HomeMy WebLinkAbout2016-06-21 Packet �ace�arc unAeF pana�ry or perj�ry cnac �am emP�oyed
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Mary Casillas Salas, Mayor
Patricia Aguilar, Councilmember Gary Halbert, City Manager
Pamela Bensoussan, Coundlmember Glen R. Googins, City Attomey
John McCann, Councilmember ponna R. Norris. City Clerk
Steve Miesen. Councilmember
Tuesday,June 21, 2016 5:00 PM Council Chambers
276 4th Avenue, Building A
Chula VisU, CA 91970
REGULAR MEETING OF THE CITY COUNCIL
REVISED 611 712 0 1 6
CALL TO ORDER
ROLL CALL:
Councilmembers Aguilar, Bensoussan, McCann, Miesen and Mayor Casi!!as Salas
PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
SPECIAL ORDERS OF THE DAY
A. 16-0303 PROCLAMATION RECOGNIZING ED BATCHELDER UPON
HIS RETIREMENT FROM THE CITY OF CHULA VISTA
B. 16-0309 PRESENTATION BY CIVIC CENTER LIBRARY BRANCH
MANAGER ERNI BARROS REGARDING THE CHULA
VISTA PUBLIC LIBRARY STEM SUMMER READING
SERIES AND A PRESENTATION BY DEB AND BOB
LECHNER REGARDING THE ORANGE CRATE DERBY
AND BUILD-A-CAR CLINICS
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City Cauncil Agenda June 21,2076
CONSENT CALENDAR (Items 1 - 6)
The Counci! wil! enact the Consent Calendar stafl recommendations by one motion, without
discussion, unless a Councilmember, a member of the public, or staH 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" /orm (available in the lobby) and submit it to the City Clerk pnor to 1he
meeting. Items pulled from the Consent Calendar will be discussed immediately foNowing
the Consent Calendar.
1. 1 0 28 APPROVAL OF MINUTES of June 9 and 14, 2016
s�una�o,,,m�aaaa,: Council approve the minutes.
2. 16-0320 WRITTEN COMMUNICATIONS
Letter of resignation from Virgil Whitehead, Chula Vista
Veterans Advisory Board
sanr�«�m.�mao�: Council accept the resignation.
3. 16-0269 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING THE AGREEMENT BETWEEN
THE CITY OF CHULA VISTA AND THE CHULA VISTA
ELEMENTARY SCHOOL DISTRICT FOR USE OF THE
CIVIC CENTER LIBRARY MULTIPURPOSE ROOM
oaP,ron.m: Library DepaAment
Emlronmerrol Notl�a: TF1@ Project qualifies for a Class 1 Categorical Exemption pursuant to
Section 15301 (Existing Facilities) of the California Environmental
Quality Ad State Guidelines.
snnn�o„�m�m,�: Council adopt the resolution.
4. 16-0283 A. RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA AMENDING THE COMPENSATION
SCHEDULE AND CLASSIFICATION PLAN TO REFLECT
THE ADDITION AND REMOVAL OF VARIOUS POSITION
TITLES, AMENDING THE AUTHORIZED POSITION
COUNT IN VARIOUS DEPARTMENTS WITH NO NET
CHANGE IN AUTHORIZED STAFFING, AND
APPROPRIATING FUNDS THEREFOR (4/5 VOTE
REQUIRED)
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.
City Council Agenda June 21,2016
B. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING THE REVISED FISCAL YEAR
2016-2017 COMPENSATION SCHEDULES EFFECTIVE
JUNE 24, 2016 AND JULY 8, 2016 AS REQUIRED BY
CALIFORNIA CODE OF REGULATIONS, TITLE 2,
SECTION 570.5
aP.ro�r. Human Resources Department
e,�.��.m.iMax.: The activity is not a "ProjecC as defined under Section 15378 of the
Califomia Environmental Quaiity Ad State Guidelines; therefore,
pursuant to State Guidelines Section 15060(c)(3) no environmental
review is required.
sbnaecomme�wno�: Council adopt the resolutions.
5. 16-0288 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA RATIFYING AN EMERGENCY AGREEMENT
BETWEEN THE CITY AND THE COUNTY OF SAN DIEGO
REGARDING THE SALE OF AUTOMOTIVE FUEL BY THE
COUNTY TO THE CITY
wP.�a�,�r Public Works Department
e��e: The activily is not a "Project" as defined under Section 15378 of the
California Environmental Quality Ad State Guidelines; therefore,
pursuant to State Guidelines Section 15060(c)(3) no environmental
review is required.
sunr�o,�,m«�waw�: Council adopt the resolution.
6. 1 1 A. RE50LUTION OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA ESTABLISHING A COUNCIL POLICY
REGARDING THE CITY OF CHULA VISTA DISCLOSURE
POLICY
B. RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA ESTABLISHING A COUNCIL POLICY
REGARDING THE CITY OF CHULA VISTA FIXED ASSETS
INVENTORY 8 CONTROLS POLICY
Emlronmanb/NOtice: TFIe activiry is not a "Project" as defined under Section 15378of the
Califomia Environmental Quality Act State Guidelines; therefore,
pursuant to State Guidelines Section 15060(c)(3) no environmental
review is required.
snnaeca�m.�ao�: Council adopt the resolutions.
ITEMS REMOVED FROM THE CONSENT CALENDAR
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City Council Agenda June 21,2016
PUBLIC COMMENTS
Persons speawng dunng Public Comments may address the Council on any subject matter
within the Counci!'s junsdiction that is not listed as an item on the agenda. State law
generally prohibits the Counci! /rom discussing or taking action on any issue not induded
on the agenda, but, i/ appropriate, the Counci! may schedule the topic for future discussion
or refer the matter to stafl` Comments are limited to three minufes.
ACTION ITEMS
The Jtem(s) listed in this section of the agenda will be conside2d individually by the
Council and are expected to elicit discussion and deli6eration. If you wrsh to speak on any
item, please fill out a °Request to Speak" form (available in the lo6by) and submit it to the
City Clerk prior to the meeting
7. 1 2 CONSIDERATION OF ADOPTING THE CITY OF CHULA
VISTA PRE-DISASTER RECOVERY PLAN
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA ADOPTING THE CITY OF CHULA VISTA
PRE-DISASTER RECOVERY PLAN
oeP..o�a�r. Fire Department
e�w.omm.�wNOUCe: The activiiy is not a 'Project" as defined under Section 15378 of the
Califomia Environmental Quality Act State Guidelines; therefore,
pursuant to State Guidelines Section 15060(c)(3) no environmental
review is required. Notwithstanding the foregoing, the activity
qualifies for an Exemption pursuant to Section 15061(b)(3) of the
California Environmental Quality Ad State Guidelines.
sdna.o�m�mr�: Council adopt the resolution.
8. 16-0322 CONSIDERATION OF CALLING A SPECIAL MUNICIPAL
ELECTION TO BE HELD NOVEMBER 8, 2016;
SUBMITTING TO THE QUALIFIED ELECTORS OF THE
CITY A MEASURE RELATING TO THE ESTABLISHMENT
OF A GENERAL TRANSACTIONS AND USE (SALES) TAX;
APPROVING AN ADVISORY MEASURE REGARDING THE
USE OF THE SALES TAX PROCEEDS; APPROVING
OTHER REQUIRED MEASURES TO CONSOLIDATE AND
CARRY OUT NECESSARY PROCEDURES FOR THE
ELECTION; AND APPROVING AN ORDINANCE TO ADD
CHULA VISTA MUNICIPAL CODE CHAPTER 3.33, TITLED
"LOCAL FUNDING FOR SAFETY, REPAIRS, AND
IMPROVEMENTS"
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City Council Agenda June 27,2076
A. ORDINANCE OF THE CITY OF CHULA VISTA ADDING
CHAPTER 3.33 TO TITLE 3 OF THE CHULA VISTA
MUNICIPAL CODE TO ESTABLISH A GENERAL
TRANSACTIONS AND USE TAX TO BE ADMINISTERED
BY THE STATE BOARD OF EQUALIZATION (FIRST
READING) (4/5 VOTE REQUIRED)
B. RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA CALLING AND GIVING NOTICE OF A
SPECIAL MUNICIPAL ELECTION TO BE HELD
NOVEMBER 8, 2016 FOR THE PURPOSE OF
SUBMITTING TO THE QUALIFIED ELECTORS OF THE
CITY A MEASURE RELATING TO THE ESTABLISHMENT
OF A GENERAL TRANSACTIONS AND USE (SALES) TAX,
AND AN ADVISORY MEASURE REGARDING THE USE OF
THE SALES TAX PROCEEDS; CONSOLIDATING THE
ELECTION WITH THE STATEWIDE ELECTION;
REQUESTING THE BOARD OF SUPERVISORS OF THE
COUNTY OF SAN DIEGO TO PERMIT THE REGISTRAR
OF VOTERS TO CONDUCT SUCH ELECTION;
AUTHORIZING THE CITY CLERK OR HER DULY
AUTHORIZED AGENTS TO CARRY OUT THE
NECESSARY PROCEDURES FOR SUCH ELECTION;
AUTHORIZING THE MAYOR TO SUBMIT BALLOT
ARGUMENTS IN FAVOR OF THE MEASURES; AND
DIRECTING THE CITY ATTORNEY TO PREPARE AN
IMPARTIAL ANALYSIS OF EACH MEASURE (4/5 VOTE
REQUIRED)
neaa.m��r: City Manager
Emlronmental Notica: TFIe activity is not a "Project" as defined under Section 15378 of the
California Environmental Qualiry Act State Guidelines; therefore,
pursuant to State Guidelines Section 15060(c)(3) no environmental
review is required.
sa�aecw»mawaa«,: Council place the ordinance on first reading and adopt the resolution.
CITY MANAGER'S REPORTS
MAYOR'S REPORTS
COUNCILMEMBERS' COMMENTS
CJty o/Cf�uY VUb P�p�S Pmrted on 6n]ROte
City Council Agenda June 21,2018
CLOSED SESSION
Announcements of actions taken in Closed Session shall be made available by noon on
Wednesday fdlowing the Council Meeting at the Ciry Attomey's office rn accordance with
the Ralph M. Brown Act(Govemment Code 54957.7).
9. 16-0316 CONFERENCE WITH LEGAL COUNSEL REGARDING
EXISTING LITIGATION PURSUANT TO GOVERNMENT
CODE SECTION 54956.9 (d)(1)
A. Name of case: Jon Rice v. City of Chula Vista, Worker's
Compensation Appeals Board, Case No. ADJ10089414
B. Name of case: Katherine Wenrich v. Ciry of Chula Vista,
San Diego Superior Court, Case No. 37-2014-37007
-C U-CA-CTL
10. 1�0317 CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED
LITIGATION
Initiation of litigation pursuant to Government Code Section
54956.9(d)(4):
Two (2) Cases.
11. 1 7 CONFERENCE WITH LABaR NEGOTIATORS PURSUANT
TO GOVERNMENT CODE SECTION 54957.6
Agency designated representatives: Gary Halbert, Glen
Googins, Courtney Chase, Maria Kachadoorian, Simon Silva,
Harry Muns and David Bilby
Employee organization: International Association of
Firefighters (IAFF)
12. 16-0329 CONFERENCE WITH REAL PROPERTY NEGOTIATORS
PURSUANT TO GOVERNMENT CODE SECTION 54956.8
Property: APN: 574-410-52, 574-410-53 AND 574�10-05
Agency Negotiator: Rick Ryals, Glen Googins and Bart C.
Miesfeld
Negotiating Parties: City of Chula Vista and Carlos & Jacoba
Sanchez
Under Negotiation: Price and Terms
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City Council Agenda Juna 21,2016
ADJOURNMENT
to the Regular City Council Meeting on July 12, 2016, at 5.00 p.m., in the Council
Chambers.
Materials p�ovided to the Cdy Counci!related to any open-session dem on this agenda aie available
la public review at the City Clerk's Ofl`ke, /ocated in City Hall at 276 Fourth Avenue, 8uilding A,
during normal business hours.
!n compliance with the
AMERlCANS WITH DlSABlUTlES ACT
The City o(Chufa Vista requests individuals who require special accommodations to access, attend,
and/or participafe in a City meeting, activity, or service, oontact the City CJerk's O�ce at(619)
691-5041(Califomia Relay Service is available lor the hearing rmpairad by dialing 7?1) at/easf
foRy-eght hours in advance of the meeting.
Mast Chula Vista City Councif inee[ings, including pubfic commen[s, are video iecorded and aired live
on AT&T U-verse channel 99(thraughout the County), on Cox Cable channel 24 (onty in Chula Yista),
and online at www.chulavistaca.gov_ Recorded meetings aie a/so aired on Wednesdays at 7 p.m.
(DOth channels) and are arChived on the City's websrte.
Sgn up at www.chulavistaca.gov to receive emai!notifications wAen City Couxil agendas ara
published online.
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City of Chula Vista
Staff Report
File#:16-0303, Item#: A.
PROCLAMATIONRECOGNIZINGEDBATCHELDERUPONHISRETIREMENTFROMTHECITYOF
CHULA VISTA
City of Chula Vista Printed on 6/16/2016Page 1 of 1
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City of Chula Vista
Staff Report
File#:16-0309, Item#: B.
PRESENTATIONBYCIVICCENTERLIBRARYBRANCHMANAGERERNIBARROSREGARDING
THECHULAVISTAPUBLICLIBRARYSTEMSUMMERREADINGSERIESANDA
PRESENTATIONBYDEBANDBOBLECHNERREGARDINGTHEORANGECRATEDERBYAND
BUILD-A-CAR CLINICS
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City of Chula Vista
Staff Report
File#:16-0328, Item#: 1
APPROVAL OF MINUTES of June 9 and 14, 2016
RECOMMENDED ACTION
Council approve the minutes.
City of Chula Vista Printed on 6/16/2016Page 1 of 1
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City of Chula Vista
Meeting Minutes - Draft
4:00 PM City Hall - Executive Conference Room
276 4th Avenue, Building A
Chula Vista, CA 91910
Thursday, June 9, 2016
SPECIAL MEETING OF THE CITY COUNCIL
CALL TO ORDER
A Special Meeting of the City Council of the City of Chula Vista was called to order at 4:05 p.m. in the
Executive Conference Room, located in City Hall, 276 Fourth Avenue, Chula Vista, California.
ROLL CALL:
Present:Councilmember Aguilar, Councilmember Bensoussan, Councilmember McCann,
Deputy Mayor Miesen and Mayor Casillas Salas
Also Present: City Attorney Googins and Assistant City Clerk Bigelow
ACTION ITEM
1.16-0297 A. INTERVIEWS AND CONSIDERATION OF REAPPOINTMENTS TO
THE CIVIL SERVICE COMMISSION AND GROWTH MANAGEMENT
OVERSIGHT COMMISSION, EFFECTIVE JULY 1, 2016
The following incumbents, whose terms expire on June 30, 2016, will be
interviewed and considered for reappointment: Raymundo Alatorre,
Growth Management Oversight Commission; Juan Gonzales, Civil
Service Commission; and Javier Rosales, Growth Management
Oversight Commission
B. INTERVIEWS AND APPOINTMENT TO FILL A VACANCY ON THE
CIVIL SERVICE COMMISSION EFFECTIVE JULY 1, 2016
At the regularly scheduled Civil Service Commission meeting on May 5,
2016, the following individuals were nominated for Council consideration
to fill the upcoming vacancy of Commissioner Paseman, whose term
expires June 30, 2016 and whose seat is appointed by the City Council
from a list of three persons nominated by the Commission, pursuant to
Chula Vista Municipal Code Section 2.43.050: Amy Reeve, Rafael
Estrada Jr., and Melissa Garchie.
At the request of Councilmember Bensoussan, there was consensus of the Council to request that future
reports of attendance include the number of absences and total number of meetings, instead of the
percentage of meetings missed, to allow for better understanding of members' attendance records.
Mayor Casillas Salas stated that the reappointment interviews for Growth Management Oversight
Commissioners Alatorre and Rosales would be rescheduled for a future date.
Page 1City of Chula Vista
2016-06-21 Agenda Packet Page 11
June 9, 2016City Council Meeting Minutes - Draft
The Council conducted the interview for reappointment to the Civil Service Commission.
A motion was made by Councilmember McCann, seconded by Councilmember
Aguilar, that Juan Gonzales be reappointed to the Civil Service Commission. The
motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan, McCann, Miesen and Casillas Salas5 -
No:0
Abstain:0
Mayor Casillas Salas noted that Amy Reeve had submitted a letter of interest and was unable to attend
the interview due to a work conflict. City Attorney Googins stated that the Council had previously
interviewed Ms. Reeve at the February 4, 2016 meeting to fill a different seat on the Civil Service
Commission.
Assistant City Clerk Bigelow stated that Rafael Estrada, Jr., had also been nominated by the Civil
Service Commission for Council consideration but that Mr. Estrada had not responded to multiple
invitations to interview for the position.
The Council conducted the interview of Melissa Garchie.
A motion was made by Councilmember Bensoussan, seconded by
Councilmember McCann, that Amy Reeve be appointed to fill the vacancy on the
Civil Service Commission. The motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan, McCann, Miesen and Casillas Salas5 -
No:0
Abstain:0
ADJOURNMENT
At 4:56 p.m., Mayor Casillas Salas adjourned the meeting to the Regular City Council Meeting on June
14, 2016, at 5:00 p.m., in the Council Chambers.
_______________________________
Kerry K. Bigelow, Assistant City Clerk
Page 2City of Chula Vista
2016-06-21 Agenda Packet Page 12
City of Chula Vista
Meeting Minutes - Draft
5:00 PM Council Chambers
276 4th Avenue, Building A
Chula Vista, CA 91910
Tuesday, June 14, 2016
REGULAR MEETING OF THE CITY COUNCIL
CALL TO ORDER
A Regular Meeting of the City Council of the City of Chula Vista was called to order at 5:03 p.m. in the
Council Chambers, located in City Hall, 276 Fourth Avenue, Chula Vista, California.
ROLL CALL:
Present:Councilmember Aguilar, Councilmember Bensoussan, Councilmember McCann and
Mayor Casillas Salas
Absent:Deputy Mayor Miesen
Also Present: City Manager Halbert, City Attorney Googins, Assistant City Clerk Bigelow, and Deputy
City Clerk Kansas
PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
Councilmember McCann led the Pledge of Allegiance.
Mayor Casillas Salas called for a moment of silence in honor of those who were killed in the recent
shooting in Orlando.
SPECIAL ORDERS OF THE DAY
A.16-0321 SPECIAL RECOGNITION HONORING NEW UNITED STATES ARMY
RECRUITS FROM CHULA VISTA
Mayor Casillas Salas and Army Captain Suarez recognized the new U.S. Army Recruits from Chula
Vista.
B.16-0315 PRESENTATION OF A PROCLAMATION TO COMMANDER CAPTAIN
CHRISTOPHER SUAREZ PROCLAIMING TUESDAY, JUNE 14, 2016
AS ARMY DAY IN THE CITY OF CHULA VISTA
Mayor Casillas Salas read the proclamation and Councilmember Bensoussan presented it to Army
Captain Suarez.
CONSENT CALENDAR (Items 1 - 10)
Mayor Casillas Salas announced that an amended resolution for Item 10 had been distributed to Council
and that the amended resolution would be the final resolution should the item be approved.
1.16-0308 APPROVAL OF MINUTES of May 17 and 24, and June 7, 2016.
Recommended Action: Council approve the minutes.
Page 1City of Chula Vista
2016-06-21 Agenda Packet Page 13
June 14, 2016City Council Meeting Minutes - Draft
2.16-0311 WRITTEN COMMUNICATIONS
Memorandum from Councilmember Aguilar requesting an excused
absence from the May 24, 2016 City Council meeting.
Recommended Action: Council excuse the absence.
3.16-0313 ORDINANCE NO. 3368 OF THE CITY OF CHULA VISTA AMENDING
CHULA VISTA MUNICIPAL CODE SECTION 2.05.010 RELATING TO
THE ESTABLISHMENT OF UNCLASSIFIED POSITIONS TO ADD FA
DEPUTY EXECUTIVE DIRECTOR, FA EXECUTIVE DIRECTOR AND
FA PUBLIC PRIVATE PARTNERSHIP AND EXERCISE PROGRAM
MANAGER AND DELETE CALIFORNIA BORDER ALLIANCE GROUP
(CBAG) DEPUTY EXECUTIVE DIRECTOR, CBAG EXECUTIVE
DIRECTOR AND TREASURY AND BUSINESS MANAGER (SECOND
READING AND ADOPTION) (4/5 VOTE REQUIRED)
Recommended Action: Council adopt the ordinance.
4.16-0312 ORDINANCE NO. 3369 OF THE CITY OF CHULA VISTA INCREASING
THE SPEED LIMIT ON BONITA ROAD BETWEEN WILLOW STREET
AND EASTERLY CITY LIMIT FROM 35 MPH TO 40 MPH, AND
AMENDING SCHEDULE X OF THE REGISTER MAINTAINED IN THE
OFFICE OF THE CITY ENGINEER TO REFLECT THE REVISED
SPEED LIMIT (SECOND READING AND ADOPTION)
Recommended Action: Council adopt the ordinance.
5.16-0056 RESOLUTION NO. 2016-112 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA APPROVING AN AGREEMENT BETWEEN THE
CITY OF CHULA VISTA, SAN DIEGO COUNTY SANITATION
DISTRICT, AND THE COUNTY OF SAN DIEGO FOR RESERVING
WASTEWATER TRANSPORTATION CAPACITY RIGHTS IN THE
SALT CREEK INTERCEPTOR SEWER
Recommended Action: Council adopt the resolution.
6.16-0253 RESOLUTION NO. 2016-113 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA APPROVING AN AGREEMENT BETWEEN THE
CITY OF CHULA VISTA AND SAN DIEGO COUNTY SANITATION
DISTRICT WHICH SHALL EXTEND THE DURATION OF THE CITY’S
WASTEWATER TRANSPORTATION CAPACITY RIGHTS IN THE
SPRING VALLEY OUTFALL SEWERAGE SYSTEM
Recommended Action: Council adopt the resolution.
Page 2City of Chula Vista
2016-06-21 Agenda Packet Page 14
June 14, 2016City Council Meeting Minutes - Draft
7.16-0167 RESOLUTION NO. 2016-114 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA APPROVING CONTINUATION OF THE
ELECTRICITY COMMODITY PURCHASES FROM SHELL ENERGY
AND AUTHORIZING THE CITY MANAGER TO EXECUTE ALL
DOCUMENTS IN CONJUNCTION WITH THE PURCHASES
Recommended Action: Council adopt the resolution.
8.16-0259 RESOLUTION NO. 2016-115 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA WAIVING THE COMPETITIVE FORMAL BID
REQUIREMENT AND APPROVING THE EQUIPMENT AND
SOFTWARE LEASE CONTRACT WITH MOTOROLA SOLUTIONS,
INC. FOR THE PREMIERONE COMPUTER AIDED DISPATCH AND
MOBILE, WITH PREMIERONE JAIL HARDWARE, SOFTWARE AND
SERVICES SOLUTION
Recommended Action: Council adopt the resolution.
9.16-0287 RESOLUTION NO. 2016-116 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA ACCEPTING $77,387 FROM THE DEPARTMENT
OF ALCOHOLIC BEVERAGE CONTROL AND AMENDING THE
FISCAL YEAR 2016/2017 ADOPTED BUDGET BY APPROPRIATING
SAID FUNDS TO THE POLICE GRANT FUND (4/5 VOTE REQUIRED)
Recommended Action: Council adopt the resolution.
10.16-0272 RESOLUTION NO. 2016-117 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA AUTHORIZING THE CITY MANAGER, OR
DESIGNEE, TO PURCHASE VARIOUS COMPUTER EQUIPMENT
FROM DELL, INC. UTILIZING NASPO VALUEPOINT CONTRACT;
AUTHORIZING THE CITY MANAGER, OR DESIGNEE, TO ENTER
INTO LEASE AGREEMENTS WITH DELL FINANCIAL SERVICES TO
LEASE COMPUTER WORKSTATIONS; AND APPROVING A
TRANSFER OF $40,000 FROM THE FISCAL YEAR 2015/2016
INFORMATION TECHNOLOGY SERVICES CAPITAL BUDGET TO
THE FISCAL YEAR 2015/2016 INFORMATION AND TECHNOLOGY
SERVICES SUPPLIES AND SERVICES BUDGET (4/5 VOTE
REQUIRED)
Recommended Action: Council adopt the resolution.
Approval of the Consent Calendar
A motion was made by Councilmember McCann, seconded by Councilmember
Aguilar, to approve staff's recommendations on the above Consent Calendar
items, headings read, text waived. The motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan, McCann and Casillas Salas4 -
No:0
Abstain:0
Page 3City of Chula Vista
2016-06-21 Agenda Packet Page 15
June 14, 2016City Council Meeting Minutes - Draft
ITEMS REMOVED FROM THE CONSENT CALENDAR
There were none.
PUBLIC COMMENTS
Ira Morris, Chula Vista resident, expressed concern regarding the newly implemented recreational
vehicle ordinance and spoke in support of an alternative permitting process for residents.
PUBLIC HEARINGS
11.16-0286 CONSIDERATION OF ACCEPTING THE 2016 EDWARD BYRNE
MEMORIAL JUSTICE ASSISTANCE GRANT FUNDS
RESOLUTION NO. 2016-118 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA ACCEPTING $47,700 FROM THE BUREAU OF
JUSTICE ASSISTANCE FOR THE 2016 EDWARD BYRNE MEMORIAL
JUSTICE ASSISTANCE GRANT
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 Casillas Salas opened the public hearing.
There being no members of the public who wished to speak, Mayor Casillas Salas closed the public
hearing.
A motion was made by Councilmember McCann, seconded by Councilmember
Bensoussan, that Resolution No. 2016-118 be adopted, heading read, text waived.
The motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan, McCann and Casillas Salas4 -
No:0
Abstain:0
12.16-0252 CONSIDERATION OF APPROVING THE CHULA VISTA BAYFRONT
NATURAL RESOURCES MANAGEMENT PLAN
RESOLUTION NO. 2016-119 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA APPROVING THE CHULA VISTA BAYFRONT
NATURAL RESOURCES MANAGEMENT PLAN, A COORDINATED
EFFORT BETWEEN THE SAN DIEGO UNIFIED PORT DISTRICT,
THE CITY OF CHULA VISTA, AND THE WILDLIFE ADVISORY
GROUP (MPA-16-0005)
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.
Principal Planner Power gave a presentation on the item.
Mayor Casillas Salas opened the public hearing.
Page 4City of Chula Vista
2016-06-21 Agenda Packet Page 16
June 14, 2016City Council Meeting Minutes - Draft
The following members of the public spoke in support of staff's recommendation:
- Laura Hunter, representing the Environmental Health Coalition
- Bob Coleman, Chula Vista resident
Allison Rolfe, representing Pacifica, submitted written documentation in support of staff's
recommendation and was not present to speak.
There being no other members of the public who wished to speak, Mayor Casillas Salas closed the
public hearing.
A motion was made by Mayor Casillas Salas, seconded by Councilmember
McCann, that Resolution No. 2016-119 be adopted, heading read, text waived.
The motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan, McCann and Casillas Salas4 -
No:0
Abstain:0
13.16-0203 CONSIDERATION OF WAIVING IRREGULARITIES IN THE BID
RECEIVED FOR THE COMBINED ADVERTISEMENT OF THE “BIKE
LANE ALONG EAST “H” STREET [STM-382]” AND “OTAY RANCH
PRESERVE ACCESS CONTROL [GG-223]” PROJECTS PER CITY
CHARTER SECTION 1009
A.RESOLUTION NO. 2016-120 OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA ACCEPTING BIDS, WAIVING MINOR
IRREGULARITIES, AND AWARDING THE CONTRACT FOR THE
COMBINED ADVERTISEMENT OF THE “BIKE LANE ALONG EAST
“H” STREET [STM-382]” AND “OTAY RANCH PRESERVE ACCESS
CONTROL [GG-223]” PROJECTS TO PAL GENERAL ENGINEERING,
INC. IN THE AMOUNT OF $2,326,865.42; WAIVING CITY COUNCIL
POLICY NO. 574-01 AND AUTHORIZING THE EXPENDITURE OF ALL
AVAILABLE CONTINGENCY FUNDS NOT TO EXCEED $290,266;
AND APPROPRIATING $144,435 FROM THE AVAILABLE BALANCE
OF THE TRANSPORTATION DEVELOPMENT IMPACT FEE (TDIF)
FUND TO STM-382 (4/5 VOTE REQUIRED)
B.RESOLUTION NO. 2016-121 OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA APPROVING THE REIMBURSEMENT
AGREEMENT BETWEEN LUTHERAN HIGH SCHOOL OF SAN DIEGO
AND THE CITY OF CHULA VISTA FOR THE CONSTRUCTION OF
IMPROVEMENTS INCORPORATED INTO STM-382 AND
APPROPRIATING $415,689 TO THE CAPITAL IMPROVEMENT FUND
BASED ON REVENUE ASSOCIATED WITH SAID AGREEMENT TO
STM-382 (4/5 VOTE REQUIRED)
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 Casillas Salas opened the public hearing.
Page 5City of Chula Vista
2016-06-21 Agenda Packet Page 17
June 14, 2016City Council Meeting Minutes - Draft
There being no members of the public who wished to speak, Mayor Casillas Salas closed the public
hearing.
A motion was made by Councilmember McCann, seconded by Councilmember
Aguilar, that Resolution Nos. 2016-120 and 2016-121 be adopted, headings read,
text waived. The motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan, McCann and Casillas Salas4 -
No:0
Abstain:0
14.16-0110 CONSIDERATION OF AUTHORIZING THE LEVY AND COLLECTION
OF ASSESSMENTS AND THE RENEWAL OF THE DOWNTOWN
CHULA VISTA PROPERTY-BASED IMPROVEMENT DISTRICT (PBID)
FOR A PERIOD OF TEN YEARS
RESOLUTION NO. 2016-122 OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA ACCEPTING THE MANAGEMENT DISTRICT PLAN
AND FINAL ENGINEER’S REPORT, RENEWING THE DOWNTOWN
CHULA VISTA PROPERTY-BASED BUSINESS IMPROVEMENT
DISTRICT FOR A PERIOD OF TEN YEARS AND AUTHORIZING THE
LEVY AND COLLECTION OF ASSESSMENTS WITHIN SUCH
DISTRICT, AND APPROVING THE “THIRD AVENUE VILLAGE
AGREEMENT AND ENCROACHMENT PERMIT FOR MAINTENANCE
SERVICES BETWEEN THE CITY OF CHULA VISTA AND THE THIRD
AVENUE VILLAGE ASSOCIATION”
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 Casillas Salas stated she would abstain from voting on the item due to a potential
property-related conflict of interest. She left the dais at 5:50 p.m.
Councilmember Bensoussan led discussion and voting on the item.
Councilmember Bensoussan opened the public hearing.
Luanne Hulsizer, representing the Third Avenue Village Association (TAVA), thanked the Council for its
support of the assessment district and spoke regarding TAVA's role in the proposed agreement.
Cecylia Escarcega, spoke on behalf of her mother, Maria Escarcega, Chula Vista resident. Ms.
Escarcega stated her mother's property was located on Church Avenue in the assessment district, and
she spoke in opposition to the proposed item.
John Moreno, representing The Star News, submitted written documentation in support of the item and
was not present to speak.
There being no other members of the public who wished to speak, Councilmember Bensoussan closed
the public hearing.
Luanne Hulsizer and Kristin Lowell, representing TAVA, spoke regarding the maintenance and
management agreement requirements.
Page 6City of Chula Vista
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June 14, 2016City Council Meeting Minutes - Draft
Councilmember Bensoussan stated that the ballots would be unsealed and tabulated in Council
Chambers and that members of the public were welcome to observe the process. She asked Assistant
City Clerk Bigelow to open and count the ballots.
Councilmember Bensoussan recessed the meeting at 6:01 p.m.
The Council reconvened at 6:36 p.m., with Councilmembers Aguilar, Bensoussan, and McCann present.
Assistant City Clerk Bigelow conducted the tabulation and reported the results, which were as follows:
- There were 74 ballots received in support, with assessments totaling $223,442, representing 78.7
percent of the returned ballots.
- There were 52 ballots received in opposition, with assessments totaling $60,574, representing 21.3
percent of the returned ballots.
City Manager Halbert stated that the proposed agreement would serve as the required maintenance
agreement and management agreement, and that an amended agreement would be presented for
Council consideration should revisions be necessary in the future.
A motion was made by Councilmember McCann, seconded by Councilmember
Aguilar, that Resolution No. 2016-122 be adopted, heading read, text waived. The
motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan and McCann3 -
No:0
Abstain:Casillas Salas1 -
Mayor Casillas Salas returned to the dais at 6:40 p.m.
CITY MANAGER’S REPORTS
There were none.
MAYOR’S REPORTS
15.16-0307 CONSIDERATION OF RATIFICATION OF REAPPOINTMENTS TO
THE FOLLOWING BOARDS AND COMMISSIONS:
A. REAPPOINTMENTS TO FIRST TERM
(initial term less than 2 years)
Leticia CazaresCultural Arts Commission
Ricardo JimenezHealthy Chula Vista Advisory Commission
Lucia MartinezHealthy Chula Vista Advisory Commission
Ana Ruth RoblesHousing Advisory Commission
Diana Velo Healthy Chula Vista Advisory Commission
B. REAPPOINTMENTS TO SECOND TERM
Bryan FelberCharter Review Commission
Gary FinkHistoric Preservation Commission
Oscar RomoResource Conservation Commission
Robert RossCharter Review Commission
Anthony StewartVeterans Advisory Commission
Page 7City of Chula Vista
2016-06-21 Agenda Packet Page 19
June 14, 2016City Council Meeting Minutes - Draft
C. REAPPOINTMENT TO COUNCIL-NOMINATED/ APPOINTED SEAT
(initial term less than 1 year)
G. Michael GermanParks & Recreation Commission
Commissioner German was appointed November 17, 2015. Since he
has served less than one year, an interview is not required prior to
reappointment, pursuant to Chula Vista Municipal Code section
2.25.055.
A motion was made by Councilmember McCann, seconded by Councilmember
Bensoussan, that the above reappointments to first terms be ratified (Item 15A).
The motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan, McCann and Casillas Salas4 -
No:0
Abstain:0
A motion was made by Councilmember McCann, seconded by Mayor Casillas
Salas, that the above appointments to second terms be ratified (Item 15B). The
motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan, McCann and Casillas Salas4 -
No:0
Abstain:0
A motion was made by Councilmember McCann, seconded by Councilmember
Aguilar, that the above reappointment to the Council-nominated/appointed seat
be ratified (Item 15C). The motion carried by the following vote:
ACTION:
Yes:Aguilar, Bensoussan, McCann and Casillas Salas4 -
No:0
Abstain:0
Mayor Casillas Salas reported on her recent attendance at the Cox Scholarship Recipients luncheon
and congratulated the scholarship recipients. She spoke regarding the recent Economic Development
Forum, the American Legion's Food for Warriors event, and a Chamber of Commerce mixer. Mayor
Casillas Salas stated she recently attended and presented at the Global City Teams Challenge in Austin.
Mayor Casillas Salas paid tribute to Chula Vista resident David Danciu.
COUNCILMEMBERS’ COMMENTS
Councilmember Bensoussan congratulated Mayor Casillas Salas, Deputy Mayor Miesen, and Economic
Development Director Crockett for the success of the recent Economic Development Forum.
Councilmember McCann spoke regarding his attendance at the recent quarterly Chula Vista Veteran's
Home Foundation meeting.
City Attorney Googins spoke regarding his attendance at the recent BMX Olympic Time Trials at the
Olympic Training Center.
Page 8City of Chula Vista
2016-06-21 Agenda Packet Page 20
June 14, 2016City Council Meeting Minutes - Draft
ADJOURNMENT
At 6:54 p.m., Mayor Casillas Salas adjourned the meeting to the Regular City Council Meeting on June
21, 2016, at 5:00 p.m., in the Council Chambers.
_______________________________
Kerry K. Bigelow, Assistant City Clerk
Page 9City of Chula Vista
2016-06-21 Agenda Packet Page 21
City of Chula Vista
Staff Report
File#:16-0320, Item#: 2
WRITTEN COMMUNICATIONS
Letter of resignation from Virgil Whitehead, Chula Vista Veterans Advisory Board
RECOMMENDED ACTION
Council accept the resignation.
City of Chula Vista Printed on 6/16/2016Page 1 of 1
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Leah Larrate
Office of City Clerk
City of Chula Vista
276 Fourth St
Chula Vista, Ca 91910
June 15, 2016
Dear Ms Larrate,
Subject: Letter of Resignation (Chula Vista Advisory Board)
Please accept this correspondence as a "Letter of Resignation" effective June 15 , 2016.
Sincerely
Virgil Whitehead
cc: Tony Stewart--Chair
Marluz Zepada-Sec
2016-06-21 Agenda Packet Page 23
City of Chula Vista
Staff Report
File#:16-0269, Item#: 3
RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFCHULAVISTAAPPROVINGTHE
AGREEMENTBETWEENTHECITYOFCHULAVISTAANDTHECHULAVISTAELEMENTARY
SCHOOL DISTRICT FOR USE OF THE CIVIC CENTER LIBRARY MULTIPURPOSE ROOM
RECOMMENDED ACTION
Council adopt the resolution.
SUMMARY
TheCityofChulaVistaandtheChulaVistaElementarySchoolDistricthavedevelopedapartnership
andMemorandumofUnderstandingtoestablishandoperateaSTEMprogram(Science,
Technology,EngineeringandMathematics)attheChulaVistaPublicLibraryCivicCenterBranch,
adopting Qualcomm’s Thinkabit Lab model.
ENVIRONMENTAL REVIEW
Environmental Notice
TheProjectqualifiesforaClass1CategoricalExemptionpursuanttoSection15301(Existing
Facilities) of the California Environmental Quality Act State Guidelines.
Environmental Determination
TheDirectorofDevelopmentServiceshasreviewedtheproposedprojectforcompliancewiththe
CaliforniaEnvironmentalQualityAct(CEQA)andhasdeterminedthattheprojectqualifiesforaClass
1CategoricalExemptionpursuanttoSection15301(ExistingFacilities)oftheStateCEQA
Guidelines. Thus, no further environmental review is required.
BOARD/COMMISSION RECOMMENDATION
n/a
DISCUSSION
Aspartofalong-termworkforceinvestmentinitiative,Qualcommdevelopedamakerspace,laband
accompanyingprogramformiddleschoolerscalledThinkabitattheirSorrentoValleyheadquarters.
Designedtoinspireaninterestandconfidenceinpursuingengineeringandtechnologycareers,it
rapidlybecameextremelypopularwithlongwaitinglists.SoQualcommreachedouttocreate
satelliteThinkabitlabsinthreecountyschooldistricts,oneofwhichwasCVESD.Becauseofthe
successandpopularityofCVESD’slabatFeasterCharterSchool,andthedifficultyofSouthBay
classestovisitSorrentoValley,QualcommwasinterestedinasecondSouthBaysite.CVESDand
theChulaVistaPublicLibraryhaveaverycooperativerelationshipandtheschooldistrictwasaware
oftheunderusedlowerleveloftheCivicCenterLibrary.Whenthequestionofalabsitedeveloped,
CVESDrememberedthepotentialofthelibraryspace,introducedthespacetoQualcomm,whowere
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File#:16-0269, Item#: 3
CVESDrememberedthepotentialofthelibraryspace,introducedthespacetoQualcomm,whowere
veryenthusiasticaboutthepossibility.Amultipurposespaceisbeingdevelopedthere,suitablefor
theThinkabitprogramandotherlibraryandcommunityuses.TheThinkabitprogramisscheduledto
begin in July 2016.
TheaccompanyingMemorandumofUnderstandingproposestermsforCVESD’suseofthe
multipurposespaceforSTEMfieldtripsduringselectedschooldays,whileatthesametime
reservingthespaceforcommunityaccess.OpeninguptheThinkabitexperiencetothecommunityat
largeisauniqueprogramdimensionthatisafirst.Inadditiontoschooldaytimefieldtrips,STEM
activitiesandcommunityopenhousescanbeheldduringafterschool,eveningandweekendhours
withqualifiedCVESDteachersonsite.TheSTEMexperiencewillbeavailabletootherstudents,
olderteens,homeschoolers,familygroups,veterans,careerchangers,andanyonewhowantto
learn to code, experiment and tinker in a free friendly neighborhood setting.
DECISION-MAKER CONFLICT
StaffhasreviewedthepropertyholdingsoftheCityCouncilmembersandhasfoundnoproperty
holdingswithin500feetoftheboundariesofthepropertywhichisthesubjectofthisaction.
Consequently,thisitemdoesnotpresentadisqualifyingrealproperty-relatedfinancialconflictof
interestunderCaliforniaCodeofRegulationsTitle2,section18702.2(a)(11),forpurposesofthe
Political Reform Act (Cal. Gov’t Code §87100,et seq.).
Staffisnotindependentlyaware,andhasnotbeeninformedbyanyCityCouncilmember,ofany
other fact that may constitute a basis for a decision maker conflict of interest in this matter.
LINK TO STRATEGIC GOALS
TheCity’sStrategicPlanhasfivemajorgoals:OperationalExcellence,EconomicVitality,Healthy
Community,StrongandSecureNeighborhoodsandaConnectedCommunity.TheThinkabitLab
supportstheEconomicVitalityGoalbysupportingschoolsuccessandacareerpathtohigh-paying
jobs for Chula Vista students and other residents.
CURRENT YEAR FISCAL IMPACT
There is no fiscal impact to the General Fund.
ONGOING FISCAL IMPACT
There is no ongoing fiscal impact to the General Fund.
ATTACHMENTS
Resolution
Agreement
Staff Contact: Betty Waznis, Library Director
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RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTATO APPROVE THE AGREEMENT BETWEEN
THE CITY OF CHULA VISTA AND THE CHULA VISTA
ELEMENTARY SCHOOL DISTRICT FOR USE OF THE CIVIC
CENTER LIBRARY MULTIPURPOSE ROOM
WHEREAS, the Civic Center Library (“Library”), a branch of Chula Vista Public
Library, is a City library located at 365 F Street, in Chula Vista, California; and
WHEREAS, in the interest of workforce investment, and paving the way for school
success and high-paying jobs for Chula Vista residents, the City and the District wish to
cooperate to provide a versatile neighborhood access point for Science, Technology, Engineering
and Math (“STEM”) activities, as well as other community purposes; and
Whereas,the City is currently constructing a multipurpose room in the lower level of the
Library which the District would like to utilize for field trips centering on STEM activities
modeled on Qualcomm’s Thinkabit lab; and
Whereas,the District is willing to provide the City with certified teachers to provide
community programs in STEM topics, asa workforce investment initiative; and
Whereas, the Parties desire to enter into this Agreement to set forth the terms and
conditions by with the District may utilize the Multipurpose Room for operating the Thinkabit
Lab;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula
Vista, that it approve the Agreement between the City of Chula Vista and the Chula Vista
Elementary School District for use of the Civic Center Library Multipurpose Room
Presented by Approved as to form by
Betty Waznis Glen R. Googins
Library Director City Attorney
2016-06-21 Agenda Packet Page 26
THE ATTACHED AGREEMENT HAS BEEN REVIEWED
AND APPROVED AS TO FORM BY THE CITY
ATTORNEY'S OFFICE AND WILL BE
FORMALLY SIGNED UPON APPROVAL BY
THE CITY COUNCIL
e . Googins
ity Attorney
Dated:
AGREEMENT
BETV rEEN
THE CITY OF CHULA V[STA AND
THE CI-1LJLA VISTAELEMENTARY SCHOOL DISTRICT
FOR USE OF THE CNIC CENTER LIBRARY
MULTIPURPOSE ROOM
2016-06-21 Agenda Packet Page 27
Auv- 16063
AGREEMENT
BETWEENTHE CITY OF CHULA VISTA
AND
THE CHULA 'ISTA ELEMENTARY SCHOOL DISTRICT
FOR USE OF THE CIVIC CENTER LIBRARY MULTIPURPOSE ROOM
This AGREEMEA'T (`A eement") is made and entered into effecrive as of 1u1 I, 2016
Effective Daze")bti•and ben een the Ciri of Chula Vista.a chartered municipal corporation ofthe State
of Califomia ("Citv`), and the Chula VistaElementan• School District a school district oreanized and
e isting under the laws of the State of Califomia(`District"). Individualht the Cin and the District each
may be referred to inthis Agreement as a "Pam" and, collectively, as the 'Parties." ThisAereement is
made wi[h reference tothe followins facu:
RECITALS
A. 71ie Civic Center Libran• (`Libran`), a branch of ChulaVista Public Librarv, is a Cip
library lorated az 36 F Street in Chula Vista,Califomia
B. Intheinterest of•orl:force investment and paving the way for school success and hieh-
pavine jobs for Chula Vista residents, the Cin and [he District wish tocooperate to provide a versatile
neiahborhood access pointfor Science,Technoloey, Eneineerine and Mazh ('`STEM")activities,as well
as other communiq purposes.
C. The District desires to use a portion of the Libran to operate a science lab
commonly known as the Qualcomm Thinkabit STEM science lab (`Thinkabit Lab").
D. 'Ihe Cin- is cwtendy consuvcting a multipurpose room in the lower level of the Libran
hich the District would like to arilize for the hinlabit Lab(`Multipurpose Room `).
E. Ihe District is willing to provide the Cin vithcertificated teachers to provide communiq•
classes for Ciry residenu in the Muhipurpose Room. I
F. The Parties desire to enter into this Aereement to set forth the terms and conditions`:b I
hich the District may utilize the Multipurpose Room for operatine the'Ihinkabit tab.
NOW, THEREFORE, in consideration of the mutual covenants contained herein, the
Parties aeree as follo«s:
ARTICLE 1.
GENERALTERMS
l. TERa OF AGREEnfENT. The term of this Aereemen[ shall beein on the Effective Date, and
shall e pire on June 30, 20U (the "Term").
I.I. Extensions. The Term may be exrended by one year. upon mutual written consent of
the Parties. Such extension shall onlv be effective if in writine sianed b both
Parties. Any such estension shall be subjectto the terms and conditions of this
Aereement.
2016-06-21 Agenda Packet Page 28
1.2. Early Termination. This Aereementmay be tertninared earlier by: (i) mutual
agreement of theParties; such early termination must be memorialized in a writine
signed bv both Partiesand shall be effective on the date aereed to by the Parties: or
ii) the City providine the District with 30 days` •ritten notice; such termination
shall be effective on the date specified by the City, butnot earlier than 30 days prior
to the date such notice is delivered to the Distric[. In the event [hat the District ceases
tooperate the Thinkabit Lab for any reason prior to the e piration of the Term, or
any Term extension, this Agreement shall terminate and the District shall
immediateli-ceaseuse of the Facilities.
2. F,Ci T ES.The "Facilities` consists of the follo ine:
2.L Multipurpose Room. The District shall be entided to exclusi e use of the
Multipurpose Room. as depicted on Ezhibit A, attached and incorporatedinto this
Agreement by this reference ("Exhibit A"), durine the aereed-uponSchedule of
School Classes, as further explained belo+•.
2.2. Shared Use Areas. The District shall be entided to shared use of the restrooms and
staff loun e, as depicted on Exhibit A, and the parking spaces depicted on Exhibit B,
attached and incorporated bythis reference, during the Schedule of School Classes.
3. USE.
3.1. District Use. The District shall use the Facilities for thesolepurpose of operating the
Thinkabit Lab, and for no other purpose absent written consen[ of the Cit•. Use and
access to the Facilities under this Aereement shall be limited to District administrators.
teachers, chaperones, students and parents/guardians of students utilizing the Thinkabit
Lab (collectivel}, the "Proeram Participants'). The District and Program Participants
shall comply with all applicable la s and allCitti policies and practices reeardine the
use, operation and mainrenance of the Facilities, while usine the Pacilities. Districrs use
shall be subject to such additional rules and reeulations imposed by City from time-to-
time to assure continued safe operations of the Facilities. The District shall not be
entitled to make any alterations or improvements to the Facilities absent •ritten consent
of the Cit. District shall notifti- the Citv -ithin 24 hours of their kno•ledee of am
accidentcausine property damaee or injurv to persons a[ [he Facilitiesduring Districrs
use of the Facilities. The report shall include the names andaddresses of the persons
involved. a statement of the circumstances. the date and hour the incident occurted, the
names and addresses of am vimesses, and other pertinent information.
3.2. City Use. The Ci[y shall ha•e full use of the Facilities outside of theScheduled School
Class Hours. The Citv`s use «•ill include. butnot be restricted to. holdine communit
classes in the Multipurpose Room.
2016-06-21 Agenda Packet Page 29
4. SCHEDULE.
4.1. Approval Required. The District shall provide the City ith its proposed schedule for
each month durine hich it intends to use the Facilities. The proposed schedule shall be
submitted to the Library Director for re•ie v and approval b the l' of the month ahich
is three months prior to the month of use (e.g., submittal b Januan I for the month of
April). The Libran Director shall, aithin > days of receipt of the proposedschedule,
notifi the District of any necessan changes ro the proposed schedule.
4.2. Classes to be Provided.
The District agrees to provide communin• proerams for the general population. consistine
of one after-school program, one evenineproeram, and one eekend proeram per month.
to be presen[ed by a certificated teacher. The Librarv Director •ill provide the District
with a proposed quarterl. schedule for community proerams 90 da•s in advance of the
beginnine of the quarter, to be finalized in cooperation vith the District. The school and
community class schedule, as approved by the Libran Director and District, shall
constitute the final schedule for the quarter (the "Schedule of School Classes '). City shall
retain the rieht to alter the Schedule of School Classes as ma• be necessan for
conductine emergency maintenance or for other City purposes.
STAFFING AND SUPPLIES.
1. District Staft Disirict shall provide. at its o•n cost and espense, all appropriare staff
including certificated teachers necessary for on-site instruction and supervision of all
school and communit Participants. Libran• will supply support staff durina communiq
classes and proerams if requested by District. District vill pro ide, at its o t n cost and
expense, custodial services necessary for keepine the Facili[ies clean. safe and sanitan•
conditiondurine its school class use of the Facilities. District shall be responsible for
providing all equipment and materials it deems necessan• for use of the Lab Space b}•the
Proeram Participants. Cit. shall not be a bailee for any supplies, materialsor other
propert left or stored atthe Lab Space and shall not be responsible for loss or damage
thereto.
2. City StafC Ciry shall provide custodial services for the Multipurpose Room. restrooms
and staff lounee. These services •ill be provided for a minimum of t o hours on at least
tw•o days per eek. The scope of services provided ill be at [he direction and discretion
of the Libran Director. District shall pa City for these services at the rate of
30.66/hour. This rate shall be for the first Term. The hourly rateto be paid for services
to be provided durine anv Term extension shall be derertninedby the Libran Director,
with writ[en notice ta District prior to commencement of[he Term e tension.
6. INDEd1NITl'.
6.1. Indemnity. To the maximum extent allo edb law, District agrees to defend,
indemnifi, and hold the City, its directors, officers, emplo•ees, and agents, harmless
from and against any and all liability or claim of liability, loss or expense, including
defense costs and lesal fees and claimsfor damaees of whatever character, nature and
kind, directiv arisine from or connected vith. or related to this Aereementor an act or
omission of District, or an employee, agent, im-itee, contractor of District, and/or
2016-06-21 Agenda Packet Page 30
Program Participants, orother person actine by or on behalf of District on or about
the Facilities, indudine, but not limited to. liabilit, expense, and claims for bodil
injun, death, personal injun, or property damage, and am related attorneys' fees or
COUrt COStS.
Citv aerees todefend, indemnifi•, and hold the Dis[rict. its directors. officers.
employees. and agents, harmless from and agains[ any and all liabilih- or claim of
liabilit, loss or expense, includin defense costs and le=al fees and claims for
damaees of whatever character. nature and kind. directh arisine from or connected
with, or related to this Aereement or an act or omission of Cih•. or am• employee.
agent. im itee, con[ractor of City, and/or Proeram Participants, orother person actine
by or on behalf of City on or about the Facilities, induding, but not limited to,
liability, eapense, and claims for bodil• injur, death, personal injun, orpropert
damaee, and am related attomevs` fees or court costs.
6.2. Insurance Proceeds. District's obligation to indemnifi shall not be restricted to
insurance proceeds, if am•, received b} the Cit, its directors, o cials, officers,
emplo}ees. aQents, and/orvolunteers.
2016-06-21 Agenda Packet Page 31
7. I SUaa Ce. District shall take out and maintain a[ all times durin_ the tertn of this
Aereement the follo•ing insurance, and shall maintain the minimum limits se[ forth belo ti.
at its sole expense:
7.1. General Liability Insurance. Commercial General Liability Insurance co•erine liability
of the District ith respectto all operations to be performed and all oblieations assumed
bv the Distric[ under the terms of thisAereement. Coveraee for commercial eeneral
liabilitv shall be at least as broad as Insurance Services Office Commercial General
Liability Coverage (Occurrence Form CG 0001). Limits shall be no less than one
million dollars (S1,000,000) per occurrence for bodil} injun, personal injun and
property damage. If Commercial General Liability Insurance orother form ith a
eeneralaggreeate limit is used, either the eeneral aeereeate limit shall appl to the
Facility (with the ISOCG 2 03, or ISOCG 2 0=1, or insurer's equivalent endorsement
provided to Ciq) or the general aggregate limit shall be t t•ice the requiredoccurrence
limit.
7.2. Additional [nsureds. All insurance companies affordine co eraee to the District shall
be required to add the Ciq•, its officials, officers, employees, and aeents as "additional
insured(s)" under the insurance policy(s) required in accordance ith thisAgreement.
District shall fumish (or causeto be fumished) a certificate of insurance countersiened
by an authorized agent of the insurance carrier on a form of the insurance carrier settine
forth the general provisions of the insurance coveraee. This countersiened certificate
and separate endorsement paee) shall name the City, their officers, agen[s, emplo}ees,
and authorized volunreers as additional insureds under the policy. Co erage provided
hereunder [o the Citv and City as additional insured by District shall be primary
insurance and other insurance maintained b the Cit. its oflicials. officers. aeents and/or
employees, shall be excess onl and not contributinewith insurance pro ided pursuant
to this section. and shall contain such provision in the polic(ies), certificate(s) and/or
endorsemen[(s). Theinsurance policy or the certificate of insurance shall contain a
aiver of subrogation for the benefit of the Cih-, i[s officials. officers. employees, and
aeents.
7.3. Insurance Compan}• Requirements. All insurance companies affordine co•erage to the
District shall be insurance organizations acceptable to the City, and authorized b the
Insurance Commissioner of the State Department of Insurance to transact business of
insurance in the State of Califomia. Insurance is to be placed vith insurers havina a
curtentA.M. Best ratine of no less than A-, VII orequivalentor as othen ise approved
bv Cit.
7.4. Notices. All insurance companies affordine coverage shall provide thirh (30) da}'s
t•ritten notice to the Cin• should the polic• be cancelled before the expiration date. For
the purposes of this notice requirement, any material chan_e in the polic prior ro the
ezpiration shall be considered a cancellation.
2016-06-21 Agenda Packet Page 32
7.. Evidence of Insurance. District shall provide evidence of compliance ith the
insurance requirements listed above by providing a certificate of insurance, in a form
satisfac[orv to the Cit Attorne. concurrenth•with the submittal of this Aereement.
7.6. Substitute Certificate. District shall pro ide a subs[im[e certificate of insuranceno
later than thirh days prior to the policy e piration date. Failure b the District to
provide such a substitution and excend the policy espiration date shall be considered a
defaultby District and m subject District to a termination of this Acreement.
7J. District Responsibility. Maintenance of insurance by the District as specified in this
Agreement shallin no way be interpreted as relieving the District of any responsibilit•
whatever and the District may carcy, at its own espense, such additional insurance as it
deems necessan.
7.8. Failure to Insure. If District fails or refusesto take out and maintain the required
insurance. or fails to provide the proof of coverage. Cit has the rieht to obtain the
insurance. District shall reimburse City for the premium paid •ith interest at the
maximum allowable leeal rate then in effect in Califomia. Cin shall eive notice of the
payment of premiums vith thirh days of payment statine the amount paid, names ofthe
insurer(s), and rate of interest. Said reimbursement and interest shall be paid b} District
onthe first day of the month following the notice of payment b Cit.
7.9. Revised Requirements. Cin•. at its discretion, may require the revision of amounts and
coveraee at amrtime durine the Term of this Aereement b.• sivine District si h dars
prior -ritten notice. Ciq`s requirements shall be desiened toassure protection from and
aeainst the kind and eztent of risk esistine on the Facilities. District also aerees toobtain
any additional insurance required by City for ne improvements in order to meet the
requirements of this Aereement.
7.10. • Default. Notwithstandine the preceding provisions of this section. am• failure or
refusal by District to take out or maintain insurance as required in thisAereement, or
failure to provide the proof of insurance, shall be deemed a default under this Aereement
and in such event, City maytertninate thisAereement upon three days ritten notice to
DisVict.
8. Assic te r. District may not assien any of its riehts or responsibilities under this
Aereement without the prior vritten consent of the City
9. AD IINISTRATI'E CLAI IS REQUIRE tE\TS A\D PROCEDURES. NO Suit O 3 bltr3tlOt1 SheII
be brought arisine out of this Agreement, a ainst Ciq• unless a claim has first been presented
in riting and filed with Cin and acted upon b Cin- in accordance ith the procedures set
forth in Chapter 1.34 of the Chula Vista Municipal Code, as same ma• fromtime to time be
amended, the provisions of ahich are incorporated by this reference as if fully set forth
herein, and such policies and procedures used b• City in the implementation of same. Upon
2016-06-21 Agenda Packet Page 33
request by City, Disvict shall mee[ and confer in good faith with Cit}• for the purpose of
resoh ine any dispute over the tertns of this Aereement.
IO. ADD11\ISTR.ITION OF CONTRACT. TI72 individuals listed below shall be the desienated
contract administrators. each of •hom is authorized b} his or her respecti•e Pam• to
represent the Part in the routine administration of thisAereement:
Bett R'aznis
Librarv Director
Chula Vista Public Libran
365 F Street
Chula Vista CA 91910
Matthew Tessier
Lead Esecutive Director
Technoloe and Instruction
Chula VistaElementan School District
84 East J Street
Chula Vista CA 91910
11. NoT Ces. All notices, demands or requests pro-ided for or permitted ro be gi-en pursuant to
this Agreement must be in ritine. All notices, demands and requests to be sent to an} Party
shall be deemed to have been properly eiven or served if personalh• served or deposited in
the United States mail, addressed to such pam, postaee prepaid, re istered or certified, t•ith
retum receipt requested, at theaddresses identified in thisAereement as theplaces of
business for each of the desienated Parties.
12. I Tecttano. This Aereement. toeether vitham other rritten document referred to or
contemplated in it, embod the entireAgreement and understandine benveen the parties
relating to the subject matter hereoE Neither thisAereement nor any pro•ision of it ma• be
amended, modified, waived or discharged except by an instrument in vritine esecuted b the
pam against which enforcement of such amendment. «aiver or discharee is sou ht.
13. C,r,c rv oF Paar es. Each sienatory and Party to thisAereement warrants and represents
to the other Party that it has leeal authority and capacity and direction from its principal to
enter into this Aereement, and that all necessarv resolutions orother actions ha-e been taken
so as to enable it to enter into this Aereement.
14. Go ea.c L,'/Ve ue. This Agreemen[ shall be eo emed b and construed in
accordance with the laws of theState of Califomia. Am action arisine under or rela[ine to
this Agreement shall be brought only inthe federal or state courts located in San Dieeo
Count}•, State of Califomia. Venue for thisAereement, and perfortnance under it. shall be the
Count of San DieQo.
End of page. Next page is signature page.)
2016-06-21 Agenda Packet Page 34
Signature Page
to
AGREEMENT
BETWEEN THE CITY OF CHULA VISTA
AND
THE CHULAVISTAELEMENTARY SCHOOL DISTKICT
FOR USE OF THE CIVIC CENTER LIBRARY MULTIPURPOSE ROOM
IN WITNESS WHEREOF, City and District have esecuted thisAereement, indicating
that they have read and understood same, and indicate their full and complete consent to its
terms:
Citv of Chula Vista
B:
Marv Casillas Salas. 1a-or
Attest:
Donna\orris. Citv Clerk
Appro•ed as to form:
Glen R. Gooeins. Cit•Attorne•
Chula VistaElementan School District
83-""'
Francisco Escobedo
Superintendent
E hibit List to Aereement: Exhibit A: Multipurpose Room and Shared Use Facilities
Exhibit B: Parkine Spaces Available for Shared Use
2016-06-21 Agenda Packet Page 35
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2016-06-21 Agenda Packet Page 39
City of Chula Vista
Staff Report
File#:16-0283, Item#: 4
A.RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFCHULAVISTAAMENDINGTHE
COMPENSATIONSCHEDULEANDCLASSIFICATIONPLANTOREFLECTTHEADDITION
ANDREMOVALOFVARIOUSPOSITIONTITLES,AMENDINGTHEAUTHORIZED
POSITIONCOUNTINVARIOUSDEPARTMENTSWITHNONETCHANGEIN
AUTHORIZEDSTAFFING,ANDAPPROPRIATINGFUNDSTHEREFOR(4/5VOTE
REQUIRED)
B.RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFCHULAVISTAAPPROVINGTHE
REVISEDFISCALYEAR2016-2017COMPENSATIONSCHEDULESEFFECTIVEJUNE24,2016
ANDJULY8,2016ASREQUIREDBYCALIFORNIACODEOFREGULATIONS,TITLE2,
SECTION 570.5
RECOMMENDED ACTION
Council adopt the resolutions.
SUMMARY
InanefforttoaddresstheneedsofvariousdepartmentsandtheCity'sworkforce,theHuman
ResourcesDepartment,inconjunctionwiththeaffecteddepartments,isproposingthereclassification
of certain positions and the addition of various new classifications.
ENVIRONMENTAL REVIEW
Environmental Notice
Theactivityisnota“Project”asdefinedunderSection15378oftheCaliforniaEnvironmentalQuality
ActStateGuidelines;therefore,pursuanttoStateGuidelinesSection15060(c)(3)noenvironmental
review is required.
Environmental Determination
TheDirectorofDevelopmentServiceshasreviewedtheproposedactivityforcompliancewiththe
CaliforniaEnvironmentalQualityAct(CEQA)andhasdeterminedthattheactivityisnota“Project”as
definedunderSection15378oftheStateCEQAGuidelines;therefore,pursuanttoSection15060(c)
(3)oftheStateCEQAGuidelines,theactivityisnotsubjecttoCEQA.Thus,noenvironmentalreview
is required.
BOARD/COMMISSION RECOMMENDATION
TheCivilServiceCommissionadoptedtheamendmenttotheclassificationplan,subjecttothefinal
City of Chula Vista Printed on 6/16/2016Page 1 of 4
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File#:16-0283, Item#: 4
TheCivilServiceCommissionadoptedtheamendmenttotheclassificationplan,subjecttothefinal
approval of the City Council, at their June 2, 2016 meeting.
DISCUSSION
CivilServiceRule1.02(A),whichappliestotheCity’sclassifiedpositions,providesfornecessary
reviewsandchangessothattheCity’sclassificationplaniskeptcurrent,andthatchangesinexisting
classes,theestablishmentofnewclassesortheabolitionofclassesareproperlyreflectedinthe
classification plan.
InanefforttoaddresstheneedsofvariousdepartmentsandtheCity'sworkforce,theHuman
ResourcesDepartmentisproposinganewclassificationandthereclassificationofcertainpositions.
The following identifies the departments, affected positions and proposed changes.
Summary of Updated and Proposed Classifications
CaliforniaCodeofRegulations,Title2,Section570.5requiresthat,forpurposesofdetermininga
retiringemployee'spensionallowance,thepayratebelimitedtotheamountlistedonapayschedule
thatmeetscertainrequirementsandbeapprovedbythegoverningbodyinaccordancewiththe
requirementsoftheapplicablepublicmeetinglaws.TheFiscalYear2016-2017Compensation
ScheduleseffectiveJune24,2016andJuly8,2016werefirstapprovedbytheCityCouncilatthe
June7,2016meeting.ApprovalofResolutionBwillapprovetherevisedCompensationSchedules
effectiveonthesedatestoreflectonlythesalarychangeforSeniorEconomicDevelopment
Specialist,additionoftheSeniorPoliceRecordsSpecialistpositiontitleanddeletionofthePolice
Data Specialist and Senior Police Data Specialist position titles.
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File#:16-0283, Item#: 4
DECISION-MAKER CONFLICT
Staffhasdeterminedthattheactioncontemplatedbythisitemisministerial,secretarial,manual,or
clericalinnatureand,assuch,doesnotrequiretheCityCouncilmemberstomakeorparticipatein
makingagovernmentaldecision,pursuanttoCaliforniaCodeofRegulationsTitle2,section18702.4
(a).Consequently,thisitemdoesnotpresentaconflictunderthePoliticalReformAct(Cal.Gov't
Code§87100,etseq.).Staffisnotindependentlyaware,andhasnotbeeninformedbyanyCity
Councilmember,ofanyotherfactthatmayconstituteabasisforadecisionmakerconflictofinterest
in this matter.
LINK TO STRATEGIC GOALS
TheCity’sStrategicPlanhasfivemajorgoals:OperationalExcellence,EconomicVitality,Healthy
Community,StrongandSecureNeighborhoodsandaConnectedCommunity.Thepositionchanges
supporttheCity-widestrategicgoalofOperationalExcellencebyprovidingmoreaccurateposition
titlesthatbetterreflecttheneedsoftheCity’sworkforce.Furthermore,approvaloftherevisedFiscal
Year2016-2017CompensationScheduleanditspostingontheCity'sinternetwebsitesupportsthe
goalofOperationalExcellenceasitenhancesdisclosureandtransparencyofemployee
compensation and, as a result, fosters public trust through an open and ethical government.
CURRENT YEAR FISCAL IMPACT
TheproposedchangesinthePublicWorksDepartmentresultinafiscalimpactof$230forthe
remainder of the fiscal year and will be offset by the Sewer Fund.
TheproposedchangesintheAdministrationDepartmentfortheSeniorEconomicDevelopment
Specialistareestimatedat$540fortheremainderofthefiscalyear.Staffisnotrecommending
budgetamendmentsatthistimeastherearesufficientsalarysavingsprojectedinthedepartmentto
absorb the additional costs that are associated with the requested change.
No budget amendments are needed for the proposed changes in Police Department.
ONGOING FISCAL IMPACT
TheproposedchangesinthePublicWorksDepartmentappropriateanadditional$32,212forFiscal
Year2016-2017tothePersonnelServicesbudgetsforthePublicWorksDepartment.Approvalof
theSeniorCivilEngineerwillbeoffsetannuallybyreimbursementsassociatedwithCapital
ImprovementProjects($20,248)representingnodirectimpacttotheGeneralFund.Approvalofthe
PrincipalManagementAnalystwillbeoffsetannuallybySewerFunds($11,964)representingno
direct impact to the General Fund.
TheproposedchangesintheEconomicDevelopmentDepartmentwillappropriateanadditional
$42,800tothePersonnelServicesbudgetinFiscalYear2016-17.Thisappropriationwillbeoffset
byareductioninSuppliesandServiceswithinthedepartmentbyanequivalentamount,resultingin
no direct impact to the General Fund.
ATTACHMENTS
1.Revised Fiscal Year 2016-2017 Compensation Schedule Effective June 24, 2016
2.Revised Fiscal Year 2016-2017 Compensation Schedule Effective July 8, 2016
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File#:16-0283, Item#: 4
Staff Contact: Courtney Chase
City of Chula Vista Printed on 6/16/2016Page 4 of 4
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Fiscal Year 2016‐2017 Compensation Schedule
Effective June 24, 2016
POSITION TITLEPCNBARGStep AStep BStep CStep DStep EStep AStep BStep CStep DStep E
ACCOUNTANT3633CONF$31.92$33.52$35.20$36.95$38.80$2,553.84$2,681.54$2,815.61$2,956.39$3,104.21
ACCOUNTING ASSISTANT 3641CVEA$19.53$20.50$21.53$22.60$23.73$1,562.12$1,640.23$1,722.24$1,808.35$1,898.77
ACCOUNTING ASSISTANT (HRLY)3640UCHR$19.53$20.50$21.53$22.60$23.73 $1,562.13$1,640.23$1,722.25$1,808.35$1,898.77
ACCOUNTING TECH (HOURLY)3676UCHR$24.70$25.94$27.23$28.59$30.02$1,976.09$2,074.90$2,178.63$2,287.57$2,401.95
ACCOUNTING TECHNICIAN 3643CONF$24.70$25.94$27.23$28.59$30.02$1,976.09$2,074.89$2,178.64$2,287.57$2,401.95
ACCOUNTING TECHNICIAN 3675CVEA$24.70$25.94$27.23$28.59$30.02$1,976.09$2,074.89$2,178.64$2,287.57$2,401.94
ACCOUNTS PAYABLE SUPERVISOR 3645CVEA$28.41$29.83$31.32$32.88$34.53$2,272.50$2,386.13$2,505.44$2,630.70$2,762.24
ADMIN SECRETARY (MAYOR,ATWILL)0154CONF$24.13$25.34$26.60$27.93 $29.33$1,930.44$2,026.96$2,128.31$2,234.73$2,346.46
ADMIN SERVICES MANAGER 0215SM$44.59 ‐‐‐$54.20$3,567.48 ‐‐‐$4,336.30
ADMINISTRATIVE SECRETARY 0149CONF$24.13$25.34$26.60$27.93$29.33$1,930.44$2,026.96$2,128.31$2,234.73$2,346.46
ADMINISTRATIVE SECRETARY 0179CVEA$24.13$25.34$26.60$27.93$29.33$1,930.44$2,026.96$2,128.31$2,234.73$2,346.46
ADMINISTRATIVE TECH (HOURLY)0127UCHR$24.13$25.34$26.60$27.93$29.33$1,930.44$2,026.96$2,128.31$2,234.73$2,346.46
ADMINISTRATIVE TECHNICIAN 0147CONF$24.13$25.34$26.60$27.93$29.33$1,930.44$2,026.96$2,128.31$2,234.73$2,346.46
ADMINISTRATIVE TECHNICIAN 0181CVEA$24.13$25.34$26.60$27.93$29.33$1,930.44$2,026.96$2,128.31$2,234.73$2,346.46
ANIMAL ADOPTION COUNSELOR 5310CVEA$20.88$21.92$23.02$24.17$25.38$1,670.45$1,753.97$1,841.68$1,933.76$2,030.44
ANIMAL CARE AIDE (HRLY)5316UCHR$11.32$11.91$12.55$13.20$13.90$905.56$953.01$1,003.78$1,056.21$1,111.98
ANIMAL CARE FAC ADMINISTRATOR 5327SM$51.96$54.56$57.28$60.15 $63.16$4,156.65$4,364.48$4,582.71$4,811.84$5,052.44
ANIMAL CARE SPECIALIST 5343CVEA$17.51$18.38$19.30$20.27$21.28$1,400.70$1,470.74$1,544.28$1,621.49$1,702.56
ANIMAL CARE SPECIALIST (HRLY)5344UCHR$17.51$18.38$19.30$20.27$21.28 $1,400.70$1,470.74$1,544.27$1,621.49$1,702.57
ANIMAL CARE SUPERVISOR 5319CVEA$24.31$25.53$26.81$28.15$29.55$1,945.04$2,042.29$2,144.40$2,251.63$2,364.20
ANIMAL CONTROL OFFICER 5303CVEA$21.01$22.06$23.16$24.32$25.54$1,680.84$1,764.88$1,853.13$1,945.78$2,043.07
ANIMAL CONTROL OFFICER (HRLY)5305UCHR$21.01$22.06$23.16$24.32$25.54 $1,680.83$1,764.88$1,853.12$1,945.78$2,043.07
ANIMAL CTRL OFFCR SUPERVISOR 5304CVEA$24.16$25.37$26.64$27.97$29.37$1,932.95$2,029.61$2,131.09$2,237.64$2,349.53
ANIMAL SERVICES SPECIALIST 5309CVEA$19.10$20.06$21.06$22.11$23.22$1,528.03$1,604.44$1,684.66$1,768.89$1,857.34
APPLICATIONS SUPP SPEC HRLY 3078UCHR$32.53$34.16$35.87$37.66$39.54 $2,602.54$2,732.67$2,869.29$3,012.76$3,163.40
APPLICATIONS SUPP SPECIALIST 3088PROF$32.53$34.16$35.87$37.66$39.54$2,602.54$2,732.67$2,869.29$3,012.76$3,163.40
APPLICATIONS SUPPORT MANAGER 3083MM$40.56$42.58$44.71$46.95$49.30$3,244.49$3,406.72$3,577.06$3,755.91$3,943.70
AQUARIST 7741CVEA$21.75$22.84$23.98$25.18$26.44$1,739.91$1,826.91$1,918.25$2,014.16$2,114.87
AQUATIC SUPERVISOR I 7579CVEA$22.31$23.42$24.59$25.82$27.11$1,784.42$1,873.63$1,967.31$2,065.68$2,168.97
AQUATIC SUPERVISOR II 7577CVEA$24.54$25.76$27.05$28.40$29.82$1,962.85$2,061.00$2,164.05$2,272.25$2,385.86
AQUATIC SUPERVISOR III 7575CVEA$28.22$29.63$31.11$32.66$34.30$2,257.28$2,370.15$2,488.66$2,613.09$2,743.75
ASSISTANT CITY CLERK 2210SM$39.18$41.13$43.19$45.35$47.62 $3,134.05$3,290.75$3,455.28$3,628.04$3,809.54
ASSISTANT DIR OF DEV SERVICES 4040SM$65.71 ‐‐‐$79.87$5,256.51 ‐‐‐$6,389.32
ASSOC ACCOUNTANT 3635CONF$35.12$36.87$38.71$40.65$42.68$2,809.21$2,949.68$3,097.16$3,252.02$3,414.62
ASSOC ENGINEER 6017WCE$38.45$40.37$42.39$44.51$46.73$3,075.77$3,229.56$3,391.03$3,560.59$3,738.61
ASSOC LAND SURVEYOR 6287WCE$38.45$40.37$42.39$44.51$46.73$3,075.77$3,229.56$3,391.03$3,560.58$3,738.61
ASSOC PLAN CHECK ENGINEER 4747WCE$38.45$40.37$42.39$44.51$46.73$3,075.77$3,229.56$3,391.03$3,560.58$3,738.61
ASSOC PLANNER 4437CVEA$31.65$33.24$34.90$36.64$38.47$2,532.19$2,658.80$2,791.74$2,931.32$3,077.89
ASSOC PLANNER (HOURLY)4438UCHR$31.65$33.24$34.90$36.64$38.47$2,532.19$2,658.80$2,791.73$2,931.32$3,077.89
ASST CHIEF OF POLICE 5011SM$64.46 ‐‐‐$78.35$5,156.43 ‐‐‐$6,267.66
ASST CITY ATTORNEY 2405SM$68.82$72.26$75.87$79.62$83.65 $5,505.54$5,780.82$6,069.86$6,369.97$6,692.02
ASST CITY MANAGER/ADMIN 2707EXEC$89.04 ‐‐‐$107.56$7,123.21 ‐‐‐$8,604.47
ASST DIR HUMAN RESOURCES 3304SM$59.95 ‐‐‐$71.94$4,795.77 ‐‐‐$5,754.93
ASST DIR OF FINANCE 3604SM$59.59 ‐‐‐$71.94$4,766.81 ‐‐‐$5,754.93
ASST DIR OF PUBLIC WORKS 6322SM$63.08 ‐‐$74.47$76.15$5,046.27 ‐‐$5,957.44$6,092.31
ASST DIR OF RECREATION 7401SM$49.22 ‐‐‐$59.83$3,937.68 ‐‐‐$4,786.27
ASST DIRECTOR OF ENGINEERING 6008SM$63.08 ‐‐‐$76.15$5,046.27 ‐‐‐$6,092.31
ASST ENGINEER 6015WCE$33.43$35.10$36.86$38.70$40.64$2,674.58$2,808.31$2,948.72$3,096.17$3,250.97
ASST LAND SURVEYOR 6289WCE$33.43$35.10$36.86$38.70$40.64$2,674.58$2,808.31$2,948.72$3,096.16$3,250.97
ASST PLAN CHECK ENGINEER 4749WCE$33.43$35.10$36.86$38.70$40.64$2,674.58$2,808.30$2,948.73$3,096.16$3,250.96
ASST PLANNER 4439CVEA$28.77$30.21$31.72$33.31$34.98$2,301.98$2,417.08$2,537.94$2,664.84$2,798.09
AUTOMATED FINGERPRINT TECH 5123CVEA$19.10$20.06$21.06$22.11$23.22 $1,528.04$1,604.44$1,684.65$1,768.89$1,857.34
BENEFITS MANAGER 3404MMCF$43.09$45.24$47.50$49.88$52.37$3,446.87$3,619.21$3,800.17$3,990.18$4,189.70
BLDG PROJECT MANAGER 6412PROF$38.49$40.42$42.44$44.56$46.79$3,079.37$3,233.33$3,395.00$3,564.75$3,742.99
BUDGET & ANALYSIS MANAGER 2222SM$50.74 ‐‐‐$61.67$4,059.09 ‐‐‐$4,933.85
BUILDING INSPECTION MGR 4769MM$40.54$42.56$44.69$46.92$49.27$3,242.84$3,404.97$3,575.22$3,753.99$3,941.69
BUILDING INSPECTOR I 4771CVEA$27.86$29.26$30.72$32.24$33.87$2,229.13$2,340.59$2,457.62$2,579.32$2,709.52
BUILDING INSPECTOR II 4773CVEA$30.65$32.18$33.79$35.48$37.26$2,452.05$2,574.66$2,703.39$2,838.56$2,980.49
BUILDING INSPECTOR II HRLY 4774UCHR$30.65$32.18$33.79$35.48$37.26 $2,452.05$2,574.66$2,703.39$2,838.56$2,980.49
BUILDING INSPECTOR III 4775CVEA$33.72$35.40$37.17$39.03$40.98$2,697.26$2,832.12$2,973.73$3,122.41$3,278.53
BUILDING OFFICIAL/CODE ENF MGR 4780SM$62.58 ‐‐‐$76.06$5,006.19 ‐‐‐$6,085.07
BUSINESS LICENSE REP 4505CVEA$19.53$20.50$21.53$22.60$23.73 $1,562.12$1,640.23$1,722.24$1,808.35$1,898.77
Hourly Rate Bi‐Weekly Rate
All position titles designated as Executive (“EXEC”) or Senior Management (“SM”) have salary bands with a minimum (“Step A”) and maximum (“Step E”) salary; salary
appointments and subsequent adjustments within the approved salary range may be made by the position’s appointing authority.
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 44
Fiscal Year 2016‐2017 Compensation Schedule
Effective June 24, 2016
POSITION TITLEPCNBARGStep AStep BStep CStep DStep EStep AStep BStep CStep DStep E
Hourly RateBi‐Weekly Rate
CARPENTER 6444CVEA$24.31$25.53$26.81$28.15$29.55$1,945.19$2,042.45$2,144.58$2,251.80$2,364.39
CHIEF OF POLICE 5001EXEC$84.22 ‐‐$100.24$102.37$6,737.47 ‐‐$8,019.53$8,189.44
CHIEF OF STAFF 2011MMUC$33.62$35.30$37.07$38.92$40.87$2,689.60$2,824.08$2,965.29$3,113.55$3,269.23
CHIEF SUSTAINABILITY OFFICER 2729SM$59.59 ‐‐$70.34$71.94$4,766.81 ‐‐$5,627.51$5,754.93
CITY ATTORNEY (ELECTED)2400CATY ‐‐‐‐$90.89 ‐‐‐‐$7,270.81
CITY CLERK 2201CCLK ‐‐‐‐$71.46 ‐‐‐‐$5,716.62
CITY ENGINEER 6010SM$60.01 ‐‐‐$72.94$4,800.83 ‐‐‐$5,835.44
CITY MANAGER 2710CMGR ‐‐‐‐$118.69 ‐‐‐‐$9,495.45
CIVIL BCKGRND INVEST (HOURLY)5430UCHR$23.11$24.27$25.48$26.75$28.09$1,848.92$1,941.37$2,038.43$2,140.35$2,247.38
CIVILIAN BACKGROUND INVEST 5429CVEA$23.11$24.27$25.48$26.75$28.09$1,848.92$1,941.37$2,038.43$2,140.35$2,247.37
CIVILIAN POLICE INVESTIGATOR 5431UCHR$25.79$27.08$28.43$29.85 $31.35$2,063.15$2,166.32$2,274.63$2,388.36$2,507.78
CLERICAL AIDE 0241UCHR$10.55$11.07$11.63$12.21$12.82$843.66$885.84$930.14$976.64$1,025.47
CODE ENF OFFICER I 4777CVEA$24.20$25.41$26.68$28.02$29.42$1,936.25$2,033.05$2,134.72$2,241.45$2,353.52
CODE ENF OFFICER I (HOURLY)4776UCHR$24.20$25.41$26.68$28.02$29.42$1,936.25$2,033.05$2,134.72$2,241.45$2,353.53
CODE ENF OFFICER II 4779CVEA$26.62$27.95$29.35$30.82$32.36$2,129.87$2,236.37$2,348.19$2,465.59$2,588.87
CODE ENF OFFICER II (HOURLY)4778UCHR$26.62$27.95$29.35$30.82$32.36$2,129.87$2,236.36$2,348.19$2,465.60$2,588.88
CODE ENFORCEMENT TECHNICIAN 4789CVEA$21.05$22.10$23.20$24.36$25.58$1,683.70$1,767.88$1,856.27$1,949.09$2,046.54
COLLECTIONS SUPERVISOR 3683MM$33.65$35.34$37.10$38.96$40.91$2,692.22$2,826.83$2,968.18$3,116.59$3,272.41
COMMUNITY SERV OFFICER 5141CVEA$19.10$20.06$21.06$22.11$23.22$1,528.03$1,604.44$1,684.66$1,768.89$1,857.34
CONSERVATION SPECIALIST I 6200CVEA$22.00$23.10$24.26$25.47$26.74$1,760.22$1,848.23$1,940.64$2,037.68$2,139.57
CONSERVATION SPECIALIST II 6202CVEA$24.20$25.41$26.68$28.02$29.42$1,936.25$2,033.05$2,134.72$2,241.45$2,353.52
CONSTRUCTION & REPAIR SUPVSR 6427CVEA$33.76$35.45$37.23$39.09$41.04 $2,701.14$2,836.20$2,978.01$3,126.91$3,283.26
COUNCIL ASSISTANT 2023UCHR$22.91$24.06$25.26$26.52$27.85$1,832.86$1,924.50$2,020.73$2,121.76$2,227.85
COUNCILPERSON 2003CL ‐‐‐‐$23.99 ‐‐‐‐$1,919.49
CRIME LABORATORY MANAGER 5101MM$43.58$45.76$48.04$50.45$52.97$3,486.24$3,660.56$3,843.59$4,035.77$4,237.55
CULTURAL ARTS PROGRAM MGR 4435PROF$36.52$38.35$40.27$42.28$44.39 $2,921.75$3,067.83$3,221.23$3,382.29$3,551.41
CUSTODIAL SUPERVISOR 6667CVEA$22.34$23.46$24.63$25.86$27.15$1,787.13$1,876.49$1,970.31$2,068.82$2,172.27
CUSTODIAN 6661CVEA$17.66$18.54$19.47$20.44$21.47$1,412.75$1,483.38$1,557.55$1,635.43$1,717.20
CUSTODIAN (HOURLY)6662UCHR$17.66$18.54$19.47$20.44$21.47$1,412.74$1,483.39$1,557.55$1,635.43$1,717.20
DELIVERY DRIVER 7191CVEA$16.19$17.00$17.85$18.74$19.68 $1,295.02$1,359.77$1,427.76$1,499.15$1,574.11
DELIVERY DRIVER (HOURLY)7192UCHR$16.19$17.00$17.85$18.74$19.68$1,295.02$1,359.77$1,427.76$1,499.15$1,574.10
DEP CITY MANAGER 2705EXEC$92.85 ‐‐‐$102.37$7,427.87 ‐‐‐$8,189.44
DEPUTY CITY ATTORNEY I 2410PRUC$40.33$42.34$44.46$46.68$49.02$3,226.12$3,387.42$3,556.79$3,734.63$3,921.36
DEPUTY CITY ATTORNEY II 2408PRUC$48.39$50.81$53.35$56.02$58.82$3,871.33$4,064.90$4,268.15$4,481.55$4,705.63
DEPUTY CITY ATTY III 2411SM$61.95$65.05$68.30$71.71$75.30$4,956.01$5,203.81$5,464.00$5,737.19$6,024.02
DEPUTY CITY CLERK I 2245PRUC$24.94$26.18$27.49$28.87$30.31$1,994.95$2,094.69$2,199.43$2,309.40$2,424.86
DEPUTY CITY CLERK II 2243PRUC$27.43$28.80$30.24$31.75$33.34$2,194.44$2,304.16$2,419.37$2,540.34$2,667.36
DEPUTY FIRE CHIEF 5505SM$64.08 ‐‐‐$77.89$5,126.47 ‐‐‐$6,231.27
DETENTION FACILITY MANAGER 5130MM$43.58$45.76$48.04$50.45$52.97$3,486.24$3,660.56$3,843.59$4,035.77$4,237.55
DEVELOPMENT SERVICES TECH I 4542CVEA$19.91$20.90$21.95$23.05$24.20$1,592.66$1,672.29$1,755.91$1,843.70$1,935.89
DEVELOPMENT SVCS DEPT DIR 4039EXEC$76.89 ‐‐$91.99$93.48$6,151.49 ‐‐$7,359.18$7,478.17
DEVELOPMENT SVCS TECH II 4541CVEA$21.90$22.99$24.14$25.35$26.62$1,751.93$1,839.52$1,931.50$2,028.07$2,129.48
DEVELOPMENT SVCS TECH III 4543CVEA$25.18$26.44$27.77$29.15$30.61$2,014.71$2,115.45$2,221.22$2,332.28$2,448.90
DEVLPMENT SVCS TECH II (HRLY)4544UCHR$21.90$22.99$24.14$25.35$26.62 $1,751.92$1,839.53$1,931.50$2,028.07$2,129.48
DEVLPMT SVCS COUNTER MGR 4547MM$42.04$44.14$46.35$48.66$51.10$3,363.03$3,531.18$3,707.74$3,893.13$4,087.79
DIR OF ECON DEVELOPMENT 2734EXEC$71.94 ‐‐‐$86.77$5,755.35 ‐‐‐$6,941.82
DIR OF ENG/CITY ENGINEER 6006EXEC$68.14 ‐‐‐$82.82$5,451.03 ‐‐‐$6,625.76
DIR OF FINANCE 3601EXEC$77.45 ‐$86.77 ‐$93.46$6,195.78 ‐$6,941.84 ‐$7,477.17
DIR OF HUMAN RESOURCES 3303EXEC$71.39 ‐‐‐$86.77$5,710.85 ‐‐‐$6,941.81
DIR OF INFO TECH SVCS 3001EXEC$71.39 ‐$78.70 ‐$86.77 $5,710.86 ‐$6,296.22 ‐$6,941.81
DIR OF LIBRARY 7002EXEC$71.94 ‐‐‐$86.77$5,755.35 ‐‐‐$6,941.82
DIR OF PUBLIC WORKS 6320EXEC$76.22 ‐$89.86 ‐$93.46$6,097.38 ‐$7,188.46 ‐$7,477.17
DIR OF RECREATION 7405EXEC$62.14$65.25$68.51$71.94$75.53$4,971.32$5,219.88$5,480.88$5,754.92$6,042.67
DIR OF REDEVLPMENT & HOUSING 4201EXEC$68.14 ‐‐‐$82.82$5,451.03 ‐‐‐$6,625.76
ELECTRICIAN 6438CVEA$25.53$26.81$28.15$29.56 $31.03$2,042.46$2,144.58$2,251.81$2,364.40$2,482.62
ELECTRONIC/EQUIP INSTALLER 6492CVEA$23.21$24.37$25.59$26.87$28.21$1,856.78$1,949.62$2,047.10$2,149.45$2,256.93
ELECTRONICS TECH SUPERVISOR 6472CVEA$32.30$33.91$35.61$37.39$39.26$2,583.76$2,712.95$2,848.60$2,991.03$3,140.58
ELECTRONICS TECHNICIAN 6475CVEA$28.08$29.49$30.96$32.51$34.14$2,246.75$2,359.09$2,477.04$2,600.89$2,730.94
EMERGENCY SRVCS COORD (HRLY)5565UCHR$35.60$37.38$39.25$41.21$43.27 $2,848.15$2,990.55$3,140.08$3,297.08$3,461.94
EMERGENCY SVCS COORDINATOR 5564PROF$36.31$38.13$40.04$42.04 $44.14$2,905.11$3,050.36$3,202.88$3,363.03$3,531.18
EMS NURSE COORDINATOR 5567PROF$45.93$48.23$50.64$53.17 $55.83$3,674.62$3,858.35$4,051.27$4,253.83$4,466.52
ENGINEERING TECH I 6081CVEA$24.23$25.44$26.71$28.05$29.45$1,938.37$2,035.30$2,137.06$2,243.92$2,356.11
ENGINEERING TECH II 6071CVEA$26.65$27.99$29.38$30.85$32.40$2,132.22$2,238.83$2,350.77$2,468.31$2,591.72
ENVIRON SUSTAINABILITY MGR 6207MM$45.66$47.94$50.34$52.85$55.50$3,652.54$3,835.17$4,026.92$4,228.27$4,439.68
ENVIRONMENTAL HLTH SPECIALIST 6129CVEA$32.04$33.65$35.33$37.09$38.95$2,563.51$2,691.69$2,826.27$2,967.59$3,115.97
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 45
Fiscal Year 2016‐2017 Compensation Schedule
Effective June 24, 2016
POSITION TITLEPCNBARGStep AStep BStep CStep DStep EStep AStep BStep CStep DStep E
Hourly RateBi‐Weekly Rate
ENVIRONMENTAL SERVICES MGR6205MM$45.66$47.94$50.34$52.85$55.50$3,652.54$3,835.17$4,026.92$4,228.27$4,439.68
EQUIPMENT MAINTENANCE MANAGER6505MM$35.97$37.77$39.65$41.64$43.72$2,877.39$3,021.26$3,172.32$3,330.93$3,497.48
EQUIPMENT MECHANIC 6542CVEA$24.09$25.30$26.56$27.89$29.28$1,927.36$2,023.73$2,124.91$2,231.16$2,342.72
EQUIPMENT OPERATOR 6361CVEA$25.64$26.92$28.27$29.68$31.17$2,051.31$2,153.88$2,261.57$2,374.65$2,493.38
EXECUTIVE SECRETARY 0187CONF$29.20$30.66$32.19$33.80$35.49$2,335.83$2,452.62$2,575.25$2,704.02$2,839.22
FA ACCOUNTING TECHNICIAN 5270CONF$24.70$25.94$27.23$28.59$30.02$1,976.09$2,074.89$2,178.64$2,287.57$2,401.95
FA ADMIN ANALYST I 5297CONF$27.13$28.49$29.91$31.41$32.98$2,170.45$2,278.96$2,392.92$2,512.56$2,638.20
FA ADMIN ANALYST II 5296CONF$29.84$31.34$32.90$34.55$36.28$2,387.50$2,506.88$2,632.21$2,763.82$2,902.02
FA ANALYST 5277CONF$20.73$21.77$22.86$24.00$25.20$1,658.60$1,741.53$1,828.60$1,920.03$2,016.03
FA DEPUTY DIRECTOR SD LECC 5465SM$45.99 ‐‐$53.24$55.90$3,679.08 ‐‐$4,258.99$4,471.95
FA DEPUTY EXECUTIVE DIRECTOR 5463SM$48.79 ‐‐‐$59.31$3,903.31 ‐‐‐$4,744.50
FA DIRECTOR OF SD LECC 5274SM$57.39 ‐‐‐$69.76$4,591.40 ‐‐‐$5,580.88
FA EXECUTIVE ASSISTANT 5286CONF$26.56$27.89$29.28$30.75$32.29$2,124.96$2,231.20$2,342.76$2,459.90$2,582.90
FA EXECUTIVE DIRECTOR 5461EXEC$57.39 ‐‐‐$69.76$4,591.40 ‐$5,062.02 ‐$5,580.88
FA FINANCIAL MANAGER 5493MMUC$44.53$46.76$49.09$51.55$54.12$3,562.30$3,740.41$3,927.43$4,123.80$4,329.99
FA GEOSPATIAL INTEL ANALYST 5439PRUC$38.65$40.58$42.61$44.74$46.98$3,091.77$3,246.38$3,408.70$3,579.13$3,758.09
FA GRAPHIC DESIGNER/WBMSTR 5289CONF$28.06$29.47$30.94$32.49$34.11$2,245.17$2,357.43$2,475.14$2,599.07$2,729.02
FA INFO SECURITY PROGRAM MGR 5453MMUC$45.08$47.34$49.70$52.19$54.80 $3,606.59$3,786.91$3,976.26$4,175.07$4,383.83
FA INTELLIGENCE ANALYST 5485CONF$28.06$29.47$30.94$32.49$34.11$2,245.17$2,357.43$2,475.13$2,599.07$2,729.02
FA IVDC‐LECC EXEC DIRECTOR 5491SM$50.02$52.52$55.14$57.90$60.79$4,001.25$4,201.30$4,411.37$4,631.93$4,863.53
FA LECC IT MANAGER 5440MMUC$41.22$43.29$45.45$47.72$50.11$3,297.90$3,462.80$3,635.95$3,817.74$4,008.63
FA MANAGEMENT ASSISTANT 5278CONF$25.30$26.56$27.89$29.28$30.75$2,023.77$2,124.96$2,231.21$2,342.77$2,459.91
FA MICROCOMPUTER SPECIALIST 5443PRUC$33.52$35.19$36.95$38.80$40.74$2,681.40$2,815.47$2,956.24$3,104.06$3,259.26
FA NTWRK ADMINISTRATOR I 5292PRUC$33.73$35.42$37.19$39.05$41.00$2,698.53$2,833.46$2,975.13$3,123.88$3,280.08
FA NTWRK ADMINISTRATOR II 5294PRUC$37.10$38.96$40.91$42.95$45.10$2,968.38 $3,116.80$3,272.64$3,436.28$3,608.09
FA PROGRAM ANALYST 5444PRUC$39.99$41.99$44.09$46.29$48.61$3,199.00$3,358.95$3,526.90$3,703.25$3,888.41
FA PROGRAM ASSISTANT 5451CONF$20.21$21.22$22.28$23.39$24.56$1,616.62$1,697.45$1,782.32$1,871.44$1,965.01
FA PROGRAM MANAGER 5445SM$45.99$48.29$50.70$53.24$55.90$3,679.08$3,863.04$4,056.18$4,258.99$4,471.95
FA PUBLIC PRIVATE PART & EXER PGM MGR5497MMUC$41.93$44.02$46.22$48.53$50.96 $3,354.09$3,521.80$3,697.89$3,882.78$4,076.92
FA RCFL NETWRK ENGINEER 5284CONF$32.57$34.20$35.91$37.70$39.59$2,605.45$2,735.72$2,872.51$3,016.14$3,166.94
FA SR FINANCIAL ANALYST 5495PRUC$31.34$32.90$34.55$36.28$38.09$2,506.87$2,632.22$2,763.83$2,902.02$3,047.13
FA SR INTELLIGENCE ANALYST 5483PRUC$33.00$34.65$36.38$38.20$40.11$2,640.02$2,772.00$2,910.61$3,056.14$3,208.94
FA SR SECRETARY 5477CONF$20.79$21.83$22.92$24.06$25.27$1,663.04$1,746.20$1,833.51$1,925.18$2,021.43
FA SUPV INTELLIGENCE ANALYST 5481PRUC$36.30$38.12$40.02$42.02$44.12$2,904.00$3,049.20$3,201.66$3,361.75$3,529.83
FACILITIES MANAGER 6425MM$40.97$43.01$45.17$47.42$49.79$3,277.30$3,441.16$3,613.23$3,793.89$3,983.58
FACILITY & SUPPLY SPECIALIST 5648CVEA$20.76$21.80$22.89$24.03$25.23$1,660.76$1,743.80$1,830.99$1,922.54$2,018.67
FACILITY & SUPPLY SPEC (HRLY)5646UCHR$20.76$21.80$22.89$24.03$25.23 $1,660.76$1,743.80$1,830.99$1,922.54$2,018.67
FIELD MAINTENANCE SPECIALIST 7471CVEA$18.87$19.82$20.81$21.85$22.94$1,509.79$1,585.28$1,664.54$1,747.77$1,835.16
FINANCE & PURCHASING MGR 3625SM$55.38 ‐‐‐$67.32$4,430.76 ‐‐‐$5,385.62
FIRE APPARATUS MECH 6521CVEA$28.90$30.34$31.86$33.45$35.12 $2,311.63$2,427.21$2,548.57$2,676.00$2,809.80
FIRE BATTALION CHIEF (112 HR)5511IAFF$34.55$36.27$38.09$39.99$41.99 $3,869.24$4,062.70$4,265.84$4,479.13$4,703.09
FIRE BATTALION CHIEF (80 HR)5513IAFF$48.37$50.78$53.32$55.99$58.79 $3,869.24$4,062.70$4,265.84$4,479.13$4,703.09
FIRE CAPTAIN (112 HR)5583IAFF$27.73$29.12$30.57$32.10$33.71 $3,105.91$3,261.21$3,424.26$3,595.47$3,775.25
FIRE CAPTAIN (80 HR)5581IAFF$38.82$40.77$42.80$44.94$47.19 $3,105.91$3,261.21$3,424.26$3,595.47$3,775.25
FIRE CAPTAIN (INTERIM)5580IAFF$27.73$29.12$30.57$32.10$33.71$3,105.91$3,261.21$3,424.25$3,595.48$3,775.25
FIRE CHIEF 5501EXEC$76.90 ‐$91.15 ‐$93.47$6,151.76 ‐$7,291.91 ‐$7,477.19
FIRE DIVISION CHIEF 5507MMUC$55.36$58.13$61.03$64.09$67.29 $4,428.80$4,650.24$4,882.75$5,126.89$5,383.24
FIRE ENG (112 HR)5603IAFF$23.64$24.83$26.07$27.37$28.74 $2,648.16$2,780.58$2,919.60$3,065.58$3,218.86
FIRE ENG (80 HR)5601IAFF$33.10$34.76$36.50$38.32$40.24 $2,648.16$2,780.58$2,919.60$3,065.58$3,218.86
FIRE ENGINEER (INTERIM)5602IAFF$23.64$24.83$26.07$27.37$28.74$2,648.16$2,780.58$2,919.61$3,065.58$3,218.86
FIRE INSP/INVEST I 5530IAFF$28.00$29.40$30.86$32.41$34.03$2,239.63$2,351.60$2,469.19$2,592.65$2,722.28
FIRE INSP/INVEST I (HRLY)5534UCHR$28.00$29.40$30.86$32.41$34.03 $2,239.63$2,351.60$2,469.19$2,592.65$2,722.28
FIRE INSP/INVEST II 5531IAFF$30.79$32.33$33.95$35.65$37.43$2,463.59$2,586.76$2,716.10$2,851.90$2,994.50
FIRE INSP/INVEST II HRLY 5532UCHR$30.79$32.33$33.95$35.65$37.43 $2,463.59$2,586.76$2,716.10$2,851.90$2,994.50
FIRE PREV ENG/INVEST 5528IAFF$37.14$39.00$40.95$43.00$45.15$2,971.37$3,119.95$3,275.94$3,439.74$3,611.73
FIRE PREVENTION AIDE 5535CVEA$13.70$14.38$15.10$15.85$16.65 $1,095.60$1,150.38$1,207.90$1,268.30$1,331.71
FIRE PREVENTION AIDE (HRLY)5533UCHR$13.70$14.38$15.10$15.85$16.65 $1,095.60$1,150.38$1,207.90$1,268.30$1,331.71
FIREFIGHTER (112 HR)5623IAFF$20.10$21.10$22.15$23.26$24.43 $2,250.66$2,363.19$2,481.35$2,605.42$2,735.69
FIREFIGHTER (80 HR)5621IAFF$28.13$29.54$31.02$32.57$34.20 $2,250.66$2,363.19$2,481.35$2,605.42$2,735.69
FIREFIGHTER/PARAMEDIC (112 HR)5613IAFF$23.11$24.26$25.48$26.75$28.09 $2,588.26$2,717.67$2,853.56$2,996.24$3,146.04
FIREFIGHTER/PARAMEDIC (80 HR)5611IAFF$32.35$33.97$35.67$37.45$39.33 $2,588.26$2,717.67$2,853.56$2,996.24$3,146.04
FISCAL & MANAGEMENT ANALYST 0216PRCF$41.30$43.36$45.53$47.81$50.20$3,303.72$3,468.90$3,642.35$3,824.46$4,015.69
FISCAL OFFICE SPEC (HOURLY)0170UCHR$18.04$18.94$19.89$20.88$21.93$1,443.13$1,515.29$1,591.05$1,670.61$1,754.14
FISCAL OFFICE SPECIALIST 0169CVEA$18.04$18.94$19.89$20.88$21.93$1,443.14$1,515.29$1,591.06$1,670.61$1,754.14
FLEET INVENTORY CONTROL SPEC 6513CVEA$23.87$25.07$26.32$27.64$29.02 $1,909.88$2,005.37$2,105.64$2,210.92$2,321.47
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 46
Fiscal Year 2016‐2017 Compensation Schedule
Effective June 24, 2016
POSITION TITLEPCNBARGStep AStep BStep CStep DStep EStep AStep BStep CStep DStep E
Hourly RateBi‐Weekly Rate
FLEET MANAGER6501MM$39.96$41.95$44.05$46.25$48.57$3,196.46$3,356.29$3,524.10$3,700.30$3,885.32
FORENSICS SPECIALIST 5114CVEA$28.61$30.04$31.54$33.12$34.77$2,288.60$2,403.03$2,523.17$2,649.34$2,781.81
GARDENER (SEASONAL)6629UCHR$17.66$18.54$19.47$20.44$21.47$1,412.74$1,483.39$1,557.55$1,635.43$1,717.20
GARDENER I 6627CVEA$17.66$18.54$19.47$20.44$21.47$1,412.75$1,483.38$1,557.55$1,635.43$1,717.20
GARDENER II 6623CVEA$19.43$20.40$21.42$22.49$23.61$1,554.03$1,631.73$1,713.31$1,798.98$1,888.93
GIS MANAGER 3079MM$40.96$43.01$45.16$47.41$49.78$3,276.62$3,440.46$3,612.48$3,793.10$3,982.76
GIS SPECIALIST 3081CVEA$28.81$30.25$31.76$33.35$35.02$2,304.68$2,419.91$2,540.91$2,667.95$2,801.35
GIS SPECIALIST (HOURLY)3092UCHR$28.81$30.25$31.76$33.35$35.02$2,304.68$2,419.92$2,540.91$2,667.95$2,801.35
GRAFFITI ABATEMENT COORDINATOR 6339CVEA$29.32$30.78$32.32$33.94 $35.64$2,345.44$2,462.72$2,585.85$2,715.14$2,850.90
GRAPHIC DESIGNER 2775CVEA$25.52$26.80$28.14$29.54$31.02$2,041.63$2,143.71$2,250.90$2,363.44$2,481.62
GYMNASTIC SPECIALIST 7543UCHR$15.10$15.86$16.65$17.48$18.36$1,208.09$1,268.50$1,331.92$1,398.52$1,468.44
HOUSING MANAGER 4093SM$51.43 ‐‐‐$62.03$4,114.69 ‐‐‐$4,962.28
HR ANALYST 3310PRCF$31.88$33.47$35.14$36.90$38.75$2,550.11$2,677.61$2,811.49$2,952.07$3,099.67
HR OPERATIONS MANAGER 3317SM$52.97 ‐‐‐$64.39$4,237.61 ‐‐‐$5,150.65
HR TECHNICIAN 3315CONF$22.92$24.07$25.27$26.54$27.86$1,833.92$1,925.61$2,021.90$2,122.99$2,229.14
HVAC TECHNICIAN 6430CVEA$25.53$26.81$28.15$29.56$31.03$2,042.46$2,144.58$2,251.81$2,364.40$2,482.62
INFO TECH MANAGER 5104SM$50.91 ‐‐‐$61.09$4,072.98 ‐‐‐$4,887.77
INFO TECH SUPPORT SPECIALIST3014PROF$33.52$35.19$36.95$38.80$40.74$2,681.40$2,815.47$2,956.24$3,104.06$3,259.26
INTERN, GRADUATE0269UCHR$13.33$14.00$14.70$15.43$16.20$1,066.42$1,119.74$1,175.73$1,234.51$1,296.24
INTERN, UNDERGRADUATE0267UCHR$12.12$12.72$13.36$14.03$14.73$969.47$1,017.95$1,068.84$1,122.29$1,178.40
IT SUPPORT SPECIALIST (HOURLY)3002UCHR$32.86$34.50$36.23$38.04$39.94$2,628.83$2,760.26$2,898.28$3,043.19$3,195.35
LANDSCAPE ARCHITECT4480PROF$36.52$38.35$40.27$42.28$44.39$2,921.75$3,067.84$3,221.23$3,382.30$3,551.41
LANDSCAPE INSPECTOR6291CVEA$27.86$29.26$30.72$32.26$33.87$2,229.14$2,340.60$2,457.63$2,580.51$2,709.54
LANDSCAPE PLANNER I4482CVEA$28.77$30.21$31.72$33.31$34.98$2,301.99$2,417.09$2,537.94$2,664.84$2,798.08
LANDSCAPE PLANNER II4483CVEA$31.65$33.24$34.90$36.64$38.47$2,532.19$2,658.80$2,791.74$2,931.32$3,077.89
LATENT PRINT EXAMINER5111CVEA$32.90$34.54$36.27$38.08$39.99$2,631.89$2,763.49$2,901.66$3,046.74$3,199.08
LATENT PRINT EXAMINER HRLY5112UCHR$32.90$34.54$36.27$38.08$39.99 $2,631.90$2,763.49$2,901.66$3,046.74$3,199.08
LAW OFFICE MANAGER2465MMUC$33.58$35.26$37.02$38.88$40.82$2,686.60$2,820.93$2,961.98$3,110.08$3,265.58
LEAD CUSTODIAN6663CVEA$19.43$20.40$21.42$22.49$23.61$1,554.03$1,631.73$1,713.31$1,798.98$1,888.93
LEGAL ASSISTANT0183CONF$24.37$25.59$26.87$28.21$29.62$1,949.55$2,047.03$2,149.38$2,256.85$2,369.70
LIBRARIAN I7075CVEA$23.14$24.30$25.51$26.79$28.13$1,851.10$1,943.66$2,040.84$2,142.88$2,250.02
LIBRARIAN I (HOURLY)7076UCHR$23.14$24.30$25.51$26.79$28.13$1,851.10$1,943.65$2,040.84$2,142.88$2,250.02
LIBRARIAN II7073CVEA$25.45$26.73$28.06$29.46$30.94$2,036.21$2,138.02$2,244.92$2,357.17$2,475.03
LIBRARIAN II (HOURLY)7074UCHR$25.45$26.73$28.06$29.46$30.94$2,036.22$2,138.02$2,244.93$2,357.17$2,475.03
LIBRARIAN III 7071CVEA$28.00$29.40$30.87$32.41$34.03$2,239.83$2,351.83$2,469.42$2,592.89$2,722.53
LIBRARY AIDE 7181UCHR$10.55$11.07$11.63$12.21$12.82$843.66$885.84$930.14$976.64$1,025.47
LIBRARY ASSISTANT 7157CVEA$16.64$17.48$18.35$19.27$20.23$1,331.46$1,398.04$1,467.93$1,541.34$1,618.40
LIBRARY ASSOCIATE 7091CVEA$21.04$22.09$23.19$24.35$25.57$1,682.82$1,766.96$1,855.31$1,948.07$2,045.48
LIBRARY ASSOCIATE (HOURLY)7092UCHR$21.04$22.09$23.19$24.35$25.57$1,682.82$1,766.96$1,855.31$1,948.08$2,045.47
LIBRARY DIGITAL SERVICES MGR 7025MM$39.70$41.69$43.77$45.96$48.26$3,176.36$3,335.18$3,501.93$3,677.03$3,860.88
LIBRARY OPERATIONS MANAGER 7029MM$45.68$47.96$50.36$52.88$55.53$3,654.45$3,837.17$4,029.03$4,230.49$4,442.01
LIBRARY TECHNICIAN 7121CVEA$19.14$20.10$21.10$22.16$23.26$1,531.19$1,607.75$1,688.14$1,772.55$1,861.17
LIBRARY TECHNICIAN (HOURLY)7122UCHR$19.14$20.10$21.10$22.16$23.26$1,531.19$1,607.75$1,688.14$1,772.55$1,861.17
LIBRARY VISITOR ASSISTANT 7185UCHR$13.25$13.92$14.61$15.34$16.11$1,060.32$1,113.34$1,169.01$1,227.46$1,288.83
LIFEGUARD I 7587UCHR$13.82$14.52$15.24$16.00$16.80$1,105.96$1,161.26$1,219.33$1,280.29$1,344.31
LIFEGUARD II 7585UCHR$15.21$15.97$16.77$17.60$18.48$1,216.59$1,277.42$1,341.29$1,408.36$1,478.77
LOCKSMITH 6443CVEA$24.31$25.53$26.81$28.15$29.55$1,945.19$2,042.45$2,144.58$2,251.80$2,364.39
MAINTENANCE WORKER I 6377CVEA$17.66$18.54$19.47$20.44$21.47$1,412.75$1,483.38$1,557.55$1,635.43$1,717.20
MAINTENANCE WORKER I (HRLY)6379UCHR$17.66$18.54$19.47$20.44$21.47 $1,412.74$1,483.39$1,557.55$1,635.43$1,717.20
MAINTENANCE WORKER II 6373CVEA$19.43$20.40$21.42$22.49$23.61$1,554.03 $1,631.73$1,713.31$1,798.98$1,888.93
MAINTENANCE WORKER II HRLY 6381UCHR$19.43$20.40$21.42$22.49$23.61 $1,554.02$1,631.73$1,713.31$1,798.98$1,888.93
MANAGEMENT ANALYST 0225CVEA$29.84$31.34$32.90$34.55$36.28$2,387.49$2,506.88$2,632.22$2,763.83$2,902.02
MARKTNG & COMMUNICATIONS MGR 2781SM$54.18 ‐$55.71 ‐$65.86$4,334.68 ‐$4,456.95 ‐$5,268.84
MAYOR 2001MY ‐‐‐‐$59.98 ‐‐‐‐$4,798.73
MECHANIC ASSISTANT 6550CVEA$19.40$20.37$21.39$22.46$23.58$1,552.27$1,629.88$1,711.37$1,796.94$1,886.79
MUSEUM ATTENDANT 7215UCHR$10.94$11.49$12.06$12.67$13.30$875.38$919.15$965.11$1,013.36$1,064.02
OFFICE SPECIALIST 0161CVEA$17.18$18.04$18.94$19.89$20.88$1,374.41$1,443.13$1,515.29$1,591.05$1,670.58
OFFICE SPECIALIST (HOURLY)0160UCHR$17.18$18.04$18.94$19.89$20.88$1,374.41$1,443.13$1,515.29$1,591.05$1,670.58
OFFICE SPECIALIST (MYR/@WILL)0162CVEA$17.18$18.04$18.94$19.89 $20.88$1,374.42$1,443.14$1,515.29$1,591.06$1,670.58
OFFICE SPECIALIST (MYR/AW/HR)0156UCHR$17.18$18.04$18.94$19.89 $20.88$1,374.42$1,443.13$1,515.29$1,591.05$1,670.58
OPEN SPACE INSPECTOR 6311CVEA$27.86$29.26$30.72$32.26$33.87$2,229.14$2,340.60$2,457.63$2,580.51$2,709.54
OPEN SPACE MANAGER 6302MM$38.73$40.67$42.70$44.83$47.08$3,098.35$3,253.26$3,415.92$3,586.72$3,766.05
OPS&TELECOM MGR 3025MM$40.96$43.01$45.16$47.41$49.78$3,276.62$3,440.45$3,612.47$3,793.10$3,982.75
PAINTER 6434CVEA$23.21$24.37$25.59$26.87$28.21$1,856.78$1,949.62$2,047.10$2,149.46$2,256.93
PARK RANGER 7434UCHR$13.25$13.91$14.61$15.34$16.10 $1,059.90$1,112.89$1,168.53$1,226.96$1,288.31
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 47
Fiscal Year 2016‐2017 Compensation Schedule
Effective June 24, 2016
POSITION TITLEPCNBARGStep AStep BStep CStep DStep EStep AStep BStep CStep DStep E
Hourly RateBi‐Weekly Rate
PARK RANGER SUPERVISOR7441CVEA$29.61$31.09$32.64$34.28$35.99$2,368.51$2,487.07$2,611.43$2,742.00$2,879.10
PARKING ENFORCEMENT OFFICER5154CVEA$17.36$18.23$19.14$20.10$21.11$1,389.13$1,458.58$1,531.51$1,608.08$1,688.49
PARKING METER TECH (HOURLY)3694UCHR$19.10$20.06$21.06$22.11$23.22$1,528.04$1,604.44$1,684.65$1,768.89$1,857.34
PARKING METER TECHNICIAN 3693CVEA$19.10$20.06$21.06$22.11$23.22$1,528.04$1,604.44$1,684.65$1,768.89$1,857.34
PARKS MANAGER 6604MM$38.73$40.67$42.70$44.84$47.08$3,098.55$3,253.48$3,416.15$3,586.96$3,766.31
PARKS OPERATIONS MANAGER 6610MM$45.42$47.69$50.08$52.58$55.21$3,633.86$3,815.54$4,006.32$4,206.64$4,416.97
PARKS SUPERVISOR 6605CVEA$29.61$31.09$32.64$34.28$35.99$2,368.64$2,487.07$2,611.43$2,742.00$2,879.10
PEACE OFFICER 5061POA$34.30$36.02$37.82$39.71$41.69$2,744.04$2,881.24$3,025.30$3,176.57$3,335.39
PERFORMANCE & ORG DEV MGR 2758SM$51.69 ‐‐‐$62.03$4,135.26 ‐‐‐$4,962.28
PLAN CHECK SUPERVISOR 4731MM$44.73$46.97$49.32$51.78$54.37$3,578.54$3,757.46$3,945.34$4,142.61$4,349.74
PLAN CHECK TECHNICIAN 4753CVEA$26.65$27.99$29.38$30.85$32.40$2,132.22$2,238.83$2,350.77$2,468.31$2,591.73
PLANNING MANAGER 4727SM$53.84 ‐‐‐$64.95$4,307.47 ‐‐‐$5,196.46
PLANNING TECHNICIAN 4527CVEA$21.90$22.99$24.14$25.35$26.62$1,751.93$1,839.52$1,931.50$2,028.07$2,129.48
PLUMBER 6432CVEA$25.53$26.81$28.15$29.55$31.03$2,042.45$2,144.58$2,251.80$2,364.39$2,482.61
POLICE ADMIN SVCS ADMINISTRATOR 5025SM$52.66 ‐‐‐$64.01 $4,212.83 ‐‐‐$5,120.54
POLICE AGENT 5051POA$37.77$39.66$41.64$43.72$45.91 $3,021.63$3,172.71$3,331.35$3,497.91$3,672.81
POLICE CADET 5427UCHR$11.22$11.78$12.37$12.98 $13.63$897.24$942.10$989.20$1,038.66$1,090.60
POLICE CAPTAIN 5022SM$69.81 ‐‐‐$84.86$5,584.99 ‐‐‐$6,788.31
POLICE COMM REL SPECIALIST 5258CVEA$22.42$23.54$24.72$25.96$27.25$1,793.74$1,883.44$1,977.61$2,076.49$2,180.31
POLICE COMM SYSTEMS MANAGER 5185MM$40.96$43.01$45.16$47.42$49.79$3,277.00$3,440.85$3,612.89$3,793.53$3,983.21
POLICE DISPATCHER 5181CVEA$25.78$27.07$28.43$29.85$31.34$2,062.69$2,165.83$2,274.12$2,387.83$2,507.22
POLICE DISPATCHER (HOURLY)5180UCHR$25.78$27.07$28.43$29.85$31.34$2,062.70$2,165.83$2,274.12$2,387.83$2,507.22
POLICE DISPATCHER SUPERVISOR 5183CVEA$29.65$31.13$32.69$34.33$36.04$2,372.10$2,490.70$2,615.24$2,746.00$2,883.30
POLICE DISPATCHER TRAINEE 5179CVEA$23.44$24.61$25.84$27.13$28.49$1,875.17$1,968.93$2,067.38$2,170.75$2,279.29
POLICE LIEUTENANT 5031POA$52.14$54.75$57.49$60.36$63.38$4,171.25$4,379.81$4,598.80$4,828.74$5,070.18
POLICE REC & SUPPORT SUPV 5203CVEA$22.72$23.86$25.05$26.30$27.62 $1,817.66$1,908.54$2,003.96$2,104.17$2,209.38
POLICE RECORDS SPEC (HOURLY)0166UCHR$17.18$18.04$18.94$19.89$20.88$1,374.41$1,443.13$1,515.29$1,591.05$1,670.61
POLICE RECORDS SPECIALIST 0165CVEA$17.18$18.04$18.94$19.89$20.88$1,374.41$1,443.13$1,515.29$1,591.05$1,670.61
POLICE RECRUIT 5071CVEA$25.29$26.55 ‐‐‐$2,023.01$2,124.16 ‐‐‐
POLICE SERGEANT 5041POA$43.45$45.62$47.90$50.30$52.81$3,475.78$3,649.57$3,832.04$4,023.65$4,224.83
POLICE SERVICES OFF (HOURLY)5133UCHR$23.11$24.27$25.48$26.75$28.09$1,848.92$1,941.37$2,038.43$2,140.35$2,247.38
POLICE SERVICES OFFICER 5131CVEA$23.11$24.27$25.48$26.75$28.09$1,848.92$1,941.37$2,038.43$2,140.35$2,247.37
POLICE SERVICES TECHNICIAN 5415CVEA$22.05$23.15$24.31$25.52$26.80$1,763.94$1,852.14$1,944.75$2,041.98$2,144.08
POLICE SUPPORT SERVICES MGR 5205MM$39.65$41.63$43.71$45.90$48.19$3,171.79$3,330.38$3,496.90$3,671.75$3,855.33
POLICE SVCS OFFICER SUPERVISOR 5132CVEA$26.58$27.92$29.30$30.77$32.31$2,126.26$2,233.63$2,344.19$2,461.40$2,584.47
POLICE SVCS TECH (HOURLY)5416UCHR$22.05$23.15$24.31$25.52$26.80$1,763.94$1,852.14$1,944.74$2,041.99$2,144.08
POLICE TECH SPECIALIST (HRLY)5108UCHR$34.86$36.60$38.43$40.35$42.37 $2,788.66$2,928.09$3,074.49$3,228.22$3,389.63
POLICE TECHNOLOGY SPECIALIST 5107CVEA$34.86$36.60$38.43$40.35$42.37$2,788.66$2,928.09$3,074.49$3,228.22$3,389.63
POLICY AIDE 2013PRUC$25.71$26.99$28.34$29.76$31.25 $2,056.76$2,159.59$2,267.57$2,380.95$2,500.00
PRINCIPAL CIVIL ENGINEER 6021MM$49.10$51.56$54.13$56.84$59.68$3,928.12$4,124.54$4,330.76$4,547.29$4,774.66
PRINCIPAL ECONOMIC DEV SPEC 2724PROF$45.66$47.94$50.34$52.85$55.50 $3,652.54$3,835.16$4,026.92$4,228.27$4,439.68
PRINCIPAL HR ANALYST 3305MMCF$42.34$44.46$46.68$49.01$51.46$3,387.19$3,556.55$3,734.39$3,921.10$4,117.16
PRINCIPAL LANDSCAPE ARCHITECT 4486MM$43.58$45.76$48.04$50.45$52.97$3,486.24$3,660.56$3,843.59$4,035.76$4,237.55
PRINCIPAL LIBRARIAN 7051MM$39.70$41.69$43.77$45.96$48.26$3,176.36$3,335.18$3,501.93$3,677.03$3,860.88
PRINCIPAL MANAGEMENT ANALYST 0208PROF$37.91$39.80$41.79$43.88$46.07$3,032.46$3,184.09$3,343.29$3,510.46$3,685.99
PRINCIPAL MGMT ANALYST (CONF)0214PRCF$37.91$39.80$41.79$43.88$46.07$3,032.46$3,184.09$3,343.29$3,510.46$3,685.99
PRINCIPAL PLANNER 4431MM$45.66$47.94$50.34$52.85$55.50$3,652.54$3,835.16$4,026.92$4,228.27$4,439.68
PRINCIPAL PROJECT COORDINATOR 4212PROF$45.66$47.94$50.34$52.85 $55.50$3,652.54$3,835.16$4,026.92$4,228.27$4,439.68
PRINCIPAL RECREATION MANAGER 7410MM$38.73$40.67$42.70$44.84$47.08$3,098.54$3,253.46$3,416.13$3,586.94$3,766.29
PROCUREMENT SPECIALIST 3721CVEA$27.09$28.45$29.87$31.36$32.93$2,167.37$2,275.74$2,389.53$2,509.00$2,634.45
PROGRAMMER ANALYST 3090PROF$33.18$34.84$36.58$38.41$40.33$2,654.59$2,787.32$2,926.68$3,073.02$3,226.67
PROJECT COORDINATOR I 4217CVEA$28.77$30.21$31.72$33.31$34.98$2,301.99$2,417.08$2,537.95$2,664.83$2,798.08
PROJECT COORDINATOR I (HRLY)4218UCHR$28.78$30.21$31.72$33.31$34.98 $2,302.00$2,417.08$2,537.94$2,664.83$2,798.08
PROJECT COORDINATOR II 4215CVEA$31.65$33.23$34.90$36.64$38.47$2,532.19$2,658.79$2,791.73$2,931.32$3,077.89
PROJECT COORDINATOR II (HRLY)4216UCHR$31.65$33.23$34.90$36.64$38.47 $2,532.19$2,658.79$2,791.73$2,931.32$3,077.89
PROPERTY & EVIDENCE SPECIALIST 5127CVEA$19.10$20.06$21.06$22.11$23.22$1,528.04$1,604.44$1,684.66$1,768.89$1,857.34
PUB WORKS SPECIALIST 6712CVEA$22.21$23.32$24.49$25.71$27.00$1,776.85$1,865.69$1,958.97$2,056.92$2,159.77
PUBLIC INFORMATION SPECIALIST 2782CONF$27.27$28.64$30.07$31.57$33.15$2,181.81$2,290.90$2,405.45$2,525.71$2,652.00
PUBLIC SAFETY ANALYST 5254CVEA$29.84$31.34$32.90$34.55$36.28$2,387.50$2,506.88$2,632.22$2,763.83$2,902.02
PUBLIC SAFETY ANALYST (HRLY)5256UCHR$29.84$31.34$32.90$34.55$36.28 $2,387.50$2,506.87$2,632.22$2,763.84$2,902.03
PUBLIC WORKS INSP I 6123CVEA$27.86$29.26$30.72$32.26$33.87$2,229.14$2,340.60$2,457.63$2,580.51$2,709.54
PUBLIC WORKS INSP II 6121CVEA$30.65$32.18$33.79$35.48$37.26$2,452.05$2,574.66$2,703.39$2,838.56$2,980.49
PUBLIC WORKS MANAGER 6336MM$38.73$40.67$42.70$44.83$47.08$3,098.35$3,253.26$3,415.92$3,586.72$3,766.05
PUBLIC WORKS SUPERVISOR 6337CVEA$29.61$31.09$32.64$34.28$35.99$2,368.64$2,487.07$2,611.43$2,742.00$2,879.10
PUMP MAINT TECHNICIAN 6396CVEA$25.29$26.56$27.89$29.28$30.75$2,023.55$2,124.72$2,230.96$2,342.51$2,459.63
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 48
Fiscal Year 2016‐2017 Compensation Schedule
Effective June 24, 2016
POSITION TITLEPCNBARGStep AStep BStep CStep DStep EStep AStep BStep CStep DStep E
Hourly RateBi‐Weekly Rate
PUMP MAINTENANCE SUPERVISOR6392CVEA$29.64$31.12$32.68$34.31$36.03$2,371.39$2,489.96$2,614.46$2,745.18$2,882.44
PURCHASING AGENT3711SM$47.32 ‐‐‐$57.51$3,785.24 ‐‐‐$4,600.98
RANGE MASTER5417CVEA$21.01$22.06$23.16$24.32$25.54$1,680.84$1,764.88$1,853.13$1,945.78$2,043.07
RANGE MASTER (HOURLY)5418UCHR$20.60$21.63$22.71$23.85$25.04$1,647.88$1,730.27$1,816.79$1,907.63$2,003.01
RCFL NETWORK ENGINEER 5450UCHR$31.93$33.53$35.20$36.96$38.81$2,554.37$2,682.08$2,816.19$2,956.99$3,104.84
REAL PROPERTY MANAGER 6037MMUC$42.51$44.64$46.87$49.21$51.68$3,401.09$3,571.14$3,749.70$3,937.18$4,134.04
REC AIDE 7605UCHR$10.00$10.50$11.03$11.58$12.16$800.32$840.34$882.36$926.48$972.80
REC SPECIALIST 7601UCHR$15.80$16.59$17.42$18.30$19.21$1,264.33$1,327.55$1,393.92$1,463.62$1,536.80
REC SUPERVISOR I (HOURLY)7426UCHR$22.31$23.42$24.59$25.82$27.11$1,784.41$1,873.64$1,967.32$2,065.68$2,168.96
RECORDS MANAGER 2211MM$31.57$33.15$34.81$36.55$38.38$2,525.79$2,652.09$2,784.69$2,923.92$3,070.12
RECORDS SPECIALIST 2217CVEA$18.90$19.84$20.84$21.88$22.97$1,511.86$1,587.46$1,666.83$1,750.17$1,837.67
RECREATION LEADER I 7609UCHR$11.45$12.02$12.63$13.26$13.92$916.16$961.97$1,010.07$1,060.57$1,113.60
RECREATION LEADER II 7607UCHR$13.17$13.83$14.52$15.25$16.01$1,053.72$1,106.40$1,161.72$1,219.81$1,280.80
RECREATION SUPERVISOR I 7425CVEA$22.31$23.42$24.59$25.82$27.11$1,784.41$1,873.63$1,967.31$2,065.68$2,168.96
RECREATION SUPERVISOR II 7423CVEA$24.54$25.76$27.05$28.40$29.82$1,962.85$2,061.00$2,164.05$2,272.25$2,385.86
RECREATION SUPERVISOR III 7422CVEA$28.22$29.63$31.11$32.66$34.30$2,257.28$2,370.15$2,488.66$2,613.09$2,743.75
RECYCLING SPECIALIST I 2742CVEA$22.00$23.10$24.26$25.47$26.74$1,760.22$1,848.23$1,940.64$2,037.68$2,139.56
RECYCLING SPECIALIST II 2744CVEA$24.20$25.41$26.68$28.02$29.42$1,936.25$2,033.05$2,134.72$2,241.45$2,353.52
REDEVELOPMENT MANAGER 4045SM$48.68 ‐‐‐$59.17$3,894.07 ‐‐‐$4,733.27
REGISTERED VET TECH (HOURLY)5312UCHR$21.01$22.06$23.16$24.32$25.54$1,680.83$1,764.88$1,853.12$1,945.78$2,043.07
REGISTERED VETERINARY TECH 5307CVEA$21.01$22.06$23.16$24.32$25.54 $1,680.84$1,764.88$1,853.13$1,945.78$2,043.07
RESERVE OFFICER 5081UCHR$14.24$14.95$15.69 ‐‐$1,139.42$1,195.85$1,255.53 ‐‐
RETIRED ANNUITANT ‐ HOMELESS OUTREACH9901UCHR$37.77$39.66$41.64$43.72$45.91$3,021.63$3,172.71$3,331.35$3,497.91$3,672.81
RISK MANAGEMENT SPECIALIST 3367PRCF$31.87$33.47$35.14$36.90$38.74$2,549.99$2,677.49$2,811.37$2,951.94$3,099.53
RISK MANAGER 3361SM$49.28 ‐‐‐$59.90$3,942.28 ‐‐‐$4,791.92
SCHOOL CROSSING GUARD 5143UCHR$10.05$10.55$11.08$11.64$12.22$804.19$844.39$886.62$930.94$977.49
SEASONAL ASSISTANT 0231UCHR$9.55$10.03$10.53 $11.06$11.61$764.21$802.42$842.54$884.67$928.90
SECRETARY 0171CVEA$18.90$19.84$20.84$21.88$22.97$1,511.86$1,587.45$1,666.82$1,750.16$1,837.67
SECRETARY (HOURLY)0152UCHR$18.90$19.84$20.84$21.88$22.97$1,511.85$1,587.45$1,666.83$1,750.17$1,837.68
SIGNAL SYSTEMS ENGINEER I 6169CVEA$32.03$33.64$35.32$37.08$38.94$2,562.73$2,690.87$2,825.41$2,966.69$3,115.02
SIGNAL SYSTEMS ENGINEER II 6170CVEA$35.24$37.00$38.85$40.79$42.83$2,819.01 $2,959.95$3,107.96$3,263.35$3,426.52
SIGNING&STRIPING SUPERVISOR 6355CVEA$29.61$31.09$32.64$34.28$35.99$2,368.64$2,487.07$2,611.43$2,742.00$2,879.10
SPECIAL EVENTS COORDINATOR 2799PRUC$36.43$38.25$40.16$42.17 $44.28$2,914.38$3,060.09$3,213.09$3,373.75$3,542.44
SPECIAL PLANNING PROJ MGR 4101SM$44.62 ‐‐‐$54.24$3,569.73 ‐‐‐$4,339.04
SR ACCOUNTANT 3630MMCF$38.83$40.77$42.81$44.95$47.20$3,106.35$3,261.66$3,424.76$3,595.99$3,775.79
SR ACCOUNTING ASST 3651CVEA$22.46$23.58$24.76$26.00$27.29 $1,796.45$1,886.27$1,980.58$2,079.61$2,183.59
SR ADMINISTRATIVE SECRETARY 0145CONF$26.54$27.87$29.26$30.73$32.26$2,123.49$2,229.66$2,341.15$2,458.20$2,581.11
SR ADMINISTRATIVE SECRETARY 0185CVEA$26.54$27.87$29.26$30.73$32.26$2,123.49$2,229.66$2,341.15$2,458.20$2,581.11
SR ANIMAL CARE SPECIALIST 5345CVEA$20.14$21.14$22.20$23.31$24.47$1,610.80$1,691.35$1,775.91$1,864.70$1,957.93
SR APPL SUPPORT SPEC (HRLY)3099UCHR$36.87$38.71$40.65$42.68$44.81 $2,949.54$3,097.02$3,251.87$3,414.47$3,585.19
SR APPLICATIONS SUPPORT SPEC 3089PROF$36.87$38.71$40.65$42.68$44.81 $2,949.54$3,097.02$3,251.87$3,414.47$3,585.19
SR ASST CITY ATTORNEY 2403EXEC$74.32 ‐‐‐$90.34$5,945.98 ‐‐‐$7,227.37
SR BUILDING INSPECTOR 4781CVEA$35.25$37.01$38.86$40.80$42.84$2,819.86$2,960.85$3,108.89$3,264.34$3,427.55
SR BUSINESS LICENSE REP 4507CVEA$22.46$23.58$24.76$26.00$27.29 $1,796.45$1,886.27$1,980.58$2,079.61$2,183.59
SR CIVIL ENGINEER 6019WCE$44.21$46.42$48.75$51.18$53.74$3,537.13$3,713.99$3,899.69$4,094.68$4,299.40
SR CODE ENF OFF (HOURLY)4764UCHR$33.68$35.36$37.13$38.99$40.94$2,694.28$2,829.01$2,970.45$3,118.98$3,274.93
SR CODE ENFORCEMENT OFF 4763CVEA$33.68$35.36$37.13$38.99$40.94 $2,694.29$2,829.00$2,970.45$3,118.97$3,274.92
SR CONSERVATION SPECIALIST 6204CVEA$27.83$29.23$30.69$32.22$33.83$2,226.69$2,338.03$2,454.93$2,577.68$2,706.56
SR COUNCIL ASST 2027CONF$20.72$21.76$22.84$23.99$25.18 $1,657.56$1,740.44$1,827.46$1,918.83$2,014.78
SR COUNCIL ASST 2025UCHR$25.45$26.73$28.06$29.47$30.94 $2,036.31$2,138.13$2,245.03$2,357.28$2,475.15
SR DEPUTY CITY CLERK 2208PRUC$31.55$33.12$34.78$36.52$38.34 $2,523.60$2,649.79$2,782.27$2,921.38$3,067.45
SR ECONOMIC DEV SPEC 2725PROF $36.52$38.35$40.27$42.28$44.39$2,921.76$3,067.84$3,221.24$3,382.29$3,551.41
SR ELECTRICIAN 6442CVEA$29.36$30.83$32.37$33.99 $35.69$2,348.83$2,466.27$2,589.58$2,719.06$2,855.01
SR ELECTRONICS TECHNICIAN 6471CVEA$32.30$33.91$35.61$37.39$39.26$2,583.76$2,712.96$2,848.59$2,991.03$3,140.58
SR ENGINEERING TECHNICIAN 6059CVEA$30.65$32.18$33.79$35.48$37.26$2,452.05$2,574.65$2,703.38$2,838.55$2,980.49
SR EQUIPMENT MECHANIC 6512CVEA$27.71$29.09$30.55$32.07$33.68$2,216.46$2,327.29$2,443.65$2,565.84$2,694.13
SR FIRE INSP/INVEST 5529IAFF$35.77$37.56$39.44$41.41 $43.48$2,861.73$3,004.83$3,155.06$3,312.82$3,478.47
SR FISCAL OFF SPEC (HRLY)0176UCHR$19.84$20.84$21.88$22.97$24.12 $1,587.45$1,666.82$1,750.16$1,837.67$1,929.55
SR FISCAL OFFICE SPECIALIST 0141CONF$19.84$20.84$21.88$22.97$24.12$1,587.45$1,666.82$1,750.16$1,837.67$1,929.55
SR FISCAL OFFICE SPECIALIST 0175CVEA$19.84$20.84$21.88$22.97$24.12$1,587.45$1,666.82$1,750.16$1,837.67$1,929.55
SR GARDENER 6621CVEA$23.31$24.48$25.70$26.98$28.33$1,864.84$1,958.08$2,055.98$2,158.78$2,266.72
SR GIS SPECIALIST 3080CVEA$31.69$33.27$34.94$36.68$38.52$2,535.15$2,661.90$2,795.00$2,934.75$3,081.49
SR GRAPHIC DESIGNER 2764PROF$33.01$34.66$36.39$38.21$40.12$2,640.70$2,772.74$2,911.37$3,056.94$3,209.78
SR HR ANALYST 3308PRCF$36.66$38.49$40.42$42.44$44.56$2,932.62$3,079.25$3,233.22$3,394.88$3,564.62
SR HUMAN RESOURCES TECHNICIAN 3316CONF$26.37$27.68$29.07$30.52$32.05$2,109.23$2,214.70$2,325.43$2,441.71$2,563.79
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 49
Fiscal Year 2016‐2017 Compensation Schedule
Effective June 24, 2016
POSITION TITLEPCNBARGStep AStep BStep CStep DStep EStep AStep BStep CStep DStep E
Hourly RateBi‐Weekly Rate
SR HVAC TECHNICIAN6441CVEA$29.36$30.83$32.37$33.99$35.69$2,348.83$2,466.27$2,589.58$2,719.06$2,855.01
SR INFO TECH SUPPORT SPEC 3012PROF$36.87$38.71$40.65$42.68$44.81 $2,949.54$3,097.02$3,251.87$3,414.47$3,585.19
SR LAND SURVEYOR 6285WCE$44.21$46.42$48.75$51.18$53.74$3,537.13$3,713.99$3,899.69$4,094.67$4,299.40
SR LANDSCAPE INSPECTOR 6295CVEA$32.04$33.65$35.33$37.09$38.95$2,563.51$2,691.69$2,826.28$2,967.59$3,115.96
SR LATENT PRINT EXAMINER 5110CVEA$34.54$36.27$38.08$39.99$41.99$2,763.48$2,901.66$3,046.74$3,199.08$3,359.03
SR LEGAL ASSISTANT 2463CONF$26.81$28.15$29.55$31.03$32.58$2,144.51$2,251.74$2,364.32$2,482.54$2,606.67
SR LIBRARIAN 7053MM$30.96$32.51$34.13$35.84$37.63$2,476.74$2,600.58$2,730.61$2,867.14$3,010.50
SR LIFEGUARD 7589UCHR$16.72$17.55$18.43$19.35$20.32$1,337.40$1,404.27$1,474.48$1,548.21$1,625.62
SR MAINTENANCE WORKER 6371CVEA$23.31$24.48$25.70$26.98$28.33 $1,864.84$1,958.08$2,055.98$2,158.78$2,266.72
SR MANAGEMENT ANALYST 0206PROF$34.46$36.18$37.99$39.89$41.89$2,756.78$2,894.61$3,039.35$3,191.32$3,350.88
SR OFFICE SPECIALIST 0173CVEA$18.90$19.84$20.84$21.88$22.97$1,511.86$1,587.45$1,666.82$1,750.16$1,837.67
SR OFFICE SPECIALIST (HOURLY)0174UCHR$18.90$19.84$20.84$21.88$22.97$1,511.85$1,587.45$1,666.83$1,750.17$1,837.68
SR OPEN SPACE INSPECTOR 6309CVEA$32.04$33.65$35.33$37.09$38.95$2,563.51$2,691.69$2,826.27$2,967.59$3,115.97
SR PARK RANGER 7439CVEA$23.31$24.48$25.70$26.98$28.33 $1,864.84$1,958.08$2,055.99$2,158.78$2,266.72
SR PLAN CHECK ENGINEER 4746WCE$42.29$44.41$46.63$48.96$51.41$3,383.35$3,552.51$3,730.14$3,916.65$4,112.48
SR PLAN CHECK TECHNICIAN 4751CVEA$30.65$32.18$33.79$35.48$37.26$2,452.06$2,574.66$2,703.40$2,838.56$2,980.49
SR PLANNER 4432PROF$36.52$38.35$40.27$42.28$44.39$2,921.75$3,067.84$3,221.23$3,382.30$3,551.41
SR PLANNING TECHNICIAN 4529CVEA$25.18$26.44$27.77$29.15$30.61$2,014.71$2,115.45$2,221.22$2,332.28$2,448.90
SR POLICE RECORDS SPECIALIST 0135CVEA$19.76$20.75$21.78$22.87$24.02$1,580.58$1,659.61$1,742.59$1,829.72$1,921.21
SR POLICE TECHNOLOGY SPEC 5109PROF$40.09$42.09$44.20$46.41$48.73 $3,206.96$3,367.31$3,535.68$3,712.46$3,898.08
SR PROCUREMENT SPECIALIST 3728PROF$29.96$31.46$33.03$34.68$36.41$2,396.61$2,516.45$2,642.27$2,774.38$2,913.10
SR PROGRAMMER ANALYST 3091PROF$37.94$39.84$41.83$43.92$46.12$3,035.40$3,187.17$3,346.53$3,513.86$3,689.55
SR PROJECT COORDINATOR 4214PROF$36.52$38.35$40.27$42.28 $44.39$2,921.76$3,067.84$3,221.24$3,382.29$3,551.41
SR PROP & EVIDENCE SPECIALIST 5125CVEA$21.97$23.06$24.22$25.43$26.70$1,757.25$1,845.11$1,937.36$2,034.23$2,135.94
SR PUBLIC SAFETY ANALYST 5260PROF$33.00$34.65$36.38$38.20$40.11$2,640.02$2,772.03$2,910.63$3,056.16$3,208.97
SR PUBLIC WORKS INSP 6101CVEA$35.25$37.01$38.86$40.80$42.84 $2,819.86$2,960.85$3,108.90$3,264.34$3,427.56
SR PUBLIC WORKS SPECIALIST6702CVEA$26.65$27.99$29.38$30.85$32.40$2,132.22$2,238.83$2,350.77$2,468.31$2,591.72
SR RECORDS SPECIALIST2215CVEA$21.73$22.82$23.96$25.16$26.42$1,738.63$1,825.57$1,916.84$2,012.69$2,113.32
SR RECREATION MGR7421MM$31.82$33.41$35.08$36.84$38.68$2,545.67$2,672.95$2,806.60$2,946.93$3,094.28
SR RECYCLING SPECIALIST2746CVEA$27.83$29.23$30.69$32.22$33.83$2,226.69$2,338.03$2,454.93$2,577.68$2,706.56
SR RISK MANAGEMENT SPECIALIST3365PRCF$36.66$38.49$40.42$42.44$44.56$2,932.62$3,079.25$3,233.22$3,394.88$3,564.62
SR SECRETARY0139CONF$20.79$21.83$22.92$24.06$25.27$1,663.04$1,746.19$1,833.50$1,925.18$2,021.44
SR SECRETARY0177CVEA$20.79$21.83$22.92$24.06$25.27$1,663.04$1,746.19$1,833.50$1,925.18$2,021.44
SR SECRETARY (HOURLY)0178UCHR$20.79$21.83$22.92$24.06$25.27$1,663.04$1,746.19$1,833.51$1,925.18$2,021.43
SR TREE TRIMMER 6573CVEA$25.64$26.92$28.27$29.68$31.17$2,051.31$2,153.88$2,261.57$2,374.65$2,493.38
SR WEBMASTER 2779PROF$33.13$34.79$36.53$38.35$40.27$2,650.38$2,782.90$2,922.03$3,068.14$3,221.55
STOREKEEPER 3734CVEA$19.43$20.40 $21.42$22.49$23.61$1,554.03$1,631.73$1,713.31$1,798.98$1,888.93
STOREKEEPER SUPERVISOR 3732CVEA$23.31$24.48$25.70$26.98$28.33$1,864.84$1,958.08$2,055.98$2,158.78$2,266.72
STORMWTR COMPLNCE INSP I 6127CVEA$25.33$26.60$27.93$29.32$30.79$2,026.49$2,127.82$2,234.20$2,345.91$2,463.21
STORMWTR COMPLNCE INSP II 6125CVEA$27.86$29.26$30.72$32.26$33.87$2,229.15$2,340.60$2,457.63$2,580.51$2,709.54
SURVEY TECHNICIAN I 6151CVEA$24.23$25.44$26.71$28.05$29.45$1,938.37$2,035.30$2,137.06$2,243.92$2,356.11
SURVEY TECHNICIAN II 6141CVEA$26.65$27.99$29.38$30.85$32.40$2,132.22$2,238.83$2,350.77$2,468.31$2,591.72
SYSTEMS/DATABASE ADMINISTRATR 3015PROF$36.87$38.71$40.65$42.68 $44.81$2,949.30$3,096.77$3,251.60$3,414.19$3,584.89
TELECOMMUNICATIONS SPECIALIST 3027CVEA$22.42$23.55$24.72$25.96$27.26$1,793.91$1,883.60$1,977.78$2,076.67$2,180.51
TINY TOT AIDE 7503UCHR$13.17$13.83$14.52$15.25$16.01 $1,053.72$1,106.40$1,161.72$1,219.81$1,280.80
TINY TOT SPECIALIST 7505UCHR$15.80$16.59$17.42$18.30$19.21$1,264.33$1,327.55$1,393.92$1,463.62$1,536.80
TRAFFIC CONTROL ASSISTANT 5155UCHR ‐‐‐‐$15.69 ‐‐‐‐$1,255.20
TRAFFIC DEVICES TECH 6177CVEA$28.08$29.49$30.96$32.51$34.14 $2,246.75$2,359.09$2,477.04$2,600.89$2,730.94
TRAFFIC DEVICES TECH SUPV 6175CVEA$32.30$33.91$35.61$37.39$39.26 $2,583.76$2,712.95$2,848.60$2,991.03$3,140.58
TRAFFIC ENGINEER 6024PROF$38.12$40.02$42.02$44.12$46.33$3,049.25$3,201.71$3,361.80$3,529.89$3,706.38
TRAFFIC OFFICER (HOURLY)5293UCHR$14.24$14.95$15.69 ‐‐$1,139.42$1,195.84$1,255.53 ‐‐
TRAINING PROGRAM SPEC (HRLY)5250UCHR$22.42$23.54$24.72$25.96$27.25 $1,793.74$1,883.44$1,977.61$2,076.49$2,180.31
TRAINING PROGRAMS SPECIALIST 5262CVEA$22.42$23.54$24.72$25.96$27.25$1,793.74$1,883.44$1,977.61$2,076.49$2,180.31
TRANS ENGINEER W/ CERT 6031WCE$44.21$46.42$48.75$51.18$53.74$3,537.13$3,713.99$3,899.69$4,094.67$4,299.40
TRANS ENGINEER W/O CERT 6033WCE$42.11$44.21$46.42$48.75$51.18$3,368.69$3,537.13$3,713.98$3,899.68$4,094.67
TRANSIT MANAGER 6218MMUC$45.69$47.97$50.37$52.89$55.54$3,655.16$3,837.92$4,029.82$4,231.31$4,442.87
TREE TRIMMER 6575CVEA$21.37$22.44$23.56$24.74$25.97$1,709.43$1,794.90$1,884.64$1,978.88$2,077.82
TREE TRIMMER SUPERVISOR 6572CVEA$29.49$30.96$32.51$34.14$35.84$2,359.02$2,476.97$2,600.81$2,730.86$2,867.40
VETERINARIAN 5321PROF$37.42$39.29$41.26$43.32 $45.48$2,993.57$3,143.25$3,300.41$3,465.43$3,638.71
VETERINARIAN (HOURLY)5308UCHR$45.85$48.15$50.56$53.09$55.74$3,667.78$3,852.02$4,044.62$4,246.85$4,459.19
VETERINARIAN (PERMITTED)5331PROF$52.69$55.32$58.09$60.99$64.04$4,214.95$4,425.70$4,646.98$4,879.33$5,123.30
VETERINARIAN‐PERMITTED 5322UCHR$64.84$68.08$71.48$75.06$78.81$5,186.99$5,446.34$5,718.66$6,004.59$6,304.82
VETERINARY ASSISTANT 5325CVEA$17.51$18.38$19.30$20.27$21.28$1,400.70$1,470.74$1,544.28$1,621.49$1,702.56
VETERINARY ASSISTANT (HOURLY)5323UCHR$17.51$18.38$19.30$20.27$21.28$1,400.70$1,470.74$1,544.27$1,621.49$1,702.57
VOLUNTEER COORD (DEPT)7131CVEA$19.14$20.10$21.10$22.16$23.26 $1,531.19$1,607.75$1,688.14$1,772.55$1,861.17
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 50
Fiscal Year 2016‐2017 Compensation Schedule
Effective June 24, 2016
POSITION TITLEPCNBARGStep AStep BStep CStep DStep EStep AStep BStep CStep DStep E
Hourly RateBi‐Weekly Rate
VOLUNTEER COORD (DEPT)(HOURLY)7132UCHR$19.14$20.10$21.10$22.16 $23.26$1,531.19$1,607.75$1,688.14$1,772.55$1,861.17
WASTEWATER/STRMWTER OPS MGR6332MM$44.54$46.77$49.10$51.56$54.14$3,563.09$3,741.25$3,928.31$4,124.72$4,330.96
WEBMASTER2777CVEA$28.81$30.25$31.76$33.35$35.02$2,304.68$2,419.91$2,540.91$2,667.95$2,801.35
WEBMASTER (HOURLY)2790UCHR$28.81$30.25$31.76$33.35$35.02$2,304.68$2,419.92$2,540.91$2,667.95$2,801.35
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 51
Fiscal Year 2016‐2017 Compensation Schedule
Effective July 8, 2016
POSITION TITLE PCNBARGStep A Step BStep CStep DStep EStep A Step BStep CStep DStep E
ACCOUNTANT 3633CONF$32.56$34.19$35.90 $37.69$39.58$2,604.92$2,735.16 $2,871.92$3,015.52$3,166.29
ACCOUNTING ASSISTANT 3641CVEA$19.92$20.91$21.96$23.06$24.21$1,593.37 $1,673.03$1,756.69$1,844.52$1,936.75
ACCOUNTING ASSISTANT (HRLY)3640UCHR$19.92$20.91$21.96$23.06$24.21$1,593.37 $1,673.03$1,756.69$1,844.52$1,936.75
ACCOUNTING TECH (HOURLY)3676UCHR$25.20 $26.45$27.78$29.17$30.62$2,015.61$2,116.39$2,222.21$2,333.32$2,449.99
ACCOUNTING TECHNICIAN 3643CONF$25.20 $26.45$27.78$29.17$30.62$2,015.61$2,116.39$2,222.21$2,333.32$2,449.99
ACCOUNTING TECHNICIAN 3675CVEA$25.20 $26.45$27.78$29.17$30.62$2,015.60 $2,116.38 $2,222.20 $2,333.31$2,449.98
ACCOUNTS PAYABLE SUPERVISOR 3645CVEA$28.97$30.42$31.94 $33.54 $35.22$2,317.95$2,433.85$2,555.54 $2,683.32$2,817.48
ADMIN SECRETARY (MAYOR,ATWILL)0154CONF$24.61$25.84 $27.14 $28.49$29.92$1,969.05$2,067.50 $2,170.87 $2,279.42$2,393.39
ADMIN SERVICES MANAGER 0215SM$44.59 ‐‐‐$54.20 $3,567.48 ‐‐‐$4,336.30
ADMINISTRATIVE SECRETARY 0149CONF$24.61$25.84 $27.14 $28.49$29.92$1,969.05$2,067.50 $2,170.87 $2,279.42$2,393.39
ADMINISTRATIVE SECRETARY 0179CVEA$24.61$25.84 $27.14 $28.49$29.92$1,969.05$2,067.50 $2,170.87 $2,279.42$2,393.39
ADMINISTRATIVE TECH (HOURLY)0127UCHR$24.61$25.84 $27.14 $28.49$29.92$1,969.05$2,067.50 $2,170.87 $2,279.42$2,393.39
ADMINISTRATIVE TECHNICIAN 0147CONF$24.61$25.84 $27.14 $28.49$29.92$1,969.05$2,067.50 $2,170.87 $2,279.42$2,393.39
ADMINISTRATIVE TECHNICIAN 0181CVEA$24.61$25.84 $27.14 $28.49$29.92$1,969.05$2,067.50 $2,170.87 $2,279.42$2,393.39
ANIMAL ADOPTION COUNSELOR 5310CVEA$21.30 $22.36$23.48$24.66$25.89$1,703.86 $1,789.05$1,878.50 $1,972.43$2,071.05
ANIMAL CARE AIDE (HRLY)5316UCHR$11.32$11.91$12.55$13.20 $13.90 $905.56 $953.01$1,003.78 $1,056.21$1,111.98
ANIMAL CARE FAC ADMINISTRATOR 5327SM$51.96$54.56$57.28$60.15$63.16$4,156.65$4,364.48 $4,582.71$4,811.84 $5,052.44
ANIMAL CARE SPECIALIST 5343CVEA$17.86$18.75$19.69$20.67$21.71$1,428.71$1,500.15$1,575.16 $1,653.92$1,736.61
ANIMAL CARE SPECIALIST (HRLY)5344UCHR$17.86$18.75$19.69$20.67$21.71$1,428.72$1,500.16 $1,575.17 $1,653.93$1,736.62
ANIMAL CARE SUPERVISOR 5319CVEA$24.80 $26.04 $27.34 $28.71$30.14 $1,983.93$2,083.13$2,187.29$2,296.65$2,411.48
ANIMAL CONTROL OFFICER 5303CVEA$21.43$22.50 $23.63$24.81$26.05$1,714.46 $1,800.18 $1,890.19$1,984.70 $2,083.93
ANIMAL CONTROL OFFICER (HRLY)5305UCHR$21.43$22.50 $23.63$24.81$26.05$1,714.46 $1,800.18 $1,890.19$1,984.70 $2,083.93
ANIMAL CTRL OFFCR SUPERVISOR 5304CVEA$24.65$25.88$27.17$28.53$29.96$1,971.62$2,070.20 $2,173.71$2,282.40 $2,396.52
ANIMAL SERVICES SPECIALIST 5309CVEA$19.48$20.46$21.48$22.55$23.68$1,558.60 $1,636.53$1,718.36 $1,804.27 $1,894.49
APPLICATIONS SUPP SPEC HRLY 3078UCHR$33.18$34.84 $36.58$38.41$40.33$2,654.59$2,787.32$2,926.68 $3,073.02$3,226.67
APPLICATIONS SUPP SPECIALIST 3088PROF$33.18$34.84 $36.58$38.41$40.33$2,654.59$2,787.32$2,926.68 $3,073.02$3,226.67
APPLICATIONS SUPPORT MANAGER 3083MM$41.37$43.44 $45.61$47.89$50.28$3,309.38 $3,474.85$3,648.59$3,831.02$4,022.57
AQUARIST 7741CVEA$22.18$23.29$24.46$25.68$26.96$1,774.71$1,863.44 $1,956.61$2,054.45$2,157.17
AQUATIC SUPERVISOR I 7579CVEA$22.75$23.89$25.08$26.34 $27.65$1,820.11$1,911.11$2,006.67 $2,107.00 $2,212.35
AQUATIC SUPERVISOR II 7577CVEA$25.03$26.28$27.59$28.97$30.42$2,002.11$2,102.22$2,207.33$2,317.69$2,433.58
AQUATIC SUPERVISOR III 7575CVEA$28.78$30.22$31.73$33.32$34.98$2,302.44 $2,417.56 $2,538.44 $2,665.36 $2,798.63
ASSISTANT CITY CLERK 2210SM$39.18$41.13$43.19$45.35$47.62$3,134.05$3,290.75$3,455.28 $3,628.04 $3,809.54
ASSISTANT DIR OF DEV SERVICES 4040SM$65.71 ‐‐‐$79.87$5,256.51 ‐‐‐$6,389.32
ASSOC ACCOUNTANT 3635CONF$35.82$37.61$39.49$41.46$43.54 $2,865.40 $3,008.67 $3,159.10 $3,317.06 $3,482.91
ASSOC ENGINEER 6017WCE$39.22$41.18$43.24 $45.40 $47.67$3,137.28 $3,294.14 $3,458.85$3,631.79$3,813.38
ASSOC LAND SURVEYOR 6287WCE$39.22$41.18$43.24 $45.40 $47.67$3,137.28 $3,294.14 $3,458.85$3,631.79$3,813.38
ASSOC PLAN CHECK ENGINEER 4747WCE$39.22$41.18$43.24 $45.40 $47.67$3,137.28 $3,294.14 $3,458.85$3,631.79$3,813.38
ASSOC PLANNER 4437CVEA$32.29$33.90 $35.59$37.37$39.24 $2,582.83$2,711.97 $2,847.57 $2,989.95$3,139.45
ASSOC PLANNER (HOURLY)4438UCHR$32.29$33.90 $35.59$37.37$39.24 $2,582.83$2,711.97 $2,847.57 $2,989.95$3,139.45
ASST CHIEF OF POLICE 5011SM$64.46 ‐‐‐$78.35$5,156.43 ‐‐‐$6,267.66
ASST CITY ATTORNEY 2405SM$68.82$72.26$75.87$79.62$83.65$5,505.54 $5,780.82$6,069.86 $6,369.97 $6,692.02
ASST CITY MANAGER/ADMIN 2707EXEC$89.04 ‐‐‐$107.56 $7,123.21 ‐‐‐$8,604.47
ASST DIR HUMAN RESOURCES 3304SM$59.95 ‐‐‐$71.94 $4,795.77 ‐‐‐$5,754.93
ASST DIR OF FINANCE 3604SM$59.59 ‐‐‐$71.94 $4,766.81 ‐‐‐$5,754.93
ASST DIR OF PUBLIC WORKS 6322SM$63.08 ‐‐$74.47$76.15$5,046.27 ‐‐$5,957.44 $6,092.31
ASST DIR OF RECREATION 7401SM$49.22 ‐‐‐$59.83$3,937.68 ‐‐‐$4,786.27
ASST DIRECTOR OF ENGINEERING 6008SM$63.08 ‐‐‐$76.15$5,046.27 ‐‐‐$6,092.31
ASST ENGINEER 6015WCE$34.10 $35.81$37.60 $39.48$41.45$2,728.07 $2,864.48 $3,007.70 $3,158.09$3,315.99
ASST LAND SURVEYOR 6289WCE$34.10 $35.81$37.60 $39.48$41.45$2,728.07 $2,864.48 $3,007.70 $3,158.09$3,315.99
ASST PLAN CHECK ENGINEER 4749WCE$34.10 $35.81$37.60 $39.48$41.45$2,728.06 $2,864.47 $3,007.69$3,158.08 $3,315.98
ASST PLANNER 4439CVEA$29.35$30.82$32.36$33.98$35.68$2,348.04 $2,465.44 $2,588.71$2,718.14 $2,854.05
AUTOMATED FINGERPRINT TECH 5123CVEA$19.48$20.46$21.48$22.55$23.68$1,558.60 $1,636.53$1,718.36 $1,804.27 $1,894.49
BENEFITS MANAGER 3404MMCF$43.95$46.15$48.45$50.87$53.42$3,515.81$3,691.60 $3,876.19$4,069.99$4,273.49
BLDG PROJECT MANAGER 6412PROF$39.26$41.23$43.29$45.45$47.72$3,140.95$3,298.00 $3,462.90 $3,636.05$3,817.85
BUDGET & ANALYSIS MANAGER 2222SM$50.74 ‐‐‐$61.67$4,059.09 ‐‐‐$4,933.85
BUILDING INSPECTION MGR 4769MM$41.35$43.41$45.58$47.86$50.26$3,307.69$3,473.08 $3,646.73$3,829.07 $4,020.52
BUILDING INSPECTOR I 4771CVEA$28.42$29.84 $31.33$32.90 $34.55$2,273.71$2,387.40 $2,506.77 $2,632.11$2,763.71
BUILDING INSPECTOR II 4773CVEA$31.26$32.83$34.47$36.19$38.00 $2,501.10 $2,626.15$2,757.46 $2,895.33$3,040.10
BUILDING INSPECTOR II HRLY 4774UCHR$31.26$32.83$34.47$36.19$38.00 $2,501.10 $2,626.15$2,757.46 $2,895.33$3,040.10
BUILDING INSPECTOR III 4775CVEA$34.39$36.11$37.91$39.81$41.80 $2,751.20 $2,888.76 $3,033.20 $3,184.86 $3,344.10
BUILDING OFFICIAL/CODE ENF MGR 4780SM$62.58 ‐‐‐$76.06$5,006.19 ‐‐‐$6,085.07
BUSINESS LICENSE REP 4505CVEA$19.92$20.91$21.96$23.06$24.21$1,593.37 $1,673.03$1,756.69$1,844.52$1,936.75
CARPENTER6444CVEA$24.80 $26.04 $27.34 $28.71$30.15$1,984.09$2,083.30 $2,187.46 $2,296.84 $2,411.68
All position titles designated as Executive (“EXEC”) or Senior Management (“SM”) have salary bands with a minimum (“Step A”) and maximum (“Step E”) salary; salary
appointments and subsequent adjustments within the approved salary range may be made by the position’s appointing authority.
Hourly Rate Bi‐Weekly Rate
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 52
Fiscal Year 2016‐2017 Compensation Schedule
Effective July 8, 2016
POSITION TITLE PCNBARGStep A Step BStep CStep DStep EStep A Step BStep CStep DStep E
Hourly Rate Bi‐Weekly Rate
CHIEF OF POLICE 5001EXEC$84.22 ‐‐$100.24 $102.37$6,737.47 ‐‐$8,019.53$8,189.44
CHIEF OF STAFF 2011MMUC$34.29$36.01$37.81$39.70 $41.68$2,743.40 $2,880.57 $3,024.59$3,175.82$3,334.61
CHIEF SUSTAINABILITY OFFICER 2729SM$59.59 ‐‐$70.34 $71.94 $4,766.81 ‐‐$5,627.51$5,754.93
CITY ATTORNEY (ELECTED)2400CATY ‐‐‐‐$90.89 ‐‐‐‐$7,270.81
CITY CLERK 2201CCLK ‐‐‐‐$71.46 ‐‐‐‐$5,716.62
CITY ENGINEER 6010SM$60.01 ‐‐‐$72.94 $4,800.83 ‐‐‐$5,835.44
CITY MANAGER 2710CMGR ‐‐‐‐$118.69 ‐‐‐‐$9,495.45
CIVIL BCKGRND INVEST (HOURLY)5430UCHR$23.57$24.75$25.99$27.29$28.65$1,885.90 $1,980.20 $2,079.21$2,183.17 $2,292.33
CIVILIAN BACKGROUND INVEST 5429CVEA$23.57$24.75$25.99$27.29$28.65$1,885.90 $1,980.19$2,079.20 $2,183.16 $2,292.32
CIVILIAN POLICE INVESTIGATOR 5431UCHR$25.79$27.08$28.43$29.85$31.35$2,063.15$2,166.32$2,274.63$2,388.36 $2,507.78
CLERICAL AIDE 0241UCHR$10.55$11.07$11.63$12.21$12.82$843.66 $885.84 $930.14 $976.64 $1,025.47
CODE ENF OFFICER I 4777CVEA$24.69$25.92$27.22$28.58$30.01$1,974.97 $2,073.72$2,177.41$2,286.28 $2,400.59
CODE ENF OFFICER I (HOURLY)4776UCHR$24.69$25.92$27.22$28.58$30.01$1,974.98 $2,073.73$2,177.42$2,286.29$2,400.60
CODE ENF OFFICER II 4779CVEA$27.16$28.51$29.94 $31.44 $33.01$2,172.47 $2,281.09$2,395.15$2,514.90 $2,640.65
CODE ENF OFFICER II (HOURLY)4778UCHR$27.16$28.51$29.94 $31.44 $33.01$2,172.48 $2,281.10 $2,395.15$2,514.91$2,640.66
CODE ENFORCEMENT TECHNICIAN 4789CVEA$21.47$22.54 $23.67$24.85$26.09$1,717.37 $1,803.24 $1,893.40 $1,988.07 $2,087.47
COLLECTIONS SUPERVISOR 3683MM$34.33$36.04 $37.84 $39.74 $41.72$2,746.06 $2,883.37 $3,027.54 $3,178.91$3,337.86
COMMUNITY SERV OFFICER 5141CVEA$19.48$20.46$21.48$22.55$23.68$1,558.60 $1,636.53$1,718.36 $1,804.27 $1,894.49
CONSERVATION SPECIALIST I 6200CVEA$22.44 $23.57$24.74 $25.98$27.28$1,795.43$1,885.21$1,979.47 $2,078.44 $2,182.36
CONSERVATION SPECIALIST II 6202CVEA$24.69$25.92$27.22$28.58$30.01$1,974.97 $2,073.72$2,177.41$2,286.28 $2,400.59
CONSTRUCTION & REPAIR SUPVSR 6427CVEA$34.44 $36.16$37.97$39.87$41.86$2,755.17 $2,892.93$3,037.57 $3,189.45$3,348.93
COUNCIL ASSISTANT 2023UCHR$22.91$24.06$25.26$26.52$27.85$1,832.86 $1,924.50 $2,020.73$2,121.76 $2,227.85
COUNCILPERSON2003CL ‐‐‐‐$23.99 ‐‐‐‐$1,919.49
CRIME LABORATORY MANAGER 5101MM$44.45$46.67$49.01$51.46$54.03$3,555.97 $3,733.77 $3,920.45$4,116.48 $4,322.30
CULTURAL ARTS PROGRAM MGR 4435PROF$37.25$39.11$41.07$43.12$45.28$2,980.19$3,129.20 $3,285.66 $3,449.94 $3,622.44
CUSTODIAL SUPERVISOR 6667CVEA$22.79$23.93$25.12$26.38$27.70 $1,822.87 $1,914.02$2,009.72$2,110.21$2,215.72
CUSTODIAN6661CVEA$18.01$18.91$19.86$20.85$21.89$1,441.00 $1,513.05$1,588.70 $1,668.14 $1,751.54
CUSTODIAN (HOURLY)6662UCHR$18.01$18.91$19.86$20.85$21.89$1,441.00 $1,513.05$1,588.70 $1,668.14 $1,751.54
DELIVERY DRIVER 7191CVEA$16.51$17.34 $18.20 $19.11$20.07$1,320.92$1,386.97 $1,456.32$1,529.14 $1,605.59
DELIVERY DRIVER (HOURLY)7192UCHR$16.19$17.00 $17.85$18.74 $19.68$1,295.02$1,359.77 $1,427.76 $1,499.15$1,574.10
DEP CITY MANAGER 2705EXEC$92.85 ‐‐‐$102.37$7,427.87 ‐‐‐$8,189.44
DEPUTY CITY ATTORNEY I 2410PRUC$41.13$43.19$45.35$47.62$50.00 $3,290.63$3,455.17 $3,627.92$3,809.32$3,999.79
DEPUTY CITY ATTORNEY II 2408PRUC$49.36$51.83$54.42$57.14 $60.00 $3,948.76 $4,146.20 $4,353.51$4,571.18 $4,799.74
DEPUTY CITY ATTY III 2411SM$61.95$65.05$68.30 $71.71$75.30 $4,956.01$5,203.81$5,464.00 $5,737.19$6,024.02
DEPUTY CITY CLERK I 2245PRUC$25.44 $26.71$28.04 $29.44 $30.92$2,034.84 $2,136.58 $2,243.41$2,355.58 $2,473.36
DEPUTY CITY CLERK II 2243PRUC$27.98$29.38$30.85$32.39$34.01$2,238.33$2,350.25$2,467.76 $2,591.15$2,720.71
DEPUTY FIRE CHIEF 5505SM$64.08 ‐‐‐$77.89$5,126.47 ‐‐‐$6,231.27
DETENTION FACILITY MANAGER 5130MM$44.45$46.67$49.01$51.46$54.03$3,555.97 $3,733.77 $3,920.45$4,116.48 $4,322.30
DEVELOPMENT SERVICES TECH I 4542CVEA$20.31$21.32$22.39$23.51$24.68$1,624.51$1,705.74 $1,791.03$1,880.58 $1,974.61
DEVELOPMENT SVCS DEPT DIR 4039EXEC$76.89 ‐‐$91.99$93.48$6,151.49 ‐‐$7,359.18 $7,478.17
DEVELOPMENT SVCS TECH II 4541CVEA$22.34 $23.45$24.63$25.86$27.15$1,786.97 $1,876.32$1,970.13$2,068.64 $2,172.07
DEVELOPMENT SVCS TECH III 4543CVEA$25.69$26.97$28.32$29.74 $31.22$2,055.01$2,157.76 $2,265.65$2,378.93$2,497.88
DEVLPMENT SVCS TECH II (HRLY)4544UCHR$22.34 $23.45$24.63$25.86$27.15$1,786.97 $1,876.32$1,970.13$2,068.64 $2,172.07
DEVLPMT SVCS COUNTER MGR 4547MM$42.88$45.02$47.27$49.64 $52.12$3,430.30 $3,601.81$3,781.90 $3,971.00 $4,169.55
DIR OF ECON DEVELOPMENT 2734EXEC$71.94 ‐‐‐$86.77$5,755.35 ‐‐‐$6,941.82
DIR OF ENG/CITY ENGINEER 6006EXEC$68.14 ‐‐‐$82.82$5,451.03 ‐‐‐$6,625.76
DIR OF FINANCE 3601EXEC$77.45 ‐$86.77 ‐$93.46$6,195.78 ‐$6,941.84 ‐$7,477.17
DIR OF HUMAN RESOURCES 3303EXEC$71.39 ‐‐‐$86.77$5,710.85 ‐‐‐$6,941.81
DIR OF INFO TECH SVCS 3001EXEC$71.39 ‐$78.70 ‐$86.77$5,710.86 ‐$6,296.22 ‐$6,941.81
DIR OF LIBRARY 7002EXEC$71.94 ‐‐‐$86.77$5,755.35 ‐‐‐$6,941.82
DIR OF PUBLIC WORKS 6320EXEC$76.22 ‐$89.86 ‐$93.46$6,097.38 ‐$7,188.46 ‐$7,477.17
DIR OF RECREATION 7405EXEC$62.14 $65.25$68.51$71.94 $75.53$4,971.32$5,219.88 $5,480.88 $5,754.92$6,042.67
DIR OF REDEVLPMENT & HOUSING 4201EXEC$68.14 ‐‐‐$82.82$5,451.03 ‐‐‐$6,625.76
ELECTRICIAN 6438CVEA$26.04 $27.34 $28.71$30.15$31.65$2,083.31$2,187.47 $2,296.85$2,411.69$2,532.27
ELECTRONIC/EQUIP INSTALLER 6492CVEA$23.67$24.86$26.10 $27.41$28.78$1,893.92$1,988.61$2,088.04 $2,192.45$2,302.07
ELECTRONICS TECH SUPERVISOR 6472CVEA$32.94 $34.59$36.32$38.14 $40.04 $2,635.44 $2,767.21$2,905.57 $3,050.85$3,203.39
ELECTRONICS TECHNICIAN 6475CVEA$28.65$30.08$31.58$33.16$34.82$2,291.69$2,406.27 $2,526.58 $2,652.91$2,785.56
EMERGENCY SRVCS COORD (HRLY)5565UCHR$36.31$38.13$40.04 $42.04 $44.14 $2,905.11$3,050.37 $3,202.88 $3,363.03$3,531.18
EMERGENCY SVCS COORDINATOR 5564PROF$37.04 $38.89$40.84 $42.88$45.02$2,963.21$3,111.37 $3,266.94 $3,430.29$3,601.80
EMS NURSE COORDINATOR 5567PROF$46.85$49.19$51.65$54.24 $56.95$3,748.11$3,935.51$4,132.29$4,338.91$4,555.85
ENGINEERING TECH I 6081CVEA$24.71$25.95$27.25$28.61$30.04 $1,977.15$2,076.00 $2,179.80 $2,288.79$2,403.23
ENGINEERING TECH II 6071CVEA$27.19$28.55$29.97$31.47$33.04 $2,174.86 $2,283.60 $2,397.78 $2,517.67 $2,643.55
ENVIRON SUSTAINABILITY MGR 6207MM$46.57$48.90 $51.34 $53.91$56.61$3,725.59$3,911.87 $4,107.46 $4,312.83$4,528.47
ENVIRONMENTAL HLTH SPECIALIST 6129CVEA$32.68$34.32$36.04 $37.84 $39.73$2,614.79$2,745.53$2,882.80 $3,026.94 $3,178.29
ENVIRONMENTAL SERVICES MGR 6205MM$46.57$48.90 $51.34 $53.91$56.61$3,725.59$3,911.87 $4,107.46 $4,312.83$4,528.47
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 53
Fiscal Year 2016‐2017 Compensation Schedule
Effective July 8, 2016
POSITION TITLE PCNBARGStep A Step BStep CStep DStep EStep A Step BStep CStep DStep E
Hourly Rate Bi‐Weekly Rate
EQUIPMENT MAINTENANCE MANAGER 6505MM$36.69$38.52$40.45$42.47$44.59$2,934.93$3,081.68 $3,235.76 $3,397.55$3,567.43
EQUIPMENT MECHANIC 6542CVEA$24.57$25.80 $27.09$28.45$29.87$1,965.91$2,064.20 $2,167.41$2,275.79$2,389.57
EQUIPMENT OPERATOR 6361CVEA$26.15$27.46$28.84 $30.28$31.79$2,092.34 $2,196.95$2,306.80 $2,422.14 $2,543.25
EXECUTIVE SECRETARY 0187CONF$29.78$31.27$32.83$34.48$36.20 $2,382.55$2,501.68 $2,626.76 $2,758.10 $2,896.00
FA ACCOUNTING TECHNICIAN 5270CONF$25.20 $26.45$27.78$29.17$30.62$2,015.61$2,116.39$2,222.21$2,333.32$2,449.99
FA ADMIN ANALYST I 5297CONF$27.67$29.06$30.51$32.04 $33.64 $2,213.86 $2,324.56 $2,440.78 $2,562.82$2,690.96
FA ADMIN ANALYST II 5296CONF$30.44 $31.96$33.56$35.24 $37.00 $2,435.25$2,557.01$2,684.86 $2,819.11$2,960.06
FA ANALYST 5277CONF$21.15$22.20 $23.31$24.48$25.70 $1,691.76 $1,776.35$1,865.17 $1,958.43$2,056.35
FA DEPUTY DIRECTOR SD LECC 5465SM$45.99 ‐‐$53.24 $55.90 $3,679.08 ‐‐$4,258.99$4,471.95
FA DEPUTY EXECUTIVE DIRECTOR 5463SM$48.79 ‐‐‐$59.31$3,903.31 ‐‐‐$4,744.50
FA DIRECTOR OF SD LECC 5274SM$58.54 ‐‐‐$71.16$4,591.40 ‐‐‐$5,580.88
FA EXECUTIVE ASSISTANT 5286CONF$27.09$28.45$29.87$31.36$32.93$2,167.46 $2,275.83$2,389.62$2,509.10 $2,634.56
FA EXECUTIVE DIRECTOR 5461EXEC$57.39 ‐‐‐$69.76$4,591.40 ‐$5,062.02 ‐$5,580.88
FA FINANCIAL MANAGER 5493MMUC$45.42$47.69$50.07$52.58$55.21$3,633.54 $3,815.22$4,005.98 $4,206.28 $4,416.59
FA GEOSPATIAL INTEL ANALYST 5439PRUC$39.42$41.39$43.46$45.63$47.92$3,153.63$3,311.31$3,476.87 $3,650.72$3,833.25
FA GRAPHIC DESIGNER/WBMSTR 5289CONF$28.63$30.06$31.56$33.14 $34.80 $2,290.07 $2,404.58 $2,524.81$2,651.05$2,783.60
FA INFO SECURITY PROGRAM MGR 5453MMUC$45.98$48.28$50.70 $53.23$55.89$3,678.72$3,862.66 $4,055.79$4,258.58 $4,471.51
FA INTELLIGENCE ANALYST 5485CONF$28.63$30.06$31.56$33.14 $34.80 $2,290.07 $2,404.58 $2,524.81$2,651.05$2,783.60
FA IVDC‐LECC EXEC DIRECTOR 5491SM$50.02$52.52$55.14 $57.90 $60.79$4,001.25$4,201.30 $4,411.37 $4,631.93$4,863.53
FA LECC IT MANAGER 5440MMUC$42.05$44.15$46.36$48.68$51.11$3,363.87 $3,532.06 $3,708.66 $3,894.10 $4,088.80
FA MANAGEMENT ASSISTANT 5278CONF$25.80 $27.09$28.45$29.87$31.36$2,064.25$2,167.46 $2,275.84 $2,389.63$2,509.11
FA MICROCOMPUTER SPECIALIST 5443PRUC$34.19$35.90 $37.69$39.58$41.56$2,735.03$2,871.78 $3,015.37 $3,166.14 $3,324.45
FA NTWRK ADMINISTRATOR I 5292PRUC$34.41$36.13$37.93$39.83$41.82$2,752.50 $2,890.13$3,034.63$3,186.36 $3,345.68
FA NTWRK ADMINISTRATOR II 5294PRUC$37.85$39.74 $41.73$43.81$46.00 $3,027.75$3,179.14 $3,338.10 $3,505.00 $3,680.25
FA PROGRAM ANALYST 5444PRUC$40.79$42.83$44.97$47.22$49.58$3,262.98 $3,426.13$3,597.44 $3,777.31$3,966.18
FA PROGRAM ASSISTANT 5451CONF$20.61$21.64 $22.72$23.86$25.05$1,648.95$1,731.40 $1,817.97 $1,908.87 $2,004.31
FA PROGRAM MANAGER 5445SM$45.99$48.29$50.70 $53.24 $55.90 $3,679.08 $3,863.04 $4,056.18 $4,258.99$4,471.95
FA PUBLIC PRIVATE PART & EXER PGM MGR 5497MMUC$42.76$44.90 $47.15$49.51$51.98$3,421.17 $3,592.23$3,771.84 $3,960.44 $4,158.46
FA RCFL NETWRK ENGINEER 5284CONF$33.22$34.88$36.62$38.46$40.38$2,657.56 $2,790.44 $2,929.96 $3,076.46 $3,230.28
FA SR FINANCIAL ANALYST 5495PRUC$31.96$33.56$35.24 $37.00 $38.85$2,557.02$2,684.87 $2,819.11$2,960.07 $3,108.07
FA SR INTELLIGENCE ANALYST 5483PRUC$33.66$35.34 $37.11$38.97$40.91$2,692.80 $2,827.44 $2,968.82$3,117.26 $3,273.12
FA SR SECRETARY 5477CONF$21.20 $22.26$23.38$24.55$25.77$1,696.30 $1,781.11$1,870.17 $1,963.67 $2,061.86
FA SUPV INTELLIGENCE ANALYST 5481PRUC$37.03$38.88$40.82$42.86$45.01$2,962.08 $3,110.18 $3,265.69$3,428.98 $3,600.43
FACILITIES MANAGER 6425MM$41.79$43.87$46.07$48.37$50.79$3,342.85$3,509.99$3,685.49$3,869.76 $4,063.25
FACILITY & SUPPLY SPECIALIST 5648CVEA$21.17$22.23$23.35$24.51$25.74 $1,693.98 $1,778.68 $1,867.61$1,960.99$2,059.04
FACILITY & SUPPLY SPEC (HRLY)5646UCHR$21.17$22.23$23.35$24.51$25.74 $1,693.98 $1,778.68 $1,867.61$1,960.99$2,059.04
FIELD MAINTENANCE SPECIALIST 7471CVEA$19.25$20.21$21.22$22.28$23.40 $1,539.99$1,616.99$1,697.84 $1,782.73$1,871.86
FINANCE & PURCHASING MGR 3625SM$55.38 ‐‐‐$67.32$4,430.76 ‐‐‐$5,385.62
FIRE APPARATUS MECH 6521CVEA$29.47$30.95$32.49$34.12$35.82$2,357.86 $2,475.76 $2,599.54 $2,729.52$2,866.00
FIRE BATTALION CHIEF (112 HR)5511IAFF$35.24 $37.00 $38.85$40.79$42.83$3,946.63$4,143.96 $4,351.16 $4,568.72$4,797.15
FIRE BATTALION CHIEF (80 HR)5513IAFF$49.33$51.80 $54.39$57.11$59.96$3,946.63$4,143.96 $4,351.16 $4,568.72$4,797.15
FIRE CAPTAIN (112 HR)5583IAFF$28.29$29.70 $31.19$32.74 $34.38$3,168.03$3,326.43$3,492.75$3,667.39$3,850.76
FIRE CAPTAIN (80 HR)5581IAFF$39.60 $41.58$43.66$45.84 $48.13$3,168.03$3,326.43$3,492.75$3,667.39$3,850.76
FIRE CAPTAIN (INTERIM)5580IAFF$28.29$29.70 $31.19$32.74 $34.38$3,168.03$3,326.43$3,492.75$3,667.39$3,850.76
FIRE CHIEF 5501EXEC$76.90 ‐$91.15 ‐$93.47$6,151.76 ‐$7,291.91 ‐$7,477.19
FIRE DIVISION CHIEF 5507MMUC$56.47$59.29$62.26$65.37$68.64 $4,517.38 $4,743.25$4,980.41$5,229.43$5,490.90
FIRE ENG (112 HR)5603IAFF$24.12$25.32$26.59$27.92$29.31$2,701.13$2,836.18 $2,977.99$3,126.89$3,283.24
FIRE ENG (80 HR)5601IAFF$33.76$35.45$37.22$39.09$41.04 $2,701.13$2,836.18 $2,977.99$3,126.89$3,283.24
FIRE ENGINEER (INTERIM)5602IAFF$24.12$25.32$26.59$27.92$29.31$2,701.13$2,836.18 $2,977.99$3,126.89$3,283.24
FIRE INSP/INVEST I 5530IAFF$28.56$29.98$31.48$33.06$34.71$2,284.42$2,398.64 $2,518.57 $2,644.50 $2,776.73
FIRE INSP/INVEST I (HRLY)5534UCHR$28.56$29.98$31.48$33.06$34.71$2,284.42$2,398.64 $2,518.57 $2,644.50 $2,776.73
FIRE INSP/INVEST II 5531IAFF$31.41$32.98$34.63$36.36$38.18$2,512.85$2,638.50 $2,770.42$2,908.94 $3,054.39
FIRE INSP/INVEST II HRLY 5532UCHR$31.41$32.98$34.63$36.36$38.18$2,512.85$2,638.50 $2,770.42$2,908.94 $3,054.39
FIRE PREV ENG/INVEST 5528IAFF$37.89$39.78$41.77$43.86$46.05$3,030.81$3,182.35$3,341.46 $3,508.54 $3,683.96
FIRE PREVENTION AIDE 5535CVEA$13.97$14.67$15.40 $16.17$16.98$1,117.51$1,173.39$1,232.06 $1,293.66 $1,358.34
FIRE PREVENTION AIDE (HRLY)5533UCHR$13.97$14.67$15.40 $16.17$16.98$1,117.51$1,173.39$1,232.06 $1,293.66 $1,358.34
FIREFIGHTER (112 HR)5623IAFF$20.50 $21.52$22.60 $23.73$24.91$2,295.67 $2,410.46 $2,530.98 $2,657.53$2,790.40
FIREFIGHTER (80 HR)5621IAFF$28.70 $30.13$31.64 $33.22$34.88$2,295.67 $2,410.46 $2,530.98 $2,657.53$2,790.40
FIREFIGHTER/PARAMEDIC (112 HR)5613IAFF$23.57$24.75$25.99$27.29$28.65$2,640.02$2,772.02$2,910.62$3,056.15$3,208.96
FIREFIGHTER/PARAMEDIC (80 HR)5611IAFF$33.00 $34.65$36.38$38.20 $40.11$2,640.02$2,772.02$2,910.62$3,056.15$3,208.96
FISCAL & MANAGEMENT ANALYST 0216PRCF$42.12$44.23$46.44 $48.76$51.20 $3,369.79$3,538.28 $3,715.20 $3,900.96 $4,096.00
FISCAL OFFICE SPEC (HOURLY)0170UCHR$18.40 $19.32$20.29$21.30 $22.37$1,472.00 $1,545.60 $1,622.88 $1,704.02$1,789.22
FISCAL OFFICE SPECIALIST 0169CVEA$18.40 $19.32$20.29$21.30 $22.37$1,472.00 $1,545.60 $1,622.88 $1,704.02$1,789.22
FLEET INVENTORY CONTROL SPEC 6513CVEA$24.35$25.57$26.85$28.19$29.60 $1,948.08 $2,045.48 $2,147.75$2,255.14 $2,367.90
FLEET MANAGER 6501MM$40.75$42.79$44.93$47.18$49.54 $3,260.39$3,423.41$3,594.58 $3,774.31$3,963.03
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 54
Fiscal Year 2016‐2017 Compensation Schedule
Effective July 8, 2016
POSITION TITLE PCNBARGStep A Step BStep CStep DStep EStep A Step BStep CStep DStep E
Hourly Rate Bi‐Weekly Rate
FORENSICS SPECIALIST 5114CVEA$29.18$30.64 $32.17$33.78$35.47$2,334.37 $2,451.09$2,573.65$2,702.33$2,837.45
GARDENER (SEASONAL)6629UCHR$18.01$18.91$19.86$20.85$21.89$1,441.00 $1,513.05$1,588.70 $1,668.14 $1,751.54
GARDENER I 6627CVEA$18.01$18.91$19.86$20.85$21.89$1,441.00 $1,513.05$1,588.70 $1,668.14 $1,751.54
GARDENER II 6623CVEA$19.81$20.80 $21.84 $22.94 $24.08$1,585.11$1,664.36 $1,747.58 $1,834.96 $1,926.71
GIS MANAGER 3079MM$41.78$43.87$46.06$48.36$50.78$3,342.16 $3,509.27 $3,684.73$3,868.97 $4,062.42
GIS SPECIALIST 3081CVEA$29.38$30.85$32.40 $34.02$35.72$2,350.77 $2,468.31$2,591.73$2,721.31$2,857.38
GIS SPECIALIST (HOURLY)3092UCHR$29.38$30.85$32.40 $34.02$35.72$2,350.77 $2,468.31$2,591.73$2,721.31$2,857.38
GRAFFITI ABATEMENT COORDINATOR 6339CVEA$29.90 $31.40 $32.97$34.62$36.35$2,392.35$2,511.97 $2,637.57 $2,769.45$2,907.92
GRAPHIC DESIGNER 2775CVEA$26.03$27.33$28.70 $30.13$31.64 $2,082.47 $2,186.59$2,295.92$2,410.72$2,531.25
GYMNASTIC SPECIALIST 7543UCHR$15.10 $15.86$16.65$17.48$18.36$1,208.09$1,268.50 $1,331.92$1,398.52$1,468.44
HOUSING MANAGER 4093SM$51.43 ‐‐‐$62.03$4,114.69 ‐‐‐$4,962.28
HR ANALYST 3310PRCF$32.51$34.14 $35.85$37.64 $39.52$2,601.11$2,731.16 $2,867.72$3,011.11$3,161.66
HR OPERATIONS MANAGER 3317SM$52.97 ‐‐‐$64.39$4,237.61 ‐‐‐$5,150.65
HR TECHNICIAN 3315CONF$23.38$24.55$25.78$27.07$28.42$1,870.60 $1,964.13$2,062.33$2,165.45$2,273.72
HVAC TECHNICIAN 6430CVEA$26.04 $27.34 $28.71$30.15$31.65$2,083.31$2,187.47 $2,296.85$2,411.69$2,532.27
INFO TECH MANAGER 5104SM$50.91 ‐‐‐$61.09$4,072.98 ‐‐‐$4,887.77
INFO TECH SUPPORT SPECIALIST 3014PROF$34.19$35.90 $37.69$39.58$41.56$2,735.03$2,871.78 $3,015.37 $3,166.14 $3,324.45
INTERN, GRADUATE 0269UCHR$13.33$14.00 $14.70 $15.43$16.20 $1,066.42$1,119.74 $1,175.73$1,234.51$1,296.24
INTERN, UNDERGRADUATE 0267UCHR$12.12$12.72$13.36$14.03$14.73$969.47$1,017.95$1,068.84 $1,122.29$1,178.40
IT SUPPORT SPECIALIST (HOURLY)3002UCHR$33.52$35.19$36.95$38.80 $40.74 $2,681.40 $2,815.47 $2,956.24 $3,104.05$3,259.26
LANDSCAPE ARCHITECT 4480PROF$37.25$39.11$41.07$43.12$45.28$2,980.19$3,129.20 $3,285.66 $3,449.94 $3,622.44
LANDSCAPE INSPECTOR 6291CVEA$28.42$29.84 $31.33$32.90 $34.55$2,273.73$2,387.41$2,506.79$2,632.12$2,763.73
LANDSCAPE PLANNER I 4482CVEA$29.35$30.82$32.36$33.98$35.68$2,348.03$2,465.43$2,588.70 $2,718.13$2,854.04
LANDSCAPE PLANNER II 4483CVEA$32.29$33.90 $35.59$37.37$39.24 $2,582.83$2,711.97 $2,847.57 $2,989.95$3,139.45
LATENT PRINT EXAMINER 5111CVEA$33.56$35.23$37.00 $38.85$40.79$2,684.53$2,818.76 $2,959.69$3,107.68 $3,263.06
LATENT PRINT EXAMINER HRLY 5112UCHR$33.56$35.23$37.00 $38.85$40.79$2,684.53$2,818.76 $2,959.69$3,107.68 $3,263.06
LAW OFFICE MANAGER 2465MMUC$34.25$35.97$37.77$39.65$41.64 $2,740.33$2,877.35$3,021.22$3,172.28 $3,330.89
LEAD CUSTODIAN 6663CVEA$19.81$20.80 $21.84 $22.94 $24.08$1,585.11$1,664.36 $1,747.58 $1,834.96 $1,926.71
LEGAL ASSISTANT 0183CONF$24.86$26.10 $27.40 $28.77$30.21$1,988.55$2,087.98 $2,192.38 $2,301.99$2,417.09
LIBRARIAN I 7075CVEA$23.60 $24.78$26.02$27.32$28.69$1,888.12$1,982.52$2,081.65$2,185.73$2,295.02
LIBRARIAN I (HOURLY)7076UCHR$23.60 $24.78$26.02$27.32$28.69$1,888.12$1,982.52$2,081.65$2,185.73$2,295.02
LIBRARIAN II 7073CVEA$25.96$27.26$28.62$30.05$31.56$2,076.94 $2,180.78 $2,289.82$2,404.31$2,524.53
LIBRARIAN II (HOURLY)7074UCHR$25.96$27.26$28.62$30.05$31.56$2,076.94 $2,180.78 $2,289.82$2,404.31$2,524.53
LIBRARIAN III 7071CVEA$28.56$29.99$31.49$33.06$34.71$2,284.63$2,398.86 $2,518.80 $2,644.74 $2,776.98
LIBRARY AIDE 7181UCHR$10.55$11.07$11.63$12.21$12.82$843.66 $885.84 $930.14 $976.64 $1,025.47
LIBRARY ASSISTANT 7157CVEA$16.98$17.82$18.72$19.65$20.63$1,358.09$1,426.00 $1,497.30 $1,572.16 $1,650.77
LIBRARY ASSOCIATE 7091CVEA$21.46$22.53$23.66$24.84 $26.08$1,716.48 $1,802.30 $1,892.42$1,987.04 $2,086.39
LIBRARY ASSOCIATE (HOURLY)7092UCHR$21.46$22.53$23.66$24.84 $26.08$1,716.47 $1,802.29$1,892.41$1,987.03$2,086.38
LIBRARY DIGITAL SERVICES MGR 7025MM$40.50 $42.52$44.65$46.88$49.23$3,239.88 $3,401.88 $3,571.97 $3,750.57 $3,938.10
LIBRARY OPERATIONS MANAGER 7029MM$46.59$48.92$51.37$53.94 $56.64 $3,727.54 $3,913.92$4,109.61$4,315.10 $4,530.85
LIBRARY TECHNICIAN 7121CVEA$19.52$20.50 $21.52$22.60 $23.73$1,561.81$1,639.90 $1,721.90 $1,807.99$1,898.39
LIBRARY TECHNICIAN (HOURLY)7122UCHR$19.52$20.50 $21.52$22.60 $23.73$1,561.81$1,639.90 $1,721.90 $1,807.99$1,898.39
LIBRARY VISITOR ASSISTANT 7185UCHR$13.25$13.92$14.61$15.34 $16.11$1,060.32$1,113.34 $1,169.01$1,227.46 $1,288.83
LIFEGUARD I 7587UCHR$13.82$14.52$15.24 $16.00 $16.80 $1,105.96 $1,161.26 $1,219.33$1,280.29$1,344.31
LIFEGUARD II 7585UCHR$15.21$15.97$16.77$17.60 $18.48$1,216.59$1,277.42$1,341.29$1,408.36 $1,478.77
LOCKSMITH 6443CVEA$24.80 $26.04 $27.34 $28.71$30.15$1,984.09$2,083.30 $2,187.46 $2,296.84 $2,411.68
MAINTENANCE WORKER I 6377CVEA$18.01$18.91$19.86$20.85$21.89$1,441.00 $1,513.05$1,588.70 $1,668.14 $1,751.54
MAINTENANCE WORKER I (HRLY)6379UCHR$18.01$18.91$19.86$20.85$21.89$1,441.00 $1,513.05$1,588.70 $1,668.14 $1,751.54
MAINTENANCE WORKER II 6373CVEA$19.81$20.80 $21.84 $22.94 $24.08$1,585.11$1,664.36 $1,747.58 $1,834.96 $1,926.71
MAINTENANCE WORKER II HRLY 6381UCHR$19.81$20.80 $21.84 $22.94 $24.08$1,585.11$1,664.36 $1,747.58 $1,834.96 $1,926.71
MANAGEMENT ANALYST 0225CVEA$30.44 $31.96$33.56$35.24 $37.00 $2,435.25$2,557.01$2,684.86 $2,819.11$2,960.06
MARKTNG & COMMUNICATIONS MGR 2781SM$54.18 ‐$55.71 ‐$65.86$4,334.68 ‐$4,456.95 ‐$5,268.84
MAYOR 2001MY ‐‐‐‐$59.98 ‐‐‐‐$4,798.73
MECHANIC ASSISTANT 6550CVEA$19.79$20.78$21.82$22.91$24.06$1,583.31$1,662.48 $1,745.60 $1,832.88 $1,924.53
MUSEUM ATTENDANT 7215UCHR$10.94 $11.49$12.06$12.67$13.30 $875.38 $919.15$965.11$1,013.36 $1,064.02
OFFICE SPECIALIST 0161CVEA$17.52$18.40 $19.32$20.29$21.30 $1,401.88 $1,471.97 $1,545.57 $1,622.85$1,703.99
OFFICE SPECIALIST (HOURLY)0160UCHR$17.52$18.40 $19.32$20.29$21.30 $1,401.88 $1,471.97 $1,545.57 $1,622.85$1,703.99
OFFICE SPECIALIST (MYR/@WILL)0162CVEA$17.52$18.40 $19.32$20.29$21.30 $1,401.88 $1,471.97 $1,545.57 $1,622.85$1,703.99
OFFICE SPECIALIST (MYR/AW/HR)0156UCHR$17.52$18.40 $19.32$20.29$21.30 $1,401.88 $1,471.97 $1,545.57 $1,622.85$1,703.99
OPEN SPACE INSPECTOR 6311CVEA$28.42$29.84 $31.33$32.90 $34.55$2,273.73$2,387.41$2,506.79$2,632.12$2,763.73
OPEN SPACE MANAGER 6302MM$39.50 $41.48$43.55$45.73$48.02$3,160.31$3,318.32$3,484.24 $3,658.45$3,841.37
OPS&TELECOM MGR 3025MM$41.78$43.87$46.06$48.36$50.78$3,342.15$3,509.26 $3,684.72$3,868.96 $4,062.41
PAINTER6434CVEA$23.67$24.86$26.10 $27.41$28.78$1,893.92$1,988.61$2,088.04 $2,192.45$2,302.07
PARK RANGER 7434UCHR$13.25$13.91$14.61$15.34 $16.10 $1,059.90 $1,112.89$1,168.53$1,226.96 $1,288.31
PARK RANGER SUPERVISOR 7441CVEA$30.20 $31.71$33.30 $34.96$36.71$2,416.02$2,536.82$2,663.66 $2,796.84 $2,936.68
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 55
Fiscal Year 2016‐2017 Compensation Schedule
Effective July 8, 2016
POSITION TITLE PCNBARGStep A Step BStep CStep DStep EStep A Step BStep CStep DStep E
Hourly Rate Bi‐Weekly Rate
PARKING ENFORCEMENT OFFICER 5154CVEA$17.71$18.60 $19.53$20.50 $21.53$1,416.91$1,487.75$1,562.14 $1,640.25$1,722.26
PARKING METER TECH (HOURLY)3694UCHR$19.48$20.46$21.48$22.55$23.68$1,558.60 $1,636.53$1,718.36 $1,804.27 $1,894.49
PARKING METER TECHNICIAN 3693CVEA$19.48$20.46$21.48$22.55$23.68$1,558.60 $1,636.53$1,718.36 $1,804.27 $1,894.49
PARKS MANAGER 6604MM$39.51$41.48$43.56$45.73$48.02$3,160.52$3,318.55$3,484.48 $3,658.70 $3,841.64
PARKS OPERATIONS MANAGER 6610MM$46.33$48.65$51.08$53.63$56.32$3,706.53$3,891.86 $4,086.45$4,290.77 $4,505.31
PARKS SUPERVISOR 6605CVEA$30.20 $31.71$33.30 $34.96$36.71$2,416.02$2,536.82$2,663.66 $2,796.84 $2,936.68
PEACE OFFICER 5061POA$34.30 $36.02$37.82$39.71$41.69$2,744.04 $2,881.24 $3,025.30 $3,176.57 $3,335.39
PERFORMANCE & ORG DEV MGR 2758SM$51.69 ‐‐‐$62.03$4,135.26 ‐‐‐$4,962.28
PLAN CHECK SUPERVISOR 4731MM$45.63$47.91$50.30 $52.82$55.46$3,650.11$3,832.62$4,024.25$4,225.46 $4,436.73
PLAN CHECK TECHNICIAN 4753CVEA$27.19$28.55$29.97$31.47$33.04 $2,174.87 $2,283.61$2,397.79$2,517.68 $2,643.56
PLANNING MANAGER 4727SM$53.84 ‐‐‐$64.95$4,307.47 ‐‐‐$5,196.46
PLANNING TECHNICIAN 4527CVEA$22.34 $23.45$24.63$25.86$27.15$1,786.97 $1,876.32$1,970.13$2,068.64 $2,172.07
PLUMBER 6432CVEA$26.04 $27.34 $28.71$30.15$31.65$2,083.30 $2,187.46 $2,296.84 $2,411.68 $2,532.26
POLICE ADMIN SVCS ADMINISTRATOR 5025SM$52.66 ‐‐‐$64.01$4,212.83 ‐‐‐$5,120.54
POLICE AGENT 5051POA$37.77$39.66$41.64 $43.72$45.91$3,021.63$3,172.71$3,331.35$3,497.91$3,672.81
POLICE CADET 5427UCHR$11.22$11.78$12.37$12.98$13.63$897.24 $942.10 $989.20 $1,038.66 $1,090.60
POLICE CAPTAIN 5022SM$69.81 ‐‐‐$84.86$5,584.99 ‐‐‐$6,788.31
POLICE COMM REL SPECIALIST 5258CVEA$22.87$24.01$25.21$26.48$27.80 $1,829.62$1,921.10 $2,017.16 $2,118.02$2,223.92
POLICE COMM SYSTEMS MANAGER 5185MM$41.78$43.87$46.06$48.37$50.79$3,342.54 $3,509.66 $3,685.15$3,869.40 $4,062.87
POLICE DISPATCHER 5181CVEA$26.30 $27.61$29.00 $30.44 $31.97$2,103.95$2,209.15$2,319.60 $2,435.59$2,557.36
POLICE DISPATCHER (HOURLY)5180UCHR$26.30 $27.61$29.00 $30.44 $31.97$2,103.95$2,209.15$2,319.60 $2,435.59$2,557.36
POLICE DISPATCHER SUPERVISOR 5183CVEA$30.24 $31.76$33.34 $35.01$36.76$2,419.54 $2,540.52$2,667.54 $2,800.92$2,940.97
POLICE DISPATCHER TRAINEE 5179CVEA$23.91$25.10 $26.36$27.68$29.06$1,912.68 $2,008.32$2,108.73$2,214.17 $2,324.88
POLICE LIEUTENANT 5031POA$52.14 $54.75$57.49$60.36$63.38$4,171.25$4,379.81$4,598.80 $4,828.74 $5,070.18
POLICE REC & SUPPORT SUPV 5203CVEA$23.18$24.33$25.55$26.83$28.17$1,854.02$1,946.72$2,044.05$2,146.25$2,253.57
POLICE RECORDS SPEC (HOURLY)0166UCHR$17.52$18.40 $19.32$20.29$21.30 $1,401.90 $1,472.00 $1,545.60 $1,622.88 $1,704.02
POLICE RECORDS SPECIALIST 0165CVEA$17.52$18.40 $19.32$20.29$21.30 $1,401.90 $1,472.00 $1,545.60 $1,622.88 $1,704.02
POLICE RECRUIT 5071CVEA$25.79$27.08 ‐‐‐$2,063.47 $2,166.64 ‐‐‐
POLICE SERGEANT 5041POA$43.45$45.62$47.90 $50.30 $52.81$3,475.78 $3,649.57 $3,832.04 $4,023.65$4,224.83
POLICE SERVICES OFF (HOURLY)5133UCHR$23.57$24.75$25.99$27.29$28.65$1,885.90 $1,980.20 $2,079.21$2,183.17 $2,292.33
POLICE SERVICES OFFICER 5131CVEA$23.57$24.75$25.99$27.29$28.65$1,885.90 $1,980.19$2,079.20 $2,183.16 $2,292.32
POLICE SERVICES TECHNICIAN 5415CVEA$22.49$23.61$24.80 $26.04 $27.34 $1,799.22$1,889.18 $1,983.64 $2,082.82$2,186.96
POLICE SUPPORT SERVICES MGR 5205MM$40.44 $42.46$44.59$46.81$49.16$3,235.23$3,396.99$3,566.84 $3,745.18 $3,932.44
POLICE SVCS OFFICER SUPERVISOR 5132CVEA$27.11$28.47$29.89$31.38$32.95$2,168.77 $2,277.21$2,391.07 $2,510.63$2,636.16
POLICE SVCS TECH (HOURLY)5416UCHR$22.49$23.61$24.80 $26.04 $27.34 $1,799.22$1,889.18 $1,983.64 $2,082.82$2,186.96
POLICE TECH SPECIALIST (HRLY)5108UCHR$35.56$37.33$39.20 $41.16$43.22$2,844.43$2,986.65$3,135.98 $3,292.78 $3,457.42
POLICE TECHNOLOGY SPECIALIST 5107CVEA$35.56$37.33$39.20 $41.16$43.22$2,844.43$2,986.65$3,135.98 $3,292.78 $3,457.42
POLICY AIDE 2013PRUC$26.22$27.53$28.91$30.36$31.88$2,097.89$2,202.79$2,312.93$2,428.57 $2,550.00
PRINCIPAL CIVIL ENGINEER 6021MM$50.08$52.59$55.22$57.98$60.88$4,006.69$4,207.02$4,417.37 $4,638.24 $4,870.15
PRINCIPAL ECONOMIC DEV SPEC 2724PROF$46.57$48.90 $51.34 $53.91$56.61$3,725.59$3,911.87 $4,107.46 $4,312.83$4,528.47
PRINCIPAL HR ANALYST 3305MMCF$43.19$45.35$47.61$49.99$52.49$3,454.94 $3,627.69$3,809.07 $3,999.53$4,199.50
PRINCIPAL LANDSCAPE ARCHITECT 4486MM$44.45$46.67$49.01$51.46$54.03$3,555.97 $3,733.77 $3,920.45$4,116.48 $4,322.30
PRINCIPAL LIBRARIAN 7051MM$40.50 $42.52$44.65$46.88$49.23$3,239.88 $3,401.88 $3,571.97 $3,750.57 $3,938.10
PRINCIPAL MANAGEMENT ANALYST 0208PROF$38.66$40.60 $42.63$44.76$47.00 $3,093.12$3,247.78 $3,410.17 $3,580.68 $3,759.71
PRINCIPAL MGMT ANALYST (CONF)0214PRCF$38.66$40.60 $42.63$44.76$47.00 $3,093.12$3,247.78 $3,410.17 $3,580.68 $3,759.71
PRINCIPAL PLANNER 4431MM$46.57$48.90 $51.34 $53.91$56.61$3,725.59$3,911.87 $4,107.46 $4,312.83$4,528.47
PRINCIPAL PROJECT COORDINATOR 4212PROF$46.57$48.90 $51.34 $53.91$56.61$3,725.59$3,911.87 $4,107.46 $4,312.83$4,528.47
PRINCIPAL RECREATION MANAGER 7410MM$39.51$41.48$43.56$45.73$48.02$3,160.51$3,318.53$3,484.46 $3,658.68 $3,841.62
PROCUREMENT SPECIALIST 3721CVEA$27.63$29.02$30.47$31.99$33.59$2,210.72$2,321.25$2,437.31$2,559.18 $2,687.14
PROGRAMMER ANALYST 3090PROF$33.85$35.54 $37.32$39.18$41.14 $2,707.68 $2,843.07 $2,985.22$3,134.48 $3,291.20
PROJECT COORDINATOR I 4217CVEA$29.35$30.82$32.36$33.98$35.68$2,348.03$2,465.43$2,588.70 $2,718.13$2,854.04
PROJECT COORDINATOR I (HRLY)4218UCHR$29.35$30.82$32.36$33.98$35.68$2,348.03$2,465.43$2,588.70 $2,718.13$2,854.04
PROJECT COORDINATOR II 4215CVEA$32.29$33.90 $35.59$37.37$39.24 $2,582.83$2,711.97 $2,847.57 $2,989.95$3,139.45
PROJECT COORDINATOR II (HRLY)4216UCHR$32.29$33.90 $35.59$37.37$39.24 $2,582.83$2,711.97 $2,847.57 $2,989.95$3,139.45
PROPERTY & EVIDENCE SPECIALIST 5127CVEA$19.48$20.46$21.48$22.55$23.68$1,558.60 $1,636.53$1,718.36 $1,804.27 $1,894.49
PUB WORKS SPECIALIST 6712CVEA$22.65$23.79$24.98$26.23$27.54 $1,812.39$1,903.00 $1,998.15$2,098.06 $2,202.97
PUBLIC INFORMATION SPECIALIST 2782CONF$27.82$29.21$30.67$32.20 $33.81$2,225.44 $2,336.72$2,453.55$2,576.23$2,705.04
PUBLIC SAFETY ANALYST 5254CVEA$30.44 $31.96$33.56$35.24 $37.00 $2,435.25$2,557.01$2,684.86 $2,819.11$2,960.06
PUBLIC SAFETY ANALYST (HRLY)5256UCHR$30.44 $31.96$33.56$35.24 $37.00 $2,435.26 $2,557.02$2,684.87 $2,819.11$2,960.07
PUBLIC WORKS INSP I 6123CVEA$28.42$29.84 $31.33$32.90 $34.55$2,273.73$2,387.41$2,506.79$2,632.12$2,763.73
PUBLIC WORKS INSP II 6121CVEA$31.26$32.83$34.47$36.19$38.00 $2,501.10 $2,626.15$2,757.46 $2,895.33$3,040.10
PUBLIC WORKS MANAGER 6336MM$39.50 $41.48$43.55$45.73$48.02$3,160.31$3,318.32$3,484.24 $3,658.45$3,841.37
PUBLIC WORKS SUPERVISOR 6337CVEA$30.20 $31.71$33.30 $34.96$36.71$2,416.02$2,536.82$2,663.66 $2,796.84 $2,936.68
PUMP MAINT TECHNICIAN 6396CVEA$25.80 $27.09$28.44 $29.87$31.36$2,064.01$2,167.22$2,275.58 $2,389.35$2,508.82
PUMP MAINTENANCE SUPERVISOR 6392CVEA$30.24 $31.75$33.33$35.00 $36.75$2,418.82$2,539.76 $2,666.75$2,800.08 $2,940.09
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 56
Fiscal Year 2016‐2017 Compensation Schedule
Effective July 8, 2016
POSITION TITLE PCNBARGStep A Step BStep CStep DStep EStep A Step BStep CStep DStep E
Hourly Rate Bi‐Weekly Rate
PURCHASING AGENT 3711SM$47.32 ‐‐‐$57.51$3,785.24 ‐‐‐$4,600.98
RANGE MASTER 5417CVEA$21.43$22.50 $23.63$24.81$26.05$1,714.46 $1,800.18 $1,890.19$1,984.70 $2,083.93
RANGE MASTER (HOURLY)5418UCHR$21.01$22.06$23.16$24.32$25.54 $1,680.84 $1,764.88 $1,853.12$1,945.78 $2,043.07
RCFL NETWORK ENGINEER 5450UCHR$31.93$33.53$35.20 $36.96$38.81$2,554.37 $2,682.08 $2,816.19$2,956.99$3,104.84
REAL PROPERTY MANAGER 6037MMUC$43.36$45.53$47.81$50.20 $52.71$3,469.11$3,642.56 $3,824.69$4,015.92$4,216.72
REC AIDE 7605UCHR$10.00 $10.50 $11.03$11.58$12.16$800.32$840.34 $882.36 $926.48 $972.80
REC SPECIALIST 7601UCHR$15.80 $16.59$17.42$18.30 $19.21$1,264.33$1,327.55$1,393.92$1,463.62$1,536.80
REC SUPERVISOR I (HOURLY)7426UCHR$22.75$23.89$25.08$26.34 $27.65$1,820.10 $1,911.10 $2,006.66 $2,106.99$2,212.34
RECORDS MANAGER 2211MM$32.20 $33.81$35.50 $37.28$39.14 $2,576.31$2,705.13$2,840.38 $2,982.40 $3,131.52
RECORDS SPECIALIST 2217CVEA$19.28$20.24 $21.25$22.31$23.43$1,542.09$1,619.20 $1,700.16 $1,785.17 $1,874.42
RECREATION LEADER I 7609UCHR$11.45$12.02$12.63$13.26$13.92$916.16 $961.97$1,010.07 $1,060.57 $1,113.60
RECREATION LEADER II 7607UCHR$13.17$13.83$14.52$15.25$16.01$1,053.72$1,106.40 $1,161.72$1,219.81$1,280.80
RECREATION SUPERVISOR I 7425CVEA$22.75$23.89$25.08$26.34 $27.65$1,820.10 $1,911.10 $2,006.66 $2,106.99$2,212.34
RECREATION SUPERVISOR II 7423CVEA$25.03$26.28$27.59$28.97$30.42$2,002.11$2,102.22$2,207.33$2,317.69$2,433.58
RECREATION SUPERVISOR III 7422CVEA$28.78$30.22$31.73$33.32$34.98$2,302.44 $2,417.56 $2,538.44 $2,665.36 $2,798.63
RECYCLING SPECIALIST I 2742CVEA$22.44 $23.56$24.74 $25.98$27.28$1,795.43$1,885.20 $1,979.46 $2,078.43$2,182.35
RECYCLING SPECIALIST II 2744CVEA$24.69$25.92$27.22$28.58$30.01$1,974.97 $2,073.72$2,177.41$2,286.28 $2,400.59
REDEVELOPMENT MANAGER 4045SM$48.68 ‐‐‐$59.17$3,894.07 ‐‐‐$4,733.27
REGISTERED VET TECH (HOURLY)5312UCHR$21.43$22.50 $23.63$24.81$26.05$1,714.46 $1,800.18 $1,890.19$1,984.70 $2,083.93
REGISTERED VETERINARY TECH 5307CVEA$21.43$22.50 $23.63$24.81$26.05$1,714.46 $1,800.18 $1,890.19$1,984.70 $2,083.93
RESERVE OFFICER 5081UCHR$14.24 $14.95$15.69 ‐‐$1,139.42$1,195.85$1,255.53 ‐‐
RETIRED ANNUITANT ‐ HOMELESS OUTREACH 9901UCHR$37.77$39.66$41.64 $43.72$45.91$3,021.63$3,172.71$3,331.35$3,497.91$3,672.81
RISK MANAGEMENT SPECIALIST 3367PRCF$32.51$34.14 $35.84 $37.64 $39.52$2,600.99$2,731.04 $2,867.59$3,010.97 $3,161.52
RISK MANAGER 3361SM$49.28 ‐‐‐$59.90 $3,942.28 ‐‐‐$4,791.92
SCHOOL CROSSING GUARD 5143UCHR$10.05$10.55$11.08$11.64 $12.22$804.19$844.39$886.62$930.94 $977.49
SEASONAL ASSISTANT 0231UCHR$9.55$10.03$10.53$11.06$11.61$764.21$802.42$842.54 $884.67$928.90
SECRETARY 0171CVEA$19.28$20.24 $21.25$22.31$23.43$1,542.09$1,619.20 $1,700.16 $1,785.17 $1,874.42
SECRETARY (HOURLY)0152UCHR$19.28$20.24 $21.25$22.31$23.43$1,542.10 $1,619.21$1,700.17 $1,785.17 $1,874.43
SIGNAL SYSTEMS ENGINEER I 6169CVEA$32.67$34.31$36.02$37.83$39.72$2,613.99$2,744.69$2,881.92$3,026.02$3,177.32
SIGNAL SYSTEMS ENGINEER II 6170CVEA$35.94 $37.74 $39.63$41.61$43.69$2,875.39$3,019.16 $3,170.11$3,328.62$3,495.05
SIGNING&STRIPING SUPERVISOR 6355CVEA$30.20 $31.71$33.30 $34.96$36.71$2,416.02$2,536.82$2,663.66 $2,796.84 $2,936.68
SPECIAL EVENTS COORDINATOR 2799PRUC$37.16$39.02$40.97$43.02$45.17$2,972.66 $3,121.29$3,277.36 $3,441.23$3,613.29
SPECIAL PLANNING PROJ MGR 4101SM$44.62 ‐‐‐$54.24 $3,569.73 ‐‐‐$4,339.04
SR ACCOUNTANT 3630MMCF$39.61$41.59$43.67$45.85$48.14 $3,168.48 $3,326.90 $3,493.25$3,667.91$3,851.31
SR ACCOUNTING ASST 3651CVEA$22.90 $24.05$25.25$26.52$27.84 $1,832.37 $1,923.99$2,020.19$2,121.20 $2,227.26
SR ADMINISTRATIVE SECRETARY 0145CONF$27.07$28.43$29.85$31.34 $32.91$2,165.96 $2,274.25$2,387.97 $2,507.36 $2,632.73
SR ADMINISTRATIVE SECRETARY 0185CVEA$27.07$28.43$29.85$31.34 $32.91$2,165.96 $2,274.25$2,387.97 $2,507.36 $2,632.73
SR ANIMAL CARE SPECIALIST 5345CVEA$20.54 $21.56$22.64 $23.77$24.96$1,643.01$1,725.16 $1,811.42$1,901.99$1,997.09
SR APPL SUPPORT SPEC (HRLY)3099UCHR$37.61$39.49$41.46$43.53$45.71$3,008.54 $3,158.96 $3,316.91$3,482.76 $3,656.89
SR APPLICATIONS SUPPORT SPEC 3089PROF$37.61$39.49$41.46$43.53$45.71$3,008.54 $3,158.96 $3,316.91$3,482.76 $3,656.89
SR ASST CITY ATTORNEY 2403EXEC$74.32 ‐‐‐$90.34 $5,945.98 ‐‐‐$7,227.37
SR BUILDING INSPECTOR 4781CVEA$35.95$37.75$39.64 $41.62$43.70 $2,876.25$3,020.06 $3,171.07 $3,329.62$3,496.10
SR BUSINESS LICENSE REP 4507CVEA$22.90 $24.05$25.25$26.52$27.84 $1,832.37 $1,923.99$2,020.19$2,121.20 $2,227.26
SR CIVIL ENGINEER 6019WCE$45.10 $47.35$49.72$52.21$54.82$3,607.87 $3,788.26 $3,977.68 $4,176.56 $4,385.39
SR CODE ENF OFF (HOURLY)4764UCHR$34.35$36.07$37.87$39.77$41.76$2,748.18 $2,885.59$3,029.87 $3,181.36 $3,340.43
SR CODE ENFORCEMENT OFF 4763CVEA$34.35$36.07$37.87$39.77$41.76$2,748.17 $2,885.58 $3,029.86 $3,181.35$3,340.42
SR CONSERVATION SPECIALIST 6204CVEA$28.39$29.81$31.30 $32.87$34.51$2,271.23$2,384.79$2,504.03$2,629.23$2,760.69
SR COUNCIL ASST 2027CONF$21.13$22.19$23.30 $24.47$25.69$1,690.72$1,775.25$1,864.01$1,957.21$2,055.08
SR COUNCIL ASST 2025UCHR$25.45$26.73$28.06$29.47$30.94 $2,036.31$2,138.13$2,245.03$2,357.28 $2,475.15
SR DEPUTY CITY CLERK 2208PRUC$32.18$33.78$35.47$37.25$39.11$2,574.07 $2,702.77 $2,837.91$2,979.81$3,128.80
SR ECONOMIC DEV SPEC 2725PROF $37.25$39.11$41.07$43.12$45.28 $2,980.19 $3,129.20 $3,285.66 $3,449.94 $3,622.44
SR ELECTRICIAN 6442CVEA$29.95$31.44 $33.02$34.67$36.40 $2,395.80 $2,515.59$2,641.37 $2,773.44 $2,912.11
SR ELECTRONICS TECHNICIAN 6471CVEA$32.94 $34.59$36.32$38.14 $40.04 $2,635.44 $2,767.21$2,905.57 $3,050.85$3,203.39
SR ENGINEERING TECHNICIAN 6059CVEA$31.26$32.83$34.47$36.19$38.00 $2,501.10 $2,626.15$2,757.46 $2,895.33$3,040.10
SR EQUIPMENT MECHANIC 6512CVEA$28.26$29.67$31.16$32.71$34.35$2,260.80 $2,373.84 $2,492.53$2,617.15$2,748.01
SR FIRE INSP/INVEST 5529IAFF$36.49$38.31$40.23$42.24 $44.35$2,918.98 $3,064.93$3,218.18 $3,379.09$3,548.04
SR FISCAL OFF SPEC (HRLY)0176UCHR$20.24 $21.25$22.31$23.43$24.60 $1,619.19$1,700.15$1,785.16 $1,874.42$1,968.14
SR FISCAL OFFICE SPECIALIST 0141CONF$20.24 $21.25$22.31$23.43$24.60 $1,619.19$1,700.15$1,785.16 $1,874.42$1,968.14
SR FISCAL OFFICE SPECIALIST 0175CVEA$20.24 $21.25$22.31$23.43$24.60 $1,619.19$1,700.15$1,785.16 $1,874.42$1,968.14
SR GARDENER 6621CVEA$23.78$24.97$26.21$27.52$28.90 $1,902.13$1,997.24 $2,097.10 $2,201.96 $2,312.05
SR GIS SPECIALIST 3080CVEA$32.32$33.94 $35.64 $37.42$39.29$2,585.85$2,715.15$2,850.90 $2,993.45$3,143.12
SR GRAPHIC DESIGNER 2764PROF$33.67$35.35$37.12$38.98$40.92$2,693.51$2,828.18 $2,969.59$3,118.07 $3,273.98
SR HR ANALYST 3308PRCF$37.39$39.26$41.22$43.28$45.45$2,991.27 $3,140.84 $3,297.88 $3,462.77 $3,635.91
SR HUMAN RESOURCES TECHNICIAN 3316CONF$26.89$28.24 $29.65$31.13$32.69$2,151.42$2,258.99$2,371.94 $2,490.54 $2,615.07
SR HVAC TECHNICIAN 6441CVEA$29.95$31.44 $33.02$34.67$36.40 $2,395.80 $2,515.59$2,641.37 $2,773.44 $2,912.11
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 57
Fiscal Year 2016‐2017 Compensation Schedule
Effective July 8, 2016
POSITION TITLE PCNBARGStep A Step BStep CStep DStep EStep A Step BStep CStep DStep E
Hourly Rate Bi‐Weekly Rate
SR INFO TECH SUPPORT SPEC 3012PROF$37.61$39.49$41.46$43.53$45.71$3,008.54 $3,158.96 $3,316.91$3,482.76 $3,656.89
SR LAND SURVEYOR 6285WCE$45.10 $47.35$49.72$52.21$54.82$3,607.87 $3,788.26 $3,977.68 $4,176.56 $4,385.39
SR LANDSCAPE INSPECTOR 6295CVEA$32.68$34.32$36.03$37.84 $39.73$2,614.78 $2,745.52$2,882.79$3,026.93$3,178.28
SR LATENT PRINT EXAMINER 5110CVEA$35.23$37.00 $38.85$40.79$42.83$2,818.75$2,959.69$3,107.67 $3,263.06 $3,426.21
SR LEGAL ASSISTANT 2463CONF$27.34 $28.71$30.15$31.65$33.24 $2,187.40 $2,296.77 $2,411.61$2,532.19$2,658.80
SR LIBRARIAN 7053MM$31.58$33.16$34.82$36.56$38.38$2,526.28 $2,652.59$2,785.22$2,924.49$3,070.71
SR LIFEGUARD 7589UCHR$16.72$17.55$18.43$19.35$20.32$1,337.40 $1,404.27 $1,474.48 $1,548.21$1,625.62
SR MAINTENANCE WORKER 6371CVEA$23.78$24.97$26.21$27.52$28.90 $1,902.13$1,997.24 $2,097.10 $2,201.96 $2,312.05
SR MANAGEMENT ANALYST 0206PROF$35.15$36.91$38.75$40.69$42.72$2,811.91$2,952.51$3,100.13$3,255.14 $3,417.90
SR OFFICE SPECIALIST 0173CVEA$19.28$20.24 $21.25$22.31$23.43$1,542.09$1,619.20 $1,700.16 $1,785.17 $1,874.42
SR OFFICE SPECIALIST (HOURLY)0174UCHR$19.28$20.24 $21.25$22.31$23.43$1,542.10 $1,619.21$1,700.17 $1,785.17 $1,874.43
SR OPEN SPACE INSPECTOR 6309CVEA$32.68$34.32$36.04 $37.84 $39.73$2,614.79$2,745.53$2,882.80 $3,026.94 $3,178.29
SR PARK RANGER 7439CVEA$23.78$24.97$26.21$27.52$28.90 $1,902.13$1,997.24 $2,097.10 $2,201.96 $2,312.05
SR PLAN CHECK ENGINEER 4746WCE$43.14 $45.29$47.56$49.94 $52.43$3,451.01$3,623.57 $3,804.74 $3,994.98 $4,194.73
SR PLAN CHECK TECHNICIAN 4751CVEA$31.26$32.83$34.47$36.19$38.00 $2,501.10 $2,626.15$2,757.46 $2,895.33$3,040.10
SR PLANNER 4432PROF$37.25$39.11$41.07$43.12$45.28$2,980.19$3,129.20 $3,285.66 $3,449.94 $3,622.44
SR PLANNING TECHNICIAN 4529CVEA$25.69$26.97$28.32$29.74 $31.22$2,055.01$2,157.76 $2,265.65$2,378.93$2,497.88
SR POLICE RECORDS SPECIALIST 0135CVEA$20.15$21.16 $22.22$23.33$24.50 $1,612.20 $1,692.81$1,777.45$1,866.32 $1,959.63
SR POLICE TECHNOLOGY SPEC 5109PROF$40.89$42.93$45.08$47.33$49.70 $3,271.10 $3,434.65$3,606.39$3,786.71$3,976.04
SR PROCUREMENT SPECIALIST 3728PROF$30.56$32.08$33.69$35.37$37.14 $2,444.55$2,566.77 $2,695.11$2,829.87 $2,971.36
SR PROGRAMMER ANALYST 3091PROF$38.70 $40.64 $42.67$44.80 $47.04 $3,096.11$3,250.92$3,413.46 $3,584.13$3,763.34
SR PROJECT COORDINATOR 4214PROF$37.25$39.11$41.07$43.12$45.28$2,980.19$3,129.20 $3,285.66 $3,449.94 $3,622.44
SR PROP & EVIDENCE SPECIALIST 5125CVEA$22.40 $23.53$24.70 $25.94 $27.23$1,792.39$1,882.01$1,976.11$2,074.91$2,178.66
SR PUBLIC SAFETY ANALYST 5260PROF$33.66$35.34 $37.11$38.97$40.91$2,692.83$2,827.47 $2,968.84 $3,117.29$3,273.15
SR PUBLIC WORKS INSP 6101CVEA$35.95$37.75$39.64 $41.62$43.70 $2,876.26 $3,020.07 $3,171.08 $3,329.63$3,496.11
SR PUBLIC WORKS SPECIALIST 6702CVEA$27.19$28.55$29.97$31.47$33.04 $2,174.86 $2,283.60 $2,397.78 $2,517.67 $2,643.55
SR RECORDS SPECIALIST 2215CVEA$22.17$23.28$24.44 $25.66$26.94 $1,773.41$1,862.08 $1,955.18 $2,052.94 $2,155.59
SR RECREATION MGR 7421MM$32.46$34.08$35.78$37.57$39.45$2,596.59$2,726.41$2,862.74 $3,005.87 $3,156.17
SR RECYCLING SPECIALIST 2746CVEA$28.39$29.81$31.30 $32.87$34.51$2,271.23$2,384.79$2,504.03$2,629.23$2,760.69
SR RISK MANAGEMENT SPECIALIST 3365PRCF$37.39$39.26$41.22$43.28$45.45$2,991.27 $3,140.84 $3,297.88 $3,462.77 $3,635.91
SR SECRETARY 0139CONF$21.20 $22.26$23.38$24.55$25.77$1,696.30 $1,781.12$1,870.18 $1,963.68 $2,061.87
SR SECRETARY 0177CVEA$21.20 $22.26$23.38$24.55$25.77$1,696.30 $1,781.12$1,870.18 $1,963.68 $2,061.87
SR SECRETARY (HOURLY)0178UCHR$21.20 $22.26$23.38$24.55$25.77$1,696.30 $1,781.11$1,870.17 $1,963.67 $2,061.86
SR TREE TRIMMER 6573CVEA$26.15$27.46$28.84 $30.28$31.79$2,092.34 $2,196.95$2,306.80 $2,422.14 $2,543.25
SR WEBMASTER 2779PROF$33.79$35.48$37.26$39.12$41.07$2,703.38 $2,838.55$2,980.48 $3,129.51$3,285.98
STOREKEEPER 3734CVEA$19.81$20.80 $21.84 $22.94 $24.08$1,585.11$1,664.36 $1,747.58 $1,834.96 $1,926.71
STOREKEEPER SUPERVISOR 3732CVEA$23.78$24.97$26.21$27.52$28.90 $1,902.13$1,997.24 $2,097.10 $2,201.96 $2,312.05
STORMWTR COMPLNCE INSP I 6127CVEA$25.84 $27.13$28.49$29.91$31.41$2,067.02$2,170.37 $2,278.89$2,392.83$2,512.47
STORMWTR COMPLNCE INSP II 6125CVEA$28.42$29.84 $31.33$32.90 $34.55$2,273.73$2,387.41$2,506.79$2,632.12$2,763.73
SURVEY TECHNICIAN I 6151CVEA$24.71$25.95$27.25$28.61$30.04 $1,977.15$2,076.00 $2,179.80 $2,288.79$2,403.23
SURVEY TECHNICIAN II 6141CVEA$27.19$28.55$29.97$31.47$33.04 $2,174.86 $2,283.60 $2,397.78 $2,517.67 $2,643.55
SYSTEMS/DATABASE ADMINISTRATR 3015PROF$37.60 $39.48$41.46$43.53$45.71$3,008.28 $3,158.70 $3,316.63$3,482.46 $3,656.59
TELECOMMUNICATIONS SPECIALIST 3027CVEA$22.87$24.02$25.22$26.48$27.80 $1,829.79$1,921.28 $2,017.34 $2,118.21$2,224.12
TINY TOT AIDE 7503UCHR$13.17$13.83$14.52$15.25$16.01$1,053.72$1,106.40 $1,161.72$1,219.81$1,280.80
TINY TOT SPECIALIST 7505UCHR$15.80 $16.59$17.42$18.30 $19.21$1,264.33$1,327.55$1,393.92$1,463.62$1,536.80
TRAFFIC CONTROL ASSISTANT 5155UCHR ‐‐‐‐$15.69 ‐‐‐‐$1,255.20
TRAFFIC DEVICES TECH 6177CVEA$28.65$30.08$31.58$33.16$34.82$2,291.69$2,406.27 $2,526.58 $2,652.91$2,785.56
TRAFFIC DEVICES TECH SUPV 6175CVEA$32.94 $34.59$36.32$38.14 $40.04 $2,635.44 $2,767.21$2,905.57 $3,050.85$3,203.39
TRAFFIC ENGINEER 6024PROF$38.88$40.82$42.86$45.01$47.26$3,110.23$3,265.74 $3,429.03$3,600.48 $3,780.51
TRAFFIC OFFICER (HOURLY)5293UCHR$14.24 $14.95$15.69 ‐‐$1,139.42$1,195.84 $1,255.53 ‐‐
TRAINING PROGRAM SPEC (HRLY)5250UCHR$22.87$24.01$25.21$26.48$27.80 $1,829.62$1,921.10 $2,017.16 $2,118.02$2,223.92
TRAINING PROGRAMS SPECIALIST 5262CVEA$22.87$24.01$25.21$26.48$27.80 $1,829.62$1,921.10 $2,017.16 $2,118.02$2,223.92
TRANS ENGINEER W/ CERT 6031WCE$45.10 $47.35$49.72$52.21$54.82$3,607.87 $3,788.26 $3,977.68 $4,176.56 $4,385.39
TRANS ENGINEER W/O CERT 6033WCE$42.95$45.10 $47.35$49.72$52.21$3,436.07 $3,607.87 $3,788.27 $3,977.68 $4,176.56
TRANSIT MANAGER 6218MMUC$46.60 $48.93$51.38$53.95$56.65$3,728.26 $3,914.68 $4,110.41$4,315.93$4,531.73
TREE TRIMMER 6575CVEA$21.80 $22.88$24.03$25.23$26.49$1,743.62$1,830.80 $1,922.34 $2,018.45$2,119.38
TREE TRIMMER SUPERVISOR 6572CVEA$30.08$31.58$33.16$34.82$36.56$2,406.20 $2,526.51$2,652.83$2,785.47 $2,924.75
VETERINARIAN5321PROF$38.17$40.08$42.08$44.18$46.39$3,053.45$3,206.12$3,366.43$3,534.75$3,711.48
VETERINARIAN (HOURLY)5308UCHR$46.77$49.11$51.57$54.15$56.85$3,741.96 $3,929.06 $4,125.51$4,331.78 $4,548.37
VETERINARIAN (PERMITTED)5331PROF$53.74 $56.43$59.25$62.21$65.32$4,299.25$4,514.21$4,739.92$4,976.92$5,225.77
VETERINARIAN‐PERMITTED 5322UCHR$66.13$69.44 $72.91$76.56$80.39$5,290.73$5,555.27 $5,833.03$6,124.68 $6,430.92
VETERINARY ASSISTANT 5325CVEA$17.86$18.75$19.69$20.67$21.71$1,428.71$1,500.15$1,575.16 $1,653.92$1,736.61
VETERINARY ASSISTANT (HOURLY)5323UCHR$17.86$18.75$19.69$20.67$21.71$1,428.72$1,500.16 $1,575.17 $1,653.93$1,736.62
VOLUNTEER COORD (DEPT)7131CVEA$19.52$20.50 $21.52$22.60 $23.73$1,561.81$1,639.90 $1,721.90 $1,807.99$1,898.39
VOLUNTEER COORD (DEPT)(HOURLY)7132UCHR$19.52$20.50 $21.52$22.60 $23.73$1,561.81$1,639.90 $1,721.90 $1,807.99$1,898.39
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 58
Fiscal Year 2016‐2017 Compensation Schedule
Effective July 8, 2016
POSITION TITLE PCNBARGStep A Step BStep CStep DStep EStep A Step BStep CStep DStep E
Hourly Rate Bi‐Weekly Rate
WASTEWATER/STRMWTER OPS MGR 6332MM$45.43$47.70 $50.09$52.59$55.22$3,634.35$3,816.07 $4,006.87 $4,207.22$4,417.58
WEBMASTER 2777CVEA$29.38$30.85$32.40 $34.02$35.72$2,350.77 $2,468.31$2,591.73$2,721.31$2,857.38
WEBMASTER (HOURLY)2790UCHR$29.38$30.85$32.40 $34.02$35.72$2,350.77 $2,468.31$2,591.73$2,721.31$2,857.38
Approved and Adopted:
Resolution No.:2016-06-21 Agenda Packet Page 59
RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AMENDING THE COMPENSATION
SCHEDULE AND CLASSIFICATION PLAN TO REFLECT
THE ADDITION AND REMOVAL OF VARIOUS POSITION
TITLES, AMENDING THE AUTHORIZED POSITION COUNT
IN VARIOUS DEPARTMENTS WITH NO NET CHANGE IN
AUTHORIZED STAFFING, AND APPROPRIATING FUNDS
THEREFOR (4/5 VOTE REQUIRED)
WHEREAS, Civil Service Rule 1.02(A), which applies to the City’s classified positions,
provides for necessary reviews and changes so that the City’s classification plan is kept current,
and that changes in existing classes, the establishment of new classes or the abolition of classes
are properly reflected in the classification plan; and
WHEREAS, in an effort to address the needs of various departments and the City's
workforce, the Human Resources Department is proposing various new classifications and the
reclassification of certain positions; and
WHEREAS, a summary of theupdated and proposed classificationsand the E-Step
salariesareas follows:
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula
Vista, that it approves the amendments to the Compensation Schedule and Classification Plan to
reflect the changes described above.
BE IT FURTHER RESOLVED by the City Council of the City of Chula Vista, that it
approves the following changes to the fiscal year 2016 and fiscal year 2017 authorized position
count with no net change in authorized staffing:
2016-06-21 Agenda Packet Page 60
BEIT FURTHER RESOLVED by the City Council of the City of Chula Vista, that it
approves an appropriation totaling $32,212 for Fiscal Year 2017to thePersonnel Services
budgets for the Public Works Department to be offset annually by Sewer Funds ($11,964)and
reimbursements associated with Capital Improvement Projects ($20,248), representing no direct
impact to the General Fund.
BE IT FURTHER IT RESOLVED by the City Council of the City of Chula Vista, that it
approves an appropriation totaling $42,800 to the Personnel Services category of the Economic
Development Department budget for fiscal year 2016-17 to be offset by a reduction in the
Supplies and Services category by an equivalent amount, representing no fiscal impact to the
General Fund.
Presentedby Approved as to form by
Courtney Chase Glen R. Googins
Director of Human Resources City Attorney
2016-06-21 Agenda Packet Page 61
RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING THE REVISED FISCAL YEAR
2016-2017COMPENSATION SCHEDULESEFFECTIVE JUNE
24, 2016AND JULY 8, 2016,AS REQUIRED BY CALIFORNIA
CODE OF REGULATIONS, TITLE 2, SECTION 570.5
WHEREAS, California Code of Regulations, Title 2, Section 570.5 requires that, for
purposes of determining a retiring employee's pension allowance, the pay rate be limited to the
amount listed on a pay schedule that meets certain requirements and be approved by the
governing body in accordance with the requirements of the applicable public meeting laws; and
WHEREAS, theFiscal Year 2016-2017Compensation Schedules("Compensation
Schedule") effective June 24, 2016 and July 8, 2016 were firstapproved by the City Council at
their meeting ofJune 7, 2016; and
WHEREAS, any changes including but not limited to, across-the-board increases,
classification changes and salary adjustments approved subsequent to this date, will be reflected
on a revised Compensation Schedule and submitted to Council approval; and
WHEREAS, the Compensation Schedules effective June 24, 2016 and July 8, 2016 will
be revised to reflect only thesalary change for Senior Economic Development Specialist,the
addition of the Senior Police Records Specialist position title and the deletion of the Police Data
Specialist and Senior Police Data Specialist position titles.
NOW, THEREFORE, BE IT RESOLVEDby the City Council of the City of Chula
Vista, that it hereby does adopt, as required by California Code of Regulations Title 2, Section
570.5, the revised Fiscal Year 2016-2017Compensation Schedules, copiesof which are
available in the City Clerk’s Office.
Presented by Approved as to form by
Courtney Chase Glen R. Googins
Director of Human Resources City Attorney
2016-06-21 Agenda Packet Page 62
City of Chula Vista
Staff Report
File#:16-0288, Item#: 5
RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFCHULAVISTARATIFYINGAN
EMERGENCYAGREEMENTBETWEENTHECITYANDTHECOUNTYOFSANDIEGO
REGARDING THE SALE OF AUTOMOTIVE FUEL BY THE COUNTY TO THE CITY
RECOMMENDED ACTION
Council adopt the resolution.
SUMMARY
Sincetheclosingoftheformerpublicworkscenterat707F.Streetin2002,Cityvehiclesassignedto
thePoliceandFireDepartmentshaveacquiredfuelonaregularbasisfromtheCountyfuelsite
locatedattheCountyCourthouselocatedon3rd Avenuenear“H”Street.Theoriginalfuelsales
agreement expired on Dec. 31, 2015.
Onveryshortnotice,CountystaffinformedCitystaffthataccesstothefuelfacilitieswouldbedenied
toCityvehiclesunlessarenewalagreementwasexecutedimmediately.Thisagreementwillcover
fuel sales from the County for the period of Jan. 1, 2016 through Dec. 31, 2021.
ENVIRONMENTAL REVIEW
Environmental Notice
Theactivityisnota“Project”asdefinedunderSection15378oftheCaliforniaEnvironmentalQuality
ActStateGuidelines;therefore,pursuanttoStateGuidelinesSection15060(c)(3)noenvironmental
review is required.
Environmental Determination
TheDirectorofDevelopmentServiceshasreviewedtheproposedactivityforcompliancewiththeCalifornia
EnvironmentalQualityAct(CEQA)andhasdeterminedthattheactivityisnota“Project”asdefinedunder
Section15378oftheStateCEQAGuidelinesbecauseitwillnotresultinaphysicalchangeinthe
environment;therefore,pursuanttoSection15060(c)(3)oftheStateCEQAGuidelines,theactivityisnot
subject to CEQA. Thus, no environmental review is required.
BOARD/COMMISSION RECOMMENDATION
Not applicable.
DISCUSSION
IntheabsenceofaCityfuelsiteofappropriatesizeinthewesternpartoftheCity,Cityvehicles
assignedtothePoliceandFireDepartmentshaveregularlyacquiredfuelattheSanDiegoCounty
Courthouseon3rd Avenue.ThissiteisveryconvenientforthePoliceDepartmentheadquartersand
forFireDepartmentvehicleshousedattheCivicCenterandatFireStation#1thatoperateon
gasoline.Thereareatotalof24County-operatedfuelsitesthroughouttheCountythatareavailable
asnecessaryforCityvehicles,andareparticularlyusefulforPoliceundercoveroperations.Ashad
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File#:16-0288, Item#: 5
asnecessaryforCityvehicles,andareparticularlyusefulforPoliceundercoveroperations.Ashad
beendoneforthepastthirteenyears,theCountyproposestochargetheCityforallfuelusedatthe
County’scurrentcostpergallon,plusasurchargetobedeterminedannuallybytheCounty’sCost
Commission.Citystaffhasreviewedthepricingmechanismandfindsthetermsandconditionstobe
acceptable.
Withonlytwelvehours’notice,CountystaffinformedCitystaffthataccesstotheCountyfuelfacilities
wouldbeterminateduntiltheattachedAutomotiveFuelSalesAgreementwasacceptedand
executedbyCitystaff.TheCityAttorney’sOfficedeterminedthatChulaVistaMunicipalCode
section2.56.100,pertainingtoemergencypurchases,wasapplicableinthissituationandauthorized
theCityManagerorPurchasingAgenttoexecutetheagreement,pendingratificationbytheCity
Council. The execution of the agreement occurred on May 15, 2016.
DECISION-MAKER CONFLICT
Staffhasreviewedthedecisioncontemplatedbythisactionandhasdeterminedthatitisnotsite
specificandconsequently,the500-footrulefoundinCaliforniaCodeofRegulationssection18704.2
(a)(1),isnotapplicabletothisdecision.Staffisnotindependentlyaware,andhasnotbeeninformed
byanyCityofChulaVistaCityCouncilmember,ofanyotherfactthatmayconstituteabasisfora
decision maker conflict of interest in this matter.
LINK TO STRATEGIC GOALS
TheCity’sStrategicPlanhasfivemajorgoals:OperationalExcellence,EconomicVitality,Healthy
Community,StrongandSecureNeighborhoodsandaConnectedCommunity.Thisactionsupports
thegoalofprovidingHealthyCommunities,ashavingservicevehiclesingoodworkingcondition
allows staff to maintain and operate community and neighborhood facilities.
CURRENT YEAR FISCAL IMPACT
ThereisnoimpacttothecurrentfiscalyearCentralGarageOperationbudget.Sufficientfundshave
beenbudgetedintheoperatingbudgetthisfiscalyearforthepurchaseofmotorvehiclefuelfromall
sources.
ONGOING FISCAL IMPACT
There is no ongoing additional fiscal impact as a result of this action.
ATTACHMENTS
Automotive Fuel Sales Agreement
Staff Contact: Steve Dorsey, Fleet Manager, Public Works
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RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA RATIFYING AN EMERGENCY AGREEMENT
BETWEEN THE CITY AND THE COUNTY OF SAN DIEGO
REGARDING THE SALE OF AUTOMOTIVE FUEL BY THE
COUNTY TO THE CITY
WHEREAS, since the closing of the former public works center at 707 F. Street in 2002,
City vehicles assigned to the Police and Fire Departments have acquired fuel on a regular basis
from the County fuel site located at the County Courthouse located on 3rdAvenue near “H”
Street; and
WHEREAS, this site is very convenient for the Police Department headquarters and for
Fire Department vehicles domiciled at the Civic Center and at Fire Station #1 that operate on
gasoline; and
WHEREAS, the original fuel sales agreement expired onDec. 31, 2015; and
WHEREAS, on May 11, 2015, County staff informed the City that City vehicles would
be denied access to County fuel facilities until the City executed a new Fuel Sales Agreement
and County began to deny such access a mere 12 hours later; and
WHEREAS, the City of Chula Vista City Attorney’s Office determined that Chula Vista
Municipal Code section 2.56.100 pertaining to emergency purchases was applicable in this
situation.
WHEREAS, the Fuel Sales Agreementproposes chargingthe City for all fuel used at the
County’s current cost per gallon, plus a surcharge to be determined annually by the County’s
Cost Commission; and
WHEREAS, City staff has reviewed the pricing mechanism and finds the terms and
conditions to be acceptable; and
WHEREAS,City staff requests that City Council ratify the previously executed
agreement.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula
Vista, that it ratifyan emergency agreement between the City and the County of San Diego
regarding the sale of automotive fuel by the County to the City
Presented by Approved as to form by
2016-06-21 Agenda Packet Page 65
Richard A. Hopkins Glen R. Googins
Director of Public Works/City Engineer City Attorney
2016-06-21 Agenda Packet Page 66
THE ATTACHED AGREEMENT HASBEEN REVIEWED
AND APPROVED AS TO FORM BY THE CITY
ATTORNEY'S OFFICE AND WILL BE
FORMALLY SIGNEDUPON APPROVAL BY
THE CITY OUN L
GlenR. Googins
City Attorney
Dated: 2 f
AUTOMOTIVE FUEL SALES AGREEMENT
BETWEEN
THE COUNT OF SAN DIEGO AND
CITY OF CHiJLA VISTA
2016-06-21 Agenda Packet Page 67
2016-06-21 Agenda Packet Page 68
2016-06-21 Agenda Packet Page 69
City of Chula Vista
Staff Report
File#:16-0301, Item#: 6
A.RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFCHULAVISTAESTABLISHINGA
COUNCIL POLICY REGARDING THE CITY OF CHULA VISTA DISCLOSURE POLICY
B.RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFCHULAVISTAESTABLISHINGA
COUNCILPOLICYREGARDINGTHECITYOFCHULAVISTAFIXEDASSETSINVENTORY
& CONTROLS POLICY
RECOMMENDED ACTION
Council adopt the resolutions.
SUMMARY
Intheinterestofapplyingbestpracticestomunicipaldebtdisclosureandfixedassetinventory
management,theFinanceDepartmentproposesthetwopoliciesincludedwiththisitemforCity
Councilconsideration.Thedebtdisclosurepolicywillformallymemorializetheproperproceduresfor
effectiveandinformativedebtdisclosuretoallbondmarketstakeholders.Likewise,thefixedasset
inventoryandcontrolpolicywillprovideaformalguidetocatalogingandsafeguardingtheCity’s
capital asset acquisitions, disposals, and interdepartmental transfers.
ENVIRONMENTAL REVIEW
Environmental Notice
Theactivityisnota“Project”asdefinedunderSection15378oftheCaliforniaEnvironmentalQuality
ActStateGuidelines;therefore,pursuanttoStateGuidelinesSection15060(c)(3)noenvironmental
review is required.
Environmental Determination
TheDirectorofDevelopmentServiceshasreviewedtheproposedactivityforcompliancewiththe
CaliforniaEnvironmentalQualityAct(CEQA)andhasdeterminedthattheactivityisnota“Project”as
definedunderSection15378oftheStateCEQAGuidelinesbecauseitwillnotresultinaphysical
changeintheenvironment;therefore,pursuanttoSection15060(c)(3)oftheStateCEQAGuidelines,
the activity is not subject to CEQA. Thus, no environmental review is required.
BOARD/COMMISSION RECOMMENDATION
N/A
DISCUSSION
TheFinanceDepartmentisproposingtwonewpolicieswhichwillservetheCity’sstakeholdersina
number of ways.
Thefirstpolicy,relatedtobondissuedisclosurewillprovideadditionalinformationandsuretytothe
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Thefirstpolicy,relatedtobondissuedisclosurewillprovideadditionalinformationandsuretytothe
City’sbondholdersbyrequiringCityofficialstocertifytheirunderstandingofbondissueoffering
documents,suchasofficialstatementsforneworrefundingbondissues,andadditional
requirementsandcertificationsrelatedtoongoingannualdisclosureandmaterialeventsfor
outstandingbondissues.Theseassurancesareviewedasfavorablebyratingsagenciessuchas
Moody’s and Standard & Poor’s.
ThesecondpolicywillsafeguardtheCity’sfixedassetsbyformalizinganexistingsetofprocedures,
asrecommendedbytheCity’sauditors.Whilethisisnotamaterialalterationtothemethodutilized
currentlybyCityStaff,aformalpolicywithCityCouncilapprovalestablishestheprocessinamanner
compliant with audit requirements.
DECISION-MAKER CONFLICT
Staffhasreviewedthedecisioncontemplatedbythisactionandhasdeterminedthatitisnotsite-
specificandconsequently,the500-footrulefoundinCaliforniaCodeofRegulationsTitle2,
section18702.2(a)(11),isnotapplicabletothisdecisionforpurposesofdetermininga
disqualifyingrealproperty-relatedfinancialconflictofinterestunderthePoliticalReformAct(Cal.
Gov't Code § 87100, et seq.).
Staffisnotindependentlyaware,andhasnotbeeninformedbyanyCityCouncilmember,ofany
other fact that may constitute a basis for a decision maker conflict of interest in this matter.
LINK TO STRATEGIC GOALS
TheCity’sStrategicPlanhasfivemajorgoals:OperationalExcellence,EconomicVitality,Healthy
Community,StrongandSecureNeighborhoodsandaConnectedCommunity.Approvalofthese
policieswillassisttheCityinprovidingOperationalExcellencebysettingthepropercontroland
safeguards related to both debt disclosure and fixed assets.
CURRENT YEAR FISCAL IMPACT
None
ONGOING FISCAL IMPACT
None
ATTACHMENTS
City Disclosure Policy
Fixed Assets Inventory & Controls Policy (with referenced forms)
Staff Contact: Mike Sylvia, MBA, CPFO, Finance & Purchasing Manager
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COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: City DisclosurePolicy POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20161of 4
ADOPTED BY: Resolution No. DATED: 6/xx/2016
AMENDED BY:Resolution No. (date of resolution)
BACKGROUND
The City Council adopted the City’s Debt Policy No. 220-05 on January 14, 2014. The City’s
Debt Policy included a brief summary of the City’s disclosure requirements. The main
objectives of this policy are to expand on the City’s legal requirements related to debt
disclosure; to definethe appropriate rolesand responsibilitiesnecessary for continued
compliance;and to certify compliance by all officers involved related to future offering
documents.
PURPOSE
To set forth policies and principles of the City’s disclosure obligations related to securities
issued by the City and related entities.
POLICY
GENERAL POLICIES
LegalRequirements
The City issues securities in the public capital market. When bonds are issued, the City has
an obligation to disclose all material information and to meet certain standards in compliance
with federal securities laws. These include but are not limited to the Securities Act of 1933 –
Anti-Fraud, the Securities and Exchange Act of 1934, the Securities and Exchange
Commission (SEC) Rule 10b5, and SEC Rule 15c-2-12.
The consequence of incomplete, inaccurate or misleading disclosure could have significant
financial impacts on the City and on individual elected officials, officers, and staff. These
actions include, but are not limited to:
Securities and Exchange Commission (SEC) Investigation –SEC has the power to
bring civilactions or refer to Justice Department for criminal action. Levels of culpability
include: negligence, recklessness, and intent to defraud (“scienter”).
Requirement to impose cumbersome procedures and oversight to settle SEC actions.
Adverse publicity to the City –reduced market access.
Rating Downgrades, which could potentially trigger costly mitigation on bond issues.
The benefits of sound disclosure practices can have both tangible and intangible affects:
Enhancement of credibility in the marketplace.
Foster liquidity for the securities.
2016-06-21 Agenda Packet Page 72
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: City DisclosurePolicy POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20162of 4
ADOPTED BY: Resolution No. DATED: 6/xx/2016
AMENDED BY:Resolution No. (date of resolution)
Demonstrate a solid disclosure track record that will be viewed favorably by investors,
credit rating agencies, and the public.
Scope of Application
This policy is consistent in its application with the City’s DebtPolicy. Additionally, the policies
herein apply to all documents and information that are reasonably expected to reach
investors/securities market, including:
Initial disclosure,
Continuing disclosure, (annual and material events), and
Other information (audits, budgets, certain press releases, web site posting, financial
presentations, etc.)
Governing Authority and Responsibility
A.Authority –The City’s disclosure program shall be managed in conformance with
applicable federal, state, and other legal requirements, including Chula Vista City
Codes.
As provided for in the Debt Management Practices Section of the City’s Debt Policy,
this Disclosure Policy augments the City’s Debt Policy, as such all provisions of the
Debt Policy apply only as to specifics related to disclosure compliance. In the event of
any conflicts between the Debt Policy and the Disclosure Policy, the Debt Policy shall
prevail.
B.Point of Contact -The CityFinance Director/Treasurer shall be designated as the
primary party responsible for the development, distribution, and determination of the
materiality of information.
C.Responsibility
1.As the primary Point of Contact, it shall be the responsibility of the Office of the
Finance Director/Treasurer to oversee all aspects of disclosure. As such, the
Office of the Finance Director/Treasurer is responsiblefor reviewing the form and
content of the City’s documents and materials prepared, issued, or distributed in
connection with the City’s disclosure obligations relating to its securities; to
include but not limited to: preliminary and final official statements, annual
continuing disclosure reports, material event notices and other voluntary filings to
the Municipal Securities Rulemaking Board disclosure portal Electronic Municipal
2016-06-21 Agenda Packet Page 73
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: City DisclosurePolicy POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20163of 4
ADOPTED BY: Resolution No. DATED: 6/xx/2016
AMENDED BY:Resolution No. (date of resolution)
Market Access (EMMA), press releases, rating agency presentations, web‐site
postings, investor presentations, and other communications reasonably expected
to reach investors or the securities markets.
2.Along with the Finance Director/Treasurer, the City Attorney, and City Manager
shall serve as integral members of the financing team, each, as appropriate,
responsible for ensuring and certifying to the accuracy of the information
released to the market.
3.The City is responsible for the content of its disclosure documents. The City
Finance Director/Treasurer, City Attorney, and City Manager shall ensure that
the use of outside professionals for their respective areas of expertise is
appropriate and reliance upon such expertise is reasonable and not excessive.
4.The Office of the City Finance Director/Treasurer shall ensure that subject matter
experts are involved in the development of disclosure documents.
5.The Office of the City Finance Director/Treasurer shall be responsible for
arranging training for City staff, officials, City Council members, and the Mayor
regarding their obligations relating to disclosure matters under federal securities
laws.
a. The City Manager and City Attorney shall ensure the attendance at such
training of those persons for whom the City Finance Director/Treasurer
recommends such training.
6.City officers and staff serving as financing team members have the responsibility
to review and provide input on draft documents. Such review shall take into
consideration that all material information is included, accurate, and relevant.
Politically sensitiveand confidential considerations are not exceptions to
disclosure.
7.Officers and employees of the City and related entities shall promptly provide
such information, assurance, and/or certifications as the City Finance
Director/Treasurer, in his or her solediscretion, may request in order to assure
compliance with federal securities laws.
a. The City Manager and City Attorney shall participate inand be in compliance
with requests of those persons for whom the City Finance Director/Treasurer
deems necessary to ensure good disclosure practices.
2016-06-21 Agenda Packet Page 74
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: City DisclosurePolicy POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20164of 4
ADOPTED BY: Resolution No. DATED: 6/xx/2016
AMENDED BY:Resolution No. (date of resolution)
8.The Office of the City Finance Director/Treasurer shall ensure that drafts of the
offering documents are provided to the City Manager, City Attorney, City staff,
and the Mayor / City Council, as appropriate, to allow timely decisions regarding
disclosure.
9.The Office of the City Finance Director/Treasurer shall arrange for the City
Finance Director/Treasurer, a representative from the Office of the City Attorney
and a representative from the City Manager's Officeand representatives from
otherdepartments as deemed appropriate to participate in a due diligence
meeting or call with the underwriters of the bonds prior to the release of the
offering documents for the bonds.
Certifications
In connection with the approval of offering documents for securities by the City Council,
the City Finance Director/Treasurer, City Manager, and City Attorney each shall certify in
writing to the City Council that to the best of his or her knowledge, such documents do
not make any untrue statementsof a material fact or omit to state a material fact
necessary in order to make the statements made, in the light of the circumstances under
which they were made, not misleading. In the event the City Manager or City Attorney, or
City Finance Director/Treasurer is unavailable, an authorized designee may make the
certification required by this section.
2016-06-21 Agenda Packet Page 75
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: FIXED ASSETS INVENTORY &
CONTROLSPOLICY
POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20161of 9
ADOPTED BY:(Resolution No.)DATED: 6/xx/2016
AMENDED BY: Resolution No. (date of resolution)
I.PURPOSE: The purpose of this policy is to establish procedureswith regard
toinventory of all City owned assets and propertythat meet a minimum
threshold value.
II.POLICY
A.BACKGROUND: Fixed Assets are specific items of property that: (1) are
tangible in nature; (2) have a life longer than one year; and(3) have a
value of $10,000 or greater, per single unit.
Maintaining a complete and accurate accounting for Fixed Assets with
significant value is important for several reasons. Adequate accounting
procedures and records for Fixed Assets are essential to effective
property management and control. The stewardship responsibility
involved in safeguarding such a large public investment is of the utmost
importance to sound financial administration.
B.BENEFITS OFA GOOD FIXED ASSETS ACCOUNTING POLICY: Per
City Charter Sec. 504(i) the Director of Finance/Treasurer, shall have
power and be required to supervise the keeping of current inventories of
all property of the City by all City departments, offices,and agencies. A
good system over Fixed Assets facilitates overall control and custody of
the City’s property; assignsdirect responsibility for custody and proper
use of specific Fixed Assets to the City’s Department Heads; and
provides data essential to the proper management of Fixed Assets,
including repairs/maintenance management and acquisition of adequate
insurance coverage. Accounting over Fixed Assets is required for
preparation of a satisfactory, and complete annual financial report. To
meet the test of full disclosure, an annual financial report of the City of
Chula Vista must include complete Fixed Assets information.
C.DEFINITIONS
Capitalization Policy: In general, all Fixed Assets, including Land
and Improvements, Buildings, Equipmentand Machinery, with an
original cost of $10,000 or moreper unit, will be subject to accounting
and reporting (capitalization).
Fixed Assets: Fixed Assets are specific items of property that: (1) are
tangible in nature; (2) have a life longer than one year; and (3) have a
2016-06-21 Agenda Packet Page 76
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: FIXED ASSETS INVENTORY &
CONTROLSPOLICY
POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20162of 9
ADOPTED BY:(Resolution No.)DATED: 6/xx/2016
AMENDED BY: Resolution No. (date of resolution)
valueof $10,000 or greater, per single unit.
Land and Improvements: Purchased Land will be carried at
acquired cost. All cost for legal services incidental to the acquisition
and other charges incurred in preparing the Land for use shall be
included in the cost. In order for improvements to be capitalized, the
improvement should be considered permanent and should add value
or improve the use of the Land. Examples of improvements are
fences, retaining walls, landscaping, drainage systems, etc.
Buildings: All Buildings will be valued at purchase price or
construction cost. Cost should include all charges applicable to the
building acquisition including fees for brokers, appraisers, engineering
consultants, and architects.
Equipment and Machinery:All items of tangible personal property
not permanently affixed to real property(i.e. Landand Improvements,
and Buildings), which are needed in carrying out the operations of the
City. Installation, outfitting expenses, freight charges & sale taxcosts
should be included in the capitalized amount. Examples are
machinery, heavy equipment, computerservers, etc. with a value of
$10,000 or moreper unit.
Vehicles: All Equipment valued at $10,000 or more that must be titled
by the Department of Motor Vehicles and bear a license tag.
Work In Progress (WIP): This is primarily used in conjunction with
Capital Projects. Capital Project costs are accumulated until
completion, when cumulative costs are transferred to the appropriate
fixed asset account. All personal propertyitemsnot permanently
affixed to real propertyshould be included inthe Equipment and
Machinery category separate from WIP. The Capitalization Policy for
WIP does not apply in these cases.
Capital Improvement Project (CIP): Defined as amulti-year capital
investment with a valueof $50,000 or more and a minimum useful life
of 5 years at a fixed location. For furtherdetail regardingCIP, please
refer to the Capital Improvement Program budget adopted by City
Council.
Additions and Modifications to Existing Assets: Costs are often
incurred in connection with Fixed Assets after the original acquisition
cost has been established. In general, any expenditure which is
2016-06-21 Agenda Packet Page 77
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: FIXED ASSETS INVENTORY &
CONTROLSPOLICY
POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20163of 9
ADOPTED BY:(Resolution No.)DATED: 6/xx/2016
AMENDED BY: Resolution No. (date of resolution)
identified asan Addition to a fixed asset, or an integral part of it, that
significantly increases the value of, enhances the performance of or
changes its useful life, should be classified as a capital expenditure
(i.e. fixed asset) and the original acquisition cost adjusted. Example:
the Addition of an air conditioning system to a building that is
permanently affixed to a building and cannot be removed becomes
part of the Building. If the unit can be removed, and used at a
different location it is a stand-aloneFixed Assetand should be tagged
appropriately. When Modifications, which enhance the performance
or life of an asset,are made, the value of the asset should be
increased by the cost ofthe Modification. Examples may include
Equipment to outfit a new fire truck or a dump body to a truck chassis
where none existed before.
Depreciation –Depreciation is the systematic and rational allocation of
the cost of a capital asset over its estimated useful life. The straight-line
method is used for proprietary and governmental fund types. The
estimated useful lives are as follows:
-Buildings and building improvements –50 years
-Infrastructure –30to 75years
-Equipment, Vehicles and Machinery–5 to 15 years
-Computer Software –5 to 15 years
D.PROCEDURES
The maintenance of the City of Chula Vista Fixed Asset programwill be
achieved with the use of a clear and detailedprocess that must be
adhered to by all City personnel. This written process addresses the
steps to be taken for Additions, disposals and transfers between
departments/divisions and/or funds. This process iswritten with
Continuous Improvement(CI) in-mind. Although the process is subject to
change due toCI, at no point can responsibilityand fiduciary duties be
removed from DepartmentHeads. DepartmentHeads can designate an
inventory control clerk for their respective departments. But the ultimate
responsibility for custody, maintenance, and reasonable security for all
assets purchased for, or assigned to department,will remain at the
DepartmentHead level.
2016-06-21 Agenda Packet Page 78
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: FIXED ASSETS INVENTORY &
CONTROLSPOLICY
POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20164of 9
ADOPTED BY:(Resolution No.)DATED: 6/xx/2016
AMENDED BY: Resolution No. (date of resolution)
1.Additions
PURCHASES: When a purchase order is written against a capital outlay
account(s) over the Fixed Assets thresholdof $10,000, the Purchasing
Division of the Finance Department (Purchasing) will issue a fixed asset
number & the appropriate tag for each qualifying item. Purchasing will
attachthe tag to a fixed asset card (see attachment 1) to the originating
department’s copy of the purchase order. Upon receipt of the goods (not
before) the originating department will complete the fixed asset card(s)
and return it to Purchasing. Purchasing will verify the data and adjust the
fixed asset purchase order with any relevant information and receive the
asset in the Purchasing system, as required by section 2.56.120(A) of the
Chula Vista Municipal Code. After the fixed asset card is completely filled
out and verified by Purchasing, it will be given to the Fixed Asset Clerk in
the Comptroller’s division of the Finance Department.
AGGREGATE PURCHASES: A single purchase which includes multiple
items with atotal cost equal to or greaterthan the fixed asset thresholdof
$10,000, doesnot necessarilyqualify as a fixed asset. For example, five
Computers at $2,000.00 eachwere purchased on a single purchase order
for a total of $10,000. Even though the total is at the policy limit, the
Computers are not considered as a fixed asset since the individual cost
does not qualify. However, if one of the computers purchased withinthe
aggregate purchase was $10,000or greater, then that individual computer
would be considered a fixed asset.
DONATIONS: The City Council may accept any item(s) proposed to be
donated to theCity of Chula Vistaregardless of value. Afteracceptance
by the Council, the department receiving the donated item(s), e.g., Land,
Buildings, works of art, Vehicles, etc., must complete a fixed asset card(s)
upon receipt of these items and forwardit to Purchasing if theestimated
fair market value meetsthe capitalization thresholdof $10,000.
Purchasing will assign a Fixed Asset tag & card to the receiving
department. Any problems occurring with establishing a fair market value
should be referred to the Finance Director/Treasurer. Purchasing will
verify the data and collect any additional data needed before the
information is given to the Fixed Asset Clerk in the Comptroller’s division
of the Finance Department.
2016-06-21 Agenda Packet Page 79
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: FIXED ASSETS INVENTORY &
CONTROLSPOLICY
POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20165of 9
ADOPTED BY:(Resolution No.)DATED: 6/xx/2016
AMENDED BY: Resolution No. (date of resolution)
LEASES:Fixed Assets do not always have to be constructed or
purchased outright in order to be of benefit to a local government. Fixed
Assets may be temporarily utilized through a rental agreement, known as
an operating lease. In other situations, the utilization of leased Fixed
Assets may be such that the Cityhas in effect purchased the asset by
virtue of the length of its use of the asset, or the amount of payments it
has made to use the asset. This type of lease is known as a capital
lease.
A lease is an operating lease if it does not transfer the benefits and risk of
ownership to the City of Chula Vista. Operating lease payments are
recognized as expenses of the Citywhen they become payable. The
Fixed Assets leased through operating leases are not capitalized.
A lease is a capital lease if at the inception of the lease it meets any one
of the following criteria:
The lease transfers ownership of the property to the City of Chula
Vista by the end of the lease term.
The lease contains a bargain purchase option (an option extending
to the lesseethe right to purchase the leased property at a price so
favorable that the exercise of the option appears, at the inception
of the lease, to be reasonably assured).
The lease term is 75% or more of the estimated economic life of
the leased property.
The present value, at the beginning of the lease term, of the
minimum lease payments is at least 90% of the fair market value of
the leased property to the lessor.
TAGGING: Upon receipt of a purchased,donated, or leasedfixed
asset(s) and verification of the data on the completed fixed asset card(s)
for the Additions, the receiving Department will affix the fixed asset tag
somewhere visibleon the asset, but not to obscure the normal operation
and use of the asset. Certain asset tags will be affixed to an asset on a
non-removable external surface that is easily seenas listed on Section F
of this policy.
2016-06-21 Agenda Packet Page 80
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: FIXED ASSETS INVENTORY &
CONTROLSPOLICY
POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20166of 9
ADOPTED BY:(Resolution No.)DATED: 6/xx/2016
AMENDED BY: Resolution No. (date of resolution)
2.Transfers between City Departments
From time to time, the responsibility for a fixed asset will be transferred
from one department (or division/location, if needed)to another. The
transfe rring department must initiate the preparation of a Property
Transfer Disposal Request FormF-211 (see attachment 2) in this type of
transaction. Thetransferring department will fully identify the asset, will
indicate the receiving department,and will forwardtheForm F-211 to the
receiving department. The receiving department will acknowledge receipt
of the asset on the Form F-211 before forwardingto Purchasing.
Purchasing will verify the receipt of the asset with the receiving
department and will make the required changes in the inventories, as
required by section 2.56.120(A) of the Chula Vista Municipal Code.
Purchasing will verify the data andcollect any additional data needed
before the Form F-211 is given to the Fixed Asset Clerk in the
Comptroller’s division of the Finance Department.It is the transferring
department’sresponsibilityto confirmthat the asset has been removed
fromits inventory.
3.Removals & Disposals
Fixed Assets will be removed from a department’sand/or division’s fixed
asset inventory as follows:
SURPLUS ITEMS:Items that have been replaced, are not worth
repairing, or are obsolete and identified as having no further use are
considered surplus.Surplus items maybe disposed of only after the
approvalof Purchasing,regardless of their value and whether or not they
are identified as a fixed asset. The responsibility for surplus items other
than theexceptionnoted belowwill remain with the department until they
are sold or otherwise disposed of. Form F-211 is to be filled out for
Surplus Items with a value of $10,000 or more. Departments will identify
an item as surplus in the “Remarks”section of Form F-211 and submitthe
completed form to Purchasing for final action.
EXCESS ITEMS:Although excess to one operation, some items may be
considered fit for re-use and may be transferred to another operation for
further service. Other than theexceptionlisted below, thismay be done
2016-06-21 Agenda Packet Page 81
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: FIXED ASSETS INVENTORY &
CONTROLSPOLICY
POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20167of 9
ADOPTED BY:(Resolution No.)DATED: 6/xx/2016
AMENDED BY: Resolution No. (date of resolution)
directly by using the procedure in (2)“Transfers between City
Departments”above. Otherwise, departments will identify any excess
item as re-usable in the “Remarks”section of Form F-211 and submit the
completed Form F-211 to Purchasing. Periodically, a list of usable
excess items will be circulated to department directors for their
consideration, as required by sections2.56.020(I) and 2.56.120(A) ofthe
Chula Vista Municipal Code. The responsibility for these items will be the
same as with surplus items until transferred or otherwise disposed.
Exception to the above will be:
Computer equipment will be identified as surplus by the Information
Technology Services (ITS) Department. Computer equipment will not be
moved from its existing location without the specific approval of the ITS
Department. Completion of Form F-211 as described above is still
required. Form F-211 must be forwarded to ITS for approval before it is
sent to Purchasing.
NOTE: Surplus/Excess Property will not be sold or given to City Staff
under any circumstance. If this occurs, any employee involved will be
subject to disciplinary action.
LOST OR STOLEN ITEMS:When theft of an item is suspected, the
incident must be reported to the Police Department as soon as possible.
The department will complete the missing property form, Form F-248 (see
attachment 3)&attach a copy of the police report or other documentation,
if applicable,and forward it to Purchasing for action. Purchasing will
report any abuse of this procedure to the Finance Director/Treasurerfor
disciplinary action.
TRADE-INS:Purchasing will be responsible for handling any trade-in
arrangements that result from the purchase of new Equipment/Vehicles,
as indicated by section 2.56.120(A) of the Chula Vista Municipal Code.
The new asset will be added and the old asset will be removed according
to governmental accounting procedures. Purchasing will verify the data
and collect any additional data needed before Form F-211 and/or Form
F248 is given to the Fixed Asset Clerk in the Comptroller’s division of the
2016-06-21 Agenda Packet Page 82
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: FIXED ASSETS INVENTORY &
CONTROLSPOLICY
POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20168of 9
ADOPTED BY:(Resolution No.)DATED: 6/xx/2016
AMENDED BY: Resolution No. (date of resolution)
Finance Department.
4.SALE OF CAPITAL ASSETS: The proceeds from the sale of capital
assets should be reported as an “other financing source” rather than
revenue. Material gains should be treated as part of general revenues.
Material losses should be included as part of general government
expenses. Immaterial gains and losses may be handled as an
adjustment to Depreciation expense.
E.INVENTORY
The existence, location, and condition of all Fixed Assets should be verified
by taking an annual inventory. Each department has the responsibility to
complete an annual year-end physical inventory of its assigned Fixed Assets.
A Fixed Asset Listing by department/division’s inventory will be distributed to
appropriate departmental personnel in the fourth quarter of the fiscal year.
This inventory should be coordinated with the Finance Department
(Comptroller’s Division) and performed prior to fiscal year end (June 30), per
the City Charter Article V section 504(i). All discrepancies should be
reported to the Finance Department as soon as possible.
On a three year rotating cycle, the Finance Department will actively
participate in each department’s physical inventory. All inventories will be
subject to scheduledaudits by the Finance Department.
As DepartmentHeads change, departments merge or un-merge, it is
required that each DepartmentHead verify his or her department’s inventory
before the transition. This process shall be initiated by the Finance
Department. The outgoing DepartmentHead will verify the assets under
stewardshipby signing and datingthe Departmental Inventory report. The
incoming DepartmentHead will also signand date the same inventory report
acknowledging and accepting stewardship of the department’s assets.
REPORTS: Year-end reports will be processed and maintained by the
Finance Department Comptroller’s Division. Departmental inventory reports
will be made available upon request. Finance should be notified of any
discrepancies found in these reports without delay.
2016-06-21 Agenda Packet Page 83
COUNCIL POLICY
CITY OF CHULA VISTA
SUBJECT: FIXED ASSETS INVENTORY &
CONTROLSPOLICY
POLICY
NUMBER EFFECTIVE
DATE PAGE
June xx, 20169of 9
ADOPTED BY:(Resolution No.)DATED: 6/xx/2016
AMENDED BY: Resolution No. (date of resolution)
F.PROPERTY TAG LOCATION/PLACEMENT
Location of Fixed Asset Tag:
The tag should be affixed to a non-removable external surface that is
easily seen.
RELATED POLICIES
REFERENCES
City Charter Article V section 504 Director of Finance, Powers and Duties
Chula Vista Municipal Code Chapter2.56Purchasing System
FORMS
Attachment1: Fixed Asset Card
Attachment 2: F-211 Property Transfer or Disposal Request
Attachment 3: F-248 Missing City Property
2016-06-21 Agenda Packet Page 84
2016-06-21 Agenda Packet Page 85
F-248 (5/90)
THE CITY OF CHULA VISTA
DATE:
TO:
FROM: Finance Department
SUBJECT: MISSING CITY PROPERTY
══════════════════════════════════════════════════════════════════════════════════════
Additional information is required before action can be taken on your request to remove the equipment listed below from the
inventory record of fixed assets assigned to your department:
Property Inventory
Tag Number Description Value
PLEASE COMPLETE THE FOLLOWING AND RETURN TO THIS OFFICE:
1. Last known date equipment was in department:
2. Last known location where equipment was used (building, room, area, etc.):
3. Approximate date of last usage:
4. Name of employee to whom equipment was assigned:
5. Is this employee still in the department? Yes No
6. Did employee report loss? If yes, on what approximate date?
7. Give a brief explanation as to possible reason why equipment is missing:
8. If the equipment was stolen, were the Police notified? Yes No
Date
9. Person furnishing information:
Signature
Department Head Signature Date
10.Administrative Action: Removal Approved
Further Investigation Needed
Date
Any questions pertaining to the preparation of this report should be referred to the Fixed Assets Accountant in the Finance
Department at (619) 691-5051.
2016-06-21 Agenda Packet Page 86
2016-06-21 Agenda Packet Page 87
RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA ESTABLISHING A COUNCIL POLICY
REGARDINGTHE CITY OF CHULA VISTA DISCLOSURE
POLICY
WHEREAS, CityCouncil approved the City’s Debt Policy No. 220-05 on January 14,
2014, whichincluded a brief summary of the City’s disclosure requirements; and
WHEREAS, CityStaff, in working with consultants, determined that an expansion of the
City’s legal requirements related to debt disclosure, including thedefinition ofthe appropriate
roles and responsibilities necessary for continued compliance,and proper certification of
compliance by all officers involved related to future debt offering documents was needed; and
WHEREAS, City Staff, in response to these heightened requirements, have prepared a
City Disclosure Policy which further delineates the roles and responsibilities of City Staff related
to debt issuance and continuing disclosure regarding existing debt issues.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula
Vista, that the City Disclosure Policy is approved, 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
David Bilby, MSBA, CPFO Glen R. Googins
Director of Finance/Treasurer City Attorney
2016-06-21 Agenda Packet Page 88
RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA ESTABLISHING A COUNCIL POLICY
REGARDINGTHE CITY OF CHULA VISTA FIXED ASSETS
INVENTORY & CONTROLSPOLICY
WHEREAS, historically City Staff have used standard internalprocedures to process all
fixed asset activities for the City; and
WHEREAS, the City’s auditors recommended City Council approval of Policies
Governing Fixed Assets Inventory & Controlsto properly document all of the aspects of fixed
asset processing; and
WHEREAS, City Staff, in response to the City auditor’s recommendation, have prepared
a Policygoverning Fixed Assets Inventory & Controls which incorporatesthe Government
Finance Officers Association (GFOA) Best Practices related to fixed asset processing and
formally memorializes the City’s fixed asset standard internal procedures.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula
Vista, that it approves the Fixed AssetsInventory & ControlsPolicy,” in the form presented,
whichshall be kept on file in the office of the City Clerk.
Presented by Approved as to form by
David Bilby, MSBA, CPFO Glen R. Googins
Director of Finance/Treasurer City Attorney
2016-06-21 Agenda Packet Page 89
City of Chula Vista
Staff Report
File#:16-0225, Item#: 7
CONSIDERATIONOFADOPTINGTHECITYOFCHULAVISTAPRE-DISASTERRECOVERY
PLAN
RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFCHULAVISTAADOPTINGTHECITYOF
CHULA VISTA PRE-DISASTER RECOVERY PLAN
RECOMMENDED ACTION
Council adopt the resolution.
SUMMARY
TheNationalDisasterRecoveryFrameworkemphasizesplanningforrecoverybeforeandaftera
disasterhappens.Additionally,ChulaVistaMunicipalCode,Chapter2.14,EmergencyOrganization
Department,tasksCitystaffwiththepreparationandcarryingoutofplansfortheprotectionof
personsandpropertywithinthiscityintheeventofanemergency.ThePre-DisasterRecoveryPlan
accomplishesthisthroughwholecommunityplanningandintegrationofbothpublicandprivate
sector resources.
ENVIRONMENTAL REVIEW
Environmental Notice
Theactivityisnota“Project”asdefinedunderSection15378oftheCaliforniaEnvironmentalQuality
ActStateGuidelines;therefore,pursuanttoStateGuidelinesSection15060(c)(3)noenvironmental
reviewisrequired.Notwithstandingtheforegoing,theactivityqualifiesforanExemptionpursuantto
Section 15061(b)(3) of the California Environmental Quality Act State Guidelines.
Environmental Determination
TheproposedactivityhasbeenreviewedforcompliancewiththeCaliforniaEnvironmentalQuality
Act(CEQA)andithasbeendeterminedthattheactivityisnota“Project”asdefinedunderSection
15378ofthestateCEQAGuidelinesbecauseitwillnotresultinaphysicalchangeinthe
environment;therefore,pursuanttoSection15060(c)(3)oftheStateCEQAGuidelines,theactivityis
notsubjecttotheCEQA.Notwithstandingtheforegoingithasalsobeendeterminedthatthereisno
possibilitythattheactivitymayhaveasignificanteffectontheenvironment;therefore,pursuantto
Section15061(b)(3)oftheStateCEQAGuidelines,theactivityisnotsubjecttotheCEQA.Thus,no
environmental review is required.
BOARD/COMMISSION RECOMMENDATION
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None.
DISCUSSION
Background
Theprotectionoflife,environmentandpropertyaretheprimarygoalsofgovernmentalpublicsafety
agencies.Emergencyresponseandrecoveryplansprovidethebasisfromwhichresponseand
recovery operations are executed.
TheCityofChulaVistaisvulnerabletoarangeofnatural,technological,andhuman-caused
emergenciesanddisasters.In2006theCityofChulaVistaEmergencyServicesOrganization
launchedaninnovativeprocessofplanningforpost-disasterrecovery.Cityrepresentativesfrom
variousCitydepartments,includingDevelopmentServicesDepartment,HousingDivision,Public
WorksDepartment,FinanceDepartment,RecreationDepartment,InformationTechnologyServices,
andtheFireDepartment,formedasteeringcommitteethatspearheadedthedevelopmentofaPre-
Disaster Recovery Plan.
TheSteeringCommitteecollaboratedtoidentifyissuesandpotentialsolutionspertainingtothe
recoveryprocess.AmajorfocusoftheSteeringCommitteewastoidentifyexistingdevelopment
regulationsandotherpoliciesinvokedduringtheprocessofcommunityrebuilding.Several
stakeholders provided input on essential elements and action items for recovery.
ThePre-DisasterRecoveryPlanhasbeenupdatedandtailoredtoreflecttheCity’srecent
reorganizationaswellaschangesinfederallevelrecoveryguidelines.Additionally,theSteering
Committeeexpandeditsscopetoincludethefollowingdepartments/agencies:Library,Police,Fire,
Citizen’s Adversity Support Team (CAST), Mayor’s Office, and Animal Care Facility.
TheSteeringCommitteeutilizedawholecommunityplanningapproachwhendevelopingtheplan,
engagingseveralprivatesectorandlocalcommunitystakeholderstoaddresstheneedsoftheentire
communityofChulaVista.ThisplanningapproachensuresthattheCityofChulaVista,asawhole
may best prepare itself for the purpose of recovery.
Plan Format
Successfulrecoveryisdependentonsystematicpre-disasterplanningfortherestorationofservices,
housingandeconomicvitality.ThePre-DisasterRecoveryPlandividesandidentifiesrecovery
solutions for all phases of recovery: pre-event, post-event short-term, and post-event long-term.
ThepolicyareasaddressedintheplanareResidential,CommercialandIndustrialRehabilitation,
PublicSectorServices,EconomicRecovery,LandUse/Re-Use,OrganizationandAuthority,
PsychologicalRehabilitation,VitalRecords,andInterjurisdictionalRelationships.Eachofthesepolicy
areas are addressed during each phase of recovery.
ThepoliciesandstandardswerechosentoreflecttheorganizationalpracticesoftheCityofChula
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Vista.
Goal
ThePre-DisasterRecoveryPlanwillhelptoestablishparametersforpolicy-makersontheCity
Council,PlanningCommission,andotherdecision-makingbodiestominimizetheuncertaintyand
stressofmakinguninformeddecisionsinachaoticpost-disasterenvironment.Conductingrecovery
(mitigation) activities, pre-event, will help to streamline and prioritize recovery efforts post disaster.
DECISION-MAKER CONFLICT
Staffhasreviewedthedecisioncontemplatedbythisactionandhasdeterminedthatitisnotsite-
specificandconsequently,the500-footrulefoundinCaliforniaCodeofRegulationsTitle2,section
18702.2(a)(11),isnotapplicabletothisdecisionforpurposesofdeterminingadisqualifyingreal
property-relatedfinancialconflictofinterestunderthePoliticalReformAct(Cal.Gov'tCode§87100,
et seq.).
Staffisnotindependentlyaware,andhasnotbeeninformedbyanyCityCouncilmember,ofany
other fact that may constitute a basis for a decision maker conflict of interest in this matter.
LINK TO STRATEGIC GOALS
TheCity’sStrategicPlanhasfivemajorgoals:OperationalExcellence,EconomicVitality,Healthy
Community,StrongandSecureNeighborhoodsandaConnectedCommunity.ThePre-Disaster
RecoveryPlanalignswiththeCity’sgoaltoprovideStrongandSecureNeighborhoodsthrough
enhancingpreventioneffortsandpreparingcommunitiesfornaturaldisastersandotheremergencies,
maintainingaresponsiveemergencymanagementprogram,andensuringadequateemergency
response and posting emergency recovery services for our Chula Vista communities.
CURRENT YEAR FISCAL IMPACT
There is no current year fiscal impact for adopting this resolution.
ONGOING FISCAL IMPACT
ThePre-DisasterRecoveryplanidentifieskeyfocusareasforrecovery,andrecommendationsthat
shouldbeimplementedtoaddresstheseareasofconcern.Someactionsmayrequireadditionalstaff
timeorbudgetallocationstoimplementathoroughsolution.Departmentswillworktodeterminethe
fiscalimpactoftherecommendationsandidentifyfundingsourcesforfuturebudgetproposals.
Currently, there is no ongoing fiscal impact for adopting this resolution.
ATTACHMENTS
City of Chula Vista Pre-Disaster Recovery Plan
Staff Contact: Marlon King, Emergency Services Coordinator, Fire Department
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RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA ADOPTING THE CHULA VISTA PRE-
DISASTER RECOVERY PLAN
WHEREAS, the National Disaster Recovery Framework emphasizes planning for
recovery before and after a disaster happens; and
WHEREAS,Chula Vista Municipal Code, Chapter 2.14, Emergency Organization
Department, tasks City staff with preparing and carrying out plans for the protection of persons
and property within this city in the event of an emergency; and
WHEREAS,theCity of Chula Vista Strategic Plan places priority onensuring post-
emergency recovery services are available to our community; and
WHEREAS,the Pre-Disaster Recovery Plan is a living document under constant review
and will be updated as necessary to reflect current practices and lessons learned.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Chula Vista
that it adoptsthe Chula Vista Pre-Disaster Recovery Plan.
Presented by Approved as to form by
Jim Geering Glen R. Googins
Fire Chief City Attorney
2016-06-21 Agenda Packet Page 93
EMERGENCY ORGANIZATION
PRE-DISASTER
RECOVERYPLAN
June2016
2016-06-21 Agenda Packet Page 94
Acknowledgements
City of Chula Vista Pre-Disaster Recovery Plan Steering Committee
Marisa Balmer –Fire Department
Justin Gipson –Fire Department
Lou El-Khazen –Development Services Department -Building
Frank Rivera –Public Works Department -Engineering
Bill Valle –Public Works Department -Engineering
Manuel Medrano –Public Works Department -Environmental Services
Phil Davis -Finance Department
Bob Blackwelder -Information Technology Services-ITS-GIS
Hermon Howell-Information Technology Services
Kristi McClureHuckaby–Recreation Department
Anne Steinberger–Office of Communications
Jodie Sawina –Library
Gary Ficacci –Police Department
Suzi Brooks –Finance Department –Purchasing
Emerald Randolph –City and County (CAST) Mental Health
Ian Monahan –Mayor’s Office
Stephanie Lowery –Library
Mariya Anton –Animal Care Facility
Leilani Hines –Housing Division
Consulting Services
Carolyn J. Harshman, CEM, Emergency Planning Consultants
2016-06-21 Agenda Packet Page 95
City of Chula Vista Pre-Disaster Recovery Plan
Contents
CHAPTER I –Background and Introduction.................................................................................1
1.1Why This Plan?................................................................................................................1
1.2Overview of the Plan........................................................................................................1
1.3Existing Programs............................................................................................................2
1.4Recovery Task Force........................................................................................................2
1.5Policy Issues in Recovery................................................................................................3
1.6Recommendations............................................................................................................3
1.7Conclusion........................................................................................................................4
CHAPTER II –Guidelines, Goals, and Terminology....................................................................5
2.1Guidelines: How to Use the Plan.....................................................................................5
2.2Overall Concepts and Themes..........................................................................................5
2.3Planning............................................................................................................................5
2.4Hazard Mitigation............................................................................................................6
2.5Short-term Recovery........................................................................................................6
2.6Long-term Reconstruction................................................................................................6
2.7Whole Community Approach..........................................................................................7
2.8Plan Terminology.............................................................................................................7
CHAPTER III –Recovery and Reconstruction Policies................................................................9
3.1Overview..........................................................................................................................9
3.2Policies.............................................................................................................................9
A.RESIDENTIAL, COMMERCIAL AND INDUSTRIAL REHABILITATION................................................9
B.PUBLIC SECTOR SERVICES...........................................................................................................11
C.ECONOMIC RECOVERY................................................................................................................12
D.LAND USE/RE-USE.......................................................................................................................12
E.ORGANIZATION AND AUTHORITY...............................................................................................13
F.PSYCHOLOGICAL REHABILITATION.............................................................................................14
G.VITAL RECORDS...........................................................................................................................15
H.INTERJURISDICTIONAL RELATIONSHIPS.....................................................................................15
CHAPTER IV –Pre-Event Policies and Actions.........................................................................19
A.RESIDENTIAL, COMMERCIAL AND INDUSTRIAL REHABILITATION..............................................19
B.PUBLIC SECTOR SERVICES...........................................................................................................27
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City of Chula Vista Pre-Disaster Recovery Plan
C.ECONOMIC RECOVERY................................................................................................................30
D.LAND USE/RE-USE.......................................................................................................................33
E.ORGANIZATION AND AUTHORITY...............................................................................................38
F.PSYCHOLOGICAL REHABILITATION.............................................................................................40
G.VITAL RECORDS...........................................................................................................................43
H.INTERJURISDICTIONAL RELATIONSHIPS.....................................................................................44
Chapter V –Post-Event Short-Term Policies and Actions...........................................................51
A.RESIDENTIAL, COMMERCIAL AND INDUSTRIAL REHABILITATION..............................................51
B.PUBLIC SECTOR SERVICES...........................................................................................................55
C.ECONOMIC RECOVERY................................................................................................................57
D.LAND USE/RE-USE.......................................................................................................................60
E.ORGANIZATION AND AUTHORITY...............................................................................................61
F.PSYCHOLOGICAL REHABILITATION.............................................................................................62
G.VITAL RECORDS...........................................................................................................................63
H.INTERJURISDICTIONAL RELATIONSHIPS.....................................................................................64
Chapter VI –Post-Event Long Term Policies and Actions..........................................................67
A.RESIDENTIAL, COMMERCIAL AND INDUSTRIAL REHABILITATION..............................................67
B.PUBLIC SECTOR SERVICES...........................................................................................................68
C.ECONOMIC RECOVERY................................................................................................................69
D.LAND USE/RE-USE.......................................................................................................................70
E.ORGANIZATION AND AUTHORITY...............................................................................................71
F.PSYCHOLOGICAL REHABILITATION.............................................................................................72
G.VITAL RECORDS...........................................................................................................................73
H.INTERJURISDICTIONAL RELATIONSHIPS.....................................................................................74
Appendix A -Acronyms...............................................................................................................75
2016-06-21 Agenda Packet Page 97
City of Chula Vista 1 Pre-Disaster Recovery Plan
CHAPTER I–Background and Introduction
1.1Why This Plan?
The catalyst for the City of Chula Vista Pre-Disaster Recovery Plan is that the region is
vulnerable to a range of natural, technological, and human-caused emergencies and disasters.
Although the likelihood of any of these hazards resulting in catastrophic damage is low, the
possibility does exist. Also, reflecting on the previous experiences of other jurisdictions, an
unplanned recovery adds considerably to the amount of time required to “return to normal”.This
Plan is intended to provide both strategy and structure to the decision making processes
involved in recovery following a catastrophic event.
1.2Overview of the Plan
In 2006 the City of Chula Vista Emergency Organization launched an innovative process of
planning for post-disaster recovery. Representatives from various city departments formeda
Pre-Disaster Recovery Plan Steering Committee, which included the following City departments:
Planning & BuildingDepartment (now Development Services Department), Housing Division,
Public WorksDepartment, FinanceDepartment, RecreationDepartment, and Information
TechnologyServices. It was the role of the Steering Committee to identify issues and solutions
pertaining to the recovery process. A major focus of the Steering Committee was to identify
existing development regulations and other policies invoked during the process of community
rebuilding. This team approach was the cornerstone of the planning process and will ensure a
City-wide perspective in the complexities of all-hazards pre-disaster recovery planning.
In 2014 the Steering Committee was reconvened to review and update the Plan based on
recent reorganization of the City as well as changes in federal level recovery guidelines.
Additionally, the Steering Committee was expanded to include the following
departments/agencies: Library, Police, Fire, Citizen’s Adversity Support Team (CAST), Mayor’s
Office, and Animal Care Facility.
The Pre-Disaster Recovery Plan is based on the premise that successful recovery is dependent
on systematic pre-disaster planning for the restoration of services, housing and economic
vitality. The Plan divides recovery actions into pre-event,post-event short-termand post-event
long-term periods, which addresses recovery issues through mitigation efforts and post event
activities. The Plan's policies and programs will be continually refined as the City learns about
"what works" through studyof recovery processes of disaster-impacted communities and
conducting recovery training exercises.
A majority of the action items included in the Plan are pre-event, such as structural and
nonstructural mitigation projects and programs, identification of temporary trash disposal sites,
implementation of brush management programs, and analysis of various economic recovery
strategies.
The greatest challengefor the Steering Committee is developing the factual basis and analysis
needed for post-event decisions. Establishing parameters now for policy-makers on the City
Council, Planning Commission,and elsewhere will minimize the uncertainty and stress of
making uninformed decisions in a chaotic post-disaster environment.
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City of Chula Vista 2 Pre-Disaster Recovery Plan
1.3Existing Programs
Virtually every City agency, office or department has a defined role in the Pre-Disaster Recovery
Plan. The City’s Municipal Code defines the City’s Emergency Organization, under which all
offices and employees of the City are charged with duties to protect life andproperty in this City
during an emergency. The City Manager is responsible for coordinating the planning process,
and, once the Plan is approved by the Mayor and Council, managing its implementation. The
City Manager is therefore involved in the entire disaster cycle: preparedness-mitigation-
response-recovery.
The City is also guided by its Emergency Operations Plan and Ordinance 1408 which
establishes the City’s Emergency Organization. These documents guide the leadership and
operational response activities during emergencies impacting the City. The Ordinance identifies
the City Manager as the Director of Emergency Services, anddefines the powers of the City
Manager as the Director of Emergency Services. The Ordinance also describes the role of the
City’s Disaster Council, a body which is empowered to develop and recommend for adoption
necessary emergency and mutual aid plans, agreements, ordinances, resolutions, and rules
and regulations necessary to implement such plans. The Emergency Operations Plan identifies
an organizational structure, roles and responsibilities for assigned staff, and intergovernmental
relationships during times of crisis. The Pre-Disaster Recovery Plan will be adopted as an
annex to theEmergency Operations Plan.
The San Diego County Multijurisdictional Hazard Mitigation Plan (MJHMP) identifies the City of
Chula Vista’s comprehensive list of goals, objectives, and actions to be undertaken to minimize
the potential impacts of future natural and human-caused disasters. The MJHMP, along with
the General Plan provides a framework for establishing future policy and programs to address
thethreats of a range of hazards.
1.4Recovery Task Force
Itis proposed that the City’s Emergency Management Program, with the assistance of the
authoring Pre-Disaster Recovery Plan Steering Committee, be responsible for maintaining the
Plan and tracking the implementation of the “pre-event” action items.Each City Department has
had input on the action items and are the subject matter experts in their respective areas. As the
lead departments, they will work with the Emergency Management Program to implement the
pre-event mitigation activities as feasible.
Following amajor emergency or disaster, the Recovery Director in the City’s Emergency
Operations Center (EOC) is responsible for assisting with the development of and directing the
implementation of the Recovery Plan. The Recovery Director shouldbe tasked by the City’s
Disaster Council to work with the appropriate personnel to prioritize and implementthe “post-
event short-term” and “post-event long-term” action items identified inthe Pre-Disaster
Recovery Plan, based on the needs of the disaster. This team of individuals would serve as the
RecoveryTask Force, and membership would be dictated by thenature of the disaster1.
1 The Recovery Task Force could likely include members of the Pre-Disaster Recovery Plan Steering Committee
and other departments as deemed necessary.
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City of Chula Vista 3 Pre-Disaster Recovery Plan
1.5Policy Issues in Recovery
The following is a brief look at the types of policy issues during recovery:
Large numbers of damaged buildings and other facilities
Economic losses by the City and private sector
Geological and othernatural hazard conditions that pose serious threats to the
continued use of land areas
Disruption of City operations
Damaged roads, bridges, utility systems, and other critical infrastructure
Medical and psychological impacts on the population
Damaged anddisrupted households and businesses
These problems are also identified as involving the need for urgent short-term efforts such as
damage assessment, debris removal, temporary relocation of residents and businesses,
immediate restoration of services, immediate abatement of extreme structural hazards and
repair of homes, businesses and industrial facilities. Long-term tasks involve reconstruction of
damaged buildings, permanent re-establishment of City and private sector operations, long-term
hazard mitigation and land use planning, and repair of damaged utility systems. Long-term
recovery efforts may extend for 10 or more years.
Complicating both short-term and long-term recovery efforts are problems of economic impacts
on both private and public sectors.
1.6Recommendations
The Pre-Disaster Recovery Plan Steering Committee reviewed existing legislation and
regulatory programs for examples of existing pre-and post-disaster recovery and reconstruction
plans. The Recovery and Reconstruction Plan developed bythe City of Los Angeles (1994),
although focused exclusively on earthquake, served as an excellent model. The Steering
Committee based its work on the Los Angeles plan while broadening the scope to cover all
hazards. In addition, the policies and standards were updated to reflect the organizational
practices of the City of Chula Vista.
The resulting Pre-Disaster Recovery Plan is divided into the following policy areas:
A -Residential, Commercial and Industrial Rehabilitation
B -Public Sector Services
C -Economic Recovery
D -Land Use/Re-Use
E -Organization and Authority
F -Psychological Rehabilitation
G -Vital Records
H -Interjurisdictional Relationships
Under each topic, policies and implementation actions are defined. The "lead" and supporting
agencies responsible for each of the actions are also noted.
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1.7Conclusion
The Pre-Disaster Recovery Plan will continue to be an evolving plan. The Plan contains many
“pre-event” actions that will require time and attention. Additionally, review of recovery
processes of other disaster impacted communities and the lessons learned from recovery
training exercises will be valuable sources of information for future plan revisions.The City will
work to implement the pre-event activities listed in this plan as feasible, and during response,
the post-event short-term and post-event long-term activities will help guide recovery
operations.
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CHAPTER II–Guidelines, Goals, and Terminology
2.1Guidelines: How to Use the Plan
The Pre-Disaster Recovery Plan is designed to provide users with recommendations of actions
that should be implemented to expedite recovery. In addition to the general explanatory
material provided in Chapters I and II, users are provided an overall view of its policy framework
in Chapter III.
The structure of the Plan is reflected in ChaptersIV-VI, which provides both policies and the
implementation actions needed to carry them out. Each policy and subsequent actions are
separated by the phases of recovery:
-Pre-event
-Post-event Short-term
-Post-event Long-term
The Plan can be used by various individuals and interests, and members of City departments.
The policies are of special interest to the Mayor and City Council. The Plan connects the
Emergency Operations Plan with the City’s General Plan Public Facilities and Services Element.
For other government entities and private sector interests, this Plan provides a basis for future
coordination of activities, both before and after a catastrophic disaster, for the common good.
As new information is received from these sources, the Plan should be adjusted to provide the
greatest possible degree of coordination and mutual benefit.
2.2Overall Concepts and Themes
The overall concept of the Pre-Disaster Recovery Plan is simple: planning and action before a
disaster can significantly reduce recovery and reconstruction costs, facilitate the return to
normalcy, and create an improved city afterwards. The vision embodied in this concept is that
of a city with the foresight to recover rapidly from any disaster while rebuilding wisely as a better
place. The components of this vision include four basic themes which are central to the Plan: 1)
Planning, 2) Hazard Mitigation, 3) Short-term Recovery, and 4) Long-term Reconstruction.
2.3Planning
In 2012, the United States Congress passed the National Disaster Recovery Framework
(NDRF). It is a conceptual guide designed to ensure coordination and recovery planning at all
levels of government before a disaster, and defines how we will work together, following a
disaster, to best meet the needs of states, local and tribal governments and communities and
individuals in their recoveries. For the first time, the framework establishes coordination
structures, defines leadership roles and responsibilities, and guides coordination and recovery
planning at all levels of government before a disaster happens. It involves better utilization of
existing resources. The NDRF is the first effort by the federal government to define the
government’s roles and responsibilities during the recovery phase.
A basic premise for this Plan is that planning in advance of a disaster can accelerate a post-
disaster return to normalcy, while mitigating new and known hazards. The ideal use of the
planning process would be to implement the pre-event actions of the Plan as quickly and fully as
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possible before a major disaster strikes. Pre-event planning of post-event organization and
procedures can mitigate confusion and reduce the time otherwise required after the event to
initiate recovery action.Special efforts will be needed to bring about effective pre-event
implementation under today's limited budgets.
2.4Hazard Mitigation
Pre-event mitigation of structural and natural hazards reduces damages and post-event
resource expenditures to respond, recover, and reconstruct. As with planning, hazard mitigation
is both a pre-event and a post-event activity. Since natural disasters reoccur, each one can
leadto improved knowledge of how to reduce losses in the next. Growing knowledge and
concern over earthquakes in California has led to legislativeresponses after each major event.
As an example, following the 1989 Loma Prieta Earthquake over 300 bills wereintroduced in
the State Legislature, of which approximately half were enacted.The City is actively engaged in
the countywide hazard mitigation planning process and continues to identify and address the
current hazards affecting the City, and projecting future impacts of potential hazards.
2.5Short-term Recovery
The key objectives of short-term recovery are to restore services and facilities, homes, and jobs
quickly and efficiently. When disasters occur, recovery begins immediately. The first recovery
actions, such as debris removal, are closely linked with emergency response operations. These
are soon followedby activity which centers on restoring normal levels of economic, social and
service activities, often in repaired or temporary facilities.
After major disasters, pressures are overwhelming for prompt attention to residents' needs.
Despite difficulties in resuming essential services, local governments are inundatedby citizen
demands for prompt response to their inquiries and requests. During this restoration phase, the
City may need to modify standard operating procedures so that the community can get back on
its feet as quickly as possible. Extraordinary measures may be required to streamline and
simplify procedures for a time in responding to citizen requests.
The City of Chula Vista has many complex procedures which have evolved over time as a result
of laws, court decisions, due process concerns and day-to-day practice. Special pre-event
efforts must be made to enlist the full cooperation of those parties upon whom successful
implementation of extraordinary measures will depend. These efforts will require intense
cooperation and coordination with the private sector and with other governmental entities.
2.6Long-term Reconstruction
The Plan aims to rebuild safely and wisely, reducing future hazards and optimizing community
improvement. The task of rebuilding takes much longer than the short-term recovery phase.
Long-term reconstruction, which can involve rearrangement of street or land use patternsor
changes in development intensity, can take many years.
A common issue which must be faced in long-term reconstruction is whether or not to recreate
the same pattern that existed before the disaster, or to change it in an effort to create safer
conditions and improve the City. With any major disaster, there are opportunities to rebuild
differently and make a safer, better city. However, grand schemes to redesign or relocate major
features such as roads or business districts after a disaster often have not worked well because
the plans either took too long to conceive or ignored important economic and community values.
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2.7WholeCommunity Approach
The whole community concept is a process by which residents, emergency management
representatives, organizational and community leaders, and government officials can
understand and assess the needs of their respective communities and determine the best ways
to organize and strengthen their resources, capacities, and interests. Engaging in whole
community planning builds a more effective path to societal security and resilience. This plan
supports the following whole community principles:
Understand and meet the needs of the entire community, including people with
disabilities and those with other access and functional needs.
Engage and empower all parts of the community to assist in all phases of the
disaster cycle.
Strengthen what works well in communities on a daily basis.
The effectiveness of the emergency response is largely predicated on the preparedness and
resiliency of the community.
2.8Plan Terminology
Definitions and explanations of key recovery and reconstruction concepts and terms are
provided below.
Local Emergency. Any occurrence which by reason of its magnitude is or is likely to
become beyond the control of the normal services, personnel, equipment and facilities of
the regularly constituted branches and departments of City Government.
Proclaimed Emergency. The Mayor has the power to proclaim a local emergency,
subject to the ratification by the City Council within seven days and every fourteen days
thereafter. The City Council has the power to terminate a local emergency as soon as
conditions warrant. For purposes of the Plan, the term "proclaimed emergency" is
synonymous with the term "local emergency.”
Temporary Housing. This term is inclusive of any housing, residential or commercial,
that would not ordinarily be used for housing purposes; it includes emergency shelters,
transitionalhousing,and interim housing as defined here:
o Emergency Shelter. As applied primarily in the Policy A: Residential,
Commercial and Industrial Rehabilitation of this Plan, this term refers to
appropriate buildings or other facilities to house displaced people for a short
period of time (days), e.g., educational institutions, recreation centers, and
warehouses.
o Transitional Housing. This term refers to appropriate facilities to house
displaced people for periods of approximately one month to one year, including
tents and mobile homes.
o Interim Housing. This term refers to temporary quarters for displaced people to
live in until permanent replacement housing can be found for them.
o Long-term Housing. This is synonymous with permanent replacement housing.
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Recovery. The California Recovery Reconstruction Act of 1986 defines the term
"recovery" as the general restoration of social, economic and institutional activity to
levels comparable to or greater than those which existed prior to the disaster.
Reconstruction. The term "reconstruction" is generally understood to mean the
replacement or rebuilding of damaged or destroyed physical facilities. Recovery is a
human process supported by and reflected in the physical process of reconstruction.
Recovery is generally completed more quickly than reconstruction, which can last years.
Post-Disaster Phases. The post-disaster phases used in this Plan are modeled after
the phases identified by the Southern California Earthquake Preparedness Project
(SCEPP) in a document titled Earthquake Recovery and Reconstruction Planning
Guidelines for Local Governments, published in May, 1991. These guidelines indicate
an Emergency Relief phase of up to two months, a short-term recovery phase extending
up to two years and a long-term reconstruction phase lasting up to ten years after the
disaster. Each succeeding phase overlaps the preceding phase to some degree.
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CHAPTER III–Recovery and Reconstruction Policies
3.1Overview
This Section provides a summary of Plan policies relatedto recovery and reconstruction. They
are grouped by eight general functions:
A -Residential, Commercial and Industrial Rehabilitation
B -Public Sector Services
C -Economic Recovery
D -Land Use/Re-Use
E -Organization and Authority
F -Psychological Rehabilitation
G -Vital Records
H -Inter-jurisdictional Relationships
3.2Policies
A.RESIDENTIAL, COMMERCIAL AND INDUSTRIAL REHABILITATION
IT IS THE CITY'S POLICY:
A.1 Temporary Housing
That emergency shelters will be arranged for displaced residents as soon
as the emergency is proclaimed and that we will close such shelters as
soon as transitional, interim or long-term housing becomes available.
A.2 Protection for Renters
To maximize available housing stock by protecting renters from
unwarranted displacement and financial hardship as a result of unlawful
actions by landlords.
A.3Mutual Aid Sheltering Requirements
To coordinate the sheltering needs for specialized personnel acquired as
a result of mutual aid fromother jurisdictions.
A.4Demolition
That demolition, when necessary, be done as expeditiously as possible.
A.5 Mutual Aid for Safety Assessment
That, when necessary, mutual aid resources will be utilized to assist in
the building safety assessment effort.
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A.6Safety Assessment
That the Development Services Department-Building Division, Fire
Department and other agencies, as appropriate, provide systematic
safety assessment inspections of buildings on a priority basis.
A.7 Hazard Evaluation Teams
To inspect, gather information on and provide systematic evaluation of
natural and toxic hazards on a priority basis, in coordination with the
safety assessment process.
A.8Disaster Assistance
To provide appropriate city resources to persons applying for disaster
assistance for interim housing.
A.9Repair of Damaged Buildings
To encourage immediate repair for interim re-occupancy of damaged
properties.
A.10Security
To provide for security to sheltering, temporary distribution centers and
other emergency response facilities.
A.11Federal Hazard Mitigation
To expedite post-event hazard mitigation activities mandated under the
Stafford Act (Public Law 93-288, as amended), California Disaster
Assistance Act Mitigation Measures (section 8686.4 of the Government
Code), related federal and state regulations and guidelines, and Local
Hazard Mitigation Plan.
A.12Fast-Track Permit Review
To facilitate short-term recovery through pre-event adoption of post-event
fast track permit review procedures and criteriain impacted areas.
A.13Interim Control Ordinance Procedure
To facilitate post-event recovery and public safety by pre-event adoption
of an ordinance establishing general objectives and criteria by which
specific areas are identified for inclusion under the interim control
ordinance restrictions in hazardous areas.
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A.14Environmental Protection
That to the maximum extent feasible, recovery and reconstruction
alternatives be chosen which best preserve and protect the environment
and better the environmental health and safety of the City.
B.PUBLICSECTOR SERVICES
IT IS THE CITY'S POLICY:
B.1Orderly Restoration
That a plan for the orderly restoration of public services after a major
disaster be developed.
B.2Utilization of City Employees
That during the recovery and reconstruction phase of a major disaster,
the City’s employees shall be fully utilized whenever feasible.
B.3Building Inventory
Develop an inventory of available public and private buildings that can be
used to house city services in the event of a major disaster.
B.4Equipment and Services
Plan for the availability of equipment and services needed in the recovery
and reconstruction process.
B.5Public Information
That a coordinated public information system be developed to include
public service announcements, hotlines, automated call directors, and
other communication media to keep City employees and the general
public informed of ongoing recovery and reconstruction activities and City
employees advised of their assignments and responsibilities.
B.6Animal Safety
To take immediate action to minimize animal suffering during a disaster
and to ensure public health and safety during a period in which public
health and safety would be endangered by animal related conditions.
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C.ECONOMIC RECOVERY
IT IS THE CITY'S POLICY:
C.1Cash Flow
To ensure cash flow to provide essential services to maintain public
health and safety for a period deemed necessary.
C.2Re-establishment of Essential Services and Utilities
To facilitate the re-establishment of essential commercial services and
necessary utilities in locations near temporary shelters on private or
public property.
C.3Infrastructure and Services
To join other government agencies and the private sector to return the
public infrastructure and the City's services to pre-event levels, or better.
C.4Re-establishment of Businesses
To assist citizens and private sector businesses in re-establishing normal
activities and operations as quickly as possible.
D.LAND USE/RE-USE
IT IS THE CITY'S POLICY:
D.1Pre-Event Hazard Mitigation
To accelerate pre-event hazard mitigation activity through developing and
refining information, policies and regulations interrelating hazards,
structures and land use planning.
D.2Mitigation Strategies
Toimplement the Multi-Jurisdictional Hazard Mitigation Plan.
D.3Pre-Event Public Education
To strengthen and enhance public education concerning natural hazards
and land use/re-use issues in anticipation of a community-wide disaster.
D.4Mitigation Standards for City Facilities
To develop and maintain appropriate mitigation standards for new and
existing City facilities and that public improvements commensurate with
the degree of hazard.
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D.5Re-Planning Hazardous Areas
To re-plan hazardous and devastated areas and recognize disaster-
generated constraints and opportunities.
D.6Statutory Modifications
To identify and use existing California Environmental Quality Act (CEQA)
and Coastal Act Laws and local implementation procedures for disaster
recovery and reconstruction purposes, needs and processes.
D.7Infrastructure Improvements
That following a community-wide disaster, any plan revisions or adoption
shall take into consideration the correction of deficiencies in infrastructure
and improvements, both public and private (improvements could include
non-conforming streets, inefficient street patterns, recreational facilities,
etc.).
D.8Reconstruction Strategy
To reflect a proactive rather than reactive approach to reconstruction
issues and opportunities through post-event formation of a Recovery
Task Force and preparation of a strategic plan for reconstruction.
D.9Adjust General Plan Elements
To adjust General Plan Elements to reconcile them with post-event
economic, fiscal and housing recovery needs.
D.10Redevelopment
To prepare a post-event redevelopment strategy which seeds new
financing for reconstruction and redevelopment, streamlines
redevelopment expansion procedures and coordinates these with other
city, county, state and federal entities.
E.ORGANIZATION AND AUTHORITY
IT IS THE CITY'S POLICY:
E.1Emergency Organization
It is the City's policy that to the extent possible, the City shall accomplish
disaster recovery and reconstruction through the existing City Emergency
Organization (Ord. 1408) structure, which may be modified to address
recovery and reconstruction concerns.
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E.2Recovery Task Force
That a recovery organization be created as an interdepartmental/ multi-
agency team within the Emergency Organization and be managed by the
Recovery Director.
E.3Operating Procedures
That following any major disaster, every effort be made to restore normal
operating and decision-making processes as quickly as possible, and
that, to the extent possible, recovery and reconstruction objectives be
accomplished through standard operating procedures.
E.4Public Participation
That opportunity for public participation in land use decisions after a
proclaimed emergency be maximized.
E.5Legislative Priorities
That legislative policy priorities be established and maintained addressing
recovery and reconstruction from a major disaster.
E.6Five Year Implementation Program
To identify and integrate the actions of this plan with those of the Hazard
Mitigation Plan and the Emergency Operations Plan and procedures
through a five-year implementation program overseen by the Emergency
Services Coordinator and coordinated by the City Manager through the
annual budget process.
F.PSYCHOLOGICAL REHABILITATION
IT IS THE CITY'S POLICY:
F.1Psychological Aspects
To address the psychological aspects of the aftermath of a major disaster
affecting both citizens and City employees.
F.2Disaster Related Stress
To recognize that one of the most serious impacts of any disaster is the
psychological trauma which the disaster creates for public service and
volunteer personnel who must respond to it. The City's plans to prepare
for, respond to, and recover from disasters shall include provisions to deal
with disaster-related stress.
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F.3Stress Management
That stress management should not be limited to intervention by mental
health professionals after a disaster. Disaster-related stress can be
alleviated to a significant degree by the pre-incident preparations which
are made to cope with a disaster's occurrence. Because City employees
represent a critical resource in disaster response and recovery,priority
should be given to programs which will help mitigate their post-traumatic
stress.
F.4Resources
To maximize community and public resources available to deal with
stress management in a major disaster.
F.5Post-Traumatic Stress
In its long-term recovery efforts to recognize the significant effects post-
traumatic stress disorder will have on the citizens and the community as a
whole and that steps will be taken to minimize these effects.
F.6Media Coordination
To work closely with media representatives to ensure the dissemination of
mental health information is appropriate for the effective response to and
recovery from a major disaster. The information disseminated to the
public by the media before, during and following a major disaster can
have a significant impact on the disaster-related stress experienced within
the community.
G.VITAL RECORDS
IT IS THE CITY'S POLICY:
G.1Protection and Retention
To formulate and maintain a vital records protection and retention plan in
order to provide protection of City documents and information required to
continue essential operations in the event of a disaster and to resume
normal operations after a disaster.
H.INTERJURISDICTIONAL RELATIONSHIPS
IT IS THE CITY'S POLICY:
H.1Cooperation Among Agencies
To maintain ongoing liaison and contact with appropriate public and
private agencies to improve cooperation among agencies and to ensure
familiarity with the emergency response and recovery plans of various
agencies.
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H.2Emergency Sheltering Requirements
To coordinate emergency sheltering requirements with the American Red
Cross and other appropriate entities and to be prepared to self-manage
emergency shelters if necessary.
H.3Financial and Other Assistance –Housing
To work with appropriate local, state, and federal entities to expedite the
provision of financial and other assistance to citizens whose residences
have been damaged.
H.4Restoration of Residences
To work with the private sector to expedite the restoration of residences in
the post-disaster environment.
H.5Response and Recovery Plans
To encourage and assist private sector entities in the development of
response and recovery plans and programs.
H.6Finance and Other Assistance –Business
To coordinate with appropriate state and federal entities to expedite the
provision of financial and other assistance to business enterprises which
have been damaged.
H.7Restoration of Business
To coordinate with the private sector to expedite the restoration of
business and industry in the post-disaster environment.
H.8Equipment and Services
To plan for the availability of priority equipment and services needed in
the recovery and reconstruction process.
H.9Restoration of Infrastructure
To work with appropriate local, state, and federal entities to facilitate the
restoration of roadways and utilities immediately following a disaster.
H.10Cash Flow
To work with appropriate state, local, federal and private entities to
ensure cash flow to provide essential services to maintain public health
and safety for a period deemed necessary.
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H.11Legislation
To promote legislation addressing recovery and reconstruction from a
major disaster, and to work with other jurisdictions, League of Cities, and
SANDAG, where feasible, in promoting such legislation.
H.12Public Information
To coordinate, where appropriate, with other city, county, state and
federal governments and the media to assure accurate and timely public
information is disseminated.
H.13Mutual Aid Agreements
To develop, implement, and maintain, when necessary, mutual aid
agreements for disaster services.
H.14Sheltering Requirements
To coordinate the sheltering requirements of specialized volunteer
personnel acquired as a result of mutual aid from other jurisdictions.
H.15Donated Supplies
That management of supplies donated spontaneously by the public
requires inter-jurisdictional consideration and planning.
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CHAPTER IV–Pre-Event Policies and Actions
This Section contains Plan pre-event policies and actions necessary to carry them out. Pre-
event actions are those that should be addressed and considered for implementation as soon
as feasible, to prepare the City for recovery efforts post-event. Thepolicies and actionsare
grouped by the eight functional categories of:
A -Residential, Commercial and Industrial Rehabilitation
B -Public Sector Services
C -Economic Recovery
D -Land Use/Re-Use
E -Organization and Authority
F -Psychological Rehabilitation
G -Vital Records
H -Inter-jurisdictional Relationships
The Departments involved in each action statement are designated as the lead or support
department recommended for implementation. All departments are listed in abbreviated form. A
complete listing of departmental abbreviations can be found in Appendix A at the end of this
plan.
A.RESIDENTIAL, COMMERCIAL AND INDUSTRIAL REHABILITATION
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. A.1 –TEMPORARY HOUSING: It isthe City's policy that all forms
of temporary housing (emergency shelters, transitional housing, and interim housing) will
be arranged for displaced residents as soon as the emergency is proclaimed and that we
will close such temporary housing as soon as long-term housing becomes available.
A 1.1 Complete a computerized inventory of possible shelter sites
including open spaces, educational institutions, etc., and the
capabilities and features of each possible shelter site.
Rec.ITS, ITS-
GIS
A 1.2
Determine, based on predicted number of families, three alternate
sites in various sections of the City and prepare a temporary
housing plan (i.e. tents, mobile homes) for each site.
Rec.DSD-Hsg
A 1.3
Develop a pre-incident plan for the use of private and public
educational institutions for temporary shelters and the timely return
of the facility to its normal use.
Rec.Educ.
A 1.4 Identify temporary large group housing to facilitate rapid closure of
emergency shelters.Rec.DSD-Hsg.
A 1.5
Identify vendor and suppliers of equipment necessary to provide
supplies and materials for temporary housing of people and
businesses displaced by the major emergency (e.g., tents, portable
sanitation facilities, etc.) using quantity and other characteristics
and with out-of-region supply chain capabilities.
Rec.PW-Ops,
DSD-Hsg
A 1.6Determine the features of a temporary housing plan.DSD ARC,
REC, PW
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#Action (Implementation) Programs Lead Support
A 1.7 Determine how much equipment and what type will be needed for
a predicted event.Rec.PW, DSD
A 1.8
Develop policies and actions programs addressing the need for
rapid post-event development of a permanent replacement housing
program.
DSD-Hsg.
DSD-
Bldg.,
DSD,
County HA
A 1.9
Develop interim and long-term policies and actions for inclusion in
the Pre-Disaster Recovery Plan which addresses the correction of
illegal occupancies and construction within reasonable limits,
based on essential health and safety factors and given the existing
and projected shortage of adequate low and moderate income
housing.
DSD-Bldg.DSD-Hsg.,
DSD
POLICY STATEMENT NO. A.2 –PROTECTION FOR RENTERS: It is the City's policy to
maximize available housing stock by protecting renters from unwarranted displacement and
financial hardship as a result of unlawful actions by landlords.
A2.1
Enforce administrative regulations to:
Prohibit the eviction of renters from rental units;
Relocate displaced renters into their original housing at the
same rental level;
Require landlords to refund security deposits in full to
renters forced to movebecause of the disaster
DSD-Hsg.City Atty.
A 2.2 Develop processes and procedures to carry out the action
specified above, including public hearings, appeal processes, etc.DSD-Hsg.
POLICY STATEMENT NO. A.3 –MUTUAL AID SHELTERING REQUIREMENTS: It is the City's
policy to coordinate the sheltering needs for specialized personnel acquired as a result of
mutual aid from other jurisdictions.
A 3.1
Contact Convention Bureau, Hotel and Motel Associations and
arrange for a procedure to use during emergenciesto provide
rooms during proclaimed major emergencies. Include
consideration of procedures for accounting, necessity of formal
agreements, compensation, etc.
Rec.
Fire,
Police,
Fin.-Pur.
A 3.2
Develop procedures for City departments to arrange for sheltering
out-of-town support personnel through a central point phone
number and distribute.
Rec.
POLICY STATEMENT NO. A.4 –DEMOLITION: It is the City's policy that, when necessary,
demolition be done as expeditiously as possible.
A 4.1 Establish criteria for contractual agreements for emergency
demolition with private sector.DSD, PW Fin.
A 4.2
Develop and maintain due processes and procedures to demolish
structures considered to be unsafe for habitation and declared an
imminent hazard with proper notification of owner.
DSD-Bldg.
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#Action (Implementation) Programs Lead Support
A 4.3
Establish contractual agreements, utilizing the approved bid
process, with private contractors for emergency demolition, lot
cleaning, and barricading and/or securing property and with out-of-
region supply chain capabilities.
PW
DSD-
Bldg., PW-
Eng., Fin.-
Pur.
A 4.4 Review and clarify the state, federal and City roles and
prerogatives in historic structure demolition.DSD-Plan City Atty.,
DSD-Bldg.
A 4.5
Formulate appropriate policies and pre-event hazard mitigation
programs to reconcile legitimate public safety and historic
preservation interests within the General Plan Safety Element.
DSD City Atty.,
DSD-Bldg.
A 4.6 Review design criteria connected with post-event repair and
rebuilding of City public structures.PW
PW-Eng.,
City Atty.,
DSD-Bldg.
A 4.7
Create a task force to include members of the historic preservation
and design groups in order to promote communication and
minimize controversy on issues pertaining to demolition.
DSD-Plan
City Atty.,
DSD-
Bldg., PW,
PW-Eng.
A 4.8
Establish environmental criteria for demolition to be followed by
public and private contractors in conjunction with the appropriate
regulatory agencies mandating that demolition wastes are
separated by type to facilitate reuse and/or recycling.
PW-C&E,
Econ.
Dev.
City Atty.,
DSD-Plan
A 4.9
Develop off-the-shelf agreements between Building Division, Public
Works, General Services, and Engineering for post-disaster use.
Agreements to include conditions and terms for use of staff and
equipment resources for knocking down eminent hazards and
procedures for barricading public and privately owned buildings,
and public and private streets and alleys.
PW
DSD-
Bldg., PW-
Eng., PW-
Traffic,
Fin.-Pur.,
Police
A 4.10
Investigate and, if feasible,initiate a City-sponsored Demolition
and Debris Removal Program reimbursable federal and state
disaster funding.
Fin.
PW, Fire,
DSD-
Bldg., PW-
C&E, All
POLICY STATEMENT NO. A.5 –MUTUAL AID FOR SAFETY ASSESSMENT: It is the City's
policy that, when necessary, mutual aid resources will be utilized to assist in the building
safety assessment effort.
A 5.1
Develop pre-incident agreements with other local, State and
Federal agencies for mutual aid in cooperation with other City
agencies.
DSD-Bldg.
PW,
Utilities,
PW-Eng.
POLICY STATEMENT NO. A.6 –SAFETY ASSESSMENT: It is the City's policy that the
Development Services Department-Building Division, Fire Department and other agencies,
as appropriate, provide systematic safety assessment inspections of buildings on a priority
basis.
A 6.1 Determine purpose, scope and composition of safety assessment
team(s).DSD-Bldg.Fire
A 6.2 Complete the design and development of a Safety Assessment
System. DSD-Bldg.Fire
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#Action (Implementation) Programs Lead Support
A 6.3
Design a permit tracking system ensure rapid recording of mapped
and tabular information related to injuries, deaths, structural
damage, etc.
DSD
ITS,
Police,
PW, Fire
A 6.4Review criteria for safety assessment of buildings.DSDAll
A 6.5
Develop and maintain a common use computer database system
for identifying ownership and logging pertinent information related
to public and private properties within the City.
DSD-Bldg.
Fire, DSD-
Plan., PW,
PW-
Traffic,
City Clerk,
ITS
POLICY STATEMENT NO. A.7 –HAZARD EVALUATION TEAMS: It is the City's policy to
inspect, gather information on and provide systematic evaluation of natural and toxic
hazards on a priority basis, in coordination with the safety assessment process.
A 7.1
Determine the scope of responsibilities of post-event hazard
evaluation teams organized to inspect, compile information and
evaluate natural and toxic hazards; such hazards could include
conditions such as ground deformation, surface rupture, landslide,
soil instability, liquefaction, flood, fire, and toxic spills and
emissions.
PW
DSD, PW-
Traffic,
Fire, PW-
C&E, PW-
Eng.
A 7.2Develop criteria for evaluation of hazardous conditions.PW
DSD-
Plan.,
DSD-
Bldg., PW-
Trans.,
Fire, PW-
C&E, PW-
Eng.
A 7.3 Complete the design and development of a system to track
HAZMAT.Fire
PW, DSD,
PW-
Traffic,
PW-C&E
A 7.4
Complete the design and development of the Hazards
Identification Reporting System (HIRS) to ensure rapid recording of
mapped and tabular information describing the location and
intensity of natural and other hazards.
PW
DSD, PW-
Traffic,
Fire, PW-
C&E
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City of Chula Vista 23 Pre-Disaster Recovery Plan
POLICY STATEMENT NO. A.9 –REPAIR OF DAMAGED BUILDINGS: It is the City's policy to
encourage immediate repair for interim re-occupancy of damaged properties.
A 9.1
Utilize the Housing Task Force which shall consist of
representatives from Housing Division, Planning & Building
Department, and Recreation.
a.Develop criteria for habitability based upon health and life
safety measures. Standards of damage will be determined
dependent on magnitude of event.
b.Obtain HUD, FEMA, SBA and CAHCD approval to
eliminate currently required processes and documentation
for expediting loan assistance, such as:
1)Appraisals
2)Lot Book Report in lieu of Title Report
3)Income and mortgage verification documents
4)Judgments, Liens
5)City control of construction funds
c.Initiate coordination through a Memorandum of
Understanding (MOU) with the State Department of
Housing & Community Development (CAHCD), Department
of Housing and Urban Development (HUD), Federal
Emergency Management Agency (FEMA) and the Small
Business Administration (SBA) which details specific roles
and responsibilities to include: (a) inspections (b) damage
assessment (c) Disaster Assistance Center's ability to make
decisions and (d) sharing of data.
DSD
DSD
DSD-Hsg.
DSD-Hsg.,
Rec.
DSD-Hsg.,
Finance
DSD, Rec.
A 9.2
Investigate the feasibility of funding and establishing a City loan
program for financing loans to owners of damaged properties
without regard for their state and federal assistance applications.
DSD-Hsg.
POLICY STATEMENT NO. A.10 –SECURITY: It is the City's policy to provide for security to
sheltering, temporary distribution centers and other emergency response facilities.
A 10.1
Designate the primary agencies responsible for security of
sheltering, temporary distribution centers and other emergency
response facilities
Police Rec., Fin.-
Pur., Fire
POLICY STATEMENT NO. A.11 –FEDERAL HAZARD MITIGATION: It is the policy to
expedite post-event hazard mitigation activities mandated under the Stafford Act (Public
Law 93-288, as amended), California Disaster Assistance Act Mitigation Measures (section
8686.4 of the Government Code), related federal and state regulations and guidelines, and
Local Hazard Mitigation Plan
A 11.1 Specify the lead city entity for post-event hazard mitigation
activities.
DES, DC,
and RTF All
A 11.2
Identify city representation on FEMA's mandatory Interagency
Hazard Mitigation Team, as required under regulations
implementing the Stafford Act and related regulations and
guidelines, and Hazard Mitigation Plan.
Fire, ESCAll
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City of Chula Vista 24 Pre-Disaster Recovery Plan
POLICY STATEMENT NO. A.12 –FAST-TRACK PERMIT REVIEW: It is the City's policy to
facilitate short-term recovery through pre-event adoption of post-event fast track permit
review procedures and criteria in impacted area.
A 12.1
Request the Mayor and City Council to form a special ad hoc
committee of the City Council to advise on all recovery and
reconstruction matters.
DES, DC
RTF,
Mayor,
City
Council
A 12.2
Prepare an ordinance authorizing procedures and criteria for post-
event fast track review of repair permits, including but not limited to
temporary use and building permit processes, standard appeals
time limits, batching of recovery-related land use and building
permits, and referral of permit appeals to the Special Ad Hoc City
Council Committee on Recovery and Reconstruction, as
appropriate.
DSD
City Atty.,
PW,
Utilities,
PW-
Traffic,
Fire, PW-
C&E
A 12.3
Determine criteria for balancing post-event work priorities between
damage assessment, hazard evaluation, fast-track permit review,
and routine development application review activities, with
emphasis on public safety.
DSD
City Mgr.,
PW,
Utilities,
Fire, PW-
Traffic
A 12.4
Determine the possible role of disaster assistance (i.e. CDAA,
Public Assistance, etc.) and insurance in offsetting repair and
rebuilding fee costs.
City Mgr.City Atty.,
Fin., Fire
A 12.5
Prepare ordinances and/or legislation which would provide for
deferral of locally generated and state imposed development and
building permit fees, subject to a fee schedule and backed by liens
and assessments, taking into account possibility of sliding fee
scales based on factors such as differential damage levels and/or
revenue potential and including appeal criteria for hardship
situations.
DSD
City Atty.,
City Mgr.,
PW,
Utilities,
PW-
Traffic,
Fire, PW-
C&E
A 12.6 Design computer information systems to support fast-track permit
review procedures.DSD
ITS, PW,
Utilities,
Fire, PW-
C&E
A 12.7
Identify staff from other City Departments who are knowledgeable
regarding loan processing and/or real estate practices and
procedures.
DSD-Hsg.HR, City
Mgr.
A 12.8 Develop loan guidelines and procedures.DSD-Hsg.City Mgr.
A 12.9 Establish procedures to expedite the building permit process and
provide relief for the required fees.DSDPW, Fire
A
12.10
Obtain pre-approval from CAHCD on process to follow,
subsequent to emergency.DSD-Hsg.City Mgr.
POLICY STATEMENT NO. A.13 –INTERIM CONTROL ORDINANCE PROCEDURE: It is the
City's policy to facilitate post-event recovery and public safety by pre-event adoption of an
ordinance establishing general objectives and criteria by which specific areas are identified
for inclusion under the interim control ordinance restrictions in hazardous areas.
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City of Chula Vista 25 Pre-Disaster Recovery Plan
A 13.1
Outline specific procedures for delineating boundaries of heavily
damaged and geologically unsafe areas to possible moratorium or
Interim Control Ordinance (ICO) permit restrictions.
DSD
PW,
Utilities,
PW-
Traffic,
PW-Eng.,
Fire
A 13.2
Develop criteria by which to predetermine levels of building and
infrastructure damage justifying inclusion of damaged
neighborhoods in a building permit ICO area.
DSD
PW, Fire,
Utilities,
PW-Traffic
A 13.3
Prepare an ordinance authorizing post-event ICO permit
restrictions to go into effect on an emergency basis in conjunction
with a declaration of local emergency, subject to City Council
ratification. Include in that ordinance the purposes, criteria and
procedures for authorization of such restrictions, including but
limited to the following:
a.Purposes for post-event ICO's:
1)Prevent unsafe use or occupancy of structures in
hazardous areas;
2)Determine whether or not safe repair or
replacement is possible;
3)Avoid perpetuation of hazardous structural or site
conditions;
4)Provide sufficient time for prioritized restoration of
public services and/or infrastructure; and
5)Where appropriate, determine the best land use for
the site and neighborhood in the event
reconstruction is necessary.
b.Criteria for including areas under ICO restrictions:
1)Severe structural damage poses a threat to life or
adjoining property or rights of way;
2)There is an absence of basic public services or
facilities relating to health and safety. e.g., water,
sewer or safe access;
3)A geological or other natural hazard has been
identified;
4)Hazardous materials are present; or
5)There is other reasonable evidence that a threat to
public health and safety exists.
c.Procedures for determining areas subject to ICO
restrictions:
1)Conduct initial damage assessments, safety
assessments, hazard evaluations and field
investigations;
2)Delineate a preliminary boundary around areas
meeting the preceding criteria, including areas
considered to be affected by one or more of such
conditions;
3)Place an extendible 24-hour hold on issuance of
building and repair permits to enable emergency
action by the City Council;
DSD City Atty.,
PW-C&E
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City of Chula Vista 26 Pre-Disaster Recovery Plan
4)Conduct subsequent field evaluations yielding
sufficient detailed information to enable modification
of the substance or boundaries of the ICO areas for
a longer period;
5)Prepare for City Council action a post-event
ordinance refining the boundaries and substance of
the ICO and identifying a period of time sufficient to
enable adequate study to determine appropriate
action to correct the pertinent problems.
d.Procedures for determining areas where repair permit
issuance is subject to ICO temporary restrictive conditions:
1)Follow the same procedures used for establishing
ICO areas;
2)Issue permits based on detailed information
gathered by damage assessment or hazard
evaluation teams or other confirmed field
investigation;
3)Establish clear evidence that geological, other
hazards and/or infrastructure damage would not
affect properties upon which permits were sought
and that temporary restrictive conditions would
provide for an adequate measure of safety until the
restrictions are lifted or new permanent regulations
can be adopted;
4)Provide terms for the use of hardship exemptions in
specific instances where health and safety
conditions are not involved.
POLICY STATEMENT NO. A.14 –ENVIRONMENTAL PROTECTION: It is the City's policy that
to the maximum extent feasible, recovery and reconstruction alternatives be chosen which
best preserve and protect theenvironment and better the environmental health and safety
of the city.
A 14.1
Identify and maintain a current list of local experts on various
environmental subject areas to be available for consultation and
assistance during emergencies.
DSD-Plan PW-C&E
A 14.2
Establish and maintain liaison with all City departments, county,
regional, state and federal environmental agencies and legislative
bodies to ensure coordination for environmental issues in the event
of an emergency.
DSD-Plan PW-C&E
A 14.3
Identify and maintain lists and maps of significant ecological areas
within the City to plan for the maximum protection for these
sensitive areas during emergency operations.
DSD-Plan
A 14.4 Provide assistance in distributing environmental information or
assessments during emergencies.OCPW-C&E
A 14.5
Establish a plan and procedures for developing and disseminating
public health and environmental advisories in cooperation with the
relevant agencies.
OCMayor
A 14.6
Establish a communications plan for distributing information on
emergency contingency procedures for disposal of solid waste in
public and private facilities in and near the City.
OC
PW-C&E,
PW, DSD-
Bldg.
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City of Chula Vista 27 Pre-Disaster Recovery Plan
B.PUBLIC SECTOR SERVICES
#Action (Implementation) Programs Lead Support
POLICY STATEMENTNO.B.1 –ORDERLY RESTORATION: It is the City's policy that a plan
for the orderly restoration of public services after a major disaster be developed.
B 1.1 Identify and prioritize services that are provided to the public and
identify the impact of curtailment of each service.DES, DC
Library,
RTF, All,
Utilities
B 1.2 Develop relocation plans for those critical department operations
housed in severely damaged buildings.PW-Eng.Library,
ITS
B 1.3Make arrangements with other utilities for mutual support.PW-Eng.Utilities
B 1.4 Identify primary and secondary ingress and egress routes through
the City and prioritize them in terms of survivability.PW-Eng.
Police,
PW,
CHP
B 1.5
Prepare a comprehensive inventory of available disposal sites for
the temporary storage and transfer of large quantities of debris,
including hazardous materials.
DSD
PW-
C&E,
ESC
POLICY STATEMENT NO. B.2 –UTILIZATION OF CITY EMPLOYEES: It is the City's policy
that, during the recovery and reconstruction phase of a major disaster, the City’s
employees shall be fully utilized whenever feasible.
B 2.1 Develop a plan to identify employees who are available for
reassignment or redeployment following a disaster.HR, ESCAll
B 2.2
Develop a plan for inter-departmental assignmentof employees
based on pre-identification of needs after a major disaster.
Examples of needs include bilingual skills, accounting expertise
for disaster claims, and amateur radio operators. This plan shall
include a statement that all employees shall be returned to their
normal duties as rapidly as conditions permit.
HR, ESCAll
POLICY STATEMENT NO. B.3 –BUILDING INVENTORY: It is the City's policy to develop an
inventory of available public and private buildings that can be used to house city services
in the event of a major disaster.
B 3.1 Assess the survivability of public and private buildings based on
identified hazards.
DSD-
Bldg.
PW, PW-
Eng.
B 3.2 Determine the non-structural earthquake and other natural
hazards in all City buildings.PW-Eng.All
B 3.3
Continue to identify all City buildings including those which have
emergency generators, underground fuel storage, water storage
tanks, and other unique characteristics which may prove valuable
in the event of a major disaster.
PW-Eng.
Fire, PW,
DSD-
Bldg.
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#Action (Implementation) Programs Lead Support
B 3.4Identify alternate locations for the Emergency Operations Center.ESC, DC
RTF, City
Mgr.,
Police,
Fire,
Utilities,
PW-
Traffic,
Rec.,
PW, HR,
DSD-
Bldg.,
PW-
Eng., ITS
B 3.5 Identify alternative sites for City Council meetings to be held in
theevent the Council Chambers cannot be accessed.
City
Clerk
B 3.6Identify alternate public and private work locations.PW-Eng.All
POLICY STATEMENT NO. B.4 –EQUIPMENT AND SERVICES: It is the City's policy to plan
for the availability of equipment and services needed in the recovery and reconstruction
process.
B 4.1
Prepare a comprehensive inventory of equipment and supplies,
both public and private, which may be available for use after a
major disaster.
PW
PW-
Eng.,
ITS,
Police,
Fire,
Fin.-Pur.
B 4.2
Develop a comprehensive list of needs for emergency contracts
and agreements for materials, equipment, and warehousing
space.
PW
PW-
Eng.,
Fire,
Police,
Fin.-Pur.
B 4.3
Prepare a comprehensive plan for backup communications and
data processing systems required in the event that relocation of
public services is required after a major event, including:
Alternative communications service providers
Off-site data hosting/replication
ITS PW, Fire,
Police
POLICY STATEMENT NO. B.5 –PUBLIC INFORMATION: It is the City's policy that a
coordinated public information system be developed to include public services
announcements, hotlines, automated call directors, and other communication media to
keep City employees and the general public informed of on-going recovery and
reconstruction activities and City employees advised of their assignments and
responsibilities.
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City of Chula Vista 29 Pre-Disaster Recovery Plan
#Action (Implementation) Programs Lead Support
B 5.1
Develop an emergency communications plan that will provide City
residents with appropriate phone numbers, addresses and hours
of operation for relocated City services that have been disrupted
following a disaster. Coordinate with HR to provide this same
information to City employees.
OC, ESC
City
Mgr.,
Fire,
DSD-
Bldg.,
PW,
Rec.,
Utilities,
Police
B 5.2 Identify various subject matter experts who couldbe utilized to
prepare/developpublic informationmaterialafter a major disaster.OC
Mayor,
DES,
DC,RTF
B 5.3
Develop a pre-event public information/education program
centering arounddisaster preparedness, which could be
distributed via City communication channels and printed materials
(if feasible).
OCAll
POLICY STATEMENT NO. B-6 –ANIMAL SAFETY: It is the City's policy to take immediate
action to minimize animal suffering during adisaster and to ensure public health and
safety during a period in which public health and safety would be endangered by animal
related conditions.
B 6.1
Develop a comprehensive list of department needs for any
emergency, contacts and agreements for materials, equipment,
and volunteers (reserve officers).
ACF
B 6.2
Develop a comprehensive procedure that will provide for the
health and safety of the public in regards to zoonotic diseases
following a major disaster.
ACFFire
B 6.3 Develop an inventory of public and private facilities for temporary
housing of displaced (owned or stray) domestic animals.ACFRec.
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City of Chula Vista 30 Pre-Disaster Recovery Plan
C.ECONOMIC RECOVERY
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. C.1 –CASH FLOW: It is the City's policy to ensure cash flow to
provide essential services to maintain public health and safety for a period deemed
necessary.
C 1.1 Identify financial aid and alternatives from Federal, State, County
and other sources and propose legislation as needed.Fin.
City
Atty.,
City Mgr.
C 1.2
Develop processes and procedures to ensureCity Departments
produce timely documentation for financial aid or expenditure
reimbursement from Federal, State, or other entities.
ESC
Fire,
Police,
PW,
DSD-
Bldg.,
Utilities,
Port, Fin.
C 1.4
Develop cash flow requirements and strategy by providing for:
a.Investments sales at potential losses
b.Registration of checks(or warrants)
c.Expend reserve fund
d.Inter-fund borrowing
e.Freeze non-emergency expenditures
Fin.City Mgr.
C 1.5 Work with the Mayor and City Council to establish loss reserve
fund.City Mgr.Fin.
C 1.6 Develop procedures, forms, etc. to cancel purchase orders and
contracts.
Fin.-Pur.,
City Atty.
C 1.7 Complete a computerized City property inventory and determine
needs.ITS, PWFin., All
C 1.8 Determine legal issues related to suspending construction project
and payments.PWCity Atty.
C 1.9 Determine the feasibility of obtaining cash advances from the
federal and state governments following a major disaster.City Mgr.Fin.
C
1.10
Investigate the feasibility of and, where possible, prearrange
accessto short-term debt borrowing and lines of credit.Fin.City Mgr.
POLICY STATEMENT NO. C.2 –RE-ESTABLISHMENT OF ESSENTIAL SERVICES AND
UTILITIES: It is the City's policy to facilitate the re-establishment of essential commercial
services and necessary utilities in locations near temporary shelters on private or public
property.
C 2.1
Establish liaison with trade associations of essential commercial
services (food, pharmaceuticals, banks, etc.) to determine what it
would take to set up temporary business location (shelters,
utilities, security, etc.).
Econ.
Dev.
C 2.2
Develop a plan identifying who to contact in order to set up the
temporary essential commercial service business locations after
the emergency.
Econ.
Dev.
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#Action (Implementation) Programs Lead Support
C 2.3 Develop emergency building provisions for temporary commercial
use with appropriate time and use limitations. DSD Fire, PW-
Eng.
C 2.4 Exercise the implementation processes andprocedures using a
variety of hazard scenarios.DSD
PW-
Eng.,
Fire
C 2.5
Develop a plan to provide an "Office of Business Aid" that can be
opened immediately after a major disaster in order to facilitate
business in reopening by providing information regarding public
works, engineering, utilities, alternate work sites, permits, etc.
City Mgr.
Mayor,
Econ.
Dev.,
DSD,
Utilities
C 2.6
Promote the development of a plan to provide an "Office of
Business Aid" that can be opened immediately after a major
disaster to facilitate rehabilitation permitting processes.
Mayor
POLICY STATEMENT NO. C.3 –INFRASTRUCTURE AND SERVICES: It is the City's policy
to join other government agencies and the private sector to return thepublic infrastructure
and the City's services to equivalent pre-event levels, or better.
C 3.1Develop a plan to seek reallocation of existing grants. RTFAll
C 3.2 Develop procedures for identifying services that could be
contracted, transferred, or temporarily deferred.City Mgr.
Fin.-Pur.,
City
Atty., All
C 3.3
Identify and seek other grant money:
Housing and Urban Development
Clean Water Grants (EPA)
Public Improvements (EDA)
RTF All
C 3.4 Consider feasibility and desirability of renegotiating various terms
and conditions of employment. City Mgr.City
Atty., HR
C 3.5 Maintain staff experts in State and Federal programs to expedite
effective approaches to financial matters after a major disaster. Fin.Fin.-Pur.
POLICY STATEMENT NO. C.4 –RE-ESTABLISHMENT OF BUSINESSES: It is the City's
policy to assist citizens and private sector businesses in re-establishing normal activities
and operations as quickly as possible.
C 4.1 Establish processes, procedures, and criteria to facilitate private
sector recovery working with Federal and State agencies.City Mgr.All
C 4.2 Sponsor legislation to establish emergency enterprise zones and
create special Federal and State tax benefits.
Econ.
Dev.
C 4.3
Explore revenue replacement sources such as user,refuse
collection and occupational license (payroll tax) fees and their
potential impact on the private sector. Where feasible, draft
enabling ordinances for all revenue generating departments.
Fin., City
Atty.
City
Mgr.,
City
Clerk, All
C 4.4 Promote the development of processes and procedures to
identify and assist businesses in applying for disaster assistance.Mayor
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#Action (Implementation) Programs Lead Support
C 4.5
Develop processes and procedures to identify and assist
businesses in applying for Federal disaster assistance (i.e. Small
Business Administration low-interest disaster loans).
Fin.
City
Mgr.,
Econ.
Dev.,
Mayor,
DSD
C 4.6 Promote the development of business hot lines, assistance
centers, and other communication technologies.Mayor
C 4.7 Develop processes and procedures to establish business hotline
and assistance center.City Mgr.
Econ.
Dev.,
Mayor,
ITS
C 4.8 Encourage private sector insurance and self-insurance programs
as a part of disaster preparedness plans.Mayor
C 4.9 Establish program for temporary structures and sites for disrupted
businesses.DSDPW-Eng.
C
4.10
Encourage private lenders to develop a program that facilitates
post-disasterloans to private industry and provide City assistance
in obtaining such loans.
Econ.
Dev.Mayor
C
4.11
Promote private sector emergency preparedness planning and
business resumption planning.MayorCity Mgr.
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City of Chula Vista 33 Pre-Disaster Recovery Plan
D.LAND USE/RE-USE
#Action (Implementation)Programs Lead Support
POLICY STATEMENT NO. D.1 –PRE-EVENT HAZARD MITIGATION: It is the City's policy to
accelerate pre-event hazard mitigation activity through developing and refining
information, policies and regulations interrelating hazards, structures and land use
planning.
D 1.1 Implement applicable sections of the General Plan and Hazard
Mitigation Plan.DSD
PW, PW-
Traffic,
Fire,
Utilities,
PW-Eng.
D 1.2
Identify methods of correlating land use policy with geologic
hazards mitigation through the revised General Plan and
adopted Hazard Mitigation Plan.
DSD
PW, PW-
Traffic,
Fire,
Utilities,
PW-Eng.
D 1.3Update hazards mapping (originally completed in 2003).DSD
ITS-GIS,
PW-
Transit,
Fire,
Utilities,
PW-Eng.
D 1.4
Work with City departments and other entities such as the
California Division of Mines and Geology (CDMG), United
States Geological Survey (USGS), Southern California
Earthquake Center (SCEC), theRegional Technology
Partnership (RTP) and San Diego Area Association of
Governments (SANDAG) to maintain a collaborative and
interactive Geographic Information System (ITS-GIS) and to
expand applications and database development related to
hazards mappingand emergency management, including data
layers dealing with transportation facilities as well as subsurface
infrastructure, such as water, sewer, telephone, freight lines,
and high pressure gas.
ITS
City Mgr.,
DSD, PW,
PW-Traffic,
Fire,
Utilities,
PW-C&E,
PW-Eng.
D 1.5
Work with such agencies as the Federal Emergency
Management Agency (FEMA), USGS, the National Science
Foundation (NSF), the California Office of Emergency Services
(OES) and CDMG to explore opportunities for technical
assistance and for potential applications for financial grants to
support the development and expansion of the ITS-GIS.
ITS
DSD, City
Mgr., PW,
Redev.,
PW-Traffic,
Utilities,
PW-Eng.,
PW-C&E
D 1.6 Apply pertinent General Plan Elements and Hazard Mitigation
Plan principles to land use planning and zoning changes. DSD
D 1.7 Evaluate the applicability for non-conforming structures during
Zoning Ordinance update.
DSD-
Plan.
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#Action (Implementation)Programs Lead Support
POLICY STATEMENT NO. D.2–MITIGATION STANDARDS: It is the City's policy to
implement the Multi-Jurisdictional Hazard Mitigation Plan.
D 2.1 Develop methodology for analyzing and defining hazards and
site-specific mitigation plans.
DSD-
Plan.PW-Eng.
D 2.2
Periodically review California Building Code (CBC) and adopted
ordinances for requirements pertaining to hazard design and
City's mitigation standards.
DSD-
Bldg.
D 2.3
Inspect City buildings and create a potentially hazardous
building inventory in accordance with the following priority:
1st Un-reinforced Masonry (URM)
2nd Tilt-up
3rd URM In-fills
4th Non-ductile Concrete Frame
DSD-
Bldg.
D 2.4
Develop a Hazardous Buildings Retrofit Ordinance to include
URM in-fills, tilt-up and non-ductile concrete frame building
categories, as budget permits.
DSD-
Bldg.
POLICY STATEMENT NO. D.3 –PRE-EVENT PUBLIC EDUCATION: It is the City's policy to
strengthen and enhance publiceducation concerning natural hazards and land use/re-use
issues in anticipation of a community-wide disaster.
D 3.1 Update and promote use of the ITS-GIS database related to
natural hazards mapping.ITS
City Mgr.,
DSD, PW,
PW-Traffic,
PW-Eng.,
Utilities
D 3.2
Provide ITS-GIS information as related to natural hazards as
part of General Plan Revision process particularly in the land
use decision making process and in Environmental Impact
Report review.
ITS
City Mgr.,
DSD,, PW,
PW-Traffic,
Utilities,
PW-Eng.,
Fire
D 3.3 During next General Plan revision, include reference to Pre-
Disaster Recovery Plan and Hazard Mitigation Plan.
DSD-
Plan.
D 3.4 Develop a public education program regarding natural
disasters. DSD
PW-Eng.,
Library,
Fire
D 3.5
Develop pre-disaster liaison with the media for public education
programming that clearly defines public and private roles
immediately after a natural disaster.
Mayor
D 3.6Make ITS-GIS maps available to the public.ITS DSD, PW-
Eng.
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POLICY STATEMENT NO. D.4 –MITIGATION STANDARDS FOR CITY FACILITIES: It is the
City's policy to develop and maintain appropriate mitigation standards for new and
existing Cityfacilities and that public improvements commensurate with the degree of
hazard.
D 4.1
Periodically review design standards for bridges, tunnels and
public streets in relation to potential hazards identified in the
Hazard Mitigation Plan.
PW,
DSD,
Redev.,
PW-
Traffic,
Utilities,
PW-Eng.
D 4.2 Establish criteria for prioritizing which public facilities and
improvements should be mitigated first.
PW,
DSD,
Redev.,
PW-
Traffic,
Utilities
D 4.3 Periodically update Hazard Mitigation Plan (at least every 5
years) and incorporate new hazard information.
Hazard
Mitigation
Planning
Team
POLICY STATEMENT NO. D.5 –REPLANNING HAZARDOUS AREAS: It is the City's policy
to re-plan hazardous and devastated areas and recognize disaster-generated constraints
and opportunities.
D 5.1
Revise area plans to acknowledge areas with identified natural
and human-caused hazards and, where appropriate, adjust
land use and other designations with the involvement of
Community Planning Advisory Councils (CPAC's) and the City
Planning Commission.
DSD
General
Plan
Steering
Committee,
PW, PW-
Traffic,
Fire, PW-
C&E
POLICY STATEMENT NO. D.7 –INFRASTRUCTURE IMPROVEMENTS: It is the City's policy
that following a community-wide disaster, any plan revisions or adoption shall take into
consideration the correction of deficiencies in infrastructure and improvements, both
public and private(improvements could include non-conforming streets, inefficient street
patterns, recreational facilities, etc.).
D 7.1
Develop criteria to determine if the existing facility needs to be
upgraded to current standards based on:
Type and use of facility
Importance of upgrade in terms of public safety
Extent of damage
Age of existing facility
Cost
PW
PW-Eng.,
Utilities,
DSD
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D 7.2 Develop program to upgrade or change infrastructure facilities
based upon plan revisions.PW
Utilities,
PW-Eng.,
DSD
POLICY STATEMENT NO. D.8 –RECONSTRUCTION STRATEGY: It is the City's policy to
reflect a proactive rather than reactive approach to reconstruction issues and
opportunities through post-event formation of a Recovery Task Force and preparation of a
strategic plan for reconstruction.
D 8.1 Prepare a procedure for post-event preparation of a Long-Term
Reconstruction Strategic Plan.Mayor
DSD, City
Mgr., PW,
DSD-Hsg.,
Fire, PW-
Eng., Fin.,
Utilities
D 8.2
Include the City Planning Commission and the Special Ad Hoc
City Council Committee on Reconstruction in the analysis and
deliberations leading to adoption of these pre-event procedures.
DSD City Mgr.,
City Atty.
D 8.3
Monitor opportunities for implementation of the General Plan
and Hazard Mitigation Plan and for application of growth
management principles within the implementation of the Long-
Term Reconstruction Strategic Plan.
DSDCity Mgr.
POLICY STATEMENT NO. D.9 –ADJUST GENERAL PLAN ELEMENTS: It is the City's policy
to adjust General Plan Elements to reconcile them with post-event economic, fiscal and
housing recovery needs.
D 9.1
Evolve the Pre-Disaster Recovery Plan around the General
Plan Elements, Housing Element and Growth Management
Plan as they are updated.
DSD PW-Eng.
D 9.2
Identify within the General Plan Elements areas with high
likelihood of heavy damage due to the presence of substantial
inventories of buildings vulnerable to hazards (i.e.seismic, wind
resistant, and flood proof).
DSD PW-Eng.,
ITS
POLICY STATEMENT NO. D.10 –REDEVELOPMENT: It is the City's policy to prepare a
post-event redevelopment strategy which seeds new financing for reconstruction and
redevelopment, streamlines redevelopment expansion procedures and coordinates these
with other city,county, state and federal entities.
D
10.1
Seek new financing of reconstruction and disaster-related
redevelopment through pursuit of a variety of federal and state
legislative enactments.
City Mgr.Fin.
D
10.2
Initiate private sector participation in development of a strategic
plan to facilitate private redevelopment and reconstruction
phases.
Mayor DSD, City
Mgr.
D
10.3
Create aFinance Task Force to coordinate follow through on
policies and actions on reconstruction.DCFin.
D
10.4
Coordinate follow-through on policies and actions related to
legislation through the Recovery Task Force.DCRTF
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D
10.5
Review and revise qualifying criteria for the City's various
revitalization tools such as redevelopment Specific Plans,
Community Development Block Grants and Enterprise Zones.
DSDFin.
D
10.6
Identify potential areas for redevelopment based on the criteria
developed, land use patterns, and redevelopment objectives.DSD PW
D
10.7
Recognize the Land Use/Reuse Task Force as the
interdepartmental work group to coordinate pre-event
implementation of land use/reuse policies.
DSD Econ. Dev.
D
10.8
Coordinate activities with those of other City, County, state and
federal entities to maximum mutual benefit through the Long-
term Reconstruction Task Force.
City Mgr.,
DC DC, RTF
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E.ORGANIZATION AND AUTHORITY
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. E.1 –EMERGENCY ORGANIZATION: It is the City's policy that to
the extent possible, the City shall accomplish disaster recovery and reconstruction
through the existing City Emergency Organization(Ord. 1408)structure,which may be
modified to address recovery and reconstruction concerns.
E 1.1 Prepare implementation procedures, forms, and training; keep
an updated list of staff assigned to the Recovery organization.ESC DC, RTF,
All
E 1.2
Define the roles and interactions between the Recovery Task
Force, City Council Special Ad Hoc Committee, and the
Emergency Organization.
ESC DC, RTF,
All
POLICY STATEMENT NO. E.2 –RECOVERY TASK FORCE: It is the City's policy that a
recovery organization be created as an interdepartmental / multi-agency team within the
Emergency Organization and be managed by the Recovery Director.
E 2.1
Coordinate the development of recommendations for City Policy
involving multiple coordination agencies on recovery and
reconstruction issues.
ESC DC, RTF,
All
E 2.2
Coordinate the update of the Emergency Operations Plan to
reflect the necessary operating procedures relating to Pre-
Disaster Recovery Plan, as well as the transition of the
Emergency Organization from the response phase into the
recovery phase.
ESC DC, RTF,
All
E 2.3
Coordinate with various City departments the implementation of
the new adopted policies, plan legislation and operating
procedures relating to post-emergency recovery and
reconstruction.
ESC DC, RTF,
All
POLICY STATEMENT NO. E.3 –OPERATING PROCEDURES: It is the City's policy that
following any major disaster, every effort be made to restore normal operating and
decision-making processes as quickly as possible, and that, to the extent possible,
recovery and reconstruction objectives be accomplished through standard operating
procedures.
E 3.1
Identify areas and uses where streamlined process should
apply immediately after a proclaimed emergency and determine
when standard operating procedures should be restored as part
of the responsibilities of the Recovery Task Force.
DSD PW-Eng.,
Fin., RTF
E 3.2 Determine post-event standards to beused by the Recovery
Task Force for clearances and expedited procedures.DSD Fin., PW-
Eng., RTF
E 3.3
Review, and make changes as necessary, any ordinances and
legislation hinderingthe organization of the Recovery Task
Force.
DC, DSDAll
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E 3.4 Modify the Emergency Operations Plan as necessary in order
to assure consistency.ESC
Police, City
Mgr., PW,
DC, RTF
E 3.5 Review existing ordinances pertaining to reconstruction of non-
conforming uses.DSD City Atty.
POLICY STATEMENT NO. E.4 –PUBLIC PARTICIPATION: It is the City's policy that
opportunity for public participation in land use decisions after a proclaimed emergency be
maximized.
E 4.1 Develop a citizen participation process as part of the work
program for the Public Facilities & Services Element.
DSD-
Plan.
POLICY STATEMENT NO. E.5 –LEGISLATIVE PRIORITIES: It is the City's policy that
legislative policy priorities be established and maintained addressing recovery and
reconstruction from a major disaster.
E 5.1 Identify, prioritize, sponsor and support legislation needed to
implement elements of the Pre-Disaster Recovery Plan.DSD
POLICY STATEMENT NO. E.6 –FIVE YEAR IMPLEMENTATION PROGRAM: It is the City's
policy to identify and integrate the actions of this plan with those of the Local Hazard
Mitigation Plan and the Emergency Operations Plan and procedures through a five-year
implementation program overseen by the Emergency Services Coordinator and
coordinated by the City Manager through the annual budget process.
E 6.1 Prepare for Mayoral and City Council approval Five-year
Emergency Management Work Program.ESCAll
E 6.2
Annually review and revise the Five-year Emergency
Management Program in coordination with annual departmental
budget submittals and periodic revisions of the Emergency
Operations Plan.
ESCAll
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F.PSYCHOLOGICAL REHABILITATION
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. F.2 –DISASTER RELATED STRESS: It is the City's policy to
recognize that one of the most serious impacts of any disaster is the psychological trauma
which the disaster creates for public service and volunteer personnel who must respond
to it. The City's plans to prepare for, respond to, and recover from disasters shall include
provisions to deal with disaster-related stress.
F 2.1
Revise the Emergency Operations Plan to add responsibility for
the Department of Human Resources to develop a mental
health disaster plan for disaster response and recovery.
HR, Fire
ESC
City Atty.,
Police, Fire
F 2.2
With the assistance of the City’s Employee Assistance Program
(EAP) provider, develop and implement a mental health
disaster plan.
HR, ESCHR, RTF
F 2.3 Ensure the support necessary (from private sources) to
implement a mental health program describedabove.HR
POLICY STATEMENT NO. F.3 –STRESS MANAGEMENT: It is the City's policy that stress
management should not be limited to intervention by mental health professionals after a
disaster. Disaster-related stress can be alleviated to a significant degree by the pre-
incident preparations which are made to cope with a disaster's occurrence. Because City
employees represent a critical resource in disaster response and recovery, priority should
be given to programs which will help mitigate their post-traumatic stress.
F 3.1
Identify stress management trainings that can provide guidance
on how to cope with stress and techniques for managing stress
during and after a disaster (post-traumatic stress). Priority
should be given to employees directly involved in disaster
response and recovery.
HR
F 3.2
Encourage the Police and Fire Departments to designate
appropriate trained personnel to be available during a major
disaster for the psychological management of the front line
workers of their respective departments. (The mental health
professional staff within the Police and Fire Departments is
insufficient to provide adequate coverage to front line
emergency service workers at the time of a widespread
disaster).
HR, DC,
ESC
RTF,
Police,
Fire, CAST
POLICY STATEMENT NO. F.4 –RESOURCES: It is the City's policy to maximize community
and public resources available to deal with stress management in a major disaster.
F 4.1
Coordinate with San Diego County Behavioral Health Services
to ensure that the City can utilize the County's Behavioral
Health Annex for use of treatment facilities and/or mental health
professionals who would be mobilized in a disaster to provide
assistance to public service personnel, disaster victims, and the
community in general.
HRESC
F 4.2 Encourage public safety personnel to be trained in the
treatment of traumatic stress.
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a.The Police Department shouldsolicit the Commission
on Peace Officer Standards and Training (POST) to
design and accredit a course in post-traumatic stress for
law enforcement service personnel.
b.The Fire Department should solicit a similar effort with
regard to post-traumatic stress training for professional
fire and EMS organizations.
PD
Fire
POLICY STATEMENT NO. F.5 –POST-TRAUMATIC STRESS: It is the City's policy in its
long-term recovery efforts to recognize the significant effects post-traumatic stress
disorder will have on the citizens and the community as a whole and that steps will be
taken to minimize these effects.
F 5.1
Consider the feasibility of expanding the Neighborhood Watch
program of the Police Department to include a component of
disaster preparedness and/or dissemination of a brochure on
mental health disaster preparedness.
PoliceHR
F 5.2 Include in the Fire Department's Disaster Preparedness training
program mental health preparedness.Fire HR
F 5.3
Prepare materials for distribution citywide to prepare citizens to
cope with psychological trauma under the guidance of the
Mental Health Task Force and ethnic community leaders.
OC City Mgr.,
Library
F 5.4
Encourage corporations through the Chambers of Commerce,
BICEPP, DEPAC, and other appropriate entities to include in
their disaster preparedness plans a section on mental health
preparedness.
DC, ESC RTF,
Mayor, HR
F 5.5
Promote the establishment of mental health disaster
preparedness programs within civic, religious and other public
groups.
DC, ESC RTF,
Mayor, HR
POLICY STATEMENT NO. F.6 –MEDIA COORDINATION: It is the City's policy to work
closely with media representatives to ensure the dissemination of mental health
information is appropriate for the effective response to and recovery from a major
disaster. The information disseminated to the public by the media before, during and
following a major disaster can have a significant impact on the disaster-related stress
experienced within the community.
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F 6.1
Develop a program that emphasizes the importance of
managing post-traumatic stress, and the dangers and signs of
PTSD, and encourage the media to promote public education of
PTSD.
• Develop potential points of contact. Identify a panel of
experts to contact and interview regarding post-traumatic
stress.
• Contact media of various ethnic groups to encourage
that the diverse cultures within the City are
appropriately informed on mental health issues at the
timeof a disaster.
OC HR, Mayor,
Fire, Police
F 6.2
Include the dangers and signs of post-traumatic stress during
all recovery-related public briefings, meetings, hearing, and
presentations.
DC RTF, HR,
OC
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G.VITAL RECORDS
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. G.1 –PROTECTION AND RETENTION: It is the City's policy to
formulate and maintain a vital records protection and retention plan in order to provide
protection of City documents and information required to continue essential operations in
the event of a disaster and to resume normal operations after a disaster.
G 1.1 Define vital records (and information), designate vital records
classifications, and determine program responsibility.
City
Clerk
G 1.2 Develop procedures for Vital Records program implementation
and maintenance.
City
Clerk All
G 1.3Identify vital records and information for each City department.City
Clerk All
G 1.4
Create a vital records component for the Emergency
Operations Plan andall departmental emergency preparedness
plans and submit proposed plans to the Vital Records Task
Force for review.
City
Clerk All
G 1.5 Analyze vital records to determine the most effective means of
protection, reconstruction or reconstitution of vital data.
City
Clerk All
G 1.6 Revise established Records Retention Schedules to reflect
those records of Vital Records status.
City
Clerk, All
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H.INTERJURISDICTIONAL RELATIONSHIPS
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. H.1 –COOPERATION AMONG AGENCIES: It is the City's policy
to maintain ongoing liaison and contact with appropriate public and private agencies to
improve cooperation among agencies and to ensure familiarity with the emergency
response and recovery plans of various agencies.
H 1.1
Promote annual Recovery Workshops, conferences and
exercises involving all levels of government, the media and
private sector.
DC, ESCRTF, All
H 1.2
Involve outside agencies in the analysis and critique of inter-
jurisdictional training exercises and take appropriate actions to
correct City coordination problems identified as a result of these
exercises.
DC, ESCRTF, All
H 1.3
Continue to include representatives from state and federal
agencies, utility companies, businesspreparedness planning
councils and other appropriate entities in City emergency
preparedness and planning efforts through the Emergency
Organization.
DC, ESCRTF, All
H 1.4 Continue to participate in the efforts of inter-jurisdictional
planning bodies, such as theUnified Disaster Council (UDC).ESCPolice, All
H 1.5
Continue to support the efforts of public and private educational
institutions to develop and implement emergency management
structures, emergency operations centers, and emergency
operations plans.
ESCRTF, All
H 1.6
Coordinate with public and private educational institutions on
the development of programs and projects to ensure that the
educational institutions are adequately prepared and supplied
for responding to a major disaster.
City Mgr.,
DC Fire
H 1.7
Revise the Emergency Operations Plan and/or Pre-Disaster
Recovery Plan to the extent feasible for consistency and
compatibility with the plans of other agencies.
ESCDSD, All
H 1.8
To the extent feasible, revise the Pre-Disaster Recovery Plan
as appropriate to reflect recommendations and lessons learned
from after action reports of other jurisdictions.
ESCAll
POLICY STATEMENT NO. H.2 –EMERGENCY SHELTERING REQUIREMENTS: It is the
City's policy to coordinate emergency sheltering requirements with the American Red
Cross and other appropriate entities and to be prepared to self-manage emergency
shelters if necessary.
H 2.1
Identifypoints of contactwithinvarious minority community
organizations to assist shelter managers and staff in dealing
with the cultural diversity of their shelter populations.
Rec.ARC
H 2.2
Develop procedures and a process to provide for mental health
professionals at shelter sitesto serve both staff and disaster
victims.
HR,
ARC
CAST,
Rec.
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H 2.3 Develop a pre-incident plan for providing critical public services
to temporary shelters.Rec.
DSD-Bldg.,
DSD-Hsg.,
ARC
H 2.4
Develop a pre-incident plan for the use of private and public
education institutions and other appropriate facilities for
temporary shelters and the timely return of these facilities to
their normal uses.
Rec.ARC,
Educ.
H 2.5 Participate in countywide efforts to develop regional evacuation
and sheltering plans.Rec.
Fire,
Police,
PW-Traffic
H 2.6
Identify vendors and suppliers of equipment necessary to
provide supplies and materials for temporary housing of people
and business displaced by the major emergency (e.g. tents,
portable sanitation facilities, etc.) using quantity and other
characteristics.
Rec.Fin., PW
H 2.7
Develop protocols for the City to establish, stock, staff, and
manage temporary shelters in the event the American Red
Cross and other agencies are unable to provide such services.
Rec.HR, Fin.,
ARC
POLICY STATEMENT NO. H.3 –FINANCIAL AND OTHER ASSISTANCE –HOUSING: It is
the City's policy to work with appropriate local, state, and federal entities to expedite the
provisions of financial and other assistance to citizens whose residences have been
damaged.
H 3.1
Create a Housing Task Force which shall accomplish the
following and consist of representatives from the Development
Services Department and Private Developers.
a.Develop criteria for habitability based upon health and
life safety measures.
b.Obtain HUD, FEMA, SBA, CAHCD approval to eliminate
currently required processes and documentation for
expediting loan assistance, such as:
1)Appraisals
2)Lot book Report in lieuof Title Report
3)Income and mortgage verification documents
4)Judgments, liens
5)City control of construction funds
c.Initiate coordination through a Memorandum of
Understanding (MOU) with the California Department of
Housing and Community Development (CAHCD),
Department of Housing and Urban Development (HUD),
Federal Emergency Management Agency (FEMA) and
the Small Business Administration (SBA) which details
specific roles and responsibilities to include: (a)
inspections, (b) damage assessment (c) Disaster
Assistance Center's ability to make decisions and (d)
DSD-
Hsg.
DSD
DSD
DSD
City Mgr.,
City Atty.,
DSD, Fire,
Fin.
City Mgr.,
City Atty.,
DSD-Hsg.
City Mgr.,
City Atty.,
Fin.
City Mgr.,
City Atty.
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sharing of data.
d.Investigate the feasibility of utilizingnuisance abatement
provisions, hearing process and procedures to provide
demolition assistance to citizens in need provided costs
can be recouped from property owners and/or federal
and/or state reimbursement for City costs can be
maximized.
e.Investigate state, federal and other programs which
provide temporary housing assistance and develop
plans and procedures for maximizing utilization of such
assistance at no or minimum cost to the City.
DSD
DSD-
Hsg.
PW, City
Atty.
City Mgr.,
City Atty.,
County HA,
DSD
POLICY STATEMENT NO. H.4 –RESTORATION OF RESIDENCES: It isthe City's policy to
work with the private sector to expedite the restoration of residences in the post-disaster
environment.
H 4.1
Investigate the feasibility of developing public information
materials, possibly in conjunction with Association of General
Contractors, Building Industry Association, and Engineering and
General Contractors Association on how to hire a contractor
and pricing of post-disaster repair work.
DSD-
Bldg.
OC, City
Mgr.,
Mayor
H 4.2
Investigate the feasibility of funding and establishing a City
Loan Program for financing loans to owners of damaged
properties without pre-empting state or federal assistance
applications.
DSD City Mgr.,
Fin.
POLICY STATEMENT NO. H.5 –RESPONSE AND RECOVERY PLANS: It is the City's policy
to encourage and assist private sector entities in the development of response and
recovery plans and programs.
H 5.1 Continue to support and encourage the efforts of the business
community in emergency preparedness and planning.MayorCity Mgr.
H 5.2 Encourage private sector insurance and self-insurance
programs as part of Disaster Preparedness Plans.OCDC, ESC
POLICY STATEMENT NO. H.6 –FINANCIAL AND OTHER ASSISTANCE –BUSINESS: It is
the City's policy to coordinate with appropriate State and Federal entities to expedite the
provision of financial and other assistance to business enterprises which have been
damaged.
H 6.1
Establish processes, procedures, and criteria to prioritize
private sector recovery working with Federal and State
agencies.
MayorAll
H 6.2 Develop processes and procedures to identify and assist
businesses in applying for Federal disaster assistance.
Econ.
Dev.
City Mgr.,
Mayor
POLICY STATEMENT NO. H.7 –RESTORATION OF BUSINESSES: It is the City's policy to
coordinate with the private sector to expedite the restoration of business and industry in
the post-disaster environment.
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H 7.1
Establish liaison with trade associations of essential commercial
services (food, pharmaceutical, banks, etc.) to determine what it
would take to set up temporary business locations (shelters,
utilities, security, etc.) Consider developingan emergency
planning task force with those organizations.
DC
H 7.2
Develop a plan to provide an "Office of Business Aid" that can
be opened immediately after a major disaster which:
a.Identifies who to contact in order to set up the business
after the emergency period.
b.Supportbusinesses reopening by providing information
regarding disaster assistance loans and grants,
engineering, utilities, alternate work sites, permits, etc.
c.If feasible, facilitate rehabilitation permit processes.
d.Promote the development of business hot lines and
assistance centers.
DC
DC
DC
DC
ESC
OC
DSD
OC
H 7.3 Encourage private lenders to develop a program that facilitates
post-disaster loans to private industry.MayorEcon. Dev.
H 7.4
Considerdeveloping public information materials, possibly in
conjunction with contractors association, on how to hire a
contractor and the pricing of post-disaster repair work.
Econ.
Dev.
Mayor,
DSD, OC
POLICY STATEMENT NO. H.8 –EQUIPMENT AND SERVICES: It is the City's policy to plan
for the availability of priority equipment and services needed in the recovery and
reconstruction process.
H 8.1
Establish contractual agreements utilizing the approved bid
process, with private contractors for emergency demolition, lot
cleaning, and barricadingand/or securing property with out-of-
region supply chain capabilities.
DSD, PW City Atty.,
Fin.
H 8.2
Prepare a comprehensive inventory of equipment and supplies,
both public and private, which may be available for use after a
major disaster.
PW-Eng.
ITS, Police,
Fin., Fire,
PW
H 8.3
Develop a comprehensive priority list of needs for emergency
contracts and agreements for materials, equipment and
warehousing space.
PW
PW-Eng.,
City Mgr.,
Fire,
Police, City
Atty., Fin.
H 8.4
Prepare a comprehensive plan for backup communications and
data processing systems required in the event that relocation of
public services is required after a major event.
ITS PW, Fire,
Police
POLICY STATEMENT NO. H.9 –RESTORATION OF INFRASTRUCTURE: It is the City’s
policy to work with appropriate local, state and federal entities to facilitate the restoration
of roadways and utilities immediately following a disaster.
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H 9.1 Develop a plan and procedures to facilitate the coordination of
regional transportation routes.
PW-
Traffic
PW-
Transit,
RTF
H 9.2 Identify primary and secondary ingress and egress routes
through the City and prioritize them in terms of survivability.
PW-
Traffic
Police,
PW, CHP,
SANDAG,
CalTrans
H 9.3 Review and update as necessary existing agreements and
arrangements with utilities.PW-Eng.Utilities
POLICY STATEMENT NO. H.10 –CASH FLOW: It is the City's policy to work with
appropriate state, local, federal and private entities to ensure cash flow to provide
essential services to maintain public health and safety for a period deemed necessary.
H
10.1
Establish processes for completing Federal and State disaster
reimbursement forms.Fin. All
H
10.2
Identify financial aid and alternatives from Federal, State,
County and other sources and propose legislation as needed.Fin.City Atty.
H
10.3
Develop processes and procedures to ensureCity Departments
produce timely documentation of expenditures for financial aid
or expenditure reimbursement from Federal, State or other
entities.
Fin.
Fire,
Police,
PW, DSD-
Bldg.,
Utilities,
Port
H
10.4
Establish process for determining the feasibilityof obtaining
cash advances from the Federal and State governments
following a major disaster.
Fin.
H
10.5
Investigate the feasibility of and where possible, prearrange
access to short-term debt borrowing.Fin.
H
10.6
Explore the feasibility of establishing a joint powers authority for
a loss reserve pooling program.Fin.City Atty.
H
10.7 Develop a plan to seek reallocation of existing grants.Fin.
H
10.8
Maintain staff experts in State and Federal programs to
expedite approaches to financial matters after a major disaster.City Mgr.Fin.
POLICY STATEMENT NO. H.11 –LEGISLATION: It is the policy of the City to promote
legislation addressing recovery and reconstruction from a major disaster, and to work with
other jurisdictions, League of Cities, and SANDAG, where feasible, in promoting such
legislation.
H
11.1
Identify, prioritize, sponsor and support legislation needed to
implement the Pre-Disaster Recovery Plan.DSD
POLICY STATEMENT NO. H.12 –PUBLIC INFORMATION: It is the City's policy to
coordinate, where appropriate, with other city, county, state, and federal governments and
the media to assure accurate and timely public information is disseminated.
H
12.1
Coordinate with other governmental entities to develop a plan
for coordinating the release of joint official statements as
needed.
Mayor,
OC,Fire, ESC
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H
12.2
Coordinate with other governmental entities to improve
activation and use of the Emergency AlertSystem.ESCOC
H
12.3
Coordinate with the County of San Diego Joint Information
Center (JIC) to ensure appropriate languages are utilized in
sending emergency messages to citizens.
ESCOC
H
12.4
Investigate "hot line", City website, use of 2-1-1, or other
capabilities for providing information to the public and/or press.OCESC
H
12.5
Develop liaison with other local governments and the media for
public information programming immediately after a disaster.OCMayor
POLICY STATEMENT NO. H.13 –MUTUALAID AGREEMENTS: It is the City's policy to
develop, implement and maintain, when necessary, mutual aid agreements for disaster
services.
H
13.1
Work with the Governor’s Office of Emergency Services (Cal
OES) to establish a procedure for obtaining mutual aid for those
services where mutual aid agreements do not currently exist.
ESC All
H
13.2
Work with the County of San Diego Office of Emergency
Services and Cal OESto implement procedures to ensure the
City receives maximum state and federal reimbursement for
mutual aid assistance rendered or received.
ESC Fin., City
Mgr., All
H
13.3
Develop pre-incident agreements with other local, state and
federal agencies formutual aid in cooperation with other City
departments.
DC
DSD, PW,
Utilities,
City Atty.
H
13.4 Make arrangements with other utilities for mutual support.PW-Eng.,
PW
Utilities,
City Atty.
H
13.5
Consider developing, where appropriate, departmental mutual
aid agreements with other public and private entities.AllCity Atty.
H
13.6
Establish criteria for contractual agreements for emergency
demolition with private sector.DSD, PW City Atty.
POLICY STATEMENT NO. H.14 –SHELTERING REQUIREMENTS: It is the City's policy to
coordinate the sheltering requirements of specialized volunteer personnel acquired as a
result of mutual aid from other jurisdictions.
H
14.1
Contact Convention Bureau, Hotel and Motel Associations and
arrange for a procedure to use during emergencies to provide
rooms during proclaimed major emergencies. Include
consideration of procedure for accounting, necessity for formal
agreements, compensation, etc.
Rec.
City Mgr.,
Fire, PW,
DSD-Bldg.,
ESC
H
14.2
Develop procedures for City departments to arrange for
sheltering out-of-town support personnel through a central point
phone number and distribute.
Rec.City Mgr.,
Fin.
POLICY STATEMENT NO. H.15 –DONATED SUPPLIES: It is the City's policy that
management of supplies donated spontaneously by the public requires inter-jurisdictional
consideration and planning.
H
15.1
Work with various agencies to determine the existence and
adequacy of procedures to accept, store, redistribute, and
return donated supplies to the general public.
ESC ARC,Fin.,
Rec., PW
2016-06-21 Agenda Packet Page 146
2016-06-21 Agenda Packet Page 147
City of Chula Vista 51 Pre-Disaster Recovery Plan
Chapter V –Post-Event Short-Term Policies and Actions
This section contains recovery post-event short-termpolicies, and the actions necessary to
execute them. Short-termactions are those that should be initiated as soon as possible when
an emergency occurs, helping to expedite recovery for immediate needs. The policies and
actions are grouped by the same eight functional categories ofthe previous section:
A -Residential, Commercial and Industrial Rehabilitation
B -Public Sector Services
C -Economic Recovery
D -Land Use/Re-Use
E -Organization and Authority
F -Psychological Rehabilitation
G -Vital Records
H -Inter-jurisdictional Relationships
The Departments involved in each action statement are designated as the lead or support
department recommended for implementation. All departments are listed in abbreviated form. A
complete listing of departmental abbreviations can be found in Appendix A at the end of this
plan.
A.RESIDENTIAL, COMMERCIAL AND INDUSTRIAL REHABILITATION
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. A.1 –TEMPORARY HOUSING: It is the City's policy that all forms
of temporary housing (emergency shelters, transitional housing, and interim housing) will
be arranged for displaced residents as soon as the emergency is proclaimed and that we
will close such temporary housing as soon as long-term housing becomes available.
A
1.10
Implement the process and procedures forestablishingtemporary
housing after a catastrophic event.
DSD-
Hsg.
Rec,PW,
Police
A
1.11
Establish efficient and effective distribution system for food and
other necessary supplies.Rec.ARC,
Fin.-Pur.
A
1.12
Inspect and evaluate temporary housing before occupation,
based on a prioritized schedule.
DSD-
Bldg.
Fire,
Rec.
POLICY STATEMENT NO. A.2 –PROTECTION FOR RENTERS: It is the City's policy to
maximize available housing stock by protecting renters from unwarranted displacement
and financial hardship as a result of unlawful actions by landlords.
A 2.3
Implement the procedures after the disaster to protect renters
from displacement and unwarranted financial hardships resulting
from unlawful landlord actions.
DSD-
Hsg.
POLICY STATEMENT NO. A.4 –DEMOLITION: It is the City's policy that, when necessary,
demolition be done as expeditiously as possible.
A
4.11
Execute necessary demolitions according toestablished
demolition procedures which include environmental criteria.
DSD-
Bldg.
PW-
C&E, PW
2016-06-21 Agenda Packet Page 148
City of Chula Vista 52 Pre-Disaster Recovery Plan
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. A.6 –SAFETY ASSESSMENT: It is the City's policy thatthe
Development Services Department-Building Division, Fire Department and other agencies,
as appropriate, provide systematic safety assessment inspections of buildings on a
priority basis.
A 6.6 Deploy safety assessment teams, with assistance of cooperating
entities, to identify and record structural damage.
DSD-
Bldg.
DSD-
Plan.,
Fire, PW,
PW-
Traffic
A 6.7
Evaluate safety assessment results following a major disaster
and provide information to the Long-Term Reconstruction Task
Force.
DSD-
Bldg.
PW,
DSD-
Plan.
POLICY STATEMENT NO. A.7 –HAZARD EVALUATION TEAMS: It is the City's policy to
inspect, gather information on and provide systematic evaluation of natural and toxic
hazards ona priority basis, in coordination with the safety assessment process.
A 7.5
Deploy Hazard Evaluation Teams, with the assistance of
cooperating county, state and federal agencies, for detailed
identification and evaluation of natural and toxic hazards.
Fire
PW,
DSD,
PW-
Traffic
POLICY STATEMENT NO. A.8 –DISASTER ASSISTANCE: It is the City's policy to provide
appropriate city resources to persons applying for disaster assistance for interim housing.
A 8.1
In coordination with the County, establish a Disaster Recovery
Center or Local Assistance Center (LAC) in close proximity to the
affected areas.
DSD-
Bldg.,
ESC
DSD-
Plan.,
PW, Fire
POLICY STATEMENT NO. A.9 –REPAIR OF DAMAGED BUILDINGS: It is the City's policy to
encourage immediate repair for interim re-occupancy of damaged properties.
A 9.3Establish listing of severely damaged buildings.DSD-
Bldg.
PW-
Eng., PW
POLICY STATEMENT NO. A.10 –SECURITY: It is the City's policy to provide for security to
sheltering, temporary distribution centers and other emergency response facilities.
A
10.2
Provide security for sheltering, temporary distribution centers and
other emergency response facilities as appropriate following a
major disaster.
Police
Rec.,
Fin.-Pur.,
Fire
POLICY STATEMENT NO. A.11 –FEDERAL HAZARD MITIGATION: It is the policy to
expedite post-event hazard mitigation activities mandated under the Stafford Act (Public
Law 93-288, as amended), California Disaster Assistance Act Mitigation Measures(section
8686.4 of the Government Code), related federal and state regulations and guidelines, and
Local Hazard Mitigation Plan.
2016-06-21 Agenda Packet Page 149
City of Chula Vista 53 Pre-Disaster Recovery Plan
#Action (Implementation) Programs Lead Support
A
11.3
Coordinate and facilitate joint planning activities with FEMA,
State, and other involved entities for improved hazard mitigation
under the provisions of Section 409 of the Stafford Act and
related regulations and guidelines, and Local Hazard Mitigation
Plan.
ESC
DSD,
PW, PW-
Traffic,
Utilities,
PW-Eng.
A
11.4
Prepare and pursue hazard mitigation grant requests under the
provisions of Section 404 of the Stafford Act and related
regulations and guidelines, and Local Hazard Mitigation Plan.
Fire,
ESC,
DSD-
Plan
PW, PW-
Traffic,
Utilities,
PW-
Eng.,
POLICY STATEMENT NO. A.12 –FAST-TRACK PERMIT REVIEW: It is the City's policy to
facilitate short-term recovery through pre-event adoption of post-event fast track permit
review procedures and criteria in impacted area.
A
12.11
If necessary, initiate consideration of fast-track repair permit
ordinance.Mayor
DSD,
PW,
Utilities,
PW-
Traffic,
Fire
A
12.12
Dedicate necessary staff to work exclusively on post-event
disaster recovery and reconstruction activities.
DSD,
PW,
Econ.
Dev.
All
A
12.13
Establish and implement these criteria through the fast-track
repair permit review ordinance for screening applications for fast-
track review, including but not limited to the following:
a.The facility has sustained some level or type of damage
sufficient to block or inhibit safe occupancy and use and
requires more than just cosmetic repairs;
b.The application has been filed after the earthquake or
other disaster, unless the preceding Criterion A.12.13.a
applies;
c.The application is not in an area subject to a moratorium
or Interim Control Ordinance (ICO), unless it meets
specified exemption or development requirements of such
ordinances;
d.The application is not for new development which
substantially intensifies or changes the use, unless that
development can be clearly demonstrated to meet
recovery and reconstruction objectives specified
elsewhere in this Plan;
e.The application is not for a project which violates any
applicable city or state law.
DSD
PW,
Utilities,
PW-
Traffic,
Fire, PW-
C&E,
PW-Eng.
2016-06-21 Agenda Packet Page 150
City of Chula Vista 54 Pre-Disaster Recovery Plan
#Action (Implementation) Programs Lead Support
A
12.14
Extend the fast-track permit expediting ordinance beyond the
termination of the declaration of local emergency in six-month
increments until all criteria for restoration of standard operating
procedures have been met, including but not limited to the
following:
a.The proclaimed emergency has been terminated;
b.The perceived urgency for expediting building repair and
restoration has been substantially reduced; and
c.Most of the readily repairable damage has been
substantially reduced.
DSD
City
Mgr.,
PW,
Utilities,
PW-
Traffic,
Fire, PW-
C&E,
PW-Eng.
POLICY STATEMENT NO. A.13 –INTERIM CONTROL ORDINANCE PROCEDURE: It is the
City's policy to facilitate post-event recovery and public safety by pre-event adoption of an
ordinance establishing general objectives and criteria by which specific areas are
identified for inclusion under the interim control ordinance restrictions in hazardous areas.
A
13.4
Implement pre-event ordinance for post-event administration of
ICO permit restrictions.DSD
City
Atty.,
PW,
Utilities,
PW-
Traffic,
Fire
A
13.5
Terminate ICO permit restrictions as purposes are substantially
met for each area to which such restrictions were applied.DSD
City
Atty.,
DSD-
Bldg.,
PW,
Utilities,
PW-
Traffic,
Fire
POLICY STATEMENT NO. A.14 –ENVIRONMENTAL PROTECTION: It is the City's policy
that to the maximum extent feasible, recoveryand reconstruction alternatives be chosen
which best preserve and protect the environment and better the environmental health and
safety of the city.
A
14.7
During the emergency, implement the plans and coordinate with
outside agencies, as listed above.PW-C&E
A
14.8
Facilitate coordination meetings between city departments,
county offices, regional offices, state and federal departments for
the purpose of expediting environmental permitting and
streamlining of procedures.
PW-C&E
A
14.9
Coordinate with appropriate agencies for the implementation of
streamlined emergency procedures for the disposal of solid waste
in the City.
PW-C&E
PW,
DSD-
Bldg.
A
14.10
Petition state to temporarily suspend or fast-track regulations
pertaining to recycling regulatory permits.PW-C&E
PW,
DSD-
Bldg.
2016-06-21 Agenda Packet Page 151
City of Chula Vista 55 Pre-Disaster Recovery Plan
B.PUBLIC SECTOR SERVICES
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO.B.1 –ORDERLY RESTORATION: It is the City's policy that a plan
for the orderly restoration of public services after a major disaster be developed.
B 1.6 Transfer and temporarily store debris, including hazardous
materials.PW Fire, PW-
C&E
B 1.7
Expedite plan check and permitting procedures to minimize the
time required for the restoration of hospitals, critical commercial
and industrial facilities and utility services in cooperation with the
State's Office of the State Architect and/or other regulating
agencies.
DSD
: PW,
PW-
Eng.,
Utilities
B 1.8
Support restoration efforts by providing equipment or personnel
asavailable, to assist in removing downed trees from de-
energized electric lines, restoring access to facilities by utility
personnel and equipment, and maintaining areas secure for utility
restoration crews.
PWUtilities
B 1.9 Assign representatives to assist the Utility in coordinating and
facilitating restoration and repairs of utility facilities.PW-Eng.DC, RTF,
Utilities
B
1.10
Provide temporary or emergency Water District/SDG&E services
as required.PW-Eng.Utilities
B
1.11
Restore those utility facilities which affect the greatest number of
persons.PW-Eng.Utilities
B
1.12
Strive to maintain utility services for police facilities, fire facilities,
hospitals, and life-support customers Utilities
B
1.13
Review, amend as needed and implement relocation plans for
critical department operations housed in severely damaged
buildings.
PW PW-
Eng., All
POLICY STATEMENT NO. B.3 –BUILDING INVENTORY: It is the City's policy to develop an
inventory of available public and private buildings that can be used to house city services
in the event of a major disaster.
B 3.7
Determine which City buildings can be occupied after a major
disaster.Determine if these facilities can be repurposed to
temporarily house City services.
DSD-
Bldg.
Police,
Fire, PW,
PW-Eng.
B 3.8
Ensure alternate sites areprovided with the necessary equipment
and supplies to conduct an emergency session of the City
Council.
City
Clerk
POLICY STATEMENT NO. B.4 –EQUIPMENT AND SERVICES: It is the City's policy to plan
for the availability of equipment and services needed in the recovery and reconstruction
process.
B 4.4 Coordinate execution of contracts and agreements as needed for
materials, equipment, and warehousing space.PW
PW-Eng.,
City Mgr.,
Fire,
Police,
Library,
Fin.-Pur.
2016-06-21 Agenda Packet Page 152
City of Chula Vista 56 Pre-Disaster Recovery Plan
#Action (Implementation) Programs Lead Support
B 4.5
Review, revise as necessary, and implement plan for back up
communications and data processing system required in the
event that relocation is required.
ITS PW, Fire,
Police
POLICY STATEMENT NO. B.5 –PUBLIC INFORMATION: It is the City's policy that a
coordinated public information system be developed to include public services
announcements, hotlines, automated call directors, and other communication media to
keep city employees and the general public informed of on-going recovery and
reconstruction activities and city employees advised of their assignments and
responsibilities.
B 5.4Distribute public information announcements as appropriate.OC
All, DC,
RTF,
Mayor
POLICY STATEMENT NO. B-6 –ANIMAL SAFETY: It is the City's policy to take immediate
action to minimize animal suffering during a disaster and to ensure public health and
safety during a period in which public health and safety would be endangered by animal
related conditions.
B 6.5
Establish detaining areas wherein care, necessary veterinary
medical attention and disposition may be given to animals
(household pets, livestock, and exoticanimals) displaced during a
disaster.
ACF Educ.,
Rec.
B 6.6 Maintain continued custody of owners' animals where necessary
until owners are able to provide normal care.ACF Educ.,
Rec.
B 6.7 Establish temporary revisions to existing plans to reunite animal
owners with their lost or displaced pets.ACF
2016-06-21 Agenda Packet Page 153
City of Chula Vista 57 Pre-Disaster Recovery Plan
C.ECONOMIC RECOVERY
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. C.1 –CASH FLOW: It is the City's policy to ensure cash flow to
provide essential services to maintain public health and safety for a period deemed
necessary.
C 1.3 Identify potential sources of revenue losses, e.g., business
license sales, transient occupancy, property, utility users, etc.Fin.All
C
1.11
Initiate analysis of the City Budget to identify unexpended funds
which could be used to finance recovery and reconstruction
projects.
City Mgr.Fin., All
C
1.12
Coordinate the completion of Federal and State disaster
reimbursement forms.Fin.City
Mgr., All
C
1.13 Suspend capital construction projects and payments.PW
PW-
Eng.,
City Atty
C
1.14
Immediately seekfinancial aid (public and individual assistance)
from Federal, State, and other sources.Fin.City Mgr.
C
1.15
Coordinate obtaining estimates of all damage losses following a
disaster.Fin. All
C
1.16
Consider imposing a hiring freeze except for critical skills and a
freeze on equipment purchases except for equipment essential to
recovery and reconstruction efforts, if necessary.
City Mgr.All
C
1.17 Propose sale or lease of surplus City property.Fin.-Pur.
PW-
Eng.,
PW, All
C
1.18 If necessary, approve sale or lease of surplus City Property City
Council RTF
C
1.19
Explore revenue replacement source(s), i.e., user fees, refuse
collection fees, occupational license fees.City Mgr.Fin., City
Clerk
C
1.20
Prioritize and cancel all non-essential purchase orders and
contracts.Fin.-Pur.PW-
Eng., PW
C
1.21
Identify extraordinary expenditure requirements:
Demolition
Debris removal
Temporary structures
Inspections
Overtime
Fin.All
C
1.22
Redeploy personnel as necessary (process should be in place for
the reassignment of personnel to complete essential functions).HR All
C
1.23 If necessary, approve extraordinary expenditure requirements City
Council DC, RTF
C
1.24
Coordinate and review recommendations for the Mayor and
Council on financial issues related to short-and intermediate-term
recovery, e.g., formation of a city financial strategy, fee waivers
and discounts, and demolition and debris removal.
DCRTF, All
2016-06-21 Agenda Packet Page 154
City of Chula Vista 58 Pre-Disaster Recovery Plan
#Action (Implementation) Programs Lead Support
C
1.25
Develop procedures for reinstating past and retired City
employees.HR
POLICY STATEMENT NO. C.2 –RE-ESTABLISHMENT OF ESSENTIAL SERVICES AND
UTILITIES: It is the City's policy to facilitate the re-establishment of essential commercial
services and necessary utilities in locations near temporary shelters on private or public
property.
C 2.8 Implement the processes and procedures for reestablishment of
commercial services following a disaster.DSD
C 2.9Open Office of Business Aid.Mayor,
City Mgr.
Econ.
Dev.,
Fire, PW-
Eng.
POLICY STATEMENT NO. C.3 –INFRASTRUCTURE AND SERVICES: It is the City's policy
to join other government agencies and the private sector to return thepublic infrastructure
and the City's services to equivalent pre-event levels, or better.
C 3.6
Create assessment districts where appropriate:
Mello-Roos District
Hazard Assessment District
1911, 1913, and 1915 Bond Acts for Public Improvements
PW-Eng.PW
C 3.7 If necessary, issue City debt to finance public reconstruction and
recovery projects.Fin.City Mgr.
C 3.8 If necessary, implement procedures for contracting, transferring
or deferring City services.City Mgr.All
C 3.9
Apply to Federal and State agencies for reconstruction and
construction services/projects, including:
FEDERAL
o U. S. Army Corps of Engineers
o U. S. Navy Seabees
o U. S. Navy Eleventh District
o U. S. Coast Guard
o Departments other than Department of Defense
o FEMA
o Housing and Urban Development
STATE
o Department of Forestry –California Conservation
Corps
o Cal OES
PW
POLICY STATEMENT NO. C.4 –RE-ESTABLISHMENT OF BUSINESSES: It is the City's
policy to assist citizens and private sector businesses in re-establishing normal activities
and operations as quickly as possible.
C
4.12 Consider possibility of deferring some city fees.City Mgr.
City
Clerk,
City
Atty., Fin.
2016-06-21 Agenda Packet Page 155
City of Chula Vista 59 Pre-Disaster Recovery Plan
#Action (Implementation) Programs Lead Support
C
4.13 Utilize existing grant funds and prioritize as needed.All
C
4.14
Identify and assist businesses in applying for Federal and State
disaster assistance:
Information line
Small business administration
Econ.
Dev.
City
Mgr.,
Mayor
C
4.15 Establish business hot line and assistance center.Mayor
City
Mgr.,
Econ.
Dev., OC
C
4.16 If feasible, facilitate mutual aid between private businesses.Mayor
City
Mgr.,
Educ.
C
4.17 Promote patronage in impacted area.Mayor Econ.
Dev.
2016-06-21 Agenda Packet Page 156
City of Chula Vista 60 Pre-Disaster Recovery Plan
D.LAND USE/RE-USE
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. D.6 –STATUTORY MODIFICATIONS: It is the City's policy to
identify and use existing California Environmental Quality Act (CEQA)andCoastal Act
Laws and local implementation procedures for disaster recovery and reconstruction
purposes, needs and processes.
D 6.1 Provide consultation and assistance in the identification and
use of statutory CEQA and Coastal Act exemption criteria.
DSD-
Plan.
POLICY STATEMENT NO. D.7 –INFRASTRUCTURE IMPROVEMENTS: It is the City's policy
that following a community-wide disaster, any plan revisions or adoption shall take into
consideration the correction of deficiencies in infrastructure and improvements, both
public and private (improvements could include non-conforming streets, inefficient street
patterns, recreational facilities, etc.).
D 7.3
Evaluate damaged infrastructure and assess feasibility of
construction standards identified in plan, implementing the
standards to the extent practical.
PW-Eng.PW, DSD
POLICY STATEMENT NO. D.8 –RECONSTRUCTION STRATEGY: It is the City's policy to
reflect a proactive rather than reactive approach to reconstruction issues and
opportunities through post-event formation of a Recovery Task Force and preparation of a
strategicplan for reconstruction.
D 8.4 Promote the formation of a Recovery Task Force to prepare
and coordinate implementation of the post-event strategic plan.DCMayor
D 8.5Form Recovery Task Force.DC, City
Mgr.
DSD, PW,
Utilities,
DSD-Hsg.,
Fire
D 8.6Prepare Long-Term Reconstruction Strategic Plan.DSD
City Mgr.,
PW,
Utilities,
DSD-Hsg.,
Fire, PW-
Eng.
D 8.7Implement the Long-Term Reconstruction Strategic Plan.DSD
DSD, PW,
Utilities,
PW-
Transit,
DSD-Hsg.,
Fire, PW-
Eng.
2016-06-21 Agenda Packet Page 157
City of Chula Vista 61 Pre-Disaster Recovery Plan
E.ORGANIZATION AND AUTHORITY
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. E.4 –PUBLIC PARTICIPATION: It is the City's policy that
opportunity for public participation in land use decisions after a proclaimed emergency be
maximized.
E 4.2 Maximize public participation for land use decisions in
devastated areas.
DSD-
Plan.City Atty.
2016-06-21 Agenda Packet Page 158
City of Chula Vista 62 Pre-Disaster Recovery Plan
F.PSYCHOLOGICAL REHABILITATION
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. F.1 –PSYCHOLOGICAL ASPECTS: It is the City's policy to
address the psychological aspects of the aftermath of a major disaster affecting both
citizens and City employees.
F 1.1 Carry out policy and procedures for assisting city employees in
dealing with stress following a major disaster.HR
Fire,
Police,
ARC,
Educ.,
CBHS
F 2.2 Amend the Recovery Plan based on recommendations from the
Recovery Task Force ESC
HR, Fire,
Police,
CAST,
CBHS,
Rec., ARC,
Educ.
2016-06-21 Agenda Packet Page 159
City of Chula Vista 63 Pre-Disaster Recovery Plan
G.VITAL RECORDS
None.
2016-06-21 Agenda Packet Page 160
City of Chula Vista 64 Pre-Disaster Recovery Plan
H.INTERJURISDICTIONAL RELATIONSHIPS
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. H.2 –EMERGENCY SHELTERING REQUIREMENTS: It is the
City's policy to coordinate emergency sheltering requirements with the American Red
Cross and other appropriate entities and to be prepared to self-manage emergency
shelters if necessary.
H 2.9 Activation plans, procedures, or processes to provide for mental
health professionals at shelter sites.HR Rec.,
CBHS
H
2.10
Establish an efficient and effective distribution system for food
and other necessary supplies.Rec.Fin., PW,
ARC
H
2.11
Implement pre-incident plan for the use of private and public
educational institutions and other appropriate facilities as
temporary shelters and the timely return of these facilities to
their normal uses.
Rec.Educ.,
ESC
POLICY STATEMENT NO. H.4 –RESTORATION OF RESIDENCES: It is the City's policy to
work with the private sector to expedite the restoration of residences in the post-disaster
environment.
H 4.3 Distribute public information materials regarding post-disaster
repair work.OC, DSD DSD-Bldg.,
OC, Mayor
POLICY STATEMENT NO. H.6 –FINANCIAL AND OTHER ASSISTANCE –BUSINESS: It is
the City's policy to coordinate with appropriate state and federal entities to expedite the
provision of financial and other assistance to business enterprises which have been
damaged.
H 6.3
Identify and assist businesses in applying for Federal and State
disaster assistance:
City Website
City Phones (interactive voice response system)
Small Business Administration
Econ.
Dev.
City Mgr.,
Mayor,
ITS, OC
POLICY STATEMENT NO. H.7 –RESTORATION OF BUSINESSES: It is the City's policy to
coordinate with the private sector to expedite the restoration of business and industry in
the post-disaster environment.
H 7.5Open an Office of Business Aid.MayorEcon. Dev.
H 7.6 Establish a program for temporary structures and sites for
disrupted businesses.DSD
POLICY STATEMENT NO. H.8 –EQUIPMENT AND SERVICES: It is the City's policyto plan
for the availability of priority equipment and services needed in the recovery and
reconstruction process.
H 8.5 Coordinate execution of contracts and agreements as needed
for materials, equipment and warehousing space.PW
City Mgr.,
Fire,
Police, City
Atty., Fin.
2016-06-21 Agenda Packet Page 161
City of Chula Vista 65 Pre-Disaster Recovery Plan
#Action (Implementation) Programs Lead Support
PW-Eng.
H 8.6 Implement a plan for backup communications and data
processing system required in the event relocation is required.
PW, Fire,
Police ITS
POLICY STATEMENT NO. H.9 –RESTORATION OF INFRASTRUCTURE: It is the policy to
work with appropriate local, state and federal entities to facilitate the restoration of
roadways and utilities immediately following a disaster.
H 9.4 Assign representatives toassist the utilities in coordinating and
facilitating restoration and repairs of utility facilities.DC, PW RTF,
Utilities, All
POLICY STATEMENT NO. H.10 –CASH FLOW: It is the City's policy to work with
appropriate state, local, federal and private entities to ensure cash flow to provide
essential services to maintain public health and safety for a period deemed necessary.
H
10.9 Identify and seek other grant money.Fin. All
H
10.10
Apply to Federal and State agencies for reconstruction and
construction services/projects, including:
FEDERAL
o U.S. Army Corps of Engineers
o U.S. Navy Seabees
o U.S. Navy Eleventh District
o U.S. Coast Guard
o Departments other than Department of Defense
o FEMA
STATE
o Department of Forestry
o Conservation Youth Corps
o California Conservation Corps
o Cal OES
Fin.,
DSD,
PW
POLICY STATEMENT NO. H.13 –MUTUAL AID AGREEMENTS: It is the City's policy to
develop, implement and maintain, when necessary, mutual aid agreements for disaster
services.
H
13.7
Coordinate inter-jurisdictional and interagency requests for
mutual aid through the Liaison Officer in the Emergency
Operations Center or other appropriate channel.
DCAll
H
13.8
Implement procedures to obtain mutual aid assistance for
services where mutual aid agreements do not exist.DCESC, All
H
13.9
Implement procedures that ensure the City receives maximum
reimbursement for mutual aid services rendered and received.Fin.City Mgr.,
All
POLICY STATEMENT NO. H.14 –SHELTERING REQUIREMENTS: It is the City's policy to
coordinate the sheltering requirements of specialized volunteer personnel acquired as a
result of mutual aid from other jurisdictions.
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City of Chula Vista 66 Pre-Disaster Recovery Plan
#Action (Implementation) Programs Lead Support
H
14.3
Implement procedures for City Departments to arrange for
sheltering out-of-town support personnel through a central point
phone number.
Rec.,
City
Mgr.,
ESC,
Fin.
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City of Chula Vista 67 Pre-Disaster Recovery Plan
Chapter VI –Post-Event Long Term Policies and Actions
This Section contains Plan post-event long-term policies and actions necessary to carry them
out. Long-term actions are those that continue recovery efforts until conditions are returned to
their pre-event status or better. The policies and actions are grouped by the eight functional
categories of:
A -Residential, Commercial and Industrial Rehabilitation
B -Public Sector Services
C -Economic Recovery
D -Land Use/Re-Use
E -Organization and Authority
F -Psychological Rehabilitation
G -Vital Records
H -Inter-jurisdictional Relationships
The Departments involved in each action statement are designated as the lead or support
department recommended for implementation. All departments are listed in abbreviated form. A
complete listing of departmental abbreviations can be found in Appendix A at the end of this
plan.
A.RESIDENTIAL, COMMERCIAL AND INDUSTRIAL REHABILITATION
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. A.13 –INTERIM CONTROL ORDINANCE PROCEDURE: It is the
City's policy to facilitate post-event recoveryand public safety by pre-event adoption of an
ordinance establishing general objectives and criteria by which specific areas are
identified for inclusion under the interim control ordinance restrictions in hazardous areas.
A
13.5
Terminate ICO permit restrictions as purposes are substantially
met for each area to which such restrictions were applied.DSD
City
Atty.,
DSD-
Bldg.,
PW,
Utilities,
PW-
Traffic,
Fire
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City of Chula Vista 68 Pre-Disaster Recovery Plan
B.PUBLIC SECTOR SERVICES
None.
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City of Chula Vista 69 Pre-Disaster Recovery Plan
C.ECONOMIC RECOVERY
None.
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City of Chula Vista 70 Pre-Disaster Recovery Plan
D.LAND USE/RE-USE
#Action (Implementation) Programs Lead Support
POLICY STATEMENT NO. D.5 –REPLANNING HAZARDOUS AREAS: It is the City's policy
to re-plan hazardous and devastated areas and recognize disaster-generated constraints
and opportunities.
D 5.2
Modify zoning and land use designations in response to newly
discovered hazard conditions which cannot be mitigated other
than through change of use or reduction of planned land use
densities.
DSDPW-Eng.
D 5.3
Modify General Plan, Urban Design, circulation and other
designations to reflect economic development, housing, growth
management, or urban design opportunities generated by the
disaster.
DSD DSD-Hsg.,
PW-Eng.
POLICY STATEMENT NO. D.9 –ADJUST GENERAL PLAN ELEMENTS: It is the City's policy
to adjust General Plan Elements to reconcile them with post-event economic, fiscal and
housing recovery needs.
D 9.3
Assess economic, fiscal cost-recovery and housing objectives
in relation to community plan land use policy, and weigh
environmental and neighborhoodimpacts against benefits to be
gained from such objectives.
DSD
City Mgr.,
PW,
Utilities,
PW-Traffic,
DSD-Hsg.,
Fire
D 9.4
Identify post-event economic, fiscal and housing recovery
objectives influencing the preparation of the Long-Term
Reconstruction Strategic Plan.
DSD
City Mgr.,
PW,
Utilities,
DSD-Hsg.,
Fire
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City of Chula Vista 71 Pre-Disaster Recovery Plan
E.ORGANIZATION AND AUTHORITY
None.
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City of Chula Vista 72 Pre-Disaster Recovery Plan
F.PSYCHOLOGICAL REHABILITATION
None.
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City of Chula Vista 73 Pre-Disaster Recovery Plan
G.VITAL RECORDS
None.
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City of Chula Vista 74 Pre-Disaster Recovery Plan
H.INTERJURISDICTIONAL RELATIONSHIPS
None.
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City of Chula Vista 75 Pre-Disaster Recovery Plan
Appendix A-Acronyms
DEPARTMENT/AGENCY ABBREVIATION
All Departments All
American Red Cross ARC
Animal Control Facility ACF
California Department of Transportation CalTrans
California Highway Patrol CHP
CAST CAST
Chamber of Commerce Chamber
City Attorney City Atty.
City Clerk City Clerk
City Manager City Mgr.
County Behavioral Health Services CBHS
County Housing Authority County HA
Director of Emergency Services DES
Development Services Department DSD
Development Services Department-
Building DSD-Bldg.
Development Services Department-
Housing DSD-Hsg.
Development Services Department-
Planning DSD-Plan.
Disaster Council DC
Economic Development Econ. Dev.
Educational Institutions (public and
private)Educ.
Emergency Services Coordinator (Fire
Department)ESC
Finance Department Fin.
Finance Department-Purchasing Fin.-Pur.
Fire Department Fire
Human Resources Department HR
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City of Chula Vista 76 Pre-Disaster Recovery Plan
DEPARTMENT/AGENCY ABBREVIATION
Information Technology Services ITS
Information Technology Services -
Geographic Information System ITS-GIS
Library Library
Mayor Mayor
Office of Communications OC
Police Department Police
Port of San Diego Port
Public Works Department-Conservation &
Environmental Services PW-C&E
Public Works Department-Engineering PW-Eng.
Public Works Department-Operations PW-Ops
Public Works Department-Traffic
Engineering PW-Traffic
Public Works Department PW
Recreation Department Rec.
Recovery Task Force RTF
San Diego Gas & Electric SDG&E
Utilities Utilities
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EMERGENCY ORGANIZATION
PRE-DISASTER
RECOVERYPLAN
EXCUTIVE SUMMARY
June 2016
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THIS PAGE INTENTIONALLY LEFT BLANK
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June2016 3
CITY OF CHULA VISTA EMERGENCY ORGANIZATION
PRE-DISASTER RECOVERY PLAN
Background
The Chula Vista Emergency Organization was formed to provide for the preparation and
carrying out of plans for the protection of persons and property within this City in the event of an
emergency, and to coordinate the emergency functions of this City with all other public
agencies, corporations, organizations, and affected private persons.
The Pre-Disaster Recovery Plan is for use by all City departments to conduct mitigation
activities and facilitate post-disaster recovery efforts.The plan provides both strategy and
structure to the decision making processes involved in recovery following a catastrophic event.
It describes theactions necessaryto facilitate successful recovery operations, and identifies the
lead and supporting departments for each recommended action.
The Pre-Disaster Recovery Plan supports the City Emergency Operations Plan. Both are living
documents that will be continuously updated and modified to reflect current operational
procedures, incorporating lessons learned from real-world events, as well as exercises and
trainings.
Purpose
The Pre-Disaster Recovery Plan is designed to provide users with recommendations of actions
that should be implemented to expedite recovery. The plan is intended to establish parameters
prior to disaster in order to help minimize the uncertainty and stress of making uninformed
decisions in a chaotic post-disaster environment.
Scope
The Recovery and Reconstruction policies provide the framework from which the plan is based.
Focusing recovery efforts on the functional areas listed in this section is the foundation for
recovery. The recovery and reconstruction policies address basic human needs, public services,
economy, and rebuilding, all foundational components of healthy communities. The recovery
and reconstruction policies fall under the following functionalareas:
Residential, Commercial and Industrial Rehabilitation
Public SectorServices
Economic Recovery
Land Use/Re-Use
Organization and Authority
Psychological Rehabilitation
Vital Records
Interjurisdictional Relationships
Several policies aredescribed within each functional area, and the policies are designed to
address the broad spectrum of each functional area. Each policy will list several actions that are
necessary to accomplish the policy’s mission.
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June2016 4
Concept of Operations
The Plan follows the typical recovery format, placing much emphasis on planning for recovery
prior to the disaster, and continued execution of recovery operations post-disaster. Recovery is
broken into phases, pre-event, post-event-short-term, and post-event long-term, with the needs
and focuschanging slightly as recovery operations progress.
Pre-EventPolicies and Actions
This section contains pre-event policies and the actions necessary to carry them out.
Pre-event actions are those that should be addressed and considered for
implementation as soon as feasible, to prepare the City for recovery effortspost-event.
Pre-event activities are similar to mitigation activities and lay the groundwork for many
post-disaster recovery tasks. City departments are currently engaged in or are making
preparations for implementation of pre-event recovery activities.
Post-Event Short-Term a Policies and Actions
The post-event short-termpoliciesand the actions are those that should be initiated as
soon as possible when an emergency occurs, helping to expedite recovery for
immediate needs. Short-term recovery is immediate and overlaps with response. It
includes actions such as providing essential public health and safety services, restoring
interrupted utility and other essential services, reestablishing transportation routes, and
providing food and shelter for those displaced by the incident. Although called “short
term’,some of these activities may last for weeks.
The Recovery Director in the Emergency Operations Center will work with a team
(Recovery Task Force) to execute the implementation of the short-term recovery
activities identified in this plan.
Post-Event Long-Term Policies and Actions
Post-event long-term policies and actionsare those that continue recovery efforts until
conditions are returned to their pre-event status or better.Long-term recovery activities
occur from months to years after the disaster has occurred. The Recovery Task Force is
also responsible for the implementation of the long-term activities listed in the plan.
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City of Chula Vista
Staff Report
File#:16-0322, Item#: 8
CONSIDERATIONOFCALLINGASPECIALMUNICIPALELECTIONTOBEHELDNOVEMBER8,
2016;SUBMITTINGTOTHEQUALIFIEDELECTORSOFTHECITYAMEASURERELATINGTO
THEESTABLISHMENTOFAGENERALTRANSACTIONSANDUSE(SALES)TAX;APPROVING
ANADVISORYMEASUREREGARDINGTHEUSEOFTHESALESTAXPROCEEDS;
APPROVINGOTHERREQUIREDMEASURESTOCONSOLIDATEANDCARRYOUT
NECESSARYPROCEDURESFORTHEELECTION;ANDAPPROVINGANORDINANCETOADD
CHULAVISTAMUNICIPALCODECHAPTER3.33,TITLED“LOCALFUNDINGFORSAFETY,
REPAIRS, AND IMPROVEMENTS”
A.ORDINANCEOFTHECITYOFCHULAVISTAADDINGCHAPTER3.33TOTITLE3OF
THECHULAVISTAMUNICIPALCODETOESTABLISHAGENERALTRANSACTIONSAND
USETAXTOBEADMINISTEREDBYTHESTATEBOARDOFEQUALIZATION(FIRST
READING) (4/5 VOTE REQUIRED)
B.RESOLUTIONOFTHECITYCOUNCILOFTHECITYOFCHULAVISTACALLINGAND
GIVINGNOTICEOFASPECIALMUNICIPALELECTIONTOBEHELDNOVEMBER8,2016
FORTHEPURPOSEOFSUBMITTINGTOTHEQUALIFIEDELECTORSOFTHECITYA
MEASURERELATINGTOTHEESTABLISHMENTOFAGENERALTRANSACTIONSAND
USE(SALES)TAX,ANDANADVISORYMEASUREREGARDINGTHEUSEOFTHE
SALESTAXPROCEEDS;CONSOLIDATINGTHEELECTIONWITHTHESTATEWIDE
ELECTION;REQUESTINGTHEBOARDOFSUPERVISORSOFTHECOUNTYOFSAN
DIEGOTOPERMITTHEREGISTRAROFVOTERSTOCONDUCTSUCHELECTION;
AUTHORIZINGTHECITYCLERKORHERDULYAUTHORIZEDAGENTSTOCARRYOUT
THENECESSARYPROCEDURESFORSUCHELECTION;AUTHORIZINGTHEMAYOR
TOSUBMITBALLOTARGUMENTSINFAVOROFTHEMEASURES;ANDDIRECTINGTHE
CITYATTORNEYTOPREPAREANIMPARTIALANALYSISOFEACHMEASURE(4/5
VOTE REQUIRED)
RECOMMENDED ACTION
Council place the ordinance on first reading and adopt the resolution.
SUMMARY
TheCityofChulaVista,likemanycitiesthroughoutthecountry,isstrugglingtorepairand/orreplace
itsaginginfrastructure.Since2014,theCityofChulaVistahasbeendevelopingacomprehensive
AssetManagementProgram(AMP)tomoreeffectivelyandtransparentlyidentifytheconditionofCity
-ownedassets.TheAMPidentifiedasignificantshortfallinfundingneededtorepairorreplace
criticallyneededinfrastructure.ThisitempresentstwoformalballotmeasuresforCityCouncil
considerationforplacementontheNovember8,2016statewideelectionballottoaddresshigh-
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considerationforplacementontheNovember8,2016statewideelectionballottoaddresshigh-
priorityneeds.Thefirstmeasureisforaone-halfcenttransactionsandusetaxmeasure(the
“Measure”).AlthoughtheCity’smostpressingneedisinfrastructureimprovement,repairand
maintenance,thetaxisageneraltaxwhichcanbespentforanylawfulpurposeoftheCity.The
accompanyingadvisorymeasureadvisestheCitytospendthetaxproceedsforinfrastructure
purposes(the“AdvisoryMeasure”),thatadvicewillbepoliticallyforcefulbutnotlegallybinding.Any
legallyenforceablerestrictionontheuseoftaxproceedswouldmakeitaspecialtaxrequiringtwo-
thirds voter approval.
ENVIRONMENTAL REVIEW
Environmental Notice
Theactivityisnota“Project”asdefinedunderSection15378oftheCaliforniaEnvironmentalQuality
ActStateGuidelines;therefore,pursuanttoStateGuidelinesSection15060(c)(3)noenvironmental
review is required.
Environmental Determination
TheEnvironmentalReviewCoordinatorhasreviewedtheproposedactivityforcompliancewiththe
CaliforniaEnvironmentalQualityActandhasdeterminedthatdiscussiononInfrastructureFinancing
isnota“Project”asdefinedunderSection15378(b)(4)oftheStateCEQAGuidelinesbecausethis
iteminvolvesonlythecreationofgovernmentfundingmechanismsorothergovernmentfiscal
activities,whichdonotinvolveanycommitmenttoanyspecificprojectwhichmayresultina
potentiallysignificantphysicalimpactontheenvironment;therefore,pursuanttoSection15060(c)(3)
oftheStateCEQAGuidelinestheactivityisnotsubjecttoCEQA.Thus,noenvironmentalreviewis
necessary.
BOARD/COMMISSION RECOMMENDATION
Not applicable.
DISCUSSION
Severalyearsago,theCityinitiatedeffortstodevelopacomprehensiveAssetManagementProgram
(AMP)tomoreeffectivelyandtransparentlyoperateandmaintaintheCity-ownedassets.Staffhas
providedannualupdatestotheCityCouncilonthisprogram.Overthistime,Citystaffhasmadea
varietyofoutreacheffortstoincludethecommunityinidentifyingthemostcriticalneedsand
priorities.TheAssetManagementProgramAdvisoryCommittee(AMPAC)wasconvenedasa
workinggroupcomposedofChulaVistaresidents,businessowners,andotherstakeholderswilling
andinterestedinengagingwithCitystaffregardingpreserving,maintainingandupgradingpublic
infrastructure.TheAMPAChasbeenmeetingsinceMarch2014andhasbeenengagedinlearning
theCity’sinfrastructuresystems,touringsites,observingrepairsandmaintenanceactivities,and
reviewing information on the City’s finances.
WithinputandconcurrenceoftheAMPAC,Citystaffisrecommendingahalf-centgeneral
transactionsanduse(sales)taxfortenyearstoaddressmanyneededinfrastructureimprovements
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such as:
·Streets
·Traffic Signal Systems
·Sports Fields and Courts
·Park Infrastructure
·Other Public Infrastructure
·Fire Safety Equipment
·Fire Stations
·Fire Response Vehicles
·Police Facilities
·Police Response Vehicles
·Public Safety Communication Systems (Dispatch and Regional Communication System)
Whileageneralusetaxcannotapproveaspecificlistofprojects,Attachments1 &2 providethe
typesofcriticalandemergingneedsthatcouldbeaddressedwithsuchameasure.Asageneraltax,
theapprovalrequirementisasimplemajority(50%+1)ofvoters.Citystaffrecommendsthatan
AdvisoryMeasurealsobeplacedontheNovember2016ballotinordertodeterminepublicsupport
forhowthetaxproceedswillbespent.ACitizenOversightCommitteeisalsorecommendedto
ensure public confidence in the use of the funds.
ACitizenOversightCommitteeisaneffectivewaytoguidetheexpenditureofthefundsthroughout
thelifeofthemeasure.TheCitizenOversightCommitteewouldbeestablishedinconjunctionwith
thepassageoftheMeasure.TheCommitteewouldserveinanadvisorycapacity.Inparticular,the
CommitteewillreviewtheMeasure’sannualspendingplanandstatewhetherornotitisconsistent
withtheAdvisoryMeasureand,ifnot,onwhatpurposesitisspent.TheCommitteewouldreviewthe
IndependentAuditors’ReportonrevenuesandexpendituresandpresentanannualreporttotheCity
CouncilwithfindingsrelativetotheuseofMeasure’sfunds.TheMayorandCityCouncilshallappoint
allmembersoftheCommittee,whichshallbecomprisedofexpertsinareassuchasaccounting,
financeandengineering.Themembersshallberesidentsorrepresentativesofbusinesseslocated
withintheCityofChulaVistaandshallnotbeelectedofficialsorcurrentcityemployees.Whilethe
CitizenOversightCommitteewouldnothavebudgetauthority,itwouldbeapublicbodygovernedby
theBrownAct,whichrequiresopenpublicmeetings,properlynoticedandpostedagendasand
reportsandminutes.Within30daysofsuccessfulapprovalofMeasure,theCityCouncilshalladopt
anordinanceestablishingthecompositionofthecommitteeanddefiningthescopeofcommittee
responsibilities and reporting requirements.
Theclearaccountingofadditionalrevenueandresultingexpendituresiskeytotransparency.
RevenuefromthesalestaxMeasureisageneraltaxandshallberealizedintheGeneralFundina
separatelineitem(i.e.SalesTax-MeasureX).Inordertoprovidegreatertransparency,thesefunds
willthenbetransferredtoafundestablishedfortheMeasurewherealltransactionswillbeaccounted
for in accordance with generally accepted accounting principles (GAAP).
IftheMeasureisapprovedbythevoters,within30daysaftersuchapproval,theCityManagershall
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IftheMeasureisapprovedbythevoters,within30daysaftersuchapproval,theCityManagershall
bringforthaspendingplanforCityCouncilconsiderationregardingtheMeasuresrevenues.Any
proposedexpendituresforfiscalyear2016-17maythenbepresentedtotheCityCouncilasan
amendmenttothefiscalyear2016-17budget.Foreachsubsequentyear,priortotheCityCouncil
considerationoftheCity’sannualbudget,CitystaffwillprepareandpresenttotheCitizenOversight
CommitteetheCityManager’sproposedspendingplanfortheMeasuresrevenues.Suchplanshall
includespecificproposalsforneartermexpenditures,aplanforexpendituresthroughoutthe10year
termofthetax,andfinanceoptionsforlargerscaleprojects.AfterreviewbytheCommittee,the
spendingplanwillbeincorporatedintotheCityManager’sproposedbudgetforconsiderationsas
part of the City’s annual budget process.
PROPOSED CHULA VISTA TRANSACTIONS AND USE (SALES) TAX
ThesalestaxratecurrentlyappliedintheCityofChulaVistais8%.Thisincludesacombined
statewideamountof7.5%,andaSanDiegoCountydistricttaxof0.50%fortheTransNetprogram.
Ofthetotal8%collected,theCityreceives1%.PursuanttoCaliforniaRevenueandTaxationCode
Section7251.1,thecombinedrateofalltaxesimposedinanycounty(abovethestatewidetaxrate)
maynotexceed2%.Ageneralpurposetaxincreaseofone-halfpercent(0.50%)isrecommended,
witha10-yearsunset.Thisincreaseisprojectedtogenerateanestimated$176millioninadditional
revenuesoverthelifeofthemeasure(thisassumesanaverage2%increaseperyear);withactual
revenuesdeterminedbyeconomicconditions.AlsopursuanttoCaliforniaRevenueandTaxation
Code,fooditems(groceries),prescriptions,certainmedicaldevices,andother“NecessitiesofLife”
itemsareexemptfromsalestax(seeSections6006,6010,6016,6018,6353,6358,6359,6363,
6364,6365,6366,6370,6371,6373,6408,and6409).Thetaxwouldgointoeffectonthefirstdayof
thefirstcalendarquartercommencingmorethan110daysaftertheapprovaloftheordinancebythe
electorate.(CaliforniaRevenueandTaxationCodeSection7265).StaffanticipatesanApril1,2017
effective date if voters approve the tax in November.
The ballot language to be presented to the voters is as follows:
“Chula Vista: Local Funding for Safety, Repairs, Improvements:
Tofixpotholes,repair/maintainstreets,sidewalks,andagingstormdrainstopreventsinkholes;
upgradeagingpolice,fireand911emergencyresponsefacilities/equipment;maintainparks,
recreationcenters,libraries;waterconservation;andotherprojects/services;shallanordinancebe
adoptedenactingaone-halfcentsalestaxfor10years,generatinganestimated$16millionperyear
to be spent locally, requiring citizen oversight and independent audits?”
TherevenuefromthisMeasurewouldbepaidinadditiontotheexistingsalestaxandwouldbe
collectedatthesametimeandinthesamemannerastheexistingsalestaxexceptastovehicle
sales,whicharetaxedbasedonwherethevehiclewillbeused,ratherthanwhereitissold.This
avoidscreatingacompetitivedisadvantageforcarandothervehicledealersincitieswithlocalsales
taxes.Aswiththeexistingtax,thenewrevenuewouldbecollectedbytheStateBoardof
Equalization,howeverallrevenuegeneratedwouldbededicatedtoChulaVistaandcouldnotbe
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Equalization,howeverallrevenuegeneratedwouldbededicatedtoChulaVistaandcouldnotbe
divertedtothestateorotheragencies.BecausetheMeasureisaproposed"generaltax",the
revenueswouldgointotheCity'sgeneralfundandcouldbeusedforanylegalmunicipalpurpose.
Whilestaffrecommendsageneralusesalestaxmeasuretoaddressgeneralassetmanagement
needs,theCityCouncilhasaskedstafftoreportonmethodstodirecttheuseofanewrevenue
source specifically for infrastructure.
AnadvisoryvotewasrecommendedasoneoptiontoprovideformalguidancetofutureCityCouncils
onadirectionforfuturespending.Anadvisoryvoteisatypeofballotmeasureinwhichcitizensvote
onanon-bindingquestion.Whiletheoutcomeoftheballotquestionwillnotresultinanewlaw,it
wouldsymbolicallymakethegeneralopinionofthevotingpopulationknowninregardtoaparticular
issue.Suchmeasureshavepoliticalforce,butarenotlegallybinding.IftheCityCouncildesiresto
put an advisory vote as a companion piece to the revenue measure, the following is recommended:
Advisory Vote Only
“IfMeasureX passes,generatinganestimated$16millionannuallyfortheCityofChulaVista,shall
thenewrevenuebeusedonlytorepairandreplacecriticalCityinfrastructureandfacilities,witha
minimumof40%ofthetotalfundscollectedbeingusedtoupgradeagingpolice,fireand911
emergencyresponsefacilities/equipmentandtheremainingfundstobeusedonlyforessentialcity
infrastructure and public buildings?”
PROCESS
TheCaliforniaRevenueandTaxationcodeauthorizesthelevyofatransactionsandusetax(asales
tax or 'district' tax) by any county, city, city and county, or any other governmental agency.
Inordertoproceed,pursuanttoCaliforniaRevenueandTaxationCodeSection7285.9andother
applicablestatelaw,theCityCouncilmustfirstenactanordinanceamendingtheMunicipalCodeby
adding Chapter 3.33, entitled "Local Funding for Safety, Repairs, and Improvements," thereto.
ThenextstepisadoptionofaresolutioncallingandgivingnoticeofaSpecialElectiontobeheldon
November8,2016,andorderingthesubmissionofapropositiontothevotersatsaidelection,to
considerapprovaloftheordinance.Ifapproved,theordinancewouldimposeatransactionsanduse
(sales)taxattherateofone-halfpercent(0.50%)ofthegrossreceiptsofanyretailerfromthesaleof
all tangible personal property sold in the City.
Ballot Arguments
CaliforniaElectionsCodeSection9282allowsthelegislativebody,anymemberormembersofthe
legislativebodyauthorizedbythatbody,anyindividualvoterwhoiseligibletovoteontheMeasure,
orbonafideassociationofcitizens,oranycombinationofvotersandassociations,tosubmitan
argumentfororagainstameasureplacedontheballotbythelegislativebody.Argumentsmaynot
exceed300wordsinlength,andmustbesubmittedtotheCityClerknolaterthanAugust24,2016.
TheactiontonightwouldauthorizetheMayortosubmitanargumentinfavoroftheMeasures,on
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TheactiontonightwouldauthorizetheMayortosubmitanargumentinfavoroftheMeasures,on
behalf of the City Council.
PursuanttoaresolutionpreviouslyadoptedbytheCouncilallowingrebuttalarguments,rebuttal
argumentswillbeallowed,inaccordancewithElectionsCodeSection9285.Rebuttalarguments
maynotexceed250words,andmustbesubmittedtotheCityClerknolaterthanSeptember1,
2016.
DECISION-MAKER CONFLICT
Staffhasreviewedthedecisioncontemplatedbythisactionandhasdeterminedthatitisnotsite
specificandconsequently,the500-footrulefoundinCaliforniaCodeofRegulationssection18702.2
(a)(11),isnotapplicabletothisdecision.Staffisnotindependentlyaware,andhasnotbeen
informedbyanyCityCouncilmember,ofanyotherfactthatmayconstituteabasisforadecision
maker conflict of interest in this matter.
LINK TO STRATEGIC GOALS
TheCity’sStrategicPlanhasfivemajorgoals:OperationalExcellence,EconomicVitality,Healthy
Community,StrongandSecureNeighborhoodsandaConnectedCommunity.Implementationofthe
AssetManagementProgram,includingafundingmechanism,willadvanceallofthesegoalsby
realizingefficient,transparentoperationswithsafeandreliablestewardshipofthenaturalandbuilt
environments to ensure a sustainable quality of life expect by the community.
CURRENT YEAR FISCAL IMPACT
ThecosttoperformcurrentworkontheAMPandtheFinancingStudywereincludedinthe
2015/2016 fiscal year budget. There are no additional fiscal impacts in the current fiscal year.
ONGOING FISCAL IMPACT
TheFiscalYear2016-17adoptedbudgetincludesfundingtoplacethemeasuresontheNovember
8, 2016 ballot.
Iftheballotmeasureisapprovedbythevoters,itwouldgenerateanestimated$176millionovera10
-yearperiod,withtheactualrevenuesdeterminedbyeconomicconditions.(Asstatedinthe
proposedballotquestion,theestimatedtaxrevenuesforthefirstyearis$16million;this10-year
estimateincludesaninflationescalator.)Onanannualbasis,citystaffwillprepareaspendingplan
forCitizenOversightCommitteecompliancereview.IftheMeasureisapprovedbythevoters,the
initialspendingplanwillbebroughtforwardforCouncilconsiderationwithin30daysaftersuch
approval.Anyproposedexpendituresfortheinitialyearwillbepresentedasbudgetamendmentsto
theFY2016-17budget.Foreachsubsequentyear,thespendingplanafterreviewbytheCitizen
OversightCommittee,willbeincludedintheCityManager’sproposedbudgetforCouncil
consideration as part of the normal budget process.
ATTACHMENTS
Attachment 1 & 2 - Infrastructure Funding Scenario Summary Table & Detail Table
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165792.1
RESOLUTION NO. __________
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
CALLING AND GIVING NOTICE OF A SPECIAL MUNICIPAL ELECTION TO BE
HELD NOVEMBER 8, 2016 FOR THE PURPOSE OF SUBMITTING TO THE
QUALIFIED ELECTORS OF THE CITY, A MEASURE RELATING TO THE
ESTABLISHMENT OF A GENERALTRANSACTIONS AND USE (SALES) TAX,
AN ADVISORY MEASURE REGARDING THE USE OF THE SALES TAX
PROCEEDS, CONSOLIDATING THE ELECTION WITH THE STATEWIDE
ELECTION; REQUESTING THE BOARD OF SUPERVISORS OF THE COUNTY
OF SAN DIEGO TO PERMIT THE REGISTRAR OF VOTERS TO CONDUCT
SUCH ELECTION; AUTHORIZING THE CITY CLERK OR HER DULY
AUTHORIZED AGENTS TO CARRY OUT THE NECESSARY PROCEDURES
FOR SUCH ELECTION; AUTHORIZING THE MAYOR TO SUBMIT BALLOT
ARGUMENTS IN FAVOR OF THE MEASURES; AND DIRECTING THE CITY
ATTORNEY TOPREPARE AN IMPARTIAL ANALYSIS OF EACH MEASURE
WHEREAS, the City of Chula Vista ("City") may impose a local transactions
anduse tax increase for general purposes with the approval of the majority of voters
in theCity;and
WHEREAS, the City has adopted an ordinance addingChapter 3.33 to the
Chula VistaMunicipalCode, entitled “Local Funding for Safety, Repairs, and
Improvements”(the “Ordinance”) and
WHEREAS, Chapter 3.33of the Chula Vista Municipal Code establishesa
half-cent transactions and use tax to be administered by the State Board of
Equalization(the “Sales Tax”);and
WHEREAS, the Ordinance, attached hereto and incorporated hereinas
Exhibit “A,” would implementthe Sales Tax which,if approved by voters,would take
effect no earlier than April 1, 2017; and
WHEREAS, in accordance with the provisions of the Chula Vista Charter and
State law, a Special Municipal Election shall be held on Tuesday, November 8, 2016;
and
WHEREAS, Section 439.1 of the Administrative Code of the County of San
Diego authorizes the Registrar of Voters of the County of San Diego to render specified
services relating to the conduct of an election to any city or district that has, by
resolution, requested the Board of Supervisors to permit the Registrar to render the
services, subject to requirements set forth in that section; and
WHEREAS, Elections Code Section 10403 requires the City Council to adopt a
resolution requesting the Board of Supervisors to consolidate Chula Vista’s election with
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the statewide general election and to permit the Registrar of Voters to perform certain
services in conjunction with the City’s election; and
WHEREAS, the Environmental Review Coordinator has reviewed the proposed
activity for compliance with the California Environmental Quality Act (CEQA) and has
determined that this activity is not a “Project” as defined under Section 15378 of the
State CEQA Guidelines because it is a financing decision without commitment to a
specific project which may result in a potentially significant physical impact onthe
environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines,
the actions proposed are not subject to CEQA.
WHEREAS, pursuant to Government Code Section 53724 (to the extent it
applies to charter cities) andCaliforniaElections Code Section 9222, the City Council
desires to submit the Ordinance totheelectorate at the Special Municipal Election to
be held on Tuesday, November 8,2016; and
WHEREAS, the City Council also desires to submit an advisory measure to the
electorate at the November 8, 2016 election, regarding the use of the Sales Tax
proceeds; and
WHEREAS, it is desirable that the County of San Diego Registrar of Voters
conducttheelectionandcanvassthereturnsofsaidSpecialMunicipalElection,
and thatthe City Clerk be authorized to carry out all other necessary procedures for
such election;and
WHEREAS, the City Council also desires to authorize the Mayor to submit
ballot arguments in favor of the measures.
NOW, THEREFORE, BE IT RESOLVED by the City Council of theCityof
Chula Vistaasfollows:
SECTION 1. All of the foregoing recitals are true and correct.
SECTION 2. Pursuant to the requirements of the Chula Vista Charter and the
laws of the State of California, there shall be and there is hereby called and ordered
held in the City of Chula Vista, California, on Tuesday, November 8, 2016, a Special
Municipal Electionfor the purpose of submitting to the qualified electors of the City a
measure imposinga general transactions and use (sales) tax.
SECTION 3. That the City Council, pursuant to its right and authority, doesorder
submitted to the voters at the Special Municipal Election on November 8, 2016,the
followingquestion:
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“Chula Vista: Local Funding for Safety, Repairs,
Improvements: To fix potholes, repair/ maintain
streets, sidewalks, and aging storm drains to prevent
sinkholes; upgrade aging police, fire and 911
emergency response facilities/ equipment; maintain
parks, recreation centers, libraries; water
conservation; and other projects/services; shall an
ordinance be adopted enacting a one-half cent sales
taxfor 10 years, generating an estimated $16 million
per year to be spent locally, requiring citizen oversight
and independent audits?”
YES
NO
SECTION 4. That the proposed Ordinance to be submitted to the voters is
attached as Exhibit "A"and incorporated into this resolution by this reference.
SECTION 5. That the City Council, pursuant to Elections Code section 9603,
doesorder submitted to the voters at the Special Municipal Election on November 8,
2016,the followingquestion:
Advisory Vote Only
If Measure Xpasses, generating an estimated $16
million annually for the City of Chula Vista, shall the
new revenue be used only to repair and replace
critical City infrastructure and facilities, with a
minimum of40% of the total fundscollected being
used to upgrade aging police, fire and 911 emergency
response facilities/ equipment and the remaining
funds to be used only for essential city infrastructure
and public buildings?”
YES
NO
SECTION 6. That notice of the time and place of holding the election isgiven
and the City Clerk is authorized,instructed, and directed to give further oradditional
notice of the election, in time, form and manner as required by law.
SECTION 7.Pursuant to California Elections Code Section 9282, theCity
Council hereby acknowledges its authority, and the authority of any individual
voterwhoiseligibletovoteonthemeasure, orbonafideassociationofcitizens,
oranycombinationof voters and associations, to submit a written argument, not
to exceed 300 words, fororagainst the measure, and authorizes the Mayor to
submit arguments in favor of the measures, on behalf of the City Council.
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Arguments must be submitted to the City Clerk, and maybechangeduntiland
includingthedatefixedbytheCityClerk,afterwhichnoargumentsforor
againstthemeasuremaybesubmitted,withdrawnorchanged.
SECTION 8. Pursuant Elections Code section 9285, rebuttal arguments will
beallowed.Therebuttal argumentsmaynotexceed 250words. Rebuttal
arguments mustbe submitted to the City Clerk, andmay be changed until and
including the date fixed bythe City Clerk, after which no rebuttal arguments for or
against the proposedmeasuremay be submitted to the City Clerk.This Section 8 is
applicable only to the November 8, 2016 special election called by this resolution
and, after that election, shall expire.
SECTION 9. Pursuant to California Elections Code Section 9280, the City
Clerk is directed to transmit a copy of teachmeasure to the City Attorney. The City
Attorneyisdirected to prepare an impartial analysis ofeachmeasure, not to
exceed 500 words inlength,showingtheeffectofeachmeasureontheexisting
law andtheoperationofeach measure, and transmit such impartial analyses to
the City Clerk by the date fixed bytheCityClerk.
SECTION 10. Pursuant to Elections Code section 10403, the Board of
Supervisors of the County of San Diego is hereby requested to permit the Registrar
of Voters to perform and render all services and proceedings, and to procure and
furnish any and all official ballots,notices, printed matter and all supplies and
equipment and paraphernalia incidental to and connected with the conduct of the
subject election of the City of Chula Vista, with the cooperation and assistance of the
City Clerk of Chula Vista, in order to properly and lawfully conduct such election.
SECTION11.The Board of Supervisors of the County of San Diego is hereby
requested to consolidate this election with the statewide election to be held on the same
day, in the same territory. Pursuant to Section 10411 and Section 10418 of the
Elections Code: (a) the election shall be held in all respects as if there were only one
election; (b) only one form of ballot shall be used; and (c) the Registrar of Voters of the
County of San Diego shall canvass the returns of the subject election as part of the
canvass of the returns of the election consolidated hereby.
SECTION12. Pursuant to Section 10410 and Section 10418 of the Elections
Code within the territories affected by this consolidation, the election precincts, polling
places, voting booths and polling hours shall, in every case, be the same, and there
shall be only one set of election officers in each of the precincts.
SECTION 13.The County of San Diego shall be reimbursed in full for the
services performed by the Registrar of Voters for the City of Chula Vista upon
presentation of a bill therefor, and this City agrees to indemnify and save free and
harmless the County, its officers, agents and employees from expense or liability,
including reasonable attorneys’ fees, as a result of an election contest arising from this
special election.
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SECTION 14. The City Clerk is hereby directed to forthwith file a certified copy
of this resolution with the Board of Supervisors and the Registrar of Voters of the
County of San Diego and to issue instructions to the Registrar of Voters to take any and
all steps necessary for the holding of the election.
SECTION 15. The polls of said election shall be open at seven o’clock a.m. of
the day of said election and shall remain open continuously from that time until eight
o’clock p.m. of the same day when said polls shall be closed, except as provided in
Section 14401 of the Elections Code of the State of California.
SECTION 16. The ballots to be used at said election shall be, both as to form
and matter contained therein, such as may be required by law to be used thereat.
SECTION 17. In all particulars not recited in this resolution, said election shall
be held and conducted as provided by law for holding municipal elections in this City.
SECTION 18. Notice of the time and place of holding this election is hereby
given and the City Clerk is hereby authorized, instructed and directed to give such
further or additional notice of said election in time, form and manner as required by
law.
SECTION 19. The City Clerk shall certify to the passage and adoption of this
resolution and file it with the City’s original resolutions.
Presentedby Approved asto formby
Gary HalbertGlen R. Googins
City Manager City Attorney
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ORDINANCE NO. ____
ORDINANCE OF THE CITY OF CHULA VISTA ADDING
CHAPTER 3.33 TO TITLE 3 OF THE CHULA VISTA
MUNICIPAL CODE TO ESTABLISH A GENERAL
TRANSACTIONS AND USE TAX TO BE ADMINISTERED BY
THE STATE BOARD OF EQUALIZATIONINCLUDING
PROVISIONS FOR CITIZENS’OVERSIGHT AND
ACCOUNTABILITY
WHEREAS, numerous City facilities, including streets, storm drains, sidewalks, curbs,
gutters, emergency response equipment and facilities, irrigation systems, park and recreation
facilities, and libraries, are in dire need of repair, replacement, upgrading and/or maintenance;
and
WHEREAS, the City has conducted significant public outreach to identify the most
critical needs and priorities withrespect to addressing the City’s infrastructure needs, including
forming a working group composed of City residents, business owners, and other stakeholders;
and
WHEREAS, the public outreach efforts identified certain public prioritieswith respect to
fixing City facilities, including: repairing City streets, potholes, sidewalks,and storm drains;
upgrading aging police, fire, and 911 emergency response facilities;maintaining parks, recreation
centers, and libraries; and improving water recycling and irrigation systems; and
WHEREAS, although the City’s finances have improved since the recent recession, it is
still experiencing financial challenges and is unable to address the City’s infrastructure
deficiencies withinits current budget; and
WHEREAS, the Cityhas determined thatthe enactment of a general local transactions
and use tax (commonly known as a“sales tax”)would allow the City to address the priorities
identified above without compromisingexisting City services; and
WHEREAS, pursuant to Article XIIIC of the California Constitution, and California
Revenue and Taxation Code Section 7285.9, the City has the authority to enact a local sales tax
for general purposes with the approval of the majority of voters in the Cityvoting in an election
on the issue; and
WHEREAS, the City Council directed staff to prepare for submittal to the voters an
ordinanceenacting a one-half cent salestax for 10 years consistent with all applicable general
purpose tax laws,including measures providing forcitizens’oversight, separate accounting and
independent audits; and
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WHEREAS, proposed Chapter 3.33 of the Chula Vista Municipal Code, set forth below,
establishes a transactions and use tax to be administered by the State Board of Equalization
consistent with City Council direction.
NOW, THEREFORE, subject to approval by an affirmative, simple majority vote of the
peopleas required by law,the City Council of the City of Chula Vista does ordain as follows:
SECTION 1:
The Chula Vista MunicipalCodeis hereby revised to add Chapter 3.33asset forth below,
thereby enacting a local transactions and use tax within the City of Chula Vista, to be
administered by the State Board of Equalization:
CHAPTER 3.33
GENERAL TRANSACTIONS AND USE (SALES) TAX
Sections:
3.33.010Application.
3.33.020Purpose.
3.33.030Operative date.
3.33.040Transactions and use tax impostion and rate.
3.33.050Termination date.
3.33.060Contract with State Board of Equalization.
3.33.070Place of sale.
3.33.080Adoption of provisions of state law.
3.33.090Limitations on adoption of state law and collection of use taxes.
3.33.100Permit not required.
3.33.110Exemptions and Exclusions.
3.33.120 Amendments of Revenue and Taxation Code.
3.33.130Enjoining collection forbidden.
3.33.140Amendments by City Council.
3.33.150Use of Proceeds.
3.33.160Citizens’ oversight and accountability.
3.33.170Severability.
3.33.010 APPLICATION.
This Ordinance shall be applicable toall incorporated territory withinthe Cityof Chula Vista, a
chartered municipal corporation (“City”).
3.33.020 PURPOSE.
This Ordinance is adopted to achieve the following, among other purposes, and directs that the
provisions hereof be interpreted in order to accomplish those purposes:
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A. To impose a retail transactions and use tax,in accordance with the provisions of
Part 1.6 (commencing with Section 7251) of Division 2 and Section 7285.9 of Part 1.7 of
Division 2of the Revenue and Taxation Code,which shall be operative if a majority vote of the
electors voting on the measure vote to approve the imposition of the tax at an election called for
that purpose.
B. To adopt a retail transactions and use tax ordinance that incorporates provisions
identical to those of the Sales and Use Tax Law of the State of California insofar as those
provisions are not inconsistent with the requirements and limitations contained in Part 1.6 of
Division 2 of the Revenue and Taxation Code.
C. To adopt a retail transactions and use tax ordinance that imposes a tax and
provides a measure therefore that can be administered and collected by the State Board of
Equalization in a manner that adapts itself as fully as practicable to, and requires the least
possible deviation from, the existing statutory and administrative procedures followed by the
State Board of Equalization in administering and collecting the California State Sales and Use
Taxes.
D.To adopt a retail transactions and use tax ordinance that can be administered in a
manner that will be, to the greatest degree possible, consistent with the provisions of Part 1.6 of
Division 2 of the Revenue and Taxation Code, minimize the cost of collecting the transactions
and use taxes, and at the same time, minimize theburden of record keeping upon persons subject
to taxation under the provisions of this Ordinance.
3.33.030 OPERATIVE DATE.
The Operative Dateof this Ordinanceshall be the first day of the first calendar quarter
commencing more than 110 days after thethe approval of the voters of the Cityof a measure
approving the imposition of the transactions and use tax set forth herein, unless a later operative
date becomes effective under the provisions of Section 3.33.060.
3.33.040 TRANSACTIONS AND USE TAX IMPOSITION AND RATE.
A.For the privilege of selling tangible personal property at retail within the territorial
limits of the City, a tax is hereby imposed upon all retailers in the City at the rate of one-half of
one percent (0.5%) of the gross receipts ofany retailer from the sale of all tangible personal
property sold at retail in the City on and after the operative date of this Ordinance.
B.An excise tax is hereby imposed on the storage, use or other consumption in the
City of tangible personal property purchased from any retailer on and after the operative date of
this Ordinance for storage, use or other consumption in said territory at the rate of one-half of one
percent (0.5%) of the sales price of the property. The sales price shall include delivery charges
when such charges are subject to state sales or use tax regardless of the place to which delivery is
made.
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3.33.050 TERMINATION DATE.
The authority to levy the tax imposed by this Ordinance shall expire ten (10) years following the
Operative Date.
3.33.060 CONTRACT WITH STATE BOARD OF EQUALIZATION.
Prior to the Operative Date, Cityshall contract with the State Board of Equalization to perform
all functions incident to the administration and operation of this Ordinance; provided, that if the
City shall not have contracted with the State Board of Equalization prior to the operative date, it
shall nevertheless so contract,and in such a case the Operative Date shall be the first day of the
first calendar quarter following the effective date of such a contract.
3.33.070 PLACE OF SALE.
For the purposes of this Ordinance, all retail sales are consummated at the place of business of
the retailer unless the tangible personal property sold is delivered by the retailer or his agent to an
out-of-statedestination or to a common carrier for delivery to an out-of-state destination. The
gross receipts from such sales shall include delivery charges, when such charges are subject to
the State’s sales and use tax, regardless of the place to which delivery is made. In the event a
retailer has no permanent place of business in the State or has more than one place of business,
the place or places at which the retail sales are consummated shall be determined under rules and
regulations to be prescribed and adopted by the State Board of Equalization.
3.33.080 ADOPTION OF PROVISIONS OFSTATE LAW.
Exceptas otherwise provided in this Ordinance and except insofar as they are inconsistent with
the provisions of Part 1.6 of Division 2 of the Revenue and Taxation Code, all of the provisions
of Part 1 (commencing with Section 6001) of Division 2 of the Revenue and Taxation Code are
hereby adopted and made a part of this Ordinance as though fully set forth herein.
3.33.090 LIMITATIONS ON ADOPTION OF STATE LAW AND COLLECTION OF USE
TAXES.
In adopting the provisions of Part 1 of Division 2 of the Revenue and Taxation Code:
A. Wherever the State of California is named or referred to as the taxing agency, the
name of this City shall be substituted therefor. However, the substitution shall not be made
when:
1. The word “State” is used as part of the title of the State Controller, State
Treasurer, State Board of Control, State Board of Equalization, State Treasury, or the
Constitution of the State of California;
2. The result of that substitution would require action be taken by or against
this City or any agency, officer, or employee thereof,rather than by or against the State Board of
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Equalization, in performing the functions incident to the administration or operation of this
Ordinance.
3. In those sections, including but not necessarily limited to sections referring
to the exterior boundaries of the State of California, where the result of the substitution would be
to:
a. Provide an exemption from this tax with respect to certain sales,
storage, use or other consumption of tangible personal property which would nototherwise be
exempt from this Tax while such sales, storage, use or other consumption remain subject to tax
by the State under the provisions of Part 1 of Division 2 of the Revenue and Taxation Code, or;
b. Impose this Tax with respect to certain sales, storage, use or other
consumption of tangible personal property which would not be subject to tax by the State under
the said provision of that code.
4. In Sections 6701, 6702 (except in the last sentence thereof), 6711, 6715,
6737, 6797 or 6828 of the Revenue and Taxation Code.
B. The word “City” shall be substituted for the word “State” in the phrase “retailer
engaged in business in thisState” in Section 6203 and in the definition of that phrase in Section
6203.
3.33.100 PERMIT NOT REQUIRED.
If a seller’s permit has been issued to a retailer under Section 6067 of the Revenue and Taxation
Code, an additional transactor’s permit shall not be required by this Ordinance.
3.33.110 EXEMPTIONS AND EXCLUSIONS.
A.There shall be excluded from the measure of the transactions tax and the use tax
the amount of any sales tax or use tax imposed by the State of California or by any city, city and
county, or county pursuant to the Bradley-Burns Uniform Local Sales and Use Tax Law or the
amount of any state-administered transactions or use tax.
B. There are exempted from the computation of the amount of transactions tax the
gross receipts from:
1.Sales of tangible personal property, other than fuel or petroleum products,
to operators of aircraft to be used or consumed principally outside the county in which the sale is
made and directly and exclusively in the use of such aircraft as common carriers of persons or
property under the authority of the laws of this State, the United States, or any foreign
government.
2.Sales of property to be used outside the City which is shipped to a point
outside the City, pursuant to the contract of sale, by deliveryto such point by the retailer or his
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agent, or by delivery by the retailer to a carrier for shipment to a consignee at such point. For the
purposes of this paragraph, delivery to a point outside the City shall be satisfied:
a.With respect to vehicles (other than commercial vehicles) subject
to registration pursuant to Chapter 1 (commencing with Section 4000) of Division 3 of the
Vehicle Code, aircraft licensed in compliance with Section 21411 of the Public Utilities Code,
and undocumented vessels registered under Chapter 2 of Division 3.5 (commencing with Section
9840) of the Vehicle Code by registration to an out-of-City address and by a declaration under
penalty of perjury, signed by the buyer, stating that such address is, in fact, his or her principal
place of residence; and
b.With respect to commercial vehicles, by registration to a place of
business out-of-City and declaration under penalty of perjury, signed by the buyer, that the
vehicle will be operated from that address.
3. The sale of tangible personal property if the seller is obligated to furnish
the property for a fixed price pursuant to a contract entered into prior to the operative date of this
Ordinance.
4. A lease of tangible personal property which is a continuing sale of such
property, for any period of time for which the lessor is obligated to lease the property for an
amount fixed by the lease prior to the operative date of this Ordinance.
5. For the purposes of subsections (3) and (4) of this section, the sale or lease
of tangible personal property shall be deemed not to be obligated pursuant to a contract or lease
for any period of time for which any party to the contract or lease has the unconditional right to
terminate the contract or lease upon notice, whether or not such right is exercised.
C. There are exempted from the use tax imposed by this Ordinance, the storage, use
or other consumption in this City of tangible personal property;
1. The gross receipts from the sale of which have been subject to a
transactions tax under any state-administered transactions and use tax ordinance.
2. Other than fuel or petroleum products purchased by operators of
aircraft and used or consumed by such operators directly and exclusively in the use of such
aircraft as common carriers of persons or property for hire or compensation under a certificate of
public convenience and necessity issued pursuant to the laws of this State, the United States, or
any foreign government. This exemption is in addition to the exemptions providedin Sections
6366 and 6366.1 of the Revenue and Taxation Code of the State of California.
3. If the purchaser is obligated to purchase the property for a fixed
price pursuant to a contract entered into priorto the operative date of this Ordinance.
4. If the possession of, or the exercise of any right or power over, the
tangible personal property arises under a lease which is a continuing purchase of such property
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for any period of time for which the lessee is obligated to lease the property for an amount fixed
by a lease priorto the operative date of this Ordinance.
5. For the purposes of subparagraphs (3) and (4) of this section,
storage, use, or other consumption, or possession of, or exercise of any right or power over, any
tangible personalproperty shall be deemed not to be obligated pursuant to a contract or lease for
any period of time for which any party to the contract or lease has the unconditional right to
terminate the contract or lease upon notice, whether or not such right is exercised.
6. Except as provided in subparagraph (7), a retailer engaged in
business in the City shall not be required to collect use tax from the purchaser of tangible
personal property, unless the retailer ships or delivers the property into the City or participates
within the City in making the sale of the property, including, but not limited to, soliciting or
receiving the order, either directly or indirectly, at a place of business of the retailer in the City or
through any representative, agent, canvasser, solicitor, subsidiary, or person in the City under the
authority of the retailer.
7. “A retailer engaged in business in the City” shall also include any
retailer of any of the following: vehicles subject to registration pursuant to Chapter 1
(commencing with Section 4000) of Division 3 of the Vehicle Code, aircraft licensed in
compliance with Section 21411 of the Public Utilities Code, or undocumented vessels registered
under Chapter 2 of Division 3.5 (commencing with Section 9840) of the Vehicle Code. That
retailer shall be required to collect use tax from any purchaser who registers or licenses the
vehicle, vessel, or aircraft at any address in the City.
D.Any personsubject to use tax under this Ordinance may credit against that tax any
transactions tax or reimbursement for transactions tax paid to a district imposing, or retailer liable
for a transactions tax pursuant to Part 1.6 of Division 2 of the Revenue and Taxation Code with
respect to the sale to the person of the property the storage, useor other consumptions of which is
subject to the use tax.
3.33.120 AMENDMENTSTO REVENUE AND TAXATION CODE.
All amendments subsequent to the effective date of this Ordinance to Part 1 of Division 2 of the
Revenue and Taxation Code relating to sales and use taxes and which are not inconsistent with
Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code, and all amendments to
Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code, shall automatically
become a part of this Ordinance, provided however, that no such amendment shall operate so as
to affect the rate of tax imposed by this Ordinance.
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3.33.130 ENJOINING COLLECTION FORBIDDEN.
No injunction or writ of mandate or other legal or equitable process shall issue in any suit, action
or proceeding in any court against the State or the City, or against any officer of the State or the
City, to prevent or enjoin the collection under this Ordinance, or Part 1.6 of Division 2 of the
Revenue and Taxation Code, of any tax or any amount of tax required to be collected.
3.33.140 AMENDMENTS BY CITY COUNCIL.
The following amendments to this Ordinance must be approved by the voters of the City:
increasing the Tax rate; revising the methodology for calculating the Tax, such that a Tax
increase would result; imposing the Tax on transactions and uses not previously subject to the
Tax (unless such amendment occurs automatically by operation of law); or extending the term of
the Tax. The City Council may otherwise amend this Ordinance without submitting the
amendment to the voters for approval.
3.33.150 USE OF PROCEEDS.
The proceeds from the Taximposed by this Ordinance shall be for general governmental
purposes of the City and shall be received into the general fund of the City. Nothing in this
Ordinanceshall constitute the Tax imposed under this Ordinance as a special tax, or bind the City
to use the proceeds for any specific purpose or function;the City Council shall retain discretion
to expend the proceeds of the Tax for any lawful purpose of the City.
3.33.160CITIZENS’ OVERSIGHT AND ACCOUNTABILITY.
In order to provide for citizens’ oversight, transparencyand accountability in connection with
expenditures of Tax revenues generated under the terms of this Ordinance, the City shall do the
following:
A. Separate Fund Accounting. All revenue generated by theTaxshall be accounted
in the General Fund asa separate line item entitled “Local Sales and Use Tax –Measure ‘X’
Revenues.” These revenueswill then be transferred to a General Fund subfund entitled “Measure
‘X’Fund.” Any and all expenditures ofMeasure ‘X’Fundmonieswill be tracked and
accounted forby City FinanceDepartmentstaffin accordance with Generally Accepted
Accounting Principles (GAAP), and presented annually in a report(the “Finance Department
Report”) to the Citizens’ Oversight Committee (“COC”)created pursuant to subdivision D.
below.
B.Initial and Annual Submittal of Project SpendingPlan. If Measure ‘X’ is
approvedby the voters, within 30 days after such approval, the City Manager shall bring forth a
spending plan for City Council consideration regarding Measure X fund revenues.Any proposed
expenditures for fiscal year 2016-17 may then be presented to the City Council as an amendment
to the fiscal year 2016-17 budget. For each subsequentyear, prior to City Council consideration
of the City’s annual budget,City staff will prepareand present to the COC for its reviewthe City
Manager’sproposed spending plan forMeasure ‘X’Fund revenues. Such plan (the “Measure
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‘X’ Spending Plan”) shall include specific proposals for near termexpenditures, a plan for
expenditures throughout the 10-year term of the tax, and finance options for larger-scale projects
that may require the pledge of Measure ‘X’ revenues. After review by the COC, the Measure ‘X’
Spending Plan shall be incorporated into the City Manager’s proposed budget, and then presented
to the City Council for its consideration aspart of the City’s annual budget process. The City
Councilmust considerfor approvalthe expenditure of projected Measure ‘X’ Fund revenues as
separate line itemsin each year’sbudget.
C. Annual,Independent Audit. Beginning with the fiscal year that ends June 30,
2017, the City’s independent auditors shall, as part of their annual audit of the City’s financial
statements, review the collection and expenditure of revenue from the Measure ‘X’ tax. Along
with the City’s Finance Department report provided in subsection A., above, the auditors’ review
of such revenues (“Auditor Report”) shall be presented each year to the COC at a public meeting
for its review for compliance with the terms of this Ordinance and to disclose whether or not it
has been expended as advised by Advisory Measure ‘Y’. The results of the COC review shall
thenbe transmitted through the City Manager’s Office to the City Councilfor its consideration at
a public meeting.
D.Citizens’ Oversight Committee. Prior to the Operative Date, the City shall create
and convene a Citizens’ Oversight Committee (“COC”). The function of the COC shall be to
review and report on City compliance with the terms of this Ordinance and the spending
guidelines contained in Advisory Measure ‘Y’. Specific COC responsibilities shall include:
(1)public review and comment oneach year’sFinance Department Report, Measure ‘X’
Spending Plan and Auditor Report(as provided in subsections A-C, above); (2) preparation of an
annual report regarding samefor presentation to theCity Council at a public meeting; and
(3)working with City staff to identify andapply “best practices”fortracking and reporting on
Measure ‘X’ revenuesand expendituresrelative to other City revenues and expenditures. The
COC shall be comprised of Cityresidents,and owners of City businesses, with a range of
expertise, including accounting, finance and engineering. Current elected City officials and
employees are disqualified from membership. COC members shall be appointed by the City
Council in accordance with existing City policies. The COCshalloperate in accordance withthe
Ralph M. Brown Act, which includes requirements that meetings be noticedin advanceand held
in public. The COC shall be created byCity Council ordinanceconsistent with the terms of this
Section adopted no later than December 31, 2016.
3.33.170 SEVERABILITY.
If any provision of this Ordinance or the application thereof to any person or circumstances is
held invalid, such invalidity shall not affect other provisions or applications of the Ordinance
which can be given effect without the invalid provision or application, and to this end the
provisions of this Ordinance are severable. This City Council hereby declares that it would have
adopted this Ordinance irrespective of the invalidity of any particular portion thereof and intends
that the invalid portions should be severed and the balance of the Ordinance be enforced.
SECTION 2:
2016-06-21 Agenda Packet Page 198
Ordinance No. ________
Page 10
165794.1
The City Clerk shall be authorized to replace the terms "Measure X" and "Measure Y," wherever
they appear in this Ordinance with the respective ballot designations determined by the County
Registrar before this Ordinance is codified.
SECTION 3:
This Ordinance shall take effect immediately, upon approval by a simple majority of the voters
voting on the question at the November 8, 2016 election.
Presented by:Approved as to form by:
Gary Halbert Glen R. Googins
City Manager City Attorney
2016-06-21 Agenda Packet Page 199
Attachment 1
Estimated 1/2 cent Sales Tax Cash Flows over 10 year period - Infrastructure Funding Scenario
Summary Table
Total by Major Category 10 Year Timeframe
Other Public Infrast. (Vehicles, Public Bldgs, Storm Drains, Sidewalks, Trees etc)37,492,359$
Streets (Arterials/Collectors/Residential)27,209,612$
Sports Fields and Courts 16,966,595$
Traffic Signal Systems 16,425,000$
Park Infrastructure (Playground Equipment, Gazebbos, Restrooms, Parking etc. )7,660,881$
Total Infrastructure 105,754,447$
Fire Response Vehicles 16,847,580$
Fire Stations 15,419,094$
Fire Safety Equipment 5,197,913$
Total Fire Services 37,464,587$
Police Response Vehicles 12,951,470$
Public Safety Communication Systems (Dispatch and Regional Communication Syst.)7,151,740$
Police Facility 12,662,512$
Total Police Services 32,765,722$
Total Allocations 175,984,756$
Allocated to Public Safety 70,230,309$ 40%
Allocated to Other Infrastructure 105,754,447$ 60%
2016-06-21 Agenda Packet Page 200
Estimated 1/2 cent Sales Tax Cash Flows over 10 year period - Infrastructure Funding Scenario
High probability of failure which could result in significant impact to public safety response or availabilty of highly used community infrastructure.
Medium probability of failure which could impact public safety response or availability of modestly used community infrastructure.
Low Risk of Failure - Falls within scheduled replacement timeframe
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Total
Estimated Annual Revenues (1/2 cent Sales Tax)16,000,000$ 16,320,000$ 16,646,400$ 16,979,328$ 17,318,915$ 17,665,293$ 18,018,599$ 18,378,971$ 18,930,340$ 19,726,911$ 175,984,756$
Fire Vehicles (5,313,580)$ (2,531,000)$ (2,350,000)$ (2,492,000)$ (1,410,950)$ (246,050)$ (1,938,900)$ (41,400)$ (237,200)$ (286,500)$ (16,847,580)$
Police Vehicles (2,262,700)$ (653,000)$ (494,850)$ (1,693,500)$ (1,547,200)$ (944,950)$ (285,500)$ (1,641,720)$ (2,571,150)$ (856,900)$ (12,951,470)$
Total Public Safety Vehicles (7,576,280)$ (3,184,000)$ (2,844,850)$ (4,185,500)$ (2,958,150)$ (1,191,000)$ (2,224,400)$ (1,683,120)$ (2,808,350)$ (1,143,400)$ (29,799,050)$
Total City Vehicles (Non-Safety)-$ (3,818,000)$ (1,749,000)$ (1,520,100)$ (1,674,000)$ (2,434,000)$ -$ -$ -$ -$ (11,195,100)$
Police Facility Repairs (200,000)$ (200,000)$ (200,000)$ (500,000)$ (500,000)$ (500,000)$ (500,000)$ (500,000)$ (5,338,667)$ (4,223,845)$ (12,662,512)$
Fire Station 5 - Replacement (1,000,000)$ (2,000,000)$ (3,000,000)$ -$ -$ -$ -$ -$ -$ (6,000,000)$
Fire Station 4 - Expansion -$ -$ -$ (448,600)$ (570,143)$ -$ -$ -$ -$ -$ (1,018,743)$
Fire Station 9 - Repairs -$ (1,000,000)$ (1,000,000)$ -$ -$ -$ -$ -$ -$ -$ (2,000,000)$
Fire Station 1 - Repairs -$ (577,500)$ (601,030)$ -$ -$ -$ -$ -$ -$ -$ (1,178,530)$
Other Fire Station Repairs (891,164)$ (1,000,000)$ (1,000,000)$ (1,000,000)$ (1,000,000)$ (330,657)$ -$ -$ -$ -$ (5,221,821)$
Total Public Safety Buildings (1,091,164)$ (3,777,500)$ (4,801,030)$ (4,948,600)$ (2,070,143)$ (830,657)$ (500,000)$ (500,000)$ (5,338,667)$ (4,223,845)$ (28,081,606)$
Total Other Public Blds (Library, Recreation Centers, Animal Shelter etc)(350,000)$ (300,000)$ (1,295,000)$ (1,500,000)$ (1,500,000)$ (1,500,000)$ (637,326)$ (1,500,000)$ (1,500,000)$ (1,500,000)$ (11,582,326)$
Total Fire Equipment (1,385,000)$ -$ -$ -$ -$ (358,216)$ -$ (272,356)$ (1,435,251)$ (1,747,090)$ (5,197,913)$
Police Communications and Dipatch System (218,162)$ (206,275)$ (212,372)$ (218,813)$ (196,955)$ (204,115)$ (211,712)$ (219,774)$ (228,321)$ (170,241)$ (2,086,740)$
Regional Communications System (RCS)(500,000)$ (500,000)$ (500,000)$ (500,000)$ (500,000)$ (500,000)$ (500,000)$ (500,000)$ (500,000)$ (500,000)$ (5,000,000)$
Police Power Back Up System (65,000)$ -$ -$ -$ -$ -$ -$ -$ -$ -$ (65,000)$
Total Police Equipment (783,162)$ (706,275)$ (712,372)$ (718,813)$ (696,955)$ (704,115)$ (711,712)$ (719,774)$ (728,321)$ (670,241)$ (7,151,740)$
Sports Courts and Fields (1,500,000)$ (1,600,000)$ (2,400,000)$ (1,412,815)$ (1,874,960)$ (587,185)$ (2,591,635)$ (1,000,000)$ (2,000,000)$ (2,000,000)$ (16,966,595)$
Playground Equipment (100,000)$ (700,000)$ (500,000)$ (500,000)$ (438,158)$ (1,000,000)$ (1,000,000)$ (1,000,000)$ (1,190,000)$ (1,232,723)$ (7,660,881)$
Street Pavement (Arterials/Collectors/Residential)(2,414,394)$ (609,225)$ (278,148)$ (418,500)$ (1,410,066)$ (3,005,391)$ (5,461,089)$ (6,473,436)$ (1,929,751)$ (5,209,612)$ (27,209,612)$
Traffic Signal System (600,000)$ (1,000,000)$ (1,000,000)$ (1,775,000)$ (2,000,000)$ (2,050,000)$ (2,000,000)$ (2,000,000)$ (2,000,000)$ (2,000,000)$ (16,425,000)$
Other Infrastructure (Storm Drains, Drainage Systems, Sidewalks, Trees etc)(200,000)$ (625,000)$ (1,066,000)$ -$ (2,696,482)$ (4,004,729)$ (2,892,436)$ (3,230,285)$ -$ -$ (14,714,933)$
Total Infrastructure (4,814,394)$ (4,534,225)$ (5,244,148)$ (4,106,315)$ (8,419,666)$ (10,647,305)$ (13,945,160)$ (13,703,721)$ (7,119,751)$ (10,442,335)$ (82,977,021)$
Total Remaining Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Attachment 2
2016-06-21 Agenda Packet Page 201
City of Chula Vista
Staff Report
File#:16-0316, Item#: 9
CONFERENCEWITHLEGALCOUNSELREGARDINGEXISTINGLITIGATIONPURSUANTTO
GOVERNMENT CODE SECTION 54956.9 (d)(1)
A.Nameofcase:JonRicev.CityofChulaVista,Worker’sCompensationAppealsBoard,
Case No. ADJ10089414
B.Nameofcase:KatherineWenrichv.CityofChulaVista,SanDiegoSuperiorCourt,Case
No. 37-2014-37007-CU-CA-CTL
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City of Chula Vista
Staff Report
File#:16-0317, Item#: 10
CONFERENCE WITH LEGAL COUNSEL--ANTICIPATED LITIGATION
Initiation of litigation pursuant to Government Code Section 54956.9(d)(4):
Two (2) Cases.
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City of Chula Vista
Staff Report
File#:16-0327, Item#: 11
CONFERENCE WITH LABOR NEGOTIATORS PURSUANT TO GOVERNMENT CODE SECTION
54957.6
Agency designated representatives: Gary Halbert, Glen Googins, Courtney Chase, Maria
Kachadoorian, Simon Silva and Jim Geering
Employee organization:International Association of Firefighters (IAFF)
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City of Chula Vista
Staff Report
File#:16-0329, Item#: 12
CONFERENCE WITH REAL PROPERTY NEGOTIATORS PURSUANT TO GOVERNMENT CODE
SECTION 54956.8
Property:APN: 574-410-52, 574-410-53 AND 574-410-05
Agency Negotiator:Rick Ryals, Glen Googins and Bart C. Miesfeld
Negotiating Parties:City of Chula Vista and Carlos & Jacoba Sanchez
Under Negotiation: Price and Terms
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