal Year 2014 to 2016
2015 -06 -02 Agenda Packet 94 Page 191
FT Z1113-14
FT Z114-15
FT Z1115-1b
Category
Actual
Projected
Proposed
Change
Personnel Services
$
84,065
$
-
$
-
$
-
Supplies and Services
$
62,859
$
147,993
$
143,770
$
(41223)
Other Expenses
$
911,862
$
897,972
$
21846,109
$
11948,137
Capital
$
71978
$
12,040
$
12,040
$
-
Transfers Out
$
31122,997
$
51698,895
$
51601,309
$
(97,586)
CIP Project Expenditures
$
-
$
-
$
-
$
-
Non -CIP Project Expenditures
$
-
$
484
$
-
$
(484)
Utilities
$
11594
$
11700
$
11780
$
80
Total Expenditures
$
41191,355
$
61759,084
$
81605,008
$
11845,924
2015 -06 -02 Agenda Packet 94 Page 191
FUND SUMMARY
REVENUES
Property Taxes
Use of Money & Property
Other Revenue
Transfers In
TOTAL REVENUES
NET FUND ACTIVITY
4,456, 770 1, 065, 528 615051446
(23,899) 101640 0
322 0 0
6411835 0 0
$5,075,028 $1,076,168 $6,505,446
($11,192,253) ($2,957,01 9)
$1
6,407,939
0
0
0
$6,407,939
$0
2015 -06 -02 Agenda Packet 95 Page 192
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Personnel Services
921044
843065
0
0
Supplies and Services
791810
593965
801270
801270
Other Expenses
232963468
7591626
7183540
7183540
Capital
0
41940
61040
61040
Utilities
382
11594
11700
11780
Transfers Out
911561742
311221997
516981895
516011309
CIP Project Expenditures
6411835
0
0
0
Non -CIP Project Expenditures
410001000
0
0
0
TOTAL EXPENDITURES
$16,267,281
$4,033,187
$6,505,445
$6,407,939
REVENUES
Property Taxes
Use of Money & Property
Other Revenue
Transfers In
TOTAL REVENUES
NET FUND ACTIVITY
4,456, 770 1, 065, 528 615051446
(23,899) 101640 0
322 0 0
6411835 0 0
$5,075,028 $1,076,168 $6,505,446
($11,192,253) ($2,957,01 9)
$1
6,407,939
0
0
0
$6,407,939
$0
2015 -06 -02 Agenda Packet 95 Page 192
FUND SUMMARY
2015 -06 -02 Agenda Packet 96 Page 193
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Supplies and Services
303943
21894
631500
' 631500
Other Expenses
761561
152,236
1793432
211271569
Capital
41241
31038
61000
61000
Transfers Out
291000
0
0
0
TOTAL EXPENDITURES
$140,745
$158,168
$248,932
$2,197,069
REVENUES
Use of Money & Property
6703962
4953183
171885
151000
Charges for Services
0
201979
0
0
Other Revenue
901452
1061064
0
0
Transfers In
2371450
0
119273748
119271748
TOTAL REVENUES
$998,864
$622,226
$1,945,633
$1,942,748
NET FUND ACTIVITY
$858,119
$464,058
$1,696,701
($254,321)
2015 -06 -02 Agenda Packet 96 Page 193
FUND SUMMARY
2015 -06 -02 Agenda Packet 97 Page 194
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Other Expenses
0
1581165
112743067
112741067
Transfers Out
641,835
0
0
0
TOTAL EXPENDITURES
$641,835
$158,165
$1,274,067
$1,274,067
REVENUES
Use of Money & Property
(147)
578
0
0
TOTAL REVENUES
($147)
$578
$0
$0
NET FUND ACTIVITY
($641,982)
($157,587)
($1,274,067)
($1,274,067)
2015 -06 -02 Agenda Packet 97 Page 194
FUND SUMMARY
REVENUES
Use of Money & Property
"IT" 24V12-11i
t, 'If' /bq1F1j__A
t, "IT' ,,
,
�.
541
0 0
PROJECTED
839173421
EXPENDITURES
5,698, 895 5,601, 309
TOTAL REVENUES
$9,019,381
$3,225,914
Supplies and Services
81192
81502
101600
151000
Other Expenses
335153315
315133384
4,110, 547
410081561
Transfers Out
0
0
119273748
119271748
TOTAL EXPENDITURES
$3,523,507
$3,521,886
$6,048,895
$5,951,309
REVENUES
Use of Money & Property
1013938
1023377
0 0
Other Revenue
22
541
0 0
Transfers In
839173421
3,122, 996
5,698, 895 5,601, 309
TOTAL REVENUES
$9,019,381
$3,225,914
$5,698,895 $5,601,309
NET FUND ACTIVITY
$5,495,874
($295,972)
($350,000) ($350,000)
9933006
9901981
9923297
FUND DETAIL
EXPENDITURES
661
05 E RAF - SA
991528
1001356
1003883
0
662
06 E RAF - SA
1251784
1251187
1291285
1271795
663
06 TABs Series A - SA
110173893
110181180
110173345
110181570
664
06 TABs Series B - SA
9933006
9901981
9923297
9933559
665
08 TABs - SA
9663158
9661044
115313337
115331637
692
Successor Agency Long -term Deb
3213138
3211138
212773748
212771748
TOTAL
EXPENDITURES
$3,523,507
$3,521,886
$6,048,895
$5,951,309
REVENUES
661
05 E RAF - SA
991463
1001305
1003883
0
662
06 ERAF - SA
1253696
1251110
1293285
1273795
663
06 TABs Series A - SA
110173861
110181221
110173345
110181570
664
06 TABs Series B - SA
9923637
1, 016,121
9923297
9933559
665
08 TABs - SA
9661122
9661157
115311337
115331637
692
Successor Agency Long -term Deb
518173602
0
119273748
119271748
TOTAL
REVENUES
$9,019,381
$3,225,914
$5,698,895
$5,601,309
NET FUND
ACTIVITY
$5,495,874
($295,972)
($350,000)
($350,000)
2015 -06 -02 Agenda Packet 98 Page 195
The Housing Authority was formed in 1993. A Housing
Authority can provide tax - exempt bond financing, own
and operate housing, and operate various housing
programs. The Chula Vista Housing Authority does not
own or operate housing, and the Section 8 rental
assistance programs including Public Housing are
operated in Chula Vista by the County of San Diego
Housing Authority. The staff of the Housing Authority
provides comprehensive housing services for the City.
In addition, with the elimination of the City's
redevelopment agency, the Housing Authority will
assume the housing functions of the former
Redevelopment Agency, becoming a "Successor
Housing Agency ".
The Chula Vista Housing Authority fund is the
clearinghouse for all housing related staff activity.
Included in this fund are personnel expenses which
are reimbursed by various funding sources such as
Federal Housing and Urban Development Grant Funds.
The Housing Fund will receive $0.8 million in staff time
reimbursements for administering the City's Housing,
CDBG, HOME and other grants and for monitoring of
bond covenants for affordable housing bonds issued
by the City's Housing Authority. The Housing
Authority focuses on the development of sustainable
neighborhoods through a variety of investments such
as:
• Production of affordable housing
• Expand home ownership
• Oversee social service contracts for low income
households
• Oversee policies and programs related to
affordable housing
FUND DESCRIPTIONS
• Fund 313: Chula Vista Housing Authority
The Chula Vista Housing Authority Fund accounts
for all housing related activities not considered
eligible for reimbursement by other sources.
Housing Authority Funds
T
The Landings Project, pictured above, is an example of the type of
project developed with Housing Funds. The Landings consists of 92
three - bedroom townhome units. Each unit includes an enclosed 2 -car
garage, in -unit washer and dryer, balcony, and full sized
appliances. Project amenities include a pool, spa, clubhouse, and a tot
lot.
2015 -06 -02 Agenda Packet 99 Page 196
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 100 Page 197
FUND SUMMARY
REVENUES
Use of Money & Property
(51868)
51355
0
0
CATEGORY BUDGET
2301513
6221790
R• JECTED
PROPO
EXPENDITURES
4561505
721727
7063871
7493889
Personnel Services
7671659
5373460
5713868
5833385
Supplies and Services
53649
163942
371800
871800
Other Expenses
0
0
0
3723660
Utilities
184
406
11000
11100
Transfers Out
166, 085
1471555
1773145
1553968
TOTAL EXPENDITURES
$939,577
$702,363
$787,813
$1,200,913
REVENUES
Use of Money & Property
(51868)
51355
0
0
Charges for Services
2301513
6221790
711000
1001000
Other Revenue
4561505
721727
7063871
7493889
Transfers In
971000
0
0
0
TOTAL REVENUES
$778,150
$1,349,872
$777,871
$849,889
NET FUND ACTIVITY
($161,427)
$647,509
($9,942)
($351,024)
2015 -06 -02 Agenda Packet 101 Page 198
STAFFING SUMMARY - 313
Housing Manager
1.00 -
- 1.00
Project Coordinator II
2.00 -
- 2.00
Sr Project Coordinator
1.00 -
- 1.00
TO OSITIONS �G - - I
2015 -06 -02 Agenda Packet 102 Page 199
SEWER FUNDS
2015 -06 -02 Agenda Packet 103 Page 200
2015 -06 -02 Agenda Packet 104 Page 201
The Sewer enterprise funds account for revenues and
expenditures related to the City's Sewer programs,
including maintenance and expansion of the City's
conveyance system and payment of San Diego Metro
wastewater treatment costs.
The City of Chula Vista provides wastewater
conveyance and treatment services to approximately
49,000 billing accounts, including residential and non-
residential uses. The wastewater generated by Chula
Vista customers is collected and sent to treatment
facilities in the South Bay and Point Loma through the
City's extensive sewer collection system, which consists
of 14 pump stations and over 500 miles of sewer pipe.
The San Diego Metropolitan Wastewater System
provides wastewater treatment services to the City of
Chula Vista on a contract basis ($20 million in fiscal year
2014 -15). The City is currently analyzing options to
secure sufficient treatment capacity to see the City
through build out. Per the 2014 Wastewater Master
Plan, the City will need approximately 29.89 MGD at
build out. This treatment capacity may be provided by
either purchasing additional treatment capacity in the
San Diego Metro Wastewater System or construction of
a wastewater reclamation plant in Chula Vista. The
following figure illustrates the City's current trunk
sewer network, which conveys flows to the San Diego
Metro trunk sewer (shown in red).
Ll
Sewer Funds
City's Current Trunk Sewer Network
M a i n Street/ It -Cr -eels Sew er5
5 a It -Creep Trunk S evw-er
` Tel e� ra ph Ca rrrr Trurr k S ew er
Poflgirrrr Trurrev,, r
San Diego M D
5 pri rk=o, Va I ley Trunk Sewer
M
San Diego Otay M WD
City c f Chula Vi 5ta Boundary
REVENUES
The Sewer Fund derives the majority of its revenue
from various service charges that are collected from
system users. This fund also derives revenues from
other sources such as permit fees for new connections
to the sewer system, interest earnings from
investments, development impact fees, transfers from
other funds designated to support Sewer fund
operations. Other revenues include revenue
reimbursements from other city funds and various
service charges. Sewer revenues are projected to
increase by $1.1 million in the fiscal year 2015 -16
proposed budget. This mostly reflects a $1.1 million
Transfer -In from the Telegraph Canyon Sewer DIF fund.
In fiscal year 2015 -16, the Telegraph Canyon Sewer
Basin DIF will be closed and remaining funds will be
transferred to the Trunk Sewer Capital Reserve Fund.
Sewer Fund revenues are summarized in the table on
the following page.
2015 -06 -02 Agenda Packet 105 Page 202
Sewer Fund Revenues
Note: Revenue amounts include Sewer Operating Funds: 411, 412, 413, 414, and 428.
EXPENDITURES
Sewer fund operations and capital programming
contains no General Fund contribution. Sewer fund
operations and capital programming costs are offset
by fees paid by residential and non - residential users.
In addition, other revenue sources generated within
the Sewer fund through normal operations that fund
46.0 permanent positions that are contained in the
fiscal year 2015 -16 proposed budget. Changes to the
Sewer Fund budget for fiscal year 2015 -16 are as
follows:
• Personnel Services — Personnel services in the
fiscal year 2015 -16 are increasing by $67,913. This
increase represents the annualized wage
increases approved by the City Council during
fiscal year 2014 -15. Personnel Services also
reflects cost increases in Workers Compensation
Charges, Flex (medical insurance), and PERS
(retirement benefits).
• Supplies and Services — Supplies and services costs
are increasing by $39,350. This change is
primarily due to increased contracted services for
wastewater treatment ($20,000), equipment
rental charges ($10,000), and $9,350 for increased
fleet maintenance charges and necessary travel
expenses for the certification of personnel
assigned to this fund.
• Capital — Capital expenses are increasing by
$766,180 due vehicle replacement expenditures.
• CIP Project Expenditures — CIP Projected
Expenditures are decreasing by $931,000. This
proposed budget reflects the normal funding
levels for the rehabilitation effort on pipes,
manholes, access roads and pump stations.
Several studies are under way to define the scope
of future CIP projects that will be funded by the
Trunk Sewer Capital Reserve Fund to upsize sewer
pipe capacity within the City.
The City continues to focus on its Annual Sewer
Rehabilitation Program, which expends approximately
$1.0 million to $2.0 million annually for the
replacement and rehabilitation of sewer pipes,
4OMN-L�#-
Pictured above: Point Loma Treatment Facility
connections between sewer mains and laterals, access
roads, and access covers. The City also utilizes
standardized evaluation and ranking criteria in
televising and evaluating the condition of sewers in
order to ensure that the most critically impacted
sewer infrastructure is replaced or rehabilitated first.
To date, the funds collected from City's rate payers
have been sufficient to maintain and operate the
City's wastewater collection system as well as to pay
for the treatment of the wastewater.
In order to ensure the future adequacy of the sewer
funds, City Council has adopted an updated sewer rate
case study that set the sewer rates for the next five
years that went into effect July 2014. One of the
issues considered of significantly impact to the sewer
rates for the City is the Point Loma Treatment Plant
2015 -06 -02 Agenda Packet 106 Page 203
(PLTP) Secondary Treatment Waiver. In 2010, the City
of San Diego was successful in obtaining a five -year
waiver that allowed the continued operation of the
PLTP at an advance primary level of sewer treatment
before discharging into the ocean. A regional effort,
led by the City of San Diego is in progress to prepare
the application for the next waiver. The application
for the next waiver will be submitted in 2015.
Expensive infrastructure investments are expected as
a condition of the next waiver. The 2014 City of Chula
Vista sewer rate adjustment will help pay for said
infrastructure investments or the upgrade of the PLTP
to secondary.
In fiscal year 2007 -08 the City transitioned its Sewer
funds from `special revenue' funds to `enterprise'
funds. Enterprise funds may be used to report any
activity for which a fee is charged to external users for
goods or services, and are appropriate in situations
wherein there is either a legal requirement or policy
decision to recover costs of providing services for an
activity. This change complies with the GFOA
recommended accounting structure, should the City
decide to issue bonds for capital improvements solely
guaranteed by sewer fees and charges in the future.
City staff expenditures incurred supporting
wastewater system maintenance and operations are
funded by the Sewer Service fund through a
combination of direct expenditures and inter -fund
transfers. Positions 100% funded by Sewer funds
(wastewater maintenance and wastewater
engineering) are budgeted directly in the Sewer fund
($4.5 million in fiscal year 2015 -16). The remaining
support staff is budgeted in either the General or
Development Services funds. These positions are
partially offset via inter -fund transfers ($3.3 million in
fiscal year 2015 -16). All supplies and services, capital,
and utilities budgets associated with supporting the
wastewater system are also budgeted in the Sewer
Service fund in fiscal year 2015 -16.
PROPOSED CAPITAL IMPROVEMENT PROJECTS
The second highest commitment of CIP funding is for
the Wastewater Management System (WMS). The
appropriation for Wastewater projects is $2.2 million
which represents 8% of the proposed CIP budget. The
single project type within the WMS is Sewer.
However, the discussion below is divided into the
following two categories: Sewer Rehabilitation and
Specific Sewer Improvements, and Sewer Pump
Stations and Access Roads.
Sewer Rehabilitation and Specific Sewer
Improvements
The following projects are included in fiscal year 2015-
16 budget:
$406,000 to complete sewer improvements at
Industrial Boulevard & Main Street
$300,000 to complete sewer rehabilitation
projects for citywide work
• $250,000 for the manhole rehabilitation citywide
$200,000 for a sewer manhole inspection and
evaluation study
Sewer Pump Stations and Access Roads
The lift station at Parkside Drive will be rehabilitated,
at an estimated cost of $450,000. Sewer access roads
at various locations will be rehabilitated, at a cost of
$600,000.
Sewer Fund expenditures are summarized in the table
on the following page.
2015 -06 -02 Agenda Packet 107 Page 204
Sewer Fund Expenditures
Personnel Services
$
4,253,032
$
4,469,564
$
1
4,537,477
$
1
67,913
1.5%
Supplies and Services
$
20,852,964
$
22,821,121
$
22,860,471
$
39,350
0.2%
Other Expenses
$
5, 384, 245
$
245, 000
$
245, 000
$
-
0.0
Ca pity 1
$
30,152
$
1, 047, 500
$
1, 813, 680
$
766,180
73.1
Tra nsfe rs Out
$
3, 339, 821
$
3,196, 098
$
3, 291, 270
$
95,172
3.0
CI P Project Expenditures
$
2,881,110
$
3,150,000
$
2,219,000
$
(931,000)
-29.6%
Utilities
$
172
$
315
$
315
$
-
0.0%
Tota I
$
36, 741, 496
1 $
34, 929, 598
1 $
34, 967, 213
$
37, 615
0.1
Note: Expenditure amounts include Sewer Operating Funds: 411, 412, 413, 414, and 428.
FUND DESCRIPTIONS
• Fund 411: Sewer Income Fund
This fund is used to account for all revenues
collected to recover the City's costs incurred
constructing the public wastewater system. The
funds are collected from new properties receiving
a permit to connect to the City's wastewater
collection system. The owner or person making
the application for connection pays fees to the
City as designated in the master fee schedule. All
funds received may be used only for the
acquisition, construction, reconstruction,
maintenance and operation of sanitation or
sewerage facilities, or to reimburse a subdivider
or any person who has constructed sewer facilities
benefiting other properties. The fund may also be
used to reimburse the City for any expense
incurred in connection with the construction and
installation of any sewer facility including
engineering work and acquisition of rights -of -way.
• Fund 412: Special Sewer Fund
The Special Sewer Fund is used to account for the
sale of the City's excess Metropolitan Sewerage
capacity. On December 17, 2013 Council approved
closing this fund and transferring the available
fund balance to the Trunk Sewer Capital Reserve
Fund (Fund 413).
• Fund 413: Trunk Sewer Capital Reserve Fund
The Trunk Sewer Capital Reserve Fund is used to
account for sewerage facility participation fees
received from the owner or person applying for a
permit to develop or modify the use of any
residential, commercial, industrial or other
property, which is projected to increase the
volume of flow in the City's sewer system, as
determined by the City Engineer. All revenue
derived from the sewerage facility participation
fee shall be used solely for:
1. Paying the cost and expense to repair, replace
or enlarge trunk sewer facilities of the City so
as to enhance efficiency of utilization and /or
adequacy of capacity to serve the needs of
the City, or;
2. Paying the cost and expense to plan and /or
evaluate any future proposals for area -wide
sewage treatment and /or water reclamation
systems or facilities.
The City Council can appropriate the funds for
another purpose, provided such purpose shall be
for the planning, design, construction,
maintenance or operations of sewage collection
or treatment or water reclamation purposes.
• Fund 414: Sewer Service Revenue Fund
The Sewer Service Revenue Fund is used to
account for all monies collected from the monthly
sewer service charge. Monies in this fund may be
used for any and all sewer related activities. The
primary use of these funds is the payment of the
City's annual San Diego Metropolitan Sewer
Capacity and Maintenance fees and to pay the
operational costs of the `in -city' sewer collection
syste m.
• Fund 428: Sewer Facility Replacement Fund
A portion of the revenues derived from the
monthly sewer service charge is deposited into
the Sewerage Facilities Replacement Fund.
Monies in this fund are used solely for the
purpose of paying the cost of refurbishment
2015 -06 -02 Agenda Packet 108 Page 205
and /or replacement of structurally deficient
sewerage facilities including related evaluation,
engineering, and utility modification costs.
The City Council can appropriate the funds for
another purpose provided such purpose is for the
construction, maintenance, or operation of
sewers or incidental thereto, including any charge
for its collection.
Funds 431, 432, 433: Sewer Development Impact
FAA Fi inrlc
These fees are levied against new development in
specific areas of the City, based upon the sewer
facility their project will impact. The monies
collected are used to fund construction of public
improvements designed to increase the capacity
of the subject facilities, allowing the City to
maintain service levels with increased demand.
Included DIF programs are the Telegraph Canyon
Sewer Basin DIF, the Poggi Canyon Sewer Basin
DIF, and the Salt Creek Sewer Basin DIF.
2015 -06 -02 Agenda Packet 109 Page 206
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 110 Page 207
FUND SUMMARY
REVENUES
Licenses and Permits
401500
113120
401000
401000
CATEGORY BUDGET
3141191
113731068
R• JECTED
PROPO
EXPENDITURES
34, 382, 920
33,114, 340
32, 881,199
32, 881,199
Personnel Services
410581923
432531032
414693564
415371477
Supplies and Services
19,689, 382
20, 852, 964
22, 821,121
22, 860,471
Other Expenses
535153363
533841245
2453000
2453000
Capital
421926
301152
110471500
118131680
Utilities
172
172
315
315
Transfers Out
218431760
313391821
3,196, 098
312911270
CIP Project Expenditures
114661947
218811110
311501000
212191000
TOTAL EXPENDITURES
$33,617,473
$36,741,496
$34,929,598
$34,967,213
REVENUES
Licenses and Permits
401500
113120
401000
401000
Use of Money & Property
3141191
113731068
3011726
3011726
Charges for Services
34, 382, 920
33,114, 340
32, 881,199
32, 881,199
Other Revenue
5921175
7141030
3251000
3251000
Transfers In
31578
5651495
3,400, 000
1,279, 047
TOTAL REVENUES
$35,333,364
$35,778,053
$36,947,925
$34,826,972
NET FUND ACTIVITY
$1,715,891
($963,443)
$2,018,327
($140,241)
411
Sewer Income
(10, 033)
FUND DETAIL
EXPENDITURES
412
Special Sewer
0
4491972
- 0
0
413
Trunk Sewer Capital Reserve
513983948
517423045
112503000
6063000
414
Sewer Service Revenue
271036,771
2811851121
3114291598
3214111213
428
Sewer Facility Replacement
1,181, 754
213641358
2,250, 000
119501000
TOTAL
EXPENDITURES
$33,617,473
$36,741,496
$34,929,598
$34,967,213
REVENUES
411
Sewer Income
(10, 033)
221561
0
0
412
Special Sewer
(21431)
31157
0
0
413
Trunk Sewer Capital Reserve
3, 879, 455
318211010
415001000
213791047
414
Sewer Service Revenue
291653,340
2918741434
3019911199
3019911199
428
Sewer Facility Replacement
1, 813, 033
210561891
1,456, 726
1,456, 726
TOTAL
REVENUES
$35,333,364
$35,778,053
$36,947,925
$34,826,972
NET FUND
ACTIVITY
$1,715,891
($963,443)
$2,018,327
($140,241)
2015 -06 -02 Agenda Packet 111 Page 208
Assoc Engineer
Engineering Tech II
Equipment Operator
Maintenance Worker II
Pub Works Specialist
Public Works Supervisor
Sr Civil Engineer
Sr Fiscal Office Specialist
Sr Maintenance Worker
IL w1k I OM Lei :4 -0c, SITIONS A A A
STAFFING SUMMARY - 414
2.00 -
- 2.00
2.00 -
- 2.00
3.00 -
- 3.00
18.00 -
- 18.00
1.00 -
- 1.00
4.00 -
- 4.00
1.00 -
- 1.00
1.00 -
- 1.00
14.00 -
- 14.00
2015 -06 -02 Agenda Packet 112 Page 209
FUND SUMMARY
EXPENDITURES
431 Tel Cyn Sewer Basin Plan DIF
60,000
.
,,
,
O.
0
726
R• JECTED
PROPO
EXPENDITURES
3123927
3191279
317193091
212381764
Supplies and Services
0
33724
0
0
Other Expenses
1221927
1251555
1643091
371500
Transfers Out
250, 000
2501000
315003000
2,249, 047
CIP Project Expenditures
0
726
0
0
Non -CIP Project Expenditures
0
0
1003000
110911264
TOTAL EXPENDITURES
$372,927
$380,005
$3,764,091
$3,377,811
REVENUES
$223,473
($9,809)
($3,644,091)
($3,307,811)
Use of Money & Property
(48,615)
1023104
0
0
Development Impact Fees
6451015
2681092
1201000
701000
TOTAL REVENUES
$596,400
$370,196
$120,000
$70,000
NET FUND ACTIVITY
$223,473
($9,809)
($3,644,091)
($3,307,811)
FUND DETAIL
EXPENDITURES
431 Tel Cyn Sewer Basin Plan DIF
60,000
601000
351000
111291047
432 Pogg i Cyn Sewer Basin DIF
0
726
101000
101000
433 Salt Creek Sewer Basin DIF
3123927
3191279
317193091
212381764
TOTAL EXPENDITURES
$372,927
$380,005
$3,764,091
$3,377,811
REVENUES
431 Tel Cyn Sewer Basin Plan DIF
(51932)
121118
0
0
432 Pogg i Cyn Sewer Basin DIF
45, 755
1411452
201000
201000
433 Salt Creek Sewer Basin DIF
5561577
2161626
1001000
501000
TOTAL REVENUES
$596,400
$370,196
$120,000
$70,000
NET FUND ACTIVITY
$223,473
($9,809)
($3,644,091)
($3,307,811)
2015 -06 -02 Agenda Packet 113 Page 210
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 114 Page 211
TRANSIT FUNDS
2015 -06 -02 Agenda Packet 115 Page 212
2015 -06 -02 Agenda Packet 116 Page 213
The MTS - Chula Vista Transit (CVT) was an independent
municipal transit system with the Chula Vista City
Council as its governing board. CVT formed part of the
Metropolitan Transit System (MTS), which is a network
of local and regional transit operators. MTS provides a
seamless transit system composed of local, regional,
and ADA pa ratra nsit services. MTS coordinates fares,
transfers, routes and information services to the region.
Over the last few years, MTS has been expanding its
transit (South Bay) facility located at 3650 Main Street
in Chula Vista. The expansion includes additional bus
parking and new administrative and maintenance
buildings. With this expansion, MTS acquired the
necessary capacity to consolidate the Chula Vista
Transit operations into their South Bay operations yard
and vacate the City's Public Works Corp (PWC) yard.
Accordingly, on January 13, 2015, the Chula Vista City
Council voted to divest the City's responsibility for
Transit Fund
providing public transit services redirecting this
responsibility back to MTS. Through this process, MTS
had agreed to continue to fund the Transit Manager
position for an unspecified amount of time to aide in
the transition to MTS. MTS has notified the City that it
will no longer fund this position. All Transit Funds and
the Transit Manager position have been eliminated
from the City's proposed budget. For comparison
purposes the following tables reflect revenues and
expenditures for Transit Funds.
Chula Vista Transit Revenues
Chula Vista Transit Expenditures
2015 -06 -02 Agenda Packet 117 Page 214
Category
Actual
Projected
Proposed
Inc/Dec
% Inc/Dec
Personnel Services
$ 156,895
$ 166,164
$ -
$ (166,164)
- 100.0%
Supplies and Services
$ 61039,420
$ 51954,031
$ -
$ (51954,031)
- 100.0%
Other Expenses
$ 587,088
$ 463,496
$ -
$ (463,496)
- 100.0%
Transfers Out
$ 341750
$ 341750
$ -
$ (34,750)
- 100.0%
Capital
$ -
$ 177,800
$ -
$ (177,800)
- 100.0%
CIP Project Expenditures
$ -
$ 261,556
$ -
$ (261,556)
0.0%
Utilities
$ 152,196
$ 1741177
$ -
$ (174,177)
- 100.0%
Total
$ 6,970,349
$ 7,231,974
$ -
$ (7,231,974)
- 100.0%
2015 -06 -02 Agenda Packet 117 Page 214
STATISTICS
Routes
7
Service
Six local routes most within Chula Vista city limits, with some service in unincorporated areas
of the Count (Bonita). One Sunda route operated b MTS from their South Bay Division
Y( ) Y p Y Y
Square Miles Served
48
Fiscal Year 2015
1,742,744 thru January 3rd, 2015
Y
Total Passengers
38 Buses
Fleet Size
(32) 40 -foot, CNG New Flyers
(6) 30 -foot CNG El Dorado Nationals
2015 -06 -02 Agenda Packet 118 Page 215
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A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 120 Page 217
EXPENDITURES
Personnel Services
Supplies and Services
Other Expenses
Capital
Utilities
Transfers Out
CIP Project Expenditures
TOTAL EXPENDITURES
REVENUES
Use of Money & Property
Revenue from Other Agencies
Charges for Services
Other Revenue
Transfers In
TOTAL REVENUES
NET FUND ACTIVITY
EXPENDITURES
401 Bayfront Trolley Station TDA
402 Transit CVT
403 Transit Capital Projects
TOTAL EXPENDITURES
REVENUES
401 Bayfront Trolley Station TDA
402 Transit CVT
403 Transit Capital Projects
TOTAL REVENUES
NET FUND ACTIVITY
FUND SUMMARY
1541480
1563895 '
1663164
516321377
610391420
519543031
0
131593823
5871088
4633496
0
0
0
1771800 MEN
0
1431652
1521196
1743177
0
341750
341750
341750
0
0
0
2611556
0
$7,125,082
$6,970,349
$7,231,974
$0
(4, 223)
71903
0
0
310951626
318001358
2,200, 372
0
218411619
216721230
418531816
0
3031968
2121196
0
0
0
231701
0
0
$6,236,990
$6,716,388
$7,054,188
$0
($888,092)
($253,961)
($177,786)
$0
FUND DETAIL
92, 843
611823
1091553
617753587
619081526
6,683, 065 MMVm
0
2561652
0
4391356
0
$7,125,082
$6,970,349
$7,231,974
$0
921843
1431504
1093553
0
6,143, 717
615231389
6,683, 079
0
430
491495
2613556
0
$6,236,990
$6,716,388
$7,054,188
$0
($888,092)
($253,961)
($177,786)
$0
2015 -06 -02 Agenda Packet 121 Page 218
STAFFING SUMMARY - 402
Transit Manager 1.00 - (1.00)
2015 -06 -02 Agenda Packet 122 Page 219
FLEET FUND
2015 -06 -02 Agenda Packet 123 Page 220
2015 -06 -02 Agenda Packet 124 Page 221
The Fleet Fund is an internal service fund which like
other internal service funds is used to finance and
account for goods, special activities, and services
performed by one City department for other City
departments on a cost reimbursement basis. The Fleet
Management fund consists of two functions, Central
Garage Operations and Equipment Replacement. Funds
are collected on an annual basis through each affected
department's operating budget and deposited in the
Fleet Management Fund.
The Central Garage Operations function maintains the
City's fleet of vehicles, both through City equipment
mechanics and through contracts with local vendors for
more specialized maintenance work, such as major
transmission and air conditioning repairs. All City
vehicles are maintained by the Central Garage, these
vehicles include those associated with safety services,
streets and sewers, parks and open space, building and
housing and the library. Services provided include
maintenance of the vehicles, vehicle fuel, and other
specialized services not directly related to any single
vehicle.
REVENUES
Revenues in the Fleet Fund come directly from affected
departments within the City through vehicle
maintenance charges. These charges are based on the
actual vehicles that reside within a department and
include costs ranging from routine (oil changes,
preventive maintenance) to major (transmission repair)
N1
Fleet Fund
as well as fuel costs. Vehicle replacement costs also
used to be charged in a similar manner. However, due
to continuing economic constraints, the City has
discontinued this practice and has transitioned to pay
as you go for the replacement of vehicles depending on
the availability of funds.
For fiscal year 2015 -16, the proposed revenue budget
for the Fleet Fund is $3.8 million. This represents a net
increase of $167,920 over the fiscal year 2014 -15 year -
adopted budget. The major revenue changes are as
follows:
• The $330,000 increase in the Transfers In Revenue
category is due to an increase of the transfer from
the General Fund. These funds will be used for
vehicle replacement.
• A $172,159 decrease in Other Revenue category is
the net difference between the reduction in transit
reimbursements from the Transit Fund and a
increase in fleet maintenance charges. Transit Fund
activities are scheduled to cease at the end of the
2014 -15 fiscal year and are therefore eliminated
from the budget.
• A $15,000 increase in Charges for Services reflects a
projected increase in revenues recovered for cost
recovery.
Fleet Fund Revenues
2015 -06 -02 Agenda Packet 125 Page 222
City of Chula Vista Proposed Budget
EXPENDITURES
The Fleet fund's expenditures include costs to repair
and replace equipment (motor vehicles, mowers,
generators, equipment trailers, etc.) throughout the
City. As discussed in the revenue summary above,
these costs are then allocated back to the affected
departments based on several factors such as the
number of vehicles /equipment, repair history, and fuel
usage.
The proposed budget for fiscal year 2015 -16 for Fleet
Management is $3.9 million. This amount includes
funding for the necessary resources that will be
required to sustain operations for service, repairs, and
to fuel the City's fleet in fiscal year 2015 -16.
• The Personnel Services category is increasing by
$22,836 over the fiscal year 2014 -15 budgeted
personnel services costs. This change is reflects the
anticipated personnel cost increases due salary
increases approved in fiscal year 2014 -15,
scheduled step increases, and associated benefit
costs (retirement and health).
• The Supplies and Services category is increasing by
$96,070 over the adopted fiscal year 2014 -15
supplies and services costs. This change is due to
increased costs for maintenance and equipment
repair and automotive maintenance costs.
• Capital expenditures are increasing by $141,194 in
order to fund vehicle replacement costs. The fiscal
year 2015 -16 budget includes $330,000 for the
purchase of the following vehicles:
■ 2004 Chevrolet Tahoe, Fire Department
■ 2005 Chevrolet Suburban, Fire Department
■ 2004 Nissan Titan, Police Department
■ 2006 Ford F450 Aerial Truck, Public Works
• The Utilities expense category is decreasing by
$212,176 reflecting the elimination of Transit Fund
activities that will result in lower gas and electric
costs.
Fleet Fund Expenditures
2015 -06 -02 Agenda Packet 126 Page 223
FUND SUMMARY
FY 2012-13
FY -
FY 2014-15
•.
R• JECTED
PROPO
EXPENDITURES
Personnel Services
7971796
8483459
110223503
110451349
Supplies and Services
217751188
213081518
2,237, 885
213331955
Other Expenses
3841629
2541424
400
400
Capital
851358
231757
1881806
3301000
Utilities
598
4381864
3843748
1723572
Transfers Out
1041000
231701
0
0
TOTAL EXPENDITURES
$4,147,569
$3,897,723
$3,834,342
$3,882,276
REVENUES
Use of Money & Property
(71250)
15,189
0
0
Charges for Services
261203
551542
201000
351000
Other Revenue
315081232
315931021
3,628, 744
3,456, 585
Transfers In
4041000
0
0
3301000
TOTAL REVENUES
$3,931,185
$3,663,752
$3,648,744
$3,821,585
NET FUND ACTIVITY
($216,384)
($233,971)
($185,598)
($60,691)
FUND DETAIL
FUND # FUND DESCRIPTION
FY 2012-13
ACTUAL
FY -
ACTUAL
FY 2014-15
PROJECTED
PROPOSED
EXPENDITURES
391 Central Garage
315733582
315951841
3,645, 536
315521276
392 Equipment Replacement
5733987
3011882
1883806
3303000
TOTAL EXPENDITURES
$4,147,569
$3,897,723
$3,834,342
$3,882,276
REVENUES
391 Central Garage
318733425
315921186
316113665
314911585
392 Equipment Replacement
571760
711566
371079
3303000
TOTAL REVENUES
$3,931,185
$3,663,752
$3,648,744
$3,821,585
NET FUND ACTIVITY
($216,384)
($233,971)
($185,598)
($60,691)
2015 -06 -02 Agenda Packet
127
Page 224
STAFFING SUMMARY - 391
FY 2014-15 FY 2014-15 FY 2015-16 FY 2015-16
BUDGETCATEGORY ADOPTLDjIL MIDYEAR CHANGES PROPOSED
Equipment Mechanic 4.00 - - 4.00
Fire Apparatus Mech 2.00 - - 2.00
Fiscal Office Specialist 1.00 - - 1.00
Fleet Inventory Control Spec 1.00 - - 1.00
Fleet Manager 1.00 - - 1.00
Sr Equipment Mechanic 1.00 - - 1.00
2015 -06 -02 Agenda Packet 128 Page 225
EQUIPMENT
PROJECTED
FY 2015-16
DESCRIPTION
MILEAGI�&
ADOPTEI�-;'
Vehicle Replacement
Fire
2004 Chevrolet Tahoe
1891375
' $60,000
Fund
Vehicle Replacement
Fire
2005 Chevrolet Suburban
1301105
$1251000
Fund
Vehicle Replacement
Police
2004 Nissan Titan
1781057
$401000
Fund
Public Safety
Police
Crown Victoria
1301875
$231173
2
Realignment
Public Safety
Police
Ford 500
861291
$231173
Realignment
TUT Common Fund
Police
Toyota Camry
1691636
$401000
TUT Common Fund
Police
Vehicle Outfitting
$461158
Public Safety
Police
Xterra
911254
$231173
Realignment 2
Vehicle Replacement
Public
2006 Ford F450 Aerial Truck
101295
$1051000
Fund
Works
hours
Sewer
Sewer
19990Caterpillar M318 Excavator
21433
$3251000
hours
Sewer
Sewer
2001 International 4700 Dump Truck
681466
$921000
Sewer
Sewer
2002 Ford F450 Service Body Truck
41943
$841000
hours
Sewer
Sewer
2004 GMC P3100 W /TV
511515
$2751000
Sewer
Sewer
2008 IHC 7400 Vactor
51228
$4751000
hours
Sewer
Sewer
2008 IHC 7400 Vactor
61073
$4101000
hours
Sewer
Sewer
Vehicle Outfitting
$551000
TOTAL
$2,201,677
GRAND TOTAL - ALL EQUIPMENT
$2,201,677
1 Projected Mileage for June 2016.
2 Does not reflect total cost of vehicles for those funded through Public Safety Realignment
2015 -06 -02 Agenda Packet 129 Page 226
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 130 Page 227
CAPITAL PROJECT FUNDS
2015 -06 -02 Agenda Packet 131 Page 228
2015 -06 -02 Agenda Packet 132 Page 229
Capital Projects Funds account for resources used for •
the acquisition and construction of capital facilities by
the City, with the exception of those assets financed by
proprietary funds.
ASSESSMENT DISTRICT IMPROVEMENT FUNDS
These funds were established as depositories for
monies received from issuance of bonds for various
assessment districts. The monies are used to finance
the construction of public works improvements in the
related districts. Included in this group are funds 501
through 518.
DEVELOPMENT IMPACT FEES (DIF)
These funds were established as depositories for
various development impact fees. The fees are levied
against all new development in the City in order to pay
for the construction or improvement of public facilities
as a result of City growth. Included in this group are the
following funds:
• Fund 542: Telegraph Cannon Drainage
Development Impact Fee
This fee is levied against new development in
specific areas of the City, based upon the drainage
facility their project will generate an impact on.
The monies collected are used to fund construction
of public improvements designed to increase the
capacity of the subject facilities, allowing the City to
maintain service levels with increased demand.
• Funds 567 -582: Public Facilities Development
Impact Fees
The Public Facilities Development Impact Fee
(PFDIF) is levied against new development
throughout the City to mitigate the impacts of
growth on the City's public services. The monies
collected are used in the construction of new, and
renovation of existing, public facilities.
• Fund 587: Otay Ranch Pedestrian Bridge DIF
The Otay Ranch Pedestrian Bridge DIF is levied
against all new development in Otay Ranch Villages
11 2, 5, and 6 to fund the construction of pedestrian
bridge improvements, as necessitated by growth in
these villages.
Capital Project Funds
Fund 588: Otay Ranch Village 11 Pedestrian Bride
DIF
The Otay Ranch Village 11 Pedestrian Bridge DIF is
levied against all new development in Otay Ranch
Village 11 to fund the construction of pedestrian
bridge improvements, as necessitated by growth in
this village.
• Fund 591: Transportation Development Impact Fee
The Transportation Development Impact Fee (TDIF)
is levied against all new development in the City
east of 1 -805 to fund the construction of
transportation improvements, as necessitated by
growth in the eastern portion of the City.
• Fund 593: Western Transportation Development
Impact Fee
The Western Transportation Development Impact
Fee (W -TDIF) is levied against all new development
in the City between Interstate 5 and Interstate 805,
to fund the construction of transportation
improvements, as necessitated by growth in the
western portion of the City.
• Fund 594: Bayfront Development Impact Fee
The Bayfront Development Impact Fee (BFDIF) is
levied against all new development within the
Bayfront Area of the City, to fund construction of
transportation improvements, as necessitated by
growth in the Bayfront Area of the City.
OTHER TRANSPORTATION FUNDS
Included as a part of this group are the following:
• Fund 723: Bicycle Facilities
This fund is a depository for local Transportation
Development Act funds, Article 3.0, received from
the County for the purpose of bicycle related
programs.
• Fund 735: Transportation Partnership
This fund is a depository for the revenues received
from the State and Local Transportation
Partnership Program. Funds must be spent on
street purposes.
2015 -06 -02 Agenda Packet 133 Page 230
• Fund 736: Other Transportation Programs
This fund accounts for other miscellaneous Federal
and State transportation grants received by the
City.
• Fund 737: Transportation Equity Act 21
This fund is a depository for revenues received
from the federal government under the
Transportation Equity Act of the 21st Century.
Funds must be spent on street purposes.
• Fund 739: Traffic Congestion Relief
This fund is a depository for revenues allocated to
the City under Streets and Highways Code Section
2182 and Revenue and Taxation Code Section 7104.
Funds must be expended for maintenance or
reconstruction of public streets and roads no later
than the end of the fiscal year following the fiscal
year in which the allocation is received. Any funds
not expended within that period must be returned
to the State Controller.
• Fund 741: Proposition 16 Highway Safety
This fund is a depository for revenues received
from the State government under Proposition 16
(The Highway Safety, Traffic Reduction, Air Quality,
and Port Security Act), as approved by voters in the
November 2006 general election. Funds must be
spent on street purposes.
MISCELLANEOUS CAPITAL IMPROVEMENT
PROGRAM FUNDS
Included as part of this group are the following:
• Fund 715: Park Acquisition and Development (East)
This fund is a depository for fees collected from
subdividers for the purpose of providing park and
recreational facilities directly benefiting and serving
the residents of the regulated subdivision east of
the 805. These funds are collected pursuant to
Chapter 17.10 of the Chula Vista Municipal Code, in
accordance with authority granted by Section
66477 of the California Government Code.
• Fund 716: Park Acquisition and Development
West
This fund is a depository for fees collected from
subdividers for the purpose of providing park and
recreational facilities directly benefiting and serving
the residents of the regulated subdivision west of
the 805. These funds are collected pursuant to
Chapter 17.10 of the Chula Vista Municipal Code, in
accordance with authority granted by Section
66477 of the California Government Code.
• Fund 717: Residential Construction Tax
This fund is a depository for fees levied for the
construction, replacement, or conversion of all
dwelling units within the City including hotels and
motels, collected pursuant to Chapter 3.32 of the
Chula Vista Municipal Code.
• Fund 725: Industrial Development Authority
The Industrial Development Authority (IDA) is a
conduit - issuer of bonds, formed in February 1982
(Ordinance 1970) by the City of Chula Vista City
Council. The IDA enables bonds to be issued with a
tax - exempt status, but does not pledge City funds
to repay the bond issues. The City is able to issue
and sell bonds to provide financial assistance that
has a public benefit for the acquisition,
construction and installation of facilities for
industrial, commercial, business or public utility
purposes.
2015 -06 -02 Agenda Packet 134 Page 231
FUND SUMMARY
2015 -06 -02 Agenda Packet 135 Page 232
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Supplies and Services
71765
11248
0
0
Transfers Out
273538
81900
541760
1003195
CIP Project Expenditures
0
161
0
0
TOTAL EXPENDITURES
$35,303
$10,309
$54,760
$100,195
REVENUES
Use of Money & Property
(12,228)
241792
0
0
Other Revenue
183836
181784
191045
191285
TOTAL REVENUES
$6,608
$43,576
$19,045
$19,285
NET FUND ACTIVITY
($28,695)
$33,267
($35,715)
($80,910)
FUND DETAIL
FUND# FUND DESCRIPTIONjmL
FY 2012-13
ACTUAL
FY -
ACTUAL
ALPROJECTED
FY 2014-15
PROPOSED
�
EXPENDITURES
507 Otay Valley Rd AD 90 -2 Improv
71765
11248
707 0
JPW�=
508 AD97 -2
0
161
0
r 0
517 AD2004 -1 Dixon Drive
27,538
0
301981
91598
518 AD2005 -1 Tobias Drive
0
81900
231779
901597
TOTAL EXPENDITURES
$35,303
$10,309
$54,760
$100,195
REVENUES
507 Otay Valley Rd AD 90 -2 Improv
(498)
903
0
0
511 Otay Vly Rd Fee Recovery Dist
(4, 916)
101013
0
0
512 EL Greens II AD 94 -1 Improv
(61062)
121371
0
0
515 Twin Oaks Ave AD 96 -1 Improv
(117)
233
0
0
516 Oxford St AD 97 -1 Improv
(24)
49
0
0
517 AD2004 -1 Dixon Drive
91253
91509
91358
91598
518 AD2005 -1 Tobias Drive
81972
101498
91687
91687
TOTAL REVENUES
$6,608
$43,576
$19,045
$19,285
NET FUND ACTIVITY
($28,695)
$33,267
($35,715)
($80,910)
2015 -06 -02 Agenda Packet 135 Page 232
EXPENDITURES
CIP Project Expenditures
TOTAL EXPENDITURES
REVENUES
Use of Money & Property
TOTAL REVENUES
NET FUND ACTIVITY
FUND SUMMARY
141045
412 5 2
2003000
$14,045
$4,252
$0 $200,000
(32, 730)
661577
0 0
($32,730)
$66,577
$0 $0
($46,775)
$62,325
$0 ($200,000)
2015 -06 -02 Agenda Packet 136 Page 233
FUND SUMMARY
REVENUES
Use of Money & Property
"IT" 24V12-11i
t, 'If' /bq1F1j--A
t, "IT' ,,
,
�.
618081865
435541723
PROJECTED
218501000
EXPENDITURES
0
1461608
0
0
Supplies and Services
490
23521
551300
551300
Other Expenses
2321517
2891212
3003000
3003000
Transfers Out
412211342
6,111, 579
710503654
7,114, 789
TOTAL EXPENDITURES
$4,454,349
$6,403,312
$7,405,954
$7,470,089
REVENUES
Use of Money & Property
(220, 306)
2603009
0
0
Development Impact Fees
618081865
435541723
218503000
218501000
Other Revenue
0
1461608
0
0
Transfers In
0
0
1401338
0
TOTAL REVENUES
$6,588,559
$4,961,340
$2,990,338
$2,850,000
NET FUND ACTIVITY
$2,134,210
($1,441,972)
($4,415,616)
($4,620,089)
575
Library for Eastern Territory
591545
FUND DETAIL
EXPENDITURES
567
DI F -Adamo Property Acquisition
52, 575
351743
0
0
571
General Administration
2331007
2941448
4951638
3551300
572
Civic Center Expansion
213853939
310763482
313233662
316251369
573
Police Facilities Remodel
1,7231283
117201438
116011035
116001000
574
Corporation Yard Relocation
0
8451273
8443795
8443420
575
Library for Eastern Territory
591545
0
0
0
576
Fire Suppression Sys Expansion
0
4301928
111403824
110451000
TOTAL
EXPENDITURES
$4,454,349
$6,403,312
$7,405,954
$7,470,089
REVENUES
567
DIF -Adamo Property Acquisition
(11420)
21113
0
0
571
General Administration
5483557
5761962
3003000
3003000
572
Civic Center Expansion
111373555
112163883
6003000
6003000
573
Police Facilities Remodel
112423685
7661447
4003000
4003000
574
Corporation Yard Relocation
3173502
2151957
1003000
1003000
575
Library for Eastern Territory
1,2941730
9561237
5001000
5001000
576
Fire Suppression Sys Expansion
110063193
5911461
6403338
5003000
582
Recreation Facilities
1, 042, 757
6351280
4501000
4501000
TOTAL
REVENUES
$6,588,559
$4,961,340
$2,990,338
$2,850,000
NET FUND
ACTIVITY
$2,134,210
($1,441,972)
($4,415,616)
($4,620,089)
2015 -06 -02 Agenda Packet 137 Page 234
FUND SUMMARY
EXPENDITURES
587 DIF -OR Village Pedestrian Ramp
0
0
31000
31000
CATEGORY BUDGET
0
0
R• JECTED
PROPO
EXPENDITURES
$0
$0
$6,200
$6,200
Other Expenses
0
0
61200
' 61200
TOTAL EXPENDITURES
$0
$0
$6,200
$6,200
REVENUES
391595
833381
501000
501000
Use of Money & Property
(18,213)
401741
0
0
Development Impact Fees
2511872
3451770
901000
901000
TOTAL REVENUES
$233,659
$386,511
$90,000
$90,000
NET FUND ACTIVITY
$233,659
$386,511
$83,800
$83,800
FUND DETAIL
EXPENDITURES
587 DIF -OR Village Pedestrian Ramp
0
0
31000
31000
588 OR Vlg11 Pedestrian Bridge DIF
0
0
31200
31200
TOTAL EXPENDITURES
$0
$0
$6,200
$6,200
REVENUES
587 DIF -OR Village Pedestrian Ramp
1943064
3031130
401000
401000
588 OR Vlg 11 Pedestrian Bridge DIF
391595
833381
501000
501000
TOTAL REVENUES
$233,659
$386,511
$90,000
$90,000
NET FUND ACTIVITY
$233,659
$386,511
$83,800
$83,800
2015 -06 -02 Agenda Packet 138 Page 235
EXPENDITURES
Supplies and Services
Other Expenses
Transfers Out
CIP Project Expenditures
TOTAL EXPENDITURES
REVENUES
Use of Money & Property
Development Impact Fees
Other Revenue
Transfers In
TOTAL REVENUES
NET FUND ACTIVITY
EXPENDITURES
FUND SUMMARY
0
0
2113000
0
1821819
1721098
5803916
2653000
0
363851
61444
0
216351057
313371454
5731686
219551845
$2,817,876
$3,546,403
$1,372,046
$3,220,845
(79, 286)
1383990
1193290
0
215271830
230011362
7723477
118311600
711902
0
0
0
0
361851
61444
0
$2,520,446
$2,177,203
$898,211
$1,831,600
($297,430)
($1,369,200)
($473,835)
($1,389,245)
591 Transportation DIF
218173876
335091552
593 Western Transportation DIF Fund
0
361851
TOTAL EXPENDITURES
$2,817,876
$3,546,403
REVENUES
591 Transportation DIF
214533265
211231447
593 Western Transportation DIF Fund
67,181
531756
TOTAL REVENUES
$2,520,446
$2,177,203
NET FUND ACTIVITY
($297,430)
($1,369,200)
FUND DETAIL
1,277,321
94,725
$1,372,046
3,220,845
0
$3,220,845
8693290
117501000
281921
811600
$898,211
$1,831,600
($473,835)
($1,389,245)
2015 -06 -02 Agenda Packet 139 Page 236
EXPENDITURES
Supplies and Services
Other Expenses
Transfers Out
CIP Project Expenditures
TOTAL EXPENDITURES
REVENUES
Other Local Taxes
Use of Money &Property
Development Impact Fees
Transfers In
TOTAL REVENUES
NET FUND ACTIVITY
FUND SUMMARY
0
0
L 50,000
1 50,000
0
0
501000
501000
687, 941
6061675
6773336
1,193, 205
31616
291522
0
0
$691,557
$636,197
$777,336
$1,293,205
413,552
(130, 310)
4,433,468
1001001
$4,816,711
$4,125,154
209,075
310,082
216141066
3831900
$3,517,123
$2,880,926
3743557
0
6251000
3023779
$1,302,336
$525,000
3253505
0
6251000
3523700
$1,303,205
$10,000
FUND DETAIL
2015 -06 -02 Agenda Packet 140 Page 237
FT 2412-13
,,
,
FUND # FUND DESCRIPTION
ACTUAL AL
ACTUALA
PROJECTED
PROPOSED
EXPENDITURES
715 PAD Fund -Eastern
31616
293522
L 75,000
751000
716 PAD Fund - Western
0
0
251000
5403000
717 Resid. Construction /Conversion
6773319
6063675
6773336
6783205
725 Indust. Development Authority
101622
0
0
0
TOTAL EXPENDITURES
$691,557
$636,197
$777,336
$1,293,205
REVENUES
715 PAD Fund -Eastern
412173838
216301550
6003000
6003000
716 PAD Fund - Western
871645
2921895
251000
251000
717 Resid. Construction /Conversion
5113274
5931686
6773336
6783205
725 Indust. Development Authority
(46)
(8)
0
0
TOTAL REVENUES
$4,816,711
$3,517,123
$1,302,336
$1,303,205
NET FUND ACTIVITY
$4,125,154
$2,880,926
$525,000
$10,000
2015 -06 -02 Agenda Packet 140 Page 237
FUND SUMMARY
2015 -06 -02 Agenda Packet 141 Page 238
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Supplies and Services
0
501406
0
Other Expenses
71607
0
0
0
Transfers Out
0
193999
321192
0
C I P Project Expenditures
212921368
2,153, 803
512611877
910481589
TOTAL EXPENDITURES
$2A%975
$2,224,208
$5,294,069
$9,048,589
REVENUES
Use of Money & Property
(41664)
51085
0
0
Revenue from Other Agencies
2,2241650
135941834
512613877
910481589
Other Revenue
0
3001000
0
0
Transfers In
793838
0
0
0
TOTAL REVENUES
$2A%824
$1,899,919
$5,261,877
$9,048,589
NET FUND ACTIVITY
($151)
($324,289)
($32,192)
$0
FUND DETAIL
FUND # FUND DESCRIPTION
FY 2012-13
ACTUAL AL
FY -
ACTUAL
FY 2014-15
PROJECTED
PROPOSED
EXPENDITURES
723 Bicycle Facilities
71607
0
1 0
0
736 Other Transportation Program
211663128
11552,057
512943069
910481589
741 Prop 1 B Hwy Safety
1263240
6721151
0
0
TOTAL EXPENDITURES
$2A%975
$2,224,208
$5,294,069
$9,048,589
REVENUES
723 Bicycle Facilities
71607
0
0
0
735 Transportation Partnership
(151)
309
0
0
736 Other Transportation Program
211663128
115521058
512613877
910481589
741 Prop 1 B Hwy Safety
1263240
3471552
0
0
TOTAL REVENUES
$2A%824
$1,899,919
$5,261,877
$9,048,589
NET FUND ACTIVITY
($151)
($324,289)
($32,192)
$0
2015 -06 -02 Agenda Packet 141 Page 238
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 142 Page 239
DEBT SERVICE FUNDS
2015 -06 -02 Agenda Packet 143 Page 240
2015 -06 -02 Agenda Packet 144 Page 241
The debt service requirement for the City and Public
Financing Authority is $11.6 million for fiscal year 2015-
16. Successor Agency to the Redevelopment Agency
debt is reported in the "Debt Administration" section of
the budget. The $11.6 million are the required
payments for the debt per the amortization schedules
however, the amounts budgeted or actually paid are
usually less due to funds available with the trustee as a
result of interest earnings or excess cash in the various
debt service funds that reduce the required cash outlay
budgeted for the annual payment of the debt.
Debt service payments are made from various City and
Funds in accordance with the legal documents
governing each borrowing. Present debt is in the form
of Certificates of Participation, Long Term Notes and
Lease - Purchase Obligations. Debt has been issued by
the City to finance a wide variety of projects, including
the construction of the new Public Works Center and
the new Police Facility, parking facilities, refurbishment
of the Chula Vista Shopping Mall, property acquisitions,
building remodeling, and equipment and software
acquisition.
Annual debt service costs are funded by the General
Fund and Public Facilities Development Impact Fee
Fund.
DEBT SERVICE — CITY FUND
Debt Service for City Fund accounts for the activities of
the City's bonds (not issued by the CV Public Financing
Authority), notes and capital leases. Debt service
expenditures for the City Fund are approximately $2.6
million offset by revenues of $3.8 million. To follow is a
brief description of the City Fund - debt service funds.
• Fund 442: CDBG Section 108 Loan
In June of 2008, the City received a loan of $9.5
million from the U.S. Department of Housing and
Urban Development (HUD), under the Section 108
program. These funds will be repaid with a portion
of the City's annual CDBG allocation, over the next
20 years. The funds will be used for the `Castle
Park Infrastructure Project'. The Section 108 loan is
an `advance' of future CDBG entitlement funds,
and, as such, is repaid with a portion of the City's
annual entitlement.
Debt Service Funds
• Fund 451: Long Term Advances DSF — City
This fund was established to account for inter -fund
loans.
• Fund 452: Capital Leases
This fund was established to account for the
lease /purchase of the Fire Department's
defibrillator equipment, the Police Department's
Mobile Data Computers, and Energy Conservation
equipment.
In December 2012, the City entered into a lease
purchase agreement with Bank of America to
purchase certain energy conservation equipment.
The agreement would bridge the financial gap
between the Municipal Streetlight Retrofit Project
capital costs and the available rebates for energy
conservation equipment.
In March 2015, the City entered into lease purchase
agreement with PCS Mobile to purchase mobile
data computers and associated software.
• Fund 453: Energy Loan Repayment
This fund accumulates payment of principal and
interest on a loan obtained through the California
Energy Commission to fund various energy
conservation capital projects.
On July 23, 2013, the City Council authorized a 16
year lease purchase agreement with Banc of
America to fund various solar energy projects for
City facilities. The original amount of the loan was
$2,121,500 and will be repaid through future
energy savings.
2015 -06 -02 Agenda Packet 145 Page 242
DEBT SERVICE — CHULA VISTA PUBLIC FINANCING Fund 475: 2014 Refunding Certificates of
AUTHORITY Participation
The Chula Vista Public Financing Authority (PFA) formed In March 2014, the Public Financing Authority
in April 1995 to provide for financing of acquisition, issued the 2014 COP in the amount of $45,920,000
construction and improvement of public capital to refinance the outstanding principal balance of
improvements. The PFA has been used to issue the 2002 Certificates of Participation. The source of
Certificates of Participation on behalf of the City. repayment of the certificates is the lease payments
to be made by the General Fund and PFDIF to the
Debt service expenditures for the PFA are Public Financing Authority. The term of the
approximately $9.8 million with offsetting revenues of certificates is through calendar year 2032.
$9.8 million. To follow is a brief description of the
Chula Vista PFA - debt service funds.
0 Fund 472: 2004 Certificates of Participation — Civic
Center Project— Phase I
In August 2004, the Public Financing Authority
issued the 2004 COP in the amount of $37,240,000
to finance the construction and equipping of
certain improvements to the Civic Center complex
and to provide funds for infrastructure
improvements in western Chula Vista. The source
of repayment of the certificates is the lease
payments to be made by the General Fund and
PFDIF to the Public Financing Authority. The term
of the certificates is through the year 2034.
0 Fund 473: 2006 Certificates of Participation — Civic
Center Project— Phase II
In March 2006, the Public Financing Authority
issued the 2006 COP in the amount of $20,325,000
to finance the construction and equipping of
additional improvements to the Civic Center
complex and for the renovation of the City's Nature
Center.
• Fund 474: 2010 COP Refinance — Corporation Yard
and Civic Center Phase III)
In February 2010, the Public Financing Authority
issued the 2010 COP in the amount of $29,355,000
to refinance the outstanding $15,640,000 principal
balance of the 2000 Certificate of Participation and
to finance certain capital improvement projects.
The source of repayment of the certificates is the
lease payments to be made by the General Fund
and PFDIF to the Public Financing Authority. The
term of the certificates is through the year 2033.
2015 -06 -02 Agenda Packet 146 Page 243
FUND SUMMARY
- , T' 244.4-16 t, "T 241-16-16
.BUDGETCATEGORY ACTUAL ACTUAL.. PROJECTED
EXPENDITURES
Other Expenses 138171640 217353944 217043272 2,173, 048
Transfers Out 0 363851 1003482 0
TOTAL EXPENDITURES $1,817,640 $2,772,795 $2,804,754 $2,173,048
REVENUES
Use of Money & Property
(679)
13055
0
0
Revenue from Other Agencies
13149
0
0
0
Other Revenue
0
1451494
1833262
1833262
Transfers In
231643114
23 741, 033
3,613, 757
419281498
TOTAL REVENUES
$2,164,584
$2,887,582
$3,797,019
$5,111,760
NET FUND ACTIVITY
$346,944
$114,787
$992,265
$2,938,712
453
C ES Loan Repayment
5763745
FUND DETAIL
EXPENDITURES
442
CDBG Section 108 Loan
7493073
7521752
7563715
7583243
446
Notes Payable Adamo Property
52,575
351744
0
0
449
SD Co Regional Comm Systems
2953734
2951729
0
0
451
Long -term Advances DSF - City
0
6961971
7503000
1503000
452
KS Fire Equipment Capital Lease
1433513
2981741
4883114
4523952
453
C ES Loan Repayment
5763745
6921858
8093925
8113853
TOTAL
EXPENDITURES
$1,817,640
$2,772,795
$2,804,754
$2,173,048
REVENUES
442
CDBG Section 108 Loan
7493073
7521752
7563715
7583243
446
Notes Payable Adamo Property
521575
351743
0
0
449
SD Co Regional Comm Systems
2953643
2951706
0
0
451
Long -term Advances DSF - City
3503000
8171779
118783202
311901000
452
KS Fire Equipment Capital Lease
4181516
2941301
3521177
3511664
453
C ES Loan Repayment
2983777
6911301
8093925
8113853
TOTAL
REVENUES
$2,164,584
$2,887,582
$3,797,019
$5,111,760
NET FUND
ACTIVITY
$346,944
$114,787
$992,265
$2,938,712
2015 -06 -02 Agenda Packet 147 Page 244
FUND SUMMARY
REVENUES
Use of Money & Property
2763668
.
,,
,
O.
49,4573111
0 0
R• JECTED
PROPO
EXPENDITURES
917643400 917601794
TOTAL REVENUES
$8,045,810
$62,411,713
Supplies and Services
151056
123885
181500
211000
Other Expenses
1011143463
5931551359
917643365
917601349
Transfers Out
0
334551008
0
0
TOTAL EXPENDITURES
$10,129,519
$62,623,252
$9,782,865
$9,781,349
REVENUES
Use of Money & Property
2763668
1113629
0 0
Other Revenue
0
49,4573111
0 0
Transfers In
737693142
12, 842, 973
917643400 917601794
TOTAL REVENUES
$8,045,810
$62,411,713
$9,764,400 $9,760,794
NET FUND ACTIVITY
($2,083,709)
($211,539)
($18,465) ($20,555)
112713308
112733239
112773309
FUND DETAIL
EXPENDITURES
450
2002 COP Police Facility Proj
319193532
711031845
0
0
471
2003 Refunding Cert of Part
1, 065,416
4951852
0
0
472
2004 COP Civ Ctr Proj Phase 1
213943846
213953317
213963449
213991514
473
2006 COP Civ Ctr Proj Phase 2
112713308
112733239
112773309
112761960
474
2010 Refunding COP
114783417
214943705
214943107
214921319
475
2014 Refunding COP
0
4818601294
316153000
316121556
TOTAL
EXPENDITURES
$10,129,519
$62,623,252
$9,782,865
$9,781,349
REVENUES
450
2002 COP Police Facility Proj
319533149
317921276
0
0
471
2003 Refunding Cert of Part
291311
113687
0
0
472
2004 COP Civ Ctr Proj Phase 1
215163041
2,2661820
213913449
213941514
473
2006 COP Civ Ctr Proj Phase 2
113313717
112073036
112713309
112701960
474
2010 Refunding COP
2151592
214921651
214911607
214871320
475
2014 Refunding COP
0
5216411243
316103035
316081000
TOTAL
REVENUES
$8,045,810
$62,411,713
$9,764,400
$9,760,794
NET FUND
ACTIVITY
($2,083,709)
($211,539)
($18,465)
($20,555)
2015 -06 -02 Agenda Packet 148 Page 245
OTHER FUNDS
2015 -06 -02 Agenda Packet 149 Page 246
2015 -06 -02 Agenda Packet 150 Page 247
The funds included in this section include miscellaneous
Special Revenue and Internal Service funds. Special
Revenue Funds are used to account for proceeds
derived from specific revenue sources, which are legally
restricted to expenditures for special purposes.
Internal Service Funds are used to finance and account
for goods, special activities, and services performed by
one City department for other City departments on a
cost reimbursement basis. Internal Service Funds
account for the activities of worker's compensation,
insurance, and technology replacement.
To follow is a brief description of special revenue funds.
TRANSPORTATION FUNDS
Included in this group are the following funds:
• Fund 221: Gas Tax
This fund accounts for the receipt and expenditure
of all monies received from the State under Street
and Highway Code Sections 2106, 2107, 2107.5.
The allocations must be spent for street
maintenance or construction and a limited amount
for engineering. Historically, these monies were
deemed highly restrictive insofar as expenditure,
but with adoption of AB1502 effective January 1,
1978 most of the money can be used for any street
purpose.
Fund 225: Traffic Signal Fee
This fund accounts for the receipt and expenditure
of fees collected from private developers for
financing and / or installation of new traffic signals,
as required by City of Chula Vista Council Policy
478 -01.
Fund 227: Transportation Sales Tax
This fund was established to account for the receipt
and disbursement of all transportation sales tax
(TransNet) revenues for the City. In November
1987, San Diego County voters first approved the
Transportation Program (TransNet). In November
of 2004, voters approved a 40 -year extension of the
program, which funds transportation
improvements throughout the region via a half -
cent local sales tax. The City's allocation of regional
funds is based upon population and the number of
local street and road miles maintained by the City.
Other Funds
PARKING FUNDS
Included as part of this group are the following funds:
• Fund 241:Parking Meter
Parking Meter Fund revenues are generated
through two sources: coin deposits from parking
meters located in the downtown area, and parking
citation payments for expired meter violations.
These funds pay for the coin collection and
maintenance of the meters, the parking
enforcement staff that monitors the downtown
area, and general upkeep and signage of the
downtown parking lots.
• Fund 243: Town Center I Parkin
This fund is used to account for revenues from an
in -lieu parking fee. This in -lieu parking fee applies
to any developer of a new commercial building or
addition to an existing commercial building within
the Downtown Parking District. Use of monies in
this fund is restricted to the purchase or
development of parking sites.
PUBLIC SAFETY FUNDS
Included in this group are the following funds:
• Fund 245: Traffic Safety
This fund is a depository for all monies derived
from vehicle code fines, excluding parking
violations. The fines are collected through the
County court system and remitted to the City
monthly. These monies may be expended only for
traffic control devices and equipment and
maintenance thereof or for the maintenance,
improvement or construction of public streets.
• Fund 251: Supplemental Law Enforcement Services
This fund accounts for the Supplemental Law
Enforcement grant funds awarded to the Police
Department; these funds can be used to
supplement general fund appropriations for Police
related personnel, overtime, and equipment
expenditures.
2015 -06 -02 Agenda Packet 151 Page 248
City of Chula Vista Proposed Budget M AEMW
• Fund 252: Police Department Grants
This fund includes the California Border Alliance
Group (CBAG) and miscellaneous police grants.
CBAG is funded with federal funds. While CBAG
employees are technically City of Chula Vista
employees they do not work in the City of Chula
Vista nor do they provide direct services for the City
of Chula Vista; the City serves only as a fiscal agent
for CBAG.
• Fund 253: Inmate Welfare Fund
This fund is a depository for monies collected from
pay phones commissions and operation of a
commissary, in accordance with the Sheriff's Penal
Code section 4025. Monies in this fund shall be
expended for the benefit, education, and welfare of
the inmates.
• Fund 254: Local Law Enforcement Block Grant
Funds
This fund accounts for federal Justice Assistance
Grant funds awarded to the Police Department;
these funds can be used to supplement general
fund appropriations for Police related personnel,
overtime, and equipment expenditures.
• Fund 256: Asset Seizure
This fund is a depository for assets seized under
Federal statutes through the process of "equitable
sharing" of drug money and real property. By law
these funds may only be used for law enforcement
purposes and are intended to supplement, not
supplant, existing funds.
LIBRARY /CULTURAL ARTS FUNDS
Included in this group are the following funds:
• Fund 261: California Library Service Act
The California Library Services Act (CLSA) helps
public libraries provide coordinated reference
services and provides reimbursement for
interlibrary loans of materials and loans to
nonresident borrowers through the Transaction
Based Reimbursement program, also known as the
Direct Loan program. The Chula Vista Public Library
participates in the Universal Borrowing provision of
CLSA that reimburses the City for any over -the-
counter loan service to the residents of all other
California public library jurisdictions (Direct Loan).
The Interlibrary Loan program reimburses the City
for handling costs when books are lent to other
California libraries.
• Fund 262: Public Library Foundation Fund
The Public Library Foundation Act (PLF) is a funding
formula under which the State contributes funding
for basic local library services, under specified
conditions, to assure the availability to every
resident of the state an adequate level of public
library service regardless of the taxable wealth of
the local jurisdiction providing the service. The
legislation provides that to every library jurisdiction
which allocates to its public library at least as much
local funding as it had the previous year, the state
will award a dollar amount equal to the
proportional share of the total amount allocated
for the Public Library Foundation program based on
the population of the library's service area as
certified by the State Librarian for that fiscal year.
The annual funding is dependent upon
appropriations made by the legislature and the
Governor.
• Fund 267: McCandliss Awards
The Gayle McCandliss Fund was established in 1991
shortly after she passed away. Consistent with her
wishes, it was established as a perpetual fund to
recognize and provide monetary support or
recognition to individuals or groups who make
substantial contribution to the arts in the City of
Chula Vista.
SUNDRY GRANT FUNDS
Included as part of this group are the following funds:
• Fund 268: State Recreation Grants
This fund was established to account for the receipt
and disbursement of all State Recreation Grants
received by the City.
• Fund 269: Other Grant Fund
The Other Grants Fund was established to account
for all grants other than Federal and State grants
such as: San Diego Neighborhood Reinvestment
Program and Be the Change grants.
• Fund 272: Federal Grants Fund
This fund was established to account for the receipt
and disbursement of all Federal Grants received by
the City.
2015 -06 -02 Agenda Packet 152 Page 249
City of Chula Vista Proposed Budget M AEMW
• Fund 273: State Grants Fund
This fund was established to account for the receipt
and disbursement of all State Grants received by
the City (excluding Recreation related grants).
• Fund 274: ARRA Fund
This fund was established to account for the receipt
and disbursement of federal grant funds received
by the City, authorized by the American Recovery
and Reinvestment Act of 2009.
ENVIRONMENTAL SERVICES AND CONSERVATION
FUNDS
Included as part of this group are the following funds:
• Fund 281: Waste Management and Recycling
Revenue for the Waste Management fund is
generated by a variety of grants which are used to
implement, operate and educate the public on
waste diversion, recycling, environmental actions
and impacts. Current grant programs include litter
reduction and bottle and can recycling programs; a
regional used motor oil and oil filter recycling
program; regional household hazardous waste
program, regional universal waste program, and a
regional needles and sharps disposal program.
• Fund 282: Environmental Services
The Environmental Services fund is a depository for
revenue that is generated primarily by a 5%
surcharge (AB 939 fees) applied to the refuse rates
for residential and commercial customers. The
surcharge is authorized by the State to recover the
costs of developing and implementing source
reduction, recycling, and composting programs that
are implemented to meet the State mandate to
divert 50% of all waste generated annually in the
City from landfills. The fund also includes two
annual flat fees paid by the franchise hauler under
the franchise agreement to cover litter container
costs and to support the programs public education
and enforcement service costs.
• Fund 285: Energy Conservation Fund
Revenue for the Energy Conservation fund is
generated by grants and inter - agency agreements
for specific energy conservation projects. The
energy conservation fund reflects the budget for
the SDG &E energy conservation grant. This grant
funds energy conservation programs for local
residents, businesses, and City operations that
reduce the amount of natural gas and electricity
consumed.
STORM DRAIN FUND
Storm Drain Revenue (Fund 301) — In accordance with
Chapter 14.16 of the Chula Vista Municipal Code all
proceeds of the storm drain fee are deposited into the
Storm Drain Revenue Fund. Monies in this fund may
only be used for storm drain purposes. The monthly
storm drain service charge is included on the sewer bill.
COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDS
These funds are depositories of grant entitlement
monies received from the Department of Housing and
Urban Development including funds 311, 314, 321, 325,
and 333. The purpose of these monies is for
community development projects; eligible activities
include those that:
• Benefit low and moderate income people.
• Eliminate slums and blight.
• Alleviate conditions posing a serious health and /or
safety hazard.
OPEN SPACE DISTRICT FUNDS
These funds are a depository for all monies received for
all flat rate property tax assessments levied against
benefiting property owners for all maintenance of open
space areas. Included in this group are funds 342
through 389.
The total assessment amount for each Open Space
District is calculated each year based upon the cost of
providing services within the district. This assessment
rate is limited to the prior year's amount, increased by
the lesser of two local indexes. In recent years the
indexed increases were not effectively keeping pace
with the actual costs of providing these services to the
property owners. In fiscal year 2007 -08 staff went
through the Proposition 218 process on seven
districts /zones, in order to bring revenues in line with
actual maintenance costs. Only one of the seven
districts was approved for an increase in assessment.
As a result a concentrated effort has been made to
reduce expenditures to within available resources.
2015 -06 -02 Agenda Packet 153 Page 250
MISCELLANEOUS SPECIAL REVENUE FUNDS
Included in this grouping are the following funds:
• Fund 223: Telephone Users Tax (TUT) Common
Fund
This fund is used to account for funds in accordance
with a 2014 settlement agreement that resolved a
class action lawsuit challenging the City's collection
of Telephone Users' Taxes from wireless customers.
• Fund 270: Mobile Home Rent Review Program Fund
This fund is a depository for monies collected for
the Mobile Home Administrative Fee. This fee was
established in July 2011 to ensure a consistent
funding source for administration and
implementation of Chula Vista Municipal Code 9.50
— Mobile Home Park Space Rent Review.
• Fund 316: Public Educational & Government Fee
Fund
This fund accounts for funds received through State
Video Franchise Fees to support Public, Education,
and Governmental (PEG) access channel facilities.
These funds are restricted. In fiscal year 2013 -14
they will be used to replace presentation and
broadcasting equipment for Council Chambers and
the Police Department Community Room.
INTERNAL SERVICE FUNDS
Included as part of this group are the following funds:
• Fund 232: Flexible Spending Account
This fund is used to account for employee health,
medical and dependent care benefits. In fiscal year
2011 -12 this fund was transitioned to a trust and
agency type fund.
• Fund 234: Advanced Life Support (ALS) Fund
This fund accounts for the receipt of pass- through
revenue from ambulance services to fund First
Responder Advanced Life Support program.
• Fund 235: Legislative Counsel Fund
This fund accounts for the expenditures and
revenues used to fund outside legal counsel
services as necessary to implement Proposition C.
in
• Fund 341: Public Liability Trust Fund
This fund is a depository for contributions made
from the General Fund to provide an appropriate
reserve level to pay for uninsured and deductibles
for public liability losses. The City is self- insured for
amounts up to $250,000 per claim.
• Fund 393: Technology Replacement Fund
The Technology Replacement Fund is an internal
service function that provides for the replacement
of computers and related technology equipment.
Funds from departments' operating budgets are
transferred to the Technology Replacement Fund
for future replacement of equipment included in
the program. Due to economic reasons, the
program has not been funded for several years.
Computer replacement has been included in
various funds based on available resources.
• Fund 398: Workers Compensation
This fund is a depository for contributions made
from all funds, which have personnel allocated to
them, to pay for annual costs related to workers'
compensation liabilities including the provision of
an appropriate reserve to pay uninsured claims
costs. The City is self-insured for amounts up to
$1.0 million per claim. The amount of the reserve
and the required annual transfer is determined by
the Director of Finance, based on experience and
consultation with the Risk Manager. In fiscal year
2010 -11 the Workers Compensation Fund was
moved from Fund 231 to Fund 398, this change is
necessary to change the fund type from General
Fund to internal service.
2015 -06 -02 Agenda Packet 154 Page 251
FUND SUMMARY
REVENUES
Other Local Taxes
6,196, 036
898,172
515221000
518861000
CATEGORY BUDGET
(36,887)
951894
R• JECTED
PROPO
EXPENDITURES
712491106
1215041188
612491431
516421500
Supplies and Services
0
0
112653500
4903000
Other Expenses
1, 960
317743828
901000
451000
Capital
0
0
1,465, 000
1253902
Transfers Out
415181652
413421351
418691428
412591428
C I P Project Expenditures
933193294
517043542
11, 529,119
12, 090, 343
Non -CIP Project Expenditures
0
0
6371500
1001000
TOTAL EXPENDITURES
$13,839,906
$13,821,721
$19,856,547
$17,110,673
REVENUES
Other Local Taxes
6,196, 036
898,172
515221000
518861000
Use of Money & Property
(36,887)
951894
0
0
Revenue from Other Agencies
712491106
1215041188
612491431
516421500
Charges for Services
2401397
2071016
0
2001000
Other Revenue
301692
3551944
2881900
0
Transfers In
0
810371452
321192
0
TOTAL REVENUES
$13,679,344
$22,098,666
$12,092,523
$11,728,500
NET FUND ACTIVITY
($160,562)
$8,276,945
($7,764,024)
($5,382,173)
225 Traffic Signal
2511405
2511244
FUND DETAIL
EXPENDITURES
221 Gas Tax
6, 266, 602
513581418
618391428
815901428
223 TUT Common Fund
0
317903423
412283219
6153902
225 Traffic Signal
9481417
3521060
9651000
6591000
227 Transportation Sales Tax
6,6241887
413201820
718231900
712451343
TOTAL EXPENDITURES
$13,839,906
$13,821,721
$19,856,547
$17,110,673
REVENUES
221 Gas Tax
5, 651, 471
12, 262, 328
6,159, 431
515141157
223 TUT Common Fund
0
810373009
0
0
225 Traffic Signal
2511405
2511244
251738
2001000
227 Transportation Sales Tax
7,7761468
115481085
519071354
610141343
TOTAL REVENUES
$13,679,344
$22,098,666
$12,092,523
$11,728,500
NET FUND ACTIVITY
($160,562)
$8,276,945
($7,764,024)
($5,382,173)
2015 -06 -02 Agenda Packet 155 Page 252
FUND SUMMARY
EXPENDITURES
241 Parking Meter
3633681
6501447
4983555
3993148
CATEGORY BUDGET
$363,681
$650,447
R• JECTED
PROPO
EXPENDITURES
Personnel Services
401000
0
0
0
Supplies and Services
1753157
2101705
2203300
2203300
Other Expenses
1351684
1541537
1663400
1663400
Utilities
101715
111323
111855
121448
CIP Project Expenditures
21125
273,882
1003000
0
TOTAL EXPENDITURES
$363,681
$650,447
$498,555
$399,148
REVENUES
Licenses and Permits
421489
393897
351000
351000
Fines, Forfeitures, Penalties
2091862
2321857
2001000
2001000
Use of Money & Property
3491463
3921208
3503000
3503000
Other Revenue
0
21001
0
0
TOTAL REVENUES
$601,814
$666,963
$585,000
$585,000
NET FUND ACTIVITY
$238,133
$16,516
$86,445
$185,852
FUND DETAIL
EXPENDITURES
241 Parking Meter
3633681
6501447
4983555
3993148
TOTAL EXPENDITURES
$363,681
$650,447
$498,555
$399,148
REVENUES
241 Parking Meter
6021080
6661405
5851000
5851000
243 Town Centre I- Parking District
(266)
558
0
0
TOTAL REVENUES
$601,814
$666,963
$585,000
$585,000
NET FUND ACTIVITY
$238,133
$16,516
$86,445
$185,852
2015 -06 -02 Agenda Packet 156 Page 253
FUND SUMMARY
REVENUES
Fines, Forfeitures, Penalties
4261373
4271460
4373640
4373640
CATEGORY BUDGET
51951
221525
R• JECTED
PROPO
EXPENDITURES
5, 004,264
537251752
7,257, 863
610231705
Personnel Services
413331413
436161850
612143773
514791457
Supplies and Services
9713226
9031145
114533615
113871216
Other Expenses
0
0
0
81999
Capital
161839
2241681
2251000
2691519
Transfers Out
623,876
4861325
5313364
4183678
TOTAL EXPENDITURES
$5,945,354
$6,231,001
$8,424,752
$7,563,869
REVENUES
Fines, Forfeitures, Penalties
4261373
4271460
4373640
4373640
Use of Money & Property
51951
221525
201000
201000
Revenue from Other Agencies
5, 004,264
537251752
7,257, 863
610231705
Charges for Services
521975
1441800
1221445
1231046
Other Revenue
151946
381089
601000
601000
Transfers In
1151522
421753
361786
2201824
TOTAL REVENUES
$5,621,031
$6,401,379
$7,934,734
$6,885,215
NET FUND ACTIVITY
($324,323)
$170,378
($490,018)
($678,654)
FUND DETAIL
FUND # FUND DESCRIPTION
FY 2012-13
ACTUAL
FY -
ACTUAL
FY 2014-15
PROJECTED
PROPOSED
EXPENDITURES
245 Traffic Safety
5293896
3943316
4373640
4373640
251 Suppl Law Enforcement Services
2133022
3253920
5043657
5433384
252 Police Department Grants
415163887
511221623
618153112
517261767
253 Inmate Welfare Fund
501364
503245
451000
601000
254 Local Law Enf Block Grant
1881497
851126
771343
911078
256 Asset Seizure
4463688
2521771
5453000
7053000
TOTAL EXPENDITURES
$5,945,354
$6,231,001
$8,424,752
$7,563,869
REVENUES
245 Traffic Safety
4253760
4271702
4373640
4373640
251 Suppl Law Enforcement Services
2283244
3883412
4013014
4013014
252 Police Department Grants
4,5201563
511251949
617281737
516651483
253 Inmate Welfare Fund
131610
163043
301000
301000
254 Local Law Enf Block Grant
1741966
951989
771343
911078
256 Asset Seizure
2571888
3471284
2601000
2601000
TOTAL REVENUES
$5,621,031
$6,401,379
$7,934,734
$6,885,215
NET FUND ACTIVITY
($324,323)
$170,378
($490,018)
($678,654)
2015 -06 -02 Agenda Packet 157 Page 254
2015 -06 -02 Agenda Packet 158 Page 255
STAFFING SUMMARY - 252
BUDGET CATEGORY
FY 2014-15 FY 2014-15 FY
ADOPTiD
jL MIDYEAR CHANGES
2015-16
FY 2015-16
PROPOSED
CBAG Deputy Director
1.00 -
-
1.00
CBAG Deputy Exec Dir
1.00 -
-
1.00
CBAG Director Of IV -LECC
1.00 -
-
1.00
CBAG Executive Director
1.00 -
-
1.00
FA Admin Analyst II
2.00 -
-
2.00
FA Analyst
4.00 -
(2.00)
2.00
FA Director Of SD LECC
1.00 -
-
1.00
FA Geospatial Intel Analyst
1.00 -
-
1.00
FA Graphic Designer/Wbmstr
1.00 -
-
1.00
FA Info Security Program Mgr
1.00 -
-
1.00
FA LECC IT Manager
1.00 -
-
1.00
FA Ntwrk Administrator II
4.00 -
-
4.00
FA Program Analyst
1.00 -
-
1.00
FA Program Assistant
2.00 -
-
2.00
FA Program Manager
2.00 1.00
(2.00)
1.00
FA Public Safety Analyst
2.00 (1.00)
(1.00)
-
FA RCFL Ntwk Engineer
2.00 -
-
2.00
FA Sr Intelligence Analyst
- -
5.00
5.00
FA Sr Public Safety Analyst
4.00 1.00
(5.00)
-
FA Sr Secretary
1.00 -
-
1.00
Peace Officer
3.00 -
-
3.00
Police Agent
1.00 -
-
1.00
Police Comm Relations Spec
1.00 -
-
1.00
Police Sergeant
2.00 -
-
2.00
2015 -06 -02 Agenda Packet 158 Page 255
FUND SUMMARY
EXPENDITURES
261 California Library Service Act
24,867
881920
0
262 Public Library Act
CATEGORY BUDGET
81489
11881
R• JECTED
PROPO
0
EXPENDITURES
0
0
267 McCandliss Cultural Arts
11400
500
Supplies and Services
591175
973409
' 21281
.
400
Other Expenses
11400
500
11200
11200
Transfers Out
0
21352
0
0
0
TOTAL EXPENDITURES
$60,575
$100,261
$3,481
267 McCandliss Cultural Arts
$1,600
REVENUES
0
0
TOTAL REVENUES
$58,291
$1,820
Use of Money & Property
(11254)
11820
0
($98,441)
0
Transfers In
593545
0
0
0
TOTAL REVENUES
$58,291
$1,820
$0
$0
NET FUND ACTIVITY
($2,284)
($989441)
($3,481)
($1,600)
FUND DETAIL
EXPENDITURES
261 California Library Service Act
24,867
881920
0
262 Public Library Act
34,308
81489
11881
orm 0
265 CA Dept of Education Sect. 321
0
21352
0
0
267 McCandliss Cultural Arts
11400
500
11600
11600
TOTAL EXPENDITURES
$60,575
$100,261
$3,481
$1,600
REVENUES
261 California Library Service Act
58,540
11637
0
0
262 Public Library Act
(168)
32
0
0
267 McCandliss Cultural Arts
(81)
151
0
0
TOTAL REVENUES
$58,291
$1,820
$0
$0
NET FUND ACTIVITY
($2,284)
($98,441)
($3,481)
($1,600)
2015 -06 -02 Agenda Packet 159 Page 256
FUND SUMMARY
REVENUES
Use of Money & Property
(187)
13521
0
0
CATEGORY BUDGET
212741972
117031950
R• JECTED
PROPO
EXPENDITURES
1291650
1171055
1201000
731500
Personnel Services
4121662
5953186
7723804
8273244
Supplies and Services
6823825
8421356
7453076
5733409
Other Expenses
4151515
2781622
3653484
1073333
Capital
51173
4131519
3091173
0
Transfers Out
112736
91889
0
0
CIP Project Expenditures
215091427
5141060
3861310
0
Non -CIP Project Expenditures
191642
3061267
9401500
0
TOTAL EXPENDITURES
$4,157,980
$2,959,899
$3,519,347
$1,507,986
REVENUES
Use of Money & Property
(187)
13521
0
0
Revenue from Other Agencies
212741972
117031950
313121325
113141484
Charges for Services
1291650
1171055
1201000
731500
Other Revenue
212361671
251067
221333
221333
Transfers In
521226
431060
641689
621326
TOTAL REVENUES
$4,693,332
$1,890,653
$3,519,347
$1,472,643
NET FUND ACTIVITY
$535,352
($1,069,246)
$0
($35,343)
REVENUES
FUND DETAIL
EXPENDITURES
268 State Recreation Grants
62,736
0
0
269 Other Grant Fund
671562
2431315
0
0
270 Mobile Home Rent Review Progra
99,824
671025
1201000
931000
272 Federal Grants Fund
1,1781156
115561035
213471398
113161810
273 State Grants Fund
5511407
6731358
110291616
751843
274 ARRA Fund
2,198, 295
4201166
221333
221333
TOTAL EXPENDITURES
$4,157,980
$2,959,899
$3,519,347
$1,507,986
REVENUES
269 Other Grant Fund
2981000
161737
0
0
270 Mobile Home Rent Review Progra
1291459
1181495
1201000
731500
272 Federal Grants Fund
1,0851599
115751961
213471398
113161810
273 State Grants Fund
5291930
1581867
110291616
601000
274 ARRA Fund
2,650, 344
201593
221333
221333
TOTAL REVENUES
$4,693,332
$1,890,653
$3,519,347
$1,472,643
NET FUND ACTIVITY
$535,352
($1,069,246)
$0
($35,343)
2015 -06 -02 Agenda Packet 160 Page 257
STAFFING SUMMARY - 272
Emergency Svcs Coordinator 1.00
GIS Specialist 1.00
1w w
TOTXTTMff0RIZED POSITIONS
1.00
1.00
2.00
2015 -06 -02 Agenda Packet 161 Page 258
FUND SUMMARY
2015 -06 -02 Agenda Packet 162 Page 259
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Personnel Services
6861793
7823723
9903910
110351473
Supplies and Services
110561540
9031015
317683394
213071229
Other Expenses
9131224
6891476
116583450
110141079
Capital
0
521659
81250
41600
Utilities
30
56
51100
51100
Transfers Out
1201959
1321585
1071585
1071585
CIP Project Expenditures
1051000
210981662
(21,881)
0
TOTAL EXPENDITURES
$2,882,546
$4,659,176
$6,516,808
$4,474,066
REVENUES
Use of Money & Property
(71528)
16,680
0
0
Revenue from Other Agencies
116021544
112251335
417921489
216631079
Charges for Services
110711724
111041573
112641279
112621279
Other Revenue
3061839
213531731
2001000
1101000
Transfers In
131374
0
0
0
TOTAL REVENUES
$2,986,953
$4,700,319
$6,256,768
$4,035,358
NET FUND ACTIVITY
$104,407
$41,143
($260,040)
($438,708)
FUND DETAIL
FUND # FUND DESCRIPTION
FY 2012-13
ACTUAL
FY -
ACTUAL
FY 2014-15
PROJECTED
PROPOSED
EXPENDITURES
281 Waste Management &
Recycling 2491306
1741825
113111697
9871385
282 Environmental Services Fund 112523440
1,3351673
116993564
118101987
285 Energy Conservation
1,3801800
311481678
315051547
116751694
TOTAL EXPENDITURES
$2,882,546
$4,659,176
$6,516,808
$4,474,066
REVENUES
281 Waste Management &
Recycling 2483119
1771760
112893744
9873385
282 Environmental Services Fund 1,3771252
113501567
114641279
113721279
285 Energy Conservation
113613582
311713992
315023745
116751694
TOTAL REVENUES
$2,986,953
$4,700,319
$6,256,768
$4,035,358
NET FUND ACTIVITY
$104,407
$41,143
($260,040)
($438,708)
2015 -06 -02 Agenda Packet 162 Page 259
STAFFING SUMMARY - 282
Environ Svcs Mgr -
- 1.00 1.00
Environ Svcs Prog Mgr 1.00
- (1.00) -
Recycl Spec 1 1.00
- - 1.00
Recycling Specialist II 3.00
- 1.00 4.00
TOiANAUTHORIZEMPOSITIONS 4.0 0 %f %f
I E%F%o 6.00
2015 -06 -02 Agenda Packet 163 Page 260
FUND SUMMARY
2015 -06 -02 Agenda Packet 164 Page 261
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Supplies and Services
2223722
2961107
1 348,100
3483100
Other Expenses
243361
0
0
0
Utilities
754
776
800
800
Transfers Out
3401463
3401463
4871378
2101000
TOTAL EXPENDITURES
$588,300
$637,346
$836,278
$558,900
REVENUES
Licenses and Permits
(11180)
0
231750
231750
Fines, Forfeitures, Penalties
600
(4, 341)
51000
51000
Use of Money & Property
(961)
11850
0
0
Charges for Services
5871887
6003025
5553500
5553500
TOTAL REVENUES
$586,346
$597,534
$584,250
$584,250
NET FUND ACTIVITY
($1,954)
($39,812)
($252,028)
$25,350
2015 -06 -02 Agenda Packet 164 Page 261
FUND SUMMARY
EXPENDITURES
311
CDBG Housing Program
251432
163685
4513500
CATEGORY BUDGET
314
Emergency Shelter Grant Prog
R• JECTED
PROPO
EXPENDITURES
1533270
321
Home Program
5203697
Supplies and Services
481032
133303
' 431427
' 161527
Other Expenses
3321381
3811381
114673566
112891420
Capital
0
11161
751419
751419
Transfers Out
8171073
7521752
7561715
7581243
CIP Project Expenditures
330903468
381766
0
4683292
Non -CIP Project Expenditures
111991362
217551132
112261612
5201592
TOTAL EXPENDITURES
$5,487,316
$4,285,495
$3,569,739
$3,128,493
REVENUES
9493902
9223183
325
CDBG Program - Income Projects
Use of Money & Property
401950
121067
791000
791000
Revenue from Other Agencies
3,0551233
334151216
314063739
310191493
Charges for Services
132
140
0
0
Other Revenue
2051184
551710
0
0
Transfers In
271538
0
301981
91598
TOTAL REVENUES
$3,329,037
$3,483,133
$3,516,720
$3,108,091
NET FUND ACTIVITY
($2,158,279)
($802,362)
($53,019)
($20,402)
FUND DETAIL
EXPENDITURES
311
CDBG Housing Program
251432
163685
4513500
461100
314
Emergency Shelter Grant Prog
861380
1621060
1513402
1533270
321
Home Program
5203697
118081221
9493902
9223183
333
FY2000 Comm Dev Block Grant
418543807
23 298, 529
210163935
210061940
TOTAL
EXPENDITURES
$5,487,316
$4,285,495
$3,569,739
$3,128,493
REVENUES
311
CDBG Housing Program
511346
211643
4513500
461100
314
Emergency Shelter Grant Prog
861380
1621060
1513402
1533270
321
Home Program
488, 847
117561996
9493902
9223183
325
CDBG Program - Income Projects
(340)
688
0
0
333
FY2000 Comm Dev Block Grant
2, 702, 804
115411746
119631916
119861538
TOTAL
REVENUES
$3,329,037
$3,483,133
$3,516,720
$3,108,091
NET FUND
ACTIVITY
($2,158,279)
($802,362)
($53,019)
($20,402)
2015 -06 -02 Agenda Packet 165 Page 262
FUND SUMMARY
REVENUES
Use of Money & Property
Other Revenue
Other Revenue
TOTAL REVENUES
NET FUND ACTIVITY
(82,226)
1211421259
0
$12,060,033
$704,487
1693146
912041603
0
$9,373,749
($1,086,373)
0 0
1118621234 1216211078
0 1381405
$11,862,234 $12,759,483
($506,637) $0
FUND DETAIL
CATEGORY BUDGET
FY 2012-13
FY -
R• JECTED
PROPO
EXPENDITURES
ACTUAL
ACTUAL
PROJECTED
PROPOSED
Supplies and Services
713261683
61272,554
714063837
716291005
Supplies and Services
0
0
0
1263905
Other Expenses
0
0
0
11000
Other Expenses
118691929
117771609
118861707
119421358
Utilities
0
0
0
101500
Utilities
2,158, 934
214091959
218751327
310491715
CIP Project Expenditures
0
0
2001000
0
TOTAL EXPENDITURES
$11,355,546
$10,460,122
$12,368,871
$12,759,483
REVENUES
Use of Money & Property
Other Revenue
Other Revenue
TOTAL REVENUES
NET FUND ACTIVITY
(82,226)
1211421259
0
$12,060,033
$704,487
1693146
912041603
0
$9,373,749
($1,086,373)
0 0
1118621234 1216211078
0 1381405
$11,862,234 $12,759,483
($506,637) $0
FUND DETAIL
FY 2012-13
FY -
FY 2014-15
FUND # FUND DESCRIPTION
ACTUAL
ACTUAL
PROJECTED
PROPOSED
EXPENDITURES
342
CFD 11 -M RHR McMillin
531047
771712
1363650
1523521
343
CFD 12 -M Vlg7
4653789
3723688
4723569
4693962
344
CFD 13 -M Vlg2
1251762
1111442
1711155
2221930
345
CFD 12M - OR Village 7
4983215
4163130
4573600
4633261
346
Not in Use
0
0
0
1381405
352
Bay Blvd Landscaping Dist
71140
61618
101661
121294
353
Eastlake Maintenance Dist #1
2781009
2741687
3641524
4081743
354
Open Space District #1
83,358
741347
1061506
1121134
355
Open Space District #2
191480
171600
241649
351602
356
Open Space District #3
50, 549
521544
591512
741769
357
Open Space District #4
1003501
891245
971844
1163984
358
Open Space District #5
561233
471562
531288
641629
359
Open Space District #6
321994
301823
351818
441049
361
Open Space District #7
151679
53941
191725
111451
362
Open Space District #8
84, 753
761322
871957
1041949
363
Open Space District #9
861429
791471
901655
1073252
364
Open Space District #10
88,641
771286
911925
1071776
365
Open Space District #11
1721000
1521951
1801550
2141242
2015 -06 -02 Agenda Packet 166 Page 263
367
Open Space District #14
4113196
368
Open Space District #15
28,518
369
Open Space District #17
91971
371
Open Space District #18
1603393
372
Open Space District #20
112943705
373
Open Space District #23
511803
374
Open Space District #24
35,492
375
Open Space District #26
141387
376
Open Space District #31
1601359
378
CFD 07M- Eastlk 11 Woods, Vista
6211887
379
CFD 08M -Vlg 6 McM & Oty Ranch
9071143
380
CFD 09M OR Vlg II
1,0211932
382
CFD 99 -2 Otay Ranch Vlg 1 We
7803462
386
Otay Ranch Acquisition Dist
4281742
387
CFD 98 -3 Sunbow 2
110033410
388
Comm Facility 97 -1 (Otay Rnch)
212033641
389
Otay Ranch Village 1,2,6,7,12
21926
TOTAL
EXPENDITURES
$11,355,546
REVENUES
4623170
342
CFD 11 -M RHR McMillin
94,557
343
CFD 12 -M Vlg7
5943145
344
CFD 13 -M Vlg2
2131130
345
CFD 12M - OR Village 7
3893060
346
Not in Use
0
351
Town Centre Landscaping Dist 1
(125)
352
Bay Blvd Landscaping Dist
(306)
353
Eastlake Maintenance Dist #1
3081895
354
Open Space District #1
781997
355
Open Space District #2
13,972
356
Open Space District #3
49,992
357
Open Space District #4
85,103
358
Open Space District #5
50,571
359
Open Space District #6
311521
361
Open Space District #7
13,655
362
Open Space District #8
691378
363
Open Space District #9
681408
364
Open Space District #10
781221
365
Open Space District #11
1623122
366
Open Space District #13
2
367
Open Space District #14
3353839
368
Open Space District #15
20,948
369
Open Space District #17
81168
371
Open Space District #18
1481619
372
Open Space District #20
1,3791378
373
Open Space District #23
291820
4311230
4623170
4713556
241745
391277
501112
101125
111680
261891
1381268
1663215
1713516
113101310
115463914
116641218
421706
471156
511430
341290
531087
661643
141443
171583
201654
1281413
2021047
1601172
5251515
5911945
6611776
8071745
9401601
9941455
8911083
9951457
110251267
7103433
8293887
8253691
4451890
7191000
5051000
8701360
9163105
8843381
2,109, 216
213563639
213031677
11981
111520
141091
$10,460,122
$12,368,871
$12,759,483
321240
1361650
1521521
121873
4623569
4693962
1251532
1711155
2221930
3573560
4423600
4633261
0
0
1383405
278
0
0
527
101661
121294
2291564
3191524
4081743
651422
811506
1123134
141659
241649
351602
491183
541512
741769
851940
971844
1161984
491007
531288
641629
321038
351818
441049
111293
111725
111451
701109
821957
1043949
691707
801655
1073252
801304
841925
1073776
1331224
1703550
2143242
3
0
0
3451081
4423170
4713556
211806
291277
501112
81327
111680
261891
1511737
1601215
1711516
5481803
1,455, 914
116641218
211314
471156
511430
2015 -06 -02 Agenda Packet 167 Page 264
374
Open Space District #24
291205
375
Open Space District #26
10,750
376
Open Space District #31
1273309
378
CFD 07M- Eastlk II Woods, Vista
8953048
379
CFD 08M -Vlg 6 McM & Oty Ranch
112413913
380
CFD 09M OR Vlg II
9253298
382
CFD 99 -2 Otay Ranch Vlg 1 We
8021407
383
Town Ctr Business Impry Distr
(31210)
386
Otay Ranch Acquisition Dist
1001216
387
CFD 98 -3 Sunbow 2
8711933
388
Comm Facility 97 -1 (Otay Rnch)
2,8251849
389
Otay Ranch Village 1,2,6,7,12
91245
TOTAL
REVENUES
$12,060,033
NET FUND
ACTIVITY
$704,487
291866
381087
661643
111049
171583
201654
1311024
1573410
1603172
5661564
5713945
6613776
112181945
9253601
9943455
9311909
9953457
110251267
6921729
7841887
8251691
194
0
0
1221817
7191000
5051000
6791592
8861105
8841381
214681370
212861639
213031677
41159
111520
141091
$9,373,749
$11,862,234
$12,759,483
($1,086,373)
($506,637)
$0
2015 -06 -02 Agenda Packet 168 Page 265
FUND SUMMARY
FY 2012-13
FY -
FY 2014-15
•.
R• JECTED
PROPO
EXPENDITURES
Supplies and Services
0
5761747
3003000
3003000
Capital
0
1313062
3003000
3003000
TOTAL EXPENDITURES
$0
$707,809
$600,000
$600,000
REVENUES
Other Local Taxes
6271766
6543842
6003000
6003000
Use of Money & Property
(675)
43924
0
0
TOTAL REVENUES
$627,091
$659,766
$600,000
$600,000
NET FUND ACTIVITY
$627,091
($48,043)
$0
$0
2015 -06 -02 Agenda Packet
169
Page 266
FUND SUMMARY
2015 -06 -02 Agenda Packet 170 Page 267
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Personnel Services
0
2351080
5053041
2943242
Supplies and Services
0
2201673
3073203
1343039
Capital
0
2753764
1603701
0
Transfers Out
1431513
5591846
7461051
8331510
TOTAL EXPENDITURES
$143,513
$1 Al 363
$1,718,996
$1,261,791
REVENUES
Revenue from Other Agencies
2141000
11316,182
115343429
114751907
TOTAL REVENUES
$214,000
$1,316,182
$1,534,429
$1,475,907
NET FUND ACTIVITY
$70,487
$24,819
($184,567)
$214,116
2015 -06 -02 Agenda Packet 170 Page 267
STAFFING SUMMARY - 234
EMS Nurse Coordinator 1.00 - - 1.00
110�i WNW! MUM
2015 -06 -02 Agenda Packet 171 Page 268
EXPENDITURES
Supplies and Services
TOTAL EXPENDITURES
REVENUES
Transfers In
TOTAL REVENUES
NET FUND ACTIVITY
FUND SUMMARY
0
0 '
801000 '
801000
$0
$0
$80,000
$80,000
801000
0
0
0
$80,000
$0
$0
$0
$80,000
$0
($80,000)
($80,000)
2015 -06 -02 Agenda Packet 172 Page 269
FUND SUMMARY
2015 -06 -02 Agenda Packet 173 Page 270
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Supplies and Services
1173131
2611530
7133439
7133439
Other Expenses
132003913
3851083
9403000
9403000
TOTAL EXPENDITURES
$1,318,044
$646,613
$1,653,439
$1,653,439
REVENUES
Other Revenue
0
3043810
0
0
Transfers In
1,164, 000
13 321, 009
4293000
5203000
TOTAL REVENUES
$1,164,000
$1,625,819
$429,000
$520,000
NET FUND ACTIVITY
($154,044)
$979,206
($1,224,439)
($1,133,439)
2015 -06 -02 Agenda Packet 173 Page 270
EXPENDITURES
Supplies and Services
Capital
TOTAL EXPENDITURES
REVENUES
Transfers In
TOTAL REVENUES
NET FUND ACTIVITY
FUND SUMMARY
0
0
6003000
2843576
362
0
0
0
$362
$0
$600,000
$284,576
0
6001000
0
0
$0
$600,000
$0
$0
($362)
$600,000
($600,000)
($284,576)
2015 -06 -02 Agenda Packet 174 Page 271
FUND SUMMARY
2015 -06 -02 Agenda Packet 175 Page 272
CATEGORY BUDGET
R• JECTED
PROPO
EXPENDITURES
Supplies and Services
5943867
6221965
' 7113610
' 7333610
Other Expenses
331353192
214723973
216693000
216691000
TOTAL EXPENDITURES
$3,730,059
$3,095,938
$3,380,610
$3,402,610
REVENUES
Other Revenue
219093831
211093108
216523549
312491426
TOTAL REVENUES
$2,909,831
$2,109,108
$2,652,549
$3,249,426
NET FUND ACTIVITY
($820,228)
($986,830)
($728,061)
($153,184)
2015 -06 -02 Agenda Packet 175 Page 272
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 176 Page 273
COMMUNITY DEVELOPMENT BLOCK GRANT
Rapid ReHousing Program and HMIS
Casa Nueva Vida I
EMERGENCY SHELTER GRANT TOTAL
Tree Trimming - Citywide
GAS TAX TOTAL
$78,998
$621777
$141, 775
GAS TAX
$1003000
$100,000
2015 -06 -02 Agenda Packet 177 Page 274
Housing Services
$501000
At -Risk and Homeless Youth Svcs.
$391550
F.R.C. Emergency and Basic Services
$391312
Family Violence Treatment Program
$391000
Fair Housing Services
$351000
C.V. Solar Affordable Homes Pgm.
$301000
Norman Park Senior Center Services
$301000
KidCare Express Mobile Medical Unit
$271000
Rice Elementary Fire Hydrant Project
$201855
Therapeutic Program
$201100
Food 4 Kids Backpack Program
$151000
Home Delivered Meals for Seniors
$121000
Rotational Shelter Network
$111000
South Bay Food Program
$101000
COMMUNITY DEVELOPMENT BLOCK GRANT TOTAL $378,817
EMERGENCY SHELTER GRANT
Rapid ReHousing Program and HMIS
Casa Nueva Vida I
EMERGENCY SHELTER GRANT TOTAL
Tree Trimming - Citywide
GAS TAX TOTAL
$78,998
$621777
$141, 775
GAS TAX
$1003000
$100,000
2015 -06 -02 Agenda Packet 177 Page 274
PW Mobile Radio Replacement
I FAS Upgrade
Civic Center Library Auditorium Remodel
Eucalyptus Park Improvements
GENERAL FUND TOTAL
Preserve Maintenance Enhancement
GENERAL FUND
$256,000
$159,316
$751000
$181700
$50%016
SALT CREEK SEWER BASIN DIF
SALT CREEK SEWER BASIN DIF TOTAL
GRAND TOTAL - ALL PROJECTS
$1,091,264
$1,091,264
$2,220,872
2015 -06 -02 Agenda Packet 178 Page 275
PROGRAM SUMMARY
2015 -06 -02 Agenda Packet 179 Page 276
2015 -06 -02 Agenda Packet 180 Page 277
In January 2012, the City Manager presented to the City
Council the Fiscal Recovery and Progress Plan (Fiscal
Years 2013 to 2017). This plan is an expansion to the
Fiscal Health Plan and is intended to identify major
challenges the City faces in moving from financial
stability to financial sustainability and eventually to
financial resiliency. The Plan identifies the major
components of City finances such as General Fund
revenues, Pension Liability, Debt Service and
Infrastructure, provides an assessment of the status or
level of risk for each component and identifies next
steps to address the issues identified. The Plan uses the
Continuous Improvement Visual Controls (Green,
Yellow and Red) to indicate the status of each particular
component.
Over the past several years of a declining economy, City
revenues have been reduced dramatically. As a result,
the number of City staff as well as City supplies and
services budgets has been decreased significantly. With
the City's efforts to improve efficiencies through the
Continuous Improvement Program, consolidate
departments and reduce overhead, and moderately
improving revenues the level of service in many key City
functions have slightly improved.
This report is intended to identify key functions in each
department and provide a management assessment of
the current level of service, including the above
Continuous Improvement Visual Controls for ease of
reference. The following visual categories assist the
reader in determining the status of the current level of
service for each function:
— Objective achieved. Level of service standards
are being met.
Yellow — Caution. Not fully achieving level of service
goals.
—High risk area. Additional funding or operational
efficiencies needed.
FUNCTION OVERVIEW
The following section summarizes each department's
key functions and their changes from January 2014 to
January 2015.
Program Summary
Animal Care Facilitv
Function
Jan
2014
Jan
2015
Animal Control
2014
2015
Animal Care Services
Animal Placement
CitvAttornev
Function
Jan
2014
Jan
2015
Department Support Services
2014
2015
City Council, Boards and
Commissions
Public Outreach
Claims and Insurance
N/A
Proactive Risk Management
N/A
"Offensive" Litigation
Defense of the City —Standard
Litigation
Defense of the City —Specialty
Litigation
Code Enforcement
Citv Clerk
Function
Jan
Jan
2014
2015
Manage Records of Legislative
Actions (City Council, Housing
Authority, and Public Finance
Authority)
Prepare and Distribute Agenda
Packets
Customer Service
Boards & Commissions
Elections
Carry Out Legally Required Duties as
Filing Officer
Post /Publish Legally Required
Notices
Maintain /Update Municipal Code
and Council Policy Manual
Public Records Act Requests
Citywide Records Management
Program
2015 -06 -02 Agenda Packet 181 Page 278
Development Services Department
Function
Jan
2014
Jan
2015
Project Reviews
2014
2015
Building Plan Review
N/A
■
Building Inspection
N/A
■
General Code Enforcement
Affordable Housing /Grant
Administration
General Plan Implementation &
Maintenance
Long Range Planning Reviews
N/A
Economic Development Department
Function
Jan
Jan
Financial Compliance Reporting
2014
2015
Business Support
N/A
■
Regional and Bi- National
N/A
■
Collaboration
Finance Department
Function
Jan
2014
Jan
2015
Financial Compliance Reporting
2014
■
Payroll Services
■
■
Accounts Payable
■
Debt Service Management
Banking and Investment Services
Fixed Asset Management
Deferred Compensation
Tax Administration Program
Accounts Receivable
■
■
Collections
N/A
Revenue Generation /Fee
Management
N/A
Acquisitions
N/A
Budget Development
Financial Management Information
Analysis
Long -Term Financial Planning
Fire Department
Function
Jan
2014
Jan
2015
Dispatch
2014
■
Turnout
■
■
Response /Travel Time
■
100% of Mandatory Training
Completed Annually
General Use Certificate Inspections
Jan
2014
Jan
2015
Fire Company Inspection Program
2014
■
Fire Safety Engineering Plan Reviews
■
Origin and Cause of Fire
Investigations
■
Purchasing
Contracts
Payroll
Records Management /Reports
Data Research
Human Resources Department
Function
Jan
2014
Jan
2015
Recruitment & Selection
2014
2015
Classification /Compensation
■
Training
■
Offer Comprehensive Benefits
Employee Wellness Initiative
Administration of Retiree Health
Insurance and COBRA
Ensure Compliance with Employee
Benefit Laws and Regulations
Data Processing and Maintenance
Employee Online Enrollment
N/A
■
Management of Tort Claims
N/A
Administration of Insurances
N/A
Insurance in Contracts
N/A
Disability Management
Occupational Health and Safety
Recovery on Damages to City
Property
Information Technoloav Services
Function
Jan
Jan
2014
2015
Operations & Telecommunications
Programming and Application
■
Support — Custom Applications
Programming and Application
Support — Support of 3rd Party
Softwa re
Help Desk Response
Server Environment
N/A
■
Network Uptime
Geographic Information Systems
(G IS)
2015 -06 -02 Agenda Packet 182 Page 279
Library
Function
Jan
2014
Jan
2015
Open Hours
2014
2015
Civic Center Branch
South Chula Vista Branch
■
■
Otay Ranch Branch
■
■
Space
■
■
Staff Assistance
■
■
Collection
N/A
■
Information Technology
Marketina and Communications
Function
Jan
Jan
Community Patrol
2014
2015
Marketing and Communications
Program
■
■
Community Engagement
■
■
City of Chula Vista Programs and
Services
■
■
Big Picture Projects
N/A
■
City Website
Police Department
Function
Jan
2014
Jan
2015
Community Patrol
■
■
Community Engagement
Criminal Investigations
■
■
Support Operations
■
■
Employee Services
Police Dispatch
■
■
Police Technology
N/A
■
Administrative Services
Public Works
Function
Jan
2014
Jan
2015
Roadway Maintenance
■
■
Pothole Repair
Litter and Weed Abatement
■
■
Graffiti Abatement
■
■
Traffic Striping and Signing
Street Sweeping
■
■
Traffic Signal and Street Light
Maintenance
Vehicle Service and Repairs
Preventative Maintenance
Monitor MTS Services for Chula Vista
Community
N/A
Asset Management Program (AMP)
■
■
Maintenance of Districts
Urban Forestry
■
■
National Pollutant Discharge
Elimination System (NPDES)
Construction
Drainage Management System
■
■
Wastewater Management System
Maintain City Parks
Safety and Security of Parks
Design
Surveys
Building and Park Construction
Compliance with Waste
Management Act (AB939) and Waste
Diversion Act (AB341)
Citywide Solid Waste Collection
Services
Household Hazardous Waste
Disposal Services
Municipal Energy & Water
Conservation Upgrades
Community Energy & Water
Conservation Services
Resource Conservation Commission
Climate Change Working Group &
City Operations Green Team
City Building Facilities Service
Requests
Perform Routine Preventative
Maintenance on City Building
Facilities
■
■
Minor CIP Projects
■
■
Basic Cleaning Services
Detailed Cleaning Events
Special Event Set -Ups and Break -
Downs
Traffic Engineering
Wastewater Engineering
Advanced Planning
2015 -06 -02 Agenda Packet 183 Page 280
City of Chula Vista Proposed Budget
Recreation Department
Function
Jan
2014
Jan
2015
Provision of Recreational Swim
Operation of Recreation Hours
Operation of Norman Park Center
Provision of After - School "Critical
Hours" Programming
Provision of City- Sponsored Youth
Leagues, Programs, and Camps
Provision of City- Sponsored Adult
Leagues and Programs
Therapeutics Programming
Aquatic Facilities Community Use
Arena Soccer Facilities for
Community Use
Provision of Instructional Swimming
Programs
Provision of Adult Lap Swim
Provision of Contractual Classes
Provision of Elementary Learn -to-
Swim Programs
Facility Lease Agreements at Norman
Park Center
Facility Lease Agreements at
Parkway Community Center
N/A
Provision of Community Capacity -
Building Programs
Fiscal Management
Policies and Procedures
Information /Technology
Marketing and Communications
Provision of Safe, Adequate, and
Appropriate Recreational Equipment
Community Access to Ball Fields
Ball Field Rentals
Mt. San Miguel Park Tournaments
Provision of Water Safety Programs
2015 -06 -02 Agenda Packet 184 Page 281
ANIMAL CARE FACILITY
ANIMAL CONTROL (Yellow)
The ACF currently provides Animal Control services for
Chula Vista as well as Lemon Grove and Imperial Beach
under contract. There are two Animal Control Officers
(ACO) funded for Chula Vista. The Animal Control
Officers are generally able to adequately respond to
calls for service (reactive) from Chula Vista residents
and can be backed up as need by the ACO's assigned to
Lemon Grove and Imperial Beach. Priority calls address
public safety issues. This function would be considered
(Green) if the ACF was able to provide "proactive"
Animal Control services. This would require one
additional ACO.
ANIMAL CARE SERVICES
The ACF currently provides Animal Care kenneling
services for Chula Vista as well as Lemon Grove,
Imperial Beach, and National City under contract. This
service level is considered (Green). The ACF consistently
meets the standards for kenneling in municipal shelters.
The expansion of the cattery has significantly reduced
overcrowding and improved the health and behavior of
cats.
ANIMAL PLACEMENT (Yellow)
The ACF currently places 85% of dogs (goal area is 89 %)
and 40% of cats (goal to reach 50 %) through adoptions
and rescue organizations and currently does not
euthanize any cats or dogs which are healthy and
without behavioral issues. In addition to trying to
increase the percentage of placements, another
significant goal of the ACF is to reduce the number of
intakes of animals in Chula Vista. Since acquiring the
spay /neuter vehicle back in December 2011, the ACF
has performed over 2,500 surgeries at no cost to low
income families in Chula Vista and its contract cities.
This function would move to Green if we could
decrease intakes into the shelter.
Staff has implemented new initiatives to try and reduce
the number of animal intakes in Chula Vista. In 2013,
City Council approved changes to City Ordinances
regarding animals. Since implementing these initiatives
there has been a reduction in intakes of cats; however,
the intake of dogs continues to increase, which appears
to be related to the depressed economy.
Green
(Ach ieved)
Fellow
V l €autionj
cc
Red
(liigh W&k)
Function Animal Control
Animal Care Facility (ACF)
An i me I Care Services Animal Placement
2015 -06 -02 Agenda Packet 185 Page 282
CITY ATTORNEY
The City Attorney's Office serves as legal counsel to the
City Council, all City Boards and Commissions, City
Manager, City Clerk and all City Departments. The
Office's primary responsibility is to provide these clients
with the legal services they need to develop and
implement City policy and to deliver City services in a
lawful and efficient manner. The Office also defends
the City against claims and lawsuits, files claims on
behalf of the City when necessary, advocates for City's
interests in administrative proceedings and enforces
the City's municipal code.
The City Attorney's Office is staffed with nine full -
attorneys, one manager, one risk management
specialist, and three administrative assistants. From
time to time the City Attorney also engages outside
counsel to assist with major litigation or specialty law
issues. Volunteer legal interns also provide valuable
support.
ADVISORY SERVICES (Yellow)
The City Attorney's Office "Advisory Group" provides
legal advice and services that involves legal research,
analysis, and /or document production across a broad
spectrum of legal disciplines including federal, state and
local government law, corporate law, elections law,
public and private contracts, land use, regulations of
businesses and personal conduct, finance, economic
development, labor and employment, environmental,
and real estate law. The types of Advisory Group work
is driven largely by the legal needs and demands of its
various departments. The City Council and Boards and
Commissions present additional needs and demands.
The primary challenges to achieving optimum service
levels for the Advisory Group are: (1) very -high work
volumes, (2) work flow volatility, (3) competing
demands for services within and across departments;
and, (4) the complexity of many work assignments.
Combined, these challenges can result in below
optimum service levels including: (a) slower than
optimum response times, (b) oral versus written advice
(when written advice is more desirable for clarity and
consistency) and (c) inadequate time and opportunities
for the delivery of proactive services (e.g., training,
form standardization, opinion banks, code review and
updates, and "standard work" capture).
With the addition of the office manager, there is now a
person dedicated to developing and managing
processes to improve efficiency and more effectively
manage the City Attorney's Office resources.
• Department Support Services (Yellow)
The Advisory Group provides legal service to every
City department. To provide this service effectively
requires a broad spectrum of legal knowledge,
training and experience, along with a working
understanding of each "client" department's own
workings and challenges. The type of legal work
required by each department varies, of course, but
typically falls within one of the following
categories:
Contracts: Negotiate, draft, review, interpret, and
help enforce every conceivable type of contract or
agreement, including: service and infrastructure
agreements with other governmental agencies,
franchises for the provision of utilities, solid waste
disposal, telecommunications, and ambulance
transport, development agreements, sales and
acquisitions of real property, leases, licenses,
subdivision improvement agreements, financings,
public works contracts, consulting agreements,
labor group MOUs and side letter agreements,
waivers, indemnities and releases, affordable
housing, and public private partnerships. Also draft
and interpret procurement policies.
Contract Standardization: The City Attorney works
with staff from all departments to evaluate,
update, revise and /or draft contracts to ensure that
the contracts comply with current law and City
policies, and that they contain adequate provisions
to protect the interests of City and its residents in
the event of any adverse incident or dispute.
State and Local Regulations: Provide on -going legal
advice regarding City (1) fees, assessments and
taxes; (2) land use regulations, including general
and specific plans, zoning, special use permits,
development impact fees, tentative and final maps,
the California Environmental Quality Act (CEQA)
and related environmental and resource
requirements; and (3) code provisions regulating
business and individual conduct. Advice includes
assistance with the preparation of any proposed
2015 -06 -02 Agenda Packet 186 Page 283
revisions to the Municipal Code, and with
interpretations of and responses to federal and
state legislation.
Open and Ethical Government Compliance: Provide
on -going counsel on numerous legal matters
relating to elections law, the Brown Act, the Public
Records Act, the Political Reform Act, conflicts of
interest, the noticing and conduct of City Council
meetings, budget approval, the City's Ethics Code,
and related City ordinances and policies.
Risk Management and Public Safety: Advise on
personnel and disciplinary matters; coordinate with
risk management staff to manage claims and assure
adequate insurance coverage. Provide on -going
counsel regarding police response and
enforcement activities and protocols including
constitutional law updates and recommendations
on policy /training modifications; assist with
community outreach and proactive policing policies
and programs designed to reduce crime and
disorder; prepare, review, and revise ordinances
and agreements for police, fire and public works
regulations and services.
Agenda Review: Review and advise on every
agenda item for legal compliance, including
conflicts of interest, CEQA and identification of
special risks; prepare ordinances, resolutions and
agreements, and approve all such items as to form
and legality.
The current overall department support service
level is (Yellow). It should be noted, however, that
service levels to individual departments can —and
do —vary, both throughout the year (depending
largely on work volumes), and from department to
department (depending both upon work volumes
and the availability of in -house expertise).
Achieving a high level of service with greater
consistency, both in times of higher and lower
volume work flows, and achieving this high level of
service throughout the organization, is what the
Department is striving to achieve. This greater
consistency is also what will be necessary in order
to warrant a service level rating of (Green) for
departmental support services.
• City Council, Boards and Commissions (Yellow)
The City Attorney attends all City Council meetings
and workshops and advises the City Council on all
legal matters. Staff attorneys also regularly attend
meetings of the Ethics Commission, Planning
Commission, Rent Review Commission, Civil Service
Commission, Charter Review Commission and the
Districting Commission. Advisory Group attorneys
review all agendas and documents for these
meetings, and are the primary staff for the Ethics,
Charter Review and Districting commissions. The
Advisory Group also provides legal counsel on an
"as- needed" basis to all other City Boards and
Commissions. This service level is (Yellow). More
frequent and tailored training for these groups on
Brown Act and Ethics laws, along with more formal
written advice, provided in advance, on key legal
issues, is necessary in order to move this service
level to (Green).
• Public Outreach (Yellow)
The office frequently works with City departments
to conduct community outreach programs to
identify and respond to community issues and
concerns. Direct public inquiries are also
responded to by telephone and email. The City
Attorney website is frequently updated to provide
referrals to legal resources and information. This
service level is (Yellow). City Attorney website
enhancements to add content and explanations of
the legal parameters that regulate City and
individual conduct, and additional open
government practices and policies will be necessary
to move this service level to (Green).
City Attorney- Advisory Services
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Commissions
2015 -06 -02 Agenda Packet 187 Page 284
City of Chula Vista Proposed Budget
LITIGATION AND CODE ENFORCEMENT SERVICES
(Yellow)
The City Attorney's Office responsibilities include
representation of the City in litigation at all levels of
state and federal courts and administrative agencies,
and enforcement of the City's Municipal Code. The
overall service level for the Litigation Group in meeting
litigation and code enforcement needs and demands is
(Yellow). Administrative improvements in document
and case management (including document
management software), more strategic use of outside
attorneys, and other resource management
enhancements and /or additions that create more pro-
active "risk management" time, will be necessary
before this service level can be increased to (Green).
Recent incorporation of Claims and Insurance
management from Human Resources to the City
Attorney's Office affords enhanced ability to achieve
category (Green) in Proactive Risk Management.
• Claims and Insurance - -
Tort Claims: Litigation Group works with Risk
Management daily providing legal advice and
settlement authority consensus articulated in
Municipal Code on "tort claims ", where
negligence or misconduct is alleged against the
City. Collaborative actions include evaluation of
potential liability and damages exposure,
including case facts as impacted by government,
and municipal code, case law; consideration of
risk transfer including but not limited to contract
indemnity and insurance clauses favoring city;
reporting periodically to excess insurers in
compliance with city's coverage rights and
obligations; determination of whether best
interests of city call for efforts to settle, mediate,
or litigate to facilitate best practices claim
resolution on a case by case basis. When
unresolved claims proceed to litigation, Risk and
Litigation Group continue to coordinate case
management through final resolution whether by
final judgement, settlement, or dismissal.
Insurance Oversight to Protect City Assets
This includes maintenance of property insurance
policy schedules applicable to City's real property,
business property including vehicles, crime, boiler
and machinery; collection of information from
departments citywide to facilitate insurance policy
renewal applications including liability (municipal,
cyber and pollution) and property insurance
including crime coverages; and assisting in recovery
from third parties and their insurers responsible for
damage to City property and personnel. T
Contract Risk Transfer
Risk Management reviews and negotiates the
insurance provisions in City contracts to ensure
that the requirements transfer risk in the way that
most protects the City and reviews and verifies, as
needed, to ensure insurance compliance.
• Proactive Risk Management (Yellow)
Training: The City Attorney provides periodic
training to individual departments, and elected and
appointed officials regarding municipal law to
ensure the City's activities remain lawful and
efficient, and respectful of individual rights. This
also minimizes exposure to costly and time -
consuming lawsuits. A more robust program in this
area is under development to more proactively
mitigate or eliminate City's liability exposure.
• "Offensive" Litigation (Yellow)
With City Council approval, the City Attorney
initiates litigation against outside entities or
individuals who cause harm to the City in some
manner (i.e., breach of contract or failing to
provide indemnity owed to City on a matter). This
typically occurs only when reasonable resolution
attempts by staff and the City Attorney fail to yield
a satisfactory remedy, and the City Attorney has
determined it is entitled to a legal remedy. The City
Attorney handles standard offensive litigation in-
house in order to maximize cost recovery to the
City. Although funding is limited, the City Attorney
utilizes outside counsel for offensive litigation
when the matter involves specialized legal issues.
• Defense of the City— Standard Litigation (Yellow)
The City Attorney defends the City in personal
injury, property damage, dangerous condition of
public property, and civil rights cases using in-
house "Litigation Group" staff whenever possible.
The addition of a litigation Deputy in FY 2011/2012
has substantially increased the capacity of the
office to handle matters in -house and to be more
assertive with "terminating motions" at early
2015 -06 -02 Agenda Packet 188 Page 285
stages of litigation. The City Attorney's goals in
defensive litigation are to mitigate or eliminate risk
to the City through streamlined discovery,
preparing and filing terminating motions, and
settling matters when it is in the City's best interest
to do so.
• Defense of the City— Specialty Litigation (Yellow)
The City Attorney utilizes outside counsel to defend
the City in litigation involving specialized legal
issues. Recent reductions in funding for outside
counsel results in service close to (Red). The office
is working on systems to better manage these
reduced resources.
• Code Enforcement (Yellow)
The City Attorney assists with the enforcement of
City Code provisions related to building standards,
zoning requirements, neighborhood preservation,
and other conditions or conduct affecting public
health, safety or welfare. Violations are addressed
by employing the various legal enforcement tools
available to the City: administrative actions, civil
actions and /or criminal prosecution.
City Attorney - Litigation and Cole Enforcement Services
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2015 -06 -02 Agenda Packet 189 Page 286
CITY CLERK
CITY CLERK OPERATIONS
•
•
•
Manage records of legislative actions taken by the
City Council, Housing Authority, and Public
Financing Authority rmw
The City Clerk's office prepares minutes and
finalizes agreements, resolutions and ordinances
for the City Council, Housing Authority and Public
Financing Authority. The City Clerk's goal is to
provide minutes to the City Council for approval
within two weeks of a meeting. Within the last
three years, the delay in preparation has been
reduced from five months to two weeks. An
upgraded software program was implemented in
January 2014 to further enhance minutes
preparation and publication, as well as other City
Council agenda - related functions. The program also
allows minutes to be posted alongside the meeting
video with hyperlinks to the relevant sections of
the recorded meeting, making public access more
user - friendly.
Prepare and Distribute Agenda Packets - -
Agenda packets are compiled the week prior to
Council Meetings. To meet state and local
requirements, the City makes agenda packets
available to the Mayor, Council, and public on
Thursdays prior to Council Meetings. Upgraded
software to process City Council agendas was
implemented in January 2014. The software
implementation has also allowed for posting the
agenda packet alongside the meeting video with
hyperlinks to backup materials for the agenda, as
well as relevant sections of the recorded meeting,
improving accessibility and transparency.
Significant progress has been made in preparing
and distributing Council agenda packets, and
efforts continue to further enhance the process;
greater efficiency is expected as a result of
additional staff training and acclamation to the
improved system, as well as efforts to continually
review the process for potential improvements.
Customer Service =
The City Clerk's office is the primary public counter
for City Hall and is often the first stop for residents
and other customers in need of assistance. As such,
one of the primary goals of the department is to
provide quality, accurate customer care. Most of
the remaining duties of the department are
mandated by state or local law, requiring strict
deadlines to be met by specifically trained,
professional staff. Staff is often pulled away from
state - mandated duties to answer phones and assist
customers. The department was able to hire a
qualified, part -time, hourly employee to provide
phone, counter, and administrative services in
January 2015, which allowed this function to
advance from (Yellow) to (Green) in fiscal year
2015.
• Boards & Commissions (Yellow)
The City Clerk's office provides support to board
and commission secretaries and staff, maintains
original resolutions and meeting minutes for every
board and commission, assists with the
appointment and onboarding of board and
commission members, and oversees mandated
ethics training. In fiscal year 2014, a handbook was
developed and training provided by the City Clerk's
office to staff who support boards and
commissions. Training is expected to be provided
on an annual basis in the future. Additionally,
templates were made available to staff in order to
standardize agendas, minutes and commonly used
documents. Although great strides have been
achieved in this area, City Clerk staff remains
unable to provide the degree of support and
process oversight needed city -wide to assist board
and commission staff. The function will advance to
(Green) with continuous improvement efforts to
streamline processes, as well as additional staff
support to free up those with subject- matter
expertise to provide process oversight.
• (Green)
The City Clerk serves as the local Elections Official.
The City Clerk plans and conducts local elections,
and works with the Registrar of Voters to ensure
compliance with local, state, and federal laws.
Additionally, the City Clerk provides relative
information and assistance to all candidates and to
the public. Great strides have been made to
increase available election information for the
public via the City's website.
• Carry out legally required duties as filing officer for
FPPC - regulated documents (Yellow)
2015 -06 -02 Agenda Packet 190 Page 287
The Fair Political Practices Commission (FPPC)
requires the filing officer (City Clerk) to notify filers
of their mandated duty to file, review filed
campaign statements and Statements of Economic
Interest (Form 700), as well as other duties,
including updating the City's Conflict of Interest
Code. The City Clerk has used existing resources to
streamline this process as much as possible. The
process of notifying designated filers of their filing
requirements was improved by implementing new
software designed for the management of Form
700s in February 2015. The City also received
approval from the Fair Policital Practices
Commission to allow for online filing of Form 700s
though this software system. However, funds have
not yet been appropriated to allow for online filing
and management of campaign statements. With
certain fields being required, the software reduces
the likelihood of errors and missing information on
the statements and thus reduces the amount of
time required to review the statements and
request amendments. It also would allow
statements to be made available online
immediately upon filing, in a searchable, easy -to-
use format for public viewing. The program would
reduce staff resources currently used to manage
the campaign statement notification and receipt
process, as well as allow the potential for future e-
filing, better facilitating the City's open and ethical
governance. As ready access to information
continues to grow in importance to the public, the
comprehensive implementation of this software
remains a high priority for the City Clerk's office.
Public complaints have received related to lack of
online access to campaign statements. Online
statements are quickly becoming the industry
standard and are now available in many
jurisdictions. Therefore, this category is classified as
(Yellow) and will become (Green) upon the online
availability of all FPPC - regulated documents.
• Post and /or publish legally required notices
There are a variety of notices that are required to
be posted and /or published, such as notices of
hearings, ordinance adoption, meeting
cancellations, and board and commission term
expirations. All notices are published on time and in
accordance with legal mandates.
• Maintain and update Municipal Code and Council
Policy Manual (Yellow)
As changes are made to the Municipal Code or
Council Policies, the City Clerk's office makes the
required changes. Most Municipal Code updates
are available online within two weeks of the
effective date of ordinances. This has been
classified as (Yellow) due to the need to evaluate
the policies contained in the Council Policy Manual
as well as the need to provide a more user - friendly
manual. In order to update the Council Policy
Manual, a committee consisting of managers from
each department would need to determine which
policies are outdated. Once other functions are
(Green), staff can focus on this project and develop
a maintenance plan. Once complete this function
will advance to (Green).
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RECORDS MANAGEMENT
• Public Records Act Requests (Yellow)
The City Clerk's Office processes, tracks, and
coordinates requests made under the California
Public Records Act (CPRA). As of mid -April 2015,
484 requests were processed in fiscal year 2015;
86% of the requests for records were fulfilled
within 10 days, 11% required an extension, and 3%
of the requests are currently open and in process.
This has been classified as (Yellow) because the
records management program has not been
updated, and city -wide records management
training has not yet been provided. An updated
records management program as well as training
events are currently in process and will help City
staff locate and provide records in a timely manner.
The function will advance to (Green) if 95% of the
records requested are provided within the 10 -day
period; unnecessary paper copies and manual
processes minimized, which may be possible
through the use of workflow software; and city-
wide records management standards used.
2015 -06 -02 Agenda Packet 191 Page 288
City of Chula Vista Proposed Budget
• Citywide Records Management Program (Yellow)
The Citywide Records Management program
requires managing City records in accordance with
state and federal laws, as well as best practices.
This includes establishing and managing standard
procedures related to records, training staff,
regularly updating and revising the retention
schedule as regulations and needs change, and
purging files. This function is considered (yellow) as
the existing program is extremely outdated. During
fiscal year 2015, with the assistance of a records
management consultant, the City Clerk's office
began the process of reviewing and updating the
records program to include electronic records and
newer document types, as well as account for
business changes since the implementation of the
previous version. The update to the program is
currently underway and is anticipated to be
brought before the City Council for approval in the
first quarter of fiscal year 2016. Additionally, city-
wide training will be provided to ensure consistent
application of the new procedures. An updated
records management program, record - keeping
training events, and adequate staff to assist with
the continuous maintenance of active files and off -
site records are necessary to consider this function
(Green).
City Clerk - Records Management
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2015 -06 -02 Agenda Packet 192 Page 289
DEVELOPMENT SERVICES DEPARTMENT
The Development Services Department is comprised of
five divisions, Planning, Building /Code Enforcement,
Housing, Successor Agency and Engineering /Land
Development, which provide direct services to property
owners, developers, and the City as required for the
entitlement and /or improvement of property. The
services provided encompass most development
related activities, including but not limited to, land use
entitlements, public infrastructure, production of
affordable housing, code enforcement, historic
preservation, growth management, grant
administration, open space, landscape planning,
grading and building permits.
DEVELOPMENT PLANNING, LAND DEVELOPMENT
The Development Planning and Land Development
Divisions are responsible for administering the City's
Zoning Ordinance and processing all applications for
planning entitlements and for all Engineering / Land
Development Permits within the City. Performance
metrics have been established to measure the level of
service to the public in the following areas:
o Complete Project Reviews within established
review cycles (typically 2 -3 weeks) depending
on the application type. The Development
Services Department (DSD) is the central
department to receive projects for review, but
relies on multiple departments to review
projects. The performance metric for project
reviews is to complete 85% of all project plan
reviews within the established due dates.
Currently 54% of all project reviews are
completed within the established due dates.
Primary factors include inconsistent adherence
to Permits Plus data entry protocols, and turn-
around times not being met by all members of
the multi - disciplinary team. Increased
attention and improvement is needed, and will
become a focus as DSD shifts to the Acella
Automation software system beginning in May
2015. (Yellow)
=9
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BUILDING DIVISION
• Building Plan Review (Yellow)
This Section protects the health and safety of Chula
Vista residents and visitors by ensuring all building
plans conform to minimum requirements of
adopted Federal, State and local building codes.
The primary functions of the Building Plan Review
Section are: 1) to conduct plan review of each
building project to confirm design conforms to
minimum requirements of adopted codes, and 2) to
provide applicants with clear and comprehensive
direction on modifying plans to meet code
requirements, and do this in the most efficient and
timely manner possible.
o The performance metric is to complete 85 % of
project reviews within established review
cycles. On average 60% of building plan
reviews are completed within established
timelines which is lower than the target of
85 %. During FY2014, the section performed
2,951 initial reviews and rechecks of building
permit plans, and in FY2015, as of March 24,
2015 has performed 2984 reviews.
• Building Inspection
This Section conducts several specific inspections of
each permitted building project to confirm that
construction is in accordance with permitted plans
and construction documents. The primary
functions of our Building Inspection Section
include: 1) conducting periodic inspections of each
building project to confirm that construction is in
accordance with approved plans and 2) preparing
accurate records of inspection activities and
archiving permit records.
2015 -06 -02 Agenda Packet 193 Page 290
City of Chula Vista Proposed Budget
o The performance metric is to perform 90% of
building inspections within 24 hours of request.
On average, 98% of the building inspections are
performed the next business day which
exceeds the target of 90 %. During FY2014, the
section performed close to 21,500 building
inspections, and in FY2015, as of March 24,
2015 has performed close to 15,000
inspections.
Development Services- Building Division
5 {CaWian}
i
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Building Plan Review Building Nspec# ion
CODE ENFORCEMENT DIVISION
Code Enforcement serves to protect the health and
safety of Chula Vista's citizens by identifying and
addressing violations of the Chula Vista Municipal Code.
Our Housing, Hotel /Motel and Mobile Home Inspection
programs upgrade and make safe the City's inventory of
affordable housing by requiring private reinvestment in
properties that are unsafe and substandard. Our
Abandoned Residential Properties program protects
residential neighborhoods from becoming blighted
though the lack of adequate maintenance and security
of abandoned properties.
General Code Enforcement
Officers respond to and investigate code violation
complaints. Complaints are made on a range of
enforcement matters including building without a
permit, illegal dwelling units, garage conversions,
accumulation of refuse and garbage, substandard
single - family housing conditions, abandoned
construction, illegal businesses, abandon vehicle
illegal signs and other code violations and blight.
Notices are issued to property owners and follow -
up enforcement commences if voluntary
compliance is not achieved.
o The performance metric is to perform 85% of
reported code enforcement inspections within
48 hours of complaint. In the current fiscal year
Greein
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eighty -six percent (86 %) of initial code
enforcement inspections were performed
within 48 hours of receiving complaint which
exceeds the target of 85%. During FY2014,
around 670 cases were opened, and in FY2015,
as of March 24, 2015, 436 cases were opened.
Development Services - Code Enforcement
General Code Enforcement
AFFORDABLE HOUSING /GRANT ADMINISTRATION
The Chula Vista Housing Authority coordinates and
administers the City's programs for promoting balanced
housing for families of all income levels. The Housing
Division staff is responsible for management of Housing
programs and policies as well as grant administration of
several Federal grants.
The performance metrics for the Housing Division are
set by State and Federal Law and are tracked through
various reporting requirements on a quarterly and
annual basis. Currently all grants, projects and
programs are meeting or exceeding the metrics as
required by either State or Federal law.
Green
Yellow
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Development Services - Affordable Housing /Grant Administration
Function AffordaNeHbusina/Girant Administration
LONG RANGE PLANNING
The Advance Planning Section is responsible for the
City's long -range planning activities involving the
following major areas of emphasis: Growth
Management, Historic Preservation, Multiple Species
2015 -06 -02 Agenda Packet 194 Page 291
Conservation Program, regional planning and General
Planning Maintenance and implementation.
• General Plan Implementation & Maintenance
Advance Planning is responsible for the periodic
update, and ongoing implementation /maintenance
of the City's General Plan (GP), as well as the
review of projects for GP conformance and any
related General Plan amendments. The GP is a
state - mandated document which serves as the land
use and policy guide for City decision making across
a broad set of subjects including land use,
environmental protection, economic development,
and public facilities and services among others.
Comprehensive GP updates are conducted
approximately every 15 years, with our last
comprehensive update approved in December
2005.
Current work is focused on completing GP
amendments in support of the Healthy
Communities /Complete Streets initiative;
supporting preparation of the University SPA Plan;
wrapping up GP amendments for the Freeway
Commercial area of Otay Ranch; coordinating with
the County on the Village 13 project; providing
support to the Arts Master Plan update; and
preparing framework provisions for a
Transportation Demand Management (TDM)
program.
• Project Reviews (Yellow)
Advance Planning Staff also conducts planning
project reviews. The performance metric for
advance planning project reviews is to complete
85% of all project plan reviews within the
established due dates. Currently 78% of all project
reviews are completed within the established due
dates.
Development Services - Long Range planning
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2015 -06 -02 Agenda Packet 195 Page 292
City of Chula Vista Proposed Budget M MW
ECONOMIC DEVELOPMENT DEPARTMENT
Economic Development is a collaborative effort
between the community, businesses and government
to grow the local economic base through actions that
support the expansion and creation of businesses,
develop new markets for goods and services and attract
top talent into the workforce. The following program
summary is a proactive approach to address the
increased demands and challenges facing our local
businesses by allocating resources and time to enhance
our outreach efforts and provide excellent customer
service to new and existing businesses. In addition to
the below mentioned efforts, economic development,
staff actively participates on the City team involved in
the Chula Vista Bayfront Project, efforts to revitalize
western Chula Vista, implementation of the Eastern
Urban Center, the University and Innovation District, as
well as, discussions concerning the acquisition of the
Olympic Training Center.
BUSINESS SUPPORT (Yellow)
Assisting new and established businesses to start, grow
and succeed is the mission of any Economic
Development Department. Our primary focus is to help
our business community thrive. The most important
business is the one that has already invested in the City
and so a number of our programs (workshops, training,
financial aid, tax rebates, employee recruitment and
training) and the programs of our local partners
(Chamber of Commerce, Third Avenue Village
Association, South County Economic Development
Council) are focused on helping Chula Vista businesses
succeed, grow, expand and start new businesses. This
year we are proposing new personalized services
(economic development ombudsman at the front
counter, staff to assist in understanding codes and
procedures) for the small business community to help
them get through the regulatory process, find financing
and apply for tax credits. Our programs are focused on
assisting new businesses to ensure they get through the
regulatory process, locate strategically, find financing
and are successful in their business venture. The metric
of these programs is to have a 90% satisfaction rate for
customers going through these processes. In order to
ensure this sense of satisfaction we will be surveying
our customers after service has been complete. The
FREBE program, is one of our most successful programs,
and averages fifteen site visits with businesses per
week.
WM
REGIONAL AND BI- NATIONAL COLLABORATION
(Yellow)
To strengthen regional accountability and sustainable
development within the region, collaboration with
regional partners is essential. Businesses are more
willing to invest in a region whose communities work
together and understand its neighboring jurisdictions as
well as its own unique assets. Chula Vista can boost its
economy in both the short and long term by
implementing a coordinated and collaborative
approach with a specific focus on engaging neighboring
communities, trade associations, regional economic
development organizations and the private sector. The
2013 Business Cluster Study identified a number of
organizations the City could partner with to pro - actively
market the opportunities available in Chula Vista. A
coordinated sustainable economic strategy can guide
Chula Vista in creating a culture of stewardship,
innovation and action that can lead to prosperity and
future economic gains. The goal is to educate every
Chula Vista resident, business, business association and
all our regional partners on the opportunities available
so that everyone can help market our City as the best
opportunity for investment. The metric is to attend 70%
to 90% of all our partners' board meetings, conferences
and trade shows. Our coordinated sustainable
economic strategy guides Chula Vista in creating a
culture of stewardship, innovation and action that can
lead to prosperity and future economic gains.
2015 -06 -02 Agenda Packet 196 Page 293
FINANCE DEPARTMENT
COMPTROLLER
The Comptroller Division is responsible for the day to
day accounting transactions of the City, preparation of
the annual financial statements, debt management,
annual disclosure requirements, IRS payroll tax
compliance, coordination of the annual independent
audit, issuing accounts payable checks and processing
bi- weekly payroll. The information provided by the
Comptroller Division assists City Council, City
Management, and the public and other agencies so
they can be informed of the City's financial standing.
• Financial Compliance Reporting Function I=
provides financial reports to the public, City
Departments, and other agencies so they can be in
compliance with Federal, State, and Local legal
requirements.
• Payroll Services Function (Yellow): processes
biweekly paychecks and prepares various
compensation related reports for employees and
governmental agencies as required by law. While
we are currently meeting deadlines this function is
(Yellow) because are at risk of not meeting
deadlines due to inadequate staffing coverage and
continuing technical problems with the financial
system. In order to shift this category into (Green),
funding for a business system analyst is needed in
order to optimize the use of the City's existing
financial system. This will lead to significant
process improvements and reliability of our
systems benefitting all departments.
• Accounts Payable Function - - : processes
approximately 14,000 payment requests for all City
Departments. The division is responsible for
reviewing each payment request for proper
authorization, documentation and available budget
in accordance with City Charter Section 504. While
there is room for efficiency and improvement, we
are meeting all deadlines without risk.
• Debt Service Management Function - -
provides debt management services for the City
which involves processing debt payments, annual
disclosure reporting and information to creditors
and the public on the status of City bonded
indebtedness.
• Banking and Investment Services Function - -
provides cash and portfolio management services
to the City in order to meet daily cash obligations
and optimize return on investments. We are
meeting a l l deadlines without risk.
• Fixed Asset Management (Yellow) provide Capital
Asset inventory and reporting services to City
Departments so they can safeguard City Property
and to accurately reflect the asset value in the
financial statements. Even though the Finance
Department made major strides towards
accomplishing its goal of taking a full Citywide
inventory of all its assets, this function is (Yellow)
for this Fiscal Year. Due to budget constraints the
Finance Department could only hire an hourly
employee to assist in the process of taking a full
Citywide inventory. Due to the restricted time
allocated to the hourly employee, the Finance
Department accomplished taking a full inventory of
the City's Equipment Assets, but still leaving the
inventory audit on Buildings, Land & Improvements
pending. The duties have been transitioned to a
fulltime staff on a permanent basis.
• Deferred Compensation Function - - : provides
administration and educational services to City
employees informing them of tax - deferred savings
programs.
-G reen
[rcWi d)
Yellow
5 ({autlon)
Red
Function
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Finance - Comptroller
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REVENUE & RECOVERY
The Revenue & Recovery Division administers the City's
revenue programs including utility taxes, sales taxes,
transient occupancy taxes and business licenses taxes;
directs and controls the accounting and revenue
functions of the City that include bank to book
2015 -06 -02 Agenda Packet 197 Page 294
reconciliations and assists in the preparation and
monitoring of the City operating budget.
•
•
•
•
Tax Administration Program - - : implements
and enforces the tax provisions of the Chula Vista
municipal code which includes Sales Tax, Business
License Tax, Transient Occupancy Tax, Utility Users
Tax, Real Property Transfer Tax and Residential
Construction Tax. We are meeting all deadlines
without risk.
Accounts Receivable Function ' - • : generates
invoices, revenue reports and collection services
for the City. The Accounts Receivable (A /R) function
is (Red) due to continued financial system
challenges. In order to move this function to
(Green), the Finance Department recently hired a
consultant to assess the overall financial system
(accounting software) which includes A /R. An
implementation plan for some of the consultant's
recommendations is currently under development.
As previously discussed, in order to implement all
of the recommendations, the department will
request funding for business system analyst
services in a subsequent fiscal year.
Collections Function - - : Previous reductions in
staffing levels limited the Revenue & Recovery
Division's ability to actively pursue city wide
collections and led to a rating of (Yellow) in the
past. In order to move this function into the
(Green) category, the Department contracted with
a full service collection agency to pursue delinquent
accounts that are over 60 days delinquent.
Delinquent accounts in several program areas are
being regularly turned over to the collection
agency, resulting in increased collection rates. Full
implementation is projected by the end of calendar
year 2015.
Revenue Generation /Fee Management Function
: is the lead in updating the City's Master
Fee Schedule. The Master Fee Schedule provides
details for the various fees charged by the City for
services provided to residents and customers. The
function recently improved from (Yellow) as a
result of shifting an analyst position from the
Budget & Analysis Division to Revenue & Recovery
who supports the coordination and analysis
required to update City fees in a timely manner.
Finance - Revenue & Recovery
Green
yellow
I -Eauffm)
Red
Function Tax Administration Accounts Receivable Collections Revenue
Program Generation /Fee
Management
PURCHASING
The purpose of the Purchasing Division is to provide
acquisition services to City staff so they can obtain
products and services at best value.
• Acquisitions Function (Yellow): provides
procurement and related services to City
Departments so they can obtain required products
and services for the best value in a timely manner.
This function is (Yellow) because of lengthy
processes to get products /services to departments
as well as limitations in ensuring the best prices for
the City due to limitations in the accounting
software and 50% reductions in staff over the past
five years. In order to move this function into
(Green), the department is including this process in
the systems review project and looking at
implementing Workflow, another feature of the
accounting software. In addition, the purchasing
process is being reviewed through the continuous
improvement program. A new Finance and
Purchasing Manager position was added to help
address these issues.
2015 -06 -02 Agenda Packet 198 Page 295
City of Chula Vista Proposed Budget
BUDGET AND ANALYSIS
The purpose of the Budget and Analysis Division is to
provide budget development, strategic planning, and
analysis services to the City Council, City Manager, and
departments so they can make informed decisions that:
better align resources with citizen needs, improve
operational efficiency and contribute to the overall
financial health of the City.
• Budget Development Function - - : is to
provide budget development, reporting, and
support services to the City Council, City Manager,
and departments so they can make timely and
accurate performance -based budgetary decisions
that are aligned with Council priorities,
demonstrate sound financial planning, and
strengthen public accountability and trust.
• Financial Management Information Function
: provides financial reports to the City
Council, the City Manager, and Department Heads
so they can be informed as to the current and
projected financial status of the City. (i.e. quarterly
fiscal status reports and monthly fiscal status
reports)
• Analysis Function (Yellow): is to provide fiscal and
operational analysis services to the City Council,
City Manager and departments so they can make
informed decisions that improve operational
efficiency and contribute to the overall financial
health of the City. This function is (Yellow) due to
the operating departments limited ability to
provide analytical support as a result of the
elimination of analyst positions in those
departments over the past few years. This has
impacted the Budget & Analysis division due to the
significant increase in analysis and departmental
support required over the past few years. The
division worked continuously through the fiscal
crisis to identify budget balancing strategies in
order to keep the City budget balanced and avoid
impacting the City's reserves. In addition, the
division was involved in costing analysis for ongoing
labor negotiations and analysis of continued high
profile projects. We anticipate that this function
may move into (Green) as the City's financial
condition improves and the need to provide
ongoing budget balancing strategies is reduced.
• Long -Term Financial Planning Function
involves the development of the City's Five Year
Financial Forecast as well as the City's Fiscal
Recovery & Progress Plan. The Division has
embarked on the development of the City's Long -
Term Financial Plan. In 2014, the data collection
and analysis is taking place in order to create the
Long -Term Financial Plan.
Finance - Budget & Analysis
]Achieved)
Yellow
5 ��as#�onN
RCS
(High Risk]
Function Budget Development Financial Management Analysis Long- Terra Financial
Informa #ion Planning
2015 -06 -02 Agenda Packet 199 Page 296
FIRE DEPARTMENT
OPERATIONS DIVISION
Emergency response can be broken down into three
areas: Dispatch, Turn -out, and Response Time. Each of
these areas depends on different indicators and is
budgeted for separately.
• Dispatch: Less than 1 minute(Yellow)
This is done through a contract with San Diego
Dispatch. This is the time from the 911 call received
to station alerting for response. The current
dispatch time averages 1 minute 14 seconds. The
goal is to dispatch in less than 1 minute. During
future contract negotiations with San Diego, efforts
will be made to enhance service performance.
• Turnout: Less than 1 minute ' - •
This is the time it takes for crews to don their
protective gear and respond out of the station to a
call. The current turnout remains over 2 minutes
according to FirstWatch and as a result we are not
meeting our GMOC response standards. In FY16,
Fire will continue to use FirstWatch software, as a
tool, to monitor and develop recommendations to
improve performance.
• Response /Travel Time: Less than 5 minutes ' - •
The new threshold adopted through the Fire
Facility Master Plan is 5 minutes. Since then we met
the 5 minute response time standard
approximately 60% of the time. Implementation of
the new Fire Facility Master Plan anticipates
enhancing these levels to the 90th percentile. In
FY16, Fire will continue to use FirstWatch software,
as a tool, to monitor and develop
recommendations to improve performance.
Fire - Qperation5
Green
lAd+ewed>
ha veil w
5 [Caulian]
Red
[Hi$hltiskh
Function Dispatch Turnout
Response/Tr.awIIrine
TRAINING DIVISION
• 100% of mandatory training completed annually
(Yellow)
The Department is in the process of updating
Training's organizational chart by adding a Battalion
Chief and a Fire Engineer at the Training Division.
This additional staff and new rank structure will
create efficiency and capability to allow the
Training Division to facilitate compliance for
mandatory training. The Battalion Chief will focus
on managing the division to include the budget and
planning, while the existing Captain and new
Engineer will focus on implementing the training
plan. Additionally, in FY16 the Training Division will
be developing a Training Program Administration
manual which identifies mandatory and other
required training.
Fire - Training
GcEgri
jAchl""I
yellow
Kalutiorij
Red
�Hi fh Ri%k1
Function 100% MandatoryTraining Completed Annw ,
PREVENTION DIVISION
• General Use Certificate Inspections: Complete new
business license inspections within one month of
application receipt (Yellow)
The Fire Department General Use Certificates
(GUC) are provided to each new business applying
for a business license. As a result of a current
vacancy and other capacity issues, improvements in
this category have been delayed. For FY16, Fire
requested consolidating hourly Fire Prevention
Aides to a new full -time position. This new position
along with dedicating other staff time should help
improve this function.
• Fire Comaanv Inspection Program: Percent of FCIP
inspections completed annuallyr - - j
The Fire Company Inspection Program (FCIP)
inspection assignments are divided amongst
geographical districts and shifts. Further, the
2015 -06 -02 Agenda Packet 200 Page 297
assignments are provided on a quarterly basis. At
this time, a l l FCI P inspections are tracking to be
completed before the end of the calendar year.
Additionally, inspections are now completed on
Department iPad minis. This has helped improve
efficiency in data entry. The department will seek
purchasing more iPad minis in order to improve
efficiency in the field to allow crews to complete
inspections more efficiently.
• Fire Safety Engineering Plan Reviews: Conduct plan
reviews within established time frames 90% of the
time - The established time frames vary based upon the
permit types (i.e. tenant improvement, residential,
commercial, etc.). At this time, the reviews are
being completed higher than the 90th percentile. •
• Prevention to perform origin and cause fire
investigations for 100% of fires as defined under
the policy - This performance measure includes all fires being
investigated by a trained Fire Investigator from the
Fire Prevention Division. At this time, Prevention
Fire Investigators only investigate origin and cause
fire investigations as defined under the policy. The
current policy limits the fires that Investigators
respond to. This policy was set in place to create a
manageable workload and help limit overtime. The
department's goal is to have all fires be
investigated by a trained Investigator. This would
require additional resources.
Fire - Prevention
(Achieved)
Yel10W
5 {CauUon)
Red
{HIghRlskl
FuncOori General Use Fire Company Fire Safety Origin and Cause Fire
Certificate Cnspections Inspection Program Engineering Plan Investigations
Reviews
ADMINISTRATIVE DIVISION
• Purchasing (Yellow)
Provides procurement and related services to all
Divisions of the Department, processes payments
and obtains required insurance documents for all
vendors as specified by the Department of
Finance's insurance requirements, works with
Department of Finance to ensure lowest cost while
meeting a l l safety requirements. The Department
has a Principal Management Analyst, who oversees
the purchasing unit and ensures funds are spent
according to budget, as well as, review and approve
purchase requisitions and backup documentation.
The Department also has two hourly Sr. Office
Specialists who process and track all purchase
order requisitions, and serve as the liaison for the
department with vendors and the Finance
Department. The goal of the department is to hire
a full -time Sr. Fiscal Office Specialist to create more
efficiencies and consistency in the process.
Contracts(Yellow)
The Department is responsible for several contracts
with various vendors. These include purchasing,
shared services, mutual aid, automatic aid, and fees
for service contracts. Contracts are now managed
by the Principal Management Analyst, which means
all contracts are centralized. Oversight has
improved during the last year and this function
should move to green in the near future.
JJCM(Green)
This function processes biweekly payroll for all
Divisions of the Department. A recent change
which eliminated the paper system and moved us
to using the fully automated "Telestaff" system has
greatly improved the efficiency of the process.
Additionally, the Principal Management Analyst
reviews the biweekly payroll processed and any
corrections are done prior to payroll being
finalized. This change adds a layer of control to
payroll processing to eliminate errors.
• Records Management /Reports(Yellow)
Management of the RMS reports to both State and
Federal authorities. This function manages our day
to day incident reports. This function also facilitates
our regulatory and legal compliance with HIPPA
and other mandates. Monthly reports are
generated for compliance to GMOC and NFPA
Standards relating to Operational Responses. This
function also responds to public requests under the
Public Information Act. Due to other responsibilities
2015 -06 -02 Agenda Packet 201 Page 298
City of Chula Vista Proposed Budget
this function has been delayed in meeting goals and
needs for the Department.
• Data Research(Yellow)
This function collects and analyzes department -
wide data related to all lines of business. Software
is used to determine the best suitable locations for
future Fire Stations (Fire Facility Master Plan) and
project unit placement. This function also develops
best suitable locations for the phased in
implementation of the new Advanced Life Support
Program. Due to other responsibilities this function
has been delayed in meeting goals and needs for
the Department.
Fire - Administration
m Yellow
_ iCaulion)
Red
(HIghRlskj
Fu netian 0 O r
C6 8 °' 06
ra
2015 -06 -02 Agenda Packet 202 Page 299
HUMAN RESOURCES DEPARTMENT
HUMAN RESOURCES OPERATIONS
• Recruitment & Selection MIMI
Recruitments are monitored from when the
recruitment is assigned to the establishment of the
eligibility list. The department is meeting the goal
to complete recruitments in less than 60 days from
assignment to analyst to establishment of an
eligibility list. The service level is considered
(Green) if the recruitment is completed in less than
60 days, (Yellow) if the recruitment falls between
60 to 90 days to complete, (Red) if the recruitment
is over 90 days.
• Classification /Compensation ' - •
Classification reviews from departments are
analyzed and a recommendation is completed
within 60 days of receipt. This service level is
considered (Red) because it is currently taking the
department approximately over 90 days to
complete the assignment. The service level is
considered (Green) if the classification review is
completed in less than 60 days, (Yellow) if the
review completion falls between 60 to 90 days to
complete, and (Red) if the classification review is
over 90 days. Historically, classification reviews
were only conducted if initiated by a Department
Head. In late 2013, the City allowed for employee -
initiated position classification reviews which have
substantially increased the number of reviews
conducted by the Human Resources Department.
The number of requests increased from an average
of three per year to an average of 29 in each of the
last two years. The department is modifying this
measurement in future years to completion within
60 days of being assigned to an analyst in order to
be reflective of the increased number of requests
based on procedure changes.
• Trainin (Yellow)
While we are currently providing all mandated
training programs training is an area the City has
fallen short due to reductions in staff and budget to
support training activities. With the analysts'
current workload, in -house training will continue at
service level (Yellow). This function would be
considered (Green) if we were able to provide staff
training in the areas of supervisory training,
leadership development, individual development
and advanced software training. In absence of
being able to provide this proactive training
directly, we pass on information on free trainings
offered by partner agencies.
Human Resources- Operations
Green
(Achieved)
� Yellow
(10n)
Red
iH, 1i5k)
t'unc'tion
Recrukrnent & Selectiipn Class'rfiication jCompen5ation Training
BENEFITS
• Offer Comprehensive Benefits - -
Maintaining a comprehensive benefit program is
essential to attracting and retaining well - qualified
employees. The City has continually offered
benefits that are at the same level, if not better,
when compared to other public sectors. The City's
benefit program includes: a Cafeteria Plan
(medical, dental, vision, Flexible Spending
Accounts), life insurance, disability insurance,
Employee Assistance Program (EAP), Professional
Enrichment Program, Wellness Program,
CaIPERS /PARS and Unemployment (EDD).
• Employee Wellness Initiative - -
Studies have shown that a strong and healthy
workforce results in greater productivity, lower
health costs and increased employee satisfaction.
Our employees play a role in the health of our
community. By supporting wellness and healthy
outcomes for our City employees we can set an
example and support a healthy community. We are
in our second year of our in -house initiative,
"Wellness Works." Over the past year we have
been able to offer a number of opportunities aimed
at raising employee awareness of health concerns
that they have the power to control through
lifestyle changes. Initiatives this year included a
Lazyman Triathlon, blood pressure and skin cancer
screenings, on site flu shots, and a Weight Loss
Challenge. We continue to make improvements to
our fitness centers to improve employee usage of
2015 -06 -02 Agenda Packet 203 Page 300
those facilities. The Committee continues work on
their goals for the year with monthly wellness
topics. The Committee will continue to develop
innovative ways to get employees involved. Some
of these may involve incentives that will most likely
require additional resources to achieve.
• Administration of Retiree Health Plan for retirees
and their dependents, and COBRA continuation
plan (health, dental, vision, Flexible Spending
Accounts (FSA) and Employee Assistance Program
EAP
Retired employees are eligible to continue to
participate in the City's medical insurance plans at
their own cost. Retirees and other former
employees and qualified dependents are also
allowed to participate in certain benefit plans
(health, dental, vision, flexible spending accounts
and our Employee Assistance Program) again at
their own cost for a period of time prescribed by
law. The administration of the Retiree Health Plan
was brought back in -house effective January 1,
2013. After reviewing the processes using the tools
of continuous improvement it was determined that
efficiencies and service levels improvements would
be achieved by doing so. It was also determined
that the administration of the COBRA plans is still
better served by contracting with a third party
administrator.
• Ensure compliance with employee benefit laws and
regulations
To date, the City's benefit program is in compliance
with federal and state laws. This includes newly
approved and revised legislations affecting
employee benefits such as Paid Sick Leave, Patient
Protection Affordable Care Act, the federal Family
and Medical Leave Act (FMLA) and the California
Family Rights Act (CFRA).
• Data processing and maintenance (Yellow)
This includes employee payroll set -up, differential
pay, benefit coverage updates, retirement set -up
(PARS and CaIPERS) and fiscal /calendar year -end
updates. Although payroll transactions are
processed in a timely manner, we do not have
resources to carry out periodic audit functions.
him
Service level would be (Green) if we can fund IFAS
programming modifications and devote staff to
implement changes.
• Employee Online Enrollment (Yellow)
The City currently maintains a web -based system
where employees are able to make their benefit
elections, access and make changes to their
personal information. The system currently used,
"Employee Online (EO)" is a product of SunGard. In
2006 when the system was implemented EO was
chosen because of its relation to IFAS, our payroll
and accounting system, and initially it served our
purposes.
It has become increasingly more challenging to
customize the system to accommodate the
complexity of the unique and multiple benefit plan
designs of each employee group. Every change, no
matter how minor, requires hours of HR and IT staff
time in addition to the amount charged by SunGard
to make the changes. Additionally the time and
resources spent have not always produced
solutions.
Three months after the close of 2015 Open
Enrollment, Human Resources Technicians were
still manually processing enrollments. The current
system has made it extremely difficult to keep up
with the increasing complexity and ever changing
federal and state requirements of benefits
administration.
Service level will be (Green) if we can replace or
upgrade online employee benefit system in order
to achieve full operational excellence and to be
able to provide quality customer service to our
employees and our partners in benefits
administration, such as the Finance and IT
Departments.
2015 -06 -02 Agenda Packet 204 Page 301
Human Resources - Benefits
Green
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RISK MANAGEMENT
• Disability Management
This function serves as a liaison between injured
employees, their departments, medical providers
and our third party administrators for workers
compensation (Tristar Risk Management), short -
and long -term benefit providers to ensure that
injuries are reported in compliance with applicable
laws, that claims are investigated to determine
whether they are work related, that
communication between the department, the
injured employee and the treating physician are
maintained in order to identify ways of returning
the employee to some type of work within their
limitations so that they may remain a productive
part of our workforce. In addition the Disability
Management function ensures that the City follows
all applicable leave laws: Family Medical Leave Act
(FMLA), California Family Rights Act (CFRA), and
Pregnancy Disability Leave which due to their
nature are complex and convoluted. The
department is meeting all requirements in this
function. However, staff is aware that there are
many manual processes in this area that should be
reviewed for improvement. Greater efficiencies
could free up staff time more aggressively carry out
the recently promulgated Return to
Work /Transitional Duty program.
• Occupational Health and Safety (Yellow)
This program ensures that the City is compliant
with all CalOSHA requirements and identifies and
provides education, corrective measures, personal
protective equipment to prevent injuries to
employees and the public. For the most part Safety
staff has been able to keep up with the
requirements. The area of this program that brings
it to a yellow status is that the City is behind in two
of the major components of OSHA compliance:
record keeping, and follow -up and documentation
of corrective actions. Additionally, the City's Injury
Illness and Prevention Plan (IIPP) that was drafted
in the 1990's is in need of updating and
dissemination amongst the workforce.
• Recovery on Damages to City Property
This function pursues restitution either from the
perpetrator or their insurance when the City has
suffered damages to its property or staffing
resources impacts have resulted from the third
party's action. Staff works with other City
departments to obtain reports and estimates of the
damages incurred. This program recovers
approximately $200,000 per fiscal year. The funds
collected reimburse DUI response staff costs and
provide revenue to pay for repairs incurred. These
recoveries benefit many City funds including the
General Fund, the Central Garage Fund, and Open
Space funds.
rireen
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2015 -06 -02 Agenda Packet 205 Page 302
INFORMATION TECHNOLOGY SERVICES
The Information and Technology Services Department is
currently undergoing a thorough top -to- bottom review
at the time of this report (April 2015). Data from this
review will most likely change the outcomes of many of
these categories reported below.
OPERATIONS & TELECOMMUNICATIONS (Yellow)
Operations & Telecommunications provides planning,
support and maintenance of the City's voice
communication systems. This service level is considered
(Yellow) based on the need to do a full scale
replacement of the City's phone system. Currently the
City deploys an analogue phone system with limited
functionality in terms of advanced communication
capabilities. Modern phone systems are digital and
utilize Voice Over IP (VOIP) protocols which result in
advanced communications capabilities which will be
fully integrated into the City's office productivity
applications (i.e Outlook) and be able to provide
seamless communications connectivity for the
employees whether it be by phone, video conferencing,
instant messaging or other forms of communications.
Staff anticipates development of a Request for Proposal
in the 2nd quarter of Fiscal Year 2016 for a new system.
Operations and Telecommunications also provides
support to the City's main computer data back -up
system. As the current system is comprised of older
technology, staff has begun work on identifying a
replacement system which will provide a much more
robust disaster recovery capability as well as much
quicker recovery speeds. By utilizing cloud
technologies, should a disaster occur in Chula Vista, the
City will be able to maintain continuity of operations
through a virtualized computing environment which
can be activated in mear minutes for all critical systems.
PROGRAMMING AND APPLICATION SUPPORT —
CUSTOM APPLICATIONS '-•
Programming and Application Support provides design,
management, and support for custom and 3rd Party
( "off the shelf ") software applications.
The service level for programming and support of
custom applications is considered (Red) based on the
current workload levels for the two Sr. Programmer
Analysts. As the City moves forwards on various major
software purchases /upgrades, the Sr. Programmer
him
Analysts are normally dedicated almost 100% to these
major projects which means a significant number of
other important projects are often not able to be
completed in a timely manner. With upcoming
upgrades to the City's financial system (IFAS), and other
projects which require programming (open enrollment,
MOU implementations, various data warehousing
projects, etc), the need for skilled application support
for custom applications are at an all -time high. Without
this much needed support, access to valuable data in
our various data management systems is not available
to City staff.
PROGRAMMING AND APPLICATION SUPPORT —
SUPPORT OF 3RD PARTY SOFTWARE (Yellow)
Programming and Application Support provides design,
management, and support for 3rd party software.
The service level for support of 3rd party software is
considered (Yellow). It would be considered (Green) if
we were able to be proactive and implement additional
software features that allow users to take full
advantage of the software being used. This would
require additional dedication application support staff.
HELP DESK RESPONSE (Yellow)
Since the beginning of Fiscal Year 2015, the Department
has responded to 6,588 Web Help Desk tickets. This will
result in approximately 8,000 tickets for the entire fiscal
year. Although great effort has been made over the last
6 months to incorporate all calls for service into the
Web Help Desk, staff estimates that approximately 10%
of calls to ITS don't get logged into the Web Help Desk.
Conservative estimates of the total number of calls into
ITS for service is probably closer to 9,000 per year.
There are 4 different types of Priority calls and the
overall response time for a l l calls. Staff strives to handle
Priority 1 emergency calls within 4 hours, Priority 2 high
priority calls within 1 business day, and Priority 3
medium priority within 2 days and priority 4 low
priority calls within one week.
The chart below details the percentage of calls handled
within the allotted time period:
%on Time 87% 72% 71% 64%
2015 -06 -02 Agenda Packet 206 Page 303
City of Chula Vista Proposed Budget
Staff is doing an extraordinary job keeping up with the
number of Web Help Desk tickets, although not at the
desired level of 90% on -time threshold. There are a
wide variety of reasons as to why staff is unable to
meet the 90% threshold. The three primary reasons
a re:
1) Staffing Levels — with well over 1,000 PC's, 160
servers, numerous printers, copiers and other
devices which are connected to the City's
network infrastructure, staff is literally jumping
from one ticket to the next with little time
available for proactive work.
2) Desktop Environment Out of Date — well over
half of the desktops in the City need to be
replaced with updated hardware and software.
3) Server Environment — Nearly 60% of the server
fleet is on aging hardware well beyond the
typical lifespan of a server, as well as operating
on operating systems that are no longer
supported by Microsoft.
Staff is currently working with various vendors to try to
remediate the issues stated above.
SERVER ENVIRONMENT ' - •
This category is (Red) as over one half of the servers
which support the various software applications are
Windows 2003 or older servers. This has become
problematic for two reasons: 1) Microsoft will end all
support for Windows Server 2003 servers in July 2015.
This will mean no important security updates will be
pushed out, and no bug fixes will be issued. 2) Applying
new Windows Server 2012 servers into the fleet of
older servers has resulted in a variety of failures due to
conflicts between the versions of server software. This
has significantly impacted email services to the Police
Department, as well as a host of other issues
throughout the City which have required significant
amount of IT staff time creating work - grounds to get
the software working correctly. And oftentimes, these
work - grounds require constant tweaking as new issues
arise. Staff is currently working with various vendors to
seek solutions to these issues.
DESKTOP ENVIRONMENT ' - •
Nearly 60% of the 1097 desktop computers in the City
still run the Windows XP operating system. Microsoft
ended support for Windows XP in April of 2014. That
means the majority of the City's desktop computers
haven't had a security or software update to their
operating systems in a year. This presents a significant
security concern as any new security exploits
discovered will go untreated in Windows XP. With the
large amounts of confidential information that the City
has, this presents a significant liability, especially if
there is a data breach which is a result of a Windows XP
system being compromised. The other issue that we are
starting to see is that Windows XP can only run Internet
Explorer 8.0. This has become problematic as many of
the newer software solutions utilize Internet Explorer
10 and above as the "front end" of their software
solution (what you see when you're using the program).
The Finance Department is a perfect example of where
we needed to do upgrades to all the computers in order
to be able to run the latest versions of Springbrook. The
Police Department was also forced to upgrade several
computers throughout the Department as their
backgrounding software would only work on the latest
versions of Internet Explorer. This is a trend that will be
accelerating as we upgrade software throughout the
City.
NETWORK UPTIME (Unknown)
The City does not currently have adequate network
monitoring software to make a proper determination of
the network uptime.
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
The GIS Section provides GIS data and mapping support
to all Departments. We currently have 2 full time GIS
Specialists who assist in maintaining our GIS databases.
GIS also houses numerous interns throughout the year
which contribute to a wide variety of GIS Although GIS
meets or exceeds current staff expectations, we are
collaborating with agencies in the South Bay to possibly
provide GIS support and find more efficient ways to
exchange and maintain our GIS database. Sharing GIS
data and resources between agencies will result in a
better product for staff and the general public.
Information Technology Services
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2015 -06 -02 Agenda Packet 207 Page 304
LIBRARY ACCESS
• Open Hours •
The Library needs to be open in order to provide
books and materials, trained and friendly
assistance, and a safe community gathering place
for study, meeting and community outreach.
Service level goals are based on national norms,
patterns of local public use, and input from
residents and elected officials.
(Green) = 7 days a week, 4 evenings a week, with at
least 52 hours of service per week per
branch
(Yellow) = 6 days, 2 or 3 evenings, with between 52
and 40 hours of service per week per
branch
(Red) = 5 days, 40 hours or less per outlet
Civic Center Branch open hours - -
South Chula Vista Branch open hours - -
Otay Ranch Branch open hours (Yellow)
• Space ' -•
Adequate space per person is needed to allow
access to the basics of tables and chairs for study,
shelving to house and manage an adequate
collection of materials, space for necessary
computers, opportunities for study, meetings and
gathering places, community information display
and distribution, children's story times, activities
and early learning support.
Square foot per person threshold is based on
Growth Management Oversight Commission
(GMOC) standards and library best practices.
(Green) = 0.5 to 0.7 square foot per capita
(Yellow) = 0.4 to 0.5 per capita
(Red) = below 0.4 per capita
Chula Vista Public Library System = 0.38 ' - •
There is also a County Library Branch (Bonita) on
City owned land that services the residents in the
area. If the square footage (10,400) and population
of the service area (13,882) of the Bonita Branch of
San Diego County Library were included the result
would still be below the standard at 0.402 (Yellow).
Staff Assistance ' - •
The Library is not a self- service institution. Trained
staff is needed to assist, guide, direct, interface
with computers, present literacy and early learning
experiences, train and evaluate volunteers, provide
class visits, and perform outreach and represent
the City to community groups and organizations.
Population served per FTE staff:
Statewide mean = 4,121 population served per FTE
staff
(Source: California State Library 2012 -13 data,
California Libra ryStatistics.com)
(Green) =4,121 (statewide mean)
(Yellow) = 5,151 (exceeds mean by 25 %)
(Red) = 6,182 (exceeds mean by 50 %)
Chula Vista Public Library System= 6,363
FTE @ Chula Vista Public Library = 40.35
Library - Access
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• Materials spending per capita
Statewide mean = $4.02
(Source: California State Library 2012 -13 data,
California Libra ryStatistics.com)
(Green) _ $4.02 (statewide mean)
(Yellow) _ $3.02 (75% of mean)
(Red) = $2.01 (50% of mean)
Chula Vista Public Library System= $0.78 ' - •
2015 -06 -02 Agenda Packet 208 Page 305
Library - Collection
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INFORMATION TECHNOLOGY (Yellow)
The Library's goal is to provide up -to -date technology
that responds to the needs of the residents.
• Computers per 1,000 population
Statewide mean = 0.81
(Source: California State Library 2012 -13 data,
California Libra ryStatistics.com)
(Green) = 0.81 (statewide mean)
(Yellow) = 0.47 (40th percentile)
(Red) = 0.36 (25th percentile)
Chula Vista Public Library System= 0.47 (Yellow)
2015 -06 -02 Agenda Packet 209 Page 306
MARKETING AND COMMUNICATIONS
MARKETING AND COMMUNICATIONS PROGRAM
(Yellow)
The City of Chula Vista implements a proactive,
informative, creative, and innovative marketing and
communications program. The Office of
Communications coordinates this program which
supports the wide - ranging initiatives and activities for
the City of Chula Vista. A Marketing and
Communications Plan guides these efforts, and
elements of the plan also are included and tracked as
part of the City's Strategic Plan. Key elements of this
plan include implementation of a branding /marketing
program, community engagement efforts, strategic
alliances, Web and social media programs, media
relations, and process improvements for internal and
external customers. Progress has been made in the last
three years, so this is at (Yellow) status. As more
elements are implemented, this will move to (Green)
status.
COMMUNITY ENGAGEMENT (Yellow)
The City of Chula Vista implements a proactive
community engagement, outreach, and participation
program. These efforts include involving residents in
the decision - making process, providing information to
the public, holding public meetings, updating and
enhancing our Web site, expanding our social media
program, and implementing innovative solutions to
communicating with and getting information from
residents and stakeholders. This effort involves
enhancing strategic alliances with South Bay and
regional community stakeholders, representatives of
agencies and organizations, marketing, and
communications, print and broadcast media
representatives, and business leaders. Progress has
been made in the last three years, but remains (Yellow)
as elements continue to be developed.
CITY OF CHULA VISTA PROGRAMS AND SERVICES
(Yell o w)
The Office of Communications provides strategic and
creative communications, marketing, graphic design,
and web services for numerous programs and services.
The team assists staff in their efforts to promote City
services, provide public education, engage
communities, build media awareness, and enhance
economic development in Chula Vista. Marketing,
communications, and graphics support will be provided
to:
41
• Provide communications, marketing, branding, and
graphic design support for Economic Development
work plan
• Develop and implement Explore Chula Vista
program to promote existing City assets and
attractions.
0 Retain quality local special events and pursue
larger -scale public events to attract local and
regional audiences
• Collaborate with other stakeholders to enhance
tourism in the City of Chula Vista
0 Further streamline and enhance special events and
film production process to attract more events to
the City
• Continue to promote the Library, Parks and
Recreation, CLEAN program, Public Safety, and
other City programs
Expand involvement with communications
professionals through the South County Alliance of
Marketing Professionals (SCAMP)
Continue expanding social media efforts to benefit
all City programs
There have been a number of successes to report in the
last three years. A new city website was developed and
launched. Programs have been developed, social media
has greatly expanded and collaborations have
increased. This will move from (Yellow) to (Green) as
more elements are implemented.
MARKETING BIG PICTURE PROJECTS
The City of Chula Vista is developing a number of
projects that will transform the City. Each of these
projects requires communications and marketing
efforts to be implemented in collaboration with other
agencies, business and community leaders,
organizations, residents, and other stakeholders. The
Office of Communications provides strategic and
creative communications and graphic design support
for the Chula Vista Bayfront, University and Innovation
Center, Millenia Project, Third Avenue revitalization,
and other projects. A strong collaboration has been
established with the Port of San Diego and other
entities to advance the Bayfront Master Plan.
2015 -06 -02 Agenda Packet 210 Page 307
City of Chula Vista Proposed Budget . = I
CITY WEBSITE - -
The new City website was launched in February 2015.
The website promotes and markets City services,
programs, and events as well as Chula Vista's assets and
attractions. City staff has been trained on the new
content management system to update web pages so
the most current information is available to the public.
The new website promotes access to public broadcast
of council meetings, social media, community
engagement, public participation, and two -way
communication. The new website is accessible with
mobile devices, provides easy access to translation
function and it is ADA compliant. The new website also
serves as a tool to market the City.
Marketing and Communications
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2015 -06 -02 Agenda Packet 211 Page 308
POLICE DEPARTMENT
COMMUNITY PATROL (Yellow)
Responding to citizen's calls for service in a timely
manner and providing quality police service are primary
functions of the Community Patrol Division. In
February 2015, Growth Management Oversight
Committee (GMOC) response time thresholds were
amended to be consistent with industry standards for
the Police Department to 1) Respond to 81% of the
Priority I emergency calls within 7 minutes 30 seconds
and maintain average response time of 6 minutes; and
2) Respond to all Priority II urgency calls within 12
minutes.
In 2012, the Department commissioned a staffing study
from Matrix Consulting Group which recommended
that the department should maintain approximately
40% average proactive patrol time. Through various
changes to the Patrol Division via scheduling and
various management changes, the Community Patrol
Division has been able to increase the availability of
proactive time from a low of 21% to nearly 34 %.
Although this is an overall increase in proactive time,
the availability of proactive time during the peak patrol
hours (8AM — 8PM) remains low. With five Community
Service Officer (CSO) positions restored in the Patrol
Division, the Department was able to redirect low
priority calls for service to these civilian positions and
free up officers to focus on high priority calls for
service. Additionally, the Department implemented a
new Security Alarm Ordinance effective July 1, 2014,
which reduced the number of false security alarms
throughout the City, thereby freeing up officers to
respond to higher priority calls for service. Based on
the first nine months of the Ordinance in place, the
number of false alarms calls has decreased by 9 %, when
compared to the prior nine months.
With 13 total sworn vacancies, the Department has
placed a high priority on hiring new officers. Beyond the
current vacancies, the Department is expecting a
sizeable number of retirements throughout 2015. The
Department also expects a number of vacancies in the
sworn classifications due to employees accepting
positions in various law enforcement agencies in San
Diego County. This could further exacerbate the staffing
issues if the Department is unable to recruit and hire
officers in a timely manner (A discussion regarding
hiring is mentioned in "Employee Services "). The
overall function is (Yellow) considering the operational
changes that are being implemented and resources are
already budgeted for this function.
The overall function for this division is (Yellow) mainly
due to anticipated revenue decreases in Police grants
that fund personnel. Funding for one sergeant and one
agent assigned to the Southwest Border Ant -Money
Laundering Alliance will end in December 2015, and
funding for one officer assigned to the Promise
Neighborhood program will end in December 2017.
Additionally, one Police Community Relations Specialist
is partially funded by the Justice Assistance Grant (JAG),
and one sergeant and two officers are funded by the
State Law Enforcement Supplemental Fund ( SLESF).
Because JAG funds have been decreasing each year and
SLESF is not guaranteed funding, the Police Department
is recommending to restore these positions in the
General Fund and utilize grant funding for one -time
equipment expenditures rather than ongoing personnel
costs.
While sworn officer vacancies and a high volume of
employee retirements continue as challenges, Chula
Vista remains among the safest cities in the country
with populations over 200,000. According to FBI
Uniform Crime Statistics, the total overall crime rate in
Chula Vista decreased by 13% in 2014 when compared
to 2013.
• Community Engagement - -
The Police Department conducts a variety of
community outreach functions in order to ensure
that the Police Department is responsive to the
needs of our diverse community, and that
important information is relayed to residents
regarding crime and disorder issues throughout the
community. This function is (Green), although it
should be noted that the Department does not
currently conduct any formalized community -wide
survey to ascertain what the citizens feel are
important issues in terms of crime and disorder in
their neighborhoods. This type of survey would
help the Department set overarching goals to
address these issues.
2015 -06 -02 Agenda Packet 212 Page 309
Police - Community Patrol
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CRIMINAL INVESTIGATIONS (Yellow)
The Criminal Investigations Division is comprised of
General and Special Operations detectives charged with
investigating various felony and misdemeanor crime
cases and providing detailed crime reports to the San
Diego District Attorney's Office (or other judicial
authority) for prosecution. The overall function is
(Yellow) due to high caseloads, increased expectations
from stakeholders (Community members and
prosecutors), as well as position reductions in detective
staffing over the last eight years. In 2007, five of the
ten property crimes detectives were eliminated and
one family protection unit detective was frozen. The
reductions have negatively impacted the division's
ability to investigate both lower level felony and
misdemeanor cases. A majority of property crimes are
only proactively investigated if they become series
related and evidence of suspect identity is discovered.
Furthermore, the implementation of the body worn
camera program will require additional time for
investigations to review standard arrest cases.
Staff reductions in the Investigations Division in 2010
eliminated a Special Operations Lieutenant, and two
Narcotics Enforcement Team positions thus reducing
the Department's effectiveness in dealing with narcotic
related complaints received by the community. In
2013, the Special Operations Division eliminated
another five detectives in regional task forces thereby
reducing our presence and influence to investigate
organized and cross border related crimes. The
reductions in the Special Operations task force
positions have reduced the Department's ability to
work large -scale conspiracy cases, thus reducing asset
forfeiture funding. Recent changes in the Attorney
General's asset forfeiture guidelines will continue to
have a negative impact on the department's forfeiture
funds.
The second phase of the Matrix study was completed in
2013, and there were various recommendations for
staffing changes in the Criminal Investigations Division.
These changes have not been implemented yet, but will
be considered in the Department's strategic plan.
Police - Criminal Investigations
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SUPPORT OPERATIONS (Yellow)
The Support Operations Division provides operational
support to both the Patrol Operations and Criminal
Investigations divisions. The Support Operations
Division consists of the Professional Standards Unit, City
Jail, Forensic and Property /Evidence Units, Police
Technology and Police Dispatch. These units all provide
direct support to the field officers and detectives. The
overall function is (Yellow) due to the ongoing
recruitment challenges in Employee Services and the
critical staffing and equipment needs in Police Dispatch;
both of which are high priority functions in the Police
Department.
• Employee Services (Yellow)
The Professional Standards Unit is responsible for
personnel recruiting, background investigations
and hiring for the Police Department. The Unit is
also responsible for training and internal affairs
investigations. This function is currently (Yellow).
Currently there are 13 vacancies (as of April 7,
2015) in sworn staff which has a significant effect
on the Department's ability to achieve proactive
patrol time targets. Although the Department has
taken steps to increase the number of staff in
Professional Standards, the workload involved in
successfully recruiting qualified candidates, and
conduct thorough and detailed background
investigations, impact the unit's ability to meet
hiring goals. The unit plans to implement a new
internal affairs /professional standards software
system which will significantly improve operational
efficiencies.
2015 -06 -02 Agenda Packet 213 Page 310
City of Chula Vista Proposed Budget M MW
Additionally, the Professional Standards Unit is
responsible for coordinating mandatory
qualifications and training for the Department.
Funding for training remains an issue for the
Department, especially in light of reduced funding
from the State of California. Since police work is a
high liability function, training is a critical
component to the overall risk reduction for the
City. Further erosion of training funds will mean
reduced training, and potentially more liability
claims against the City. This function will positively
impact Community Patrol if addressed with
adequate resources.
Police Dispatch '-•
The Police Dispatch unit provides critical
communication between officers in the field, and
citizens reporting emergencies to the Department.
The unit is currently facing some of the same
staffing issues that Community Patrol does. There
are several retirements anticipated within the next
year and the hiring process for Dispatchers is much
like a Police Recruit, with long training cycles after
hire. Therefore, when a vacancy occurs, it could
take up to one year before a new hire is capable to
work as a Dispatcher. Current staffing levels also
offer no flexibility in terms of being able to absorb
leave use by dispatchers. Each time leave is used,
the vacancy must be filled by overtime. This is
putting additional stress on dispatchers as they
work longer hours, and have less down time from
an already stressful job. There are also several
information technology related issues related to
the Computer Aided Dispatch (CAD) system that
continues to cause operational issues for the
dispatchers. The Department considers these IT
issues as critical as they affect the ability of
dispatchers to operate the CAD system which is
used to track each incident that is called into the
Police Department. Much of this information is
critical to officer safety.
Police Technology ' - •
The Department remains resolute for the need a
manager level position to oversee the
department's security and technology needs. The
Department is facing multiple high -level technology
projects that will require the skill and experience of
a manager who thoroughly understands law
enforcement technology needs. These projects
include replacement of the aging Mobile Data
Computer fleet, implementation of the new
federally mandated Advanced Authentication
protocol, replacement and upgrades of various
police related software programs, as well as future
replacements of the Computer Aided Dispatch
(CAD) system and new radio system.
As a result of budget reductions from prior years,
the Department has not been able to replace its
aging desktop computers. The Department has
over 100 computers running on Microsoft XP,
which is obsolete and no longer supported or
updated by Microsoft. This represents a
tremendous security risk to the Department's
secure network which cannot be remedied without
upgrading these computers to a modern operating
system. Currently the Department's network is
extremely vulnerable to attack by hackers.
Police - Support Operations
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Support Operations Employee Services Police Dispatch
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Police Technology
ADMINISTRATIVE SERVICES (Yellow)
The Administrative Services Division provides workload
support to all three divisions in the Police Department.
This includes Fiscal Operations, Police Support Services
and Research and Analysis.
The Administrative Services Division is working with
Public Works to address concerns over its aging fleet.
With the elimination of the vehicle replacement fund
from prior year budget cuts, the Department increased
the replacement mileage of its fleet from 80,000 miles
to 100,000+ miles. The Department has replaced over
40 vehicles using non - General Fund monies but
struggles to identify funding to replace its aging vehicle
fleet.
The Police Department is currently implementing its
strategic plan (also known as SP14), which aligns with
2015 -06 -02 Agenda Packet 214 Page 311
City of Chula Vista Proposed Budget
the City's Strategic Plan and gives the Police
Department a solid resource to make quality informed
decisions about deployment and implementation of
three focused initiatives: People, Partnership &
Processes. SP14 will identify action plans of
opportunities and challenges that the Department will
face in the next five years, including recruiting,
succession planning, personnel deployment,
community partnerships and technology /equipment
needs.
2015 -06 -02 Agenda Packet 215 Page 312
PUBLIC WORKS
STREETS SECTION '-•
City crews provide routine maintenance within the
roadway and respond to service requests related to
failures including pavement, curbs & gutters,
sidewalks, traffic signs, fences and railings. They also
respond to requests for removal of graffiti, litter, and
other debris in the Public Right of Way. These requests
are prioritized by considering health, safety, and
protection of property. In addition, an emphasis is
being placed on the aesthetics on major thoroughfares
at the City entry ways. Current staffing generally
provides for adequate response to high priority
requests such as health and safety issues. Tasks are
almost exclusively in reaction to complaints, as opposed
to being proactive. Thereby leaving City crews limited
time to proactively perform preventative maintenance
or preservation strategies. We currently utilize the
Roadway Management System (RMS) to spread the
limited funding in the most effective way so as to
minimize overall deterioration of the roadway assets.
To determine the level of service of the various section
responsibilities, staff is tracking the following
performance measures:
Goal: 95% of priority 1 "work orders" are completed
within two working days. Currently we are achieving
that turn around target 88% of the time;
Goal: 95% of priority 2 "work orders" are completed 10
working days of notification.
• Roadway Maintenance ' - •
In fiscal years prior to the economic slowdown of
the 2000's, the City used General Fund dollars to
support its in -house roadway maintenance crews.
The City currently relies on Gas Tax Funds to pay for
its' in -house crews. The Federal and State Gas tax
rates have not kept pace with rising costs for
roadway preservation and restoration needs. In
fact, the rates have remained unchanged for over
22 years. In this same period, more vehicle miles
are being travelled while revenues decrease due to
alternate fuels and improved vehicle gas mileage.
If the City were to invest the necessary funds, it
would position itself to avoid more expensive street
repairs in future years, minimizing the need to
on
undertake costly reconstruction projects for streets
that had not been properly maintained.
In the February 2013 Council Workshop, City staff
recommended a target Level of Service in terms of
the Pavement Condition Index (PCI). Specifically,
the recommendation embraced by Council, directs
staff to target average PCPs of 80 for Arterials, 75
for collectors and 70 for residential streets. It is
estimated that an annual investment of $11 to
$12M dollars (not including inflation) would
achieve and sustain these targets over the next 30
years. Considering the current annual investment,
we see a $5 to $6 million dollar gap in order to
bring this function to a Green level of service.
Roadway preservation and restoration efforts are
almost exclusively performed by outside
contractors through our competitive bidding
procurement processes. City crews spend most of
their time responding to work requests such as the
following:
• Pothole Repair (Yellow)
Routine pavement preservation and repairs made
by our in -house Street Maintenance Crews include
pothole repairs, asphalt crack filling and minor
street reconstruction to help to prevent further
damage to street surfaces. Currently, the City has
met 75% of the pothole backlog.
• Litter and Weed Abatement ' - •
City crews are no longer scheduled to perform
these services on a routine basis. Constituent
requests for litter and /or weed abatement are
completed within 2 weeks of receiving the request
as this activity is the lowest priority. We currently
promote volunteerism through the Buff -a -Block
program. Currently, volunteers assist with small
portions of our street system and have minimal
impact on the needs. Providing additional
resources would bring this service level up.
• Graffiti Abatement ' - •
The City currently employs one fulltime employee
and two hourly employees who responds to service
requests related to public infrastructure only.
Increasing the graffiti budget by $85,000 will allow
2015 -06 -02 Agenda Packet 216 Page 313
•
•
staff to utilize dedicated fulltime staff to assist with
graffiti removal efforts on public infrastructure and
resume with the eradication of graffiti from private
property as well. Increased funding will support
and achieve a (Yellow) level within this function.
This program currently promotes the Buff -a -Block
program which uses volunteers to abate and
reduce graffiti in the community. A total of eight
individual community groups have entered the
program. These groups have taken responsibility
for approximately 10% of the City's neighborhoods.
Goal: 95% of graffiti would be removed within 48
hours of notification on public property. Currently
85% of reported graffiti is removed within 48 hours
of notification (the average is 3 work days). Rapid
removal of graffiti is one of the best deterrents to
repeat offenses and not removing graffiti within 24
hours is inconsistent with the City's graffiti removal
ordinance. Providing additional resources would
bring this service level up.
Traffic Striping and Signing (Yellow)
City crews maintain street markings and traffic
control signs for motorists, pedestrians, and
residents so they can travel on clearly marked
streets. Crews are assigned to assist with repainting
stop legends, limit lines, school crosswalks, curbs,
etc. but are only able to repaint 75% of the
inventory on a bi- annual basis with on a goal of
repainting 100% bi- annually.
Street Sign work requests are prioritized by risk
assessment. Regulatory and Warning signs are
priority 1 and Informational signs are ranked as 2 or
3 as appropriate.
Goal: 100% of legends would be repainted bi-
annually.
Adding a 2 person crew to this Section, with an
annual cost of $200,000, would bring this area to a
(Green) Service Level.
Street Sweeping (Yellow)
The City is required by National Pollutant Discharge
Elimination System ( NPDES) regulations to
implement a program to sweep improved
(possessing a curb and gutter) municipal roads,
streets, highways, and parking facilities. The
current degree of street sweeping is the bare
minimum to keep the City in compliance. Anything
less than the current frequency could move the
category to (Red.) Increasing the street sweeping
contract from $150,000 to $300,000 would allow
the sweeping frequency to increase from once
every two months to once a month for residential
streets that generate moderate volumes of trash
and /or debris, to achieve greater compliance with
NPDES standards. .
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TRAFFIC SIGNALS AND STREET LIGHTS SECTION
• Traffic Signal and Street Light Maintenance
City crews respond to service requests related to
failures in the signals and lights. These requests are
prioritized by considering health, safety, and
protection of property.
Traffic Device Technicians are responsible for the
following related to the City's traffic control
devices: Emergency Calls, Service Requests,
Preventive Maintenance, Dig Alert and Inspections.
Technicians assist the City's Construction
Inspections Section by doing electrical inspections
on streetlights and traffic signals located in the
public right -of -way (ROW). Dig Alert mark -outs are
necessary for any excavation in the ROW which
requires Technicians to mark all underground
conduits related to the City's extensive streetlight
and traffic signal system. Dig Alert notifications
occur daily by email.
Traffic Devices Maintained:
Traffic Signals
Nearly 300 signalized intersections are dutifully
maintained by three City technicians, many more
than the FHWA recommendation of 40 -60
2015 -06 -02 Agenda Packet 217 Page 314
intersections per technician. Key components that
make the job challenging are:
o Communications (essential for timing,
coordination and monitoring) include; twisted -
pair copper (leased AT &T lines), fiber optic
lines and wireless radios.
o Controllers (essentially microprocessors),
Detection; inductive loops and video detection
systems, replacement of LED modules for
vehicle and pedestrian signal and Accessible
Pedestrian Systems.
o Preventive Maintenance includes annual
testing of the conflict monitor (210 module),
verifying planned operation of timing
parameters and all controller modules,
cleaning inside controller cabinets and
identifying long term maintenance concerns.
Maintenance repairs that can not be made on
the spot are typically contracted out using
operating budget or by CIP
Roadway Lighting
The City has approximately 9,000 roadway lights
nearly all which have been converted to energy
efficient LEDs. Although this has eliminated the
need for frequent lamp replacement, there is still
the burden of repairing and replacing failures,
photo electric controls, maintaining miles of
underground conduit and cables and knock downs.
Since 2002, the average number of Citywide knock
downs is 15 caused mainly by vehicle accident.
Know down replacements are typically contracted
out and are completed within 30 -60 days from date
of incident.
Other devices maintained include: Advanced
Crosswalk Warning; In- pavement and Mast Arm
Mounted Flashers and Hard -wired and Slar
Powered Flashing Beacons. The number of these
devices increase as requested by Traffic
Engineering for pedestrian safety.
In addition, Condition Assessments are current and
Preventative Maintenance Schedules on track.
Current staffing levels are adequate to provide
sufficient service in this function.
Rubliic Works - Traff is Sign0Is and S1
{.rSfio
JA-f hi dl
Yeti
C � {,iulitFU�
Red
�Rigfi Ri Al
rundlon 7raffic Signal a6d Street light Ma
09
FLEET MANAGEMENT SECTION (Yellow)
• Vehicle Service and Repairs (Yellow)
Current funding for service and repair of City
vehicles and equipment is not keeping pace with
the demand. Mechanic productivity is above
industry standards and fleet availability is close to
the goal of 95 %. However, vehicles are not being
replaced on the recommended schedule due to
limited funds. As vehicles and equipment age
beyond their recommended replacement date, the
service and repair needs increase significantly in
order to keep them in service. The service requests
are prioritized considering health and safety first.
Other City services are often impacted due to
delays in completing needed service. The section
reviewed its operation and determined that
discontinuing a contract with NAPA for parts
procurement and bringing inventory control in
house would be more efficient for mechanics and
represent cost savings. An in -house fleet inventory
control specialist position was approved by council
in the previous fiscal year. Staff has been added
now, so improvement will be seen in FY16. Adding
an additional Equipment Mechanic would bring this
service to a (Green) level.
• Preventative Maintenance (Yellow)
Preventative Maintenance (PM) Programs utilize a
systematic approach of scheduling fleet
maintenance to ensure that manufacturers'
recommended service intervals are met and repairs
are made before "major" mechanical failures occur.
Prior to staff reductions, PM's were performed on
sedans and light -duty trucks every 3,000 miles and
85% were performed on schedule, which is an
Industry Standard. PM's are now completed every
5,000 miles and only 72% are completed on
schedule. Proactive PM Programs result in a more
dependable fleet with extended equipment life,
2015 -06 -02 Agenda Packet 218 Page 315
City of Chula Vista Proposed Budget
lower repair costs (by avoiding costly repairs), less
vehicle downtime, warranty tracking, and helps
ensure operators' safety. The section implemented
continuous improvement tools to increase the
percentage of scheduled vehicle PM inspections
that are completed each month. Staff identified a
number of countermeasures to reduce or remove
non -value added steps, reducing the PM process
from 32 to 15 steps and saving an estimated 8.4
mechanic hours per day. Additionally, an
equipment mechanic position was approved by
council in the previous fiscal year.. Combined the
improvements bring this service to a (Yellow) level.
Goal: 85% of PM's was anticipated to be completed
on schedule with the addition of staff. We did get
up to 80% on schedule. Unfortunately a mechanic
is out with a Workers' Comp injury, which makes it
difficult to achieve this goal.
PAI is Works -Fleet M
Yellow
( €aut]aoj
Red
(M Igh RIA)
Function
Vehicle Servi ce and Repairs
OPERATIONS ADMINISTRATION ' - •
• Asset Management Program (AMP) ' - •
The Operations Administration Section is
responsible for developing and administering the
Citywide AMP. . Additional resources are being
used through a consultant contract to inventory the
assets, evaluate their condition, and prioritize and
determine the investment needs required to
sustain their use. The City worked with a citizen
advisory committee last year to better vet gaps and
priorities. The next fiscal year the City will conduct
additional outreach and education.
Drainage Management System
$1,100,00
Asset Management Program
0
Wastewater Management System
$150,000
(Sewer Funds)
$0
Roadway Management Systems
in
$250,000
Parks Management System
$150,000
Drainage Management System
$450,000
Fleet Management System
$0
Buildings Management System
$150,000
General Government Management
System
$0
Open Space Management System
(District Funds) /Urban Forestry
Management System
$1001000
Public forks - Operations Administration
whlevwj
Yellow
( €autlanj
Red
jN10 Rlsk)
Function
A$Sel Management Program (AMP)
OPEN SPACE AND URBAN FORESTRY SECTION
• Maintain the Oaen Space Districts (OSDs) and
Community Facilities Districts(CFDs)
This section provides stewardship over the OSDs
and the CFDs. City staff administers contracts with
private companies to perform this work. The City
has also contracted with CEO, a non - profit
organization to augment these services at well
below market rates. This section is adequately
staffed to perform these services at the
appropriate level.
• Urban Forestry ' - •
This section is responsible for monitoring the
overall health of street trees. Industry standard sets
the ideal schedule for periodic tree trimming as
follows: Palms need to be trimmed every 1 or 2
years. Pine trees and broad - leaved trees are
recommended to be trimmed every 3- years .
Based on an inventory of about 27,500 trees and
using 3 years as the trimming cycle, the annual
goal is 200 trees. Due to multi -year budget
constraints, we are currently backlogged by over
13,000 trees. A one -time expenditure of $1,600,000
would bring this area to a (Green) level. An
additional $350,000 over the current budget
allocation of $150,000 would stop the current
backlog from increasing this year. A one -time cost
of $100,000 will be spent in FY16 as part of a
2015 -06 -02 Agenda Packet 219 Page 316
City of Chula Vista Proposed Budget
Capital Improvement Project to remove
approximately 250 dead and /or dying trees.
Public Works - Open Spar=e and Urban Forestry
Mellow
{(awiPn]
Red
[Hil{h f541Rj
Function mailitanerxe of Districts
Urban Forestry
INSPECTIONS SERVICES - -
• National Pollutant Discharee Elimination Svstem
N PDES - -
This section manages the City's participation in the
NPDES, which includes program planning,
enforcement, education, and compliance. This
section is adequately staffed to perform these
services at the appropriate level.
• Construction
This section provides inspection, contract and
permit administration services to private
developments as well as City projects to enforce
compliance with City standards and requirements.
This section's activities are vital to insure public
infrastructure is constructed as designed and to the
expected level of quality. Current staffing levels
are adequate to provide sufficient service in this
section.
Public Works - inspections Services
,+r4Sn
ik[hiovedj
B4 Yellow
( €autlaoj
.th
Red
(14Igh Risk)
Function
WaE5 Constru €tion
STORM WATER AND WASTEWATER COLLECTIONS
• Drainage Management System ' - •
The current Drainage Management System (DMS) is
currently unsustainable. Inventories and Condition
Assessments are incomplete and outdated
(Corrugated Metal Pipe Assessment -10 years old).
Preventative Maintenance is very limited as
funding falls well short of the needs. Current
activities have primarily been limited to a reactive
approach when failure occurs. Corrugated Metal
Pipe and Reinforced Concrete Pipe Replacement
and Rehab efforts are unfunded and Drainage
Basins are deteriorating due to excess vegetation
and erosion of channels. Funds ($60,000) are also
needed to increase contractual services for channel
cleaning, NPDES inspections, etc. in non -CFD
(funded) areas. The NPDES Permit requires regular
inspection and cleaning of trash and debris from
the City's storm drainage systems, including open
channels, culverts, detention basins, etc.
• Wastewater Management System - -
This function is appropriately staffed and funding is
sustainable. The Inventory and Condition
Assessments are current on all facilities.
Preventative Maintenance is being completed as
scheduled. A study for potential adjustment to
Sewer Fees is underway. Current system capacity
meets or exceeds demand.
Public Works - Storm Water and Wastewater Collections
Green
WNexedj
as Yellow
( €autlanj
Red
(Itlgh Risk] 0
Fu n -ctian
Drainage Management System Watewater Management System
i
PARKS SECTION (Yellow)
• Maintain City Parks (Yellow)
City crews provide grounds keeping and
maintenance services Monday through Friday each
week for the 56 neighborhood and community
parks including contracted out areas such as
Connoley, Sherwood, and the Holiday Estates Parks
and the medians along Main Street, Broadway, J
Street and Orange Avenue.. A total of $150,000 is
2015 -06 -02 Agenda Packet 220 Page 317
needed in park materials to purchase fertilizer (533
acres), plant material and also to complete repairs
associated with playground equipment in order to
maintain a (Yellow) level. As additional new park
acreage is added such as the Orange Park and
Stylus and Montecito Parks in new development;
additional staff, and supplies and services will need
to be allocated to prevent park maintenance from
deteriorating to a (Red) condition.
• Safety and Security of Parks (Yellow)
The Park Ranger program was dismantled in the
early days of the fiscal crisis, but in the current
fiscal year, a Park Ranger Supervisor position was
approved by council in the previous fiscal year. The
services provided by the Ranger Program are
accomplished by part -time hourly employees
focusing on very limited weekend services only.
Services include: opening and closing of the parks,
posting rented gazebos, cleaning and restocking
restrooms, and trash receptacle management. The
Park Ranger program also monitors all City sports
fields for non - permitted sport activity that may
cause damage to City fields. In addition, City
Council adopted an Ordinance authorizing the Park
Rangers to issue infraction citations.
A new approach is envisioned to bring this area to a
(Green) service level. The Public Works
department is working with the Police Department
to develop a Park Volunteer Program to assist with
park monitoring services, picnic shelter and
reservation systems, and park security duties. A
full time Park Ranger Supervisor has been hired to
oversee this volunteer program and to provide
enforcement. In addition, this position oversees
the weekend hourly Ranger staff and provides
enforcement in the parks for 3 weekdays.
PROJECT DELIVERY - -
• Design =
The Design Section is responsible for the
preparation and development of construction
documents, specifications, and right -of -way
acquisition necessary to successfully build the
various infrastructure rehabilitation projects within
the City of Chula Vista. The section provides the
City with invaluable in -house expertise with respect
to its ability to design and manage both large and
small Capital Improvement Projects (CIP). This
section is adequately staffed at the appropriate
level to provide these services and would be
adjusted to meet program needs if necessary.
• Surve s - -
The Survey Section is responsible for providing
professional in -house expertise in construction
staking, engineering design surveys for Capital
Improvement Projects, and design related survey
information for roadways, sewer lines or other
public improvements. The section also provides
property surveys for City - related projects. This
section is adequately staffed at the appropriate
level to provide these services and would be
adjusted to meet program needs if necessary.
Public Works - Project Delivery
(Arhlevedl
Yellow
�[autlanj
Red
INIghR[
Function
design Surveys
REAL PROPERTY SECTION - -
Real Property provides comprehensive real property
services to the City, development community, and
general public. The Real Property Management
program provides professional right -of -way and real
property services including right -of -way acquisition and
relocation; property management and disposition; and
property document research, interpretation, and
creation. Current staffing levels are adequate to
provide sufficient service in this function.
2015 -06 -02 Agenda Packet 221 Page 318
City of Chula Vista Proposed Budget
• Building and Park Construction (B & PC) - -
The Building and Park Construction Section
manages, monitors, and completes all new facility
and park construction projects for the City, and
ensures that all programming issues are addressed
during the design /development and construction
drawing phases of these projects. In addition, the
Inspectors of the B & PC section ensure quality
control and contract compliance in the areas of
facilities and landscape construction. Current
staffing levels are adequate to provide sufficient
service in this function.
G,een
{ACnhe dj
Yellow
lcavdan]
Md
J"FghRhK
Furrttion
Public Works - Real Property
Building and Park Corrstrwtion
ENVIRONMENTAL SERVICES SECTION - -
• Compliance with AB 939 Waste Management Act
and AB 341 Waste Diversion - -
Environmental Services currently provides solid
waste management program planning,
development, implementation and ongoing
operations designed to meet the waste reduction
and recycling goals of keeping the City of Chula
Vista in compliance with AB 939, the California
Waste Management Act. (5.3 Ibs per person, per
day or less disposed — Chula Vista is at 3.5 Ibs per
person, per day).
Chula Vista is also in compliance with AB 341. The
Clean Business program is continuing to grow with
continued collaboration with the Storm Water and
Conservation Sections.
• Citywide Solid Waste Collection Services --
This section has oversight of the City's franchise
agreement with Republic Services, who provides
some of the services and program enhancements
that assist the City with compliance with AB 939.
There are service standards and performance
indicators built into the contract, which Allied
Waste has met and continues to meet. Current
staffing levels are adequate to provide sufficient
service in this function.
• Household Hazardous Waste Disposal Services
Environmental Services also has oversight of the
South Bay Regional Household Hazardous Waste
Drop -off Facility at the Public Works Facility. The
contract for service includes turnkey operation of
the drop -off facility for residential and commercial
small quantity generators hazardous waste, and
door -to -door pickup for select individuals. These
services are provided for National City, Imperial
Beach, the County of San Diego, and Chula Vista.
The current contract has been in place for two
years and Clean Harbors, Inc. has met all the
performance indicators. Current staffing levels are
adequate to provide sufficient service in this
function.
Green
(Adilcwdl
Yellow
Red
1 "lob msk1
Public Works - Environmental Services
Fur,cOm Compliance with Waste Citywide Solid Waste Houshold Hamclous Waste
Management and waste Collection Services Disposal Services
Diwersiidrl
CONSERVATION SECTION - -
• Municipal Energy & Water Conservation Upgrades
(Yellow)
The Public Work's Conservation Section assists
various departments in identifying, financing, and
implementing capital projects to lower energy and
water use and to reduce related municipal utility
costs. Over the last year, the Conservation Section
facilitated an indoor LED lighting pilot project, an
adaptive street light control test bed, and the
transition to a web -based utility management
system to better track and analyze the 600+
municipal energy accounts. However, the City
continues to struggle with securing funds for indoor
and outdoor water use efficiency upgrades. This
problem will become more urgent over the next 6
months as new statewide emergency drought
orders become mandatory.
2015 -06 -02 Agenda Packet 222 Page 319
• Community Energy & Water Conservation Services
Through its two core community programs — Free
Resource & Energy Business Evaluations (FREBE)
and Home Upgrade, Carbon Downgrade, the
Conservation Section provides no -cost energy and
water conservation services to businesses and
residents. Over the last year, over 600 community
members have benefited from these services and
received incentives, loans, or audits to help lower
their monthly utility costs. In addition, the
Conservation Section supports local Property
Assessed Clean Energy (PACE) programs in
providing new financing for residents and
businesses interested in energy and water
upgrades. In collaboration with Environmental
Services and Storm Water, Conservation staff
continues to administer the Chula Vista CLEAN
Business Program, which recruited 50 additional
businesses into the program over the last year.
Finally, the Conservation Section continued to
manage the City's Local Government Partnership
with San Diego Gas & Electric and the California
Public Utilities Commission, which supports
additional community energy efficiency programs
via numerous City departments. Current staffing
levels are adequate to provide sufficient service in
this function.
• Resource Conservation Commission Climate
Change Working Group & City Operations Green
Team
The Conservation Section administers the Resource
Conservation Commission to help guide and to
provide an additional public forum for the City's
environmental programs and policies. Over the last
year, staff has supported monthly meetings for the
Resource Conservation Commission. In addition,
the Conservation Section reconvened a Climate
Change Working Group to help develop
recommendations for updating the City's Climate
Action Plan. Finally, the Conservation Section, in
coordination with Environmental Services and
Storm Water, coordinates the implementation of
the newly- adopted City Operations Sustainability
Plan with the assistance of the multi - departmental
Green Team. Current staffing levels are adequate
to provide sufficient service in this function.
0
Public Works - Conservation
(Achi�aM
km Yellow
C ({roiionj
Red
�HI�hRJk�
Fwc6m wloncipal E nergy & Watef Community Energy$ Water Resource Consemtion
Corlsevv3tiorp upgrades Conservation Services comm "ion & Climate
Change +Narking Group
CONSTRUCTION AND REPAIR SECTION ' - •
• City Building Facilities Service Requests (Yellow)
City crews respond to service requests related to
City facility repairs. These requests are prioritized
by considering health, safety, and protection of
property. Current staffing generally provides for
adequate response to health and safety issues.
Tasks are almost exclusively in reaction to
complaints. A Construction & Repair Supervisor
position was added in the previous year to move
this function towards (Green).
• Perform Routine Preventative Maintenance on City
Building Facilities ' - •
City crews have minimal available time to
proactively perform preventative maintenance or
preservation strategies. We are developing the
Buildings Management System (BMS) to enable us
to assess the condition of our building assets,
establish preventative maintenance schedules and
determine appropriate sinking fund investments for
future repairs /replacement. Additional resources
are needed to move towards (Yellow) in this
function in order to maintain the reliability and
viability of all electrical, HVAC, plumbing systems,
etc.
• Minor CIP Projects ' - •
This program has not been funded over the last few
years, which continues to create a backlog
associated with painting, stucco and drywall,
electrical, plumbing, HVAC, and roofing repairs. A
list of the Minor CIP Projects is developed each year
by coordination with City departments. $200,000
annually is needed to address a $3.4 million
citywide Priority 1 critical construction and repair
needs. A project of a minor nature is generally
approximately $7,000 - $10,000 per improvement.
2015 -06 -02 Agenda Packet 223 Page 320
Public Works - Construction and Reif,
GFqWrt
(Ai:hiewed]
Yellow
Cf{eauran]
C6
l
{Hi�hFS�kj
r
Function City BviIding Facilities Service Pertarrn Routine Preventative Minor CIP Projects
Requests Mai rrtename on City Duildiirl$
Facilities
CUSTODIAL SERVICES SECTION (Yellow)
• Basic Cleaning Services (Yellow)
The Custodial staff is responsible to ensure that the
City facilities are clean and ready for public use
each day. This generally includes the routine
cleaning and sanitizing of restrooms, vacuuming
and sweeping floors, and emptying trash
receptacles. A checklist of basic cleaning tasks is
logged daily at each facility.
Goal: 95% of basic cleaning services would be
completed daily. The Recreation Centers hours of
operation were increased within the last fiscal year.
The custodial forces are not able to provide the
basic cleaning services for these additional hours
without an additional $75,000 to augment the
baseline budget. This increase would return the
basic cleaning service level to (Green).
• Detailed Cleaning Events (Yellow)
Buffing floors, washing windows, dusting blinds and
fixtures, and washing walls are examples of this
service. City staff is not resourced to provide
adequate service levels for this function.
• Special Event set -ups and break -downs (Yellow)
Custodial staff is often called upon to assist in
setting up and breaking down for special events.
This can involve transporting and setting up
audio /visual equipment, chairs and tables, etc. The
section is not staffed to provide this service and
when called upon, must forgo performing basic
cleaning in another facility in order to provide for
the special event. An annual investment of $73,000
would be needed to move this service area to
(Green) including the Basic Cleaning Services
function.
Public Works -Custodial Services
Green
[AChitw*dJ
40 'Mellow
?S lc�ution)
{High lsskf
FuarCion
Basic Cleaning Services Detailed Cleaning Events Special Event Set -Ups and
Break-Downs
INFRASTRUCTURE PLANNING (Yellow)
• Traffic Engineering (Yellow)
The Traffic Engineering Section endeavors to
establish a public traffic safety service by providing
a communication link between the citizens of Chula
Vista and City staff, along with the City Council via
the Safety Commission. Through this dialogue
inquiries regarding traffic safety and other related
issues are addressed. In addition, the section works
to develop a safe and efficient transportation
network, and for compliance to the Growth
Management Oversight Commission (GMOC)
threshold standards, and monitors the functioning
of that network on a daily basis. Traffic Engineering
also performs design services for the City with
respect to transportation improvements such as
traffic signals, improved signing, arterial
monitoring services, and other important traffic
related projects. The Traffic Engineering section
performs field surveys of high accident locations
and locations which experience congestion and
initiates remedial traffic improvements,
investigates all requests for traffic improvements,
and takes any necessary corrective actions.
Additionally, the Traffic Section is responsible for
grant application preparation and submittals.
Stretch goals for this year are:
• Complete more traffic counts citywide
• Complete more speed limit studies
• Complete more traffic operation investigations
• Expand Adaptive Traffic Signal System
0 Prepare an Annual Traffic Safety Report
0 Pursue transportation program grant funds
0 Synchronize signal timing on key arterials
• Update Bicycle & Pedestrian Master Plan
It is anticipated that all of the goals may not be met
due to staffing levels and funding.
2015 -06 -02 Agenda Packet 224 Page 321
City of Chula Vista Proposed Budget �Ml
• Wastewater Engineering - -
The Wastewater Engineering section manages the
City's sewer system so that Chula Vista residents
receive dependable and affordable wastewater
treatment and disposal services. This section is
adequately staffed at the appropriate level to
provide these services and would be adjusted to
meet program needs if necessary.
• Advanced Planning - -
Advanced Planning manages asset inventories,
flood plain inquiries, master plans, pavement
management system and special studies to identify
current and future deficiencies in the City's sewer,
pavement, storm drain, wastewater disposal, and
street systems to ensure that the City's
infrastructure will adequately serve the community
now and in the future. This section also prepares
most of the Engineering grant submittal
applications throughout the year and is adequately
staffed at the appropriate level to provide these
services and would be adjusted to meet program
needs if necessary.
Gmrn
Yellowy
(Caution)
or
Red
{High mskj
Funshlon
Public Works - Infrastructure Planning
Traffic Engineering Wastewater Engineering Advan €ed Planning
2015 -06 -02 Agenda Packet 225 Page 322
City of Chula Vista Proposed Budget
RECREATION DEPARTMENT
Four key functions in the Recreation Department that
provide a management assessment of the current levels
of service are Recreation Programs and Services,
Operations, Customer Service, and Resource
Management. These key functions establish what
constitutes a quality experience, operational and cost
recovery goals, marketing and communications
standards for users to access programs and services.
RECREATION PROGRAMS AND SERVICES
Recreation programs and services provided by the City
shall be based on the conceptual foundations of play,
recreation, and leisure; essential interests and needs;
community opportunities; City's mission and goals; and
experiences desirable for participants. Recreation
programs and services can be self- directed, leader-
directed, facilitated, fee -based or cooperative in nature.
SELF - DIRECTED PROGRAMS AND SERVICES provide for
recreation opportunities where there is only general
supervision, including outdoor basketball courts, trails,
tennis courts, and open multipurpose ball fields, game
rooms and playgrounds as well as some pool and center
based activities. These self- directed areas, facilities,
and equipment should be provided to give an
opportunity for individuals and groups to participate
without leadership, under only general supervision.
• Provision of Recreational Swim (Yellow)
Recreational swimming provides time when the
pools are open to the general public for fee -based
and General Fund supported, unstructured, leisure
swimming. Target participants are families,
elementary school aged youth and teens. The
status of Recreational Swim is (Yellow) as a result of
outside funding received and additional funding
allocations for the budget this FY 2014 -2015 to
provide part -time Lifeguards. Recreational
swimming is offered during the six weeks of
summer, two weeks of spring, and two weeks of
fall for 2.5 hours /day, 3 days /week. The status
could move to (Green) with increasing total hours
of operation and secured outside funding. The
status could move to (Red) if significant
maintenance items listed on the Citywide Critical
Needs List are not addressed and pool operational
hours are affected.
• Operation of Recreation Centers --
Facility operations at City Recreation Centers
(Parkway Center /Gym, Loma Verde Center, Otay
Center, Veterans Center, Heritage Center, Salt
Creek Center, and Montevalle Center) include
provision of structured and drop -in activities and
programs, provision of meeting space for
community groups and organizations, oversight of
adjoining outdoor amenities, and fitness centers at
several locations, including the provision of
associated custodial and building maintenance
services and utilities funding. Status is (Green), as
center operations have expanded back to five to
seven days per week. It has been noted by both
Recreation and Public Works Departments that
custodial and building maintenance services were
not increased commensurate with the hours of
operation. This is addressed in the Public Works
Department under custodial services section.
• Operation of Norman Park Senior Center (Yellow)
Facility operations at Norman Park Senior Center
(NPSC) encompass a variety of services including:
the provision of meeting rooms to clubs primarily
serving seniors; drop -in as well as organized and
structured classes, programs, special events and
activities; a place for leisurely socializing; and a
membership based fitness center. Norman Park is
open five days per week during hours desired by
the senior community. The center offers more than
60 programs, classes and activities each month
geared toward serving the older adult and senior
population. In addition, NPSC leases space upstairs
to several nonprofit community service providers
including Meals -on- Wheels, Home Start Inc., the
Parkinson's Foundation, Southern Caregivers
Resource Center. The Department also partners
with ElderLaw to provide meeting space for seniors
to receive free legal advice and AARP for meeting
or event space to offer Drivers Safety Classes and
Car -Fit events. In addition to recreation programs
and classes, Norman Park Center also offers
services such as information and referral,
assistance completing low income housing
paperwork, the Commission on Aging,
bereavement support groups, income tax
assistance, the RUOK program, volunteer
opportunities, partnerships with a number of
senior focused organizations such as Scripps, So-
CAN, AIS and HHSA to provide health talks,
fraud /scam awareness prevention healthier living
2015 -06 -02 Agenda Packet 226 Page 323
City of Chula Vista Proposed Budget
workshops as well as partner events such as Dance
for Your Health. The Community Development
Block Grant program funds 29 of the center's 53
hours of operation per week (Monday- Thursday,
12 -5pm and Friday 8am -5pm). However CDBG
funds continue to decrease while the demands of
the center continue to be a high priority. This
center site is staff intensive, yet there is no full time
Recreation Supervisor, thus the status has moved
from Green to Yellow. As the aging population
grows, the need for GF and full time staff support
for this site are a priority to the department and
commissions. If CDBG or GF funding is not
continued this could move back to (Red).
• Provision of After - School "Critical Hours"
Programming =
Generally, fee -free, after- school programming is
offered at all recreation centers and through the
mobile recreation program at park location sites in
underserved areas without a recreation center.
The program is designed to provide a "safe haven"
for youth ages 5 -16 during the two to three hours
immediately following the close of the school day
until parental supervision resumes later in the
afternoon /early evening. Activities may be formal
(organized) or informal (drop -in) and hours vary by
center and school schedules. Currently serving over
350 youth per day at our various program sites.
Critical hours for an older age group (16 -25)
typically take place later in the evening and on
weekends at Parkway Gymnasium and Loma Verde
Center and serve 30 -40 teens and young adults
daily. Status is (Green) based on recreation centers
now being open at least five days per week with
extended hours.
Recreation- Self - Directed Programs and Services
Green
(Achieved]
Yellaw
(C
Iced
[HiRhfG�kj
Fun4#J¢n �
Provision of operation of
Operation of Norman Irrovi5ii n of After-
Recreational Swim Recreation Centers
Park Center School "Critical Hours
" Provernmine
LEADER - DIRECTED PROGRAMS AND SERVICES provide
recreation opportunities where participant involvement
is directed by a leader, including instructional skills
classes, such as sports, camps, art, dance and creative
and performing arts for children.
• Provision of City- Sponsored Youth Leagues,
Programs, and Camps (Yellow)
Organized, fee - based, coed recreational leagues for
all skill levels for ages 6 -16. Basketball and soccer
sports leagues are coached by volunteers from the
community. Practices are generally held during the
week with games scheduled on Saturdays
according to geographic considerations at two City
facilities, Parkway Gym (West) and Salt Creek
(East). A variety of specialty sport camps are
offered on a fee -basis at a variety of recreation
centers throughout the year as well. Five centers
offered at least one week of camp during the
winter quarter and many offered a variety of camps
throughout the various intersession breaks. The
status could change to (Green) through additional
funding resources to provide at least one camp at
each center /gym site location.
• Provision of Citv Sponsored Adult Leaeues and
Programs (Yellow)
Organized, fee - based, coed and men's recreational
leagues for all skill levels for adults. Softball and
basketball leagues are held four times per year, and
are facilitated by part -time staff and officiated by
contract officials. Softball leagues play at Mt San
Miguel Park, Montevalle Park, and Veteran's Park.
Basketball leagues play at Parkway Gym, Salt Creek
Gym, and Montevalle Gym. The Golf league is held
one season per year during the spring /summer and
is held at Chula Vista Municipal Golf Course, Bonita
Golf Club, Eastlake Country Club, and Salt Creek
Golf Club. The status could change to (Green)
through additional resources to provide a full time
Recreation Supervisor to increase and develop
additional programs and services.
• Therapeutics Programming (Yellow)
This status has shifted from Red to Yellow through
Community Development Block Grant funding the
entire Therapeutic Recreation Program in FY 2014-
15. This program features classes, events, activities
and services specifically designed for individuals
with physical and /or developmental disabilities.
2015 -06 -02 Agenda Packet 227 Page 324
City of Chula Vista Proposed Budget i I
Activities offered include parent's night out, dance,
fitness, enrichment, and sport classes as well as
social events. This year's goal is to serve 100
individuals with physical or developmental
disabilities. The department also continues to
provide inclusion services, ADA mandated
accommodations for requesting individuals, via an
assessment and support provided through a
Certified Therapeutic Recreation Specialist (CTRS).
Expansion of Therapeutics Programming would
move this to (Green). If neither CDBG funding nor
GF funding is secured for FY16, this would move
back to (Red).
Recreation - Leader - Directed Programs
{caurior�)
Red
(Highrdskj
Function provision of City- Sponsored ProvWon of City - Sponsored Therapeutics Programming
Yokith 1,wgue5, ProgrgrnF, and Adult 4eagues and ProgramF
Camps
FACILITATED PROGRAMS AND SERVICES provide
recreation opportunities where individuals and groups
of individuals are encouraged and assisted to operate
independently of the agency, including rental
opportunities.
•
•
Aquatic Facilities for Community Use
Both City pools are revenue - producing facilities
through use by private local swim clubs, SUHSD for
swimming and water polo teams, and individuals or
groups for private functions. This was changed
from a (Yellow) status to (Green) due to cost
changes to make rentals more desirable to users
and individuals. The demand for pool space, at
least times and seasons, outweighs availability. The
status could move to (Red) if significant
maintenance items listed on the Citywide Critical
Needs List are not addressed and pool operational
hours are affected.
Arena Soccer Facilities for Community Use ' - •
The soccer arena is a high demand, high use sports
facility by the community for rentals and parties.
The soccer arena historically realizes more than 130
rentals per year, and has also been utilized by the
City- sponsored Youth Indoor Soccer League in the
Ll
spring for practices and games for the Eastern
Division. The soccer arena was closed in August
2014. The site is in need of having the turf and
scoreboard replaced to continue its future use.
This project was placed on the unfunded proposals
Capital Improvement list (item 102150, Speed
Soccer Arena $145,000), but has since been
approved to utilize TUT funds for replacement
costs. An Adult Arena Soccer league will once again
be introduced and will generate an additional
$30,000 in revenue annually with the turf and
scoreboard replacement.
Recreation - Facilitated Programs and Services
Green
{AiNevedj
Yellow
i[autlanj
d
Red
(lilgh Rlsk)
Furodlan Aquatic Facilities for Community Use Arena So €ter Facilities for Community Use
FEE BASED PROGRAMS AND SERVICES provide
recreational opportunities for a fee, as not all programs
and services can be offered without charge. To offer
some programs and services for a fee can greatly
augment the recreational opportunities. Services for a
fee may include the rental of aquatic facilities, outdoor
soccer arena, and recreation centers. Programs for a
fee also include instruction, lap swim and contractual
classes
• Provision of Instructional Swimming Programs
Instructional swimming programs currently include
the following: Parent & Tot (parent and child age 6
months -3 years), Toddler Aquatics (children ages 2-
3), Tiny Tot (children ages 4 -5), Learn -to -Swim
(children age 6 -17), Swim Clinic (children age 6 -17),
Adult Swimming Lessons (ages 18 +), and Private
Lessons (ages 4 +). Being able to provide
instructional swimming programs nine months per
year to all ages on a fee basis keeps this at a
(Green) status. The status could move to (Yellow or
Red) if significant maintenance items listed on the
Citywide Critical Needs List are not addressed and
pool operational hours are affected.
2015 -06 -02 Agenda Packet 228 Page 325
•
•
Provision of Adult Lap Swim (Yellow)
Adult Lap Swimming provides time when the pools
are open to adult's age 18 +, primarily serving lap
swimmers, water - walkers and other water -based
aerobic activities, paid for by fees and the General
Fund. The status of Adult Lap Swimming is (Yellow)
as a result of budget reductions that reduced the
program by 50 %, to Monday through Friday hours
during the morning and noon time at one pool,
instead of both pools. Fees do not cover the full
cost. This year we were able to continue to provide
an additional two days /week at Parkway Pool from
March -June as a result of a generous donation. As
this was funded by a donation and could potentially
not be funded in the future, we cannot consider
the status as Green. Status could move to (Green)
with the addition of outside funding for part -time
resources (Lifeguards) to provide activities at both
pools on a year -round basis. The status could move
to (Red) if significant maintenance items listed on
the Citywide Critical Needs List are not addressed
and pool operational hours are affected.
Provision of Contractual Classes
The Recreation Department utilizes 60 -80
independent contractors yearly as contractual
instructors of a wide variety of 1,200 recreational
classes, including, but not limited to: preschool
activities, dance, creative and performing arts,
martial arts, fitness, sports, personal enrichment
and others. These contractual programs are
offered at all recreation facilities as well as at
various "satellite" parks and locations throughout
the city and involve 10,000 participants annually.
Although (Green), opportunities remain for further
expansion of these programs, particularly in
"satel I ite" locations.
(cautionj
.1tl
Recreation - Fee Based Programs and Services
Function Provision of Instructional ProvWon of Adult Lap Swim Provision of Contractual
Swimming Programs Classes
COOPERATIVE PROGRAMMING provides recreational
opportunities through coordination with other
organizations in the community to provide maximum
coverage with a minimum of duplication, as well as to
reduce interagency competition for the time of an
individual. The desirability of total community
programming is in order to avoid unnecessary waste of
effort and finances and to match the type and level of
programming to community needs. Cooperative
programming includes use of Memoranda of
Understanding (MOU), Memoranda of Agreement
(MOA), partnering, or leasing space available at facility
sites (ie Norman Park Senior Center upstairs office
spaces).
• Provision of Elementary Learn -to -Swim Programs
These are group swimming lessons provided
primarily to 4th grade classes from schools in the
Chula Vista Elementary School District. They are
currently funded through a grant from the Kaiser
Foundation. The status of this program could
switch to (Yellow) or (Red) if grant funding and /or
donations are reduced or eliminated. The status
could also move to (Red) if significant maintenance
items listed on the Citywide Critical Needs List and
pool operational hours are affected.
• Facility Lease Agreements at Norman Park Center
In an effort to assist seniors in accessing needed
programs and services, Norman Park Center leases
the offices located on its 2nd floor to several non-
profit agencies that provide additional services to
seniors such as Parkinson's Foundation, Southern
Caregivers, HomeStart Inc. and Meals on Wheels.
• Facility Lease Agreements at Parkway Community
Center am
With the expansion of the Chula Vista Learning
Community Charter School to include a separate
middle school in facilities on Park Way, we have
leased out recreation facilities at the Parkway
Community Center and Gymnasium for the school
to operate physical education, dance, and health
classes throughout the week. Howard Gardener
Charter School also utilizes Parkway Gym for
physical education programs facilitated by
Recreation staff.
2015 -06 -02 Agenda Packet 229 Page 326
City of Chula Vista Proposed Budget j I
• Provision of Community Capacity - Building
Programs (Yellow)
The Recreation Department has been providing
programming space at Loma Verde and Norman
Park Centers to HHSA /AIS for Healthier Living with
Chronic Conditions classes geared toward older
adults and seniors. This is a peer lead program
administered and funded by HHSA /AIS. The
program involves peer led classes encouraging and
discussing goal setting for increased health of those
with chronic conditions such as arthritis, diabetes,
obesity, depression, health disease and much
more.
Additionally, Norman Park Senior Center partners •
with Southwestern College's Continuing Education
Department to offer a Senior Strength and Exercise
class and So -CAN to offer the yearly "Dance For
Your Health" event.
These free programs provide added visibility and
enhanced services to our scope of programming as
well as help to further promote our centers to the
public.
Recreation- Cooperative Programming
YeliDW
{Ceulion]
Red
{High 1050
FunCtlon
Provision of Facility Lease Facility Lease Provision of
Elementary Learn -TO- Agreements at Agreements at Cam munity Capacity -
Swim Programs Norman Park Center Parkway Community Building Programs
Center
OPERATIONS
• Fiscal Management (Yellow)
Recreation use fees and charges as a revenue
source to supplement General Fund appropriations.
The department does not currently have a specific
mandated cost recovery or specific percentages per
recreation programs and services, other than a
guidance of a 30% to 70% cost recovery. Fees and
charges involve updating the City's Master Fee
Schedule as well as policies currently in place. The
Department is currently well under way with a cost
recovery resource allocation, pricing strategy and
revenue enhancement study which is anticipated to
be completed by June 2015. This category could
move to - - once the study is implemented.
The study will provide following components:
1. Create a cost recovery resource allocation,
pricing strategy and revenue enhancement
study In order for the department to maintain
cost recovery /subsidy levels that are
appropriate based on our community's
characteristics, values, and available funding.
2. Develop a pricing methodology policy so that
staff is trained and understands the philosophy
behind it and how to communicate the price to
the users.
Policies and Procedures (Yellow)
The department has begun to update forms,
applications and operational procedures to help
facilitate the implementation of policies, how tasks
are to be completed, when, and by whom. In
coordination with the City Attorney's Office, the
department has reviewed cooperative
programming Memoranda of Understanding
(MOU), Memoranda of Agreement (MOA), leases,
permits and partnership opportunities. Public
Works staff and Recreation staff reviewed and
revised Chapter 2.66 of the Municipal Code (Park
and Facilities Rules) updating language to be
consistent with current operations and department
structures. For the department to be united and to
communicate the same message to the community,
it needs to have policies and procedures in place
that are consistent, which will ultimately move this
to a (Green) status.
Recreation
Green
(Arhlevedl
Yellow
I[autlool
flied
Furx#lion Fiscal Management
CUSTOMER SERVICE
• Information /Technology
The Recreation Department offered all full- time
staff an additional day of training on the reporting
and marketing features offered through ActiveNet.
2015 -06 -02 Agenda Packet 230 Page 327
City of Chula Vista Proposed Budget MW
This tool continues to help provide consistent
communication and increased customer service to
our patrons. The status has changed to (Green)
based on the improvements made. However, the
status can revert to (yellow) without resources to
continue training staff and customers on the
features of ActiveNet as well as upgrades to
technology when needed to ensure good
communication to both internal and external
customers. The department continues to evaluate
computers and software programs needed to be
updated at center sites.
• Marketing and Communications (Yellow)
Continue to work on developing a marketing plan
to promote our services. The Recreation
Department worked with the Office of
Communications to develop a logo for the
department to brand the programs and services.
Peach Jar (a fee based paperless system) is a
electronic marketing tool that the local elementary
school system is utilizing. Twenty -six schools in the
Chula Vista Elementary School District (CVESD)
district are enrolled in this marketing program and
20 schools are not. The department is able to
market programs and services to the public through
press releases, Nixle, Website and Facebook. The
Department continues to seek out additional
marketing opportunities that are not fee based and
can further reach our community who may not
have easy access to computers. All full time staff
received one day training on the reporting and
marketing features of ActiveNet. Creating a
marketing plan within the department should help
move this towards a (Green) status.
Recreation - CUstoonerServIce
Breen
Whieved]
ye-118w
Cd
Red
LHigh WAI
FunerJon
Irrfarrnationrechnolag'y Marketing and ComrnL nicatinm
RESOURCE MANAGEMENT /COMMUNITY
ENGAGEMENT /PARTNERSHIPS /SPONSORS
• Provision of Safe, Adequate, and Appropriate
Recreational Equipment and Facilities (Yellow)
Due to no replacement funds being budgeted,
durable recreational equipment and supplies used
by the public have not been replaced for a number
of years. This equipment is showing predictable
signs of wear and tear; some items are able to be
repaired, rather than being replaced. Equipment
that is failing and is non - repairable is being
removed from service, having a negative impact on
programs with an end result of less revenue. A list
of items that includes costs for replacement should
be made for future long term planning. Some
examples of durable equipment include tables and
chairs, fitness center equipment, pool covers, and
adjustable /retractable basketball goals. The
establishment of a regularly scheduled,
preventative maintenance program as well as the
addition of an equipment replacement fee
component to current and future fees and charges
will enable the status to remain (Green) once
implemented. Although the status of this broad -
scope category would not likely be downgraded to
(Red) as a whole, if significant maintenance items
listed on the Citywide Critical Needs List are not
addressed, individual programs in specialty
categories within this report certainly would be
downgraded either from (Green) to (Yellow) or
from (Yellow) to (Red).
• Community Access to Ball Fields (Yellow)
The Youth Sports Council (YSC), a group of 22
separate, youth- serving, non - profit organizations
that provide organized sports activities in the
community, provides coordination among, and
support for, organized youth sports activities in the
City. YSC organizations utilize 62 designated
athletic fields in 32 City parks for 750 teams serving
9,800 youngsters annually. Fields are also utilized
to conduct City- sponsored programs and activities,
and are rented by private individuals and
organizations for athletic activities.
The combination of total number of fields, reduced
maintenance on fields, and high demand /use has
resulted in a shortage of fields available for use;
select fields are pulled from available inventory and
2015 -06 -02 Agenda Packet 231 Page 328
City of Chula Vista Proposed Budget i I
are now closed to recover from overuse. A regular
field maintenance schedule needs to be developed
for all fields to rest at some point. Closing more
fields due to overuse, the lack of funding to
maintain them, ultimately could shift this to (Red).
We need to continue to collaborate with the YSC
and Public Works Department on an operational
plan to put in place for routine and continuous
maintenance needs and funding renovations to
continue to sustain the City's facilities and
amenities.
• Ball Field Rentals (Yellow)
The YSC is currently allocated a majority of the
City's fields for organized sport use. This does not
leave a lot of options for additional ball fields'
access for rent. When available, fields are utilized
to conduct City- sponsored programs and activities,
and are rented by private individuals and
organizations for athletic activities. Veteran's
Softball field, Veteran's Multi- purpose field, and
Salt Creek North Multi- purpose field were removed
from the Youth Sports Council inventory of
allocated fields to provide fields for the community
use and /or City programming to increase field
rentals. The combination of total number of fields,
reduced maintenance on fields, and high
demand /use has resulted in a shortage of fields
available for use; fields are pulled from available
inventory and are now closed to recover from
overuse. Closing more fields due to overuse, and
lack of funding to maintain them, ultimately could
shift this to (Red).
• Mt. San Miguel Park Tournaments
Mt. San Miguel Park is a tournament destination
site for the City. In 2014, the department secured
thirteen multi -day tournaments for both softball
and baseball requests. In addition, there were
twenty -three single -day tournaments held for both
youth and adults. Lutheran High School and High
Tech High Chula Vista rent Mt San Miguel softball
fields each spring season for their CIF practices and
games. These multi -day sports tournaments have
provided direct revenue to the department as well
as indirect benefit through TOT, sales tax, etc.
• Provision of Water Safety Programs (Yellow)
This encompasses a variety of programs and
activities including Safety Certification Classes
(Lifeguarding, Water Safety Instructor, Instructor
Training Classes), outreach efforts such as the
Aquatic Safety Awareness Program (ASAP) and the
Water Awareness in Residential Neighborhoods
(WARN) program, and community -based water
safety campaigns and events such as April Pools
Day, Water Safety Festival, World's Largest Swim
Lessons and National Water Safety Month. Staff
has been partnering with the Fire Department to
increase the awareness to the public. This
continues to be (Yellow) as what is currently
offered is delivered by full -time staff with no
funding to train and implement using part -time
staff hours. Due to budgetary constraints, full -time
aquatic staff has been doing ASAP and WARN
presentations as time has allowed. Status could
change to (Green) if qualified volunteers are
recruited and trained to become presenters. These
volunteers could do the WARN outreach program
to homeowner associations, mobile home parks,
and community groups, and ASAP outreach
program to schools. The status could move to
(Red) if significant maintenance items listed on the
Citywide Critical Needs List are not addressed and
pool operational hours are affected.
Recreation- Resource Management /Community
Engagement /Partner hips /Sponsors
Green
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2015 -06 -02 Agenda Packet 232 Page 329
CAPITAL IMPROVEMENT PROGRAM
Capital Improvement Program Summary
CIP Revenue Summary
CIP Expenditure Summary
Capital Improvement Projects Summary
2015 -06 -02 Agenda Packet 233 Page 330
2015 -06 -02 Agenda Packet 234 Page 331
Capital Improvement Program Summary
The following is an overview of the Capital
Improvement Budget Program. The goal of the Capital
Improvement Program (CIP) is to provide for the
sustainable preservation of City -owned assets at the
lowest cost and to leverage financial strategies to
address infrastructure needs within a prioritized
framework, which includes an assessment of the asset's
condition, capacity to meet service demands,
probability of failure, maintenance and preservation
strategies, and funding availability. The CIP is a living
document used to identify current and future
requirements and the basis for determining annual
capital budget expenditures. The CIP document can be
found in its entirety on the City's website. To follow is a
summary of the document.
Capital Improvement Projects are defined as capital
investments with a value of $50,000 or more and a
minimum useful life of 5 years at a fixed location.
Equipment, operating and maintenance costs are
budgeted in the City's operating budget. New
maintenance costs are included in the CIP budget and
appropriated in future operating budget cycles.
The CIP document provides the capital project budget
detail and reporting by asset management category,
funding, and location. This format better aids the
decision - making process as it allows the City Council to
review projects recommended in each asset
management system, gain an understanding of the
condition of the asset in relation to the overall system
and the basis for the recommendation, as well as the
availability of funding sources. The proposed projects'
detail sheets within each asset management system
provides a description, location, project intent, type of
project, link to the strategic goals, and funding
requirements over the life of the project.
FY 2015.1
PROPOSED CIP BUDGET
CHMVWA
CIP PROCESS
The Department of Public Works annually prepares a
Capital Improvement Budget for the City Council's
approval. The CIP budget includes an estimated five -
year Capital Improvement Program. The City is faced
with the challenge of managing a range of aging
infrastructure assets that are critical to maintaining an
aging City and serving new development. Making
sound decisions about asset maintenance and
replacement requires information about the asset's
probability of failure and capacity to meet the
requirements of the system.
On a continuous basis, project proposals are added to
the City's capital improvement budget and project
management database (CIPACE) following
recommendations from guiding documents (see list
below) adopted by the City Council and condition
assessments performed by Public Works staff. This
year's CIP process includes the process of ranking
projects and setting funding priorities. Funding
recommendations are based on the evaluation of the
2015 -06 -02 Agenda Packet 235 Page 332
City of Chula Vista Proposed Budget MW
proposed asset's probability of failure, capacity, and
level of service requirements including efficiency
improvements gained.
Another tool used in ranking and formulating the CIP
recommendations are Guiding Documents approved by
the City Council. The City utilizes "guiding documents"
to ensure proposed CIP projects are consistent with
established program priorities. The following is a
partial list of guiding documents, which have included
public input from multiple stakeholders in the
community. For example the Five -year Pedestrian
Master Plan and Bike Master Plan were recently
adopted by the City Council. They identify missing
infrastructure needs within those program categories.
Additionally, proposed CIP projects are reviewed for
consistency with the City's General Plan and specific
plan and City policies.
• General Plan
• Regional Transportation Program
• Bikeway Master Plan
• Street Saver Condition Index Database
• Drainage Master Plan
• Wastewater Master Plan
• Fire Master Plan
• Asset Management Plan
• Parks Master Plan
• Pedestrian Master Plan /Safe Routes to School
• Redevelopment Implementation Plan
• Southwest United in Action Survey Results
• Third Avenue Streetscape Master Plan
• Environmental Mitigation Program
• Western TDIF Program
• TDIF Program
• Redevelopment Implementation Plan
• Traffic Monitoring Program
• Growth Management Oversight Committee Annual
Report
• Other Specific Plans (e.g. Urban Core Specific Plan,
Palomar, Bayfront and Main Street Specific Plans
BUDGET DEVELOPMENT
Although a component of the City Manager's overall
budget, the CIP budget is developed separately by
Public Works staff on an annual basis. The CIP budget
process runs parallel to the development process for
the City's operating budget, and they are subsequently
presented together for City Council approval.
n
On March 3, 2015 a public hearing was held for City
Council to consider and adopt the TransNet Local Street
Improvement Program of projects for fiscal years 2015-
16 through 2019 -20. Then, on April 2, 2015 Public
Works held their annual Infrastructure Workshop.
Public comment is a vital component of the CIP process.
The public had the opportunity to comment on the
proposed CIP. The initial proposed capital
improvement project detail sheets are posted annually
in April of each year on the Public Works website for
public comment and review.
http: / /www.chuIavistaca.gov /departments /engineering
Additionally, the Public Works Department publishes an
annual proposed CIP budget. The document will be
made available at the City Clerk's Office, the Civic
Center Library, Otay Ranch Mall Library, and the South
Chula Vista Library.
The proposed program reaffirms the City's commitment
to identify resources to move us toward long -term
sustainability of our City's current assets as well as new
improvements that accommodate growth.
The City will continue to collaborate with regional
agencies, such as the Port, SANDAG, and Caltrans, to
ensure that the needs of our City residents are met,
taking into account the unique characteristics of our
City and recognizing our role as the County's second
largest city and a leader in the South Bay.
2015 -06 -02 Agenda Packet 236 Page 333
The Capital Improvement Program is supported by a
number of funding sources. City staff continuously
explores opportunities to diversify revenue and
leverage funding for infrastructure improvements. The
CIP Revenue Summary
following chart and table summarizes the funding
sources for the FY 2015 -2016 CIP budget.
Fiscal Year 2015 -16 CIP by Funding Source
Sewer Facility CDBG, 1.7%
Replacement, 6.5%
Transportation
Development, it
10.8%
OR
Gas Tax, 15.4% 1h OR
Sewer Service
Revenue, 0.0 %------__
Telegraph Canyon
DIF, 0.7% Trunk Sewer
Capital Reserve,
1.5%
Highway Bridge
Program, 32.9%
\-TransNet, 26.2%
Traffic Signal, 2.3%
General Fund, 1.9%
Sewer Service Revenue
$
13,000
Telegraph Canyon DIF
$
200,000
Trunk Sewer Capital Reserve
$
406,000
CDBG
$
468,292
General Fund
$
510,000
Traffic Signal
$
644,000
Sewer Facility Replacement
$
11800,000
Transportation Development
$
21955,845
Gas Tax
$
41231,000
TransNet
$
71215,343
Highway Bridge Program
$
91048,589
Total FY16 Proposed Budget
$
27,492,069
2015 -06 -02 Agenda Packet 237 Page 334
City of Chula Vista Proposed Budget MW
The Capital Improvement Budget is primarily supported
by Transportation Sales Tax (TransNet), Gas Tax, and
revenues from the Highway Bridge Program (HBP) for
Willow Street and Heritage Bridges. TransNet is the
largest stable source of revenues for Capital
Improvement projects. Along with TransNet, Gas Tax
funds continue to provide a stable source of revenue
for street related projects. The HBP is a safety program
that provides federal -aid to local agencies to replace
and rehabilitate deficient locally owned public highway
bridges. Other major revenues in this year's budget
include Transportation Development Impact Fees for
street related projects and Sewer Facility Replacement
funds for ongoing sewer rehabilitation projects.
Competitive grant revenue sources remain steady with
grant revenue growth opportunities in the imminent
future. Transportation grants include the Active
Transportation Program and Federal Highway Safety
Improvement Program. Revenue decreases include the
end of funds available from Proposition 1B and a
reduction in Community Block Grant funding
traditionally used for ADA pedestrian improvements.
The following is a brief description of key funding
sources which support the FY 2015 -16 Capital
Improvement Budget:
DEVELOPMENT IMPACT FEES
Traffic Signal Fee
The Traffic Signal Fee is a trip -based development
impact fee that is charged with the issuance of building
permits for new construction. The fee can be utilized
for the installation and upgrade of traffic signals
throughout the City. $644,000 is programmed in FY
2015 -16 for traffic signal modifications and pedestrian
improvements.
Transportation Development Impact Fee (TDIF)
The City's TDIF Program was established on January 12,
1988, by Ordinance 2251 for the collection of
development impact fees to be used to construct
transportation facilities to accommodate increased
traffic generated by new development within the City's
eastern territories.
Telegraph Canvon Development Impact Fee
The City's Telegraph Canyon DIF was established on
August 7, 1990, by Ordinance 2384 for collection of
development impact fees to be used to construct
drainage and channel improvements for the Telegraph
Canyon Basin. Due to outstanding DIF obligations and
changing NPDES regulations, an overall study at a cost
of $200,000 is programmed in the FY 2015 -16 CIP to
identify the improvement required to preserve and
protect the infrastructure within the Telegraph Canyon
Channel basin.
GRANTS
Active Transportation Grant Program
On September 26, 2013, the Governor signed legislation
creating the Active Transportation Program (Senate Bill
99 Chapter 359 and Assembly Bill 101, Chapter 354), a
new statewide grant program to encourage increased
use of active modes of transportation, such as biking
and walking. The Active Transportation Program (ATP)
consolidated the Bicycle Transportation Account BTA
along with Safe Routes to School Program, the
Environmental Enhancement and Mitigation Program
and two other programs into one program. The
California Transportation Commission (CTC) adopted
the ATP guidelines on March 26, 2015. Caltrans
announced a call for ATP projects and is accepting
application from March 21, 2015 to June 1, 2015. Staff
is currently evaluating potential projects to apply for
grant funding under this program. Award notifications
are expected in November 2015.
Bicycle Transportation Account
The Bicycle Transportation Account (BTA) is an annual
program providing state funds for city and county
projects that improve safety and convenience for
bicycle commuters. Projects must be designed and
developed to achieve the functional commuting needs
and physical safety of all bicyclists. No BTA Program Call
for Projects has been announced for FY 2015 -16.
Therefore, no BTA funds are programmed in the FY
2015 -16 CIP.
Community Development Block Grant Funds
Each year, the City receives approximately $1.7 million
in Community Development Block Grant (CDBG) funds.
Of this amount approximately $1.3 million is available
for community development activities, which include
capital improvement projects. In 2006, the City of
Chula Vista received a CDBG Section 108 loan in the
amount of $9.5 million for the completion of the Castle
Park Infrastructure Projects. The debt service payment
is paid back from the City's annual allotment of CDBG
funds (approximately $750,000 annually). This reduces
the amount of CDBG funds available for other capital
2015 -06 -02 Agenda Packet 238 Page 335
City of Chula Vista Proposed Budget MW
projects to approximately $0.3 -0.5 million annually for
the next 14 years. A total of $468,292 in CDBG funds
are programmed in the FY 2015 -16 CIP Program.
Highway Bridge Program
Included in the FY 2015 -16 Capital Improvement
Program are two major bridge replacement projects:
STL -261, "Willow Street Bridge Widening," at the
Sweetwater River and STM -386, "Heritage Road Bridge
Replacement," at the Otay River. Both projects will be
designed and constructed primarily using Federal
Highway Bridge Program (HBP) funds totaling
approximately $43.3 million, leveraged with a relatively
small local TDIF contribution of about $6.7 million. The
environmental documentation and engineering design
for STM -364 is also being partially funded by a $2.5
million SAFETEA -LU grant.
The Highway Bridge Program (HBP) provides funding to
enable states to improve the condition of their highway
bridges through replacement, rehabilitation, and
systematic preventive maintenance of deficient bridges.
The existing bridge at Willow Street was constructed in
1940 and, through a series of studies, was determined
that it was not practical to rehabilitate the bridge and
funding for full replacement was subsequently
approved by the Federal Highway Administration
(FHWA) and Caltrans, which administers the HBP Grant
Program in California. The existing bridge at Heritage
Road was built as an interim facility in 1993 when heavy
flood waters destroyed the river crossing; this interim
bridge was recently approved by FHWA and Caltrans for
replacement because it is inadequate for peak traffic
volumes, does not accommodate pedestrians, and is
unable to convey the 50 -year storm without being
overtopped.
Highway Safety Improvement Program
The Highway Safety Improvement Program (HSIP) was
established to attain a significant reduction in traffic
fatalities and serious injuries on all public roads through
the implementation of infrastructure - related highway
safety improvements. The HSIP Cycle 7 call for projects
announcement was made by Caltrans on February 3,
2015, with a beginning schedule on April 2015 and the
applications due late July 2015. No HSIP funding has
been programmed as part of the FY 2015 -16 CIP.
Neighborhood Reinvestment Program
The Neighborhood Reinvestment Program (NEP)
provides grant funds to County departments, public
agencies, and to non - profit community organizations
for one -time community, social, environmental,
educational, cultural or recreational needs. No NEP
funds are programmed in the FY 2015 -16 CIP.
Safe Routes to School
The State Safe Routes to School (SR2s) program goal is
to reduce injuries and fatalities to schoolchildren and to
encourage increased walking and bicycling among
students. Competitive grants are available to local
government agencies for construction of facilities that
enhance safety for pedestrians and bicyclists, primarily
students in grades K -12 who walk or bicycle to school.
No Safe Routes to School funds are programmed in the
FY 2015 -16 CIP. The Active Transportation Program
(ATP) consolidated the Safe Routes to School Program
along with a number of other programs into one
program.
Smart Growth Incentive Grant
The TransNet Smart Growth Initiative Program (SGIP)
funds transportation related infrastructure
improvements and planning efforts that support smart
growth development. The SGIP will award two percent
of the annual TransNet revenues for the next 40 years
to local governments through a competitive grant
program to support projects that will help better
coordinate transportation and land use in the San Diego
region. Staff will be submitting for an Active SGIP grant
for the Third Avenue Streetscape Improvement Project
Phase III from 200 feet north of "F" Street to "E" Street.
No SGIP funds are programmed as part of the FY 2015-
16 CIP.
MISCELLANEOUS FUNDS
rAnornI Pi inrl
The General Fund is the City's main operating fund used
to pay for City services. The FY 2015 -16 CIP includes
$400,000 for Sign Reflectivity Replacement citywide, a
revenue offset project (funded by SAFE funds), and
$110,000 for the City's Asset Management Program.
Residential Construction Tax (RCT)
The Residential Construction Tax (RCT) was established
by the City Council in October 1971 to provide a more
equitable distribution of the burden of financing parks,
open spaces, public facilities, and other capital
2015 -06 -02 Agenda Packet 239 Page 336
City of Chula Vista Proposed Budget MW
improvements, the need for which is created by the
increasing population of the City. The RCT is applicable
to all new residential units and paid by the person
constructing the units. RCT funds are used to pay for
debt service obligations resulting from the issuance of
Certificates of Participation (COP's) for western Chula
Vista failing CMP repairs. No RCT funds are
programmed as part of the FY 2015 -16 CIP.
VOTER APPROVED FUNDS
Proposition 1B Highway Funds
In 2006 -07, the voters of the State of California
approved Proposition 1B. This proposition included
funds to be provided to cities within the State for local
roadway improvements. The initial allocation of $3.6
million was spent on pavement rehabilitation projects
in FY 2010 -11. The second allocation of $3.3 million
was frozen by the State of California due to the State's
financial crisis and released in late April 2010 in
monthly installments. As a result, the State provided an
additional year of expenditure for Prop 1B funds
received in 2009 -10. The City spent the second
allocation of Prop 1B funds prior to June 2014.
Gas Tax
Several years ago the voters approved Proposition 42,
which provided funding for cities to improve streets
from the sales tax on fuel. The funds can only be
utilized for street improvements and the City has
utilized these funds to augment its annual pavement
rehabilitation efforts. In FY 2015 -16 the proposed CIP
budget is $4,231,000 million for minor pavement
rehabilitation including street overlays and some street
reconstruction based on the City's Pavement
Management System, and CMP rehabilitation.
Transportation Sales Tax
Transportation Sales Tax (TransNet) funds are derived
from sales tax revenues levied in San Diego County that
are collected by the State specifically for use on
transportation related projects in San Diego County.
The regional metropolitan planning agency, San Diego
Association of Governments (SANDAG), programs these
funds to municipalities within San Diego County.
Revenues vary from year -to -year, depending on the
amount of sales tax available to the region and the
number and costs of projects for which municipalities,
local transit, and Caltrans request funding. The revenue
approved for municipalities is based on the specific cost
estimates that are required to be submitted as part of
the annual request for funding. The TransNet Extension
Ordinance states that at least 70 percent of the funds
allocated to local agencies for local road projects should
be used to fund Congestion Relief (CR) projects. CR
projects include the construction of new or expanded
facilities, major rehabilitation and reconstruction of
roadways, traffic signalization, transportation
infrastructure to support smart growth, capital
improvements for transit facilities, and operating
support for local shuttle and circulator transit routes.
No more than 30 percent of TransNet funds allocated
to local agencies are expected to be used for local
street and road maintenance. In the FY 2015 -16 CIP,
the TransNet budget is nearly $7.2 million.
SEWER FUNDS
Sewer Service Revenue
The Special Sewer fund is used to account for the sale
of the City's excess Metropolitan Sewerage Capacity. A
total of $13,000 in Special Service funds are
programmed in the FY 2015 -16 CIP.
Trunk Sewer Capital Reserve
The Trunk Sewer Capital Reserve Fund is a permit fee
based revenue source received from the owner or
person applying for a permit to develop or modify the
use of any residential, commercial, industrial or other
property, that may increase the volume of flow in the
City's sewer system. The funds may be used for: (1) to
repair, replace or enlarge trunk sewer facilities to
enhance efficiency of utilization and /or adequacy of
capacity to serve the needs of the City, or (2) to plan
and /or evaluate any future proposals for area -wide
sewage treatment and /or water reclamations systems
and facilities. In the FY 2015 -16 CIP, $406,000 is
programmed to upsize an existing sewer pipe between
Industrial Blvd and Main Street to meet operational
standards for existing flow.
Sewer Facility Replacement Fund
The Sewer Facility Replacement Fund is a fee based
revenue source that all properties pay each month as
part of their sewer bills. The funds can be utilized to
replace, rehabilitate or upgrade existing sewer facilities.
In the FY 2015 -16 CIP, a total of $1.8 million is proposed
for sewer rehabilitation projects.
2015 -06 -02 Agenda Packet 240 Page 337
The 2016 -2020 Capital Improvement Program (CIP) is a
five -year expenditure plan that provides the City with a
financial strategy for infrastructure improvements. The
CIP includes funding for projects and programs in
various geographic areas of the City. The Proposed
Fiscal Year 2015 -16 capital expenditure budget is
approximately $27.5 million. The forecasted five -year
program is estimated at $96.1 million. The 2016 -2020
CIP program reflects the actions taken by Council and
developed in accordance with Council adopted policies
and guiding documents (such as and not limited to the
City's General Plan, Master Plans, Specific Plans and the
Regional Transportation Plan) as well as generally
accepted accounting principles. Overall, the 5 -year
program continues to trend favorably despite the
economy and the fiscal constraints facing the City.
Projects in this year's Capital Improvement Budget have
been sorted by the nine -asset management systems
identified in the City's Fiscal Recovery Plan and the
Infrastructure Workshop with the City Council. This
provides a mechanism to track CIP allocations by Asset
Management System (AMS). The nine AMS's include
the following:
• The Roadway Management System (RMS) is
comprised of all City -owned assets in the Public
Right -of -Way. These assets include: Major and
Local Streets, Sidewalks, Traffic Signals & Striping,
Bicycle and Pedestrian paths, ADA Ramps and
Curbs and Gutters. A majority of the CIP funding is
focused on the RMS.
• The Wastewater Management System (WMS) is
comprised of Sewer Pump Stations, Rehabilitation
CIP Expenditure Summary
and related projects.
• The Drainage Management System (DMS) is
comprised of citywide storm drain facilities.
• The Building Management System (BMS) is
comprised of City -owned facilities including the
Civic Center, Fire Stations, Libraries, Police Station,
Recreation Centers, and community facilities such
as Rohr Manor and the Woman's Club.
• The Parks Management System (PMS) is comprised
of the citywide park system.
• The Open Space Management System (OMS) is
comprised of the Open Space Districts and
Community Facility Districts (CFDs).
• The Fleet Management System (FMS) is comprised
of City -owned vehicles.
• The General Government Management System
(GGMS) includes general - purpose items such as
Automation, Utility Undergrounding and Parking
Meters.
• The Urban Forestry Management System (UMFS) is
comprised of City -owned street trees, and trees
within Public Right -of -Way and parks.
The following chart provides an expenditure
breakdown, by Asset Management System, totaling
$27.5 million of recommended appropriations:
2015 -06 -02 Agenda Packet 241 Page 338
Fiscal Year 2015 -16 Proposed CIP by Asset Management System
Drainage, 7.7%
General
Government, 1.0 %_
Open Space, 0.4 %_'1--�Z
Wastewater, 8.1%
ROADWAY MANAGEMENT SYSTEM (RMS)
A majority of the CIP funding is focused on the Roadway
Management System (RMS). The total amount
programmed for Roadway projects is $22.8 million,
which represents 82.6% of the proposed CIP budget.
Project types within the RMS are Major Streets, Local
Streets, and Traffic. The following chart and table
summarizes the funding by these project types.
Project Type
Total Cost
Local Streets
$10,342,459
Major Streets
$9,295,267
Traffic
$3,159,000
Total Roadway Projects
$22,796.1 726
RMS Projects
• Major Streets
The $9.3 million in funding includes the Pavement
Major Rehabilitation Project (citywide), Heritage
Road Bridge Replacement project, Bike Lane along
East H Street, and studies for the Bikeway Facility
Gap Project and the widening of Main Street and
Heritage Road. The Pavement Major Rehabilitation
Project includes resurfacing and pavement
overlays, which may extend street life by up to 15
years. Failure to complete proactive street
maintenance will lead to the accelerated
deterioration of City streets, thereby, costing more
to repair in the long -term.
• Local Streets
The $10.3 million in funding includes the Pavement
Minor Rehabilitation Project, Willow Street Bridge
Roadway, 82.9%
Road widening, sidewalk installation along portions
of Moss Street, and the replacement of curb and
cutter (citywide), and Kellog Elementrary School
pedestrian improvements.
Funding of $50,000 is included for a Pavement
Management Study which will further the
development of the Roadway Management
System, by addressing other roadway elements,
besides pavement, on eligible roads. These
elements include curbs, gutters, sidewalks,
medians, parkways, traffic signals and street
lighting.
• Traffic
The $3.2 million in funding includes the Traffic
Calming Program, Traffic Signal System
Optimization, Traffic Signal and Streetlight Systems
Upgrade and Modification Program, Neighborhood
Traffic and Pedestrian Safety Program, and traffic
signal modifications at various locations.
Funding of $608,000 is included to complete
pedestrian improvements at Hazel Cook
Elementary School and at various uncontrolled
intersections throughout the City.
Funding of $400,000 is included to replace city
street signs that do not meet State reflectivity
standards. In addition, funding of $250,000 is
included for the Traffic Signal installation at Main
Street and Jacqua Street.
2015 -06 -02 Agenda Packet 242 Page 339
City of Chula Vista Proposed Budget
WASTEWATER MANAGEMENT SYSTEM (WMS)
The second highest commitment of CIP funding is for
the Wastewater Management System (WMS). The
appropriation for Wastewater Management System
(WMS) is $2.2 million which represents 8% of the
proposed CIP budget. The single project type within
the WMS is Sewer. However, the discussion below is
divided into the following two categories: Sewer
Rehabilitation and Specific Sewer Improvements, and
Sewer Pump Stations and Access Roads.
WMS Projects
• Sewer Rehabilitation and Specific Sewer
Improvements
The annual Sewer and Manhole Rehabilitation
project for fiscal year 2015 -16 commits $1.1 million
for citywide work. A total of $406,000 is included
to complete sewer improvements at Industrial
Boulevard and Main Street. In addition, $200,000
is included to complete manhole inspections to
establish a baseline condition in order to preserve
and extend service life and avoid failures of existing
structures.
• Sewer Pump Stations and Access Roads
The pump station at Parkside Drive will be
rehabilitated, at a cost of $450,000. Sewer access
roads at various locations will be rehabilitated, at a
cost of $900,000.
DRAINAGE MANAGEMENT SYSTEM (DMS)
The appropriation for Drainage Management System
(DMS) projects is $2.1 million which represents 7.7% of
the proposed CIP budget. The single project type
within the DMS is Drainage.
DMS Projects
• Drainage
A total of $1.6 million in Gas Tax funds has been
committed for CMP rehabilitation. This project is
to address rehabilitation of CMP at specific
locations, as well as for emergency repairs.
Funding of $200,000 is included to complete a
compliance feasibility study of the Telegraph
Canyon Channel. In addition, $280,000 is included
to complete a storm drain rehabilitation project at
a specific location.
BUILDING MANAGEMENT SYSTEM (BMS)
Due to budget constrictions, staff has had to identify
alternatives to fund building maintenance. Although
funding is needed for maintenance on City facilities, the
fiscal year 2015 -16 proposed CIP budget does not
include appropriations for Building Management
System (BMS) projects. The goal is to better manage
City assets with dedicated funding for replacement of
components or entire facilities when they reach the end
of their useful life.
FLEET MANAGEMENT SYSTEM (FMS)
The City owns and operates over 540 vehicles, from
police cars to fire trucks to dump trucks. Maintenance
of these vehicles is funded via the individual City
department's budgets that operate vehicles.
Replacement of the vehicles is funded by the
Equipment Replacement Fund, which the City Council
established in 1985. However, due to budget
constraints, staff has continued to extend the
replacement of vehicles over the past several years.
However, failure to replace vehicles when needed will
result in higher maintenance costs to keep those
vehicles running and impact productivity of crews.
PARKS MANAGEMENT SYSTEM (PMS)
The City owns and operates 54 Parks covering more
than 500 acres of land including amenities such as
sports fields, lighting, play equipment, basketball and
tennis courts, skate features, restrooms, parking lots
landscaping, picnic areas and shelters. The
preservation and rehabilitation funding for these assets
predominantly is from the General Fund. Over the
years, the City has also successfully competed for State
Grants used for park improvements and received
philanthropic donations. Unfortunately, all of these
funding sources have been stressed with the economy
and the actual maintenance investment has decreased
in each of the last four budget cycles. As a result, the
condition of the parks and amenities, throughout the
system, is suffering visible deterioration.
A study was presented to the City Council in 2000,
which recommended appropriate staffing levels for
adequately maintaining the parks system. Current
staffing levels are down by 16 positions from the
recommended levels. Additionally, critical needs are
estimated to cost $405,000 and include tot lot
replacements at Valle Lindo and Los Ninos Parks, tot lot
soft fall replacements at various parks, repairs to steps
2015 -06 -02 Agenda Packet 243 Page 340
City of Chula Vista Proposed Budget MW
that join Loma Verde Recreation Center to Rienstra
fields, sidewalk repairs at Rohr and Tiffany Parks,
jogging trail, restroom and a pump replacement at Rohr
Pa rk.
PMS Projects
• Parks
The City has received $2.8 million in Proposition 84
State Parks Grant funds to design and construct
Orange Park, south of the South Chula Vista Library,
within an SDGE easement. The construction of
Orange Park is scheduled to be completed in the
summer of 2015.
OPEN SPACE MANAGEMENT SYSTEM (OSMS)
A total of $98,343 is being appropriated for Open Space
Management System (OSMS).
OSMS Projects
• Open Space
A total of $98,343 is being appropriated to restore
and enhance approximately 10 acres of degraded
habitat for the coastal cactus wren within the Otay
Ranch Preserve (Salt Creek /Otay River Valley).
Management activities will include invasives
species control, habitat restoration (including
vegetation planting), and biological monitoring.
URBAN FORESTRY MANAGEMENT SYSTEM
(UFMS)
The Urban Forestry Management System is responsible
for monitoring the overall health of trees throughout
the City, including street trees, park trees, and trees
located on City property. The City continues to
maintain City street trees in order to:
• Ensure ongoing traffic safety along City streets;
• Enhance the appearance and image of the City;
• Improve the air quality and the environment for
City residents; and
• Clear right -of -way obstructions.
Industry standard sets the ideal schedule for periodic
tree trimming as follows: Palms need to be trimmed
every 1 or 2 years. Non -palms are recommended to be
trimmed every 3 -5 years (eucalyptus and pine every 2 -3
and broadleaf every 5 -6). Based on an inventory of
about 27,500 trees and using 5 years, the annual goal is
5,500 trees. Due to multi -year budget constraints, we
are currently backlogged by over 13,000 trees.
Maintenance of City trees is primarily funded via Gas
Tax Funds.
GENERAL GOVERNMENT MANAGEMENT SYSTEM
(GGMS)
The appropriation for General Government System
(GGS) projects is $170,000, which represents 1% of the
proposed CIP budget. The single project type within
the GGS is General Government.
GGMS Projects
• General Government
Funding of $110,000 from the General Fund will be
used for the Asset Management Program.
Consultants will be hired to identify all city -owned
assets, performing condition assessments, and
preparing a Preservation & Rehabilitation Plan to
assist the City in prioritizing limited resources.
A total of $170,000 in TransNet funds will be used
to perform various studies and projects by City
staff, including the Bikeway Pedestrian Master
Plan, Sweetwater River Pathway Study and
infrastructure planning and engineering work
related to the application for funds.
There is no CIP funding for Utility Undergrounding
Districts in the coming year. The City has
approximately 164 Miles of aboveground electric
distribution wires with an estimated cost to
underground of $275 million. The Franchise
Agreement with SDGE Allocation is $2 million per
year from 20A Funds. Almost $40 million has been
expended in undergrounding projects since the
1990's. The most recent completed projects are
the Phase I Bayfront project at $20 million, and
Fourth Avenue from L Street to Orange Avenue and
L Street from Monserate Avenue to Nacion Avenue,
at $9.3 million. The City's 20A fund allocation has a
negative balance of ($9,629,977). According to
Rule 20A, municipalities are allowed in incur debt
up to five times the annual allocation. Since the
City's annual allocation is $2.0 million, this is within
the five- year limit ($10.0 million) allowed by the
Public Utilities Commission (PUC). However, it
means that, until at least next year, the City cannot
currently borrow ahead any additional funds to
construct additional undergrounding facilities
unless allowed by a revised agreement with
SDG &E.
2015 -06 -02 Agenda Packet 244 Page 341
City of Chula Vista Proposed Budget M MW
In an effort to contain undergrounding construction
costs, the City of Chula Vista as well as several
other local agencies formed a Utility
Undergrounding District subcommittee to meet
and discuss policies and various other methods for
controlling underground utility district costs so that
additional conversion districts can be funded in the
future. Future conversion districts may be
established and constructed differently than how
we have done previous districts. A letter to the
California Public Utilities Commission (CPUC) was
sent on May 17, 2011, for CPUC clarification of
additional local agency eligible reimbursable
expenses.
REGIONAL PROJECTS
The City of Chula Vista CIP includes funding for several
studies related to regional projects. It does not include
total costs of regional projects funded or led by other
agencies such as Caltrans or SANDAG. However, City
staff often partners or gets involved in the delivery of
these projects since they provide a direct benefit to the
community and sustainable infrastructure. The
following is a summary of various projects:
Interstate -5 Multi -modal Corridor Study
In an effort to identify all transportation related
improvements needed along, across and within the
four -mile long Interstate -5 and rail corridor in Chula
Vista, the City has combined efforts with Caltrans,
Metropolitan Transit System (MTS) and SANDAG to
undertake this planning level study. Funding is
provided by a combination of TransNet and two
Federal grants. The study has several phases of
work and the first two phases have been
completed. Phase III commenced in FY13/14 and is
for the environmental work and preliminary
engineering of grade- separating the Palomar Street
light rail crossing near the intersection with
Industrial Blvd.
Phase I identified and prioritized needed
transportation improvements to improve mobility
and goods movement within the study area
bounded by SR -54 and Main Street. The results of
the first phase study completed in December 2010
have already been included in the 2050 Regional
Transportation Plan adopted by SANDAG in
October 2011. This report is used as a technical
appendix to the SANDAG 2050 Regional
Transportation Plan. Rail improvements were
identified as the highest near term need.
http://www.sandag.org/index-asp?prooectid=387&f
useaction= projects.deta i I
Phase 11, the Chula Vista Light Rail Corridor
Improvements Project Study Report, is a grade
separation study for each of the three light rail
trolley stations at E Street, H Street and Palomar
Street. This document, completed in August 2012,
has planning level work for the ultimate rail
corridor improvements in Chula Vista. Final
recommendations from the LRT Improvement
study are being incorporated into the Phase III
environmental work for the Palomar Street location
as well as future regional plans and as individual
projects into the Bayfront Development Impact Fee
Program, the Western Transportation Development
Impact Fee (WTDIF) Program and the CIP program.
http: / /www.chulavistaca.gov /departments /public-
works /engi nee ring /chula- vista - light- rail- corridor-
im prove ments- project- study- report
The completed Phase I and Phase II studies serve to
identify an accurate project description for Phase
III, a future LRT grade- separation Environmental
Impact Report (EIR) that commenced in FY 2013 -14
and completed in FY 2015 -16. This environmental
and preliminary design work is the last phase of the
1 -5 Multi -modal Corridor Study. The Palomar Street
crossing is the highest priority LRT grade- separation
project out of 27 study locations within San Diego
County. The H Street and the E street locations
rank fourth and sixth, respectively.
Furthermore, the Blue Line Improvement Corridor
has seen many upgrades and continues with
several improvements regionally and state funded.
SANDAG has current freight rail improvements
throughout the Blue Line corridor that are in
various stages of design and /or construction.
In addition to the roadway and freeway network,
Light Rail Trolley (LRT) maintenance upgrades at all
Chula Vista at -grade rail crossings began by
MTS /SANDAG in FY 2012 -13 and is still on- going.
The remaining work includes the following
2015 -06 -02 Agenda Packet 245 Page 342
City of Chula Vista Proposed Budget 19
locations and scope and is wrapping up in late
2015:
• Anita Street
• Main Street Freight Rail Bridge
• Interstate -805 /East Palomar Street Direct Access
Ramp (DAR) Project
The Caltrans work on Interstate -805 will provide a
new access point to /from the East Palomar Street
Bridge to and from the north freeway via Direct
Access Ramps which are ramps that lead to /from
the center median area of the freeway instead of
from the right side of the freeway. The project
started construction in April 2013 and construction
will be completed by late summer 2015. When
completed, the freeway DAR project will connect to
the recently completed High Occupancy Vehicle
(HOV) lanes that extend from East Naples Street to
State Route -94.
• The South Bay Bus Rapid Transit (SBBRT) Project
The SBBRT project, coordinated by SANDAG, is
expected to follow the Caltrans 1 -805 Direct Access
Ramp project. SANDAG, as the project manager,
will design and build a 21 -mile BRT line between
the Otay Mesa Port of Entry and downtown San
Diego via eastern Chula Vista, 1 -805 and SR -94. The
eastern Chula Vista section extends from the
intersection of East Palomar Street and Oleander
Avenue through Otay Ranch Town Center and the
Millennia Project to SR -125. The project will include
arterial "transit only" lanes, transit signal priority,
special shoulder lanes for busses -only on the
freeway, and enhanced customer amenities.
City staff is providing design and surveying for the
portion of the project within the Otay Ranch
Shopping Center and Birch Road. Design is
complete and the project will be advertised for
construction in mid -2015 by SANDAG. Construction
is expected to begin in the fall of 2015 and be in
operation by summer 2017.
• State Route —125 (SR -125)
In December 2011, SANDAG purchased the lease to
operate the SR -125 toll road (South Bay
Expressway). Soon thereafter, the SANDAG Board
of Directors did approve the lowering of tolls
effective June 30, 2012. Traffic volumes since the
new toll schedule went into effect show that traffic
volumes have increased from approximately 25,000
vehicles per day to over 40,000 vehicles per day.
More recent counts show that traffic volumes are
still increasing on this facility.
As SANDAG completes its transition with South Bay
Expressway, city staff will work with Caltrans and
SANDAG to pursue construction of the northbound
off -ramp and the southbound on -ramp at the San
Miguel Ranch subdivision. City staff will be
providing cost estimates for completing these
ramps and work with Caltrans and SANDAG to
agree on financing and expediting completion of
this work. For more information, including a list of
frequently asked questions, visit:
www.sandag.org/southbavexpressway
At the south end of the toll road, City staff has
continued to work with Caltrans and the
development community to determine the ultimate
on -ramp and off -ramp needs and geometric
configurations where the future Main Street (Rock
Mountain Road /Hunte Parkway) and Otay Valley
Road local streets eventually will cross the SR -125
corridor. On November 18, 2014, these on -ramps
and off -ramps were added into the Transportation
Development Impact Fee (TDIF) Program.
• Bayshore Bikeway Project
The City completed a preliminary engineering study
for the segment between E and H Streets, working
with SANDAG and a consultant. The study was
presented to the SANDAG Bayshore Bikeway
Working Group in FY13/14 and was accepted. Staff
is looking at grants to fund the preliminary
engineering and environmental phase. The multi-
purpose bike path segment between H Street and
Palomar Street was completed by SANDAG in
March 2012 and has high usage rates, especially on
the weekends. The City of San Diego is responsible
for working with SANDAG on the segment south of
Palomar Street to Main Street, which is currently in
the environmental and design phases.
In 2014, the San Diego Unified Port District
completed the bike path on the H Street segment
between Bay Blvd to the intersection of Marina
Parkway. Future segments of the Bayshore
2015 -06 -02 Agenda Packet 246 Page 343
City of Chula Vista Proposed Budget i I
Bikeway along the Chula Vista Bayfront waterfront
will be part of the development of that area and a
general alignment of that facility can be seen on
the City's 2011 Bikeway Master Plan map.
CIP DOCUMENT
The initial proposed capital improvement project detail
sheets are posted annually in April of each year on the
Public Works website for public comment and review.
htta: / /www.chulavistaca.eov /departments /eneineerin
Additionally, the Public Works Department publishes an
annual proposed CIP budget. The document is made
available at the City Clerk's Office, the Civic Center
Library, Otay Ranch Mall Library, and the South Chula
Vista Library. The proposed CIP is presented at a
Council Budget Workshop in May and adopted in June
of every year.
A _
-MN
2015 -06 -02 Agenda Packet 247 Page 344
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 248 Page 345
DRAINAGE
DR202
DR203
DR204
Storm Drain Rehabilitation Project FY2015/16
Telegraph Canyon Channel Compliance Feasibility Study
Storm Drain Repairs At Various Locations
DRAINAGE TOTAL
$280,000
$2001000
$116311000
$2,111,000
GENERAL GOVERNMENT
FY 2015-16
PROPOSED
GG222
Asset Management
$1101000
OP202
CIP Advanced Planning
$451000
OP225
Sweetwater River Pathway Study
$751000
STL404
Bikeway Pedestrian Master Plan 2016 Update
$501000
GENERAL GOVERNMENT TOTAL
$280,000
LOCAL STREETS
FY 2015-16
PROPOSED
OP219
Pavement Management System
M $501000
STL261
Willow Street Bridge (Widening)- Phase II
$619591167
STL366
Moss Street Sidewalk Installation
$4681292
STL406
Third Avenue Streetscape Improvement Project -Phase III FY 2015/2016
$1503000
STL407
Replacement of Curb &Gutter Program Citywide FY2015/16
$3503000
STL408
Cross Gutter Rehabilitation Program Citywide FY 2015/16
$2503000
STL409
Pavement Minor Rehabilitation Program FY2015/16
$210001000
STL410
Kellog Elem. School Pedestrian Improvements
$1151000
LOCAL STREETS TOTAL
$10,342,459
2015 -06 -02 Agenda Packet 249 Page 346
MAIOR STREETS
STM369
STM381
STM382
STM385
STM386
STM387
STM388
STM389
Bikeway Facilities Gap Project (Study) $50,000
South Broadway Improvements Main Street to Southern Limits, Phase II $501000
Bike Lane along East H Street $210001000
Bridge Maintenance Program (BMP) $1501000
Heritage Road Bridge Improvement (HBP) $213451267
Pavement Major Rehabilitation Program FY2015/16 $410001000
Main Street Widening FY2015/16 $3003000
Heritage Road Widening FY2015/16 $4003000
MAJOR STREETS TOTAL $9,295,267
OPEN SPACE
FY 2015-16
PROPOSED
OP227
Coastal Cactus Wren Habitat -Salt Creek /Otay River Valley
$98,343
OPEN SPACE TOTAL
$98,343
SEWER
FY 2015-16
PROPOSED_
SW292
Industrial Blvd. & Main St. Sewer Improvements
$4061000
SW293
Parkside Drive Lift Station Upgrades
$4503000
SW294
Sewer Access Rehabilitation Program FY2015/16
$6003000
SW295
Sewer Rehabilitation Program FY2015/16
$3003000
SW296
Manhole Inspections Program FY 2015/16 (Study Analysis)
$2003000
SW297
Manhole Rehabilitation Program FY 2015/16
$2501000
SEWER TOTAL
$2,206,000
2015 -06 -02 Agenda Packet 250 Page 347
TRAFFIC
2015 -06 -02 Agenda Packet 251 Page 348
U W6310-163"D
TF321
Citywide Traffic Count Program
r $50,000
TF327
Neighborhood Traffic and Pedestrian Safety Program
$1501000
TF332
Signing and Striping Program
$251000
TF345
Traffic Calming Program
$251000
TF350
Traffic Signal System Optimization Program
$751000
TF366
Traffic Signal and Streetlight Systems Upgrade and Modification Program
$2001000
TF374
Modification of existing traffic signal and equipment at Orange Ave. and
$501000
Palomar
TF384
Hazel G Cook Elementary School Pedestrian Improvements
$3583000
TF391
Sign Reflectivity Replacement FY 2015/16
$4001000
TF392
Palomar Street Traffic Data Collection
$1363000
TF393
Internally Illuminated SNS Conversion Program FY 2015/16
$1001000
TF394
Pedestrian Crosswalk Enhancement at Uncontrolled Intersections
$2503000
TF395
SANDAG Main St Fiber Optic - Additional Work
$4003000
TF396
Traffic Signal System Communication Network Master Plan
$2503000
TF397
Raised Median Improvements
$4403000
TF398
Traffic Signal Installation at Main Street and Jacqua Street
$2501000
TRAFFIC TOTAL
$3,159,000
GRAND TOTAL - ALL PROJECTS
$27,492,069
2015 -06 -02 Agenda Packet 251 Page 348
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 252 Page 349
SUMMARY TABLES
Fund Appropriations by Department and
Expenditure Category
Schedule of Revenues
Fund Balance Projections
Schedule of Interfund Transfers
Authorized Positions by Department
2015 -06 -02 Agenda Packet 253 Page 350
2015 -06 -02 Agenda Packet 254 Page 351
FUND APPROPRIATIONS BY
DEPARTMENT AND EXPENDITURE
CATEGORY
2015 -06 -02 Agenda Packet 255 Page 352
2015 -06 -02 Agenda Packet 256 Page 353
N
O
Ln
C,
O
N
n
rr
N
Ln
v
era
w
Ln
PP
01100 City Council
1,375,453
108,479
1,520
223
3,190
153000
1,488,642
02000 Boards and Commissions
Traffic Signal
117476
7,245, 343
227
Transp Sales Tax Fund
1,261,791
11,476
03000 City Clerk
7917319
1407766
750
235
87950
3997140
9417785
04000 City Attorney
2,4707290
4317857
17850
245
47948
2,908,945
05000 Administration
2,980,254
2487159
17520
252
47936
439397533
3,234,869
06000 Information Technology Srvcs
2,416,696
8657157
477045
254
1487500
91,078
3,477,398
07000 Human Resources
2,117,909
4227305
17530
267
87920
2,550,664
08000 Finance
3,458,274
1857530
27500
272
157499
8117401
3,661,803
09000 Non - Departmental
(1,501,024)
15967447
617327
1677500
574837642
5107000 4907316 6,808,208
10000 Animal Care Facility
2,2057801
569555
417495
47500
67282
238273633
12000 Planning and Building Services
2,315,878
1467322
27200
12,000
234763400
14000 Police
44773716
3,1417063
5707942
1237243
1627989
4877717953
15000 Fire
23,375,802
179117336
2267715
627326
2575767179
16000 Public Works
18,564,450
3,6657992
471567884
1287000
617921
3907290
187700 2679867237
17000 Recreation
3,0437528
6217146
4207057
1157657
27523
432023911
18000 Library
3,222,080
2037852
3527925
400
3,779,257
100 GENERAL FUND TOTAL
1117610,426
14,2691442
57889,260
5517300
265,669
67099,247
5107000 509,016 139,7047359
221
Gas Tax
1007000 8,5907428
223
TUT Common Fund
153000
4907000
225
Traffic Signal
7,215, 343
7,245, 343
227
Transp Sales Tax Fund
1,261,791
234
Advanced Life Support Program
2947242
1347039
235
Legislative Counsel Fund
3997140
807000
241
Parking Meter
5437384
2207300 127448
245
Traffic Safety
387500
251
Supp Law Enforcement Sery Fund
4487846
757000
252
Police Dept Grants Fund
439397533
7083716
253
Inmate Welfare Fund
65, 000
607000
254
Local Law Enforc blk Grant Pro
91,078
1,316,810
256
Asset Seizure
5057000
267
McCandliss memorial Cult Arts
400
270
Mobilehome Admin fee fund
287000
272
Federal Grants Fund
8117401
5057409
472597428 472313000
1007000 8,5907428
1257902
6157902
153000
6447000
6597000
303000
7,215, 343
7,245, 343
8337510
1,261,791
80, 000
1667400
3997148
3997140
4377640
197538
5437384
87999
697519
537263767
603000
91,078
2007000
7057000
17200
17600
65, 000
933000
1,316,810
N
O
Ln
O,
O
N
n
rr
273
State Grants Fund
15,843
40,000
20,000
75,843
274
Amer. Recovery & Reinvest. Act
22,333
22,333
281
Waste Mgmt & Recycling
67518
9087867
11,000
9877385
282
Environmental Services
7047386
8997316
57100
90,000
47600 1077585
1,810,987
285
Energy Consery Fund
2637569
4997046
9137079
1,675,694
301
Storm Drain Revenue
3487100
800
2107000
5587900
313
CV Housing Authority Fund
5837385
877800
17100
3727660
1557968
1,200,913
316
Public Educational & Govt. Fee
3007000
3007000
6007000
318
Redv Obligation Retirement Fnd
807270
17780
7187540
67040 576017309
6,407,939
319
Housing - SA
637500
271277569
67000
231973069
311
CDBG Housing Program Fund
100
46,000
463100
314
Emergency Shelter Grnt Prog
11,495
1417775 1537270
321
Home Program Fund
57000
8547710
627473
9227183
r"
Lq
333
Comm Dev Block Grant Fund
117427
3777215
127946 7587243
4687292 3787817 230067940
00
341
Public Liability Trust
7137439
9407000
136533439
342
CFD 11 -M RHR McMillin
1087246
217101
23,174
1527521
343
CFD 12 -M Village 7 MM
2637891
1387120
67,951
4697962
344
CFD 13 -M Otay Ranch Village 2
1257345
697800
273785
2227930
345
CFD 12M Village 7 Otay Ranch
2347492
1657500
633269
4637261
346
CFD 14M- A - EUC Millenia
1263905
107500
17000
1387405
352
Bay Blvd Ldscpng Dist Fund
27848
77666
17780
12,294
353
Eastlake Maintenance District
2277623
1167616
643504
4087743
354
Open Space District #1
547787
397670
173677
1127134
355
Open Space District #2
217534
67925
77143
35,602
356
Open Space District #3
347759
287041
113969
74769
357
Open Space District #4
707431
267550
203003
1167984
358
Open Space District #5
347618
177905
123106
643629
359
Open Space District #6
207647
137000
103402
443049
361
Open Space District #7
47974
27240
47237
113451
362
Open Space District #8
607455
277060
17,434
1047949
363
Open Space District #9
597150
317802
16,300
1077252
364
Open Space District #10
577852
337034
16,890
1077776
365
Open Space District #11
1177524
677675
29,043
2147242
367
Open Space District #14
2177536
1857260
68760
471,556
era
w
Ln
Ln
N
O
Ln
O,
O
N
n
rr
N
Ln
era
w
Ln
01
368
Open Space District #15
30,240
10,375
9,497
369
Open Space District #17 Fund
217032
57859
371
Open Space District #18 Fund
777928
667485
27,103
372
Open Space District #20 Fund
170357393
3977904
2307921
373
Open Space District #23 Fund
337096
97815
87519
374
Open Space District #24 Fund
387885
207115
77643
375
Open Space District #26
127683
47125
37846
376
Open Space District #31 Fund
747398
507708
35,066
378
CFD 07M Improvement Areas
3757798
1287346
1577632
379
CFD 08M Village 6
5077062
2887490
1987903
380
CFD 09M OR VIg II Brookfld She
6487455
2167193
1607619
382
CFD 99 -2 Otay Ranch VIg 1 West
5167528
1987575
1107588
386
Otay Ranch Preserve
4517000
2,399,514
54,000
387
CFD 98 -3 Sunbow 2
5587143
2007924
1257314
388
Community Facility Dst 97 -1 OR
175257124
4547475
3247078
389
Otay Ranch Village 1,2,6,7,12
67528
57220
27343
391
Central Garage Fund
1,045,349 2,3337955
1727572
400
392
Equip Replacement Fund
3307000
393
Technology Replacement
2847576
398
Workers Compensation
7337610
276697000
408
Development Services Fund
537343293 2687532
57000
983812 97500
413
Trunk Sewer Capital Reserve
2007000
414
Sewer Service Revenue
435377477 2238607471
315
453000 178137680
428
Sewer Facility Replacement
431
Tele Cyn Sewer Basin Plan Dif
432
Poggi Cyn Sewer Basin DIF
103000
433
Salt Creek Sewer Basin DIF
273500
442
CDBG Section 108 Loan
7587243
451
Long -term Advances DSF - City
1507000
452
Equipment Lease
4527952
453
Energy Conservation Loans
8117853
472
2004 COP Civ Ctr Proj Ph 1
57000
273947514
473
2006 COP Civ Ctr Proj Ph 2
67000
172707960
474
2010 COP Refinance
57000
274877319
50,112
26, 891
171,516
1,664,218
51,430
66,643
20,654
160,172
661,776
994,455
1,025,267
825,691
5057000
8847381
2,303,677
14,091
3,552,276
3307000
2847576
3,402,610
171877557
7,303,694
4067000 6067000
371417270
133000 3274117213
1507000
178003000 1, 950, 000
171297047
1,129,047
10, 000
171207000
170917264 272387764
758,243
1507000
4527952
811,853
2,399,514
1,276,960
2,492,319
N
O
Ln
C,
O
N
n
rr
N
rn
0
�a
w
w
v
475
2014 Refunding COP
517
AD2004 -1 Dixon Drive
518
AD2005 -1 Tobias Drive
542
Tele Cyn Drainage Plan Dif Fun
571
PFDIF General Administration
572
PFDIF - Civic Center Expansion
573
Police Facilities Remodel
574
Corporation Yard Relocation
576
Fire Suppression Sys Expansion
587
Otay Ranch VLG Ped Ramp DIF
588
OR Vlg11 Pedestrian Bridge DIF
591
Transportation DIF
654
RDA 2008 TARBS ProjFund - SA
662
06 ERAF - SA
663
06 TABs Series A - SA
664
06 TABs Series B - SA
665
08 TABs - SA
692
Long -term Advances DSF -RDA S
715
Park Land Acquisition Fund
716
Western -Park Acquisition & Dev
717
Resident. Construct /Conver Fnd
736
Other Transportation Programs
GRAND TOTAL ALL FUNDS
5,000
3,607,556
9,598
90,597
557300
3007000
3,625,369
1,600,000
844,420
1,045,000
3,000
3,200
2657000
1,274,067
1277795
57000
170137570
57000
9887559
57000
175287637
3507000
179277748
507000
253000
253000
5157000
678,205
2007000
2,955,845
9,048,589
1317147,346 55,450,025 91148,589 30,173,795 31206,329 35,507,779 277492,069
3,612,556
9,598
90597
2007000
3557300
3,625,369
1,600,000
844,420
1,045,000
3,000
3,200
3,220,845
1,274,067
1277795
1,018,570
9937559
1,533,637
2,277,748
75, 000
5407000
678,205
9,048,589
27220,872 294,3461804
SCHEDULE OF REVENUES
2015 -06 -02 Agenda Packet 261 Page 358
2015 -06 -02 Agenda Packet 262 Page 359
N
O
Ln
C,
O
N
n
rr
N
rn
w
w
0
1 1
10 1 �
Property Taxes
3000
Property Tax
2475187260
2778767534
2774517232
2879307278
2978967924
TOTAL
$2435183260
$273876,534
$2714517232
$28,930,278
$29,896,924
Other Local Taxes
3010
Sales Tax
2772757753
2876277785
2979857219
3171207026
3178307591
3020
Franchise Fees
874007178
972667768
878457067
1073417588
1174267283
3030
Utility Taxes
374657136
474287794
1775257294
675007000
675007000
3040
Business License Tax
171697307
172607622
173287554
173137405
174297643
3050
Transient Occupancy Tax
272957675
274717252
276327774
278067654
278907853
3070
Real Property Transfer Tax
7797981
171257252
9497603
8167492
8327822
TOTAL
$43,386,030
$4731807473
$6172667511
$52,898,165
$54,910,192
Licenses and Permits
3100
Licenses
1387036
1437871
1507879
1357145
1327600
3120
Dev / Improvement Permits
2687412
2757133
2677938
1897210
2097317
3140
Regulatory Permits
8167321
9767515
8967628
9077622
9677530
TOTAL
$1,222,769
$1,395,519
$173157445
$1,2313977
$133093447
Fines, Forfeitures, Penalties
3200
Community Appearance Penalties
6757789
3687357
4947211
6887116
4207700
3210
Law Enforcement Penalties
2887439
2457808
997627
3517191
3007100
3240
Parking Penalties
2637007
2137162
2797084
2557505
2507000
3250
Other Penalties
1287534
1757620
1367814
1087500
jilIW37000
TOTAL
$1,355,769
$1,002,947
$170097736
$1,4033312
$131333800
Use of Money & Property
3300
Investment Earnings
6337057
1437601
3567840
3007520
3007364
3310
Sale of Real Property
3567912
0
0
457869
0
3320
Sale of Personal Property
337486
267866
587043
367354
177509
3330
Rental /Lease of Equipment
467728
497262
527449
597505
637347
3350
Rental /Lease of Land and Space
9767237
9577564
9637843
9967823
170717291
3370
Rental /Lease of Buildings
8707214
170247197
170917740
171437630
j&1 ,224,295
TOTAL
$2,916,634
$272017490
$275227915
$2,582,701
$2,676,806
N
O
Ln
O,
O
N
n
rr
N
w
Revenue from Other Agencies
3010
Sales Tax
7247185
7847116
0
sow 0
lw��
3400
State Grants
5377892
6677263
5677615
6477331
X27000
3440
State Tax Sharing
2367354
2317546
2267938
2267938
2437309
3460
Motor Vehicle License Fees
1672887377
1672537826
1677737957
1778837946
1875977204
3480
State Reimbursements
27765
47331
517284
67683
3007408
3500
Federal Grants
8447496
6417161
4867626
4417183
8857824
3580
Federal Reimbursements
257415
667936
167804
427540
427000
3600
Other Agency Grants
1207655
7937595
67845
77500
27000
3690
Other Agency Revenue
4987305
6697407
173487040
171097525
6647000
TOTAL
$19,278,444
$20,1127181
$1974787109
$20,365,646
$21,386,745
Charges for Services
3700
Zoning Fees
9957614
170807516
174497571
170757655
172137064
3720
Document Fees
1157910
1117791
877522
887474
1337337
3730
Plan Checking Fees
467311
107973
67790
47899
127000
3740
Inspection Fees
4547026
5947411
3667158
4827775
3227580
3770
Other Dev Fees
37902
205
97886
600
0
3800
Animal Shelter Contracts
175787374
177167857
176677067
175497692
176867600
3830
Services to the Port District
7897223
9437530
9577682
9737965
9867625
3900
Recreation Program Fees
7917257
9227828
8687164
7777657
9387940
3950
Class Admission Fees
3047773
4247640
4037218
3627445
4077780
3970
Referral Fees
2787588
3117153
1647768
2467068
1887000
4200
Staff Services Reimbursements
179717852
178967995
176847748
175717081
174917750
4300
Fees for Other Services
2517152
3437609
2767190
2297273
3207500
TOTAL
$7,580,982
$8,357,508
$779417764
$7,3623584
$737013176
Other Revenue
4410
DIF Reimbursements
1247544
3617512
4267705
1737996
2697808
4420
Transit Reimbursements
2727739
2837196
2927419
2027451
0
4430
Redev Agency Reimbursements
2397209
630
47468
37082
0
4440
Open Space /Assess Dist Reimb
270577317
270957461
178847161
179667316
270497410
4450
CIP Reimbursements
373377138
379217563
472737692
474167511
470977905
4460
CDBG /Home Reimbursements
7417110
7097814
4437524
607524
687100
N
O
Ln
O,
O
N
n
rr
N
Ln
w
N
4480
Other City Funds Reimbursement
370787903
373607321
278747051
lff 47738,970
4600
Assessments
359
0
0
0
4700
Collection Charges
3437568
3687520
617864
477278
4800
Sale of Goods
0
17718
47643
47250
250
4900
Other Revenue
173927583
179207944
170107207
_A
JW 8297341
_j
M=8607720
TOTAL
$1135873470
$133023,679
$11,275,734
$12,4421719
$10,700,947
Transfers In
5221
Tfr In from Gas Tax Fund
375617417
474397428
472597428
472597428
472597428
5223
Tfr In from TUT Common
0
0
827923
6107000
0
5234
Tfr In Fire Equip Lease Fund
0
0
5597846
6347333
8337510
5245
Tfr In from Traffic Safety
5347140
4927669
3667325
3997140
3997140
5256
Tfr In from Asset Seizure Fund
1207000
1207000
1207000
1207000
0
5261
Tfr In from CA Library Service
257000
0
0
0
0
5265
Tfr In CA Dept of Educ Sec 321
0
0
27352
0
0
5272
Tfr In from Federal Grants
0
507000
0
0
0
5274
Tfr in - ARRA
0
0
97889
0
0
5282
Tfr In from Environmental Sery
1077781
1077585
1077585
1077585
1077585
5285
Tfr In from Energy Cons
0
0
257000
0
0
5301
Tfr In from Storm Drain Rev
2407463
2407463
2407463
0
0
5313
Tfr in from CV Hsng Authority
2107227
1667085
1477555
1657926
1557968
5402
Tfr In from Transit /CVT Fund
377849
347750
347750
347750
0
5408
Tfr In from Dev Svcs Fund
172247416
171757724
171437810
172697770
171877557
5414
Tfr In from Sewer Service Rsry
371427406
278247121
277237850
279517061
370457133
5452
Tfr In fr Equipment Cap Lease
0
0
0
327482
0
5471
Tfr In from 03 Ref COP Fund
0
0
2717002
0
0
5571
Tfr In from PFDIF -Gen Admin
0
0
27715
0
0
5651
Tfr In from SW /TCII /OV Proj
797486
0
0
0
0
5725
Tfr In from IDA Fund
0
107622
0
0
(4
5736
Tfr in from Other Trans Progra
677158
0
0
0
5739
Tfr In from Prop 42
5007000
0
0
0
TOTAL
$9,850,343
$9,661,447
$10,0977493
$10,584,475
$939883321
TOTAL - 100 GENERAL FUND
$1213696,701
$130,811,778
$142,358,939
$137,8013856
$139,7043359
N
O
Ln
O,
O
N
n
rr
1
� - • [610 1 all 61, w
$8,368,737
$1336793344
$22,098,666
$12,092,523
$111728,500
3010
Sales Tax
374857185
671967036
8987172
575227000
0
3300
Investment Earnings
347166
(367887)
957894
0
0
3400
State Grants
0
0
473197400
0
0
3440
State Tax Sharing
375677956
576667602
778907623
671597431
575147157
3600
Other Agency Grants
9897803
175827504
2947165
907000
1287343
3770
Other Dev Fees
1457470
2407397
2077016
0
2007000
4440
Open Space /Assess Dist Reimb
17781
37679
17778
0
0
4450
CIP Reimbursements
257806
247945
247085
0
0
4480
Other City Funds Reimbursement
917027
27068
3307081
2887900
0
5000
Transfers In
277543
0
870377452
327192
0
w
w
TOTAL - 220 TRANSPORTATION FUNDS
$8,368,737
$1336793344
$22,098,666
$12,092,523
$111728,500
N
3300
Investment Earnings
397754
177745
167914
0
0
3760
Other Dev Fees
875227655
777207822
870227857
0
0
TOTAL - 230 DEVELOPER DEPOSITS
$8,562,409
$777387567
$870397771
$0
$0
4900
Other Revenue
147015
0
0
0
0
TOTAL - 232 FLEXIBLE SPENDING ACCOUNT
$14,015
$0
$0
$0
$0
A BITAII 0 Eel A all - -•- W
3690
Other Agency Revenue
2147000
2147000
173167182
175347429
174757907
TOTAL - 234 ADVANCED LIFE SUPPORT FUND
$2143000
$214,000
$1,316,182
$1,5343429
$134753907
• 9
5000
Transfers In
0
807000
0
0
0
TOTAL - 235 LEGISLATIVE COUNCIL FUND
$0
$803000
$0
$0
$0
w
w
N
O
Ln
O,
O
N
n
rr
IMIA [on
9AIM11 :4 irl, 10 [01
0
3160
Other Permits
217582
427489
397897
357000
357000
3240
Parking Penalties
2387925
2097862
2327857
2007000
2007000
3300
Investment Earnings
67711
(47433)
127518
0
0
3350
Rental /Lease of Land and Space
3167269
3537896
3797690
3507000
3507000
4900
Other Revenue
0
0
27001
0
0
TOTAL - 240 PARKING $5833487 $6013814 $666,963 $585,000 $5851000
TOTAL - 250 PUBLIC SAFETY $6,508,704 $5,621,031 $634013379 $7,9343734 $638853215
3300 Investment Earnings 37431 (1,254) 17820 0 0
3440 State Tax Sharing 938 0 0 0 0
5000 Transfers In 0 597545 0 0 0
TOTAL - 260 LIBRARY /CULTURAL ARTS $4,369 $58,291 $1,820 $0 $0
I a] MAM OM1,110 I P1611-IMMON 0
3300 Investment Earnings 0 (187) 17521 0 0
3400 State Grants 0 5147588 1577945 297116 607000
w
P
3210
Law Enforcement Penalties
4237487
4267373
4277460
4377640
4377640
3300
Investment Earnings
177429
(57281)
107352
0
0
3320
Sale of Personal Property
57980
0
0
0
0
I, 3350
Rental /Lease of Land and Space
97073
117232
127173
207000
207000
3400
State Grants
7097365
3537753
3837103
4707588
4017014
3500
Federal Grants
570097067
379007989
473027468
575347587
570037387
3600
Other Agency Grants
0
7417765
8697705
9977052
4257032
3690
Other Agency Revenue
57769
77757
1707476
2557636
1947272
4200
Staff Services Reimbursements
0
527975
1447800
1227445
1237046
4800
Sale of Goods
107626
27920
17868
107000
107000
4900
Other Revenue
2127804
137026
367221
507000
507000
5000
Transfers In
1057104
1157522
427753
367786
2207824
TOTAL - 250 PUBLIC SAFETY $6,508,704 $5,621,031 $634013379 $7,9343734 $638853215
3300 Investment Earnings 37431 (1,254) 17820 0 0
3440 State Tax Sharing 938 0 0 0 0
5000 Transfers In 0 597545 0 0 0
TOTAL - 260 LIBRARY /CULTURAL ARTS $4,369 $58,291 $1,820 $0 $0
I a] MAM OM1,110 I P1611-IMMON 0
3300 Investment Earnings 0 (187) 17521 0 0
3400 State Grants 0 5147588 1577945 297116 607000
w
P
N
O
Ln
O,
O
N
n
rr
N
0000
w
FUND/ACCOUNT.19
• 1010 1
FY 2011-12
ACTUAL
,&,,
FY 2012-13
ACTUAL&
FY 2013-14
ACTUAL
FY 2014-15
PROJECTED ESTIMATEI
FY 2015-16
3500
Federal Grants
370657521
174467120
175317268
372837209
172547484
3600
Other Agency Grants
0
3147264
147737
0
0
4200
Staff Services Reimbursements
0
1297650
1177055
1207000
737500
4480
Other City Funds Reimbursement
157854
177200
17633
0
0
4900
Other Revenue
176657221
272197471
237434
227333
227333
5000
Transfers In
527226
527226
437060
647689
627326
4300
TOTAL - 270 SUNDRY GRANTS & MISC
$4,7981822
$416937332
$178907653
$3,5193347
$134723643
:1
• 1010 1
0
3300
Investment Earnings
137929
(77528)
167680
0
0
3400
State Grants
(165,161)
2407962
1747843
172897744
9877385
3500
Federal Grants
17669
207539
0
0
0
3600
Other Agency Grants
7977107
173417043
170507492
375027745
176757694
3700
Zoning Fees
0
0
128
27000
0
4200
Staff Services Reimbursements
17645
37290
17830
0
0
4300
Fees for Other Services
170317634
170687434
171027615
172627279
172627279
4480
Other City Funds Reimbursement
3317243
3067839
2327231
2007000
1107000
4900
Other Revenue
8997552
0
271217500
0
0
5000
Transfers In
0
137374
0
0
0
TOTAL - 280 CONSERVATION $2,911,618 $239865953 $457005319 $6,256,768 $4,035,358
I&IIIEVIC61
V I a] Mm"I 10 1 N :kyj A 0 L11 =
0
3120
Dev / Improvement Permits
97455
(17180)
0
237750
237750
3230
Environmental Fines Penalties
477065
600
(4,341)
57000
57000
3300
Investment Earnings
17428
(961)
17850
0
0
4020
Storm Drain Fees
5557497
5877887
6007025
5557500
5557500
TOTAL - 301 STORM DRAIN REVENUE $6133445 $5863346 $597,534 $584,250 $5841250
I&S 1 • 1 " • "N
3300 Investment Earnings 307003 (57868) 57355 0 0
3700 Zoning Fees 0 257215 187349 0 0
3760 Other Dev Fees 0 0 3727660 0 0
N
O
• M11 I
3300
Ln
(2,451)
6537730
4237627
0
0
3310
Sale of Real Property
O,
0
567612
0
0
3350
Rental /Lease of Land and Space
77484
O
N
147944
177885
157000
4200
Staff Services Reimbursements
25
0
�
CD
0
,
•
Transit Reimbursements
0
0
27192
0
0
4480
Other City Funds Reimbursement
0
400
0
0
0
0
Other Revenue
11100
I
WAKI
0 WWI] 1
1
r
CD
rr
Transfers In
0
2377450
0
179277748
179277748
4200
Staff Services Reimbursements
0
937568
17000
0
W 0
4300
Fees for Other Services
717092
1117730
2307781
717000
1007000
4430
Redev Agency Reimbursements
2607920
837238
1607044
1787532
1617669
4460
CDBG /Home Reimbursements
3617138
2817346
4057254
4417339
5137220
4480
Other City Funds Reimbursement
0
467365
567421
877000
757000
4900
Other Revenue
0
457556
1007008
0
0
5000
Transfers In
1437882
977000
0
0
0
TOTAL - 310 HOUSING PROGRAM
$8673035
$778,150
$1,3497872
$777,871
$849,889
'
Big gle] •
3020
Franchise Fees
0
6277766
6547842
6007000
6007000
3300
Investment Earnings
0
(675)
47924
0
0
Iv
TOTAL - 316 PUBLIC EDUCATIONAL & GOVT. FEE
$0
$6273091
$659,766
$600,000
$600,000
rn
Q0
W& Floon :01
DING] on •
3000
Property Tax
372337347
474567770
170657528
675057446
674077939
3300
Investment Earnings
807514
(237899)
107640
0
0
4450
CIP Reimbursements
504
0
0
0
0
4480
Other City Funds Reimbursement
7427116
322
0
0
0
4900
Other Revenue
178657730
0
0
0
0
5000
Transfers In
1170307351
6417835
0
0
0
TOTAL - 318 REDV OBLIGATION RETIREMENT
$16,952,562
$5,075,028
$170767168
$6,505,446
$6,407,939
MCI •
• M11 I
3300
Investment Earnings
(2,451)
6537730
4237627
0
0
3310
Sale of Real Property
0
0
567612
0
0
3350
Rental /Lease of Land and Space
77484
177232
147944
177885
157000
4200
Staff Services Reimbursements
25
0
207979
0
0
4420
Transit Reimbursements
0
0
27192
0
0
4480
Other City Funds Reimbursement
0
400
0
0
0
4900
Other Revenue
0
907052
1037872
0
0
5000
Transfers In
0
2377450
0
179277748
179277748
w
01
N
O
Ln
O,
O
N
n
rr
TOTAL - 319 HOUSING - SA $53058 $9983864 $6221226 $1,9453633 $139423748
1
• • ''
3300
Investment Earnings
3300
Investment Earnings
107200
407950
127067
0
0
3350
Rental /Lease of Land and Space
0
0
0
797000
797000
3500
Federal Grants
371687968
370557233
374157216
374067739
370197493
3720
Document Fees
0
30
0
0
0
4200
Staff Services Reimbursements
250
102
140
0
0
4460
CDBG /Home Reimbursements
0
147114
0
0
0
4480
Other City Funds Reimbursement
67302
77227
441
0
0
4900
Other Revenue
1117030
1837843
557269
0
0
5000
Transfers In
0
277538
0
307981
97598
N TOTAL - 320 COMM DEV BLOCK GRANTS $3,296,750 $3,329,037 $3,483,133 $3,5163720 $331083091
4480 Other City Funds Reimbursement 0 0 3047810 0 0
5000 Transfers In 176537439 171647000 173217009 4297000 5207000
TOTAL - 341 PUBLIC LIABILITY TRUST $1,653,439 $11164,000 $136253819 $429,000 $520,000
TOTAL - 350 OPEN SPACE DISTRICT $1134463573 $123060,033 $913731749 $11,862,234 $121759,483
3300
Investment Earnings
1397889
(82,226)
1697089 0 0
3350
Rental /Lease of Land and Space
0
0
57 0 0
4600
Assessments
1173067684
1271427259
972037769 1178627234 1277597483
4900
Other Revenue
0
0
834 0 0
TOTAL - 350 OPEN SPACE DISTRICT $1134463573 $123060,033 $913731749 $11,862,234 $121759,483
w
v
3300
Investment Earnings
177756
(87832)
137613
0
0
3320
Sale of Personal Property
237705
17582
17576
0
0
4200
Staff Services Reimbursements
177810
267203
557542
207000
357000
4420
Transit Reimbursements
2597563
2747715
3687561
1737480
0
4480
Other City Funds Reimbursement
0
0
175
0
0
w
v
N
O
Ln
O,
O
N
n
rr
N
w
00
4900 Other Revenue
5000 Transfers In
TOTAL - 390 FLEET MANAGEMENT
372327772 372337517 372247285 374557264 374567585
0 4047000 0 0 3307000
$3,551,606 $339315185 $356635752 $3,648,744 $3,821,585
393 TECHNOLOGY REPLACEMENT
E E
TOTAL - 393 TECHNOLOGY REPLACEMENT $0 $0 $6003000 $0 $0
4480 Other City Funds Reimbursement 67968 67757 27318 257000 257000
4900 Other Revenue 278557153 279037074 271067790 276277549 372247426
5000 Transfers In 279907161 0 0 0 0
TOTAL - 398 WORKERS COMPENSATION $5,852,282 $239095831 $251095108 $2,652,549 $3,249,426
KIA [*=
I VIM1,10 Foul I III
3300
Investment Earnings
67543
(4,223)
77903
0
0
3400
State Grants
375247426
370957626
378007358
272007372
0
4200
Staff Services Reimbursements
17061
0
47654
0
0
4300
Fees for Other Services
276707477
278417619
276677576
478537816
0
4900
Other Revenue
1247554
3037968
2127196
0
0
5000
Transfers In
577147
0
237701
0
0
TOTAL - 400 TRANSIT $6,384,208 $6,236,990 $6,716,388 $7,0543188 $0
1: M
91 VA :11101 : '
3780
Other State Revenue
0
67796
77845
77072
77000
3120
Dev / Improvement Permits
177107314
273997259
177357402
179797717
179737215
3700
Zoning Fees
274407674
274777356
273127855
270247033
275817288
3720
Document Fees
(500)
208
154
175
500
3730
Plan Checking Fees
8467298
9397330
173607370
171067916
177117077
3740
Inspection Fees
737514
717213
697449
567237
437000
3770
Other Dev Fees
17186
890
17038
297
27000
4200
Staff Services Reimbursements
57991
137062
327493
0
0
N
O
Ln
O,
O
N
n
rr
4410
DIF Reimbursements
477938
537360
507065
497112
35,000
4430
Redev Agency Reimbursements
447927
0
0
0
' 0
4440
Open Space /Assess Dist Reimb
207210
197066
27170
77850
0
4450
CIP Reimbursements
4247870
2297741
2717980
1427265
857000
4460
CDBG /Home Reimbursements
197235
157818
17123
0
0
4480
Other City Funds Reimbursement
2507313
4287167
4937551
4607553
3397000
4900
Other Revenue
307930
70
117
117904
0
5000
Transfers In
4857989
4397238
6287181
4487137
5267614
4410
TOTAL - 408 DEVELOPMENT SERVICES
$6,401,889
$770937574
$6,966,793
$6,294,268
$7,303,694
TOTAL - 410 SEWER $3433473601 $353333,364 $35,778,053 $36,947,925 $34,826,972
K gill &01 : NVA : I A Q I � 0
3300 Investment Earnings 857053 (487615) 1027104 0 0
4350 Sewer / Drainage DIF 1747667 6457015 2687092 1207000 707000
TOTAL - 430 SEWER DIF $259,720 $596,400 $3703196 $1203000 $703000
w
3120
Dev / Improvement Permits
97160
407500
117120
407000
407000
3300
Investment Earnings
171827093
3147191
173737068
3017726
3017726
� 3700
Zoning Fees
87197
47811
217976
187500
187500
N
4000
Sewer Fees
32, 504, 389
34, 319, 945
33, 039, 714
32, 862, 699
32, 862, 699
4040
Industrial Waste Fees
500
67100
(2,525)
0
0
4100
Pump Station Fees
367206
487616
507625
0
0
4200
Staff Services Reimbursements
337579
37448
47550
0
0
4410
DIF Reimbursements
17537
27425
77200
0
0
4440
Open Space /Assess Dist Reimb
17878
257962
587818
0
0
4450
CIP Reimbursements
197945
517602
207717
157000
157000
4480
Other City Funds Reimbursement
0
427434
0
0
0
4600
Assessments
17610
700
441
0
0
4700
Collection Charges
4147778
4647725
6267854
3107000
3107000
4900
Other Revenue
107905
47327
0
0
0
5000
Transfers In
1227824
37578
5657495
374007000
172797047
TOTAL - 410 SEWER $3433473601 $353333,364 $35,778,053 $36,947,925 $34,826,972
K gill &01 : NVA : I A Q I � 0
3300 Investment Earnings 857053 (487615) 1027104 0 0
4350 Sewer / Drainage DIF 1747667 6457015 2687092 1207000 707000
TOTAL - 430 SEWER DIF $259,720 $596,400 $3703196 $1203000 $703000
w
N
O
Ln
O,
O
N
�
CD
,
•
WWI] 1
1
rr
3300
Investment Earnings
80
(679)
17055
0
0
3600
Other Agency Grants
0
17149
0
0
0
4480
Other City Funds Reimbursement
0
0
1457494
1837262
1837262
5000
Transfers In
479287153
271647114
277417033
376137757
479287498
TOTAL - 440 DEBT SERVICE - CITY
$4,928,233
$211647584
$278877582
$3,7973019
$531113760
3300
Investment Earnings
2867417
2767668
1117629
0
0
4900
Other Revenue
0
0
4974577111
0
0
5000
Transfers In
872447395
777697142
1278427973
977647400
977607794
TOTAL - 470 DS - CV PUBLIC FINANCING AUTHORITY
$8,530,812
$8,045,810
$6214117713
$9,7643400
$937603794
N
I 11:4 10
3300
Investment Earnings
217290
(127228)
247792
0
0
4600
Assessments
197646
187836
187784
197045
197285
TOTAL - 500 ASSESS DIST IMPROVEMENTS
$40,936
$6,608
$43,576
$19,045
$19,285
3300
Investment Earnings
577952
(327730)
667577
0
0
TOTAL - 542 TELEGRAPH CANYON DRAINAGE DIF
$57,952
$(32,730)
$66,577
$0
$0
.1
0
3300
Investment Earnings
1307523
(220,306)
2567279
0
0
3320
Sale of Personal Property
0
0
37730
0
0
4330
Public Facilities DIF
371227331
678087865
475547723
278507000
278507000
4900
Other Revenue
2387238
0
1467608
0
0
5000
Transfers In
0
0
0
1407338
0
TOTAL - 560 PUBLIC FACILITIES DIF
$3,4911092
$615887559
$479617340
$2,9903338
$238503000
w
v
0
N
O
Ln
O,
O
N
n
rr
i 1 ' ' i ' 0
3300 Investment Earnings 317790 (187213) 407741 0 0
4380 OR Pedestrian Bridge DIF 2677302 2517872 3457770 907000 907000
TOTAL - 580 PEDESTRIAN BRIDGE DIF $2993092 $2333659 $386,511 $903000 $90,000
TOTAL - 590 TRANSPORTATION DIF
$15736,443
$235205446
$251775203
$898,211
3300
Investment Earnings
1437385
(79,286)
1387990
1197290 0
4340
Transportation DIF
173487766
275277830
270017362
7727477 178317600
4900
Other Revenue
37286
717902
0
0 0
5000
Transfers In
2417006
0
367851
67444 0
TOTAL - 590 TRANSPORTATION DIF
$15736,443
$235205446
$251775203
$898,211
$1,831,600
N .11
v
•' T,
3000
Property Tax
779547428
0
0
0
0
3300
Investment Earnings
5327421
(147)
578
0
0
3350
Rental /Lease of Land and Space
107433
0
0
0
0
4200
Staff Services Reimbursements
50
0
0
0
0
4450
CIP Reimbursements
307000
0
0
0
0
4480
Other City Funds Reimbursement
237383
0
0
0
0
5000
Transfers In
1079927285
0
0
0
0
TOTAL - 600 REDEVELOPMENT AGENCY
$1935433000
$(147)
$578
$0
$0
K61,101M
0 •-
3300
Investment Earnings
517801
1017938
1027377
0
0
4480
Other City Funds Reimbursement
0
22
541
0
0
5000
Transfers In
476307791
879177421
371227996
576987895
576017309
TOTAL - 660 DEBT SERVICE - SUCCESSOR AGENCY
$4,682,592
$9,019,381
$3,225,914
$5,6983895
$536013309
3300
Investment Earnings
97234
0
0
0
0
5000
Transfers In
7447919
0
0
0
0
w
v
N
O
Ln
O,
O
N
n
rr
N
Ln
w
v
N
TOTAL - 670 SW TAX AGREEMENT $7543153 $0 $0 $0 $0
3300 Investment Earnings 477471 0 0 0 0
4900 Other Revenue 20 0 0 0 0
5000 Transfers In 2477517523 0 0 0 0
TOTAL - 680 DEBT SERV - REDEVELOPMENT AGENCY $2437993014 $0 $0 $0 $0
ImiTAI601wof
fNIr_A0 :1001I •a "
3060
Residential Construction Tax
2617252
4137552
2097075
3747557
3257505
3300
Investment Earnings
2197787
(130,310)
3107082
0
0
4370
Park Acquisition & Develop Fee
7057759
474337468
276147066
6257000
6257000
4900
Other Revenue
607000
0
0
0
0
5000
Transfers In
171257985
1007001
3837900
3027779
3527700
TOTAL - 700 MISC CAPITAL PROJECTS $2,372,783 $4,816,711 $3,517,123 $1,3023336 $133033205
TOTAL - 730 OTHER TRANSPORTATION PROGRAMS
$45182,108 $232995824 $158995919 $5,261,877 $9,048,589
GRAND TOTAL ALL FUNDS $3203713,240 $282,867,708 $3447045,285 $28214853606 $27715473600
3300
Investment Earnings
377415
(4,664)
57085
0
0
3400
State Grants
279397684
3247684
3627284
0
0
3500
Federal Grants
171057162
179727197
172327550
572617877
970487589
3600
Other Agency Grants
307208
(727231)
0
0
0
4900
Other Revenue
0
0
3007000
0
0
5000
Transfers In
697639
797838
0
0
0
TOTAL - 730 OTHER TRANSPORTATION PROGRAMS
$45182,108 $232995824 $158995919 $5,261,877 $9,048,589
GRAND TOTAL ALL FUNDS $3203713,240 $282,867,708 $3447045,285 $28214853606 $27715473600
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 276 Page 373
FUND BALANCE PROJECTIONS
2015 -06 -02 Agenda Packet 277 Page 374
2015 -06 -02 Agenda Packet 278 Page 375
N
O
Ln
O,
O
N
n
rr
100 General Fund 1475547698 13977047359 15472597057 (138,685,343) (1,019,016) 14,554,698
TOTAL - GENERAL FUND 14,5543698 139,7043359 15432593057 (138,685,343) (11019,016) 1435543698
•
Housing Funds
313 CV Housing Authority 9847246 8497889 178347135 (17200,913) 63372221
TOTAL 9843246 849,889 11834,135 (17200,913) 633,222
TOTAL - HOUSING
9843246
849,889
13834,135
(11200,913)
633,222
IQ
%_j IM116161
•'
Successor Agency
318
Redv Obligation Retirement Fnd
270017459
674077939
874097398
(674077939)
270017459
319
Housing - SA
474727224
179427748
674147972
(271977069)
472177903
654
RDA 2008 TARBS ProjFund - SA
173297985
173297985
(172747067)
557918
661
05 ERAF - SA
17017
17017
17017
662
06 E RAF - SA
17244
1277795
1297039
(127, 795)
17244
663
06 TABs Series A - SA
170277955
170187570
270467525
(17018,570)
170277955
664
06 TABs Series B - SA
170297620
9937559
270237179
(993,559)
170297620
665
08 TABs - SA
175457679
175337637
370797316
(175337637)
175457679
692
Successor Agency Long -term Debt
(34,313,246)
179277748
(32,385,498)
(272777748)
(34,663,246)
TOTAL
(223904,063)
1339513996
(81952,067)
(15,830,384)
(2437823451)
TOTAL
- SUCCESSOR AGENCY
(223904,063)
1339513996
(81952,067)
(15,830,384)
(2437823451)
w
v
01
N
O
Ln
O,
O
N
n
rr
N
00
0
w
v
v
ENTERPRISE FUNDS IN
402
Transit CVT
14
14
14
403
Transit Capital Projects
177006
177006
177006
TOTAL
17,020
173020
17,020
Sewer Funds
411
Sewer Income
270057115
270057115
270057115
413
Trunk Sewer Capital Reserve
5576627354
273797047
5870417401
(200,000)
(4067000)
5774357401
414
Sewer Service Revenue
2676797097
3079917199
5776707296
(327398,213)
(13,000)
2572597083
428
Sewer Facility Replacement
979067618
174567726
1173637344
(150,000)
(17800,000)
974137344
431
Tel Cyn Sewer Basin Plan DIF
171297047
171297047
(171297047)
0
432
Poggi Cyn Sewer Basin DIF
274547200
207000
274747200
(107000)
274647200
433
Salt Creek Sewer Basin DIF
272097444
507000
272597444
(171477500)
(17091,264)
207680
TOTAL
100,045,875
3438963972
1343942,847
(35,034,760)
(31310,264)
9635973823
408
Development Services Fund
(882,261)
773037694
674217433
(7,303,694)
(8823261)
TOTAL - ENTERPRISE FUNDS
99,1803634
4232003666
14133813300
(42,338,454)
(31310,264)
9537323582
Transportation Funds
221
Gas Tax
579087137
575147157
1174227294
(4,259,428)
(47331,000)
278317866
223
TUT Common Fund
6247268
6247268
(615,902)
87366
225
Traffic Signal
172557371
2007000
174557371
(157000)
(644,000)
7967371
227
Transportation Sales Tax
271237663
670147343
871387006
(307000)
(7,215,343)
8927663
TOTAL
919113439
1137283500
213639,939
(41920,330)
(12,1903343)
415293266
Parking Funds
241
Parking Meter
9387145
5857000
175237145
(399,148)
171237997
243
Town Centre I- Parking District
407815
407815
407815
TOTAL
978,960
585,000
11563,960
(3993148)
15164,812
N
O
Ln
O,
O
N
n
rr
N
00
w
v
00
1
Public Safety Funds
245 Traffic Safety
251 Suppl Law Enforcement Services
252 Police Department Grants
253 Inmate Welfare Fund
254 Local Law Enf Block Grant
256 Asset Seizure
TOTAL
Library and Cultural Arts Funds
261 California Library Service Act
262 Public Library Act
267 McCandliss Cultural Arts
TOTAL
Sundry Grant Funds
269 Other Grant Fund
272 Federal Grants Fund
273 State Grants Fund
274 ARRA Fund
TOTAL
Conservation Funds
281 Waste Management & Recycling
282 Environmental Services Fund
285 Energy Conservation
TOTAL
327343
4377640
4697983
(437,640)
1427458
4017014
5437472
(5437384)
657209
576657483
577307692
(5,726,767)
37925
357000
307000
657000
(60, 000)
57000
0
917078
917078
(91, 078)
0
5007000
2607000
7607000
(705,000)
557000
7753010
638857215
73660,225
(71563,869)
96,356
197090
197090
197090
16
16
16
127074
127074
(17600)
107474
31,180
313180
(13600)
29,580
216
216
216
0
173167810
173167810
(17316,810)
0
157843
607000
757843
(75, 843)
0
229
227333
227562
(22, 333)
229
16,288
133997143
13415,431
(13414,986)
445
0
9877385
9877385
(987,385)
0
171187449
173727279
274907728
(178107987)
6797741
237693
176757694
176997387
(1,675,694)
237693
1,1423142
43035,358
53177,500
(414747066)
703,434
N
O
Ln
O,
O
N
n
N
00
N
w
v
Communitv Develoament Block Grant
311 CDBG Housing Program
314 Emergency Shelter Grant Prog
321 Home Program
325 CDBG Program - Income Projects
333 FY2000 Comm Dev Block Grant
TOTAL
2047927
Open Space District Funds
342
CFD 11 -M RHR McMillin
343
CFD 12 -M VIg7
344
CFD 13 -M VIg2
345
CFD 12M - OR Village 7
346
CFD 12M - OR Village 7
351
Town Centre Landscaping Dist 1
352
Bay Blvd Landscaping Dist
353
Eastlake Maintenance Dist #1
354 -376
Open Space District #1 - #31
378
CFD 07M- Eastlk II Woods, Vista
379
CFD 08M -Vlg 6 McM & Oty Ranch
380
CFD 09M OR VIg II
382
CFD 99 -2 Otay Ranch VIg 1 We
383
Town Ctr Business Impry Distr
386
Otay Ranch Acquisition Dist
387
CFD 98 -3 Sunbow 2
388
Comm Facility 97 -1 (Otay Rnch)
389
Otay Ranch Village 1,2,6,7,12
(4697962)
TOTAL
2047927
467100
2517027
(46,100)
2047927
27995
1537270
1567265
(11,495)
(141,775) 27995
0
9227183
9227183
(922,183)
0
637826
637826
637826
307000
179867538
270167538
(1,159, 831)
(847,109)
3013748
331083091
33409,839
(211397609)
(9883884) 281,346
2777307
1527521
4297828
(152,521)
2777308
7467632
4697962
172167594
(4697962)
7467632
3367089
2227930
5597019
(222, 930)
3367089
5317381
4637261
9947642
(4637261)
5317381
0
1387405
1387405
(138,405)
0
257126
257126
257126
457259
127294
577553
(127294)
457259
3657473
4087743
7747216
(4087743)
3657473
276337411
376777029
673107440
(37677,030)
276337410
1,147, 748
6617776
178097524
(661, 776)
1,147, 748
272037217
9947455
371977672
(994,455)
272037218
8597734
170257267
178857001
(17025,267)
8597734
9457238
8257691
177707929
(825,691)
9457238
97563
97563
97563
4267776
5057000
9317776
(505, 000)
4267776
9107719
8847381
177957100
(884, 381)
9107719
372947249
273037677
575977926
(27303,677)
372947249
1117564
147091
1257655
(14,091)
1117564
1478693486
1277593483
273628,969
(12,759,483)
1438693487
N
O
Ln
O,
O
N
n
rr
270
Mobile Home Rent Review Program
2017104
737500
2747604
(93,000)
1817604
316
Public Educational & Govt. Fee
5797048
6007000
171797048
(600,000)
5797048
TOTAL
7803152
673,500
13453,652
(693,000)
760,652
301
Storm Drain Revenue
87667
5847250
5927917
(558,900)
347017
TOTAL
- SPECIAL REVENUE FUNDS
28,815,072
413758,540
70,573,612
(34,924,991) (137179,227)
223469,395
110 19 A
NO FAA W41 A ZITA [a] :8 all L1 I plobi
0
234
Advance Life Support Fund
3327054
174757907
178077961
(17261,791)
5467170
235
Legislative Council Fund
807000
807000
(807000)
0
341
Public Liability Trust
176857200
5207000
272057200
(176537439)
5517761
000 391
Central Garage
1547186
374917585
376457771
(37552,276)
937495
W
392
Equipment Replacement
547606
3307000
3847606
(330,000)
547606
393
Technology Replacement
2877226
2877226
(2847576)
27650
398
Workers Compensation
0
372497426
372497426
(37402,610)
(1533184)
TOTAL
- INTERNAL SERVICE FUNDS
215933272
970663918
113660,190
(10,564,692)
110953498
w
0
0
N
O
Ln
O,
O
N
n
rr
N
w
Assessment District Funds
501
Otay Lakes Rd AD 88 -2 Improv
957924
957924
957924
503
East H St AD 87 -1 Improv
1267839
1267839
1267839
507
Otay Valley Rd AD 90 -2 Improv
837212
837212
837212
508
AD97 -2
5557633
5557633
5557633
511
Otay My Rd Fee Recovery Dist
9217786
9217786
9217786
512
EL Greens 11 AD 94 -1 Improv
171387590
17138,590
171387590
515
Twin Oaks Ave AD 96 -1 Improv
227019
227019
227019
516
Oxford St AD 97 -1 Improv
47373
47373
47373
517
AD2004 -1 Dixon Drive
151
97598
97749
(97598)
151
518
AD2005 -1 Tobias Drive
807910
97687
907597
(907597)
0
TOTAL
31029,437
19,285
31048,722
(1007195)
21948,527
Development Impact Fee Funds
542
Tel Cyn Drainage Plan DIF
970817672
970817672
(2007000) 878817672
567 -582
DIF - Public Facilities
676297495
278507000
974797495
(774707089)
270097406
587
DIF -OR Village Pedestrian Ramp
170287860
407000
170687860
(37000)
170657860
588
OR VIg11 Pedestrian Bridge DIF
370747435
507000
371247435
(37200)
371217235
591
Transportation DIF
1178747551
177507000
1376247551
(265,000)
(27955,845) 1074037706
593
Western Transportation DIF Fund
1457443
817600
2277043
2277043
TOTAL
3178343456
477713600
363606,056
(71741,289)
(31155,845) 2537083922
Misc Capital Project Funds
715
PAD Fund - Eastern
2878667015
6007000
2974667015
(757000)
2973917015
716
PAD Fund - Western
7827786
257000
8077786
(540,000)
2677786
717
Resid. Construction /Conversion
107611
6787205
6887816
(678,205)
107611
718
Library Construction
1247515
1247515
1247515
725
Indust. Development Authority
51
51
51
TOTAL
29,783,978
11303,205
31,087,183
(11293,205)
29,793,978
N
O
Ln
O,
O
N
n
rr
N
00
Ln
w
ao
N
TOTAL - DEBT SERVICE FUNDS
(2633433345) 1438723554 (11,470,791) (11,954,397)
(2334253188)
GRAND TOTAL ALL FUNDS 161,938,235 277,5473600 43934853836 (2643633,863) (29,7123941) 145,139,033
Other Transportation Funds
735
Transportation Partnership
297074
297074
IF JW4
736
Other Transportation Program
3357040
970487589
973837629
(97048,589) 3357040
741
Prop 1 B Hwy Safety
457736
457736
457736
TOTAL
4093850
930483589
914587439
(91048,589) 409,850
TOTAL
- CAPITAL PROJECTS FUNDS
6530573721
1531423679
803200,400
(91134,689)
(12,2043434) 5838613277
G
Debt Service - City Funds
442
CDBG Section 108 Loan
540
7587243
7587783
(758,243)
540
449
SD Co Regional Comm Systems
288
288
288
451
Long -term Advances DSF - City
(36,852,341)
371907000
(33,662,341)
(150,000)
(33,812,341)
452
KS Fire Equipment Capital Lease
1347627
3517664
4867291
(452,952)
337339
453
CES Loan Repayment
47189
8117853
8167042
(811,853)
47189
TOTAL
(3637123697)
571113760
(313600,937)
(211737048)
(33,773,985)
Debt Service - CV Financing Authority
472
2004 COP Civ Ctr Proj Phase 1
274647548
273947514
478597062
(2,399,514)
274597548
473
2006 COP Civ Ctr Proj Phase 2
173197953
172707960
275907913
(1,276,960)
173137953
474
2010 Refunding COP
275517251
274877320
570387571
(2,492,319)
275467252
474
2014 Refunding COP
470337600
376087000
776417600
(3,612,556)
470297044
TOTAL
1073693352
977603794
203130,146
(91781,349)
1033483797
TOTAL - DEBT SERVICE FUNDS
(2633433345) 1438723554 (11,470,791) (11,954,397)
(2334253188)
GRAND TOTAL ALL FUNDS 161,938,235 277,5473600 43934853836 (2643633,863) (29,7123941) 145,139,033
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 286 Page 383
SCHEDULE OF IIVTERFUND TRANSFERS
2015 -06 -02 Agenda Packet 287 Page 384
2015 -06 -02 Agenda Packet 288 Page 385
N
O
Ln
O,
O
N
NSIN
•
• , , ,
Am him
FY 2015-16
DESCRIPTION
1
rr
mom A
1 1 �
221 Gas Tax
Reimbursement for street related staff time, materials, and utilities
472597428
234 Advanced Life Support Program
Staff time reimbursement
8337510
245 Traffic Safety
Reimbursement for Police fleet maintenance costs
3997140
282 Environmental Services
Reimbursement for allocated overhead costs
1077585
313 CV Housing Authority
Reimbursement for allocated overhead costs
1557968
408 Development Services Fund
Reimbursement for allocated overhead costs
171877557
414 Sewer Service Revenue
Reimbursement for Sewer related staff time and materials
370457133
TOTAL TRANSFERS IN - 100 GENERAL FUND $9,988,321
100 General Fund Funding for personnel costs 1627989
IQ 251 Suppl Law Enforcement Services Funding for personnel costs 197538
00
1.0 TOTAL TRANSFERS IN - 252 POLICE DEPARTMENT GRANTS $182,527
• : • -•
100 General Fund General Fund support of grant funded positions 387297
TOTAL TRANSFERS IN - 254 LOCAL LAW ENF BLOCK GRANT $38,297
100 General Fund General Fund match for grant 627326
TOTAL TRANSFERS IN - 272 FEDERAL GRANTS FUND $62,326
• A asiol
Pooled Cash Repayment of SERAF Loan from Low and Mod Income Housing 179277748
fund to former Redevelopment Agency
TOTAL TRANSFERS IN - 319 HOUSING - SA $139273748
• • ' ` 1
517 AD2004 -1 Dixon Drive Project cost reimbursement from AD 97598
TOTAL TRANSFERS IN - 333 COMM DEV BLOCK GRANT FUND $9,598
w
ao
0,
N
O
Ln
O,
O
N
FY 2015 -1G
DESCRIPTION PROPOSED
100 General Fund General Fund transfer for public liability expenses 4407000
414 Sewer Service Revenue Sewer Fund transfer for public liability expenses 807000
TOTAL TRANSFERS IN - 341 PUBLIC LIABILITY TRUST $520,000
•
100 General Fund Funding for vehicle replacement 3307000
TOTAL TRANSFERS IN - 392 EQUIPMENT REPLACEMENT $330,000
MIA 1: •' 1
100 General Fund Staff time reimbursement 1107477
110 Permit subsidy 4007000
IQ 414 Sewer Service Revenue Staff time reimbursement 167137
TOTAL TRANSFERS IN - 408 DEVELOPMENT SERVICES FUND $526,614
MIA I go 9 :11JO I NVOUNTA :116fAll U I WA: 0
431 Tele Cyn Sewer Basin DIF Return SW224 project funds transferred in excess 171297047
TOTAL TRANSFERS IN - 413 TRUNK SEWER CAPITAL RESERVE $13129,047
MIA I EIA W"MUTA A M"i A :10 161:8 NVA A 0 L11:8 0
428 Sewer Facility Replacement Staff time reimbursement 1507000
TOTAL TRANSFERS IN - 414 SEWER SERVICE REVENUE $150,000
333 Comm Dev Block Grant Fund Debt service payment - Section 108 loan 7587243
TOTAL TRANSFERS IN - 442 CDBG SEC108 LOAN $7581243
w
v
N
O
Ln
O,
O
N
n
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N
l0
N
w
00
DESCRIPTION Am him FY 2015-16
FUND/ACCOUNT mom J_ 1
K, A 167 110 • '
301 Storm Drain Revenue Interfund loan payment - Trunk Sewer Capl Res -Reso 18996 2107000
433 Salt Creek Sewer Basin DIF Interfund loan payment - Trunk Sewer Capl Res- FY00 -01 Budget 171207000
572 Civic Center Expansion
576 Fire Suppression Sys Expansion
716 Western -Park Acquisition & Dev
TOTAL TRANSFERS IN - 451 LONG -TERM ADVANCES DSF - CITY
Reso
Interfund loan payment 3007000
Interfund loan payment 170457000
Interfund loan payment 5157000
$3,190,000
MIA 1" 40-11- 11:1 AA 1:10 1 a W, MORIM 1111111JO 10 1
100 General Fund Debt Sery Pymt - Fire Equipment 2977403
TOTAL TRANSFERS IN - 452 EQUIPMENT LEASE FUND $2971403
100 General Fund Debt service payment - California Energy Commission loan 6827852
TOTAL TRANSFERS IN - 453 ENERGY LOAN REPAYMENTS $682,852
100 General Fund Debt service payment - Civic Center Phase 1 3147771
572 Civic Center Expansion Debt service payment - Civic Center Phase 1 174017538
717 Resid. Construction /Conversion Debt service payment - Western Chula Vista Infrastructure 6787205
TOTAL TRANSFERS IN - 472 2004 COP CIV CTR PROJ PHASE 1 $233943514
100 General Fund Debt service payment - Civic Center Phase 2 2817575
572 Civic Center Expansion Debt service payment - Civic Center Phase 2 9897385
TOTAL TRANSFERS IN - 473 2006 COP CIV CTR PROJ PHASE 2 $132703960
N
O
Ln
O,
O
N
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N
lD
N
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FUND/ACCOUNT
mom J- DESCRIPTION Am him
FY 2015-16
1
• I rz, 5 01 1 i to] •'
100 General Fund
Debt Service Payment - Civic Center Phase 3/2000 COP
7087454
Refunding Corp Yard
572 Civic Center Expansion
Debt Service Payment - Civic Center Phase 3/2000 COP
9347446
Refunding Corp Yard
574 Corporation Yard Relocation
Debt Service Payment - Civic Center Phase 3/2000 COP
8447420
Refunding Corp Yard
TOTAL TRANSFERS IN - 474 2010 COP REFINANCE
$234873320
1 . - e-
100 General Fund
Debt Service Payment - 2002 COP Refunding - Police Facility
270087000
573 Police Facilities Remodel
Debt Service Payment - 2002 COP Refunding - Police Facility
176007000
TOTAL TRANSFERS IN - 475 2014 REFUNDING COP
$3,608,000
19001,0WID01
318 Redv Obligation Retirement Fnd
Debt service payment
1277795
TOTAL TRANSFERS IN - 662 06 ERAF - SA
$1271795
9001, 1• :4 1 * �Qwmllwlftol FAI
318 Redv Obligation Retirement Fnd
Debt service payment
170187570
TOTAL TRANSFERS IN - 663 06 TABS SERIES A - SA
$1,018,570
••S W11^02 I K ':
318 Redv Obligation Retirement Fnd
Debt service payment
9937559
TOTAL TRANSFERS IN - 664 06 TABS SERIES B - SA
$993,559
9001, 1:
318 Redv Obligation Retirement Fnd
Debt service payment
175337637
TOTAL TRANSFERS IN - 665 08 TABS - SA
$135333637
N
O
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O,
O
N
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N
lD
W
b
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O
DESCRIPTION FY 2015-16
1
gel �Iem 1001 ilk " 1:1 :4 TA K11 BIT&I ilk 16143,01612 :4 07m"Wof M111
318 Redv Obligation Retirement Fnd Repayment of SERAF Loan from Low and Mod Income Housing 179277748
fund to former Redevelopment Agency
TOTAL TRANSFERS IN - 692 LONG -TERM ADVANCES DSF -RDA SA
$1,927,748
RKI 9 • 0 R] I ; IIII110 1 [010 MORI •
100 General Fund General Fund transfer for debt service expense 2627103
518 AD2005 -1 Tobias Drive
TOTAL TRANSFERS IN - 717 RESID. CONSTRUCTION /CONVERSION
GRAND TOTAL ALL FUNDS
Project cost reimbursement from the assessment district 907597
$352,700
$35,507,779
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 294 Page 391
AUTHORIZED POSITIONS BY
DEPARTMENT
2015 -06 -02 Agenda Packet 295 Page 392
2015 -06 -02 Agenda Packet 296 Page 393
• Ma
1.00 -
- 1.00
Administrative Secretary
- - 1.00
1.00
Chief Of Staff
- 1.00 -
1.00
Chief Service Officer
1.00 - -
1.00
Constituent Services Manager
2.00 (2.00) -
-
Councilperson
4.00 - -
4.00
Executive Secretary
1.00 - -
1.00
Mayor
1.00 - -
1.00
Office Specialist (Myr / @Will)
1.00 - -
1.00
Policy Aide
- 1.00 -
1.00
Sr Council Asst
4.00 - -
4.00
CITY COUNCIL TOTAL 14.00 - 1.00 15.00
CITY CLERK TOTAL 5.00 - 1.00 6.00
1.00 -
- 1.00
Assistant City Clerk
City Clerk
1.00 -
- 1.00
Deputy City Clerk I
1.00 -
1.00 2.00
Records Manager
1.00 -
- 1.00
Sr Records Specialist
1.00 -
- 1.00
CITY CLERK TOTAL 5.00 - 1.00 6.00
CITY ATTORNEY TOTAL 13.00 - 1.00 14.00
.� -.
me
Asst City Attorney
1.00 -
- 1.00
City Attorney (Elected)
1.00 -
- 1.00
Deputy City Attorney II
3.00 -
- 3.00
Deputy City Attorney III
3.00 -
- 3.00
Law Office Manager
1.00 -
- 1.00
Legal Assistant
2.00 -
- 2.00
Sr Asst City Attorney
1.00 -
- 1.00
Sr Legal Assistant
1.00 -
- 1.00
Sr Risk Management Specialist
- -
1.00 1.00
CITY ATTORNEY TOTAL 13.00 - 1.00 14.00
.� -.
me
Asst City Manager (C)
1.00 - -
1.00
Asst To City Mgr /CI Manager
1.00 (1.00) -
-
City Manager
1.00 - -
1.00
Cultural Arts Prog Mgr
- - 0.75
0.75
Dep City Manager
1.00 1.00 -
2.00
Dir Of Econ Development
1.00 - -
1.00
2015 -06 -02 Agenda Packet 297 Page 394
Envirommntl Resource Mgr
-
- 1.00
1.00
Executive Secretary
1.00
- -
1.00
Marketing & Communications Mgr
1.00
- -
1.00
Performance & Org Dev Mgr
-
1.00 (1.00)
-
Principal Economic Dev Spec
1.00
- -
1.00
Project Coordinator I
-
- 1.00
1.00
Public Information Specialist
1.00
- -
1.00
Real Property Manager
-
- 1.00
1.00
Special Events Coordinator
1.00
- -
1.00
Sr Administrative Secretary
1.00
- (1.00)
-
Sr Economic Dev Specialist
1.00
- -
1.00
Sr Graphic Designer
1.00
- -
1.00
Sr Webmaster
-
- 1.00
1.00
Webmaster
1.00
- (1.00)
-
ADMINISTRATION TOTAL 14.00 1.00 1.75 16.75
INFORMATION TECHNOLOGY SRVCS TOTAL 17.00 - - 17.00
Dir Of Info Tech Svcs
1.00
- - 1.00
GIS Manager
1.00
- - 1.00
GIS Specialist
3.00
- (1.00) 2.00
Info Tech Support Specialist
3.00
- - 3.00
Information Technology Manager
1.00
- - 1.00
Ops &Telecom Mgr
1.00
- - 1.00
Sr Application Support Spec
1.00
- - 1.00
Sr Info Tech Support Spec
3.00
- 1.00 4.00
Sr Programmer Analyst
2.00
- - 2.00
Telecommunications Specialist
1.00
- - 1.00
INFORMATION TECHNOLOGY SRVCS TOTAL 17.00 - - 17.00
2015 -06 -02 Agenda Packet 298 Page 395
Asst Dir Human Resources
1.00
(1.00) -
-
Benefits Manager
1.00
- -
1.00
Dir Of Human Resources
-
1.00 -
1.00
HR Analyst
2.00
- -
2.00
HR Technician
2.00
- -
2.00
Performance & Org Dev Mgr
-
- 1.00
1.00
Principal HR Analyst
-
1.00 -
1.00
Risk Manager
1.00
- -
1.00
Senior HR Technician
1.00
- -
1.00
Sr Fiscal Office Specialist
1.00
- 1.00
2.00
Sr HR Analyst
3.00
(1.00) -
2.00
2015 -06 -02 Agenda Packet 298 Page 395
Sr Risk Management Specialist 3.00 - (1.00) 2.00
HUMAN RESOURCES TOTAL 15.00 - 1.00 16.00
FINANCE TOTAL 28.00 (1.00) - 27.00
Accountant
1.00
- -
1.00
Accounting Assistant
6.00
- -
6.00
Accounting Technician
5.00
- -
5.00
Assoc Accountant
2.00
(2.00) -
-
Asst Dir Of Finance
1.00
(1.00) -
-
Budget &Analysis Manager
1.00
- -
1.00
Business License Rep
1.00
- -
1.00
Collections Supervisor
1.00
- -
1.00
Dir Of Finance
1.00
- -
1.00
Finance &Purchasing Mgr
-
1.00 -
1.00
Finance Manager
1.00
(1.00) -
-
Fiscal &Management Analyst
4.00
- -
4.00
Fiscal Office Specialist
-
1.00 -
1.00
Procurement Specialist
1.00
- -
1.00
Sr Accountant
1.00
1.00 -
2.00
Sr Procurement Specialist
1.00
- -
1.00
Treasury And Business Manager
-
1.00 -
1.00
Treasury Manager
1.00
(1.00) -
-
FINANCE TOTAL 28.00 (1.00) - 27.00
ANIMAL CARE FACILITY TOTAL 21.00 - - 21.00
2015 -06 -02 Agenda Packet 299 Page 396
Animal Adoption Counselor
1.00
- -
1.00
Animal Care Assistant
5.00
(5.00) -
-
Animal Care Fac Administrator
1.00
- -
1.00
Animal Care Specialist
-
5.00 -
5.00
Animal Care Supervisor
1.00
- -
1.00
Animal Control Officer
3.00
- -
3.00
Animal Control Officer Supvsr
1.00
- -
1.00
Fiscal Office Specialist
1.00
- -
1.00
Office Specialist
0.50
- -
0.50
Registered Veterinary Tech
3.50
- -
3.50
Sr Animal Care Assistant
2.00
(2.00) -
-
Sr Animal Care Specialist
-
2.00 -
2.00
Sr Office Specialist
1.00
- -
1.00
Veterinarian (Permitted)
1.00
- -
1.00
ANIMAL CARE FACILITY TOTAL 21.00 - - 21.00
2015 -06 -02 Agenda Packet 299 Page 396
PLANNING AND BUILDING SERVICES TOTAL 20.25 - - 20.25
Administrative Technician
1.00 -
- 1.00
Assistant Dir Development Svcs
1.00 -
- 1.00
Assoc Planner
1.75 -
- 1.75
Code Enf Offcr II
6.00 -
- 6.00
Development Svcs Dept Director
1.00 -
- 1.00
Office Specialist
1.00 -
- 1.00
Planning Manager
0.50 -
- 0.50
Planning Technician
2.00 -
- 2.00
Principal Planner
1.00 -
- 1.00
Sr Administrative Secretary
1.00 -
- 1.00
Sr Code Enforcement Off
2.00 -
- 2.00
Sr Planner
1.00 -
- 1.00
Sr Planning Technician
1.00 -
- 1.00
PLANNING AND BUILDING SERVICES TOTAL 20.25 - - 20.25
2015 -06 -02 Agenda Packet 300 Page 397
Administrative Services Managr
1.00
(1.00)
- -
Automated Fingerprint Tech
1.00
1.00
- 2.00
Chief Of Police
1.00
-
- 1.00
Civilian Background Investigtr
1.00
-
- 1.00
Community Sery Officer
8.00
-
- 8.00
Crime Laboratory Manager
1.00
-
- 1.00
Detention Facility Manager
1.00
-
- 1.00
Evidence Control Asst
2.00
-
(2.00) -
Facility &Supply Specialist
1.00
-
- 1.00
Fiscal Office Specialist
0.50
-
0.50 1.00
Forensics Specialist
2.00
-
- 2.00
Latent Print Examiner
2.00
-
- 2.00
Parking Enforcement Officer
2.00
(1.00)
- 1.00
Peace Officer
146.00
-
- 146.00
Police Admin Svcs Administrato
-
1.00
- 1.00
Police Agent
49.00
-
- 49.00
Police Captain
3.00
-
- 3.00
Police Comm Systems Manager
1.00
-
- 1.00
Police Data Specialist
2.00
-
- 2.00
Police Dispatcher
20.00
-
- 20.00
Police Dispatcher Supervisor
6.00
-
- 6.00
Police Lieutenant
9.00
-
- 9.00
Police Records Specialist
6.50
-
2.00 8.50
Police Records Transcriptionis
2.00
-
(2.00) -
Police Sergeant
23.00
-
- 23.00
2015 -06 -02 Agenda Packet 300 Page 397
Police Services Officer
10.00
-
- 10.00
Police Support Services Mgr
1.00
-
- 1.00
Police Svcs Officer Supervisor
2.00
-
- 2.00
Police Technology Specialist
1.00
-
- 1.00
Principal Management Analyst
1.00
-
- 1.00
Public Safety Analyst
3.00
-
- 3.00
Range Master
0.50
(0.50)
- -
Secretary
3.00
-
- 3.00
Sr Administrative Secretary
1.00
-
- 1.00
Sr Fiscal Office Specialist
1.00
-
- 1.00
Sr Office Specialist
4.00
-
- 4.00
Sr Police Data Specialist
1.00
-
- 1.00
Sr Police Technology Spec
-
1.00
- 1.00
Sr Property &Evidence Spec
-
-
2.00 2.00
Sr Public Safety Analyst
1.00
-
- 1.00
Training Programs Spec
1.00
-
- 1.00
POLICE TOTAL
321.50
0.50
0.50 322.50
191-
1
3.00
-
(2.00) 1.00
Deputy Fire Chief
Facility &Supply Specialist
1.00
-
- 1.00
Fire Battalion Chief (112 Hr)
6.00
-
- 6.00
Fire Battalion Chief (80 Hr)
-
-
1.00 1.00
Fire Captain (112 Hr)
33.00
-
- 33.00
Fire Captain (80 Hr)
2.00
-
- 2.00
Fire Chief
1.00
-
- 1.00
Fire Division Chief
1.00
-
- 1.00
Fire Eng (112 Hr)
33.00
-
- 33.00
Fire Engineer (80 Hr)
1.00
-
- 1.00
Fire Insp /Invest I
1.00
-
- 1.00
Fire Insp /Invest II
5.00
-
- 5.00
Fire Prev Eng /Invest
1.00
-
- 1.00
Fire Prevention Aide
-
-
1.00 1.00
Firefighter (112 Hr)
38.00
(4.00)
- 34.00
Firefighter /Paramedic (112 Hr)
4.00
4.00
- 8.00
Principal Management Analyst
1.00
-
- 1.00
Public Safety Analyst
1.00
-
- 1.00
Secretary
1.00
(1.00)
- -
SrAdministrative Secretary
1.00
-
- 1.00
Sr Fire Insp /Invest
1.00
-
- 1.00
Sr Office Specialist
1.00
-
- 1.00
Training Programs Spec
-
1.00
- 1.00
2015 -06 -02 Agenda Packet 301 Page 398
FY 2014 -15 FY 2014 -15 FY 2015 -16 FY 2015 -16
ADOPTED MIDYEAR PROPOSED PROPOSED
CLASSIFICATION BUDGET CHANGES CHANGES BUDGET
FIRE TOTAL 136.00 - - 136.00
2015 -06 -02 Agenda Packet 302 Page 399
Admin Analyst II
2.00
(2.00)
-
-
Administrative Secretary
1.00
-
-
1.00
Administrative Services Managr
1.00
-
-
1.00
Assistant Surveyor II
1.00
(1.00)
-
-
Assoc Engineer
10.00
-
-
10.00
Assoc Land Surveyor
-
1.00
-
1.00
Asst Dir Of Public Works
1.00
-
-
1.00
Asst Director Of Engineering
1.00
-
-
1.00
Asst Engineer
1.00
-
-
1.00
Bldg Project Manager
1.00
-
-
1.00
Conservation Specialist 1
1.00
-
2.00
3.00
Construction & Repair Mgr
1.00
(1.00)
-
-
Construction & Repair Supvsr
-
1.00
-
1.00
Custodial & Facilities Manager
1.00
(1.00)
-
-
Custodial Supervisor
3.00
(1.00)
-
2.00
Custodian
9.50
2.00
-
11.50
Dir Of Public Works
1.00
-
-
1.00
Electrician
2.00
-
-
2.00
Electronics Technician
1.00
-
-
1.00
Engineering Tech II
1.50
-
0.50
2.00
Environmental Hlth Specialist
2.00
-
-
2.00
Environmental Resource Spec
1.00
-
(1.00)
-
Envirommntl Resource Mgr
1.00
-
(1.00)
-
Equipment Operator
2.00
-
-
2.00
Facilities Manager
-
1.00
-
1.00
Fiscal Office Specialist
1.00
-
(1.00)
-
Gardener II
22.00
-
-
22.00
Grafitti Abatement Coord
-
-
1.00
1.00
HVAC Tech ncian
2.00
-
-
2.00
Lead Custodian
5.00
(1.00)
-
4.00
Locksmith
2.00
-
-
2.00
Maintenance Worker I
-
-
1.00
1.00
Maintenance Worker II
9.00
-
-
9.00
Management Analyst
1.00
2.00
-
3.00
Open Space Inspector
5.00
-
-
5.00
Open Space Manager
1.00
-
-
1.00
Park Ranger Supervisor
1.00
-
-
1.00
Parks Operations Manager
1.00
-
-
1.00
Parks Supervisor
4.00
-
-
4.00
2015 -06 -02 Agenda Packet 302 Page 399
Plumber
1.00
- -
1.00
Principal Civil Engineer
3.00
- -
3.00
Pub Works Specialist
1.00
- -
1.00
Public Works Insp II
6.00
- -
6.00
Public Works Manager
1.00
- -
1.00
Public Works Supervisor
2.00
- -
2.00
Pump Maint Technician
4.00
- 1.00
5.00
Pump Maintenance Supervisor
1.00
- -
1.00
Real Property Manager
1.00
- (1.00)
-
Secretary
1.00
- -
1.00
Signing &Striping Supervisor
1.00
- -
1.00
Sr Administrative Secretary
1.00
- -
1.00
Sr Civil Engineer
5.00
- -
5.00
Sr Engineering Technician
2.00
- -
2.00
Sr Fiscal Office Specialist
1.00
- 1.00
2.00
Sr Gardener
9.00
- -
9.00
Sr HVAC Technician
1.00
- -
1.00
Sr Landscape Inspector
1.00
- -
1.00
Sr Maintenance Worker
8.00
- -
8.00
Sr Management Analyst
1.00
- -
1.00
Sr Open Space Inspector
1.00
- -
1.00
Sr Pub Works Specialist
1.00
- (1.00)
-
Sr Public Works Insp
2.00
- -
2.00
Sr Secretary
1.00
- -
1.00
Survey Technician II
1.00
- -
1.00
Traffic Devices Tech
3.00
- -
3.00
Traffic Devices Tech Supv
1.00
- -
1.00
Tree Trimmer Supervisor
1.00
- -
1.00
Wastewater Collections Manager
1.00
- -
1.00
PUBLIC WORKS TOTAL 163.00 - 1.50 164.50
2015 -06 -02 Agenda Packet 303 Page 400
Administrative Secretary
1.00 - -
1.00
Aquatic Supv 1
1.00 - -
1.00
Aquatic Supv II
2.00 - -
2.00
Aquatic Supv III
1.00 - -
1.00
Director Of Recreation
1.00 - -
1.00
Principal Recreation Manager
2.00 - -
2.00
Recreation Supervisor II
2.00 (2.00) -
-
Recreation Supervisor III
5.00 2.00 -
7.00
Sr Fiscal Office Specialist
1.00 - -
1.00
Sr Recreation Mgr
1.00 - -
1.00
2015 -06 -02 Agenda Packet 303 Page 400
RECREATION TOTAL 17.00 - - 17.00
LIBRARY TOTAL 21.50 - 1.00 22.50
GENERAL FUND SUBTOTAL 806.25 0.50 JE
815.50 i] I w ADVANCED LIFE SUPPORT PROGRAM
EMS Nurse Coordinator 111 1.00
ADVANCED LIFE SUPPORT PROGRAM TOTA 1.00 - - 1.00
•� 0 w
Admin Analyst II
1.00
(1.00) -
-
Dir Of Library
1.00
- -
1.00
Librarian 1
1.00
- -
1.00
Librarian II
4.00
1.00 -
5.00
Librarian III
2.00
- -
2.00
Library Associate
8.50
(1.00) -
7.50
Library Digital Services Mgr
1.00
- -
1.00
Management Analyst
-
1.00 -
1.00
Principal Librarian
1.00
- -
1.00
Sr Librarian
2.00
- 1.00
3.00
LIBRARY TOTAL 21.50 - 1.00 22.50
GENERAL FUND SUBTOTAL 806.25 0.50 JE
815.50 i] I w ADVANCED LIFE SUPPORT PROGRAM
EMS Nurse Coordinator 111 1.00
ADVANCED LIFE SUPPORT PROGRAM TOTA 1.00 - - 1.00
•� 0 w
CBAG Deputy Director
1.00
- -
1.00
CBAG Deputy Exec Dir
1.00
- -
1.00
CBAG Director Of IV -LECC
1.00
- -
1.00
CBAG Executive Director
1.00
- -
1.00
FA Admin Analyst II
2.00
- -
2.00
FA Analyst
4.00
- (2.00)
2.00
FA Director Of SD LECC
1.00
- -
1.00
FA Geospatial Intel Analyst
1.00
- -
1.00
FA Graphic Designer /Wbmstr
1.00
- -
1.00
FA Info Security Program Mgr
1.00
- -
1.00
FA LECC IT Manager
1.00
- -
1.00
FA Ntwrk Administrator II
4.00
- -
4.00
FA Program Analyst
1.00
- -
1.00
FA Program Assistant
2.00
- -
2.00
FA Program Manager
2.00
1.00 (2.00)
1.00
FA Public Safety Analyst
2.00
(1.00) (1.00)
-
FA RCFL Ntwk Engineer
2.00
- -
2.00
FA Sr Intelligence Analyst
-
- 5.00
5.00
FA Sr Public Safety Analyst
4.00
1.00 (5.00)
-
2015 -06 -02 Agenda Packet 304 Page 401
FA Sr Secretary
1.00
- - 1.00
Peace Officer
3.00
- - 3.00
Police Agent
1.00
- - 1.00
Police Comm Relations Spec
1.00
- - 1.00
Police Sergeant
2.00
- - 2.00
POLICE DEPT GRANTS FUND TOTAL
40.00
1.00 (5.00) 36.00
Sr Equipment Mechanic
1.00 -
- 1.00
Emergency Svcs Coordinator
1.00
- - 1.00
GIS Specialist
1.00
1.00 - 2.00
FEDERAL GRANTS FUND TOTAL 2.00 1.00 - 3.00
Environ Svcs Mgr - - 1.00 1.00
Environ Svcs Prog Mgr 1.00 - (1.00) -
Recycl Spec 1 1.00 - - 1.00
Recycling Specialist II 100 - 1.00 4.00
ENVIRONMENTAL SERVICES TOTAL 5.00 - 1.00 6.00
Housing Manager 1.00 - - 1.00
Project Coordinator II 2.00 - - 2.00
Sr Project Coordinator 1.00 - - 1.00
CV HOUSING AUTHORITY FUND TOTAL 4.00 - - 4.00
FLEET MANAGEMENT TOTAL 10.00 - - 10.00
Transit Manager 1.00 - (1.00) -
TRANSIT CVT TOTAL
1.00 - (1.00) -
2015 -06 -02 Agenda Packet 305 Page 402
Equipment Mechanic
4.00 -
- 4.00
Fire Apparatus Mech
2.00 -
- 2.00
Fiscal Office Specialist
1.00 -
- 1.00
Fleet Inventory Control Spec
1.00 -
- 1.00
Fleet Manager
1.00 -
- 1.00
Sr Equipment Mechanic
1.00 -
- 1.00
FLEET MANAGEMENT TOTAL 10.00 - - 10.00
Transit Manager 1.00 - (1.00) -
TRANSIT CVT TOTAL
1.00 - (1.00) -
2015 -06 -02 Agenda Packet 305 Page 402
DEVELOPMENT SERVICES FUND TOTAL 45.50 - (1.00) 44.50
2.00 -
- 2.00
Assoc Engineer
Assoc Engineer
3.00
- -
3.00
Assoc Plan Check Engineer
-
3.00 -
3.00
Assoc Planner
4.00
- -
4.00
Building Inspection Mgr
-
- 1.00
1.00
Building Inspector II
4.00
- -
4.00
Building Inspector III
1.00
- -
1.00
Building Off /Code Enf Mgr
1.00
- -
1.00
Development Services Tech 1
1.00
- -
1.00
Development Svcs Tech Iii
6.00
- -
6.00
Devlpmt Svcs Counter Mgr
1.00
- -
1.00
Engineering Tech II
1.00
- -
1.00
Landscape Architect
2.50
- -
2.50
Landscape Planner II
1.00
- (1.00)
-
Plan Check Supervisor
1.00
- -
1.00
Planning Manager
1.00
- -
1.00
Plans Examiner
3.00
(3.00) -
-
Principal Civil Engineer
1.00
- -
1.00
Principal Planner
2.00
- -
2.00
Secretary
1.00
- -
1.00
Sr Building Inspector
1.00
- -
1.00
Sr Engineering Technician
1.00
- -
1.00
Sr Office Specialist
2.00
- (1.00)
1.00
Sr Plan Check Tech
-
- 1.00
1.00
Sr Planner
4.00
- (1.00)
3.00
Sr Project Coordinator
1.00
- -
1.00
Sr Secretary
1.00
- -
1.00
Transportation Engineer W /Cert
1.00
- -
1.00
DEVELOPMENT SERVICES FUND TOTAL 45.50 - (1.00) 44.50
2015 -06 -02 Agenda Packet 306 Page 403
2.00 -
- 2.00
Assoc Engineer
Engineering Tech II
2.00 -
- 2.00
Equipment Operator
3.00 -
- 3.00
Maintenance Worker II
18.00 -
- 18.00
Pub Works Specialist
1.00 -
- 1.00
Public Works Supervisor
4.00 -
- 4.00
Sr Civil Engineer
1.00 -
- 1.00
Sr Fiscal Office Specialist
1.00 -
- 1.00
Sr Maintenance Worker
14.00 -
- 14.00
2015 -06 -02 Agenda Packet 306 Page 403
SEWER TOTAL
TOTAL AUTHORIZED POSITIONS
46.00
960.75
- - 46.00
An
2.50 2.75 966.00
2015 -06 -02 Agenda Packet 307 Page 404
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 308 Page 405
APPENDIX
Fiscal Policies
Investment Policies
Debt Administration
GANN Appropriations Limit
Legal Debt Margin
Accounting Systems and Budgetary Control
List of Acronyms
Glossary
Chula Vista at a Glance
2015 -06 -02 Agenda Packet 309 Page 406
2015 -06 -02 Agenda Packet 310 Page 407
This section of the budget document reiterates the
fiscal policies that were reviewed, acknowledged, or
approved /adopted by the City Council. These policies
form the overall framework within which the operating
budget was formulated. The fiscal policies, most of
which are already codified in one form or another, are
not considered new or controversial, but are
summarized here to assist you to better understand the
basis for the resource allocation decisions that were
made.
General
1. The City's financial assets will be managed in a
sound and prudent manner in order to ensure
the continued viability of the organization.
2. A comprehensive operating and capital budget
for all City funds will be developed annually and
presented to the City Council for approval. The
purpose of the annual budget with be to:
a. Identify community needs for essential
0
9
b.
C.
d.
e.
f.
services.
Identify the programs and specific activities
required to provide these essential services.
Establish program policies and goals that
define the nature and level of program
services required.
Identify alternatives for improving the
delivery of program services.
Identify the resources required to fund
identified programs and activities, and
enable accomplishment of program
objectives.
Set standards to facilitate the measurement
and evaluation of program performance.
The City's annual operating budget will be
balanced whereby planned expenditures do not
exceed anticipated revenues.
Recurring revenues will fund recurring
expenditures. One -time revenues will be used
for capital, reserve augmentation, or other non-
recurring expenditures.
Fiscal Policies
5. Accounting systems will be maintained in
accordance with Generally Accepted Accounting
Principles.
6. Investment policy and practice will be in
accordance with State statues that emphasize
safety and liquidity over yield, including quarterly
status reports to the City Council. (Council Policy)
7. City operations will be managed and budgets
prepared with the goal of maintaining an
available fund balance in the General Fund of no
less than fifteen percent of the General Fund
operating budget. (Council Policy)
8. General Fund fiscal status reports reflecting
comparisons of actual and projected
performance with budget allocations for both
revenue and expenditures will be presented to
the City Council on a quarterly basis. (City
Charter)
Revenue
1. The City will endeavor to maintain a diversified
and stable revenue base in order to minimize the
impact to programs from short -term economic
fluctuations.
2. Revenue projections will be maintained for the
current year and four future fiscal years, and
estimates will be based on a conservative,
analytical, and objective process.
3. In order to maintain flexibility, except as required
by law or funding source, the City will avoid
earmarking any restricted revenues for specific
purpose or program.
4. The City has established user fees to best ensure
that those who use a proprietary service pay for
that service in proportion to the benefits
received. With few exceptions, such as those
services provided for low- income residents, fees
have been set to enable the City to recover the
full cost of providing those services. (Citywide
2015 -06 -02 Agenda Packet 311 Page 408
Cost Recovery Policy, Council Policy Number 159-
03)
5. User fees will be reviewed and updated on an
ongoing basis to ensure that program costs
continue to be recovered and that the fees
reflect changes in levels of service delivery.
(Master Fee Schedule)
6. The City will recover the cost of new facilities and
infrastructure necessitated by new development
consistent with State law and the City's Growth
Management Program. Development Impact
Fees will be closely monitored and updated to
ensure that they are maintained at a level
adequate to recover costs. (GMOC Ordinance)
7. When considering new development
alternatives, the City will attempt to determine
the fiscal impact of proposed projects,
annexations, etc. and ensure that mechanisms
are put in place to provide funding for any
projected negative impacts on City operations.
(GMOC Ordinance)
Expenditures
1. Budgetary control will be exercised at the
Department /category level, meaning that each
department is authorized to spend up to the
total amount appropriated for that department
within the expenditure categories of Personnel
Costs, Supplies & Services, Other Charges,
Utilities, and Capital. Transfers of appropriations
between expenditure categories of up to $15,000
may be approved by the City Manager. Transfers
of appropriations between expenditure
categories in excess of $15,000, between
departments, and transfers from CIP projects
require City Council approval. (City Charter &
Council Policy)
2. Appropriations, other than for capital projects,
remaining unspent at the end of any fiscal year
will be cancelled and returned to Available Fund
Balance with the exception of any appropriations
encumbered as the result of a valid purchase
order or as approved for a specific project or
purpose by the City Council or the City Manager.
Appropriations for capital projects will
necessarily be carried over from year to year
until the project is deemed to be complete.
(Council Policy)
3. The City will establish and maintain equipment
replacement and facility maintenance funds as
deemed necessary to ensure that monies are set
aside and available to fund ongoing replacement
needs.
4. The City will attempt to compensate non - safety
employees at rates above the middle of the labor
market as measured by the median rate for
similar jurisdictions. (Council Policy)
Capital Improvement Program (CIP)
1. Major capital projects will be included in a CIP
Budget reflecting afive -year period. The CIP
budget will be updated annually and presented
to City Council for approval. Resources will be
formally appropriated (budgeted) for the various
projects on an annual basis in accordance with
the five -year plan.
City Debt Policy & Debt Management
1. The City will consider the use of debt financing
primarily for capital improvement projects (CIP)
when the project's useful life will exceed the
term of the financing and when resources are
identified sufficient to fund the debt service
requirements. Some exceptions to this CIP driven
focus are the issuance of debt such as Pension
Obligation Bonds, where the financial benefits
are significantly greater than the costs and where
the benefits are determined to be a financially
prudent option; and short -term instruments such
as tax and revenue anticipation notes, which are
to be used for prudent cash management
purposes. Bonded debt should not be issued for
projects with minimal public benefit or support,
or to finance normal operating expenses.
(Council Policy)
If a department has any project which is
expected to use debt financing, the department
director is responsible for expeditiously providing
the Finance Department with reasonable cost
2015 -06 -02 Agenda Packet 312 Page 409
"�f Chula Vista Proposed Budget
estimates, including specific revenue accounts
that will provide payment for the debt service.
This will allow the Finance Department to do an
analysis of the project's potential impact on the
City's debt capacity and limitations. (Council
Policy)
2. Debt capacity and affordability will be
determined by conducting various analyses prior
to the issuance of bonds. The analysis of debt
capacity should cover a broad range of factors
including but limited to the following:
• Statutory or constitutional limitations
affecting the amount that can be issued,
such as legally authorized debt limits and tax
or expenditure ceilings
• Other legal limitations, such as coverage
requirements or additional bonds tests
imposed by bond covenants
• Evaluation of trends relating to the
government's financial performance, such as
revenues and expenditures, net revenues
available after meeting operating
requirements, reliability of revenues
expected to pay debt service and unreserved
fund balance levels
• Debt service as a percentage of total General
Fund Revenues
The City will attempt to limit the total amount of
annual debt service payments payable by the
General Fund to no more than 10% of estimated
total General Fund revenues. Under State Law,
general obligation bonds shall not exceed 15% of
total assessed valuation within the City.
An analysis using current market rates and
conservative projections showing compliance
with the debt affordability limitations included in
this Debt Policy shall be conducted before the
issuance of any debt with a maturity longer than
two years from date of issue.
Data showing direct and overlapping debt levels
for the City of Chula Vista and surrounding
agencies that affect the residents of the City shall
be compiled for inclusion in the Comprehensive
n
Annual Financial Report (CAFR) of the City.
(Council Policy)
3. In order to maximize the financial options
available to benefit the public, it is the policy of
the City of Chula Vista to allow for the
consideration of issuing all generally accepted
types of debt, including, but not exclusive to the
following:
• General Obligation (GO) Bonds: General
Obligation Bonds are suitable for use in the
construction or acquisition of improvements
to real property that benefit the public at
large. Examples of projects include libraries,
parks, and public safety facilities. All GO
bonds require a 2/3 vote in order to pass.
• Revenue Bonds: Revenue Bonds are limited -
liability obligations tied to a specific
enterprise revenue stream where the
projects financed clearly benefit or relate to
the enterprise. An example of projects that
would be financed by a Revenue Bond would
be improvements to the sewer system,
which would be paid back with money raised
from the property owner's sewer bills.
Generally, no voter approval is required to
issue this type of obligation but must comply
with proposition 218 regarding rate
adjustments.
• Lease - Backed Debt /Certificates of
Participation (COP): Issuance of COP debt is a
commonly used form of debt that allows a
City to finance projects where the debt
service is secured via a lease or installment
agreement and where the payments are
budgeted in the annual budget appropriation
by the City from the general fund. Lease -
Backed debt does not constitute
indebtedness under the state or the City's
constitutional debt limit and does not
require voter approval.
• Special Assessment /Special District Debt: the
City will consider requests from developers
for the use of debt financing secured by
property based assessments or special taxes
in order to provide for necessary
infrastructure for new development only
under strict guidelines adopted by City
Council, which may include minimum value-
2015 -06 -02 Agenda Packet 313 Page 410
City of Chula Vista Proposed Budget
to -lien ratios and maximum tax burdens.
Examples of this type of debt are Assessment
Districts (AD) and Community Facilities
Districts (CFD) or more commonly known as
Mello -Roos Districts. In order to protect
bondholders as well as the City's credit
rating, all Rate and Method of
Apportionment (RMA) documents must
include the provision that the maximum
projected annual special tax revenues must
equal 110% of the projected annual gross
debt service on any bonds of the community
facilities district. The City will also comply
with all State guidelines regarding the
issuance of special district or special
assessment debt. For further information,
refer to the City of Chula Vista Statement of
Goals and Policies Regarding the
Establishment of Community Facility
Districts.
• Industrial Development Bonds — Industrial
Development Bonds (IDBs) are tax - exempt
securities which can fund manufacturing
businesses or energy development projects
which provides a public benefit. While the
authorization to issue IDBs is provided by a
state statute, the tax - exempt status of these
bonds is derived from federal law (IRS Code
Section 103(b) (2).
• Tax Allocation Bonds — Tax Allocation Bonds
are special obligations that are secured by
the allocation of tax increment revenues that
were generated by increased property taxes
in the designated redevelopment area. Tax
Allocation Bonds are not debt of the City.
Due to changes in the law affecting California
Redevelopment agencies with the passage of
ABX1 26 as codified in the California Health
and Safety Code, the City of Chula Vista
Redevelopment Agency (RDA) was dissolved
as of February 1, 2012, and its operations
substantially eliminated but for the
continuation of certain enforceable RDA
obligations to be administered by the City of
Chula Vista Successor Agency. The terms of
ABX 1 26 requires successor agencies
perform all obligations with respect to
enforceable debt obligations, which include
Tax Allocation Bonds.
• Multi - Family Mortgage Revenue Bonds —The
City Housing Authority is authorized to issue
mortgage revenue bonds to finance the
development, acquisition and rehabilitation
of multi - family rental projects. The interest
on the bonds can be exempt from Federal
and State taxation. As a result, bonds
provide below market financing for qualified
rental projects. In addition, the bonds issued
can qualify projects for allocations of Federal
low- income housing tax credits, which can
provide a significant portion of the funding
necessary to develop affordable housing. For
further information, refer to the Chula Vista
Housing Authority — Multi - Family
Administrative Bond Policies.
• HUD Section 108 Loan Guarantee Program —
The U.S. Department of Housing and Urban
Development (HUD) Section 108 Loan
Guarantee Program allows cities to use their
annual Community Development Block Grant
(CDBG) entitlement grants to obtain federally
guaranteed funds large enough to stimulate
or pay for major community development
and economic development projects. The
program does not require a pledge of the
City's General Fund, only of future CDBG
entitlements. By pledging future CDBG
entitlement grants as security, the City can
borrow at favorable interest rates because of
HUD's guarantee of repayment to investors.
(Council Policy)
4. The City will strive to minimize borrowing costs
by:
• Seeking the highest credit rating possible;
• Maintaining transparency and excellent
communications with credit rating agencies
regarding the City's fiscal condition;
• Purchasing bond insurance or taking action
to upgrade the City's current credit rating
(Council Policy)
5. The City will comply with Rule 15(c) 2 -12 of the
Securities Exchange Commission (SEC) and
provide timely disclosure of relevant information
on an annual basis as well as any material event
2015 -06 -02 Agenda Packet 314 Page 411
n
notices as required. (Council Policy)
• Rates of delinquencies — delays in collection
of outstanding revenues.
6. In addition to externally financed debt, the City
• Payroll cycles — the timing of fixed cash
utilizes inter -fund loans whenever possible to
requirement for payroll, as related to the
reduce borrowing costs or provide for shorter
timing of revenue cycles.
term loans. When interest is charged on internal
• Unanticipated expenses — expenses whose
loans, it is done at the same rate the City earns
characteristics make accurate estimation
from its pooled investments.
difficult, such as increases in wastewater
treatment services provided by the City of
Sewer Service Revenue Fund Reserve Policy
San Diego, energy costs, labor benefits and
1. Working Capital and Rate Stabilization Reserve
other consumption based goods and
Working Capital and Rate Stabilization reserves
services.
in the Sewer Service Revenue Fund will be
restricted to maintaining operating the
The City shall maintain a Sewer Revenue reserve
wastewater collection system and paying
equivalent to 90 days of operating expenditures
treatment charges to City of San Diego
and a Rate Stabilization reserve equivalent to 90
Metropolitan Wastewater ( "Metro "). The reserve
days of operating expenditures for a minimum
will be funded from revenues accumulated in the
combined total of 180 days and a maximum
Sewer Service Revenue Fund. IT is intended to
reserve balance of 125% of the minimum
accommodate any natural variability in revenues
balance.
and expenditures, including potential disruptions
of cash flows due to varied billing methodology,
If funds are appropriated from the Sewer
short term fluctuations and annual cycles. The
Revenue Working Capital and Rate Stabilization
reserve will also assist in addressing shortfalls
Reserves, the funds should be replenished in the
which may occur due to unanticipated cost
budget process during subsequent fiscal years to
increases in labor or energy and other
the minimum reserve balance. If the magnitude
consumption based goods and services, such as
of the event caused the Sewer Revenue Working
wastewater treatment services provided by
Capital and a Stabilization Reserves to be less
Metro. The reserves represent unrestricted
than 30 days of operating and maintenance
resources available for appropriation by the City
budget, the Finance Director shall provide the
Council addressing unforeseen needs for sewer
City Council with a plan to incrementally
services.
replenish the reserves to the 180 days minimum
reserve balance. (Council Policy)
The Working Capital and Rate Stabilization
Reserves will assist the City in addressing the
2. Emergency Reserve
following items:
The Sewer Service Revenue Fund Emergency
• Rate Stabilization — the reserves will allow
Reserve is necessary to secure funding for
the City the flexibility to "smooth" rates and
insurance deductibles, unforeseen
phase increases in over multiple years, which
liabilities /litigation and settlement costs related
is prudent given the potential variability in
to the City's wastewater system.
the City's payments to Metro.
• Revenue Collection Fluctuations — the
The City shall maintain a minimum Sewer Service
reserves will be used to protect the City from
Revenue Fund Emergency Reserve target level of
natural fluctuations in revenue and
5% of the operating and maintenance budget
expenditure cycles which is prudent given
and a maximum reserve balance of 125% of the
that the City bills customers at different
minimum balance. If the funds are appropriated
points in time but incurs expenses
from the Sewer Revenue Emergency Reserves
continuously throughout the year.
due to unanticipated needs, the Finance Director
2015 -06 -02 Agenda Packet 315 Page 412
City of Chula Vista Proposed Budget MW
shall provide the City Council with a plan to
incrementally replenish the reserves to the
minimum reserve balance. (Council Policy)
3. Vehicle Replacement Reserve
The Sewer Service Revenue Fund Vehicle
Replacement Reserves represents monies set
aside to fund the replacement of aging vehicles.
The allocation is funded from revenues
accumulated in the Sewer Service Revenue Fund.
The City shall maintain a minimum Sewer
Services Fund Vehicle Replacement Reserve
target of 2% of the operating and maintenance
budget. This reserve will ensure that vehicles
utilized for sewer operations are replaced as
scheduled and available to deploy as needed.
To achieve a minimum impact to cost of services
and rates, funds will be included in the proposed
budget on an annual basis as identified in the
City's Vehicle Replacement schedule. The cost of
replacing all vehicles will be averaged over the
lifespan of the existing fleet. This will generate a
more normalized cost of services by evenly
distributing revenue requirements on a year -to
year -basis offsetting temporary cash flow
deficiencies and avoid significant increases in
rate charges to customers in the years the
replacement cost are incurred. (Council Policy)
4. USEPA Permit Renewal Liability Reserve
The Sewer Service Revenue Fund USEPA Permit
Renewal Liability Reserve will account for monies
set aside to fund the City of San Diego
Metropolitan Wastewater costs related to the
potential upgrade of the Point Loma Wastewater
Treatment Plant (PLWTP) or other alternative for
secondary treatment. The reserve will be funded
from revenues accumulated in the Sewer Service
Revenue Fund.
Metro's USEPA waiver expires in FY 2015 and
may not be renewed. If denied, Metro would
need to develop and implement improvements
to achieve secondary treatment level at PLWTP.
Current cost estimates to establish full secondary
treatment at PLWTP as well as possible
ka
alternatives are all significant ( >$1 Billion). As a
contributing member to the regional treatment
plant, the City of Chula Vista's share in the cost
of any upgrade would be approximately 10
percent for the capital improvements and any
increase in the overall treatment cost. It is
expected that Metro will have 10 years after the
expiration of the USEPA waiver to institute
secondary treatment or alternative. This reserve
establishes a dedicated fund that will offset a
portion of the City's share of any obligation
related to the PLWTP USEPA waiver. By actively
planning for the PLWTP upgrade or alternative
the City will be in a stronger financial position to
afford such costs while mitigating impacts to
ratepayers.
The Permit Renewal Liability Reserve will be
funded through annual contributions with the
intent to reach a target balance of 20% of Chula
Vista's share of the upgrade cost by FY 2024/25
(10 years after the expiration of the waiver). If
substantial increases in Metro - related costs
occur sooner than expected, the City may draw
down reserve levels prior to FY 2024/25 to
manage impacts to ratepayers. To be consistent
with the City's policy for managing balances for
its other utility reserves, if funds are
appropriated from the reserve before its
intended use, the funds should be replenished in
subsequent fiscal years. If the magnitude of
withdrawal is material, the Finance Director shall
provide the City Council with a plan to
incrementally replenish the reserves.
If the actual costs for the PLWTP upgrade or
alternative are less than anticipated, any unspent
reserves will be rolled into the Working Capital
and Rate Stabilization Reserve and utilized to
fund City sewer programs, including
maintenance and expansion of the City's
conveyance system and payment of San Diego
Metro wastewater treatment costs. (Council
Policy)
2015 -06 -02 Agenda Packet 316 Page 413
1.0 Purpose
This "Investment Policy and Guidelines" (the
"Investment Policy ") Policy is intended to provide
guidelines for the prudent investment of the City of
Chula Vista's (the "City ") cash balances, and outline
policies to assist in maximizing the efficiency of the
City's cash management system, while meeting the
daily cash flow demands of the City.
2.0 Policy
The investment practices and policies of the City of
Chula Vista are based upon state law and prudent
money management.
3.0 Scope
This Investment Policy applies to all financial assets
of the City of Chula Vista, as indicated in 3.1 below.
These funds are accounted for in the City's
Comprehensive Annual Financial Report.
3.1 Funds
The Director of Finance /Treasurer is responsible for
investing the unexpended cash in the City Treasury
for all funds, except for the employee's retirement
funds, which are administered separately, and those
funds which are managed separately by trustees
appointed under indenture agreements. The Director
of Finance /Treasurer will strive to maintain the level
of investment of this cash as close as possible to
100 %. These funds are described in the City's annual
financial report and include:
• General Fund
• Special Revenue Funds
• Capital Project Funds
• Enterprise Funds
• Trust and Agency Funds
• Any new fund created by the legislative
body, unless specifically exempted
This Investment Policy applies to all transactions
involving the financial assets and related activity of
the foregoing funds.
Investment Policies
4.0 Prudence
The standard of prudence to be used by the Director
of Finance /Treasurer shall be the "prudent investor
standard ". This shall be applied in the context of
managing an overall portfolio. The "prudent investor
standard" is applied to local agencies, pursuant to
California Government Code Section 53600.3 which
provides, in pertinent part:
if ... all governing bodies of local agencies or
persons authorized to make investment
decisions on behalf of those local agencies
investing public funds pursuant to this chapter
are trustees and therefore fiduciaries subject to
the prudent investor standard. When investing,
reinvesting, purchasing, acquiring, exchanging,
selling, or managing public funds, a trustee shall
act with care, skill, prudence, and diligence under
the circumstances then prevailing, including, but
not limited to, the general economic conditions
and the anticipated needs of the agency, that a
prudent person acting in a like capacity and
familiarity with those matters would use in the
conduct of funds of a like character and with like
aims, to safeguard the principal and maintain the
liquidity needs of the agency..."
4.1 Personal Responsibility
The Director of Finance /Treasurer, Assistant Director
of Finance, Treasury Manager and Finance Manager
as investment officers acting in accordance with
written procedures and the Investment Policy and
exercising due diligence, shall be relieved of personal
responsibility for an individual security's credit risk or
market price changes, provided deviations from
expectations are reported to the City Council in a
timely fashion and appropriate action is taken to
control adverse developments.
5.0 Objective
Consistent with this aim, investments are made
under the terms and conditions of California
Government Code Section 53600, et seq. Criteria for
selecting investments and the absolute order of
priority are:
2015 -06 -02 Agenda Packet 317 Page 414
5.1 Safety
Safety of principal is the foremost objective of the
investment program. Investments of the City of
Chula Vista shall be undertaken in a manner that
seeks to ensure the preservation of capital in the
overall portfolio. To attain this objective,
diversification is required in order that potential
losses on individual securities do not exceed the
income generated from the remainder of the
portfolio.
5.2 Liquidity
The City of Chula Vista's investment portfolio will
remain sufficiently liquid to enable the City to meet
all operating requirements which might be
reasonably anticipated and to maintain compliance
with any indenture agreement, as applicable.
Liquidity is essential to the safety of principal.
5.3 Return on Investments
The City of Chula Vista's investment portfolio shall be
designed with the objective of attaining a market -
average rate of return throughout budgetary and
economic cycles (market interest rates), within the
City's Investment Policy's risk parameters and the
City's cash flow needs. See also Section 16.0.
6.0 Delegation of Authority
The Director of Finance /Treasurer shall be
responsible for all transactions undertaken and shall
establish a system of controls and written
procedures to regulate the activities of subordinate
officials. The responsibility for the day -to -day
investment of City funds will be delegated to the
Assistant Director of Finance or their designee. The
Director of Finance /Treasurer may delegate day -to-
day investment decision making and execution
authority to an investment advisor. The advisor shall
follow the Investment Policy and such other written
instructions as are provided.
7.0 Ethics and Conflicts of Interest
In addition to state and local statutes relating to
conflicts of interest, all persons involved in the
investment process shall refrain from personal
business activity that could conflict with proper
execution of the investment program, or which could
n
impair their ability to make impartial investment
decisions. Employees and investment officers,
including investment advisors, are required to file
annual disclosure statements as required for "public
officials who manage public investments" [as defined
and required by the Political Reform Act and related
regulations, including Government Code Sections
81000, et seq., and the rules, regulations and
guidelines promulgated by California's Fair Political
Practices Commission (FPPC)].
8.0 Authorized Financial Dealers and Institutions
The City's Director of Finance /Treasurer will maintain
a list of the financial institutions and brokers /dealers
authorized to provide investment and depository
services and will perform an annual review of the
financial condition and registrations of qualified
bidders and require annual audited financial
statements to be on file for each company. The City
will utilize Moody's Securities or other such services
to determine financially sound institutions with
which to do business. The City shall annually send a
copy of the current Investment Policy to all financial
institutions and brokers /dealers approved to do
business with the City.
As far as possible, all money belonging to, or in the
custody of, a local agency, including money paid to
the City's Director of Finance /Treasurer or other
official to pay the principal, interest, or penalties of
bonds, shall be deposited for safekeeping in state or
national banks, savings associations, federal
associations, credit unions, or federally insured
industrial loan companies in this state selected by
the City's Director of Finance /Treasurer; or may be
invested in the investments set forth in Section 9.0.
To be eligible to receive local agency money, a bank,
savings association, federal association, or federally
insured industrial loan company shall have received
an overall rating of not less than "satisfactory" in its
most recent evaluation by the appropriate federal
financial supervisory agency of its record of meeting
the credit needs of California's communities,
including low- and moderate - income neighborhoods.
To provide for the optimum yield in the investment
of City funds, the City's investment procedures shall
encourage competitive bidding on transactions from
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City of Chula Vista Proposed Budget
approved brokers /dealers. In order to be approved
by the City, the dealer must meet the following
criteria: (i) the dealer must be a "primary" dealer or
regional dealer that qualifies under Securities and
Exchange Commission Rule 150-1 (Uniform Net
Capital Rule); (ii) the dealer's institution must have
an office in California; (iii) the dealer must be
experienced in institutional trading practices and
familiar with the California Government Code as
related to investments appropriate for the City; and
(iv) all other applicable criteria, as may be
established in the investment procedures. All
brokers /dealers and financial institutions who desire
to become qualified bidders for investment
transactions must submit a "Broker /Dealer
Application" and related documents relative to
eligibility including a current audited annual financial
statement, U4 form for the broker, proof of state
registration, proof of Financial Industry Regulatory
Authority (FINRA) certification and a certification of
having read and understood the City's Investment
Policy and agreeing to comply with the Investment
Policy. The City's Director of Finance /Treasurer shall
determine if they are adequately capitalized (i.e.
minimum capital requirements of $10,000,000 and
five years of operation).
If the City has an investment advisor, the investment
advisor may use its own list of authorized
broker /dealers to conduct transactions on behalf of
the City.
9.0 Authorized & Suitable Investments
The City is authorized by California Government Code
Section 53600, et. seq., to invest in specific types of
securities. Where this section specifies a percentage
limitation for a particular security type, that
percentage is applicable only on the date of
purchase. Credit criteria listed in this section refers to
the credit rating at the time the security is
purchased. If an investment's credit rating falls
below the minimum rating required at the time of
purchase, the Director of Finance /Treasurer will
perform a timely review and decide whether to sell
or hold the investment.
Investments not specifically listed below are deemed
inappropriate and prohibited:
A. BANKERS' ACCEPTANCES A maximum of 40% of
the portfolio may be invested in bankers'
acceptances. The maximum maturity is 180
days. Eligible bankers' acceptances shall have
the highest ranking or the highest letter and
number rating as provided by a nationally
recognized statistical rating organization
(NRSR0).
B. NEGOTIABLE CERTIFICATES OF DEPOSIT. A
maximum of 30% of the portfolio may be
invested in negotiable certificates of deposit
(NCD's). The maximum maturity of a NCD issue
shall be 5 years. These are issued by commercial
banks and thrift institutions against funds
deposited for specified periods of time and earn
specified or variable rates of interest. Negotiable
certificates of deposit (NCD) differ from other
certificates of deposit by their liquidity. NCD's
are traded actively in secondary markets. NCD's
with maturities under one year must be rated at
least "A -1," its equivalent, or better by a NRSRO.
NCD's with maturities in excess of one year must
be rated 'A" its equivalent or better by a
NRSRO. In compliance with California Code
53601.8, all FDIC insured CD's, when placed
through a deposit placement service, will be
measured for compliance with NCD's.
C. COMMERCIAL PAPER A maximum of 25% of the
portfolio may be invested in commercial paper.
The maximum maturity is 270 days. Commercial
paper of prime quality of the highest ranking or
of the highest letter and number rating as
provided for by a NRSRO. The entity that issues
the commercial paper shall meet all of the
following conditions in either paragraph (1) or
paragraph (2):
1) The entity meets the following criteria:
a.Is organized and operating in the
United States as a general corporation.
b. Has total assets in excess of five
hundred million dollars
($500,000,000).
c. Has debt other than commercial paper,
if any, that is rated "A" or higher, or
the equivalent, by a NRSRO.
2015 -06 -02 Agenda Packet 319 Page 416
City of Chula Vista Proposed Budget 19
61
2) The entity meets the following criteria:
H. REVERSE - REPURCHASE AGREEMENTS (Requires
a.Is organized within the United States
Council approval for each transaction). Reverse
as a special purpose corporation, trust,
repurchase agreements or securities lending
or limited liability company.
agreements may be utilized only when all of the
b. Has program wide credit
following conditions are met:
enhancements including, but not
a) The security to be sold on reverse
limited to, over collateralization,
repurchase agreement or securities lending
letters of credit, or surety bond.
agreement has been owned and fully paid for
c. Has commercial paper that is rated "A-
by the local agency for a minimum of 30 days
1" or higher, or equivalent, by a
prior to sale.
NRSRO.
b) The total of all reverse repurchase
agreements and securities lending
D. BONDS ISSUED BY THE CITY OR ANY LOCAL
agreements on investments owned by the
AGENCY WITHIN THE STAE OF CALIFORNIA.
local agency does not exceed 20% of the
Bonds must have an "A" rating or better from a
base value of the portfolio.
NRSRO. There is no limit on the percentage of
c) The agreement does not exceed a term of 92
the portfolio that can be invested in this
days, unless the agreement includes a
category.
written codicil guaranteeing a minimum
earning or spread for the entire period
E. OBLIGATIONS OF THE UNITED STATES TREASURY.
between the sale of a security using a
United States Treasury Notes, bonds, bills or
reverse repurchase agreement or securities
certificates of indebtedness, or those for which
lending agreement and the final maturity
the faith and credit of the United States are
date of the same security.
pledged for the payment of principal and
d) Funds obtained or funds within the pool of
interest. There is no limit on the percentage of
an equivalent amount to that obtained from
the portfolio that can be invested in this
selling a security to a counter party by way of
category.
a reverse repurchase agreement or securities
lending agreement, shall not be used to
F. FEDERAL AGENCIES. Federal agency or United
purchase another security with a maturity
States government- sponsored enterprise
longer than 92 days from the initial
obligations, participations, or other instruments,
settlement date of the reverse repurchase
including those issued by or fully guaranteed as
agreement or securities lending agreement,
to principal and interest by federal agencies or
unless the reverse repurchase agreement or
United States government- sponsored
securities lending agreement includes a
enterprises. There is no limit on the percentage
written codicil guaranteeing a minimum
of the portfolio that can be invested in this
earning or spread for the entire period
category.
between the sale of a security using a
reverse repurchase agreement or securities
G. REPURCHASE AGREEMENT, maximum term 3
lending agreement and the final maturity
months. Investments in repurchase agreements
date of the same security. Investments in
may be made, on any investment authorized in
reverse repurchase agreements, securities
this section, when the term of the agreement
lending agreements, or similar investments
does not exceed 3 months. A Master Repurchase
in which the local agency sells securities prior
Agreement must be signed with the bank or
to purchase with a simultaneous agreement
broker /dealer who is selling the securities to the
to repurchase the security shall only be made
City. There is no limit on the percentage of the
with primary dealers of the Federal Reserve
portfolio that can be invested in this category.
Bank of New York or with a nationally or
2015 -06 -02 Agenda Packet 320 Page 417
City of Chula Vista Proposed Budget
state - chartered bank that has or has had a
significant banking relationship with a local
agency.
e) For purposes of this policy, "significant
banking relationship" means any of the
following activities of a bank:
i. Involvement in the creation, sale,
purchase, or retirement of a local
agency's bonds, warrants, notes, or other
evidence of indebtedness.
ii. Financing of a local agency's activities.
iii. Acceptance of a local agency's securities
or funds as deposits.
I. MEDIUM -TERM CORPORATE NOTES. A maximum
of 30% of the portfolio may be invested in
medium -term corporate notes, with a maximum
remaining maturity of five years or less. Notes
eligible for investment shall be rated "A," its
equivalent or better by a NRSRO
J. TIME DEPOSITS- CERTIFICATES OF DEPOSIT (non-
negotiable certificates of deposit). The
maximum maturity is 3 years. Certificates of
deposit are required to be collateralized as
specified under Government Code Section 53630
et seq. The City, at its discretion, may waive the
collateralization requirements for any portion
that is covered by Federal Deposit Insurance
Corporation (FDIC) insurance. The City shall have
a signed agreement with any depository
accepting City funds per Government Code
Section 53649. No deposits shall be made at any
time in certificates of deposit issued by a state or
federal credit union if a member of the City
Council or the Chief Financial Officer serves on
the board of directors or any committee
appointed by the board of directors of the credit
union. In accordance with Government Code
Section 53638, any deposit shall not exceed that
total shareholder's equity of any depository
bank, nor shall the deposit exceed the total net
worth of any institution. There is no limit on the
percentage of the portfolio that can be invested
in this category
K. OBLIGATIONS OF THE STATE OF CALIFORNIA.
Including bonds payable solely out of revenues
from a revenue producing property owned,
controlled or operated by the state, or by a
department, board, agency or authority of the
state. Obligations must be "A" rated or better by
a NRSRO. There is no limit on the percentage of
the portfolio that can be invested in this
category.
L. OBLIGATIONS OF THE OTHER 49 STATES
Including bonds payable solely out of revenues
from a revenue producing property owned,
controlled or operated by any of these states, or
by a department, board, agency or authority of
the state. Obligations must be "A" rated or
better by a NRSRO. There is no limit on the
percentage of the portfolio that can be invested
in this category.
M. MONEY MARKET FUNDS. A maximum of 20% of
the portfolio may be invested in money market
funds. No more than 10% of the City's portfolio
may be invested in shares of beneficial interest
of any one Money Market fund. Local agencies
may invest in "shares of beneficial interest"
issued by diversified management companies
which invest only in direct obligations in U.S.
Treasury bills, notes and bonds, and repurchase
agreements collateralized with U.S. Treasuries
with a weighted average of 60 days or less. They
must have the highest rating from two NRSRO's
or have retained an investment advisor
registered or exempt from registration with the
Securities and Exchange Commission with not
less than five years of experience managing
money market mutual funds and with assets
under management in excess of $500,000,000.
The purchase price of the shares may not include
commission.
N. SAN DIEGO COUNTY TREASURER'S POOLED
MONEY FUND. Also known as the San Diego
County Investment Pool, the pool is a local
government money fund created to invest the
assets of the County of San Diego and other
public agencies located within the County. The
three primary objectives of the County Pool are
to safeguard principal; to meet liquidity needs of
Pool participants; and to achieve an investment
2015 -06 -02 Agenda Packet 321 Page 418
City of Chula Vista Proposed Budget MW
return on the funds within the guidelines of
prudent risk management. Investment in the
County Pool is highly liquid and the City may
invest with no portfolio percentage limit.
0. THE LOCAL AGENCY INVESTMENT FUND (LAIF).
LAIF is a special fund of the California State
Treasury through which any local government
may pool investments. The City may invest up to
$50 million in this fund. Investments in LAIF are
highly liquid and may be converted to cash
within 24 hours.
P. SHARES OF BENEFICIAL INTEREST ISSUED BY A
JOINT POWERS AUTHORITY (Local Government
Investment Pools [LGIP]). There is no limit on the
percentage of the portfolio that can be invested
in this category. LGIP's organized pursuant to
Government Code Section 6509.7 that invests in
the securities and obligations authorized in
subdivisions (a) to (o) of California Government
Code Section 53601, inclusive. Each share will
represent an equal proportional interest in the
underlying pool of securities owned by the joint
powers authority. To be eligible under this
section the joint powers authority issuing the
shares will have retained an investment adviser
that meets all of the following criteria:
• The adviser is registered or exempt from
registration with the Securities and Exchange
Commission.
• The adviser has not less than five years of
experience investing in the securities and
obligations authorized in subdivisions (a) to
(o) Government Code Section 53601,
inclusive.
• The adviser has assets under management in
excess of five hundred million dollars
($500,000,000).
Q. ASSET BACKED SECURITIES (ABS). A maximum of
20% of the portfolio may be invested in ABS. The
maximum maturity is five years. Securities
eligible for investment under this subdivision
shall be issued by an issuer having an "A" or
higher rating for the issuer's debt as provided by
an NRSRO and rated in a rating category of "AA"
or its equivalent or better by an NRSRO. ABS
constitutes a mortgage pass- through security,
collateralized mortgage obligation, mortgage -
backed or other pay- through bond, equipment
lease- backed certificate, consumer receivable
pass- through certificate, or consumer receivable -
backed bond.
9.1 Investment Pools
The City's Director of Finance /Treasurer or designee
shall be required to investigate all local government
investment pools and money market mutual funds
prior to investing and performing at least a quarterly
review thereafter while the City is invested in the
pool or the money market fund. LAIF is authorized
under provisions in Section 16429.1 of the California
Government Code as an allowable investment for
local agencies even though some of the individual
investments of the pool are not allowed as a direct
investment by a local agency.
10.0 Portfolio Adjustments
Should any investment listed in section 9.0 exceed a
percentage -of- portfolio limitation due to an incident
such as fluctuation in portfolio size, the affected
securities may be held to maturity to avoid losses.
When no loss is indicated, the Director of
Finance /Treasurer shall consider reconstructing the
portfolio basing his or her decision on the expected
length of time the portfolio will be unbalanced. If
this occurs, the City Council shall be notified.
11.0 Collateralization
Under provisions of the California Government Code,
California banks, and savings and loan associations
are required to secure the City's deposits by pledging
government securities with a value of 110 % of
principal and accrued interest. California law also
allows financial institutions to secure City deposits by
pledging first trust deed mortgage notes having a
value of 150% of the City's total deposits. Collateral
will always be held by an independent third party. A
clearly marked evidence of ownership (safekeeping
receipt) must be supplied to the City and retained.
The market value of securities that underlay a
repurchase agreement shall be valued at 102% or
greater of the funds borrowed against those
securities and the value shall be adjusted no less
than quarterly. Since the market value of the
2015 -06 -02 Agenda Packet 322 Page 419
City of Chula Vista Proposed Budget 19
underlying securities is subject to daily market
fluctuations, the investments in repurchase
agreements shall be in compliance if the value of the
underlying securities is brought back up to 102% no
later than the next business day. The Director of
Finance /Treasurer, at his or her discretion, may
waive the collateral requirement for deposits that
are fully insured up to $250,000 by the Federal
Deposit Insurance Corporation. The right of
collateral substitution is granted.
12.0 Safekeeping and Custody
All City investments shall identify the City of Chula
Vista as the registered owner, and all interest and
principal payments and withdrawals shall indicate
the City of Chula Vista as the payee. All securities
shall be safe kept with the City itself or with a
qualified financial institution, contracted by the City
as a third party. All agreements and statements will
be subject to review annually by external auditors in
conjunction with their audit. In the event that the
City has a financial institution hold the securities, a
separate custodial agreement shall be required. All
securities shall be acquired by the safekeeping
institution on a "Delivery -Vs- Payment" (DVP) basis.
For Repurchase Agreements, the purchase may be
delivered by book entry, physical delivery or by third -
party custodial agreement consistent with the
Government Code. The transfer of securities to the
counter party bank's customer book entry account
may be used for book entry delivery.
13.0 Diversification
The City's investment portfolio will be diversified to
avoid incurring unreasonable and avoidable risks
associated with concentrating investments in specific
security types, maturity segment, or in individual
financial institutions. No more than 5% of the
investment portfolio shall be in securities of any one
issuer except for U.S. Treasuries, U.S. Government
Agency issues, and investment pools such as LAIF,
the San Diego County Pool, money market funds, and
local government investment pools (LGIP's).
A. Credit risk, defined as the risk of loss due to
failure of the insurer of a security, shall be
mitigated by investing in those securities with an
"A" or above rating and approved in the
Investment Policy and by diversifying the
investment portfolio so that the failure of any
one issuer would not unduly harm the City's cash
flow.
B. Market risk, defined as the risk of market value
fluctuations due to overall changes in the general
level of interest rates, shall be mitigated by
implementing a long -term investment strategy.
It is explicitly recognized herein, however, that in
a diversified portfolio, occasional measured
losses are inevitable and must be considered
within the context of overall investment return.
The City's investment portfolio will remain
sufficiently liquid to enable the City to meet all
operating requirements which might be
reasonably anticipated.
14.0 Maximum Maturities
To the extent possible, the City will attempt to match
its investments with anticipated cash flow
requirements. Unless matched to a specific cash
flow, the City will not directly invest in securities
maturing more than five (5) years from the date of
purchase, unless, the legislative body has granted
express authority to make that investment either
specifically, or as a part of an investment program
approved by the City Council at least three (3)
months prior to the investment.
15.0 Internal Control
The Director of Finance /Treasurer shall establish a
system of internal controls designed to prevent loss
of public funds due to fraud, employee error, or
misrepresentation by third parties. No investment
personnel, including an investment advisor, may
engage in an investment transaction except as
provided for under the terms of this Investment
Policy and the procedure established by the Director
of Finance /Treasurer.
The external auditors shall annually review the
investments with respect to the Investment Policy.
This review will provide internal control by assuring
compliance with policies and procedures for the
investments that are selected for testing.
Additionally, account reconciliation and verification
of general ledger balances relating to the purchasing
2015 -06 -02 Agenda Packet 323 Page 420
City of Chula Vista Proposed Budget
or maturing of investments and allocation of
investments to fund balances shall be performed by
the Finance Department and approved by the
Director of Finance /Treasurer. To provide further
protection of City funds, written procedures prohibit
the wiring of any City funds without the
authorization of at least two of the following four
designated City staff:
1. Director of Finance /Treasurer
2. Assistant Director of Finance
3. Treasury Manager
4. Finance Manager
16.0 Performance Standards
The investment portfolio shall be managed to attain
a market - average rate of return throughout
budgetary and economic cycles, taking into account
the City's investment risk constraints and cash flow.
Investment return becomes a consideration only
after the basic requirements of investment safety
and liquidity have been met. In evaluating the
performance of the City's portfolio in complying with
this policy, the City shall establish an appropriate
performance benchmark and compare the return of
its portfolio to the return of the benchmark.
17.0 Reporting
The Director of Finance /Treasurer shall submit a
quarterly investment report to the City Council and
City Manager following the end of each quarter. This
report will include the following elements:
• Type of investment
• Institutional issuer
• Purchase date
• Date of maturity
• Amount of deposit or cost of the investment
• Face value of the investment
• Current market value of securities and
source of valuation
• Rate of interest
• Interest earnings
• Statement relating the report to its
compliance with the Statement of
Investment Policy or the manner in which
the portfolio is not in compliance
• Statement on availability of funds to meet
the next six month's obligations
• Monthly and year -to -date budget amounts
for interest income
• Percentage of portfolio by investment type
• Days to maturity for all investments
• Comparative report on monthly investment
balances & interest yields
• Monthly transactions
• Compare portfolio yield to the yield attained
by the County of San Diego and the five
largest cities in the county for the same
period.
In addition, a commentary on capital markets and
economic conditions may be included with the
report.
18.0 Investment Policy Review and Adoption
This Investment Policy shall be reviewed at least
annually by the Director of Finance /Treasurer to
ensure its consistency with the overall objective of
preservation of principal, liquidity, and return, and its
relevance to current law and financial and economic
trends. Each fiscal year, the Finance Director shall
provide a copy of the City's current Investment Policy
and Guidelines to the City Council. By virtue of a
resolution of the City Council of the City of Chula
Vista, the Council shall acknowledge the receipt of
the Policy for the respective fiscal year.
2015 -06 -02 Agenda Packet 324 Page 421
Based on the most recent audited financial statements,
which were for the year ended June 30, 2014, the City
and the former Redevelopment Agency (Agency)
borrowed funds through several long -term debt issues
Debt Administration
and held other obligations which are to be funded over
a period of time longer than one year, are categorized
as follows:
2015 -06 -02 Agenda Packet 325 Page 422
Principal
- -
-.
Description
Outstanding
Outstanding
Outstanding
Tax Allocation Bonds
$
40,920,000
$
19,971,231
$
60,891,231
Certificates of Participation
$
121,650,000
$
651702,960
$
187,352,960
Bond Premium
$
31442,833
$
-
$
31442,833
Bond Discount
$
(751,434)
$
-
$
(751,434)
Capital Leases
$
21047,313
$
684,639
$
21731,952
Notes /Loans Payable
$
61044,912
$
470,796
$
61515,708
CDBG Section 108 Loan
$
71913,000
$
31457,425
$
111370,425
Miscellaneous Claims Payable
$
22,361,236
$
-
$
22,361,236
Compensated Absences (Employee Leave)
$
61625,460
$
-
$
61625,460
Subtotal
$
210,253,320
$
90,287,051
$
300,540,371
Advances from Other Funds
$
50,513,914
$
-
$
50,513,914
TOTAL LONG TERM DEBT
$
260,767,234
$
90,287,051
$
351,054,285
2015 -06 -02 Agenda Packet 325 Page 422
This section discusses the various types of long -term
debt that the City has incurred. Bond financings, notes
payable, capital leases and advances from other funds
are the traditional forms of long -term debt that the City
has incurred. However, also captured in this section are
professional estimates derived from actuarial studies
for workers compensation and general liability claims.
In addition, the Finance Department provides an
estimate of the City's liability for compensated
absences as of the end of each fiscal year. The
following sections discuss the details of the City's long-
term debt.
Tax Allocation Bonds ($40.9 million)
Tax Allocation Bonds (TABS) are issued by the Agency
and utilize tax increment revenue for debt service. The
2006 Senior TABS, Series A and 2006 Subordinate TABS,
Series B were issued to refund the 1994 TABS Series A,
C and D that were issued to refund prior obligations of
the Bayfront and Town Center 1 project areas. In July
2008 the Agency issued the 2008 Tax Allocation
Refunding Bonds to refund the 2000 TABS that were
issued by the Southwest, Otay Valley and Town Center
2 project areas to finance certain redevelopment
activities in those areas.
Certificates of Participation ($121.7 million)
As of June 30, 2014, the City currently has four
outstanding Certificates of Participation. The Chula
Vista Public Financing Authority (Authority) issued the
2004 COP to finance the Phase 1 reconstruction,
renovation and equipping of the City's Civic Center
Complex. In March 2006, the Authority issued the 2006
COP to finance the Phase 2 construction and equipping
of certain improvements to the Civic Center Complex of
the City and other existing City Facilities. In February
2010, the Authority issued the 2010 COP to refund the
2000 COP and to provide funds for the construction,
reconstruction, modernization and equipping of Phase
3 of the Civic Center Complex, reimburse the PFDIF
funds, fund capitalized interest, fund a reserve fund,
and pay the costs incurred in connection with the
execution and delivery of the Certificates. In February
2014, the authority issued the 2014 COP to refund the
2002 COP (Police Facility Project), fund a reserve fund,
and pay the costs incurred in connection with the
execution and delivery of the Certificates.
him
Bond Premium ($3.4 million)
The premium is composed of two bond issuances. One
is for the premium on the issuance of the 2004 COP
Civic Center Phase 1. Original amount was $35,324.
This amount is amortized over 30 years. The other
premium is in connection with the 2014 COP refunding
bonds. The original amount of the premium is
$3,537,111 and will be amortized over the life of the
bonds.
Bond Discount ( -$0.8 million)
This is the discount on the issuance of the 2006
Refunding TABS and the 2008 Refunding TABS. The
original amounts were $505,884 and $579,161
respectively. These amounts are amortized over 20
years.
Capital Leases ($2.0 million)
In December 2012, the City entered into a lease
purchase agreement with Bank of America to purchase
certain energy conservation equipment. The
agreement would bridge the financial gap between the
Municipal Streetlight Retrofit Project capital costs and
the available rebates for energy conservation
equipment. As of June 30, 2014 the outstanding
balance is $2,003,017.
Notes /Loans Payable ($5.7 million)
The Redevelopment Agency participated in a Loan
Agreement with the California Statewide Communities
Development Authority to finance the 2006 share of
the Educational Revenue Augmentation Fund (ERAF)
payments to the County Auditor ($930,000).
In September 2007, the City Council authorized the
City's participation in the California Energy Commission
and San Diego Gas and Electric On -Bill Financing
program. The loans were to bridge the financial gap
between energy conservation project capital costs and
available rebates for energy conservation equipment.
The original loan amount was $665,884 for the On -Bill
Financing program. In fiscal year 2011 -12 additional
loans were entered into with the California Energy
Commission ($3.7 million) and San Diego Gas & Electric
On -Bill Financing Program ($256,302).
On July 23, 2013, the City Council authorized a 16 year
lease purchase agreement with Banc of America to fund
various solar energy projects for City facilities. The
2015 -06 -02 Agenda Packet 326 Page 423
City of Chula Vista Proposed Budget
original amount of the loan was $2,121,500 and will be
repaid through future energy savings.
CDBG Section 108 Loan ($7.9 million)
The City entered into a contract for Loan Guarantee
Assistance with the U.S. Department of Housing and
Urban Development (HUD) as part of the Section 108
Loan Program in the amount of $9,500,000 in June
2008. The Section 108 Loan is an "advance" of future
CDBG entitlement funds and as such is repaid with a
portion of the City's annual entitlement. Proceeds of
the loan will be used to fund multiple capital
improvement projects. Debt service payments will be
made with future CDBG entitlements for the next 20
yea rs.
Miscellaneous Claims Payable ($22.4 million)
The Miscellaneous Claims Payable represents the
probable amount of loss as estimated by legal counsel
and risk management staff due to worker's
compensation and general liability claims filed against
the City.
Compensated Absences ($6.6 million)
The obligation for Compensated Absences represents
the current dollar value of accumulated leave balances,
primarily vacation leave, for employees that would
have to be paid off if all permanent employees were
terminated as of June 30, 2014.
Advances From Other Funds ($50.5 million)
The Agency has entered into reimbursement
agreements with the City to reimburse the City for
certain lease payments made by the City under various
lease agreements. The balance as of June 30, 2014, was
$9.0 million
The City Council authorized loans to Public Facilities DIF
for $12,950,160 and Western TDIF for $36,094. The
n
Public Facilities DIF loan for $5,200,000 is due and
payable in 13 years, at an interest rate of 3.8% based on
the pooled investment rate. The Public Facilities DIF
loan for $5,300,000 is due and payable in 13 years, at
an interest rate of 0.56% based on the pooled
investment rate.
The City Council authorized a loan from Eastern PAD to
Western PAD in the amount of $9,630,000 to acquire a
14.41 acre site located in the lower Sweetwater Valley
owned by the redevelopment agency and $310,000 to
acquire the 1.89 acre site located at the Auto Park
Place, Chula vista. The loan will be repaid as funds
become available through the payment of PAD fees by
developers in western Chula Vista. The balance was
$10,095,262 at June 30, 2014.
The City Council authorized long -term loans from the
Trunk Sewer fund to Salt Creek DIF for $16,848,381, to
the Storm Drain fund for $744,612 and $803,331 from
the Sewer Facility fund for capital improvement
projects.
General Fund Long -Term Debt for Fiscal Year
2015 -16
The General Fund's annual debt service "commitment"
for the Certificates of Participation in fiscal year 2015-
16 is approximately $9.8 million, or 7.3% of the General
Fund operating budget. However, it must be noted that
although this amount is truly a General Fund
commitment, only $3.3 million will actually be paid
from General Fund resources, with the remaining
amount paid from available development impact fees
and residential construction tax. The $3.3 million
represents approximately 2.4% of the General Fund
operating budget. The $9.8 million represents ongoing
level debt service payments as depicted in the chart on
the next page.
2015 -06 -02 Agenda Packet 327 Page 424
514.00
512,00
S10.00
56.00
$6.00
$4.00
$2.00
-
Annual Debt Service Obligation of the General Fund
Fiscal Years 2005 -06 through 2035 -36
VIP -W LA %0 0 0 ¢ C=> o O G Cw N Cw �•, N ell C-4 Cw C%4 t-7 Coll [M7 M
2004 COP ■ 2406 COP [ 2010 COP z 2014 Refunding COP :�; 2002 COP 1994 PCB 2003 CAP
Note:
1) Actual payments are funded by the General Fund and Development Impact Fee Funds, however all debt service obligations are backed by the
General Fund.
2) The 1994 Pension Obligation Bonds and 2003 COP were paid off in FY2012 and FY2014 respectively. The 2002 COP was refunded in FY2013 and
became the 2014 Refunding COP.
2015 -06 -02 Agenda Packet 328 Page 425
Article X1116 of the California Constitution, approved by
the voters in 1979, imposed the concept of spending
limits on local governments. This Constitutional
provision and related implementing legislation specifies
that annual increases in appropriations financed from
"Proceeds of Taxes" are limited to a base year (1978-
79) amount increased annually by an inflation factor
comprised of the change in population of the City
combined with the greater of the change in new non-
residential construction or the change in the California
per capita personal income. By definition, "Proceeds of
Taxes" includes such revenues as property taxes, sales
and use taxes, utility users taxes, transient occupancy
taxes, and state subventions. Revenues from other
sources like fees /charges and federal grants are
considered "Non- Proceeds of Taxes" and are not
subject to the annual spending limit. This calculation
has always been perfunctory for the City of Chula Vista,
GANN Appropriations Limit
since the proceeds of taxes for the City are far less than
the statutory appropriations limit.
The State Department of Finance and the San Diego
County Assessor's Office are charged with providing the
data necessary for local jurisdictions to establish their
appropriations limit. According to these sources, for
purposes of the fiscal year 2014 -2015 calculation, the
population increased 1.66% and new non - residential
construction increased by 1.0103 %. California per
capita personal income decreased by 0.23 %;
consequently, new non - residential construction was
used in the formula to compute the limit since this
increase is the greater of the two amounts.
Fiscal Year 2014 -15 Appropriations Limit
The fiscal year 2014 -15 Appropriations Limit has
been calculated as follows:
Fiscal Year 2013 -14 Appropriations Limit $ 710,187,628
Increased by an inflation factor composed of the increases in
population and New non - residential construction x 1.027199
FISCAL YEAR 2014 -15 APPROPRIATIONS LIMIT $ 729,447,134
2015 -06 -02 Agenda Packet 329 Page 426
Proceeds of Taxes
The "Proceeds of Taxes" as included in the fiscal year
2014 -15 Proposed Budget that are subject to the
appropriations limit are estimated to be
$88,000,256. Therefore the City has what is referred
to as an appropriation "gap" of $641,446,878
($729,447,134 - $88,000,256). Simply stated, this
means that the City could collect and spend up to
$641,446,878 more in taxes during Fiscal Year 2014-
2015 without exceeding the Constitutional limit.
Proceeds of Taxes Compared to legal Spending limit
$800
$700
•° $ 600
$500
$400
$300
$200
$100
$0
FY2010 -2011 FY2011 -2012 FY2012 -2013 FY2013 -2014 FY2014 -2015
D Proceeds of Taxes —4—Appropriations Limit
2015 -06 -02 Agenda Packet 330 Page 427
Under State law, the City has a legal debt limitation not
to exceed 15% of the total assessed valuation of taxable
property within City boundaries. As of June 30, 2014
the City's legal debt limit is $811,735,084. In
accordance with California Government Code Section
Legal Debt Margin
43605, only the City's general obligation bonds are
subject to this limit. The City of Chula Vista has no
outstanding General Obligation Bonds. The table below
summarizes the City's debt limit margin.
Computation of Debt limit Margin
Fiscal Years Ended 2012 through 2014
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. However, this provision was
enacted when assessed valuation was based upon 25% of market value. Effective with the 1981 -82 fiscal year, each parcel is now assessed at 100%
of market value (as of the most recent change in ownership for that parcel). The computations shown above reflect a conversion of assessed
valuation data for each fiscal year from the current full valuation perspective to the 25% level that was in effect at the time that the legal debt margin
was enacted by the State of California for local governments located within the State.
2015 -06 -02 Agenda Packet 331 Page 428
- 1 1
- 1 1
- 1 1 4
Total Assessed Valuation
$
21,153,963,435
$
20,942,796,908
$
21,646,268,909
Conversion Percentage
25%
25%
25%
Adjusted Assessed Valuation
$
51288,490,859
$
51235,699,227
$
51411,567,227
Debt Limitation Percentage
15%
15%
15%
Debt Limit
$
793,273,629
$
785,354,884
$
8111735,084
Total Debt Applicable to Limit:
Pension Obligation Bonds
$
-
$
-
$
-
Legal Debt Margin
j $
793,273,629
$
785,354,884
$
811,735,084
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. However, this provision was
enacted when assessed valuation was based upon 25% of market value. Effective with the 1981 -82 fiscal year, each parcel is now assessed at 100%
of market value (as of the most recent change in ownership for that parcel). The computations shown above reflect a conversion of assessed
valuation data for each fiscal year from the current full valuation perspective to the 25% level that was in effect at the time that the legal debt margin
was enacted by the State of California for local governments located within the State.
2015 -06 -02 Agenda Packet 331 Page 428
A4:
CITY OF
CHULAVISTA
2015 -06 -02 Agenda Packet 332 Page 429
Ll
Accounting Systems and Budgetary Control
The City of Chula Vista's budget provides an overview of
the fiscal and operational status of the City; highlighting
policy issues, decisions, and proposed changes in
service levels. The budget is comprised of a series of
funds used to account for revenues and expenditures.
These funds are generally classified as governmental or
proprietary funds.
Governmental funds include activities associated
with the operations of the City such as the provision
of library, recreation, and public safety services.
Special revenue funds, capital project funds, debt
service funds, and the City's general fund are
different categories of governmental funds.
Proprietary funds are used to account for activities
often found in the private sector including enterprise
funds and internal service funds. Operations of the
development service and sewer systems are
accounted for as enterprise funds. In prior years, the
City's transit system was also included as an
enterprise fund; however the fund was closed during
fiscal year 2014 -2015. Examples of functions
accounted for by internal service funds include fleet
management and worker's compensation.
The budget document is organized around the
following major funds — General Fund,
Redevelopment Retirement Obligation Fund and
Successor Agency to the Redevelopment Agency
Funds, Sewer Funds, Fleet Service Funds, Capital
Projects Funds, Debt Service Funds, and Other Funds.
Details about each of these funds can be found in the
corresponding sections of the document.
City of Chula Vista Fund Structure
Budgetary Funds
Governmental Funds Proprietary Funds
Capital Project Special Revenue Internal Service
General Fund Debt Service Funds Funds Enterprise Funds
Funds Funds
Redevelopment
etirement Obligatio Sewer Funds
Fund and Successor
Agency to the
Redevelopment
Agency Funds
Development Service
Fund
2015 -06 -02 Agenda Packet 333 Page 430
City of Chula Vista Proposed Budget MW
Each fund is considered an autonomous accounting
entity. Funds are used to separate the various financial
activities of the City and to demonstrate compliance
with specific regulations, restrictions, or limitations.
This may include demonstrating that restricted
revenues are spent only for allowed purposes.
The City's accounting records and budget are prepared
and maintained using a modified accrual basis of
accounting, which follows the accounting practices for
governmental units as recommended by the
Governmental Accounting Standards Board. Basic City
operations are accounted for in the City's General Fund,
with other activities accounted for in separate funds as
required by law or determined by management
discretion. Generally, revenues are recorded when
measurable and available, and liabilities are recorded
when incurred.
In administering the City's accounting systems, primary
consideration is given to the adequacy of internal
accounting controls, which include an array of
administrative procedures. These controls are designed
to provide reasonable, but not absolute, assurance
regarding the safeguarding of assets against loss from
unauthorized use or disposition, as well as the reliability
of financial records for accurate and fair presentation of
financial reports. The concept of reasonable assurance
recognizes that the cost of specific controls should not
exceed the benefits likely to be derived from exercising
the controls, and that this evaluation necessarily
involves estimates and judgments by management. It is
believed that the City's internal accounting controls
adequately safeguard City assets and provide
reasonable assurance of proper recording of financial
transactions.
The City Charter charges the Director of Finance with
the responsibility to supervise and be responsible for
the disbursement of all monies and have control over
all expenditures to ensure that budget appropriations
are not exceeded. The level of budgetary control, that
is the level at which expenditures are not to exceed
Council approved appropriations, is established at the
department and expenditure category level (e.g.,
personnel services, supplies and services, capital).
Any budget modification that would result in an
appropriation increase requires City Council approval.
The City Manager and Finance Director are jointly
authorized to transfer up to $15,000 of appropriations
between expenditure categories within a departmental
budget. Any appropriations transfers between
departments, in excess of $15,000, and transfers from
CIP projects, require City Council approval.
An encumbrance (commitment) accounting system is
utilized as a technique to enhance budgetary control
during the year. Appropriations encumbered
(committed) at year -end may be carried forward with
City Manager approval and are available to be used for
those commitments during the subsequent year.
Unspent and unencumbered appropriations lapse at
year -end and become generally available for re-
appropriation the following year.
2015 -06 -02 Agenda Packet 334 Page 431
A
ADA: Americans with Disabilities Act
ALS: Advanced Life Support
AMP: Asset Management Plan
AMS: Asset Management System
ARRA: American Recovery and Reinvestment Act
ATP: Active Transportation Program
6
BIG: Business Improvement Grant
BFDIF: Bayfront Development Impact Fee
BMS: Building Management System
BRT: Bus Rapid Transit
BTA: Bicycle Transportation Account
C
CAD: Computer Aided Dispatch
CaIPERS: California Public Employees Retirement
Syste m
CALTRUST: Investment Trust of California
CAPPO: California Association of Public Purchasing
Officers
CBAG: California Border Alliance Group
CDBG: Community Development Block Grant
CEC: California Energy Commission
CES: Conservation Environmental Services
CFD: Community Facility District
List of Acronyms
CIP: Capital Improvement Plan /Project /Program
CLSA: California Library Services Act
CMP: Corrugated Metal Pipe
CMT: Constant Maturity Treasury
CONF: Confidential
COP: Certificate of Participation
CPI: Consumer Price Index
CTC: California Transportation Commission
CVBMP: Chula Vista Bayfront Master Plan
CVACF: Chula Vista Animal Care Facility
CVEA: Chula Vista Employee's Association
CVPD: Chula Vista Police Department
CVT: Chula Vista Transit
D
DASH: Dynamic After School Hours
DIF: Development Impact Fee
DMS: Drainage Management System
DVP: Delivery Versus Payment
E
EEBG: Energy Efficiency Block Grant
EOC: Emergency Operation Center
ERAF: Educational Revenue Augmentation Fund
EUC: Eastern Urban Center
2015 -06 -02 Agenda Packet 335 Page 432
F
FCIP: Fire Company Inspection Program
FDIC: Federal Deposit Insurance Corporation
FF: Firefighters
FHLB: Federal Home Loan Bank
FHLMC: Federal Home Loan Mortgage Corporation
FHWA: Federal Highway Administration
FICB: Federal Intermediate Credit Bank
FLB: Federal Land Bank
FLSA: Fair Labor Standards Act
FMS: Fleet Management System
FNMA: Federal National Mortgage Association
FPPC: Fair Political Practices Commission
FREBE: Free Resource Energy Business Evaluation
FSE: Fire Safety Engineering
FTA: Federal Transit Administration
FTE: Full -Time Equivalent
FY: Fiscal Yea r
G
GAAP: Generally Accepted Accounting Principles
GDP: Gross Domestic Product
GFOA: Government Finance Officers of America
GGMS: General Government Management System
GIS: Geographic Information System
GMOC: Growth Management Oversight Committee
GNMA: Government National Mortgage Association
GUC: General Use Certificates
H
HBP: Highway Bridge Program
HOV: High Occupancy Vehicle
HR: Human Resources
HSIP: Highway Safety Improvement Program
HUD: Housing and Urban Development
HVAC: Heating \Ventilation \Air Conditioning
IAFF: International Association of Firefighters
ITS: Information and Technology Services
L
LAIF: Local Agency Investment Fund
LAN: Local Area Network
LRT: Light Rail Trolley
M
MGD: Million Gallons per Day
MHZ: Megahertz
MIS: Management and Information Systems \Services
MLA: Master Lease Agreement
MOU: Memorandum of Understanding
MSCP: Multiple Species Conservation Plan
MTDB: Metropolitan Transit Development Board
MTS: Metropolitan Transit System
2015 -06 -02 Agenda Packet 336 Page 433
N
NCD: Negotiable Certificate of Deposit
NEP: Neighborhood Reinvestment Program
NFPA: National Fire Protection Association
0
OSMS: Open Space Management System
P
PACE: Parcel Assessed Clean Energy
PAD: Park Acquisition and Development
PCI: Pavement Condition Index
PFDIF: Public Facilities Development Impact Fees
PLF: Public Library Foundation Act
PLTP: Point Loma Treatment Plant
PMS: Parks Management System
POA: Police Officer's Association
PUC: Public Utilities Commission
R
RCS: Regional Communications System
RCT: Residential Construction Tax
RDA: Redevelopment Agency
RFP: Request for Proposals
RMS: Roadway Management System
RTIP: Regional Transportation Improvement Program
S
SANDAG: San Diego Association of Governments
SANDPIPA: San Diego Pooled Insurance Policy
Association
SBA: Small Business Association
SBBRT: South Bay Bus Rapid Transit
SGIP: Smart Growth Initiative Program
SHOPP: State Highway Operations and Protection
Program
SLMA: Student Loan Marketing Association
SR2s: Safe Routes to School
SRO: School Resource Officer
STRETCH: Safe Time For Recreation, Enrichment And
Tutoring
T
TABS: Tax Allocation Bonds
TARBS: Tax Allocation Refunding Bonds
TDA: Transportation Development Act
TDIF: Transportation Development Impact Fee
TOT: Transient Occupancy Tax
TUT: Telephone Users' Tax
TVA: Tennessee Valley Authorities
U
UUT: Utility Users Tax
V
VLF: Vehicle License Fee
W
WCE: Western Council of Engineers
2015 -06 -02 Agenda Packet 337 Page 434
WMS: Wastewater Management System
W -TDIF: Western Transportation Development Impact
Fee
2015 -06 -02 Agenda Packet 338 Page 435
A
Accrual Basis of Accounting — The accounting basis
used by the City by which transactions are recognized
when they occur, regardless of the timing of cash
receipts and disbursements.
Accounting System — The collective set of records and
procedures used to record, classify, and report
information on the financial status and operations of
the City.
Accounts Payable — Amounts owed by the City to
external entities for goods and services received.
Accounts Receivable — Amounts due to the City from
external entities for goods and services furnished.
Adopted Budget — The title of the budget following its
formal adoption by resolution of the City Council.
Ad Valorem — In proportion to value, a basis for levy of
taxes on property.
Amended Budget — The title of the budget version that
includes all amendments to the Adopted Budget
approved by Council throughout the fiscal year.
Appropriation — A legislative act by the City Council
authorizing the expenditure of a designated amount of
public funds for a specific purpose.
Audit — An examination of City records and accounts by
an external source to check their validity and accuracy.
B
Balanced Budget — The amount of budgeted
expenditures is equal to or less than the amount of
budgeted revenues plus other available sources. For
budgeting purposes, the use of contingency reserves
or use of fund balance will be considered revenue in
defining a balanced budget.
Bond — A certificate of debt issued by a government or
corporation guaranteeing payment of the original
investment plus interest by a specified future date.
I
Glossary
Budget — A spending plan and policy guide comprised of
an itemized summary of the City's probable
expenditures and revenues for a given fiscal year.
C
Calendar Year (CY) — The 12 -month period from
January through December.
Capital Expenditures — A specific undertaking involving
procurement, construction or installation of facilities or
related equipment which improves, preserves,
enhances or modernizes the City's provision of
municipal services, has a useful life of at least five years,
and costs in excess of $10,000.
Capital Improvement Program — An ongoing five -year
plan of single and multiple -year capital expenditures
which is updated annually.
Capital Improvement Project (CIP) — Any major capital
investment with a value of $50,000 or more and a
minimum useful life of five years at a fixed location.
CIPs may include construction or major repair of City
buildings and facilities such as streets, roads, storm
drains, traffic signals, parks, community centers, etc.
Capital Project Funds — Funds that are utilized to
account for resources used for the acquisition and
construction of capital facilities by the City, with the
exception of those assets financed by proprietary
funds.
Community Development Block Grant (CDBG) Funds —
Funds received from the federal government and
expenditures as prescribed under the Community
Development Grant Program.
D
Debt Service Funds— Funds used for payment of
interest and principal to holders of the City's various
debt instruments.
Deferred Maintenance — A backlog of needed repairs to
City facilities including facility maintenance, painting
and structural repairs.
2015 -06 -02 Agenda Packet 339 Page 436
Depreciation — The expense incurred with the
expiration of a capital asset.
Direct Costs — Operational expenditures exclusive to a
specific service or program.
Discretionary Revenue — Revenues that are generated
by general or specific taxing authority such as Property
or Sales Taxes.
E
Encumbrance — The designation or reserving of funds to
buy an item or service.
Enterprise Funds — Funds established to account for
specific services funded directly by fees and charges to
users such as sewer services. These funds are intended
to be self- supporting.
Expenditure — The actual outlay of monies set aside by
appropriation for identified goods and services.
F
Fiscal Year (FY) — The twelve -month period beginning
July 1st and ending June 30th of the subsequent
calendar year.
Fixed Assets — An asset with a useful life greater than
three years.
Fringe Benefits — This consists of the costs to provide
employee benefits that include the flexible benefit
program, insurance, and retirement.
Full -time Equivalent Positions (FTE) — The conversion
of part -time, temporary, or volunteer positions to a
decimal equivalent of a full -time position based on an
annual amount of 2,080 hours worked.
Fund — A set of interrelated accounts to record
revenues and expenditures.
Fund Balance — The excess of an entity's assets over its
liabilities. A negative fund balance is sometimes
referred to as a deficit.
G
Generally Accepted Accounting Principles — A uniform
set of minimum standards for external financial
accounting and reporting.
Gann Appropriation Limit — A State of California
mandated appropriation limit imposed on local
jurisdictions.
General Fund — The City's main operating fund that is
used to pay for City services.
General Plan — The fundamental policy document that
guides the City's future growth and development.
General Revenue — See Discretionary Revenues.
Governmental Funds — Funds that are typically used to
account for tax - supported activities. These include the
general fund, special revenue funds, debt service funds,
and capital project funds.
Grants — A contribution by a government or other
organization to provide funding for a specific project.
Grants can either be classified as capital projects or
programmatic, depending on the grant.
Indirect Cost — Costs that are essential to the operation
of the City but not exclusive to any specific service or
program. Indirect costs are primarily associated with
support departments such as City Clerk, City Attorney,
Administration, Management Information Systems
(MIS), Human Resources, and Finance.
Infrastructure — Basic physical assets such as buildings,
streets, sewers, and parks.
Interest Expense — Interest costs paid by Chula Vista on
loans and bonds.
Internal Service Funds— Funds that are used to finance
and account for goods, special activities, and services
performed by one City department for other City
departments on a cost reimbursement basis.
2015 -06 -02 Agenda Packet 340 Page 437
L
Levy — To impose of collect a tax, special assessments,
or charges for the support of City services.
Liability — Debt or other legal obligations arising out of
past transactions that will be liquidated, renewed, or
refunded at some future date.
M
Memorandum of Understanding — A document
detailing the outcomes of labor negotiations between
the City and its various bargaining units.
Modified Accrual Basis of Accounting — A method of
accounting in which revenues are recognized in the
period they become available and measurable, and
expenditures are recognized in the period the
associated liability is incurred.
Municipal Code — A collection of ordinances approved
by City Council.
N
Non - Capital Improvement Project Expenditures —
Expenditures in this category are for large maintenance
costs, studies and various community outreach
programs. By their nature these maintenance upkeeps
and programs are expended beyond a one year period.
Recording these types of expenditures in an operating
type budget would skew the comparison of budgets
from year to year, because of this, the City finds it more
efficient to record these types of expenditures in the
Non - Capital Improvement Project category.
O
Operating Budget — Costs associated with the on -going
municipal services.
Ordinance — A formal legislative enactment by the City
Council.
Other Expenditures — All budgeted expenditures that
do not fall into one of the following primary
expenditure categories: Personnel, Supplies and
Services, Utilities, Transfers Out, CIP and Non -CIP
Projects, and Capital.
P
Personnel Services Expenditures — Expenses related to
employee compensation including salaries, wages, and
benefits.
Program Revenue — Revenues generated by a given
activity.
Proposed Budget — The title of the budget prior to its
formal adoption by resolution of the City Council.
Proprietary Funds — Funds used to account for a
government's business -type activities, which are
supported, at least in part, by fees or charges.
R
Reserves —The portion of the General Fund balance set
aside for contingencies.
Resolution — A special order of the City Council that
requires less legal formality than an Ordinance.
Revenue — Funds received from various sources to
finance expenditures.
S
Sewer Funds— Funds that account for revenues and
expenditures related to the City's sewer programs,
including maintenance and expansion of the City's
conveyance system and payment of Metro Sewer
treatment costs.
Special Revenue Funds — Funds that are used to
account for proceeds derived from specific revenues
sources, which are legally restricted to expenditures for
special purposes. (e.g. Transportation Funds, parking
Funds, Public Safety Funds)
Spending Plan — A preliminary budget approved by
Council contingent upon subsequent adoption of
appropriations.
Supplies and Services Expenditures — Expenditures for
supplies required for the daily operation of the City and
for contractual and professional services.
2015 -06 -02 Agenda Packet 341 Page 438
City of Chula Vista Proposed Budget
T
Transfers Out Expenditures — Expenditures in this
category are the authorized exchanges of cash,
positions, or other resources between organizational
units.
U
Utilities Expenditures — Expenses related to the
consumption of services including electricity, natural
gas, water, and telephone services.
Y
Yield — The rate of return earned on an investment
based on the price paid.
2015 -06 -02 Agenda Packet 342 Page 439
General Information
Incorporated .. ............................... ...........................1911
Government ....................................... Council/Manager
BondRating .................................... ............................AA -
Population by Ethnic Group
Asian
14%
Other 4%
Black 4%
Hispanic
52%
White
26%
Chula Vista at a Glance
Population
Population ... ............................... ........................257,989
MedianAge .................................... .............................34
Source: Population data, California Department of Finance.
Median Age, San Diego Association of Governments estimates.
LUlZ) — LUlq PUPUIdIIU11 FIUrnuer5 dre P1UJt(- L1U11S.
Source: California Department of Finance and City of Chula Vista
Source: San Diego Association of Governments, Current staff
Estimates
Educational Attainment 1
Graduate or
Less than
professional
9th grade
degree 8.2%
11.0% 9th to
12th
Bachelor's
grade, no
degree
diploma
17.4%
10.1%
Associate's
degree
9.5%
High
school
Some
graduate
co I I ege,
20 2%
no degree
23.7%
1�
Based on population 25 years and over.
Source: U.S. Census Bureau, 2013 American Community Survey
Elementary Schools
Chula Vista Elementary School District
FY2013 -14 Data
www.cvesd.org
(619) 425 -9600
Number of Schools 1 ...................... .............................47
Projected Enrollment ................. .........................29,472
1Includes 5 dependent and 2 independent charter schools.
Secondary Schools
Sweetwater Union High School District
FY2013 -14 Data
www.sweetwaterschools.org
(619) 691 -5500
Number of Schools' ...................... .............................31
Projected Enrollment ................. .........................40,901
1Includes middle schools, high schools, adult schools, and
alternative education sites.
2015 -06 -02 Agenda Packet 343 Page 440
Housing
HousingUnits .......................................................
Persons per Household ............... ...........................3.26
Vacancy Rate ................................ ...........................4.8%
Source: California Department of Finance
Household Income
5% 4% 1% 8%
9% 14%
15%
16%
13%
< $15,000
$30,000 - $44,999
$60,000 - $74,999
$100,000 - $124,999
$150,000 - $199,999
15%
$15,000 - $29,999
$45,000 - $59,999
$75,000 - $99,999
$125,000 - $149,000
>_ $200,000
Source: San Diego Association of Governments, Current
Estimates
Construction Permits
Housing Type
Single Family . ............................... .........................53,405
Multiple Family ........................... .........................25,029
Mobile Homes ............................. ..........................4,065
Source: California Department of Finance
Public Safety
Fire Uniform Strength ................. ............................108
FireStations ..................................... ..............................9
Emergency Calls to Fire Department' ..............16,901
Police Uniform Strength2 ............. ............................225
Citizen Initiated Calls for Service 1 .....................66,120
1Calls for service data is for calendar year 2014.
2Police uniform strength does not include 12 frozen positions.
Source: City of Chula Vista Staff
Community Facilities
Acres of Developed Parks 1 ..... .........................532.69
Total Number of Parks .................. .............................60
Libraries........................................... ............................... 3
Recreation Facilities ....................... .............................11
1 Actual City Ownership Park Acreage
Source: City of Chula Vista staff
4,000
Multi - Family
31000 Single Family
2,000
1,000
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15*
*Fiscal Year 2015 data as of April 30, 2015.
Source: City of Chula Vista staff
2015 -06 -02 Agenda Packet 344 Page 441
.� Emma
CITY OF
CHULAVISTA
File #: 15 -0237, Item #: 6.
City of Chula Vista
Staff Report
RATIFICATION OF APPOINTMENTS TO THE FOLLOWING BOARDS & COMMISSIONS:
• Barbara Zaragoza, Historic Preservation
• Virginia Sywyj, Cultural Arts
City of Chula Vista
2015 -06 -02 Agenda Packet
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age 442
OFFICE OF THE MAYOR
Mary Casillas Salas
MEMO
May 2, 2015
T: Donna Morris, City Clerk
Cc: Derry Bigelow, Senior Deputy City Clerk
FROM: Judy Walsh- Jackson, Chief of Staff
E: Boards and Commissions Appointees
Mayor Marc Casillas Salas would like to recommend Bar arar Zaragoza for appointment
to the Historic Preservation Commission and Virginia Sy yj for appointment to the
Cultural Arts Commission. Barbara Zaragoza will replace Leonardo Si son and it iniar
Sywyj will replace Emmanuel Soto.
Please place these items on the June 02, 2015 Council agenda for ratification and
schedule the oaths of office for the next available City Council meeting.
Thank you.
276 Fourth Avenue • Chula Vista • California 91910 • (619) 691 -50=14 • Fax ( 19 ) 476_5379
2015 -06 -02 Agenda Packet msaIas@chulaN-istaca.gov Page 443