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Home My WebLink AboutAgenda Packet 2003/05/29 ADJOURNED REGULAR MEETING OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA AGENDA MAY 29, 2003 Corporation Yard 4:00 P.M. 1800 Maxwell Road CALL TO ORDER ROLL CALL: Councilmembers Davis, McCann, Rindone, Salas, and Mayor Padilla. 1. BUDGET WORKSHOP INTRODUCTION 2. FISCAL OVERVIEW 3. INITIATIVES SUPPORTING A CONNECTED, BALANCED, COHESIVE COMMUNITY ORAL COMMUNICATIONS OTHER BUSINESS ADJOURNMENT to the Regular Meeting of June 3, 2003, at 4:00 p.m. in the Council Chambers. AGENDA THURSDAY, MAY 29, 2003 - 4:00 P.M. PUBLIC WORKS CENTER I. Budget Workshop Introduction II. Fiscal Overview 1. All Funds Budget 2. General Fund Budget i) Expenditures ii) Revenues iii) Personnel Changes 3. Capital Improvement Plan Budget III. Initiatives Supporting A Connected, Balanced, Cohesive Community 1. Introduction and Overview 2. General Planning to Create a Connected and Balanced Community 3. Transportation Planning and Projects 4. Capital Improvement Projects & Future Planning i) Eastside infrastructure enhancements ii) Westside infrastructure iii) Plans for future westside improvements 5. Creating A Vibrant Downtown as City Focal Point i) Urban specific plans ii) Downtown projects 6. Building Cohesiveness Through Communications & Events i) Communications ii) City-wide events IV. Future Workshop Schedule Budget Overview Budget Schedule · , Proposed Operating Budget for FY 2004 and ~ May 2gth Fiscal O~erview and Connected, Balanced and FY 2005 4:00 pm Cohesive Community 4. Proposed Capital Improvement Project · June 9~ Strong and Safe Neighborhoods Budget for FY 2004 and FY 2005 4:00 pm + Strategic Theme Focus: + June 1]~ Diverse Cultural, Educational, and Recreatior~al · Bucket Development Current 4:g0 pm Oppoctunitie$; Economic Development; Cost · Budget Presentation and Council WorKshops Current Effec'[ive Government and Fiscal Stabilrty; and Summar'/of Changes Today's Agenda Fiscal Overview · 4ntroduction to budget workshops Proposed Budget +Fiscal Overview Fiscal Years 2004 & 2005 + Initiatives supporting a Connected, Balanced · All Funds Budget and Cohesive Community .General Fund Budget - Expenditures, e, Future Workshop Schedule Revenues, and Personnel Changes · Capital Improvement Project Budget Budget Development Budget Development ~,Prepare a two-year budget that: ~,Pro.~ected Revenues sufficient to · Reflects all known cost increases, including address: CaIPERS, · Normal increases in personnel and supply · rVlaintains services levels, and service expenditures · Continues to fund long-term maintenance, · Tncreases to cover new facilities and services for new population · Conservatively projects revenues · A portion of the CalPERS increase Budget Development Impact of State Budget ~?Remainder of CalPERS increase ~'State cuts are not addressed in this addressed through: two-year budget: · Unknown - will reevaluate as information · Management reductions becomes available · Add t ona salary sawngs · Risk of cutting services prematurely · Department recommended reductions in · Morale issues of multiple cuts supplies and services · Reserves available as bridge while a sound long-term sound plan is formulated Proposed Budget Summary .Impact of State Budget Operating and CIP Budgets ~ Currently: · Continued partial hiring freeze ~ALL Funds · Assessing all program cos%, revenues and services . FY 2004 $244,4m - 14% increase over the · Ongoing fiscal analysis of State proposa S FY 2003 Adopted Budget · Calculate impa~ of State ACbon on City Revenues, sho~ and long term - FY2005 $250.6m - 2.5% increase over FY · Report to Council on recommended plan for 2004 Proposed Budget addressing these actions · Reopen the Adopted budget and modify as needed General Fund Operating/CfP Budgets All Funds Overview FY 04 & FY 05 ,=~, ....... , ~,FY 2004 $122.8m - $3.4 million or 2.9% ....... increase over FY 2003 Amended ......... Budget 4*,FY 2005 $130.6m - $7.8 million or 6.4% increase over FY 2004 Proposed ........ ,% ',:~, '~ Budget G...., Fu., General Fund Proposed Budgel by Function f~ajor Increases Proposed Fiscal Year 2004 Fiscal Year 2004 General Fund Offsetting Decreases Fiscal 'Year 2004 · Additional Salary Savings absorbed by Depts. - temporary suspension of annual repayment from General Fund to Equipment Replacement Fund - General Fund Revenues General Fund Fiscal Year 2004 Estimated Increases ($12.5 m) - Fiscal Year Estimated Revenues 2004 /~',~ldST*~ ~D~r~'' ""'~ ~Charges for Services - $2.6 m or 17.6°/o .......... ,~Other Local Taxes - $2.4 m or 18.5% +'Transfers In From Other Funds - $2.2 m or 20% ~,Property Taxes - $2.0 m or 13.8% .... ~Reimbursements (RDA, DIF, CDBG) - ~'~' ~ ........ $2 0 m or 21 7% General Fund Property Tax Erosion Major "Discretionary" Revenues Thru State Takeaways (ERAF) .... 4, FY01 - $3.2m ~s- ~FY02 - $3.5m *~st' ~,,FY03 - $3.9m ~$~°~'/o 4*Cumulative Revenue Loss from FY93 ~s~ s through FY03 Projected at 527.8m (p,oj.) ~t.i (.-.I ~,Proposed ERAF shift from RDA which .Mo~o, veh~F~ ..~e~T.~ ~ S~,._~_~_~ Could impact the General Fund - $900,000 in FY 04. ~'~-"~--' .... Sales Tax - Sales Tax Motor Vehicle License Fees Sales Tax Per Capita '~'~ ] ~'As the State continues to work on '~"~ - ~ resolving their budget deficit - MVLF i backfill continues to be at risk · Potential loss in FY04 = $8.5 million +.Senator McClintock proposal to get rid ......................... of the MVLF all together · ~"'~' ~'~'~'0" ~* ..... · Potential loss in FY 04 - $~2.6 million 4 General Fund Revenue Allocation O¢ Program v Discre ionary l,)l$6re[ionary Fiscal Year 2004 ............ Revenues (Net Cost) Public Safety Cost Summary of Management and v. Sales & Property Tax Revenue Support Staff Reductions (1/03-6/04) Deleted - Four 6 Reclassified - Eight !$199,836 Frozen - Seven ! $615,907 Total Savings !$1,222,049 FY 2004:24.5 New Positions FY 2005:12 New Positions Capital Improvement Program Capital Improvement Program Fiscal Year 2004 Total Funding, by Fund Fiscal Overview ..... m $0.8o Fiscal Years 2004 & 2005 Fiscal Year 2004 r~ New Funding - $41.9 million Fiscal Year 2005 New Funding - $29.3 million Capital Improvement Program Capital Improvement Program Fiscal Year 2004 Funding By Project Type Fiscal Year 2004 Funding By Project Location Capital Improvement Program Capital Improvement Program Fiscal Year 2005 Total Funding, by Fund Two Year Funding By Project Type 6 Capital Improvement Program Capital Improvement Program Historical Two Year Funding By Project Location Funding Comparison Recommended New Fiscal Policies Connected, Balanced, and Cohesive Community ~Capital Financing & Debt Management Foster a positive and shared community 6) In addition to externally financed aebt, the Cib/ utilizes identity;encourage and value public COSt~ or province for shOCLer term Ioarts When inl~rest is participation; improve citywide mobility; ct~arged on internal loans, it is [~or~ at t~e ~arne ~te tfe and promote a balanced mix of housing~ C~ty earns from {~s investmen~ shopping, and employment opportunities Connected, Balanced, Cohesive Community · General PJanning ~, Creating a Vibrant ~ Capital ]mprovement ~, Building Cohesiveness 7 2 3 4 5 6 7 8 9 10 11 WESTERN CTTY WESTERN C]:TY REVITALIZATION --RE~V~ZTALIZATION TOOLS RED~E~OPMENT TOOLS · Planning · Emine~ WESTERN CZTY REV1'TAL'rZATI'ON PLANN1'NG TOOLS -EX/S~ING -198~'~-~neral Plan -1980 -1988 .NEW ~General Plan U -Urban Core -Bayfront Plans URBAN CORESPECZFZC PLAN Purpose · Provide toolsto im General Plan vision for the · Develop neighborhood level plan unique to the Urban Core · Create Master EZR and streamline development entftlement process Directly we~( of Gateway Pro~ect Phase EaHy planning stages ~ Pacific Scene proposal for a luxury infill project - way Approximately 168 market rate units · Landis Sweetwatar School District mixed used development ~ .'~Gate~way proposal to develop their property at Third Avenue and ~ 4-story office headq ua~tars building · Landis , Townhomes & apartments, retail · North Project · Sweetwater Ul District - Third a~ · Landis · North · Sweetwater U~ School District - Third a~ · E Street TOD, Barone Galasso proposal for 'E St TOD' - Transit-oriented Development 4 Enhanced Communications Communications Audit 2000 Program Implementation of Status Report Communications Plan 2001 2003 ~unications~ ~ Committee Spotlight City News Weekly Communiqu6 City Website Editorial Board Meetings Speakers Bureau 2 Press Releases Special Events Coordination Special Event Budgets EVENTS I TOTAL ! BUDGET T~teo~e ^r~ . ~ The Year Ahead.., Four[h of July Celebration i $26K Ce~eDrate Chula Vista i $155K Music in the Park : $14.5K HCaay Festival ] $5K DBA Special Events $4§K i $45K 3 ~~t?- ~ - - - - ---~~~ CllY OF CHUlA VISfA PROPOSED BUDGET FISCAL YEARS 2004 & 2005 I - ,- li / ji - JERRY R. RINDONE DEPUTY MAYOR I CllY OF CHUlA VISTA Proposed Budget Fiscal Years 2004 & 2005 STEPHEN C. PADILLA MAYOR PATTY DAVIS COUNCILMEMBER JOHN MCCANN COUNCILMEMBER DAVID D. ROWLANDS, JR. City Manager SUSAN BIGELOW City Clerk ANN MOORE City Attorney iii MARY SALAS COUNCILMEMBER ',,- /"" / .'-. iv David D. Rowlands, Jr. Sid W. Morris George Krempl Cheryl Fruchter Hinds David Palmer Andy Campbell Candy Emerson Laurie Madigan Cliff Swanson Maria Kachadoorian Doug Perry Marcia Raskin David Palmer Louie Vignapiano Daniel D. Beintema Robert Leiter Richard P. Emerson Dave Byers Buck Martin I CllY OF CHUlA VISTA Administration City Manager Assistant City Manager Assistant City Manager Assistant City Manager Deputy City Manager Director of Building &Park Construction Director of Employee Development Department Heads Director of Community Development Director of Engineering Director of Finance Fire Chief Director of Human Resources Library Director Director of Management and Information Services Nature Center Director Director of Planning & Building Chief of Police Director of Public Works Operations Director of Recreation v (~ ..,- r vi .. --- ~ ~ f?. :- ..dh ~ ~~~~ ~""""~~ CllY OF CHUlA VISTA ORGANIZATION CHART /- CITIZENS OF CHULA VISTA Citizen Advisory Mayor Citizen Advisory Commissions City Council Boards I I City Attorney City Manager Intergovernmntl. I City Clerk I Affairs I l I I Ass!. City Mngr. Ass!. City Mngr. Ass!. City Mngr. Ass!. City Mngr. Administrative Special Dev. & Main!. Community Services Projects Srves. Services I I I I - Finance - Municipal Utility f- Fire - Community - library Development Human Other Projects - Police - Resources f- . CV Muni. Golf f- Engineering - Nature Center * Duke Energy Management Water and Sewer Planning and - Information f- f- - Recreation Systems Services Building f- Office of Budget Office of - Public Works f- Office of and Analysis Conservation and Operations Communications - Environmental Services Office of '- General Services '-- Employee Development vii viii I ~"'~ -. - PRIDE AT WORK Our Mis s o n We are committed to making OIlr community a better place to live, work, and play through services that promote PRIDE Public Partnerships & InvolvE"mf'nl Reliahle Infra~ucturc & \Vcll-Maint....incd Faciljti~ Invitinr.,. Healthy, & Safe [nvironm{'f1t Diverse Cuhural. Educalional & Reaeational Opptvtunilies Economic:: Gruwth Our Values Professiollal ism HoldirIg oneself to the highest standards of excellerIce. AccountalJilify Taking ownership for Dlle's decisions and actions. Res pee t Treating others ami yoltrSt.'~f with the ulm(lst r~gt1nl, and tlppreciatillg the d{ffercuces ill others. Tea Itl 1PO rk Peo/,Ie 'workiug togetha to IJYoi.lidi.' tlte best available service. Integrity Stroug moral and ethical character. The City of Chu/a Vistll is committed to bllilding Ilud tlurturillg a progressive and cohesive cOIIJllwllity which 'i,'Qlucs (Jur divt'rsity, respects our cilizeHs, hOHors Ollr legat.-'Y alld embrace~ the Ol'portunitie:i of the fitture. ~ \ f.t.. -~- .~ ~ - - ellY OF CHULA VISTA ix ( ..d.. ;:3 ~ (\J )"q ~ (. -A .. ~ ~. , \ x J FISCAL YEARS 2004 and 2005 PROPOSED BUDGET TABLE OF CONTENTS CSMFO BUDGET AWARD ........................................................................ xiii BUDGET DOCUMENT GUIDE .................................................................... xv BUDGET TRANSMITTAL LETTER...............................................................1 Budget Summary-All Funds....................................................................................... 5 Budget Summary- General Fund............................................................................... 7 Budget Highlights and Strategic Themes .................................................................. 27 Acknowledgement..................................................................................................... 77 BUDGET PROCESS, FISCAL POLICIES, AND BASIC ASSUMPTIONS.. 79 Budget Process......................................................................................................... 81 Fiscal Policies........................................................................................................... 83 Basic Assumptions.................................................................................................... 87 DEPARTMENTAL BUDGETS.. ....................... ..................... ...... ................. 89 LEGISLATIVE AND ADMINISTRATIVE .............................................................. 91 City Council............................................................................................................... 93 Boards And Commissions...... ............... ... ... ............................... ... ... ... .... ... ........ .......99 City Attorney............................................................................................................ 101 City Clerk................................................................................................................. 107 Administration......................................................................................................... 113 Management & Information Services ...................................................................... 123 Human Resources.................................................................................................. 131 Finance Department................................................................................................ 139 General Services..................................................................................................... 149 Non-Departmental................................................................................................... 157 DEVELOPMENT AND MAINTENANCE SERVICES ............................................. 159 Community Development........................................................................................ 161 Planning & Building Services .................................................................................. 169 Engineering............................................................................................................. 179 Public Works Operations......................................................................................... 189 CULTURE AND LEISURE ............................... ................ .............................. 199 Library..................................................................................................................... 201 Recreation............................................................................................................... 211 Chula Vista Nature Center ...................................................................................... 219 PUBLIC SAFETy......... ............ .................... .............................. ...... ............ 225 Police...................................................................................................................... 227 Fire.......................................................................................................................... 239 REDEVELOPMENT AGENCy....... .............. ...... ................ ........ ...... ................ 249 Agency Funds......................................................................................................... 251 I xi Southwest Tax Agreement Funds.. ..... ... ... ..... ........ ... ............ ... ........... ... ... ..... ... ......252 Housing Program Funds... ..... ... ..... ... ... ... ........ ..... ..... ... .......... ... ..... ... ... ... ........ ... .....253 Industrial Development Authority .. ... ... ..... ... ... ..... ....... ... ....... ..... ... ... ... ... ... ..... ... .......254 C:>"~E:Ft F=LJ~[)!)........................................................................................... :l!5!5 Debt Service............................................................................................................ 257 Fleet Management.................................................................................................. 263 Transit...................................................................... ............................................... 267 Transportation Funds.......................................... .................................................... 269 Sewer Funds.. ... ........ ..... ..... ........ ... ........ ... ..... ... ..... ............ ........ ... .... ... ... ... ... ... .......270 Open Space District Funds ..................................................................................... 271 Conservation Funds................................................................................................ 273 Library and Cultural Arts Funds............................................................................... 274 Public Safety Funds ................................................................................................ 275 Federal Aid to Urban Fund...................................................................................... 276 Federal Disaster Assist Fund .................................................................................. 277 Technology Replacement Fund .............................................................................. 278 Stores Inventory Fund............................................................................................. 279 Community Development Block Grant Funds ......................................................... 280 Workers Compensation Fund.................................................................................. 281 Transportation DIF Funds ....................................................................................... 282 Public Facilities DIF Funds...................................................................................... 283 Sewer DIF Funds .................................................................................................... 285 Other DIF Funds .....................................................................................................286 Assessment District Improvement Funds ................................................................287 Miscellaneous CIP Funds........................................................................................288 CAPITAL IMPROVEMENT PROGRAM BUDGET SUMMARy................. 291 FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORy............................................................................................... ~()9 FUND BALANCE PROJECTIONS ............................................................ ~17 SCHEDULE OF REVENUES..................................................................... ~29 SUPPLEMENTAL INFORMA TION............................................................ ~4~ Accounting Systems and Budgetary Control........................................................... 345 Cost Allocation Plan................................................................................................ 347 Intemal Service Funds. ... ..... ..... ... ... ..... ... ... ..... ..... ....... .......... ... ...... ..... ... ... ... ... ........349 Debt Administration... .................. ... ...... ... ... ... ....... ..... ............ ... ... ... ........ ......... .... ....351 Gann Appropriations Limit....................................................................................... 353 City Staff Positions... ........ ..... ..... ... ... ..... ... ... ..... ..... ..... ....... ..... ... ... ..... ... ... ....... ... ......355 Community Profile................................................................................................... 357 Glossary.................................................................................................................. 359 List of Acronyms......................................................................................................363 General Information ............................... ......... .................................... .................... 367 xii ] Ca[ifornia Society of Municipa[ !finance Officers Certificate of Award Excellence in Operational Budgeting 2001-2003 \---"1 , Presented to City of Chula ;Vista This certificate recognizes the achievement of Excellence in OjiJerational Budgeting and reflects an outstanding budget document alld the underlyillg budgeting process through which the budget is implemented. February 11, 1001 '-/4f~~ Chair, Budgeting & Financial Management )?/~ ~ Vlc~halr, Budgeting & Financial Management Dedicated to Excellellce ill Municipal Finallcial Management , ',- ',- /"" ~ xiv BUDGET DOCUMENT GUIDE This budget document is organized in a manner to facilitate your general understanding of the City's fiscal status, to present management's assessment of major issues and, finally, to present the adopted plan for allocating resources to address those issues during the coming fiscal years. The budget transmittal letter is meant to focus attention on policy issues identified and assumptions made in formulating the budget. The letter is organized in the following manner: . All Funds Budget Summary This section provides a brief summary of the fiscal years 2004 and 2005 recommended combined budget for all City funds. It presents an overall picture of what revenue the City receives and how that money is allocated. . General Fund Budget Summary This section provides a brief analysis of overall funding for the General Fund. The General Fund analysis includes data on expenditures, revenues, net city cost by department, proposed fee adjustments, and finally a summary presentation of proposed staffing changes. . Budget Highlights and Strategic Themes This section highlights the major efforts being made by staff in order to meet Council's strategic themes set forward earlier this year. Program highlights are presented under each of Council's five themes: Connected, Balanced and Cohesive Community; Strong and Safe Neighborhoods; Diverse Cultural, Educational, and Recreational Opportunities; Economic Development; and Cost Effective Government and Fiscal Stability. Following the transmittal letter is a brief synopsis of the budget process, the fiscal policies, and the basic assumptions upon which the budget is based. Most of these policies and assumptions have been in place for some time and are somewhat self-evident, but they are included here to assist the reader understand why certain funding decisions were made. Detailed descriptions, funding and staffing for each General Fund department are presented next. This section is organized by functional groups: Legislative and Administrative, Development and Maintenance Services, Culture and Leisure Services, and Public Safety Services. Following the General Fund data is a similar display for all other funds and a summary ofthe City's Capital Improvement Program (CIP) and budget. Detailed schedules of fund appropriations, fund balance projections, and estimated revenues for the budget are included at the back of the document along with supplemental information related to the City of Chula Vista and its budget. I xv xvi 1 . . BUDGET TRANSMITTAL LETTER I 1 ~ - .'-.- ) ~ ',- 2 May 22,2003 Honorable Mayor and Members of the City Council: Presented for your consideration is the recommended biennial budget for fiscal years ending June 30, 2004 and 2005. The two-year spending plan includes adequate funding to maintain the City's high level of service while reallocating resources to reflect Council priorities and changing community needs. The recommended budget for fiscal year 2004 represents a comprehensive spending plan for all Funds totaling $244.4 million; a 14% increase from the fiscal year 2003 adopted budget of $214.4 million. The recommended General Fund operating budget for fiscal year 2004 totals $122.8 million; a 2.8% increase over the fiscal year 2003 amended operating budget of $119.4 million. For fiscal year 2005, the recommended spending plan for all Funds totals $250.6 million; a 2.5% increase over fiscal year 2004 proposed spending levels. This includes a recommended General Fund operating budget of $130.6 million, which represents a 6.4% increase over the fiscal year 2004 recommended budget. As in previous years, estimated General Fund revenues for fiscal years 2004 and 2005 are projected at levels sufficient to fund the operating budget without dipping into reserves. Arriving at a balanced budget was especially challenging this year due to two external factors. First, the City's retirement contribution rates went up significantly as a result of large retirement plan investment losses experienced by CalPERS during the past several years. Second, the anemic economy continues to have a negative impact on most consumer-based revenues such as sales tax and transient occupancy tax. Fortunately, Chula Vista, unlike many other jurisdictions in California, has been able to respond to these issues without making any significant service level reductions. With more efficient operations, departments have been able to reduce expenditures while simultaneously maintaining service levels citywide, funding needed services for the growing eastern communities, and adding necessary resources to further revitalize the mature areas ofthe City. This proposed budget reflects all known and estimated increases in City costs. Revenues /' have been conservatively projected based on projected population growth, changes in the consumer price index, and anticipated residential and commercial growth. However, this budget does not reflect a reduction in City revenues in anticipation of impending State action to address their mounting budget deficit. There is little doubt that cities and counties throughout California will be forced, once 3 The b~dget ctoesl1ot yet reflect anyofthfl i",pend,1'I$1 State bCJdget Cuts..~".oWflVW;thelvi," litthidOubt thtlt cltlesandcoullti...throughout California will. be forced, once again, to forfeit revenues to the State. again, to forfeit revenues to the State. In an attempt to mitigate these impacts as much as possible, City staff is working closely with the League of California Cities and other public agencies to maintain a coalition to protect local revenues. Due to this uncertainty, several cities have reverted from a two-year to a one-year budget cycle. After consideration, the two-year budget was retained as it still serves the Council's desire for long term planning and will be a valuable tool for assessing the long-term impacts of future State actions. As the State proposes various budget alternatives, the impact on City revenues will be repeatedly reassessed. It is anticipated that the State will not adopt its budget until late summer. Once this occurs, the specific impact on City revenues as included in this budget will be identified and reported to Council. The City's estimated General Fund reserves of $25.3 million place the City in the enviable position of being able to bridge the gap until a sound plan to address the revenue shortfalls has been crafted. To assist Council in preparing a plan to address the revenue changes, a catalog of all City programs including a description, the benefits, and the net costs is currently being prepared. Once these planning efforts are completed staff will come forth with a report to initiate discussions for amending the fiscal year 2004 and 2005 adopted budget. 4 / 1 BUDGET SUMMARY - ALL FUNDS The fiscal year 2004 recommended combined budget for all City funds is $244.4 million. This amount includes the General Fund ($122.8 million), Redevelopment Agency (RDA) funds ($10.5 million), Debt Service funds ($17.5 million), Sewer funds ($36.9 million), Open Space District funds ($7.6 million), and the Transit Fund ($6.6 million). The all funds amount also includes a recommended Capital Improvement Program (CIP) budget of $21 million. The fiscal year 2005 recommended combined budget for all City funds is $250.6 million. In fiscal year 2005 this amount includes the General Fund ($130.6 million), Redevelopment Agency (RDA) funds ($8 million), Debt Service funds ($16.8 million), Sewer funds ($34.2 million), Open Space District funds ($8.3 million), and the Transit Fund ($6.6 million). In fiscal year 2005 the recommended CIP budget is $22.9 million. The following charts provide a summary view of where overall City revenues come from and how these revenues are used. The charts are only shown for fiscal year 2004 because the overall sources of revenue and budget allocation for fiscal year 2005 is very similar. Estimated Revenues FY 2004 Where does the Money come From? (All Funds) Property Taxes 14% Other Local Taxes 23% Fines, Fort., Penalties 1% Licenses & Permits 2% Development Impact Fees 9% Use of $ and Property 7% I 5 Recommended Expenditures FY 2004 Where Does the Money Go? RDA 4% '---1 Debt Service 7% General Fund 50% Other Funds 9% I CIP Projects 9% 6 Sewer 15% Open Space 3% Trasit 3% -1 . BUDGET SUMMARY - GENERAL FUND FISCAL YEAR 2004 EXPENDITURE SUMMARY The recommended General Fund budget for fiscal year 2004 totals $122.8 million; a net increase of $3.4 million (or 2.9%) over the fiscal year 2003 amended budget. This increase can predominantly be attributed to an $11 million increase in personnel services costs largely offset by an $8 million reduction in non-personnel costs. The primarv factors contributino to the $11 million increase in personnel costs were: . Increased employer contributions for retirement costs due to significant retirement plan investment losses experienced by CalPERS during the past several years ($6.5 million offset by approximately $1 million in revenue) . Increased employee compensation costs pursuant to previously negotiated labor agreements, step increases, and mid-year 2003 classification changes ($2.8 million offset by $440,000 in revenue) . Full-year funding of 7 new staff in the Police dispatch center approved by Council mid- year 2003 ($516,000 offset by $40,000 in revenue) . Full-year funding of other mid-year 2003 program enhancements ($784,000 offset by $580,000 in revenues) . An increase in workers compensation costs from $1.8 million to $2.3 million due to a hardening of the insurance market combined with state initiated changes in the workers compensation benefits ($500,000) . A net increase of 21.5 positions recommended for fiscal year 2004 ($1.6 million offset by $570,000 in revenues), the most notable changes being: . An additional 9 sworn fire personnel to staff the new Otay Ranch fire station around the clock ($840,000) . An additional 5 positions in Public Works to maintain four new community facility districts ($306,000 completely offset by increased assessments) . An additional 3 field positions to enhance citywide code enforcement efforts ($184,000 offset by $92,000 in revenues). Increases in personnel costs were partially offset by $800,000 of additional salary savings and nearly $1 million in savings attributable to the proposed deletion, freezing, or reclassification of 10 management level positions. 7 The primarv factors contributina to the $8 million reduction in non-personnel expenditures were: · A $5.2 million reduction in capital improvement project funding due to higher one-time expenditures during fiscal year 2003, consisting of: . Purchase of the Oxford property ($2.3 million) . Expansion of Fire Station #2 ($1 million) . Completion of the new Public Works Center ($0.7 million) . Construction of the Shark and Ray exhibit at the Nature Center ($0.7 million) . Expansion of Fire Station #4 ($0.6 million) . Drainage facilities improvements ($0.2 million) . A $1.5 million reduction in operating capital expenditures primarily due to: . One-time capital expenditures by the Police Department related to grant drop- offs ($919,000) . One-time equipment purchases by the Fire Department ($421,000) · A $600,000 net reduction in supplies and services due primarily to: ~- ( . Expenditure reductions based on departmental recommendations ($1.9 million) ,_ primarily in the area of contractual services ($1.2 million), such as plan checking ($300,000) and street sweeping ($100,000) . One-time reduction in equipment replacement charges made possible by extending the replacement schedule when cost effective for non-safety vehicles ($93,000) . Temporary suspension of the annual repayment from the General Fund to the equipment replacement fund made possible by existing reserve levels ($70,000) . Reduction in technology replacement charges made possible by existing reserve levels and the infusion of new technology during the past few years ($107,000) . The decreases are partiallv offset bv increases for electricity ($750,000) and water ($245.000) due to rate increases and new facilities and increases in insurance premiums ($225.000) due to a rapidly constricting liability insurance market · A $278,000 reduction in debt service commitments due to the final payment for the 1996 ABAG 37 Series A Certificate of PartiCipation 8 " ....-.. FISCAL YEAR 2005 EXPENDITURE SUMMARY The recommended General Fund budget for fiscal year 2005 totals $130.6 million; a net increase of $7.8 million (or 6.4%) over the fiscal year 2004 proposed budget. This increase can predominantly be attributed to increases in personnel costs with other types of expenditures experiencing equivalent increases and decreases. t The primary factors contributinq to the $7.8 million increase in personnel expenditures are: . Increased employer contributions for retirement costs due to significant retirement plan investment losses experienced by CalPERS during the past several years ($4.0 million offset by approximately $500,000 in revenue) . Increased employee compensation costs pursuant to previously negotiated labor agreements, step increases, and mid-year 2003 classification changes ($2.9 million offset by $500,000 in revenue) . An additional 9 sworn fire personnel to staff a ladder truck around the clock at the new Otay Ranch fire station ($880,000) The primary chanqes in non-personnel expenditures are: . Reduction in Police Department capital expenditures related to grant drop-offs ($500,000) . Reduction in capital improvement project funding due to the purchase of a ladder truck in fiscal year 2004 ($700,000) . Increase in debt service due to the first payment on the new police facility ($800,000) . Increase in supplies and services primarily due to utility increases and new facilities ($400,000) The table on the following page provides a summary of these changes by expenditure category. I 9 General Fund Budget Summary In Thousands (000) Personnel Services $ 84,645 $ 95,610 $ 10,965 $ 103,425 $ 7,815 Supplies & Services $ 21,993 $ 21,361 $ 632 $ 21,732 $ 371 Other Expenses $ 779 $ 869 $ 90 $ 876 $ 7 Operating Capital $ 2,184 $ 662 $ (1,522 $ 138 $ 524) Debt ServicelTransfers Out $ 3,794 $ 3,505 $ 289 $ 4,336 $ 831 $ 113,395 $ 122,007 $ 8,612 $ 130,507 $ $ 6,025 $ 779 $ 5,246 $ 100 $ Total General Fund Bud et $ 119,420 $ 122,786 $ 3,366 $ 130,607 $ Permanent Positions 1087.1 1108.6 21.5 1 118.60 In fiscal year 2004, the largest percentage of the General Fund budget (39.6%) was allocated to public safety services, followed by development and maintenance services (30.4%), legislative and administrative services (19.5%), and culture and leisure services (10.5%). The allocations are similar in fiscal year 2005. 10 ] ~ General Fund Budget by Service Category Fiscal Year 2004 Culture & Leisure 10.5% Public Safety 39.6% Development & Maintenance 30.4% Legislative & Administration 19.5% In both fiscal years 2004 and 2005 the largest budget increases were for police and fire services. The Police Department budget increased by $2.7 million (8.0%) in fiscal year 2004 and by an additional $2.2 million (6.2%) in fiscal year 2005. The Fire Department budget increased by $1.2 million (11.1 %) in fiscal year 2004 and by an additional $1.6 million (12.9%) in fiscal year 2005. The increases in the Police Department are primarily due to the addition of 7 new positions in the Dispatch Unit and higher compensation and retirement costs department wide. The increases in the Fire Department are primarily due to the addition of 18 new sworn staff for Fire Station 7 (9 in each fiscal year) combined with compensation and retirement cost increases. GENERAL FUND REVENUE SUMMARY The City has identified revenues sufficient to support the budget with no impact on existing reserves. The reserve balance at the end of fiscal year 2002 was $31.2 million. At this time, it is projected that we will end fiscal year 2003 with a reserve level at approximately $25.3 million. The decrease in reserves is primarily due to $5.5 million in mid-year appropriations related to capital improvement projects such as the Oxford property ($2.3 million), expansion of two fire stations ($1.6 million) and the construction of the new Shark and Ray Exhibit at the Nature 11 Center ($700,000). The estimated reserves at the end of 2003 represent a healthy (~ reserve level of 20.6% of the recommended 2004 operating budget significantly above the 8% target level adopted by Council. As seen in the table on the following page, General Fund revenues are projected to increase from fiscal year 2003 levels by $12.5 million (11.3%) in fiscal year 2004 and an additional $7.8 million (6.4%) in fiscal year 2005. The laraest dollar increases between fiscal vears 2003 and 2004 are proiected for: · Charges for services ($2.6 million or 17.6%) due to increases in full cost-recovery- based fees reflecting increased operating costs. · Other local taxes ($2.4 million or 18.5%) due to an adjustment in franchise fee revenues in fiscal year 2003 related to an unprecedented spike in natural gas prices, and · Transfers in from other funds ($2.2 million or 20.0%) also due to increased activity and operating costs. The laraest dollar increases between fiscal vears 2004 and 2005 are proiected for: .~ · Property taxes ($2.3 million or 14.0%) due to anticipated growth in the City and '-- ' continued increases in assessed valuations from home resales, · Transfers in from other funds ($1.7 million or 13.1 %) due to increased staff and ongoing operating costs, and · Sales and use taxes ($1.6 million or 8.0%) due to the planned opening of commercial centers in the eastern section of the City along with continued population growth. .,-- 12 General Fund Revenues (Projected vs. Estimated) In Thousands (000) Charges for Services $ 14,523 $ 17,083 $ 2,560 17.6% $ 18,103 $ 1,020 6.0% Property Taxes $ 14,778 $ 16,816 $ 2,038 13.8% $ 19,158 $ 2,342 13.9% Sales and Use Taxes $ 19,377 $ 20,347 $ 970 5.0% $ 21,975 $ 1,628 8.0% Vehicle License Fees $ 11,381 $ 12,632 $ 1,251 11.0% $ 14,022 $ 1,390 11.0% Transfers In From Other Funds $ 11,026 $ 13,236 $ 2,210 20.0% $ 14,970 $ 1,734 13.1% Other Agencies (Grants) $ 6,466 $ 5,716 $ 750 -11.6% $ 4,656 $ 1,060 -18.5% Reimbursements $ 9,404 $ 11,445 $ 2,041 21.7% $ 12,048 $ 603 5.3% Licenses and Pennits $ 3,713 $ 4,001 $ 288 7.8% $ 4,271 $ 270 6.7% Miscellaneous $ 6,637 $ 6,123 $ 514 -7.7% $ 5,514 $ (609 -9.9% Other Local Taxes $ 12,989 $ 15,391 $ 2,402 18.5% $ 15,891 $ 500 3.2% Total General Fund Revenues $ 110,294 $ 122,790 $ 12,496 11,3% $ 130,608 $ 7,818 6.4% Somewhat offsettina these estimated revenue increases are proiected decreases for: . Miscellaneous revenues (-$514,000 in fiscal year 2004 and -$609,000 in fiscal year 2005) due primarily to fluctuations in one-time revenues, and . Grant revenues (-$750,000 in fiscal year 2004 and -$1,060,000 in fiscal year 2005) due primarily to lower police grant revenues for capital items. The following charts provide a summary view of the major General Fund revenue sources. The pie chart is only shown for fiscal year 2004 because the equivalent chart for fiscal year 2005 is nearly identical. 13 General Fund Revenues by Category Fiscal Year 2004 Reimbursements 9.3% Other Agencies (Grants) 4.7% Licenses & Permits 3.3% Motor Vehicle License Fees 10.3% Miscellaneous 5.0% Sales and Use Tax 16.6% Transfers In From Other Funds 10.8% Property Taxes 13.7% ~ Historical and Estimated General Fund Revenue Sources Fiscal Years 2001 - 2005 Millions $25 $5( $20 / $15 / $10 / $0 FY 01 Actual FY 02 Actual FY03 Projected FY04 Estimated FY05 Estimated [-...... ..... . Sales and Use Tax . Property Taxes _. Motor Vehicll!l,icense Fe.l!~. .. ._j o Other Local Taxes . Charges for Services DTransfers In From Other Funds -~-~---- r 14 Sales and Use Tax Revenue $20,347,414 The City receives 1 % in sales and use tax revenue from all taxable retail sales occurring within the City limits. These funds are collected by the State along with their 6.5% component of the sales and use tax and 0.25% designated for transportation for a total sales tax rate within San Diego County of 7.75%. Sales and use tax revenue is the City's single largest revenue source, accounting for 16.6% of total revenue for the General Fund. During fiscal years 2000 and 2001, sales tax revenues increased by 12.6% and 11 % respectively. In fiscal year 2002, we experienced a slight dip in sales tax revenues due to decreased cross-border traffic and a drop in consumer spending following September 11th coupled with an overall struggling economy. The projection for fiscal year 2003 is for only 3% growth due to continued disruptions to our local economy related to terrorist threat levels and the lingering effects of the war with Iraq coupled with the overall sluggish economy. The forecast for fiscal years 2004 and 2005 calls for renewed growth at rates of 5% and 8% respectively, based on long-term trends, continued population growth, and the highly anticipated completion offurther retail centers in the eastern section of the City. It should also be noted that Sales Tax on a per capita basis for the City is only $90.32 compared to the County average of $124.20 and the State average of $126.11. This comparison indicates that the City's residents spend a high percentage of their retail dollars elsewhere, especially considering that recent studies indicate that approximately 34% of our sales and use tax revenues are generated by cross-border shoppers. It seems clear that the City must continue to place a high priority on developing it's retail business base by focusing on projects such as the auto park and eastern urban center in order to insure the City's long- term fiscal health. Sales Taxes Per Capita I $300. $250j I $2001 --- $150- ...1.... $100 I $50 ~- n _I $0 San Diego $13137 Escondida $171.56 Carlsbad $218.60 Chula Vista EI Cajon $90.32 $18751 DelMar $252.21 I . Business to Business . General Retail . Construction [iJ Miscellaneous o Food Products o Transportation 15 Property Tax Revenue $16,816,019 Under State law since 1979, property taxes for general government purposes are limited to 1 % of the market value of the property assessed. Assessment of qualifying property, as well as collection and apportionment of tax revenues are all functions performed by the County. I ncreases to assessed values to reflect current market values are only allowed when property changes hands or when the property is improved. Otherwise, annual assessment value increases are limited to 2% or the increase in the consumer price index, whichever is lower. This revenue source increased by 14.2% during fiscal year 2002 and is projected to increase by an additional 14% in fiscal year 2003. Property taxes are projected to grow by 14% and 15% for fiscal years 2004 and 2005 respectively. This is a revenue source expected to continue increasing along with the continued growth in the eastern portion of the City. Many residents believe that their property tax pays for local government. The reality is that the City of Chula Vista only receives an average of 14.7 cents out of every property tax dollar paid by City residents. This is less than the amount received by the school districts and the County. In fact, the amount the City receives is only slightly less than the amount that the City and the County lose each year to the Educational Revenue Augmentation Fund (ERAF). The ERAF is the amount the State takes from both cities and counties to provide additional funding for schools. The City's ERAF loss projected for fiscal year 2003 is $3.9 million, for a $27.8 million cumulative reduction since ERAF began in fiscal year 1993. In the fiscal year 2004 budget, the amount of estimated property tax revenue will only be sufficient to fund 34.6% of the combined $48.6 million budgeted for police and fire services. How your property 'tax dollar is spen't ....121@ L 46 585002 K 12~ -- --~ . -~ ,--1L., Mise. Southwestern 50.021 Community College District $0.051 I I Educational Revenue Augmenta- tion Fund 50.14 I I City of Chula Vista $0.147 I I County of San Diego $0.163 I Sweetwater Union High School District $0.188 I Chula Vista Elementary School District $0.29 16 ] ...:..... , L Motor Vehicle License Fees $12,632,496 Vehicle license fees are imposed annually by the State based on a percentage of motor vehicle market value. Prior to 1999, the fee was assessed at the rate of 2%, with Cities and Counties splitting equal shares of 81.25% of this revenue based on relative population. Since 1999, various legislative actions have decreased the fee imposed to the point where for fiscal year 2004, the rate applied is only 0.65% of vehicle market value, for an effective tax cut of 67.5 %. Included in the same State legislation was the requirement for the State to "backfill" the revenue loss attributable to the rate reductions for Cities and Counties. To date, the City has been kept whole by the State. Due to the significant State budgetary crisis, the backfill is at risk, which represents approximately $8.5 million or 6.5% of the General Fund operating budget. Note that the estimated revenues for fiscal year 2004 include full continuation of the State backfill of the motor vehicle license fee reduction. This revenue source increased by 14% and 11.28% during fiscal years 2001 and 2002 respectively, and is projected to grow by 11 % in fiscal years 2004 and 2005. Other Revenue _ Revenue projections are continually reviewed and updated by City staff. As described above, major general revenues, such as property taxes, sales taxes, franchise fees and motor vehicle license fees, are projected by the Finance Department based on prior history, growth and inflation projections, and economic climate. Other general revenues and program revenues are typically projected based on broad categories. These revenues are placed in "projection categories" based on their individual growth characteristics, and preliminary projections are made based on the category. Major projection categories include: . Revenues affected bv population arowth, such as utility users tax, alarm permits, dog licenses, recreation fees, library fines, are estimated based on projected prior year actual revenues increased by population growth, which has been conservatively projected by the City's Planning Department at 3.5% for fiscal years 2004 and 2005. These revenues are projected at $14.2 million and $14.6 million in fiscal years 2004 and 2005 respectively. . Revenues affected bv salarv increases, such as reimbursements from other City funds, deposit-based developer fees, were estimated based on projected prior year actual revenues adjusted for anticipated changes in activity levels and salary increases adopted in memorandums of understanding or other compensation-related actions. These revenues are projected at $33.7 million and $36.2 million in fiscal years 2004 and 2005 respectively. - . Revenues affected bv development activities, including building permits, plan check revenues, were adjusted based on up to date Planning Department activity estimates for commercial and residential development. These revenues are projected at $3.4 million and $3.7 million in fiscal years 2004 and 2005 respectively. 17 · Revenues affected bv CPI increases, including transient occupancy taxes, were estimated based on projected prior year actual revenues increased by anticipated increases in the San Diego All Urban Consumer Price Index, which was estimated by the City's Finance Department at 3.5% for fiscal year 2004 & 2005. These revenues are projected at $8.7 million and $9 million in fiscal years 2004 and 2005 respectively. · Flat revenues are those that do not fluctuate from year to year, like certain revenues from other agencies, and are budgeted at the previous years projected revenue levels. These revenues are projected at $7.7million and $7.2 million in fiscal years 2004 and 2005 respectively. · Other revenues, including one-time revenues that are budgeted based on anticipated events, grant revenues, sporadic and cyclical revenues are adjusted based on information supplied by departments. These revenues are projected at $5.7 million and $5.3 million in fiscal years 2004 and 2005 respectively. PROPOSED ADJUSTMENTS TO FLAT FEES A critical component of maintaining revenue diversification is to prevent the erosion of existing revenue sources. To ensure flat fees continue to recover costs in the same proportion at which they are set, they need to be periodically updated and reviewed. During this budget process departments reviewed and recommended updates to a number of flat fees that had become outdated and no longer recovered costs. These proposed fee updates, which would increase General Fund revenues an estimated $645,700 annually, will be brought forth during the next few months for consideration. Many of these fee updates will recommend annual cost of living adjustments based on the local consumer price index to ensure the revenue base remains stable over time while avoiding frequent fee increases. This approach was recently taken with the recreation fees that were updated on May 8. A more in-depth explanation of the fee adjustments being proposed is presented in the Budget Highlights section. NET CITY COST As indicated in the Fiscal Policies and Basic Assumptions section the City looks at how various programs and City functions are funded to determine the net cost of each program. Each program is reviewed to determine the percentage of program expenditures funded by general revenues versus program revenues. In order to accurately portray the true costs of individual programs, both indirect and direct costs are included in total program expenditures. Program revenues are broadly defined as those revenues generated by a given activity (e.g. grant revenues, charges for services, licenses, permits). General revenues, often referred to as "discretionary revenues," are broadly defined as those revenues that are generated not by any given activity, but by general or specific taxing authority such as property taxes, sales tax, and vehicle license fees. -- '- ~ / ~ 18 The fiscal year 2004 General Fund budget of $122.8 million is based on funding from estimated program revenues totaling $51.7 million. The remaining funds are discretionary revenues of $71.1 million, which equals net city cost. The fiscal year 2005 General Fund budget of $130.6 million is based on funding from estimated program revenues totaling $53.3 million and discretionary revenues of $77.3 million. The following chart shows the net cost of each department for fiscal years 2003, 2004 and 2005. Departments that generate small amounts of revenue relative to their size, such as Police and Fire, generally have higher net costs. Departments that generate large amounts of revenue relative to their size (such as Community Development and Planning and Building) generally have the lower net costs. The large spike in the net cost of the General Government function from fiscal year 2003 to 2004 is due to the creation of the new General Services department and corresponds to the decrease in the net cost of Public Works and Engineering over the same time period. The large drop in the allocation of discretionary revenue to capital projects from fiscal year 2003 to 2004 is explained by several large one-time capital expenditures in fiscal year 2003 including the purchase ofthe Oxford property ($2.3 million), expansion of two fire stations ($1.6 million) and the construction of the Shark and Ray exhibit at the Nature Center ($700,000). Allocation of Discretionary Revenues - Net City Cost (By Function) ~ .~'lf rb- ~ cJ>~ 0<:1' Q0 ~~. <,,0 If'~ '17<i!- ,::;; cP r:b' ~'If q,'<:' .>:- ",0 /Ji 00 ~ 00-t- <v~~ 0~ ",'17 (; q,....- {!><:\ ~ <(~ o ~c; q,0 $40.000.000 - $35,000,000 :J c $30,000,000 GI > GI $25.000.000 a: ~ $20,000,000 . l'lI C 0 $15,000,000 :;::l 2! u $10,000,000 III C $5,000,000 $0 Program I __.....__..._ __ u l~~'(03 Net City _C,<>~D FY04 Net C~y Cost. FY05 Net City Cost 19 The chart below shows the averaae net costs of each department or program based upon the proposed budgets for fiscal years 2004 and 2005. Again, the majority (67%) of discretionary revenue was allocated to public safety services (i.e. Police and Fire). The next highest portion (15%) was allocated to leisure services (i.e. Library, Recreation and the Nature Center) followed closely by development and maintenance services (i.e. Public Works, Engineering, Community Development, and Planning & Building) at 12 percent. The remainder of discretionary revenue (6%) was allocated to general governmental services and capital expenditures. Average Distribution of Fiscal Year 2004 and 2005 Discretionary Revenue: Net City Cost (By Function) 48.2% -0.7% 0.1%-- ,1.4% I 2.3% I 18.6% i . Capital . Nature Center o Comm Dev OPing. & Bldg. . Recreation . Gen Govt .PW & Eng 9.7% . Library Ii!JFire . Police SALARY AND BENEFITS Personnel services expenditures (i.e. employee salaries and benefits) are by far the largest component of General Fund expenditures. In fiscal year 2003, the ratio of personnel services expenditures to total operating expenditures was nearly 71 %. In fiscal year 2004 the ratio will be just under 78%. This increase is directly attributable to the significant increases in contribution rates for the California Public Employees' Retirement System (CaIPERS) that were implemented as a result of severe investment portfolio losses experienced by CalPERS during the past few years (see graphs below). 20 J 24.75% 20.63% 16.50% 12.38% 8.25% 4.13% 0.00% -4.13% -8.25% Change in City's Variable PERS Cost VI $14 c: :: $12 :E $10 $8 $6 $4 $2 $- FY01 FY03 FY04 FY05 FY02 CalPERS Historical Market Value Rates of Return Relative to Assumed Investment Return of 8.25% 1986198719881989199019911992 199319941995 1996199719981999200020012002 MAR 2003 Based on the current condition of the stock market and the fact that the current contribution rates are based on actuarial valuations two years back, we anticipate that it will be several years before the contribution rates stabilize to "normal" levels. We are currently reviewing the option of issuing Pension Obligation Bonds or requesting adjustments to the amortization terms, to determine the best mechanism to mitigate the significant budgetary impacts. In addition, employee health insurance and workers compensation costs continue to increase Statewide. Once further information is known about these factors, recommended actions will be brought forward to Council. I 21 STAFFING ADJUSTMENTS " Management and Support Staff Reductions Beginning in fiscal year 2003 and continuing into fiscal years 2004 and 2005 the City has made a concerted effort to evaluate vacant management and support staff positions for potential cost savings. Departments have identified additional salary savings due to increased efficiencies that will further help offset increased retirement costs. The City is making every effort to absorb the increased retirement costs without impacting current service levels; to this end, no direct service providing positions have been eliminated. Summary of Management and Support Staff Reductions Deleted Positions: Human Resources $114,409 Human Resources Operations Manager -1 FY03 Administration $113,036 Fiscal and Management Analyst -1 FY 04 General Services $116,727 Senior Civil Engineer -1 FY04 Parking Meter $62,134 Parking Operations Officer -1 FY04 Total Deleted: $406,306 -4 Rec lass ifi catio ns: Planning and $12.622 Environmental Project Manager reclassified to an FY04 Building Associate Planner " $15,179 Senior Civil Engineer reclassified to a FY04 Engineering Civil Engineer $19,725 Civil Engineer reclassified to a Senior Management FY03 Analyst Library $19,367 Administrative Services Manager reclassified to a FY03 Community Relations Manager Fire $59,616 Fire Captains (2) reclassified to FY04 Fire Inspectors (2) $33,878 General Services $19,449 Total Reclassified: $199,836 $70,832 $202,256 $65,822 $69,983 $94,729 Fire $112,285 Total Frozen: $615,907 Total Savings: $1,222,049 Public Works Ops Library Police Assistant Director of Building and Park Construction reclassified to Building Construction Manager Building Projects Manager reclassified to an Administrative Analyst II FY04 FY03 Frozen Positions: Parks and Open Space Manager Principal Librarian Administrative Secretary Administrative Analyst II Senior Management Analyst Fire Marshal 1 FY 04 2 FY04 1 FY04 1 FY04 1 FY04 1 FY 04 7 ./ J 22 New Positions for Fiscal Years 2004 and 2005 A nettotal of 31.5 additional permanent positions are being proposed for fiscal years 2004 and 2005. It should be noted that all of these recommended positions are directly related to growth, fully revenue offset, and/or are in response to one or more of City Council's strategic themes. Eighteen of the new positions are needed added to staff a new fire station; 9 of these positions will be added in fiscal year 2004 at a cost of $840,000. The remaining 9 positions will be added in fiscal year 2005 at a cost of $880,000. This station will serve the neighborhoods of eastern Chula Vista and ensure that existing fire resources are not strained. The addition of these positions will result in higher service levels, improved response times and improved firefighter safety. Of the remaining positions: . Five ($270,012) are in response to four new community facility districts and 54 acres of additional parklands being turned over to the City, . Three ($181 ,960) are in response to Council's desire for a more aggressive approach to Code Enforcement, and . Two ($102,936) are in response to new, more stringent NPDES requirements. A summary of all proposed new positions for fiscal years 2004 and 2005 are presented on the following tables. Summary of New Positions Proposed for Fiscal Year 2004 by Department and Program '. .... '.. (,;0.. ,,/..,~ ..... ...'" .i. ...<....".ih<P<.. .. .' Planning and MSCP environmental mitigation Associate Planner 1 Building monitorina (4) Code enforcement enhancement Code Enforcement Officer 1/11 2 Code Enforcement Technician 1 Administration (1) Conservation and environmental Conservation Coordinator 1 services Fleet Maintenance Mechanic Assistants 2 New Community Faciiity Districts (CFD) Open Space Inspector 2 Public Works Fiscal Office Specialist 1 Operations (7) Senior Maintenance Worker 1 NPDES Maintenance Worker 1/11 1 General Services New police facility and other new Electrician 1 (2) facilities Lead Custodian 1 Police (.5) New adoption program Adoptions Counselor .5 Fire Captain 3 Fire (10) New pumper truck staff for Station 7 Fire Engineer 3 Fire Fighter 3 Fire Prevention Bureau Public Education Specialist 1 Total Recommended Deletions for Fiscal Year 2004 (see table on previous page) .3 Total New Positions (All Funds) 21.5 23 Summary of New Positions Proposed Changes for Fiscal Year 2005 by Department and Program Planning and Building (-2) Completion of General Plan update General Plan Project Manager Planning Technician Gardener 1111 Parks Supervisor Fire Captain Fire Engineer Firefighter -1 -1 2 1 3 3 3 10 Public Operations (3) Works Additional 53.8 acres of parks Fire (9) New ladder truck staffing for Station 7 Total New Positions (All Funds) In addition to these new positions, several reclassifications and title changes are being recommended to reflect changing needs. Included in this recommendation, is the reclassification of a Deputy City Manager to an Assistant City Manager; renaming a Special Projects Manager to Assistant Director of Budget and Analysis; reclassifying an Office Specialist to a Senior Office Specialist in Human Resources; and reclassifying an Administrative Technician to an Administrative Analyst II in Library. These changes are recommended due to shifts in duties. Reorganizations Over the past year, several departments also evaluated their organizational structures to improve their overall effectiveness. Following is a brief summary ofthe organizational changes that are being recommended and the associated impact on personnel costs; more in-depth explanations are provided in the Budget Highlights section. Fire Prevention Bureau 1$20,000 Savinas) The Fire Department is proposing to replace two fire captains in the Fire Prevention Bureau with two fire inspectors and one public education specialist. This reorganization comes at a net savings of $20,000 and will enable the unit to better serve the needs of our growing community. General Services Department ($170,OOO Savinas) Also proposed for fiscal year 2004 is the consolidation of the Building and Park Construction, Custodial, and Construction and Repair functions into a General Services Department. This reorganization will consolidate all of the City's building related activities into one entity so that all aspects of these activities are considered whenever a new building is proposed or an existing building will be renovated. In addition to improving effectiveness, this reorganization will allow for the elimination of one management position and downgrading of two other management positions for a total savings of $170,000. To achieve this savings the salary for the Supervising Constructions Specialist will be upgraded to the equivalent of a Senior Building Projects Supervisor. 24 The proposed organizational structure for the new department is presented below. Director of General Services Custodial Services Building and Park Construction Landscape Architecture Adm inistrative Services Building Maintenance & ustodial Services Admi Building & Park Construction Admin Construction & Repair Landscape Inspectors (3) Office of Conservation and Environmental Services /Revenue Offsetl A third reorganization being proposed is the creation of a new Office of Conservation and Environmental Services (OCES). This new office would be responsible for pursuing grant funds and awards that support the Council's environmental goals, providing high quality recycling and conservation programs to residents, and ensuring that the City continues to meet State and federal environmental regulations. Following are the personnel changes being proposed as part of this reorganization: . Reclassify the Special Operations Manager to Director of Conservation and Environmental Services, . Set the salary of the Environmental Project Manager equal to the Fiscal & Management Analyst position based on the complex quantitative analyses performed in conjunction with utility feasibility assessments, . Add one Conservation Coordinator, and . Reclassify a vacant Senior Recycling Specialist downward to a Recycling Specialist 1111. The cost of this reorganization totals $85,019 and is fully revenue offset. 25 Plannina and Buildina DeDartment (Revenue Offsetl The final reorganization being proposed as part of the recommended fiscal year 2004 budget is intended to put renewed focus on the revitalization of western Chula Vista. The proposed reorganization would reclassify an existing Principal Planner to a new classification of Deputy Director of Planning. This position will be responsible for overseeing all of the department's planning responsibilities in western Chula Vista; thus creating a coordinated effort that will streamline the development process in support of infusing new capital into western Chula Vista. The cost of this reorganization is $15,000 and is fully revenue offset. .- '- ,- ',- 26 ~ ." / BUDGET HIGHLIGHTS AND STRATEGIC THEMES On March 29, 2003 the City Council participated in a two-day strategic planning workshop for the purpose of agreeing upon a set of broad strategic themes that will form the foundation of a new citywide performance management framework and help guide the future direction of City programs and initiatives. The workshop began with Council reviewing a long list of potential themes culled from numerous citywide planning efforts including the General Plan update, the Economic Development Strategy, departmental strategic plans, and previous budget documents. Over the course of several hours Council members reworded several ofthe themes, added their own themes to the list, debated the merits of each theme, and ultimately came to consensus on the following five: . Connected, Balanced.. and Cohesive Community Foster a positive and shared community identity; encourage and value public participation; improve citywide mobility; and promote a balanced mix of housing, shopping, and employment opportunities. . Strona and Safe Neiahborhoods Ensure our neighborhoods and business districts are safe and appealing places to live, work, shop, and visit. . Diverse Cultural. Educational. and Recreational ODDortunities Provide a wide-range of cultural, educational, recreational, and economic opportunities that meet the needs and interests of our diverse community. . Economic DeveloDment Foster a positive business climate that attracts new businesses, creates a broad range of employment opportunities, and revitalizes the downtown area. . Cost Effective Government and Fiscal Stability Focus on achieving results for our citizens by providing exemplary services at competitive prices; balance short-term operational needs with long-term strategic goals; and enhance long-range financial planning to ensure fiscal sustainability. r These five themes are intended to be long-term, broad, and directional in nature and, therefore, do not identify specific spending priorities. Instead, Council has challenged staff to establish new initiatives and/or enhance existing programs with a focus on achieving tangible results in each of the thematic areas. The remainder ofthis section highlights the major efforts being made by staff in order to meet this challenge. Note that the costs associated with new initiatives or programs are distinguished from ongoing costs by the text NEW INITIATIVE. 27 CONNECTED, BALANCED, AND COHESIVE COMMUNITY Retaining a sense of connectedness, balance, and cohesion in the community is perhaps the broadest and farthest reaching of the five themes. At the heart of the theme is Council's vision of maintaining a shared community identity that "values our diversity, respects our citizens, honors our legacy and embraces the opportunities of the future." As more and more new neighborhoods are added to our City, or any city, the overall cohesiveness and connectedness between neighborhoods inevitably grows weaker. Likewise, issues of balance and equity inevitably arise between newer and established neighborhoods. With these challenges in mind, staff has initiated numerous programs designed to: . Engage the citizenry in the planning and decision-making processes, . Foster a cohesive and positive image of the City within our borders and beyond, . Create a vibrant urban core as the City's focal point, . Promote community events that bring residents together, . Balance the housing, employment, and recreational needs of both our newer and more established communities, and . Alleviate traffic congestion brought about by our rapidly growing population. Public Information and Participation . Community Outreach and Meetings The City continues to make a concerted effort to engage the community and increase public participation in the decision-making and planning process. At the forefront of these efforts are the City's Strategic and General Planning processes. Public input into the General Plan update continued during fiscal year 2003 through town hall meetings and the Visioneer Program, which uses trained citizens to gather input regarding community needs and desires from friends, neighbors, community organizations and clubs. City staff is now working with a steering committee and three subcommittees to review this input, and develop a preliminary vision and goals statement for the plan. Over the next year, staff will obtain further input from these committees in the formulation of the draft plan, and will also conduct formal public hearings before the Planning Commission and City Council prior to adoption of the final plan. Similar outreach occurs during the development of departmental strategic plans. To date strategic plans have been completed for Police, Library, and Planning and Building. A strategic plan for Recreation is near completion and a plan for Community Development is slated to get underway in the early part of fiscal year 2004. 28 1 . Youth Advisory Commission In April 2003, City Council adopted an ordinance that restructured the Youth Advisory Commission and authorized its operation for a four year trial period in an effort to re- energize the Commission. The Commission is intended to become the voice of youth in the community; it will make recommendations and advise the City Council on issues affecting young people and will allow their needs, perspectives, and priorities to be taken into account in the planning of City services. The Commission will also teach youth the power of collaborative working relationships in city government. Membership consists of two voting members per high school and one student from each middle school, a staff ex-officio member and up to three general ex-officio members. The voting members will be appointed by the City Council upon recommendation of the Mayor from qualified residents of the City. . City Website In late 2002, the City launched its completely redesigned website. In 2003, the home page was revamped, and the navigation structure was overhauled. The new website provides residents, businesses, and visitors with more user- friendly access to citywide information such as Council agendas, City services, upcoming events, tourism information, and employment opportunities. Since its inception, the new website has been on the receiving end of more than seven million hits. Some of the exiting new features of the website include: . Making online reservations for recreation classes, . Downloadable employment applications, and . The Extranet, which allows City employees to update and edit their department's online content. The City has hired a part-time Webmaster ($40,000) to maintain and update the site and to ensure the site's content remains relevant and accurate. Staff from Management and Information Services (MIS) is working with several departments and vendors to add interactive applications to the City's website. Community Development will be offering an interactive website to assist in attracting business to Chula Vista, and various departments will be offering searchable access to City documents. Other new features to be added in fiscal year 2004 include live web cameras at the Nature Center, online I 29 bids for contractors, contact forms for Spanish speakers, and re-design of the City's_ intranet. . City Spotlight The City's award-winning newsletter, Spotlight, reaches an estimated 75,000 households five times a year and provides Chula Vista residents with upbeat news about special events and important City services. Just a few of the important topics highlighted in the Spotlight during fiscal year 2003 were the Economic Development Strategy, the General Plan update, the Bayfront and Mid-Bayfront projects, and citywide transportation issues. The annual cost of publishing Spotlight is $65,000. Cohesive and Positive City Image . Proactive Image Campaign Currently, the Office of Communications is actively arranging meetings with print and broadcast editorial boards, aggressively promoting positive stories about Chula Vista, creating a speakers' bureau, developing plans for community fairs and organizing special events such as "Celebrate Chula Vista." This summer Communications staff will also playa critical role in promoting the Tour d' Elegance, the renowned luxury home tour that will be held in Eastlake in July 2003. The event, which will attract thousands of visitors, is an excellent opportunity to showcase Chula Vista and its outstanding quality clli~. - . Graphic Design Staff continues to actively promote the City's image through the distribution of high quality flyers, brochures, invitations, pamphlets and reports. The City has hired a graphic design artist ($65,000) to ensure these materials meet the highest graphical standards and reflect a consistent and positive image of the City. . Interstate 5 Entrance Corridors $6,600,000 (CIP) Major enhancements to two of the City's primary entrance corridors at Interstate 5 are underway. Both will provide better access and significantly more attractive gateways to the City. The Palomar Street corridor will be widened from four to six lanes for improved traffic flow. The project will include enhanced landscaping, a raised median, cobbled and tiled sidewalks, and underground utilities. This one-year, $3.3 million project began in April 2003. Similar enhancements are being completed along the H street gateway between Interstate 5 and Broadway with new concrete paving, a patterned median, landscaped parkways between the street and sidewalks, new traffic signals, and patterned crosswalks. Construction on the $3.3 million H Street project is in progress and scheduled to be completed in September 2003. - .~ 30 .:1"....: . NEW INITIA TIVE: Historic Home Tour and Preservation Program This year the city is a major sponsor ($15,000 plus selVices) of Chula Vista's Third Annual Historic Home Tour scheduled on June 14 and 15. Six historic homes in westem Chula Vista will be open for public tours and background about the houses will be intertwined with highlights of the city's colorful history. The tour will begin at the Chula Vista Heritage Museum, located in the heart of downtown, and include a lecture series and appraisal clinic at the Chula Vista Woman's Club. $15,000 Staff is also working collaboratively with a citizens committee comprised of representatives from various boards and committees to provide recommendations on a revised Historic PreselVation Program. Staff and the committee have been working with a consultant and in the very near future will bring forth to Council their recommendations for the program. Vibrant Downtown as City Focal Point . Redevelopment Plan Amendments Staff is progressing with a territorial amendment to the Merged Project (Southwest, Town Centre II, and Otay Valley) to include the currently non-redevelopment portions of the Third Avenue, Broadway, North Fourth Avenue and SR-54 commercial/industrial corridors. The planned expansion will allow for a more comprehensive and coordinated redevelopment planning effort and bring more resources to bear on western Chula Vista revitalization and infrastructure needs. . Redevelopment Financial Strategy Community Development staff is progressing with a redevelopment plan amendment process to add additional properties to the Town Centre II, Southwest and Otay Valley redevelopment project areas. In conjunction with that process, staff will be developing a related financial strategy to identify a recommended course of action for effectively utilizing and managing the future tax increment growth projected for the new areas. The financial strategy will analyze future tax revenue growth and determine the optimal type and timing for issuing debt instruments for the purposes of raising needed capital to help complete the redevelopment process in the BayfrontITown Centre I area (through the repayment of debt from the Merged Fund to BayfrontlTC I) while also funding initial capital projects necessary to begin the redevelopment process in the amended areas. $20,000 has been included in the budget to fund strategy development that will include an analysis of the merits of merging all of the project funds for financial purposes. I 31 . NEW INITIA TIVE: Urban Core Specific Plan $250,000 (CIP) _ A major planning effort will be undertaken by Community Development during fiscal year 2004. Designed to become the blueprint for the future direction of growth and development in the City's urban core, the Urban Core Specific Plan will define land uses and development goals for downtown and immediately surrounding neighborhoods. The plan will identify the types of land uses and locations desired for redevelopment within the urban core, and will provide an important tool for advancing redevelopment activity downtown. The Urban Core Specific Plan will comprise the neighborhood-level planning document for the City's urban core and will include focused design guidelines tailored to the various distinct uses and areas, including the Downtown Third Avenue District, the Chula Vista Center area, Broadway and adjacent transit areas, and the principal gateways such as H Street and E Street. . Downtown Projects In conjunction with the Urban Core Specific Plan, the following development projects for the Downtown Third Avenue District are being processed: . Watt/Hiahland Mixed Use @. Third/E: Preliminary discussions are underway for a complete redevelopment of the intersection of Third Avenue and "E" Street to include an upscale grocery, restaurants, town homes, apartments, and mixed- use retail. The project concept has 2 to 4 story building heights with enhanced signature streetscape improvements to improve pedestrian movements and .~ provide an entry statement to downtown. Staff anticipates significant progress ~ . on this concept over the next several months. . Chula Vista @. Landis: The Chula Vista @ Landis project is proposed as an approximate 168 for-sale residential project on two existing City parking lots on Landis Avenue just north and south of Davidson, west of Third Avenue. The project also contemplates incorporating additional privately owned property to be used as a retail paseo connector between the southerly Landis site and the adjacent Third Avenue. The project is expected to include a new public parking facility. . Gatewav Chula Vista - Phases II and III: Phase I of the three (3) phase 347,000 sq. fl. Class A office development at Third Avenue and "H" Street has been completed. The parking structure for phase II is now under construction with expected completion date of the structure and office space by summer 2004. Phase I has been a tremendous success that has helped with the leasing of phase II space. . Espanada: Espanada is a proposed mixed-use two-tower condominium project at the northeast corner of Fourth Avenue and "H" Street just west of Gateway Chula Vista. The project is in the initial planning stages and currently contemplates two (2) 12-story residential towers totaling 182 units, underground ,_ parking garages for each tower, 13,000 sq. fl. of retail space as well as 16 town home villas on Roosevelt Street that provides for resident access to the site just "- north of Fourth Avenue. 32 Community Events . Community Programming The City continues to provide citywide activities and events that bring the Chula Vista community together. Some of the major community celebrations sponsored by the City include: . Taste of the Arts, held each April on the Bayfront (Event budget: $55,695 / City share: $29,195), . Music in the Park, conducted in numerous City parks during the summer months (Event budget: $14,500/ City share:$11 ,500), . The annual Holiday Festival ($5,000) in downtown Chula Vista and annual holiday lighting program, and . The annual Fourth of July Celebration ($26,000). The City also assists the Downtown Business Association on a variety of special events that help to bring together the community and strengthen the downtown as Chula Vista's civic and cultural center. These include the weekly Farmers Market, Blast from the Past Classic Car Show, as well as annual events such as Cinco de Mayo and the Lemon Festival. Promote Balanced Communities . General Plan Update $1,100,000 (CIP) The City is currently conducting a comprehensive update of its General Plan. The General Plan takes a long-range view (typically 15 to 20 years) and articulates the community's economic, environmental and social goals, and sets forth policies relative to distribution of future land uses, both public and private, in furtherance of those goals. When completed the updated General Plan will address land use, circulation, housing, open space, conservation, safety, and noise issues citywide. In addition, the plan will include "area plans" for smaller distinct geographic areas within the City, including Northwest, Southwest, Bayfront, Northeast, and Southeast (Otay Ranch and East Otay Mesa) areas. These area plans will provide specific policies for the future development and/or redevelopment of these smaller areas. The project is scheduled to conclude by the end of fiscal year 2004. I 33 . Financing of Wests ide Parkland Staff is exploring options for financing the development of additional parkland in western Chula Vista. Additional parkland is needed to serve the community because (1) the Montgomery annexation, while adding approximately 24,000 additional residents, only added 3.79 acres of developed parkland, and (2) the intensification of development plans for western Chula Vista will require additional parkland to serve new residents. Staff anticipates that preliminary financing proposals, including a development impact fee relating to future westside park development, will be available for review by the Building Industry Association and the development community by July 2003. Plans to ameliorate the current parkland deficiency in western Chula Vista are also underway as part of the General Plan update. . Eastern Community Centers and Parks The City continues its commitment to provide our community and neighborhoods with facilities, activities and events that create a sense of place and belonging through recreational, educational and cultural offerings. The desire to create hubs for the community is manifest in the City's recreation centers and pools. In addition to providing 1,126 classes and activities each year, the City's recreation centers produce local special events, cultural and seasonal celebrations, and engage the community through collaborations with neighboring schools and family resource centers. Attendance at the centers and gym in calendar year 2002 was over 490,000. The 5,953 square foot Heritage Center ($1.5 million) opened in the community of Otay Ranch this past July. As the only public recreation facility east of 1-805, Heritage Center is extremely popular. Since opening, the Center has averaged over 14,000 in attendance per quarter. This figure includes class participants, drop-ins, program and special event attendees, and facility rental users. The number of classes offered has increased almost 70% from the second to third quarter. In addition to building new recreation centers, the City has embarked on an unprecedented park development and construction program. In the past two years, numerous major neighborhood parks, including Cottonwood Park ($1.3 million) and Heritage Park ($1.9 million) in Otay Ranch have been completed. Several other neighborhood parks are currently under construction and will be completed in fiscal year 2004 including Sunset View Park ($2.4 million) in Eastlake, Harvest Park ($1.4 million) and Santa Cora Park ($1.4 million) in Otay Ranch. 34 ] During fiscal year 2003, Council has approved master plans for three additional major parks in Eastern Chula Vista. These parks all contain recreational buildings and are Veterans Park ($8.8 million) in Sunbow, Montevalle Park ($15.3 million) in Rolling Hills Ranch and Salt Creek Park ($13.6 million) in Eastlake Trails. Council approved a design build agreement for Veterans Park in May of 2003 and design is underway. As the design of the park and recreation facility nears completion, staff will return to Council for additional appropriations to complete the project. It is anticipated that design/build agreements will be brought before Council early in fiscal year 2004 for Montevalle Park and Salt Creek Park. . Rancho Del Rey Library $22,528,800 TOTAL COST When completed, the Rancho del Rey Library will be one of four branch libraries serving the four corners of the City. The 36,392 square foot facility will be a full-service library, with 170,000 books, audio-visual materials and newspapers and magazines. Besides some 28,000 items in Spanish, there will also be unique Cultural Heritage collections focusing on Filipinana, Pan-Asian and Hispanic cultures in reflection ofthe community's diversity. The library as a community center is one of the most important features of this branch. During the project's planning stage, members of the community repeatedly expressed their desire to see the Rancho del Rey Library serve as the central gathering point and heart beat of the community. As a result, there will be numerous programs and events for people of all ages, meeting rooms for community groups, art and history displays, and a bookstore and cafe to use as a neighborhood living room. The centerpiece of the Rancho del Rey Library will be the joint venture with the Chula Vista Elementary School District. The "Born to Read" Family Resource Center will provide access to a community hub for healthy child and family development, parent and community involvement, and life-long literacy beginning at birth. To help offset the cost of the project, the Library has re-applied for Library Bond Act Cycle Two funding to construct the new facility. Competition for funding continues to be fierce, as the State Library has received 67 applications, totaling $550 million in requests. The State Library expects to award $110 million in this round. The total cost of this new branch is projected to be $22,528,800. Should the City be successful in its application, the City will receive $10,840,800. Development Impact Fees will pay for the remaining the costs. A decision is expected by September 2003. Applications for the third and final round are due in January 2004. 35 The Rancho del Rey Branch Library will bring equity of service to the 50,000 residents of northeast Chula Vista by ensuring that they do not have to go without library service. It will bring the community a sense of place, it will teach young children how to read, it will provide teens with a place to gather, students with a place to study, and adults a place to reflect and learn. It will be a great library. . Affordable Housing Programs An integral component of achieving a balanced and cohesive community, is ensuring that residents have available a balanced mix of safe, clean, and affordable housing products that generally reflect the housing needs of the community. Chula Vista has a proven track record of providing a variety of affordable housing programs throughout all areas of the City. The central thrust of the City's affordable housing programs continues to be the production of new affordable for-sale and rental units ($1 million Redevelopment Agency funding). A variety of residential rehabilitation and assistance programs are also available to help maintain and improve the City's existing housing stock in older neighborhoods ($800,000 HOME Program funding). Citywide Mobility . Eastside Traffic Mitigation Plan The "Traffic Modeling and Allocation Program" was originally created in 2001 to determine when GMOC traffic capacity thresholds might be surpassed in the Eastern territories. The program utilized a SANDAG computer model and an internal review process to identify the maximum number of new dwelling units that could be supported by the current system and still remain within GMOC traffic capacity thresholds. An outgrowth of the original program, the new" Traffic Modeling and Growth Management Program", will continue to support I GMOC objectives with a planned review and update of the City's traffic capacity thresholds during FY04. The annual cost for this program is approximately $77,000. The "Traffic Monitoring Program" monitors service provision levels by studying both speed and delays on critical segments of the City's street system. This program is in response to a GMOC requirement to measure roadway capacity twice a year. Findings and recommendations from the program will enable the City to monitor roadway capacity thresholds prior to the construction of SR-125. The annual cost of this program is approximately $85,000. 36 ] , Numerous capital projects are planned to address eastside traffic congestion and to ensure the GMOC traffic thresholds continue to be met. These include: . East H Street 11-805 Connection 1$1.700,000): A significant bottleneck for eastbound evening commuters has been improved along East H Street at 1-805 by adding a new through traffic lane. Similar improvements will be completed by July 2003 for the benefit of westbound morning commuters at a cost of $1.7 million. The future addition of freeway ramp lanes by CalTrans will further improve traffic flow in this area. . Telearaph Canyon Road 11-805 Connection 1$3,000,000): Construction is scheduled to begin in July 2003 on a road project that will increase traffic flow and decrease delays from westbound Telegraph Canyon Road onto northbound 1-805. At a cost of approximately $3 million the project will add and reconfigure street lanes and provide necessary improvements to the Canyon Plaza shopping center entrance. - . Olympic Parkway 11-805lnterchanae 1$21,800,000): Funded from five local, state and federal sources, the $21.8 million Olympic ParkwaylOrange Avenue at 1-805 interchange project will widen the freeway over crossing to six lanes, widen the freeway onramps and off ramps, and provide auxiliary lanes that will facilitate vehicles merging into traffic. These improvements will greatly alleviate congestion on surface streets during morning and evening commute times as well as improve traffic flow at the Main Street on and off ramps during the Coors Amphitheater concert season. The eighteen-month construction project is scheduled to begin in late summer 2003. . Adaptive Traffic Control Sianals 1$750,000): A federally funded demonstration project replaced old-style fixed traffic signal controls at eleven intersections in the vicinity of East H Street and Otay Lakes Road with a $750,000 state-of-the-art adaptive traffic signal control system. The project has improved travel speed by up to 18%, reduce travel time for motorists and, ultimately, will improve air quality. . Transit Plan The City expects a decision by the end of fiscal year 2003 regarding possible MTDB budget cuts due to shrinking state sales tax revenue. To reduce impacts to Chula Vista, MTDB is seeking alternative funding sources and performing internal fiscal rebudgeting. Meanwhile, City staff has been implementing measures to mitigate effects of the anticipated revenue decrease. Measures include a fare increase to take effect July 1, increased route efficiency, improvement of the City's contract service provider's driver and maintenance personnel performance and improvement of other service levels in order to increase customer retention. To improve citywide mobility, the City is continuing to modify and change routes to address new service requests in the Eastern territories. To help protect the City's air quality, plans continue in the effort to replace up to seven older diesel buses with newer, cleaner emission, CNG buses within eighteen months through federal and TDA grant funding. 37 STRONG AND SAFE NEIGHBORHOODS Strong and safe neighborhoods are crucial components of a strong cohesive community. Promoting strong and safe communities to live. work, shop and visit is a fundamental City responsibility. Safe and strong neighborhoods enhance the City's overall image and stimulate further investment in the City and its neighborhoods. Key service areas that are continually enhanced in an effort to support strong and safe neighborhoods are: . Responding to calls for emergency assistance quickly and effectively, . Providing educational and other programs that promote well-being and enhance safety , . Working collaboratively to ensure schools are safe havens and engaging youth in productive after-school activities that help youth and neighborhoods grow stronger, . Investing in and revitalizing neighborhoods to prevent deterioration and encourage private investment, . Keeping our infrastructure safe and in good working order so it enhances the City's quality of life. . Promoting programs for a safe and healthy environment for current and future generations. and . Providing neighborhood meeting places and events that encourage neighborhood connectedness, adding to the sense of community and safety. Police, Fire and Medical Incidence Response . Fire Station 7 $7,924,000 (CIP) In September 2003 a new 13,775 square foot. state of the art fire station will open atthe intersection of Santa Venitia and La Media in Otay Ranch. The Station will pay tribute to the victims of 9-11 terrorist attacks at the grand opening ceremonies scheduled for September 11, 2003. During the event, a life size bronze sculpture depicting two firefighters working together will be dedicated to the heroes of 9-11. This station will serve the fast growing neighborhoods of Otay Ranch and eastern Chula Vista and ensure that existing fire resources are not strained. When completed, Fire Station 7 will include four bays and house a new ladder truck ($757.000 CIP) and pumper truck ($420,000 CIP). 38 NEW COST: Fire Station 7 Staffing Costs $1,720,000 The station will initially be staffed with three captains, three engineers and three firefighters, which will operate the pumper truck 24 hours a day seven days a week beginning in September 2003 ($840,000). An additional three captains, three engineers and three firefighters are budgeted in fiscal year 2005 to staff the ladder truck 24 hours per day ($880,000). These additions will result in higher service levels, improved response times and improved firefighter safety. . NEW INITIA TIVE: Emergency Preemption at 16 Intersections $400,000 (CIP) A key component to the improvement medical and fire response times throughout the City is the installation of emergency preemption devices. The Fire Department utilizes emergency preemption devices to provide safe movement through intersections, minimizing conflicting traffic and providing a safe path of travel for both the public and fire personnel. During the current fiscal year two intersections were outfitted. Sixteen additional emergency preemption devices have been included in the fiscal years 2004 and 2005 CIP budgets. Each fiscal year includes $200,000 for this purpose. The intersections designated for emergency preemption devices were selected based on common routes traveled by emergency vehicles, high traffic areas, and proximity to a fire station and as well as suggestions from emergency vehicles operators. . NEW INITIA T1VE: Fire Master Plan $30,000 The Fire Department's budget includes funds to update the Fire Facility Master Plan (FFMP). The FFMP is a living document that identifies the location of existing and future fire stations based on call volume and response times. The plan was last updated in 1995. As such, it needs to be updated to reflect changes in development patterns as well as changes proposed in the General Plan update. Updating the FFMP is a critical component in maintaining service levels and response times in the future by providing the guidelines for the timing and location of future fire stations. . Computer Aided Dispatch System Currently MIS and Police staff are working with the City's Computer Aided Dispatch (CAD) system vendor to implement several changes to the system. A new message switch to support increased functionality in the vehicles as well as additional mapping capabilities ($228,881) is being added. Another major improvement under way is the creation of an automated GIS interface ($122,612) to CAD to update the street information in the CAD system. This enhancement will save staff time and result in 39 much quicker updates of the CAD system for new streets, thus improving response times to new areas. . NEW INITtA TlVE: Police Dispatch Staffing Enhancement $516,000 Staff recently completed a workload-based model for dispatch, similar to the one used for patrol. Dispatch is a key component of patrol effectiveness and response times; as such, staff recommended the addition of six additional communications operators and one lead communication operator ($516, 000). It was further recommended that the department also implement an advanced hire program for communications operators; this will allow the department to minimize the time it takes to replace a vacant position thus reducing any negative impacts on service. . NEW INITIA TIVE: Two New Mechanic Assistants $96,415 Over the last several years, work increases due to the growth of the City's fleet have been met by contracting services out. The addition of two Mechanic Assistants to Central Garage will allow mechanics' to devote their time to performing repairs requiring a higher level of skill and experience such as preventive maintenance inspections, brake repairs, engine performance diagnosis and repairs, and minor glass and windshield repairs. This change will allow Central Garage to better manage service schedules ensuring that safety vehicles such as patrol vehicles and fire trucks are in service to the greatest extent possible and available to respond to calls for service. . Team Policing Concept In fiscal year 2003, the Police Department completed its second full year under the Team Policing concept. Team Policing was designed to ensure that the department is appropriately staffed to provide responsive services to meet the needs of a rapidly growing and changing Chula Vista community. One of the most successful components of this program is the enhanced training ($30,000). With this program each team receives one day of training per month as part of their regular work schedule, for a total of 120 hours a year. It is important to note that the state only requires a total of 24 hours of training for officers every 2 years; the department far exceeds the required level of training. Training included a wide spectrum of issues including situational crime prevention, 2003 legal update, firearms training/range qualifications, ethics, and a defensive tactics overview. Team Policing has also allowed the department to focus on special enforcement projects to combat specific crime problems throughout the City. These projects, coordinated through the Tough on Crime program, range from targeted enforcement projects to projects that are more complex, which may include research, planning, and education components. Some of the projects patrol has worked on over the last year include speed enforcement and education efforts along the major traffic corridors, 40 parolee checks conducted with the cooperation of the Probation Department, a motel project to reduce crime and disorder at budget motels; theft from and theft of automobiles in public parking lots, and verification of sex offender registrants residence. City of Chula Vista FBI Index Offenses per 1,000 Population 1993-2002 10 80 70 .9 60 1ii '3 g- 50 "- '" 8~ 40 R 30 ill E CS 20 o 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 The Team Policing concept has contributed to the ongoing decline in the City's crime rate. During 2002 the part I crime rate decreased by 6.3% despite a 4.2% population increase. This continues the long-term decrease in the crime rate in Chula Vista, which has been impacted by the Police Department's commitment to problem-oriented policing programs and proactive policing. Over the past five years the City's crime rate has decreased 23.5%. . New Police Facility $63,000,000 (CIP) The new police facility, the largest single construction project in the City's history, is scheduled for completion in February of 2004. As it exists today, the project is both on schedule and budget and has been remarkably free of problems, especially for a project of its size. The progress of the project is a testament to the Council's decision to adopt the design/build process for major construction projects. The off-site right of way improvements on F Street and Fourth Avenue, while lagging behind the building construction have now been finalized and are underway and will be complete with the opening of the building. After several iterations of landscape improvements and significant public input, a final plan was developed which addressed all of the concerns and should result in an attractive and efficient street system through the Civic Center/Police Facility/Library area. 41 · NEW INITIA TIVE: Additional Operating Costs for New Police Facility $819,000 At approximately 150,000 square feet the new facility is nearly three times the size of the existing facility. Therefore, even though it has been designed with the latest environmental and energy efficient systems available, the utility costs for the new facility are significantly higher than at the old facility ($664,000). The building will also house a new state-of-the-art firing range for firearms training and a jail facility. Staff is currently developing several staffing options for the new jail facility; the goal is to present a budget neutral proposal to Council mid year. A lead custodian and three hourly custodians have been added in order to properly maintain the larger facility ($155,000 annually). . NEW INITIA TIVE: Fire Station 5 $2,550,000 (CIP) Included in next year's CIP Budget is demolition and construction of Station 5 located on 4th and Oxford. This Station, which was constructed in 1957, is now 47 year's old. It was added to the City as part of the Montgomery annexation in 1985. It services the western portion of Chula Vista, handling a high volume of approximately 2100 calls for service annually. Construction of the fire station can no longer be postponed due to issues with the roof and general conditions of the station. This construction will be funded as part of a financing mechanism to re-build much-needed infrastructure in western Chula Vista. Demolition will pose several challenges including housing of existing personnel and fire apparatus. However, the project will provide tremendous benefits. · Future Issue: Funding for Staffing Light and Air Rescue Vehicle $245,000 Although funding for permanently staffing the City's new Light & Air I Heavy Rescue apparatus with three full-time Fire Engineers (one per shift) is not included in the recommended budget, every effort will be made to find funding for these positions in fiscal year 2005. These positions have been put on hold due to pending budget issues. The new Light & Air I Heavy Rescue apparatus (which has already been delivered to the City) and it's eventual staffing will provide the City with a vast variety of specialized emergency response capabilities. These specialties include emergency scene lighting, I mobile compressed air supply, advance vehicle extrication and technical rescue. The wide array of technical rescue encompasses building collapse, swift-water, trench and 42 , k confined space rescues. The staffing for this apparatus will also augment Fire Department response capabilities in the eastern portion of the City by adding three additional Fire Engineers (one per day) east of Interstate 805. Public Safety-Related Education and Prevention Programs . Crime Prevention The Police Department is currently spearheading a number of initiatives designed to promote Council's strategic theme of strong and safe neighborhoods. To address speeding vehicles -- the residents' top concern in the latest community survey -- the Police Department has obtained a grant of $140,000 from the state Office of Traffic Safety to implement a project aimed at reducing speed and alcohol related accidents. Research is also underway regarding high-accident intersections and ways of reducing collisions at these locations. To address concerns about crime and disorder problems at motels, all of which are on the west side of Chula Vista, the Police Department has identified a number of responses to these types of problems that have been effective in other communities across the country and will be making formal recommendations to address problems at Chula Vista motels shortly. - In addition, the Community Relations Unit ($261,953) is making specialized efforts to address graffiti problems, crime and disorder in multi-family housing, and residential burglary, as well as provide residents with crime prevention information. Finally, the Police Department is pursuing the establishment of a citywide Crime Prevention Through Environmental Design (CPTED) function that would facilitate collaborative efforts between developers, planners, police, and community members to design parks, public transit, residential development, schools, commercial districts and roadways using state-of-the-art techniques to "design-out" crime, reduce fear and increase quality of life. . NEW INITIA TIVE: Civilianization of Fire Prevention Bureau $20,000 Savings ~ The Fire Prevention Bureau is currently comprised of three inspectors and two captain positions, which conduct fire inspections, investigate fires and hazardous material incidents and perform plan checks. In addition this unit is responsible for public education and community outreach activities. In an efforl to better meet the needs of the community the Fire Deparlment will civilianize two fire captain positions in the Fire Prevention Bureau. This revenue positive proposal will enable the deparlment to obtain three positions - two fire inspectors and one community education specialist. The fire inspectors will focus on the enforcement of the Uniform Fire Code, life safety inspections and permitting of places of public assembly, and new and existing buildings. They will also conduct plan check review of new housing construction as well as new and existing commercial buildings, arson investigations and prosecution, brush clearances and weed abatement, facilitate citizen complaint resolutions and approve of fire protection systems. The public education specialist adds community outreach component to the Fire Deparlment that will proactively provide fire safety and prevention education to schools, community groups and the public. Approximately 125 community outreach presentations are conducted annually. The addition, of a full time position dedicated to providing public education to schools, local groups and the community will increase public 43 education and awareness efforls as well as promote fire safety in the community. In addition, this position will coordinate the annual open house and the fire safety trailer. The position also allows for a primary focus on educating the public and allows other Inspector positions to focus on complex enforcement issues. These changes come at a net savinas of $20,000. . Disaster Preparedness September 11th heightened the need for homeland security measures at the local government level, adding a new dimension to traditional disaster preparedness. In October 2002, Council approved the addition of a Disaster Preparedness Manager ($93,000) to develop and maintain a comprehensive emergency preparedness plan and provide citywide training. The emergency plan has now been updated; it ensures critical operations are maintained in the event of a natural disaster or crisis situation. An important element of this plan is a public education campaign to disseminate information and educational materials pertaining to disaster preparedness in the event of a natural disaster or crisis situation. During the upcoming year, staff will continue to focus on public education, providing citywide disaster preparedness, anti-terrorism training and simulation exercises. In addition, staff is exploring grant-funding opportunities to provide Community Emergency Response Team (CERT) training. CERT training promotes a partnering effort between emergency services and the community. The goal is to train members of the community with basic response skills. CERT members are then integrated into the emergency response capability for their area. In the event a disastrous event overwhelms or delays the fire and police response, CERT members can assist others .by applying basic response and organizational skills until help arrives. School Safety Programs . STRETCH and DASH Both of these programs continue to be very popular in the community. The STRETCH program is currently offered at seven school sites, and has been at maximum enrollment since the first days of school. The DASH program is conducted at 21 school sites and the program continues to grow in popularity with parents and students alike. The combined cost of running the programs is $1.38 million; $840,000 is offset by contributions from the Chula Vista Elementary School District who receives assistance from the California State Department of Education, with the remaining $540,000 funded by the City. 44 During fiscal year 2003 the STRETCH program introduced "Character Counts," a new, yearlong curriculum component for 5th and 6th grade students designed to promote the "pillars of character," such as respect, trustworthiness, and responsibility. For the DASH program, new enrollment procedures were put into place at the start of the school year, capping enrollment in order to keep it in line with the designed staff-student ratios. This spring, both STRETCH and DASH will pilot an exciting new Power Hour program, which incorporates one hour of physical activity into participant's daily activity. The Power Hour, which also incorporates lessons on nutrition and hygiene, is designed to motivate and teach children to take responsibility early on for their own health and fitness. . Middle School After-School Program The Recreation Department and the Sweetwater Union High School District (SUHSD) co-fund the Club Teen Connection after-school program for middle school aged children ($130,000). The school district offsets $63,500 of the program costs. Other program partners include South Bay Family YMCA, South Bay Community Services, and the individual schools in the Sweetwater district. The program is free to all participants and runs Monday through Friday at Rancho Del Rey Middle School, Castle Park Middle School, Chula Vista Middle School, and Hilltop Middle School. Activities include sports such as flag football, soccer, basketball and cheerleading. Other activities include crafts, homework help, games, special events, field trips, and specialized classes. Attendance has dramatically increased over the last six years (see below), due largely to the excellent work done by Recreation Department front line staff, the school coordinators, and a commitment to making this collaboration a success. The programs success was recognized last fall when staff from each organization was invited to make a presentation at the California School Age Consortium symposium in Lake Arrowhead on the topic of successful collaborations for youth programs. I 45 Middle School Program Annual Attendance 80,000 60,000 40,000 20,000 o 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 . School Resource Officer Program The School Resource Officer Program ($2,178,000) is designed as a collaborative effort between the Chula Vista Elementary School District, Sweetwater Union High School District and the Police i , Department to make schools a safe and secure learning environment. Last year the department continued it's successful partnership with the school districts developing new programs to achieve this shared goal. Staff from the Police Department, in conjunction with the Chula Vista Elementary School District, secured grant funding to establish a program that seeks to combat bullying in schools. The costs of this program are largely offset by reimbursements from the school districts ($865,000) and from COPS in School grants ($359,000). Thus, the annual net cost of this program is $954,000. .. " In July 2003, the new Otay Ranch High School will offer students the opportunity to gain valuable knowledge and experience in law enforcement careers with the opening of the Law Enforcement Public Safety Academy. Similar programs have been implemented throughout the State and have been successful in helping students gain valuable education, skills and mentorship that will help them find quality law enforcement jobs when they graduate. The curriculum will provide students with the necessary skills to continue their education in a regular police academy, as well as providing them with valuable work experience that will be beneficial after graduation. One School Resource 46 k Officer from the police department will be assigned to staff the academy. The department is excited to be able to "groom" our local students to serve in the community in which they live. NEW INITIA TIVE: New Intel Analyst for SRO Program $68,000 As part of this innovative program, an analyst was added to the Police Department to serve as the project coordinator in developing a collaborative implementation plan to address this vety important issue. Additionally, this position will work with the School Resource Officers to address other crime related issues in the schools throughout Chula Vista. Neig hborhood Revitalization . NEW INITIA T1VE: Planning Division Reorganization $15,000 The Planning and Building Department is proposing organizational changes in order to address the renewed emphasis on the revitalization of western Chula Vista. A new position of Deputy Director of Planning is being proposed, to replace one Principal Planner position, to oversee the department's responsibilities in the west, as well as the areas in the east outside of Otay Ranch. This individual will supervise the Community Planning Section, be the direct staff link to the Design Review Committee (DRC) as well as supervise the planners that process applications that are reviewed by the Resource Conservation Commission, DRC, Planning Commission and City Council. This individual will also be responsible for the department's involvement with the creation of Specific Plans in the west. The new Deputy Director will provide direct supervision to the Principal Planner who supervises the development review section. This section intakes and routes applications, performs plan checks and inspections, and processes administrative permits. Staff in this section will also provide support to Code Enforcement staff on zoning issues as well as be responsible for the rewrite of the City's Zoning Code. . NEW INITIA TIVE: Broadway Revitalization Strategy $115,000 (CIP) This inter-departmental team effort, led by Community Development, will continue its progress toward establishing individualized revitalization strategies for specific target areas along the Broadway corridor. The strategy for the first target area, H Street to L Street, will be presented to Council in early Summer 2003 and will include specific revitalization recommendations including proactive property maintenance code enforcement, expansion of the City's faqade improvement program, upgrading streetscape, and updating the zoning and sign code. After adoption of a specific strategy for the H to L Street segment, the team will move on to the next of five Broadway street segments while beginning implementation of the efforts identified for H to L Street. . NEW INITtA TIVE: New Staff for Code Enforcement Program $181,960 - Staff from the Planning and Building Department are actively looking at ways to enhance the City's overall code enforcement program. As part of this process staff has recently completed a strategic plan that will help guide the future direction of the Code Enforcement Program. One of the strategies being proposed is to move forward with a "beat" system of code enforcement. This approach, which is based on a highly successful program that has been used in the City of Escondida for several years, would involve coordination with the Police Department street team and Community Development Department project managers to employ innovative and proactive methods to address community needs. For example, each 47 - officer would conduct housing inspections of multi-family residential complexes and hotel/motels in their "beat." Code enforcement officers may also be assigned to conduct proactive enforcement of sign and landscape regulations in commercial areas where the City is installing streetscape improvements and other community improvements. This proposed approach to code enforcement will focus on community appearance and preservation rather than simply responding to public complaints. The goal will be to reduce the requests for service or complaints through preventative action. Two code enforcement officers and one code enforcement technician are being added in fiscal year 2004 in order to begin implementation of this aggressive Code Enforcement Program. - . NEW INITIA TIVE: Zoning Code Update $270,000 (CIP) This is a three-year project to resolve inconsistencies in the existing zoning code, make the code consistent with the updated General Plan, and provide development standards tailored to specific areas of the City in need of revitalization. The benefit to the City is to make zoning codes more easily understood and more legally defensible. Use of a consultant in this project is estimated to cost $270,000 over the project duration. This project is consistent with all five of Council's strategic themes. · Mobile home/Trailer Park Inspection Program Community Development and Building Division staffs have been working to finalize a Title XXV TrailerlTrailer Park Inspection Program in conjunction with a public outreach effort to park owners, managers and residents to present the program as well as the recently revised Mobile home Rent Review Ordinance. The program will entail an I~' inspection program of all mobile home and trailer parks over a seven or eight year ,_ period for Title XXV compliance. . Motel Project Efforts continue towards decreasing crime and calls for service related to motels and adjacent areas. This initiative included $12,000 for a site survey and report identifying issues associated with each motel ($12,000), and officer overtime to implement the project ($5,000). The motel project is a partnership between the City's COPPS committee and the Chula Vista ConVis. A comprehensive study is currently underway involving 27 motels; with a goal of developing a citywide strategy to reduce crime and disorder at motels thus improving the level of services available to the community and tourists. Staff is beginning to communicate with the motel owners to find a solution to the problem via a collaborative effort between staff and owners. . Open Storage Ordinance Staff is nearing completion of a draft Open Storage Ordinance for properties in redevelopment areas that essentially brings all existing open storage requirements under one ordinance and sets the framework within which existing non-compliance uses can be brought into compliance over time and new open storage uses can be allowed but regulated. The ordinance is necessary in order to improve the physical and visual ,_ image and character of some of the City's heavier industrial use areas but does so in a '\ manner that is fair, consistent and not overly burdensome for existing businesses. The "- concept is to bring existing open storage land uses into compliance with existing 48 ".-\~::... <-0"'.:; .~ applicable zoning codes over time and allow for future open storage uses to be regulated through the Conditional Use or Special Use Permit process. Staff expects to complete this process and present it to Council in July. . Graffiti Abatement Program Our citywide Graffiti Eradication Program ($110,000) is a collaborative effort by the Police Department, Public Works Operations, South Bay Community Services and the Code Enforcement section of the Planning and Building Department. A Community Resources Coordinator in the Police Department oversees the program and coordinates graffiti eradication, education and enforcement efforts. This successful program allows for a multi-dimensional approach to graffiti eradication. For example, the Police Department conducts surveillance and undercover operations while South Bay Community Services supervises non-violent youth offenders to paint out graffiti as part of their community service. Staff has met with representatives from CalTrans, SDG&E, MTDB and the San Diego-Imperial Valley Railroad regarding the coordination of graffiti removal efforts. The majority of our efforts are focused on the westem part of the City, with particular emphasis being placed on graffiti removal along the 1-5 corridor. Citizens can report graffiti problems to the graffiti hotline at (619) 691- 5198. NEW INITtA TIVE: Western Chula Vista Infrastructure Revitalization Plan $21,000,000 The funding of needed infrastructure in eastern Chula Vista is typically funded through development impact fees. However, those revenue streams are generally not available for use in westem Chula Vista, especially with respect to streets and parks. Without those funds, the City has generally relied on more traditional funding sources for capital improvements in the western portion of the City. These same sources often are utilized to fund many of the City's operational activities; therefore, less is available for capital purposes. Staff has identified two potential funding sources that could be utilized or "leveraged" to accelerate infrastructure development in western Chula Vista. The first source of funding ($11.9 million) is the City's ability to borrow funds through the United States Department of Housing and Urban Development's (HUD) Section 108 Loan Program. Essentially, the City can borrow up to five times its annual Community Development Block Grant (CDBG) entitlement for CDBG eligible projects. Generally speaking, CDBG eligible projects are those types of infrastructure projects that are located with U. S. Census tracts that are found to be eligible for CDBG funds based principally on income levels within the tracts. In western Chula Vista, virtually all of the Montgomery area and some other tracts are CDBG eligible. The Section 108 Loan Program is a very attractive financing mechanism due to the historically low interest rates that are available. HUD bases the Section 108 Loan rates on an index known as the Three Month London Inter Bank Offer Rate (UBOR). Throughout the winter and into the spring of 2003, this rate has been in between 1.25% and 1.40%. On May 14, 2003, the rate was at 1.29%. HUD assesses a 20 basis point (.20%) charge on the loan; 49 therefore the actual rate for a Section 108 Loan would be in the neighborhood of 1.50% to 1.60%, which is significantly below market rates. These areas are also eligible for other types of funding including redevelopment grants or loans that are discussed in greater detail later in this section. r- 1'- The second source of funding ($9 million) is the revenue derived from the City's Residential Construction Tax (RCT). This is a tax that is paid when building permits are obtained for new residential structures or hotels and motels. Unlike development impact fees, this revenue source, while dependent principally on new development, is not limited to use in just those areas where the permits are being obtained and is not restricted to specific purposes such as streets or sewers. Because of its dependency on new residential building permits, RCT is a less stable revenue source than the Section 108 funds and is susceptible to reductions in times of economic downtums. The RCT funded pOrlion would be a more traditional financing program with interest rates commensurate with market conditions. A 5.00% rate was assumed for budgetary purposes. One of the principles staff utilized in analyzing these potential financing mechanisms was to not have the annual debt service on these financing sources exceed what the City typically budgeted from these funding sources for capital purposes. In fact, it was staffs desire to keep the annual debt service well below the typical budgets so that the City would still have some flexibility in capital budgeting in the future. With respect to the RCT porlion, staff is keenly aware that should development activity slow down significantly, the City's General Fund will be required to meet any porlion of the annual debt service payment. For this reason the amount proposed to be financed by RCT results in annual debt service payments that are roughly half of the revenue the RCT fund has generated in recent years. Two of the major projects to be funded under this financing plan are discussed in other parls of this document. The replacement of Fire Station 5 ($2.4 million of the $2.55 million total project cost funded under this plan) was presented earlier as parl ofthe discussion on police and fire incidence response. The continued replacement of ~. corrugated metal pipe ($3 million) will be presented subsequently as parl of the discussion on infrastructure maintenance. Some of the other major projects to be funded as parl of this financing plan include: · NEW INITIA TIVE: Western Parle Improvements $9,000,000 (CIP) Council has indicated that one of its primary goals in the coming years is a renewed focus on capital and infrastructure needs in the western porlion of the City. With this in mind, the City is aggressively seeking ways to increase park acreage in western Chula Vista. For example, Council recently approved the $2.3 million purchase of roughly five acres of properly on the norlh side of Oxford Street between Broadway and Industrial Boulevard with the intent of developing the properly as a neighborhood park. Staff estimates development costs to be approximately $1.5 million. Another ambitious park improvement plan involves Eucalyptus Park. The proposed improvements include new backstops, dugouts, and fencing for the ball fields, new irrigation and landscaping, new entryways, new parking lot lighting, two basketball courls and six horseshoe pits, and radically redesigning the lower park drainage system to address flooding issues. The costs of these renovations are anticipated to be close to $6 million. Finally, a $1.5 million plan to upgrade the facilities at Otay Park is being proposed for the coming fiscal year. These upgrades include new landscaping, new play areas for children, construction of a new restroom and picnic area, and renovation of the athletic fields. r- '-..-/ 50 . NEW INITIA TIVE: Castle Park Neighborhood Revitalization Program $4,000,000 (CIP) The Castle Park Neighborhood Revitalization Program (NRP) is a focused element of a $21 million capital improvement effort designed to upgrade public infrastructure in westem Chula Vista. The NRP is an inter- departmental effort, led by Community Development, to work with residents and other neighborhood stakeholders to identify and address physical improvement needs. Under this program, a variety of resources are focused in the targeted area to assist in implementing infrastructure, property, landscaping, and streetscape improvements. This cooperative process will help residents define their neighborhood priorities, prepare a neighborhood action plan and hopefully, agree to form an Assessment District. Created as a pilot program, the Castle Park NRP combines funding from the westem CIP program (CDBG Section 10Bloan), CHIP program, and a SANDAG tree donation grant to forge a single, focused effort to revitalize the Castle Park Neighborhood. The Section 10B loan will provide $2.4 million for drainage and sidewalk improvements. The SANDA G tree donation grant will provide $600,000 for landscaping in conjunction with property improvements. The CHIP will designate $500,000 for owner-occupied home improvements and if the City receives approval of a grant application, the "Jobs to Housing" grant funds will provide $500,000 for property improvements. Partnering and priority setting are at the heart of the NRP. Residents and other neighborhood stakeholders identify and address resident concems in partnership with City staff and others by developing a neighborhood action plan. In addition, residents form an assessment district through which they request assistance to make necessary infrastructure improvements. Resources are designated to the target area that will assist in implementing infrastructure and property, landscaping and streets cape improvements. . NEW INITIA TIVE: Additional Montgomery Revitalization Efforts $2,350,000 (CIP) Staff is proposing an additional $2.35 million capital improvement program for the construction of various drainage and street improvement projects in cooperation with the local residents. In order to maximize the use of these funds, staff will be aggressively pursuing the formation of new assessment districts in which the property owners will pay for the costs of their driveway improvements. The significant improvements to the neighborhoods to be done through this cooperative program will enhance the quality of life for Montgomery residents. City staff has been working with the residents along Quintard Street between Orange A venue and Third A venue on a project whereby the residents have already approved an assessment district. The assessment district will pay for the costs of their individual driveways, while the City will pay for the costs of curb, gutter and sidewalk, as well as the necessary pavement widening. This will reduce the property owners'share to approximately $2,500 depending on the width of the driveway. Similar improvements are planned for Date Street as City staff works with the residents in that area to form such an assessment district. At the request of residents, the alleys bordered by Banner, Albany, Montgomery and Zenith Streets are proposed to be paved through implementation of a similar type program. II 51 ~ Infrastructure Maintenance '- · Corrugated Metal Pipe Replacement $3,000,000 (CIP) There are a significant number of drainage projects in the western portion of the City that need to be addressed - the single largest project is the rehabilitation or replacement of corrugated metal pipe (CMP). CMP was a typical pipe utilized in the past for all sorts of drainage projects. While not necessarily inherently bad, CMP is much more prone to failure than the kinds of pipe that the City now utilizes for drainage projects, concrete pipe or plastic derivative pipes. CMP, by its nature, is subject to corrosion and with that, weakening of the structure of the pipe. As this process evolves, soil around the pipe gradually erodes and large subsurface cavities are formed which can eventually become sinkholes. This failure often results in the collapse of the area immediately above the pipe. It is projected that $3 million will be targeted to CMP rehabilitationlreplacement projects. While this amount will not enable the City to deal with all of its 22+ miles of known CMP, it will provide Engineering with a substantial ability to focus on those segments that pose the greatest risk for failure. It is expected that after the initial funding has been expended, the City will continue to fund additional CMP rehabilitation/replacement work as part of an annual funding program. This program provides for a more comprehensive CMP rehabilitation/replacement program that will minimize the work that--. is done on an emergency basis. · NEW INITIA TlVE: Playground Improvements $663,000 (CIP) In fiscal year 2003, the City made substantial upgrades to a number of existing playgrounds throughout the City. Those playgrounds were: Tiffany Ridge Park, Los Ninos Park, Valley Lindo Park, Lancer/ot Park, Connoley Park. The cost of these improvements was approximately $720,000. In fiscal year 2004, it is proposed that the playgrounds at Bonita Long Canyon Park, Discovery Park and Rohr Park (west end) be renovated at an expected cost of approximately $300,000. In fiscal year 2005, $363,000 is programmed to renovate the playgrounds at Terra Nova Park, SDG&E Park and Palomar Park. · NEW INITIA TlVE: Traffic Signals $500,000 (CIP) The City has begun a $500,000 project to safeguard motorists and pedestrians by installing an uninterruptible backup power system designed to keep traffic signals at Forty-three key intersections "alive' during power failures such as rolling blackouts. 52 r . Sidewalk Replacement and Trip Hazard Mitigation The sidewalk replacement program ($100,000) is used for locations within the City that have been called in by the public and staff as trip hazards. These locations are usually areas that have lifted more than 3/4 of an inch. For those locations that are at or less than 3/4 of an inch, the Street Maintenance Unit has developed a proactive program of sidewalk grinding that will greatly reduce trip hazards. The program prioritizes sidewalks based on foot traffic and other considerations to ensure they have safe sidewalks to help prevent injuries. High foot traffic areas near residences for the elderly such as the Congregational Towers and Fredericka Manor are being addressed first. Next on the priority list are sidewalks around post offices, commercial areas, schools, and churches. In all cases where a trip hazard is identified, a temporary asphalt wedge is placed until the sidewalk can be replaced or grinding can eliminate the trip hazard. . Thermoplastic Striping Machine As a result of the Street Striping and Signing Staffing Study completed in fiscal year 2001, Council approved a new thermoplastic machine $44,000 to be used to install all school and pedestrian crosswalks citywide. The new Line Master Thermoplastic Machine has been in service for approximately one year. The thermoplastic machine can put down 4", 8", and 12" wide material. The Striping and Signing Section has installed over 17,000 feet of thermoplastic over the past year, which equates to approximately 30% of the crosswalks citywide. The section has installed both white and yellow crosswalks. It is the section's goal to complete a minimum of 25% of all crosswalks each year. Painting four legs of crosswalks at an intersection previously took a crew approximately eight hours. However, now a crew can install thermoplastic at an intersection in less than three hours. This increased productivity ensures all crosswalks and school markings are maintained and safe. It is estimated that the plastic will last approximately three years instead of one year when painted. . Striping and Signing The Street Striping and Signing Unit . ($838,777) installs and maintains traffic markings and signage throughout the City to promote: safe traffic flow, ensure that City residents and visitors have safe, clear, and continued access throughout the City, reduce the liability of the City, and to allow enforcement of the traffic laws by the Police Department. The major work tasks include: ,;'Ai f.'-: . - f~!'f ::r~ ~~~. ..,~. ,r ..1 - ,-< ;:.'~ ,,~ . ..~~., .- . ,) ~. ,;j,,"~. ~~ __ \ . rlll'~~J'\:,j:- - - ~ Ia!~c~'\~ ~ 53 . Installing, manufacturing, and maintaining traffic and street name signs;- ,,~ . Striping and installing raised and temporary pavement markers for lane demarcation; . Painting pavement legends, curbs, crosswalks, and parking spaces; and . Layout, spot and place temporary pavement markers in preparation for striping new or resurfaced streets. · NEW COST: Addition of New Staff to Maintain New Community Facility Districts $158,000 In fiscal year 2004, four additional Community Facility Districts with six zones will be turned-over to the City with budgets totalling approximately $1.5 million annually. As a result, two Open Space Inspectors ($118,000) and a Fiscal Office Specialist ($40,000) are being added to assist with the administion of these districts. Environmental Programs . NEW INITIA TIVE: New Conservation Office $85,000 With Council's adoption of the fiscal year 2004 and 2005 budgets, the Special Operations Program will ._ become the Office of Conservation and Environmental Services (aCES). The aCES will develop partnerships with state and federal agencies, environmental advocacy groups and businesses to attract-- funding and recognition that support the environmental policies, goals and programs established by Council to enhance the community's environmental commitment. The aCES will manage the major utility agreements such as recycling/solid waste, energy, cable and telecommunications. The aCES will be responsible for providing public education and promoting environmentally sustainable practices among local residents and businesses including energy conservation, climate protection, global warming prevention, the urban heat island effect, renewable energy, recycling/solid waste and proper household hazardous waste disposal. The aCES will continue the City's participation in the International Council for Local Environmental Initiatives (ICLEI) and its commitment to the prevention of global warming. The aCES will also work with City departments to ensure that the City facilities and operations provide the public with a model for environmentally sustainable behavior. To offset the costs of these program adjustments, staff recommends a 1/2% increase in the AB 939 fee applied to monthly solid waste bills. The adjustment will generate approximately $75,000 in the first year and have approximately a $0.07 per month impact on the average household and a $0.40 per month impact on the average commercial refuse customer. Staff will also reallocate approximately $25,000 of Used Oil and Block Grant funds and household hazardous waste revenues to fund the Conservation Coordinator position. Up to an additional $25,000 will be recovered through time spent by staff on plan review. Together these sources will fund the recOOlmended changes. These changes represent the first adjustments in the City's environmental program team in several years. New state regulations, mandated program requirements, and growth have had a major impact on the division's ability to maintain the quality of service, meet state regulations and pursue grant opportunities. _ The proposed adjustments will allow the aCES to maintain service levels, meet state requirements and pursue the grant funds and awards that support the Council's environmental goals. - 54 ........'" . . NEW INITIA T1VE: Blodlesel Fuel Program $30,000 Renewable fuels such as biodiesel playa critical role in shaping our national energy strategy, improving regional air quality and preventing global warming. While helping to reduce the nation's dependence on foreign oil, the City will be increasing its commitment to clean air, sustain ability and the nation's rural economy. The City has already made a tremendous commitment to local air quality through vehicles programs such as compressed natural gas transit buses and fuel cell technology demonstration projects. The City has also required contractors like Pacific Waste Services to convert to clean fuels. That requirement caused Pacific Waste to convert its entire San Diego fleet of approximately 100 collection trucks and support vehicles to biodiesel. The conversion to biodiesel could take place as soon as the first fuel shipment following budget approval. Converting to biodiesel will compliment the City's clean fuel activities by allowing the City to immediately reduce particulates and other air emissions produced by diesel vehicles in the City's fleet. Biodiesel will also serve as "bridge" technology that compliments ongoing research in particulate traps, cleaner burning combustion engines and other renewable fuel technologies. Vehicles using biodiesel will meet or exceed many of the same reductions in opacity (particulates), C02 and other air emissions achieved by other alternative fuel choices that require more changes to maintenance and fueling infrastructure, vehicle replacement, training and other more long-term commitments. The benefits, particularly the reduction in particulate emissions emanating from the tailpipes of City vehicles will be noticeable immediately. . NEW INITIA T1VE: NPDES Program Enhancements $156,500 In late fiscal year 2004 a two person crew (one Senior Maintenance Worker and one Maintenance Worker II) is being added to maintain four new Community Facility Districts' to ensure compliance with National Pollution Discharge Elimination System (NPDES) permit requirements. These costs are totally funded by the districts. This federally mandated program was first implemented by permit from the Regional Water Quality Control Board in late 1990 and reissued with significantly more stringent requirements in February 2001. The program was designed to help maintain strong and safe neighborhoods by reducing many pollutants that enter the City's storm-water system and end up in the Sweetwater and Otay Rivers, the City's creeks, and the San Diego Bay. Staff is developing a comprehensive program of educational outreach, continued implementation of the inspection program, and refinement of a monitoring program that will help residents and businesses identify and reduce the pollutants they produce. The City will serve as a community model by applying pollution prevention practices to City buildings, parks, construction sites and roadways. . NEW INITIA TIVE: New Full- Time Associate Planner for MSCP Program $9,922 In fiscal year 2004 the City will convert an hourly Associate Planner to a permanent full-time position. The cost of the hourly position was $61,491 and the cost of the permanent position is $71,413 for a total additional cost of $9,922. The benefit of this move is a reduction of turnover in a position used for environmental mitigation monitoring, a program demanding consistent action. I 55 Neighborhood Programs . Community Centers Strengthen Neighborhoods Loma Verde Center ($150,000 operating budget) celebrates Cinco de Mayo, the Chinese New Year, Saint Patrick's Day and Mardi Gras as well as participating with the Fair Winds Family Resource Center in putting on Spring Fest and Fall Fest. In turn, Fair Winds is usually present at Loma Verde's events providing refreshments as a fundraiser. Fair Winds also uses space at Loma Verde Center for some of its events. ESL classes and day care are provided at Loma Verde through Chula Vista Elementary School District. This summer, parenting classes will be provided in cooperation with San Diego State University. Otay Recreation Center ($94,000 operating budget) personifies the community hub philosophy through programs with Montgomery Elementary and Otay Elementary Schools, the Chula Vista Adult School, and MAAC Project. These classes and activities include Mommy and Me and Senior Aerobics. Seasonal and holiday events, such as Spring Carnival and Family Nights, provide neighborhood get-together opportunities. Parkway Center ($123,000 operating budget) collaborates with Beacon Family Resource Center in the Resource Center's Block Party. Holiday programs, youth and adult sports leagues at Parkway Gym, Tiny Tots programs, and drop-in activities provide a magnet for the community. 56 . ,",.","..' Chula Vista Community Youth Center ($111,000 operating budget) is a model of collaboration that offers a mix of school, recreation and community uses in class offerings that sometimes blur between the Chula Vista High School (CVHS) and the Recreation Department. The Youth Center also works closely with Rice Elementary's New Directions Family Resource Center, offering a number of Special Interest Classes there. Summer sports camps, Spring Fling and Teen Nights round out the programs. This summer CVHS students will create a mural in the entrance foyer celebrating the schools' contributions to academics and sports. . NEW INITIA TIVE: New Programs at Heritage Park Center $40,500 Several new classes and programs are being proposed for the coming fiscal year. Foremost among these programs is a formal fee-based after-school program. There have been many requests from parents for this type of program, due to the attendance limits for the nearby DASH program at Heritage Elementary School. Currently, a free after-school drop-in program is offered on Mondays, Wednesdays, and Fridays. Attendance at these classes has been averaging between 20-25 participants. Staff is also proposing to continue intersession camps in the summer, fall, and spring, when the year-round schools are not in session. New programs for youth are Emerging Athletes, a hard court outdoor basketball league, and a kickball league. Popular classes that will be continuing include Totally Art, Bumble Bee Sports, and various types of dance and art classes. CULTURAL, EDUCATIONAL, AND RECREATIONAL OPPORTUNITIES Access to a wide-range of cultural, educational and recreational opportunities that meet the needs and interests of a diverse community is the cornerstone of a great City and great neighborhood. A broad range of options must exist to appeal to various age groups, cultures and interests. Developing diverse programs and providing programs that meet specific individual and community needs is a key component in a "livable" community. The number and types of opportunities available throughout the City continues to expand through collaboration and a combination of public, non-profit and private offerings. Some of the efforts towards broadening opportunities include: . An emphasis on community-focused strategic planning, . Increasing the variety and accessibility of cultural, educational and recreational opportunities, and . Participating in efforts to improve educational opportunities. Community Focused Strategic Planning . Library Strategic Plan The Chula Vista Public Library is currently in the second year of its five-year strategic plan. This plan outlines the Library's key service responses, which include Basic Literacy, Current Topics and Titles, Library as a Community Commons, General Reference, Life Long Learning, and Local History. A comprehensive process to 57 systematically and regularly review progress on the various goals and objectives related to the plan's implementation has been developed. This year's highlights include the continued maturation of the Library's marketing and public relations program with the introduction of the very popular "Book Bug", a renewed emphasis on providing multiple copies of popular books, enhancement of the Heritage Museum and local history efforts, and the creation of a "baby time" story hour. \- . Recreation Strategic Plan The Recreation Department is nearing completion of its five-year strategic plan. The department is in the process of finalizing its strategic initiatives and goals, which will then be presented to a strategic plan steering committee comprised of members of the public and department staff. Staff will then develop objectives and an action plan subsequent approval by the steering committee of the initiatives and goals and present a formal strategic plan to the City Council sometime in June or July. Some of the draft initiatives currently being considered include: . Conducting a program and facilities needs assessment, . Improving marketing and communication, . Strengthening collaborations with other agencies, ~ \~ . Broadening access to programs, and . Continued commitment to an outcome-based program management and performance measurement system. Diverse Cultural, Recreational and Educational Opportunities · Diverse Opportunities Offered at Branch Libraries In fiscal year 2003, the Library expects to present over 800 free adult, children's and young adult programs, attracting some 40,000 attendees. Jazz concerts, storytelling, classical guitar festivals and spoken arts events are just some of the programs held in the City's three branch libraries. Visual arts are highlighted by the presentation of rotating exhibitions of local works at the Rosemary Lane Galeria at the South Chula Vista Branch Library. · Diverse Recreation Opportunities Offered the Recreation Department The Recreation Department, through its Athletics Section, offers a variety of athletic activities for adults and youth throughout the year. The activities for adults include leagues for men's, women's and co-ed softball, men's basketball, men's over 35 .~ basketball, co-ed volleyball, golf, men's flag football, and senior softball. Activities for .~ youth include basketball for boys and girls, track and field for boys and girls, and co-ed indoor soccer programs. The purpose of the youth sports program is to teach 58 " youngsters the fundamentals of the sports offered. The number one goal of the program is to encourage participation and sportsmanship. The Recreation Department's Therapeutics Section offers a wide range of activities for persons with disabilities. These activities include dances, parties, sports and games, field trips, and special events. Participants can pay an optional annual membership fee of $40 for residents and $50 for non-residents and enjoy discounted admission for dances, field trips, and programs. Some of the programs offered include day camps, jazz dance, cooking classes, bowling, wheelchair sports, and hand cycling. The Recreation Department's Aquatics Section provides a variety of learn to swim programs for children and adults, water aerobics, lap swimming, private swimming lessons, Master's swim programs, and competitive springboard diving at the City's two pools. The Department partners with local elementary schools to provide Elementary Learn to Swim programs during school days. The Department also rents out pool time to various high schools in the Sweetwater Union High School District for swim, water polo, and diving practices. . Len Moore Skate Park Construction of the Len Moore Skate Park ($1.8 million) in Greg Rogers Park is underway and scheduled to be completed in August 2003. The City and the Chula Vista Boys and Girls Club had entered into an agreement whereby the Club will operate the skate park. Opening of the park will meet the City Council's vision to provide a safe skate venue for youth and young adults of Chula Vista. . Life Options South Bay Norman Park Center Annex The "Life Options South Bay" program is a collaboration between the City, Southwestern College and the Chula Vista Coordinating Council and provides "connections" for persons over 50; serving as a resource for learning opportunities and channeling skills and talents into significant community service. This program is the first of its kind in the country. The lifeoptionssouthbay.com website, which debuted in February 2003, is a reference guide for retirees interested in expanding opportunities in the areas of education, health, employment, job training, fitness, recreation, travel and volunteerism. The site now receives over 1200 "visits" per month. . Theatre Groups This year the San Diego Junior Theatre moved into their new South Bay campus on the corner of 3rd and Davidson in the heart of downtown. The City assisted this effort by providing $30,000 towards ADA modifications to the facility. Junior Theatre is a non- profit theatre group committed to providing engaging, innovative, and high-quality theater education and production for children of all cultural heritages, ages, abilities and levels of interest. 2003 marks their fifty-fifth year of service to the San Diego theatre scene. Junior Theatre attracts students from throughout the City and south bay area by 59 providing a full schedule of acting, singing, set design and movement classes. Along with OnStage Playhouse/Gallery and Montezuma Books, San Diego Junior Theatre is forming the basis for a Third Avenue Arts District. . Recreation Specia//nterest Programs Special interest recreational classes for youth and adults, offered by contractual instructors with expertise in a particular area, are a major component of the department's diverse recreational programming. Approximately 7,500 individuals participate yearly in the department's 191 separate classes, which represent 82 topic areas within the six major categories of Pre-School, Performing Arts, Dance, Music, Arts & Crafts and Fitness & Outdoors. Examples of this wide range of offerings include tiny tots and movement education, acting, tap, and flamenco dance, guitar, chorus, drawing, photography, gymnastics, karate, aerobics and weight training. Classes are offered both days and evenings throughout the year"at all City community centers and additional "satellite" sites at various elementary schools. The department continually solicits program proposals from contractual instructors to continue to offer a wide variety of class types that meet the diverse recreational, social and multi-cultural needs of the City's population. The department continues to seek new satellite locations that will provide alternate programming areas to provide added convenience for both participants and, in the case of youth classes, parents as well. The special interest recreational classes will likely exhibit tremendous growth in the near future as the recreation facilities associated with the Veterans, Salt Creek and Montevalle Community Parks come "on-line" beginning in October of 2005. · NEW COST: Maintenance of New City Parks $245,584 In fiscal year 2004, 22.5 acres of additional parklands (Harvest, Sunset View, and Santa Cora) will be added. In 2005, an additional 31.3 acres of parkland will be added. In 2005 two additional Gardener I positions and a Parks Supervisor will be added in order to adequately maintain the new parks. Maintenance will include weekly manicuring (mowing, edging, etc.) of the grounds, cleaning of restrooms seven days a week (twice a day), and weekly litter control. Turf maintenance (aerating and fertilizing) will be completed three times annually. · David A. Werge/and Shark and Ray Experience $950,000 (CIP) This exciting new exhibit is in the final stages of construction and is planned to open to the public mid-summer 2003. This state-of-the-art facility provides yet another opportunity for educational and recreational adventure and will become a major focal point of visitor/student interest. The new exhibit is expected to generate approximately $45,000 in increased annual admission, membership, and gift shop revenues, while increased operating costs are expected to be minimal. '.~ 60 .... . Eagle Mesa $49,000 (CIP) Funded by private and state funds in 2002, the new Eagle Mesa exhibit opened this year providing the only public-accessible exhibit of Golden Eagles in San Diego County. With the anticipated arrival of a Bald Eagle into the impressive raptor collection, the Nature Center will further underscore the bi- national partnership between the United States and Mexico by displaying both national birds. . Light-footed Clapper Rail Breeding Program Successes in this special partnership with SeaWorld and the U.S. Fish &Wildlife Service continued in 2003 with over 30 of the endangered birds having been released to date. The program has piqued national attention and endorsements by the American Zoo/Aquarium Association are helping to pave the way for increased public and private funding. . NEW COST: Nature Center Shuttle Service $75,000 Recently, the MTDB made a termination that the shuttle service provided to bring visitors to/from the Nature Center does not meet the guidelines for continued MTDB funding subsidy. The City and MTDB agreed to a 2-year phase-in of increased City funding beginning in fiscal year 2003 ($10,900). For fiscal year 2004, the City's share increases to 50% ($37,500), and for FY'05, the City agreed to full funding ($75,000). In anticipation of this and the opening of two new major exhibits at the Nature Center, admission fees will be adjusted for the first time in 10 years. This increase, proposed to be effected co- incident with the opening of the Shark & Ray Experience in July, is anticipated to boost revenues by approximately $45,000. Staff will be exploring ways to provide the best possible service at the most reasonable cost - for without transportation, the public is not able to take advantage of this uniquely- significant educational and recreational opportunity in our community. . NEW INITIA TIVE: Home Composting Discovery Exhibit and Field Lab $20,000 This new exhibit, opening mid-summer, will provide area residents and visitors a thorough and hands-on experience learning about backyard composting and its many positive impacts on the environment. The costs of this new exhibit are fully funded by AB 939 recycling funds. . Whitewater Rapid Kayak/Rafting Center Staff is actively investigating the possibility of expanding its current visitor attractions by developing a whitewater rapids course that would offer a training venue for Olympic hopefuls as well as a commercial year-round destination park for rafting, kayaking and canoeing activities. The park could be expanded to also include other outdoor adventure sporting activities like rock climbing and mountain biking. Staff is working with the Olympic Training Center and Knott's Soak City for potential partnering opportunities including funding a project feasibility study to consider locating the course on the vacant 33 acre site adjacent to the existing water park. 61 Efforts to Improve Educational Opportunities . School Task force The Planning Division provided staff support to the "Schools Task Force," which was created last year to evaluate issues related to provision of adequate school facilities to meet the demands of continued residential growth in the City. The final report of the Task Force contains several recommendations for improving the coordination between the School Districts, the City, and the development community to ensure that new schools are built in a timely manner, and that new homebuyers are aware of how new schools are financed and built. . University Task Force As directed by the Mayor, an inter-departmental team is preparing recommendations related to forming a Council-appointed Blue Ribbon University Task Force. The Task Force is envisioned to represent a wide range of public and private stakeholders in the attraction of a four-year university to Chula Vista and the South Bay, and will be charged with developing a university attraction action plan. A technical committee and a private consultant will assist the Blue Ribbon University Task Force. ECONOMIC DEVELOPMENT Economic development supports all and benefits from all of the other strategic themes. Economic development seeks to attract a wide range of employers to provide opportunities to work in the City. Economic development efforts support a healthy economy that enhances service levels and provides fiscal stability. With this goal in mind a number of programs are being developed to add to the City's economic health and diversity: . Implementation of the City's Economic Development Strategy, and . Business Recruitment, Expansion and Retention. Economic Development Strategy . Economic Development Strategy Over the course of fiscal year 2003, staff completed and Council adopted an Economic Development Strategy (EDS) ($169,000). Twelve broad goals and associated specific action items were identified that are both ambitious and realistic. The goals range from promoting the City's many attributes to enhance our image within the region, to revitalizing western Chula Vista and strengthening its connections to the eastern parts ofthe City. Other examples include improving Chula Vista's jobs-to-housing balance by preparing business and office parks and related infrastructure, and by encouraging excellence in our schools and training programs to ensure a well-prepared workforce. 62 Some of the strategies are ongoing, and will be expedited or expanded. Some strategies directly impact land use decisions and are being incorporated as part of the General Plan update. All are being implemented to meet timeframes set out in the plan, most of which range from 1 to 4 years. In Fiscal Year 2004, the City's Business Response Team will adopt EDS benchmarks for progress monitoring, and will meet monthly to ensure that the citywide team is moving the EDS goals forward. When fully implemented the EDS will serve as a blueprint for economic development activities throughout the City helping to insure Chula Vista retains a healthy, vibrant, and balanced economy through the year 2020 and beyond. Business Recruitment, Expansion and Retention . Image Enhancement Campaign The City's Communications Audit, Economic Development Strategy, and General Plan update public participation processes have each identified a pressing need to update and enhance the City's image both within and outside the San Diego region. Through interviews, workshops and focus groups, the message was conveyed to City staff that Chula Vista's attributes are not being successfully communicated to potential visitors and investors, and in many cases to our own residents. The feedback indicates that there is often a distorted perception - or simply a lack of awareness - of Chula Vista's geographic boundaries, strong demographics, recreational and open space amenities, commercial, industrial and residential opportunities, and award-winning educational programs. As a result, one of the EDS goals is to promote a positive Chula Vista image by aggressively promoting City assets. An interdepartmental task force has been created to develop an action plan with initial activities including clarifying the City's "message" and updating the City's economic development marketing plan. As part of the marketing plan, specialized strategies will be applied to specific projects, including the university recruitment effort and targeted industry clusters. . Restaurant Recruitment Initiative Community Development launched a restaurant recruitment initiative last year that included, as a first step, forming a restaurant recruitment task force. The task force consisted of local caterers, commercial brokers, Chula Vista Center representatives, the DBA and the Chamber. The task force completed its' mission by working with staff to prepare a restaurant recruitment action plan. Staff has been working to implement the plan and will continue to do so over the next fiscal year. I Activities to date have included identifying desirable restaurant types, site selection criteria, and potential restaurant sites. Based upon that information, a restaurant recruitment package was developed and continues to be updated regularly. Staff will continue to work with Eastlake on the "Restaurant Row" concept, heavily marketing downtown and making general outreach efforts. Finally, staff will be pursuing the development of an incentive strategy to attract restaurants through potential fee deferrals/waivers and financial assistance from RDA funds. 63 .- The cost of the restaurant recruitment initiative, not including staff time, is approximately ,_ $13,800 annually. This covers the costs of printing the restaurant recruitment package, general promotions, and a reception for restaurateurs. . Targeted Business Recruitment Building on successful targeted business recruitment efforts that brought Hitachi, Leviton, and DNP and their high-paying jobs to Chula Vista, staff is actively recruiting an established German based biotech company interested in locating a clinical trial facility in California. This effort is designed to "seed" the growth of a biotech cluster in Chula Vista. Under contract with biotech firms, the company conducts research into diabetes and obesity related treatments, devices, and medications. This targeted business . recruitment represents an opportunity to create the beginning of a Chula Vista biotech labor pool (physicians and researchers) and a link with the company's biotech partners in California and Europe. Staff is assisting them in finding office space, clinic space, and is facilitating a relationship with Scripps Hospital. . Auto Park Expansion The Specific Plan and related environmental review process is nearing completion for this 39 acre expansion to the Chula Vista Auto Park on the north side of Main just east of the existing dealers. This entitlement project, which would allow for the development of three to four additional dealerships with ancillary automotive uses, is expected to be completed in June. The developer is currently in active negotiations with a number of_ potential auto dealers to occupy the site. A number of planning and environmental regulatory issues are nearing resolution. Staff is awaiting the submittal of the revised project description and tentative parcel map to continue the processing of this important and exciting expansion to the auto park directly east of the existing dealerships. The project could include from 4 to 7 new dealerships with ancillary restaurant and automotive related uses. . Local Employer Assistance Program The Local Employer Assistance Program (LEAP) will be fully reactivated in fiscal year 2004 following a staffing vacancy and transition. At the core of the LEAP program are the on-site business visits. Staff plans to visit 18 Chula Vista companies in fiscal year 2004. The purpose of these visits is to: 1) develop relationships with our local employers in order to directly address any issues they may have; and 2) identify common business concerns and opportunities in order to best utilize City resources in developing business retention/expansion programs and services. In response to the needs expressed by local businesses, the LEAP program will continue to offer hands-on Ombudsman services. The business retention specialist will take the lead on facilitating rapid and effective response to business requests for assistance by coordinating with other City departments as well as LEAP partners. This year, Economic Development staff, in concert with our partners, will assess the City's first two LEAP Fairs' successes and challenges to determine the best approach to hosting a fiscal year 2004 event. The event will be designed to bring local employers together to learn about the wide-ranging ~ 64 resources available to them. The LEAP program will also co-sponsor at least two business seminars on timely topics of interest. Not including staff time, the cost of these programs is approximately $12,500 annually. This includes funding for the LEAP Fair, a business appreciation luncheon, and contractual services. . Bayfront Development Development of the City's Bayfront will play a critical role in long-term economic development for the City. Community Development is involved in two major Bayfront planning efforts: Bayfront Commons Specific Plan and the Chula Vista Bayfront Master . Plan for the Port tidelands. These two efforts, coupled with agreement implementation efforts should lead to the Chula Vista Bayfront becoming the City's signature destination point for Chula Vista residents and visitors. As a whole, the Bayfront is envisioned to include a well planned and balanced mix of residential, hotels, parks, trails, open space, restaurants, retail, entertainment and employment business center uses with strong architectural identity and significance. COST EFFECTIVE GOVERNMENT AND FISCAL STABILITY The ability of the City to achieve success in providing a connected, balanced and cohesive community composed of strong and safe neighborhoods and providing diverse cultural, education and recreational opportunities is dependent upon providing great services effectively and efficiently and ensuring the fiscal stability needed to maintain service levels and respond to community needs. This is done by: . Maintaining public confidence in City finances . Implementing a performance management system, . Providing stability through a diversified revenue base, . Utilizing sophisticated fiscal analysis to accurately assess economic conditions, opportunities and threats and identify fiscal issues, . Continually assessing City operations and implementing improvements including evaluating both long and short-term costs and benefits when evaluating any potential cost saving proposals, and . Maintaining a high-quality well-trained work force. I 65 - Maintaining Public Confidence in City Finances ',- . Auditing and Reporting Maintain Confidence in City Fiscal Stability With the goal of maintaining public confidence in the fiscal stability of the City, the Comprehensive Annual Financial Report (CAFR) is prepared and audited by and independent audit firm. This report is used by City Council, our Citizens, rating agencies and potential investors to evaluate the City's financial condition. The preparation of the CAFR was particularly challenging this past year due to the new Governmental Accounting Standards Board pronouncements (GASB 34). This involved the most significant change in the history of financial reporting for state and local governments. The City's CAFR has been recognized by the Government Finance Officers Association for excellence in financial reporting. Council is also provided with Quarterly Fiscal Status and Investment Reports. The Fiscal Status Report identifies and discusses any variances between budgeted expenditure and revenues, which may require mid-year changes to the approved budget. This report is critical in order to address any significant shortages in revenues or over expenditures in a timely manner with the goal of maintaining healthy reserve levels. The Investment Report provides Council with the value of our pooled investment fund and provides assurance that we are in compliance with the City's Investment Policy. ,'/ The City Council is periodically provided with a 5-year revenue and expenditure ~ projection report to enhance the long-term financial planning of the City. Included in the analysis of City revenues is a review to determine whether a diverse and stable revenue base is maintained, which will ensure fiscal sustainability during volatile times. Performance Management System . NEW INITIA TtVE: Citywide Performance Management System During the past several years, staff has taken numerous steps to further improve the quality of the City's long-range planning, performance measurement, and budget processes. Some of these steps include moving to a two-year budget process, participating in ICMA's comparative performance measurement project ($50,000 annually), updating the City's General Plan ($1.1 million CIP), adding a Strategic Plan Manager ($125,750 annual salary and beneftls), and implementing a dedicated performance measurement software system ($100,000). The City is now moving forward with an ambitions plan to better integrate these components into a single framework. Over the course of a three-month period in fiscal year 2003 a team of executive, senior, and middle management staff, chaired by the City Manager, developed a performance management framework comprised of four major components: public input, long-range planning, business planning, and cascading of higher level plans to lower levels of the City. When fully implemented, this framework will provide the City with a cohesive and systematic process of strategic planning, priority setting, resource allocation, and performance measurement and will focus all levels of the organization on a singular purpose - achieving results for our citizens. .r- .~ 66 Stability Through Diversification of Revenue . Efforts to Diversify Revenue Base One of the City's strengths has been its diversified revenue base. A diversified revenue base lessens the impact fluctuations in specific economic sectors have on the City's ability to provide services. Although we maintain a diversified revenue base, it will be imperative to the continued fiscal sustainability of the City to focus on increasing our Sales Tax revenue base. As shown earlier in this document, our City is substantially behind other jurisdictions on capturing residents' sales tax dollars. During the next two years many of our economic development efforts should help to bolster our per capita sales tax revenue. . NEW INITIA TIVE: Fee Adjustments to Maintain Revenue Diversification $645,700 new revenue Some fees for various services provided by the City are flat fees. Flat fees are generally used when the cost of service is consistent among various users and the effort that would be required to bill based on actual costs would be unnecessarily cumbersome. Flat fees require periodic updating. During the budget process each department was asked to review their flat fees. As a result of this review, several fees are being recommended for updating, as costs have changed significantly since the fees were set several years ago. Revenues from these anticipated fee increases have been included in the recommended budget. Of these fee increases, Council has only adopted the proposed increase in recreation fees. The other fees will be brought forth for Council adoption after appropriate public notice, commission review if applicable, and legal review. Fee changes included in the proposed budget are: . Proposed new $10 adoption fee that will generate an estimated $32,000 to fund an adoption counselor with the goal of increasing adoptions and lowering the euthanasia rate . Proposed increases to security alarm permit fees based on cost of living increases since the fee was set which will generate an estimated $43,700 annually to help offset the cost of police services . Proposed changes in fire permit fees to adjust for increased inspection costs. It is estimated these increases would generate an additional $67,000 annually . Proposed increases in zoning permit fees to partially fund the increased costs of inspection of new businesses by Fire Department personnel to ensure compliance with fire, building and zoning codes. This fee is estimated to increase one time start up business fees by $30 and generate an additional $90,000 per year . Proposed changes in recreation fees to adjust for changes in costs since fees were adopted should generate an additional $208,000 annually. These fees were adopted by Council resolution on May 8, 2003 . Proposed increase in the annual charge for video and DVD rentals from the public libraries from $15 to $20 annually which increased budgeted revenue by $14,000 annually I 67 - · Proposed increase in interlibrary loan request fee from $1 per item to $5 per item; estimated to .'-.-- generate $1,000 annually . Increase in admission fees for the Nature Center commensurate with the opening of the new Shark and Ray exhibit to partially offset increased transit costs from MTDB. It is estimated that this will generate an additional $15,000 annually In addition to these recommended increases in flat fees, two other fee proposals are recommended in the budget: . Applying existing planning fees to projects in redevelopment areas. It is estimated that this would shift $100,000 per year from Redevelopment Agency (RDA) funding to developer funding, thus enabling RDA money to be used for specific projects that are desirous to support RDA development goals . Lastly it is recommended that the AB939 fee that supports recycling programs be increased by Yo percent to support improvements to the recycling program. This would generate $75,000 annually. . Development Impact Fee Update During fiscal year 2003 a major update of the Public Facilities Development Impact Fees was implemented. This update added a recreation facility component and resulted in millions of dollars for needed facilities. Given the rate of development and rapid increases in development costs it is imperative that all development impact fees ./ be reviewed and updated as needed in fiscal year 2004 to preserve the City's ability to_ provide needed facilities with developer funding. . Nature Center Gift Shop In FY 2002, a benefited %-time Bookstore Manager position was approved to upgrade the previous non-benefited Yo-time position. Since the new position was filled in January of 2002, a complete re-merchandising of the shop has been done resulting in an increase in retail sales of over 17%. Even greater returns are expected following the openings of Eagle Mesa and the David A. Wergeland Shark & Ray Experience. . Marketing Component for Recreation The Recreation Department will be exploring ways to increase revenues and also better market its facilities. The recreation centers could be marketed as banquet facilities, in addition to being considered a rental facility. The department will be looking at the potential of offering, via a Request for Proposal (RFP) process, an exclusivity agreement to a catering or event planning company for all recreational facilities rentals or special events (Memorial Bowll Woman's Club, Norman Park Center, Loma Verde Center, Parkway Center, Heritage Center, Otay Center, Youth Center). The agreement could be drafted to reflect some type of monetary compensation back to the department for the rights of exclusivity. There could be a buy-out clause in the agreement for the public to give them the opportunity to use an outside entity if they so choose. The department will coordinate this project with the City's purchasing agent. Some of the other marketing possibilities the currently being explored include: .~ \~ 68 . Marketing Memorial Bowl and the Woman's Club as a wedding rental package, and . Developing agreements with vending machine companies to provide soft drink and snack vending machines in various recreation centers and pools and parks. Fiscal Analysis and Fiscal Issues . NEW IN/TIA TIVE: Citywide Fiscal Impact Model $90,000 The General Plan update will make use of a fiscal impact model to measure the change in municipal costs and revenues associated with various land use alternatives being considered in the planning process. The model can also be used to evaluate the net costs of changing municipal service standards. The $90,000 cost of the model is included in the overall $1.1 million General Plan update CIP. . Legislative Program ,.-- The Legislative Division ($173,000) of the City Manager's Office is responsible for maintaining and implementing the City's annually adopted legislative program. One of the primary tenets ofthe legislative program is reflected in the Council's goal to maintain a cost-effective government and fiscal stability. The legislative program focuses heavily on supporting proposals that help the Council meet its fiduciary responsibility to protect the public's interest. The City's intergovernmental affairs coordinator, working closely with the City's lobbyist in Sacramento, consistently makes this effort their top legislative priority each year. . Liability Insurance The ongoing deterioration ofthe property, liability and workers' compensation insurance marketplace is now a widely known and, unfortunately, experienced fact of the past two years. While property rates appear to be stabilizing, the liability insurance market has begun to rapidly constrict and purchasers of liability insurance, public and private alike have had to endure significant rate increases, as well as coverage and capacity restrictions. A 120% increase in our excess liability insurance premium is expected for our 2004 policy renewal. Through the City's participation in the San Diego Pooled Insurance Program Authority (SAN PI PA) we are exploring options to reduce the impact ofthese increases and perhaps through increasing our self-insured retention, currently a $250,000 "deductible", we will be able to mitigate the impact of these premium increases. . HIGHER COSTS: Workers Compensation Insurance $500,000 Perhaps, more alarming than the liability insurance marketplace is that of workers' compensation. The impact of the loss of lives of September 11, 2001, the stock market, and most importantly for California employers are the generous legislated benefit increases (23% in FY 02103 and 21 % in FY 03 / 04) have had a devastating effect on the workers' compensation marketplace. In response to these factors many 69 ,~ insurers are refusing to write business in Califomia. Those who are writing policies are charging drastically '~ increased premiums with dramatically decreased coverage. In fiscal year 2004, the City's workers compensation costs are increasing $500,000 over fiscal year 2003 levels, from $1.8 million to $2.3 million In response we are looking at alternative financing of these losses such as risk sharing with other members of our insurance pool, SANPIPA, or possibly in the manner in which these losses are funded it would be brought back to Council for consideration prior to renewal in October. . Special Event Insurance In order to preserve the City's assets, human, structural and financial, it is important to transfer liability exposures when and where practical. Toward this end we are looking at the funding of the risks associated with both City and privately sponsored special events. Because the liabilities associated with these events are in reality cost of holding the event and not a pure City liability (such as a sewer backup) we are developing a special events policy that will incorporate insurance and waiver provisions for these types of events. One option being considered for City sponsored events that are not a normal part of doing business, and for which there are multiple vendors and participants over which the City does not exercise control, a special event liability insurance policy will be purchased. These insurance policies are relatively inexpensive and remove liability exposures related to these events. The proposed budget does not include funding for the purchase of these policies as the extent and final recommendations are still in the formative stages. It is expected that this topic will brought back to Council for consideration and appropriation of funds during the fiscal year. Increased Operational Effectiveness and Cost Savings . Police Grant Budgetary Impact The support of grant programs, such as Local Law Enforcement Block Grants and COPS grants, have enabled the City to postpone the full cost impact of new police positions and acquire the equipment needed to help the Police Department maintain service levels during years when adequate funding was unavailable. Grants provide for partial funding of personnel costs, allowing the General Fund to incrementally absorbs the costs of these positions. Since 1995, the department has added 80 positions that were grant funded; in that time the General Fund has incrementally absorbed the $3 million grants have provided to offset personnel costs. The amount of personnel related grant funding to be absorbed by the General Fund in fiscal years 2004 and 2005 combined is approximately $560,000. ,~ '- 70 90 _ 80 ., E 70 o 60 l!! :. 50 '5 40 ~ .8 30 ~ 20 z 10 o Police Department Grant Budgetary Impact 95 98 00 03 01 02 96 97 99 Fiscal Year _ Personnel -++-Revenue . Continuation of Preventive Street Maintenance Program $3,500,000 $3,000,000 $2,500,000 $2,000,000 ~ $1,500,000 8 $1,000,000 $500,000 $- Currently, the City's street maintenance is delivered through two principal methods: CIP projects (which are developed, coordinated and administered by the Engineering Department) and by Street Maintenance staff. Staffing increases approved by City Council during fiscal year 2001 allow the Street Maintenance Section to focus more on proactive street repairs such as crack sealing, thus prolonging street life and reducing future repair costs. A major goal of the Public Works Operations Department is to maintain an efficient and well-maintained road system through a coordinated effort between the Engineering Department's Pavement Management System and the Operation Department's Work Management System. Failure to complete proactive street maintenance will lead to the accelerated deterioration of City streets, thereby, costing more to repair streets in the long-term. In addition, reactive street maintenance activities must also be undertaken for safety reasons. . NEW INITIA TIVE: Creation of General Services Department $170,000 savings The Office of Building and Park Construction (BPC), currently a division within the Administration Deparlment, is proposed to become a new deparlment called the General Services Deparlment effective July 1, 2003. The Sections, which make up the current BPC, Building and Park Construction and Landscape Architecture, will move into the General Services Deparlment. Also moving into the General Services Deparlment will be two Sections currently in Public Works Operations, the Construction and Repair Section and the Custodial Services Section. With the creation of the General Services Deparlment and the move of these Sections from Public Works Operations into General Services, all building design, construction, repair, maintenance and upkeep will be located within one deparlment. 71 - There are a number of logical reasons and tangible benefits that the City will realize from this reorganization. The most important is to consolidate all of the City's building related activities in one entity so that all aspects of those activities are considered whenever a new building is proposed or an existing building will be renovated. This issue cannot be underestimated as the City continues to add significant new buildings and embarks on the renovation of the Civic Center Complex. These organizational changes will not only result in financial savings for the City but will improve efficiencies and establish a comprehensive "Building Team" to address all of the issues that the City faces regarding its building stock. One of the major efforts of the General Services Department will be the establishment of the City's first scheduled maintenance program for its buildings. The City does not, at present, have any sort of comprehensive maintenance program for its buildings. Over the years, the City has come to rely on "institutional knowledge" of its buildings and the ability from a fiscal perspective to "find" funds to perform needed maintenance as it becomes an obvious need. For the purposes of this discussion, maintenance refers to issues such as the regular review and upgrades/maintenance of building features such as flooring, roofing, paint, equipment, etc. and not the day to day maintenance that the Custodial Services Section performs. - As the City continues to add new buildings and its existing buildings continue to age, the ability of the City to "find" funds will be more difficult. In an attempt to avoid major unexpected expenditures in the future, the department intends to initiate the process of implementing a comprehensive building inventory and maintenance system. With such a system, the City will know all of the materials in each of its buildings, their age and condition, expected lifespan, replacement schedule and any maintenance that has been performed. ~ . NEW INITIA TIVE: Building Maintenance Work Management System - $35,000 (CIP) As part of the proposed CIP Budget, the General Services Department intends to purchase a building focused work management system that will provide the level of reporting and analysis needed to enable the department to develop a comprehensive scheduled maintenance program. This will permit the City to have a much greater understanding of the need to plan and budget for major building maintenance issues and take the guesswork out of the process. . NEW INITIA TIVE: Changes in Hours of Operation at Recreation Facilities A major focus of the strategic plan was to optimize utilization of resources to meet community needs. These proposed adjustments are also in response to some draft initiatives from our strategic plan process related to determining optimal use for facilities, widening revenue opportunities, and maximizing resources. These proposals are also in keeping with Council's desire for "cost effective government. Reflecting this the proposed budget recommends adjusting facility hours by closing facilities to the general public during low attendance times, to allow for increased rentals and community programming. This shift will also result in additional revenues of $56,000. At present, all of our facilities are open seven days per week, with varying times depending on the day and season and facility. All of our facilities are closed on the major holidays, such as Thanksgiving, Christmas Day, New Year's Day, Labor Day, and MemorialDay. Many of our facilities have also been closed from Christmas Day through New Year's Day. / - 72 .~~ ....:.... ~... "1-, . NEW INITIA TIVE: Adoption Counselor $31,622 The addition of a part-time Adoption Counselor is being proposed for fiscal year 2004. This position will focus on increasing the number of animals that are adopted or placed. This enhancement will have the additional benefit of reducing the euthanasia rate; the department estimates that with the addition of the Adoption Counselor, there will be a 39% increase in the number of dogs and cats adopted or placed in other facilities which specialize in adoption. In order to offset the cost of the Adoption Counselor, staff is recommending a $10 "adoption fee" to be added to the standard adoption fee of $30-$50 (fee dependant upon whether dog/cat is spay/neuter). The cost of this position ($31,622) will be fully offset through a $10 adoption fee and the increased revenue generated by the increase in adoptions. . NEW INITIA TIVE: Street Sweeping Reduction $100,000 Savings Staff recommends reducing the street-sweeping contract by $100,000. As a result, the sweeping of residential streets, centerlines, and non-curb streets will be reduced from twice per month to once per month. This reduced sweeping will lessen one of the City's NPDES Best Management Practices. However, staff has reviewed this issue with the NPDES Section of Engineering and they have concluded that this reduction in street sweeping is acceptable. No change is proposed for commercial or downtown areas where trash and litter accumulate more readily. . Interagency Partnerships In order to meet our staffing needs in patrol while trying to control costs, the department will not participate in several regional efforts. One of the positions that will be brought back to patrol is the Regional Computer Forensic Laboratory officer. This position works with a countywide task force investigating crimes committed using computers. The other positions that will be reassigned to patrol are the Regional Law Enforcement Academy TAC Officer and the Recruiting Officer. As the department is approaching full staffing, hiring of new officers will be slowing in the foreseeable future. Plus, the Regional Law Enforcement Academy is considering suspending the next two or three academy classes due to the City of San Diego not being able to do any hiring. The TAC officer will be moved back to the academy position once the academy reinstates classes. The recruiting duties will be delegated to other staff in the Professional Standards unit. The reassignment of these three positions to patrol will enable the department to maintain effective levels of staffing in patrol. . NEW INITIA TIVE: Extend Vehicle Replacement and Defer Fund Payback $326,000 Savings The proposed budget reflects an extended replacement schedule on non-safety vehicles, which are utilized less frequently than safety vehicles. Extending the replacement of certain vehicles represents a savings of $186,000 to the General Fund over the next two fiscal years. In addition, staff recommends deferring the payback to the Fleet Management Fund. This represents a savings of $140,000 to the General Fund over the next two fiscal years. The Fleet Management Fund has a healthy reserve of $2. 6 million; so deferring the payback will not negatively impact the funds solvency. In addition, these adjustments will have vel}' little impact on overall fleet dependability. I 73 /- . Automation Program and Technology Replacement Fund \~ The major focus of the MIS Department is to ensure that the overall operating environment for the City's computers is safe and secure in order to help departments operate effectively. In addition, with increases in processing capability and increasing staff requirements MIS must provide the speed and capacity necessary to support City departments. MIS also assists departments by implementing new programs and systems to support the City's goals and objectives in an efficient and effective manner. By providing standards, guidelines and products that help support a productive environment, City staff can perform their jobs with a maximum of efficiency. . NEW INITtA T1VE: Reduction in Technology Replacement Fund Payments $214,000 Savings The proposed budget reflects a reduction in annual payments to the technology replacement fund of $107,000 annually. This is possible due to the health of the fund ($1.2 million fund balance) and the infusion of new technology over the past couple years. The replacement fund that was added in fiscal year 2001 has been a vel}' successful program. During fiscal year 2003 approximately 12 personal computers were replaced each month, in addition to replacing major network equipment as warranted. This fund has enabled the City to modernize its technology thus maximizing productivity. . NEW /NITtA T1VE: Aerial Photo Update $32,000 High-resolution aerial images of the City are used in a wide range of Planning, Engineering, Public Works, I Parks and Recreation, and Community Development projects. The images have more that paid for "- themselves by allowing staff to answer in minute's questions that would have otherwise required extensive field investigations. They also are of great use to our Police and Fire Departments by helping them gain valuable information about incidents while they are occurring. A comprehensive update of these high-resolution images has not occurred since 1994. Although the City has had some lower resolution, less accurate updates since 1994, these are not vel}' useful for detailed site analysis, including most engineering work, emergency response work, or in-depth environmental, planning and land-cover identification analysis. Because the City has continued to grow rapidly, Chula Vista needs to acquire updated, accurate and detailed aerial images. . Document Imaging The LaserFiche document imaging system was initially installed in the City Clerk's Office in 2000. Its purpose was to meet records storage and retrieval needs, to preserve vital and permanent documents, and to provide instant access to frequently requested or researched documents. In 2001, imaging capabilities were expanded to include the Engineering, Planning & Building, Human Resources and Police Departments. In 2002, the City Attorney's Office was brought into the system, and in 2003/2004, the program will be expanded to include the Community Development and Fire Departments, as well as two additional scan stations in the Police Department. The City Clerk's Office regularly conducts training classes on use of the LaserFiche software. The system has significantly improved service to our customers by allowing /- other departments to research documents electronically via the City's Intranet and by .,- allowing the public to access records via the Internet. We are also able to email records 74 to our constituents. In addition, the system has increased staff efficiency by reducing time and costs to locate and research paper records, reduced the floor space required to store paper documents, and provided improved security for permanent and vital records. . Records Management Enhancements In 2002, the City Clerk's Office improved service delivery and achieved significant cost savings by moving 3,000 cartons of inactive and historic records from public storage to a new Records Center located at the Public Works facility. The Records Center now houses 3,200 cartons, and shelving is being added for an additional 1 ,700 cartons. The move has benefited all City departments by allowing the rapid retrieval of stored records and by freeing prime office space of inactive records that are transferred to a secure location on a frequent basis. vital records. Employee Recruitment, Development, and Retention . Outreach Efforts .-J This spring, the Human Resources Department sponsored an educational Career Fair to educate individuals on public sector career options here in the City. Twelve City departments participated in this educational event that attracted approximately 800 individuals from the community. One hundred and seventy seven employment applications were accepted on the day of the event and training lectures were provided to 135 individuals. The lectures covered a variety of topics including: how to fill out a job application; preparing for the interview; how to become a police officer; and, how to become a firefighter. The City is also partnering with the Sweetwater Union High School District in the development of a law enforcement career magnet school program. Through attendance at various job fairs and speaking to local high schools and colleges on topics related to preparing for and learning about career options within the City of Chula Vista we hope to encourage more young people to consider the rewards of public sector employment. For all of our job recruitments we are developing a recruitment plan that is designed to reach the most qualified individuals within our diverse population for that particular position. . Recruitment and Marketing Web CD - In order to attract and retain a qualified and diverse workforce Human Resources uses a variety of recruiting methods to reach all of the different areas of the population. The City is losing many veteran employees who are taking advantage of the recently enhanced retirement benefits. When these veteran employees leave they take a great deal of knowledge and experience with them. This means it is more important than ever to attract and retain qualified individuals to take their places. Human Resources is meeting that challenge through the development of a recruitment and marketing tool, a World Wide Web compact disc (Web CD) ($23,000). With this tool 75 - information on five major City departments including Police/Animal Shelter, Fire, ,- Engineering, Library, and Public Works as well as general information on the City of Chula Vista can be provided to a large audience. The Web CD provides access to recruitment documents and provides educational information on the City to those individuals who are just considering career options. The Web CD has computer "DNA" tracking capabilities giving us valuable statistical information as to how often the tool is being used, when it is being used and where people are visiting. The Web CDs are being distributed to target audiences at career fairs and presentations to school age individuals who are the future of our organization ,~ '- /""" - 76 ,,; '" "';,~ '-":~ ACKNOWLEDGEMENT This multi-year budget was prepared in accordance with the City Council's direction to reflect our long-term financial forecasts in estimating the City's resources and budgetary requirements. The City Council wants to know where we are, where we are going, and how we are getting there. This document continues our efforts in these areas. Even under the best of circumstances, creating a budget for an organization as large and diverse as the City of Chula Vista is a tremendous undertaking. It was made even more difficult this year due to the unprecedented increases in CalPERS retirement rates, a continuing sluggish economy, and impending State budget cuts. Only through the dedication and hard work of the City's talented staff was completion of this document possible. I wish to primarily recognize Cheryl Fruchter, Assistant City Manager and Edward Van Eenoo, Fiscal and Management Analyst. I would also like to recognize Maria Kachadoorian, Director of Finance, Jack Griffin, Assistant Director of Building and Park Construction, Angelica Aguilar, Marty Chase, Pat Laughlin, Pablo Quilantan, and Paul Valadez from the Office of Budget and Analysis, and Evelyn Ong and Veronica Roble from the Finance Department, for their excellent service and guidance in this process. The cooperation and assistance of the Department Heads and their budget staff is also greatly appreciated. Respectfully submitted, LP~~~ --y David D. Rowlands, Jr., City Manager I 77 78 '] BUDGET PROCESS, FISCAL POLICIES, AND BASIC ASSUMPTIONS I 79 /- .,- 80 , ........:,',.,.~,. ., ~ BUDGET PROCESS - The City of Chula Vista follows a biennial budget process whereby a two-year spending plan is adopted every other year but appropriations continue to be made on an annual basis as required by City Charter. The primary motivation behind this transition was Council's desire to place a greater emphasis on the integration of long-range planning, resource allocation, program monitoring and evaluation. An additional benefit of biennial budgeting is the significant reduction in staff time dedicated to budget preparation during the "off years" - time that can be redirected to other priorities. The budget cycle begins in early January with a public goal-setting workshop during which the City Council presents staff with its top spending priorities for the coming fiscal years. Each department then reexamines its goals, objectives and work measures in light of Council's spending priorities and makes an initial budget request to the City Manager. Following an extensive review of these requests the City Manager meets with each department separately and prioritizes each department's individual budget requests in the context of the overall City budget. '- In May, the City Manager transmits the proposed two-year budget to the City Council for review. Budget hearings are then held for the benefit of the public and City Council. During these budget hearings, staff makes presentations highlighting the major budgetary issues facing the City and responds to questions and concerns raised by the public and Council. The proposed budget is made available for public inspection and a formal public hearing is scheduled prior to adoption to give the public an additional opportunity to comment upon the proposed budget. In order to retain the integrity of the two-year budget process, any budget amendments brought forward during the first year of the budget also include amendments to the second fiscal year budget as needed. Prior to the second year of the two-year cycle, minor adjustments are made to the spending plan to account for unforeseeable circumstances. The proposed budget for the second fiscal year is then submitted to the City Council for review. Another round of budget hearings are held, followed by a formal public hearing, and adoption of the budget. Throughout the two-year cycle the Finance Department provides Council with quarterly budget status reports comparing expenditure and revenue projections to budgeted amounts, as amended throughout the year, highlighting any variances. Five year revenue and expenditure projections are also updated quarterly to account for changes in economic conditions and budget amendments. ~ 81 82 ,'.::e , ' " do.-,' ,~ - ,- ,/' '- FISCAL POLICIES This section of the budget document reiterates the fiscal policies that were reviewed and acknowledged by the City Council in January 2000. These policies along with some basic assumptions discussed in the subsequent section form the overall framework within which the spending plan was formulated. Neither the fiscal policies, most of which are already codified in one form or another, nor the assumptions are considered new or controversial, but are summarized here to assist you to better understand the basis for the resource allocation decisions that were made. A. General 1. The City's financial assets will be managed in a sound and prudent manner in order to ensure the continued viability of the organization. 2. A comprehensive Financial Plan will be developed and presented to the City Council for approval every two years. The purpose of the Two Year Financial Plan will be to: a. Identify community needs for essential services. b. Identify the programs and specific activities required to provide these essential services. c. Establish program policies and goals that define the nature and level of program services required. d. Identify alternatives for improving the delivery of program services. e. Identify the resources required to fund identified programs and activities, and enable accomplishment of program objectives. f. Set standards to facilitate the measurement and evaluation of program performance. 3. Recurring expenditures will be funded by recurring revenues. One-time revenues will be used for capital, reserve augmentation, or other non-recurring expenditures. 4. Accounting systems will be maintained in accordance with Generally Accepted Accounting Principles. 5. Investment policy and practice will be in accordance with State statutes that emphasize safety and liquidity over yield, including quarterly status reports to the City Council. (Council Policy) 6. General Fund fiscal status reports reflecting comparisons of actual and projected performance with budget allocations for both revenues and expenditures will be presented to the City Council on a quarterly basis. (City Charter) 7. City operations will be managed and budgets prepared with the goal of maintaining an available fund balance in the General Fund of no less than eight percent of the General Fund operating budget. (Council Policy) I 83 B. Revenue 1. The City will endeavor to maintain a diversified and stable revenue base in order to minimize the impact to programs from short-term economic fluctuations. 2. Revenue projections will be maintained for the current year and four future fiscal years, and estimates will be based on a conservative, analytical, and objective process. 3. In order to maintain maximum flexibility, except as required by law or the funding source, the City will avoid earmarking any unrestricted revenues for a specific purpose or program. 4. User fees will be imposed when appropriate and set at a level to recover the full cost of services provided which are of a special benefit to easily identified individuals or groups. 5. User fees will be reviewed and updated on an ongoing basis to ensure that program costs continue to be recovered and that the fee reflects changes in methods or levels of service delivery. 6. The City will recover the cost of new facilities and infrastructure necessitated by new development consistent with State law and the City's Growth Management Program. Development Impact Fees will be closely monitored and updated to insure that they are maintained at a level adequate to recover costs. (GMOC Ordinance) 7. When considering new development alternatives, the City will attempt to determine the fiscal impact of proposed projects, annexations, etc. and insure that mechanisms are put in place to provide funding for any projected negative impacts on City operations. (GMOC Ordinance) C. Expenditures 1. Budgetary control will be exercised at the DepartmenUcategory level, meaning that each department is authorized to spend up to the total amount appropriated for that department within the expenditure categories of Personnel Costs, Supplies & Services, Other Charges, and Capital. Transfers of appropriations between expenditure categories of up to $15,000 may be approved by the City Manager. Transfers of appropriations between expenditure categories in excess of $15,000, or between departments require City Council approval. (City Charter & Council Policy) 2. Appropriations, other than for capital projects, remaining unspent at the end of any fiscal year will be cancelled and returned to Available Fund Balance with the exception of any appropriations encumbered as the result of a valid purchase order or as approved for a specific project or purpose by the City Council or the City Manager. Appropriations for capital projects will necessarily be carried over from year to year until the project is deemed to be complete. (Council Policy) '-- 3. The City will establish and maintain vehicle, computer equipment, and other 84 replacement Funds as deemed necessary to ensure that monies are set aside and available to fund ongoing replacement needs. 4. The City will attempt to compensate non-safety employees at rates above the middle of the labor market as measured by the median rate for similar jurisdictions. (Council Policy) D. Capital Improvement Program (CIP) 1. Major capital projects will be included in a CIP Budget reflecting a five-year period, which will be presented to the City Council for approval every two years. Resources will be formally appropriated (budgeted) for the various projects on an annual basis in accordance with the five-year plan. E. Capital Financing & Debt Management 1. The City will consider the use of debt financing only for one-time capital improvement projects when the project's useful life will exceed the term of the financing and when resources are identified sufficient to fund the debt service requirements. The only exception to this limitation is the issuance of short-term instruments such as tax and revenue anticipation notes, which will only be considered in order to meet legitimate cash flow needs occurring within a fiscal year. 2. The City will attempt to limit the total amount of annual debt service payments guaranteed by the General Fund to no more than ten percent of estimated General Fund revenues. 3. The City will consider requests from developers for the use of debt financing secured by property based assessments or special taxes in order to provide for necessary infrastructure for new development only under strict guidelines adopted by Council, which may include minimum value-to-lien ratios and maximum tax burdens. (Community Facility District Ordinance) 4. The City will strive to minimize borrowing costs by: a. Seeking the highest credit rating possible. b. Procuring credit enhancement such as letters of credit or insurance, when cost effective. c. Maintaining good communications with credit rating agencies regarding the City's fiscal condition. 5. The City will diligently monitor its compliance with bond legal covenants, including adherence to continuing disclosure requirements and federal arbitrage regulations. I 85 ~~- '- ~ '- 86 BASIC SPENDING PLAN ASSUMPTIONS / - A. Personnel Costs All positions are budgeted at the projected actual cost of each individual position at the same time a reasonable, but necessarily conservative, assumption is made of anticipated "salary savings" due to normal turnover and hiring delays during the year. These amounts, $2.6 million in fiscal year 2004 and $3.4 million in fiscal year 2005, have been "taken out" of the budget up front. B. Supplies & Services Costs The budget has also been reduced by $200,000, representing a very conservative estimate of savings that all departments will achieve in their annual use of general supplies and services. This is only possible because City staff make every effort to spend only those funds that are actually needed. c. Training It is important to ensure that employees have adequate training in order to keep them L- current in their professions and areas of specialization, and the budget includes an appropriate level of funding for training purposes. This is seen as an important factor in attracting and retaining good employees. Well-informed, well-trained employees keep the City functioning well, anticipate issues before they become problems, and provide the high level of service for which Chula Vista is known. D. Quality Equipment & Tools In order for all City employees to work at their top level of performance, they need access to the most effective and efficient equipment. We continue to be committed to maintaining state-of-the-art computer networks and ancillary equipment. In fiscal year 2001, the Council approved a fully funded Technology Replacement Fund in order to accumulate monies on an annual basis for computer equipment replacement in accordance with a reasonable replacement schedule. In addition, as funding allows, staff is also continuing to work toward replacement of outdated office equipment and installing ergonomic workstations. E. Vehicle Maintenance & Replacement ~ This budget includes funding for vehicle maintenance costs of $2 million and funding of the annual accumulation of vehicle replacement costs to ensure that adequate funds are available to replace vehicles in accordance with a prudent replacement schedule based on mileage and other factors. A 10-year deficit reduction plan was approved in fiscal year 1999, which required an expenditure of $70,000 per year to eliminate a deficit in this fund - at this time, staff recommends deferring the payback for two fiscal years. 87 F. Net City Cost Concept Direct service programs that should be funded by fees or other program generated revenues are evaluated based on "net city cost". The basis for this concept is that individual programs are funded in various degrees by revenues generated by the program itself, and then either not at all or only partially by discretionary General Fund revenues, such as property tax and sales tax. That portion funded by discretionary revenues is termed the net City cost of the program. As the budget is being formulated, any change in the net city cost of a specific program is evaluated to determine if a service level adjustment should be considered rather than increasing the funds allocated to the specific program. This ensures the maximum amount of discretionary revenues remain available to fund those important basic City functions, such as public safety and infrastructure maintenance, that do not typically generate a significant amount of program related revenue. One of the best examples of this concept is in the area of Development Processing Agreements. In order to provide for efficient review and processing of the many major development proposals in the eastern area of Chula Vista, the City has entered into development processing agreements with developers. Under these agreements, developers pay for all City services needed to process their projects. Using the net city cost concept, this budget contemplates that growth in the form of new development pays for itself. This follows the City's adopted Growth Management Plan and avoids any negative impact on basic services throughout the City. - ,r- , '~ c 88 DEPARTMENTAL BUDGETS I 89 ~. 90 .' -,' ..- ,~~.,~"'--""","",-.""",.,,.,.. .,,; ~ ,~;'l>~.....~" ",- ""f.,~ JE LEGISLATIVE AND ADMINISTRATION 91 92 .t~,'i.;~:ilfi~~i;~'i.," ;1j., jP...d1. -'-"---~"".3IIBi. CITY COUNCIL Department Purpose and Description The City Council promotes citizen involvement in the policy-setting process and review of City operations. They recognize significant citizen contributions to the community, and encourage the flow of information between the citizens of Chula Vista and the City, including encouraging communications via the Internet. The City Council e-mail address can be found on the Internet at www.ci.chula-vista.ca.us. The City Council Department is comprised of staffing and support costs for the Mayor and four City Council members. Each of these five positions is elected at-large and holds office for a 4- year term. The City Council is responsible for making all policy decisions related to the operations ofthe City. The City Council is also responsible for appointing the City Manager, the City Attorney and the City Clerk. Major Goals and Challenges for Fiscal Years 2004 and 2005 The City Council Department has experienced rapid growth in the volume and complexity of City issues in recent years. Responding to these issues in a timely and appropriate manner will continue to be a top priority in the coming year. - I 93 CITY COUNCIL o ORGANIZATION CHART City Council ~ I I I I Resource Economic Board of Appeals Design Review ConselVstion Development Commission Commission and Advisors Committee Library Board of Planning Parks & Cultural Arts Recreation Trustees Commission Commission Commission International Human Relations Charter Review Friendship Board of Ethics Commission Commission Commission I I Child Care Youth Commission on Veterans Commission Commission Aging Advisory Commission Growth Mngmnt. Civil Service Safety Housing Advisory Oversight Commission Commission Commission Commission Mobile Home Rent Review Commission (\. \..~ o 94 ".;I~- l~~,:~':~l!;~ '!;\~':~ "', ,..\; .5: ':i., :',~ FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 448,882 697,524 Supplies and Services 92,662 109,454 Other Expenses 50 200 Capital 0 4,185 EXPENDITURE TOTALS $541,594 $811,363 $923,231 $969,224 REVENUES REVENUE TOTALS FY 2002 ACTUAL 44,353 $44,353 FY 2003 PROJECTED 47,832 $47,832 FY 2004 PROPOSED FY 2005 PROPOSED Other Revenue $52,615 $56,824 "~ 95 CITY COUNCIL AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY2003 FY 2004 FY2005 Mayor 1 1 1 1 1 1 1 Councilperson 4 4 4 4 4 4 4 Assistant to the Mayor and City Council 1 1 1 1 0 0 0 Executive Secretary 0 0 0 1 1 1 1 Office Specialist 0 0 0 1 1 1 1 ReceptionisVMayor and Council Assistant 1 1 1 0 0 0 0 Secretary to the Mayor and City Council 1 1 1 0 0 0 0 Special Assistant to the Mayor 0 0 0 0 1 1 1 Staff Director - Office of Mayor and Council 0 0 0 0 1 1 1 Total Permanent FTE's 8 8 8 8 9 9 9 Total Hourly FTE's 1.25 1.25 1.25 1.87 2.07 2.07 2.07 Total FTE's 9.25 9.25 9.25 9.87 11.07 11.07 11.07 (> ~ r--, U 96 ';""",,~'.~""~,:.;' . .~,%~jb;"P~1b. ";,,. :-, >. ,-..,-',lZ. -.,'" I MAYOR AND CITY COUNCIL MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: To promote citizen participation in the governmental process and to encourage a high quality of life for all residents of the City of Chula Vista; and to set policies which guide the ethical and efficient operation of City government. GOAL: Represent the City's interests through effective interaction with City staff, boards and commissions, other governmental agencies, elected officials, social service organizations and the public. GOAL: Respond to citizen requests for assistance and information promptly, courteously and effectively. OBJECTIVE: Respond quickly to public requests for assistance and information. . Response Tllne-Cltlzen Request FY02 ACT FY03 EST FY 04 PROJ FY 05 PROJ Closed within 1 da Closed within 3 da s Closed within 30 da s 86% 95% 99% 90% 95% 99% 90% 95% 99% 90% 95% 99% GOAL: Encourage citizen involvement in the City policy-setting process and review of City operations. OBJECTIVE: Recognize significant citizen contributions to the community. 97 J 98 1'~'^ <",,,,,,;7._._ '~::::r:r'" .' -.. :~.; ~,_-L,~ ..~. BOARDS AND COMMISSIONS Department Purpose and Description The process of establishing boards and commissions is one that began with the City Charter as a method to give citizens a greater voice in determination of policies at all levels of government. There are actually four commissions that were established by the Charter. They include the Planning Commission, the Board of Library Trustees, Civil Service Commission and the Parks & Recreation Commission. All other boards and commissions have been established as a result of an ordinance or resolution since that time in order to meet a specific need or desire of the City Council. The members for Chartered commissions are appointed by a majority vote of the City Council, with applications for these appointments accepted throughout the year from all interested residents. This budget covers only the cost of those boards and commissions not assigned to a specific department (non-departmental). For example, the budgets for the Planning Commission and Design Review Committee are presented as part of the Department of Planning & Building in order to more clearly show the full overall cost of that function. I 99 ) EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 0 561 Supplies and Services 8,964 9,649 EXPENDITURE TOTALS $8,964 $10,210 $10,171 $10,171 Ex pendltures by DIVIsion FV 2002 FV 2003 FV 2004 FV 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 02100 Board of Ethics 98 513 02200 Human Relations Commission 190 488 02300 Inti Friendship Commission 7,391 6,689 02400 Charter Review Commission 34 403 02700 Commission on A~in~ 151 789 02800 Child Care Commission 904 1,053 02900 Veteran Advisory Commission 0 275 EXPENDITURE TOTALS $8,964 $10,210 $10,171 $10,171 0 REVENUES FY 2002 ACTUAL FY 2003 PROJECTED FY 2004 PROPOSED FY 2005 PROPOSED REVENUE TOTALS $0 $0 $0 $0 o 100 "~~ l~i":'~,':;-'n.:;, _ 0._ ;.;~~~-:J:: -"'''''~,. ---. CITY ATTORNEY Department Purpose and Description In accordance with the City Charter, the City Attorney is appointed by the City Council to act as the City's general counsel. As the City's general counsel, the City Attorney provides a full range of legal services to the City and is the chief legal advisor to the City Council, City Manager, Redevelopment Agency, City departments, and all appointed boards and commissions. While performing its duties as the City's chief legal advisor, the City Attorney's Office, among other things, manages all outside counsel, reviews and negotiates City and Redevelopment Agency agreements, proffers advice on labor and employment issues, helps draft and review legislation, litigates civil cases, and prosecutes a limited number of Municipal Code violations. To accomplish these matters, the City Attorney has a current staff of seven lawyers, four administrative support staff and one contract attorney. The Office's responsibilities revolve around seven specialized areas of practice in which attorneys provide legal counsel as well as representation in litigation at all levels of state and federal courts and administrative agencies. Contracts Handles legal services at all stages of contract formulation, implementation and enforcement, including negotiation, drafting, administration and litigation. The City Attorney develops and maintains standardized City contracts and participates as counsel in complex transactions such as capital projects for multi-million dollar construction, developers agreements, and site licenses for wireless telecommunication providers. Land Use Handles counsel on zoning, planning, growth management, code enforcement, state environmental policy, low-income housing development, preservation of historic properties, and acquisition of public property for open space, parks, and other public facilities. Redevelooment and Real Estate Provides legal support to the City Council, City Manager, Redevelopment Agency and various City departments in connection with a wide range of redevelopment and real estate issues. Common issues in this area of practice include property acquisition and disposition, disposition and development agreements, public improvements, design-build agreements, franchises, affordable housing transactions, long-term energy policies, and redevelopment plan administration. EmolovmentlLabor With over 1,000 City employees, including many union members, the personnel and labor issues facing the City are complex and diverse. In conjunction with the City's Human Resources Department, the City Attorney is responsible for personnel policy development and labor relations matters, including civil service and arbitration proceedings. I 101 Municioal Law Handles legal advice on diverse areas of local government law such as municipal finance and budgeting, taxation, legislation drafting and Municipal Code supervision, public disclosure and inter/intra-governmental relations. Torts Primarily engaged in litigation, defending the City in personal injury and property damage cases, which span the spectrum from minor matters to multi-million dollar lawsuits. The City Attorney works closely with the Risk Management's claim management team, which handles administrative claims against the City. Code Enforcement Involves enforcing the City Code provisions relating to building codes, zoning, neighborhood preservation and vehicles on private property. Violations are addressed by employing the various enforcement tools available to the City: administrative actions, civil actions and/or criminal prosecution. The City Attorney provides further assistance by litigating the abatement, securing and/or demolition of substandard properties. Major Accomplishments for Fiscal Year 2003 During fiscal year 2003, the City Attorney's Office advised the City Council and staff on a number of important issues affecting the City. Some issues of note include adoption of a Multiple Species Conservation Program (which will preserve a network of habitat and open space), preserving compliance with growth management thresholds, gas and electric franchise agreement negotiations, a design-build agreement to refurbish the Civic Center Complex, resolution of State Route 125 right-of-way matters, Mid-Bayfront development, and construction defect litigation. Major Goals and Challenges for Fiscal Years 2004 and 2005 The Office will continue to respond to the ever-increasing requests for legal support from the operating departments and to answer the expected expanding litigation case load. Larger projects which are expected to continue or conclude in fiscal year 2004 include SDG&E's franchise negotiations, awarding and adoption of a development disposition agreement for the Mid-Bayfront, updating of the City's General Plan, and assisting in an enhanced code enforcement program. 102 ., ,,'Ii"-.. """"".. ~_..- C~U_ . ~... ,I.r. ".lli, '--\ ~ ~ CITY ATTORNEY ORGANIZATION CHART City Attorney Operations Litigation 103 CITY ATTORNEY 04000 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 1,213,003 1,374,722 Supplies and Services 347,669 324,702 EXPENDITURE TOTALS $1,560,672 $1,699,424 $1,898,090 $2,006,632 Ex pendltures by DIvIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 04100 Administration 971,666 1,077,324 04300 Litiqation 589,006 622,100 EXPENDITURE TOTALS $1,560,672 $1,699,424 $1,898,090 $2,006,632 REVENUES FY 2002 FY 2003 FY 2004 FY20 ACTUAL PROJECTED PROPOSED PROPOS . Charges for Services 207,875 220.938 Other Revenue 516.212 418.935 Transfers In 12.213 13.235 REVENUE TOTALS $736,300 $653,108 $813,059 $841,403 o 104 .h'l!:::i~ :'i:~n,':r.:lffnl>:. '"',W.;o" ';, 1: "ii-. ;>;".i7! .---.., I i CITY A HORNEY Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY2003 FY 2004 FY2005 City Attorney 1 1 1 1 1 1 1 Senior Assistant City Attorney 1 1 1 1 1 1 1 Assistant City Attorney 1 1 2 2 2 2 2 Deputy City Attorney 1/11 3 3 3 1 1 1 1 Deputy City Attorney 111 0 0 0 2 2 2 2 Executive Secretary 0 0 0 1 1 1 1 Legal Assistant 2 2 3 2 2 2 2 Secretary to City Attorney 1 1 1 0 0 0 0 Senior Legal Assistant 0 0 0 1 1 1 1 Total Permanent FTE's 9 9 11 11 11 11 11 Total Hourly FTE's 0 0 0 0 0 0 0 Total FTE's 9 9 11 11 11 11 11 ~ ,- 105 CITY ATTORNEY MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: Provide legal advice and support to the Mayor and Council, City departments, and boards and commissions in the conduct of City business; represent the City before judicial and administrative agencies in civil litigation proceedings and prosecute misdemeanor violations of the Chula Vista Municipal Code. GOAL: Prepare ordinances, resolutions, agreements, contracts and other legal instruments. Objective: Produce legal documents in a timely and efficient manner. Documents Preparcd & Revlcwed FY02 ACT FY03 EST FY04 PROJ FY05 PROJ Number of resolutions Number of ordinances Number Council a roved a reements 564 56 195 530 33 170 560 35 180 560 35 180 GOAL: Provide litigation support before judicial and administrative bodies. Objective: Provide legal representation for the City as plaintiff or defendant. 106 1':~,:; ~ IT")~::: ~d9:~ .::~-~ CITY CLERK Department Purpose and Description The Office of the City Clerk is primarily responsible for accurately recording City Council and Redevelopment Agency proceedings; processing, updating and safeguarding documents vital to the City's legislative process; providing research, information and support to the City Council, City staff, and the general public; maintaining the citywide records management and document imaging programs; and administering open and free elections in accordance with statutory requirements. Major Accomplishments for Fiscal Year 2003 During fiscal year 2003, the City Clerk's Office improved service delivery by making all scanned documents available to City staff via the Intranet, and agendas, minutes and the Municipal Code available to the public via the Intemet; updated the Municipal Code with all ordinances through December 2002; expanded the document imaging system to include the City Attorney, Community Development and Fire Departments; designed and conducted training classes on the LaserFiche software; re-wrote the Agenda Process and Board & Commission handbooks; and significantly increased the number of scanned images available electronically for research and preservation purposes. Major Goals and Challenges for Fiscal Years 2004 and 2005 . Conduct the March 2, 2004 election in accordance with statutory requirements. . Continue to monitor and comply with the requirements of the Maddy Act, Political Reform Act and Conflict of Interest Code in a timely and efficient manner. . Continue to image vital, permanent and historic records for research and preservation purposes and make additional public records available on the Internet for public viewing. . Conduct workshops on LaserFiche, the California Public Records Act, and the agenda process. . Continue to expediently process resolutions, ordinances, contracts, development agreements and recorded documents. I 107 CITY CLERK ORGANIZATION CHART City Clerk Operations Elections o c 108 'lid"..........::' -, .;~ii.l;. ~ !l. i~,'" '_.~..-..,._..'-~_.,_......,.lI..::.. _.ii-. i., -~ 'J ' EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 521,093 565,690 Supplies and Services 100,934 102,892 Capital 7,106 7,000 EXPENDITURE TOTALS $629,133 $675,582 $760,382 $788,802 Ex pendltures by DIVIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 03100 Operations 591,835 639,683 03200 Elections 37,298 35,899 EXPENDITURE TOTALS $629,133 $675,582 $760,382 $788,802 REVENUES - FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Charges for Services 1,385 1,000 Other Revenue 14,984 7,606 REVENUE TOTALS $16,369 $8,606 $53,267 $50,968 109 CITY CLERK . AUTHORIZED POSITIONS FY 1999 FY 2000 FY 2001 FY 2002 City Clerk 1 1 1 1 Assistant City Clerk 0 0 1 1 Administrative Office Assistant III 0.5 0.5 0.5 0 Administrative Secretary 1 1 1 1 Deputy City Clerk 1 2 1 1 Records Manager 0 1 1 1 Records Technician 0 2 2 2 Senior Office Specialist 0 0 0 0.5 Total Permanent FTE's 3.5 7.5 7.5 7.5 Total Hourly FTE's 0 0 0.2 0 Total FTE's 3.5 7.5 7.7 7.5 Proposed Proposed FY 2003 FY 2004 FY 2005 1 1 1 1 1 1 o 0 0 1 1 1 1 1 1 1 1 1 2 2 2 0.5 0.5 0.5 7.5 o 7.5 7.5 o 7.5 7.5 o 7.5 o o 110 ~~.i!IUl;:.'4'.~~;;.:1iL ~:;,;rl --" :a.. l!-l~~ ''1:,_ .. ~a ~, 1 CITY CLERK MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: The City Clerk's Office is committed to accurately recording and preserving the actions ofthe legislative bodies; safeguarding vital, historic and permanent records of the City; providing information and support to the City Council, City staff, and the general public in a timely, courteous and fiscally responsible manner; and administering open and free elections in accordance with statutory requirements. GOAL: Establish and monitor a comprehensive records management program to ensure access to and preservation of vital, historic and permanent records, to provide for the safe and efficient storage of active and inactive records, and to ensure proper destruction of obsolete records. Objective: Review and reorganize active records in City Clerk's vault. Objective: Image vital, historic and permanent records. Objective: Transfer infrequently accessed records to secure off-site storage. # cartons indexed & transferred # cartons retrieved for Ci de ts. Objective: Destroy records that are obsolete, are no longer required in the ordinary course of business, and that have met their required retention requirements. 111 Objective: Provide timely and convenient access to the City's records to the City Council, City staff and the general public. Annual Measure FY02 ACT FY03 EST FY04 EST FY05 PROJ Number of files re uested # of research re uests b Council/staff # of research re uests b ublic 400 1,200 150 600 2000 300 600 2000 300 600 2000 300 GOAL: Comply with requirements ofthe Maddy Act, Political Reform Act, and Conflict of Interest Code in a timely and efficient manner. Objective: Post annual term expirations of members of City boards and commissions and post unscheduled vacancies as they occur. Objective: Distribute, receive and review campaign statements of incumbents and candidates. Objective: Distribute, receive and review statements of economic interest for incoming, current and leaving elected officials, board and commission members, and City staff. GOAL: Administer the March 2004 election in accordance with statutory requirements, providing accurate information to candidates and the public regarding election requirements and procedures. Objective: Review election law revisions and requirements by attending workshops and conferences and reviewing the Ca. Elections Code, City Charter and Municipal Code. Objective: Prepare and furnish candidates with a comprehensive calendar of election events and deadlines, necessary forms, and election regulations. Objective: Schedule the required resolutions for Council adoption at the proper times. Objective: Meet the Registrar's deadlines for review and submittal of various election items, such as candidate lists, candidate statements of qualification, and ballot proofs. Objective: Provide voter registration and polling place identification assistance. .1 112 '~:1i.~~t. ;"'~'!r.<l:;;~. :!E_,....:~ ~'~~. '-.~ ADMINISTRATION Department Purpose and Description The Administration Department implements City Council policies, administers the organization and delivery of services to the community, and provides oversight ofthe City's daily operations. In addition to the City Manager and his management team, the department includes staffing and expenses for: Budget and Analysis, Communications, Community Promotions, Environmental and Conservation functions, Legislative, and Employee Development (formerly ODT). Major Accomplishments for Fiscal Year 2003 The City Manager's office is involved in most of the projects undertaken throughout this organization during any given year. However, several achievements are a direct result of efforts by the department staff, and are of note. . Working in conjunction with our waste hauler, the City has succeeded in moving its residents and small businesses from a flat rate trash and recycling program to a volume-based service. This system rewards residents and small businesses that recycle with lower rates and has increased recycling rates from 700 tons per month to 1400 tons per month. Additionally, trash generation for this group of customers is down approximately 6%. . The efforts of the conservation and recycling division resulted in yet another major environmental award from the EP A, this time for the City's Climate Protection programs. The City was given national recognition for its leadership in this arena, which includes the C02 Reduction Program, cool roof projects, and solar energy programs. . Major breakthroughs in the construction of SR-125 included the City agreeing to loan $2 million in developer fees to the project so that ramp improvements at the SR-125/ SR 54 interchange can be built in conjunction with the route connector. This will make the improvements less expensive and allow a more timely completion of the ultimate project. The City is also assisting by working with area developers in the dedication of right-of-way needed for the road. . The Office of Communications led the effort to redesign the City's website, which has improved dramatically in appearance and usability. Visitors to the website can obtain thorough and consistent information from various city departments as well as download various forms and some permit requests. Visits to the website have grown each month, from 8,771 in November 2002 to 99,434 in March 2003. . Office of Budget and Analysis staff recently completed developing and running a workload-based police dispatch staffing model. This model recommended the addition of seven staff in the dispatch center. This staffing will improve patrol effectiveness and response times. The model can be used periodically in the future to monitor staffing 113 levels to ensure adequate service levels are maintained. . The Employee Development division, formerly known as Organization Development and Training, initiated three new components to the New Employee Orientation program. These components focus on customer service, ethics and values, and are the result of the efforts of a group of city employees representing each department, bargaining group and all levels of management who designed a mission statement and core values called "Pride at Work". . The Legislative division worked closely with other agencies throughout the region on the passage of SB 1703 (Peace) that created the San Diego Regional Agency (merging several transit and transportation planning responsibilities into SANDAG), as well as the passage of SB 167 that ensures the eligibility of self-certifying cities for the same grants as those offered to cities with housing elements certified by the State. Major Goals and Challenges for Fiscal Years 2004 and 2005 . One of the most significant challenges is the work being done by Environmental Conservation and Resources on the fate of the South Bay power plant and, in a related issue, whether the City should begin acting in the capacity of a municipal utility. Whether the existing plant is replaced by a facility in the same vicinity or moved off the \, bayfront will be the focus of intense staff work in the next two years. Similarly, whether the City renews its franchise agreement with SDG&E or moves in a different direction is a question that will likely be determined within the next 12-18 months. . A very high profile event this summer will be the Tourd'Elegance Luxury Home Tour in Rancho del Rey. The last time Chula Vista hosted this event, in 1996 an estimated 66,000 people came to enjoy the seven custom homes on display. This year, working in conjunction with the BIA and others, the Office of Communications anticipates attendance of at least 60,000 visitors. This will give Chula Vista a great deal of positive media coverage and allow the City to put its best foot forward for those who have not visited the South Bay in some time. . The impacts of the pending State budget decisions are not yet clear, but there is little doubt that cities and counties throughout California will be forced, once again, to forfeit revenues to the State. The Legislative division is working closely with the League of California Cities and other public agencies to maintain a coalition of protection for local revenues. Budget and Analysis staff will continue to analyze and report on the fiscal impacts of State decisions. . The City's Western Chula Vista Development Manager will focus on three significant goals for the coming fiscal year: recommend a park plan and funding strategy for western Chula Vista, develop a public facilities finance plan to address current inadequacies, and improve transit/transportation facilities through the trolley grade separation project and the comprehensive 1-5/805 corridor studies. . The Employee Development division will continue to improve the quality of the work 114 ..~S:';;:~""';~..it;.: ~_.......tiii:~, :'11 .._, environment for Chula Vista employees by: providing the opportunity for supervisors and managers to further develop their leadership skills through the "Situational Leadership" training program, emphasizing the concept of "Service-Based Leadership" through a comprehensive program for managers called the "Leadership Development Academy" and by working with a minimum of six departments in the development and implementation of a new performance evaluation system which will provide a customized tool for supervisors to set expectations, measure accomplishments and provide essential feedback to subordinate employees. . During the past year, much progress was made on developing and implementing a performance management system. After months of work by an inter-departmental management team, the performance management framework was presented to and endorsed by Council. The initial steps of implementation have been achieved through: Council workshops that resulted in five strategic themes to guide operations and resource allocations, the purchase of performance measurement software system, participation in the ICMA comparative performance measurement project, and integrating the budget process with the strategic themes. . In the next two years, staff will be making a concerted effort to significantly implement the performance management system, cascading the Council's strategic themes down through departmental strategic goals, program goals and individual goals and designing performance measures and associated reporting to monitor progress on all five of the strategic themes. When fully implemented, this framework will provide the City with a cohesive and systematic process of strategic planning, priority setting, resource allocation and performance measurement and will focus all levels ofthe organization on a singular purpose - achieving results for our citizens. I 115 ADMINISTRA TION ORGANIZATION CHART Administration Legislative Communications Employee Development Budget & Analysis Conservation and Environmental Services c c' 116 -....~"", . ". <' j,.; FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 2,402,844 4,480,075 Supplies and Services 990,059 1,497,347 Other Expenses 41,962 42,760 Capital 70,828 7,000 EXPENDITURE TOTALS $3,505,693 $6,027,182 $4,273,393 $4,496,980 Ex pendltures by DiVIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 05100 Administration 935,539 1,082,550 05300 Le!1islative 140,096 154,847 05500 Public Information 689,201 708,325 05600 Or!1. Development & Trainin!1 421,69B 509,711 05700 Office of Bud!1et & Analvsis 616,605 844,621 05800 Admin Special Operations 615,857 853,944 05900 Office of Bld!1 & Park Constr 86,697 1,873,184 EXPENDITURE TOTALS $3,505,693 $6,027,182 $4,273,393 $4,496,980 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Revenue from Other Agencies 341,390 183,249 Charges for Services 313,009 1,008,952 Other Revenue 486,731 900,966 Transfers In 31 ,722 34,342 REVENUE TOTALS $1,172,852 $2,127,509 $1,330,330 $1,396,804 ~ 117 ADMINISTRA TION AUTHORIZED POSITIONS City Manager Assistant City Manager Assistant City Manager/Bgt & Analysis Director Deputy City Manager Director Budget and Analysis Director of Bldg & Park Construction" Director of Employee Development Assistant Director Bldg & Park Construction" Assistant Director Budget and Analysis Administrative Office Assistant II Administrative Technician Building Projects Manager" Communications Specialist Conservation Coordinator Environmental Resource Manager Executive Assistant to the City Manager I Executive Assistant to the City Manager II Executive Secretary Fiscal & Management Analyst Graphic Designer Intergovernmental Affairs Coordinator Landscape Architect" Landscape Inspector" Landscape Planner 1111" Office Specialist Organizational Develop & Training Specialist II Organizational Develop & Training Technician Organizational Develop. & Training Manager Principal Landscape Architect" Principal Management Analyst Principal Management Assistant Public Information Officer Recycling Specialist 1111 Secretary Senior Administrative Secretary Senior Management Analyst Senior Management Assistant" Senior Recycling Specialist Solid Waste Specialist Special Operations Manager Special Projects Manager Sr. Building Projects Supervisor" Sr. Civil Engineer" Sr. Fiscal Office Specialist" Sr. Office Specialist" Sr. Organizational Develop & Training Specialist Webmaster ._L~ ....<t>.,<:-~ -'~;-::1~_.",.;"~'.. FY 1999 1 1 o 1 o o o o o o o o o o o 1 1 o o o o o o o o o o o o o 1 1 o 1 o o o o o o o o o o o o o ... FY 2000 1 2 o o 1 o o o o o 2 o o o 1 1 1 o o o 1 o o o o o 1 1 o 1 o 1 2 o o 2.5 o o o 1 o o o o o 1 o 118 FY 2001 1 2 o o 1 o o o o 1 2 o 1 o 1 1 1 o o o 1 o o o o o 1 1 o 4 o 1 1 o o o o o 1 1 o o o o o 1 0.5 FY 2002 1 2 o o 1 1 o o o o 2 o 1 o 1 o o 1 4 1 1 o o o 1 1 o 1 o o o 1 1 o 1 o o o 1 1 1 o o o o 1 0.5 .~ Proposed Proposed FY2003 FY 2004 FY2005 1 1 1 2 2 2 1 1 1 o 0 0 o 0 0 1 0 0 1 1 1 1 0 0 o 1 1 o 0 0 1 1 1 1 0 0 1 1 1 o 1 1 1 1 1 o 0 0 o 0 0 1 1 1 4 3 3 1 1 1 1 1 1C: 2 0 O. 3 0 0 4 0 0 o 0 0 o 0 0 o 0 0 1 1 1 1 0 0 o 0 0 o 0 0 1 1 1 1 2 2 1 1 1 2 2 2 o 0 0 1 0 0 1 0 0 o 0 0 1 1 1 1 0 0 3 0 0 1 0 0 1 0 0 1 0 0 1 1 0 0.5 0.5 O. .~ ADMINISTRA TION AUTHORIZED POSITIONS Western Chula Vista Development Manager FY 1999 FY 2000 FY 2001 FY 2002 o 0 0 0 Total Permanent FTE's Total Hourly FTE's' Total FTE's 8.0 o 8.0 20.5 0.75 21.3 26.5 0.34 26.84 23.5 0.75 24.3 Proposed Proposed FY2003 FY 2004 FY2005 1 1 1 46.5 1.34 47.84 26.5 0.34 26.84 26.5 0.34 26.84 *Personnel transferred to create new General Services Department r-- 119 ADMINISTRATION MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: To provide the leadership necessary for the implementation of City Council policies, administration of the organization and delivery of services to our community. GOAL: Provide the City Council with timely and complete information and recommendations, enabling them to set policy and guide the City effectively. Objective: Develop Council agendas as well as individual agenda and information items, to ensure the Council receives accurate information and well-reasoned recommendations in a timely manner. Objective: Present the annual budget to City Council in a manner that provides an accurate overview of the fiscal and operational status of the City and highlights policy issues and decisions and any proposed changes in service levels. Objective: Anticipate and provide effective analysis and response to legislative proposals that would affect City operations. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ Number of bills tracked No. of analyses of legislative proposals submitted to Le islative Committee % success in opposing damaging Ie islation % success in supporting beneficial Ie islation 156 50 150 50 150 50 150 50 83% 57% GOAL: Oversee daily operations of the City to ensure efficient and effective delivery of public service. Objective: Provide vision and direction to City and departmental operations. 1. Conduct weekly briefings with individual members of City Council. 2. Conduct weekly department head meetings. 3. Conduct monthly mid-manager meetings. GOAL: Work with other jurisdictions, commissions and private entities to improve the City's ability to meet community needs. Objective: Work with League of California Cities' Fiscal Responsibility Committee. Objective: Work with Agencies for Fair and Objective Rate Determination (sewer fees). ( I Objective: Work with Otay Regional Park Committee. 120 ,.,__;,.._.,:T~, . "_.~k'" .... g~ -.:t. ~..- . 3 Objective: Worn with Interagency Water Task Force. Objective: Conduct joint meetings with school districts. GOAL: Communicate with residents and promote the City's image among businesses and visitors to enhance the City's economic development and tourism potential. Objective: Foster media relations and worn with media representatives to place proactive stories about the City. Objective: Promote communication with residents. 1. Publicize at least 1 0 major annual events. 2. Publish Chula Vista "Spotlight" 4-5 times per year' publish monthly employee newsletter 3. Oversee contract with the video production company broadcasting Council meetings 4. Oversee content of City's website Objective: Implement public relations plans to enhance Chula Vista's image in the region. 1. Work with the City's tourist attractions. 2. Support economic development activities (advertising/public relations) to promote Chula Vista businesses 3. Promote and organize community forums with other City departments GOAL: Improve the level and quality of environmental and technological services to City residents and businesses. Objective: Manage and improve agreements with solid waste & recycling, household hazardous waste, cable and telecommunications contractors and advocate on behalf of consumers for improved standards of service from those contractors. 1. Provide printed andlor electronic information on services available to the public. 2. Respond to consumer inquiries by next business day. 3. Refine the City's Source Reduction and Recycling Element Programs to meet the State mandated 50% landfill diversion requirement by end of 2005. GOAL: Promote and implement environmentally sustainable practices for City facilities, programs and the community. Objective: Identify the resources and provide the technical assistance needed to develop and maintain sustainable practices. 1. Continue participation with the International Council for Local and Environmental Initiatives. 121 2. Gather and disseminate information and resources from other agencies that can contribute to the City's sustainability efforts. 3. Work with City Departments to implement the City's C02 Reduction Plan. 4. Provide technical assistance to City departments, residents and businesses to implement conservation measures. GOAL: Encourage teamwork, communication and leadership in fostering and implementing new ideas. Objective: Support activities of intra-departmental problem-solving teams including: Delivery of Technical Services; Fab 4 (Public Works, Community Development, Planning & Building, Ass!. City Manager); Business Response Team. Objective: Develop the City of Chula Vista as a principle-centered organization by training city employees in Stephen Covey's principle based program "The Seven Habits of Highly Effective People." ) .1 122 ._.,'''~.....~._" ;;:. ok[ Xl.... .-...w;.".'a._..... 'T.!L,:!;;C'"":~D'~ MANAGEMENT AND INFORMATION SERVICES Department Purpose And Description The Management and Information Services (MIS) Department assists departments with the effective and efficient use of all aspects of technology. MIS supports the City's telecommunications through the use of the City's telephone switch, voice processing system, dedicated voice and data lines to remote facilities and the City's "wireless" communications network. MIS also supports the over 900 microcomputers as well as the local and wide area network consisting of over 60 servers and connecting more than a dozen of the City's remote facilities. In addition, MIS is responsible for the City's geographic information system (GIS), which provides graphic and special representations of the City's infrastructure assets to assist City departments. Major Accomplishments for Fiscal Year 2003 During fiscal year 2003, MIS completed several major projects that have increased the processing capability of City departments, made the overall network more secure, and helped support the City's overall goals. These include: . Creating an automated GIS interface to CAD to update the street information in the CAD system. Prior to this enhancement, the process to update the CAD system with new information was manual and very time consuming. . Completing and enhancing a mapping application, which is used in Police and Fire vehicles to provide online mapping capabilities on the mobile data computers (MDC's). . Hosting the newly redesigned City website on the City's server instead of having the site hosted at an ISP. . Installation of a citywide system to automatically install virus protection on all City computers and keep the signature files up to date. This combined with other measures being taken will help protect the City's computerized information and keep the network operating at maximum efficiency. . Installation of upgraded versions of some major applications including - building permit system, recreation class registration system, job applicant tracking system and sewer billing system. In addition, MIS made enhancements for some in-house written applications such as fixed assets, open space/assessments, and an on-line reference guide for City employees. The department also provided a large amount of mapping assistance for the City's General Plan Update project. . As part of the City's replacement schedule for older equipment, MIS has replaced about 175 obsolete computers with newer models in an effort to ensure that City staff has the correct tools to successfully perform their job functions. With the City's reliance on 123 technology, having the proper equipment is necessary to keep up with the challenges in the workplace. t'\ ,..-J Major Goals and Challenges for Fiscal Years 2004 and 2005 The major focus ofthe MIS Department is to ensure that the overall operating environment for the City's computers is safe and secure in order to help departments operate effectively. In addition, with increases in processing capability and increasing staff requirements MIS must provide the speed and capacity necessary to support City Departments. MIS also assists departments in implementing new programs and systems to support the City's goals in an effective manner. By providing standards, guidelines and products that help support a productive environment, City staff can perform their jobs with maximum efficiency. As in past years, the major challenge facing the MIS Department is the rate of change in technology. Training of MIS staff to effectively support new systems will be very important during the next two fiscal years. In addition, security of the City's systems from outside threats such as viruses will continue to be a major focus. MIS is working with the Planning and Building Department to write a program that will track residential growth in the City. MIS is working with several departments and vendors to add interactive applications to the City's website. The Recreation Department anticipates offering online class registration via the web, Community Development will be offering an interactive web site to assist in attracting business to Chula Vista, and various departments will be offering searchable access to City documents. MIS is also working with the Police Department and the City's Computer Aided Dispatch (CAD) system vendor to move to the next release of the system; a new message switch to support increased functionality in the vehicles as well as additional mapping capabilities will be added. MIS has begun a project to upgrade the City's hubs and switches in order to support higher network speeds. The City's network currently operates at a speed of 100 megabits per second (MBPS) but with increasing numbers of users as well as larger amounts of data being pushed through the system the current speed is becoming insufficient. The new switches will immediately increase backbone speeds to 1 Gigabit per second (GBPS) and with some changes in wiring will achieve that speed all the way to the workstation. The City of Chula Vista acquired 6" black and white orthophotography for the entire City in 1994. These aerial images of the city have proved valuable to nearly every Department and have been used for a wide range projects. They save hours of labor and continue to be of great use to our Police and Fire Departments, particularly when immediate action is necessary. The images are also used in Police and Fire vehicles, helping them gain valuable information about an incident while the incident is in progress. Because of City growth, there is a need to update the orthophotography. New imagery can be used to assist in land use and infrastructure decisions. Using out-dated imagery can lead to incorrect decisions or require time-consuming field verification. ( ',-- Updating the orthophotography jointly with National City, the Otay Water District, and 124 -":iNIIl:i__ '~.'- e'- .....1. Sweetwater Authority will result in some cost savings. Technological advances combined with the use of a new digital terrain model (DTM) to orthorectify new imagery will reduce the cost. The $25,000 cost of acquiring this imagery, approximately is included in the CIP budget. I 125 MANAGEMENT AND INFORMATION SYSTEMS ORGANIZATION CHART Management & Information Systems Operations Geographic Information System Maintenance (' ~' Cl 126 '_.'~''''~'1.,. .'iki.:..,:r._'*o-"""',.I~, .~ ~'!.,. u; ;, FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 1.994.117 2,183.719 Supplies and Services 767.770 796.185 Capital 8.122 0 EXPENDITURE TOTALS $2,770,009 $2,979,904 $3,180,726 $3,323,815 Ex pendltures by DIVIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 06100 Operations 1.769.910 1.990.995 06300 GeoQraphic Information Systems 509.089 429.437 06900 Maintenance 491.010 559.472 EXPENDITURE TOTALS $2,770,009 $2,979,904 $3,180,726 $3,323,815 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Use of Money & Property 9,278 11,000 Charges for Services 56.325 40,380 Other Revenue 164,398 231.444 Transfers In 163.429 176,932 REVENUE TOTALS $393,430 $459,756 $674,428 $726,891 127 MANAGEMENT AND INFORMATION SERVICES AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Director of Management/Information Services 1 1 1 1 1 1 1 Administrative Office Assistant III 1 0 0 0 0 0 0 Administrative Secretary 0 0 0 1 1 1 1 Applications Support Manager 0 0 1 1 1 1 1 Computer Operations Manager 1 1 0 0 0 0 0 Computer Operator 1 1 1 1 1 1 1 Computer Programmer 1 0 0 0 0 0 0 Computer Programmer/Analyst 2 4 4 4 0 0 0 Data Entry Operator II 1 1 1 1 1 1 1 Database Administrator 0 2 0 0 0 0 0 Geographic Information Systems Manager 1 1 0 0 0 0 0 Geographic Information Systems Specialist 1 2 3 3 3 3 3 Information System Technician 1 1 1 1 1 1 1 Informix Database Administrator 0 0 1 1 1 1 1 Lead Programmer/Analyst 0 0 1 1 5 5 5 Micro Computer Specialist 3 8 8 8 9 9 9 Micro Computer Support Manager 0 1 1 1 1 1 1 Operations & Telecommunications Manager 0 0 1 1 1 1 1 Senior Administrative Office Specialist 0 1 1 0 0 0 0 Unix System Administrator 0 0 1 1 1 1 1 1\ To~/PermanentFTE~ 14 24 26 26 27 27 20 Total Hourly FTE's 0 0 0 0.5 0.5 0.5 0 Total FTE's 14 24 26 26.5 27.5 27.5 27 o 128 - ~;~~"'i ~.. ,j,," "" ., MANAGEMENT AND INFORMATION SERVICES MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: Develop, implement, operate and maintain computer systems (both hardware and software) in order to support and improve the operational efficiency and effectiveness of City departments. GOAL: Provide accessible, high quality data processing and communication services to City departments through local area network, mainframe, microcomputers, telephone and voice processing. Objective: Maintain availability of the mainframe, local area network, telephone switch, and voice processing systems at 99% or greater availability. Voice mail s stem availabili Tele hone switch availabili Local area network availablli Objective: Maintain availability of microcomputers and associated software so departments can access the programs they need when they need them. Product Supported FY02 ACT FY03 EST FY04 PROJ FY 05 PROJ Micro com uters su orted Audit s stem s ace usa e monthl Software roducts su orted 850 met 190 875 met 190 900 Monthl 210 900 Monthl 210 Objective: Assist users calling the "help lines" in a timely manner. Answer calls within 4 hrs 95% of the time GOAL: Design, develop, and implement or assist with the development and implementation of all major application programs. Objective: Complete, all special projects in a timely manner. Special Projects FY02 ACT FY03 EST. FY04 PROJ I Com lete u rade of SWItches Com lete GIS interface to CAD Complete telecommunications changes for Fire De artment U rade financial s stems Com lete installation of virus' ushdown" s stem nla 08/30/2002 nla nla Nla 8/112002 08101/2003 nla 9/11/2003 nla 05/30/2002 05/20/2003 613012002 12/31/2003 nla 129 GOAL: Administer the City's Local Area and Wide Area networks and ensure the security and integrity of the system. Objective: Ensure that all event logs are checked on a regular basis and that all virus software is current. HII 130 ~ltJIt,ai_,.1:J"~'l'l! :::; .if;:m.. .~ I HUMAN RESOURCES Department Purpose and Description The Human Resources Department provides high quality personnel and risk management services to our more than 1,500 employees and the citizens of our community. Ooerations Division The Operations Division provides high quality customer service to all City departments as well as to all individuals who visit our department. The Operations Division focuses efforts on recruitment and testing for vacant positions throughout the City, as well as performs labor relations, employee relations, and acts as a "partner" with each department in solving complicated human resources issues. This Division also administers provisions of the memorandum of understanding (MOU). The Classification Section of the division is currently working on the Citywide Classification Study. Risk Manaaement Division The Risk Management Division is responsible for developing and maintaining a safe and healthy environment for the citizens and employees of the City in order to preserve the city's assets and service capabilities. This is accomplished via four major functional programs: Employee Benefits, Safety, Loss Control Services, and Disability Management. Major Accomplishments for Fiscal Year 2003 In FY 2003, the Operations Division led the design and development of a recruitment and marketing Web CD that provides information on the Police, Fire, Engineering, Library, and Public Works Operations departments. The Web CD is used for direct recruitment purposes and as an educational tool for individuals who are considering career options. The Web CD has computer "DNA" tracking capability, which allows us to have statistical information as to how many individuals are using the tool and which sections they are viewing. As part of our continuing outreach efforts, the Department hosted a Career/Educational Fair to the community. The focus ofthe Fair was on careers in city government and included lectures throughout the day. Twelve City departments participated in this event, which had an estimated 800 in attendance. Additional outreach has been through partnerships with the Sweetwater Union High School District on the development of a law enforcement careers magnet school program as well as presentations at the local high schools, Southwestern College, career centers and other career fairs. The Classification Section has completed Phase III of the Citywide Classification Study, this included Public Works Operations and related positions. This involved a review of 160 positions. 131 , i Volunteer Services continues to manage a successful citywide volunteer program. The Volunteer Works database manual was updated and given to all volunteer coordinators. The annual volunteer recognition event, held in April, successfully honored our 1,200+ active volunteers. In the Risk Management Division, employee benefits staff continues to look for new and innovative benefits and more efficient and user-friendly means of delivering benefits to our employees. Marsh Insurance Services was selected as the City's Broker of Record to assist the City in negotiating with various insurance carriers. During our renewal process Marsh was able to negotiate contracts that maintained benefit levels and kept insurance premium increases to a minimum. Staff has designed a comprehensive booklet titled "So Your'e Having a Baby" which is given to all of our expectant parents to inform them of all the leave and benefit entitlements to which he or she will be entitled while they take time off from work to be with their new family addition. Administration of payroll deduction health and dependent care spending accounts (FSAs) has been brought in-house. This saves both the City and the employees the administrative fees previously paid to the third party administrator. By processing FSAs in-house, reimbursements are conveniently credited directly to the employee's paycheck. Policies and procedures in accordance with the Health Insurance Portability and Accountability Act of 1996 (HIPAA) and its regulations regarding the City's use and disclosure of protected health information (PHI) obtained in the course of self-administering Cafeteria Dental/MedicalNision (DMV) Care and MyFund Health Flexible Spending Accounts have been promulgated. The City's policy and associated documents are being used as a model by other cities in the region. c '" ( . During the year all supervisors in the City have been trained in the management of work related injuries and illnesses, giving them tools to better understand the complexities of the workers' compensation system, as well as how the City's self-insured program operates. On going training for newly hired or promoted supervisors will be held on a quarterly basis. Through our insurance pool, SANDPIPA, we have been able to negotiate a contract with 3E Company to maintain the city's chemical inventory that will be available on-line, via 800 number or via fax. This move reduces the time and effort needed to comply with OSHA standards and provides quick access to chemical properties and precautionary measures needing to be taken when using the chemicals. It also is an invaluable tool to medical providers in the event an employee has an exposure or reaction when using a chemical. All departments will have access to the information by their location. The Loss Control Services program, which handles claims against the City, collection on damages to city property, and insurance provisions in contracts, continues to have a 100% success rate in obtaining judgements or stipulations in our collection process for those cases that proceed to Small Claims Court. Since instituting an aggressive recovery program for damages to city property in June of 2000, we have collected in excess of $520,000. We have also enjoyed a 100% success rate on every lawsuit filed against the City in Small Claims Court for damages. 132 '~"'~,lc.~.~;"'lh'_ _.>tA,i!t,[,iII:,"- ~ On the recommendation of the Citywide Safety Committee, Automatic External Defibrillators (AEDs) have been installed throughout the city. Fortunately none have been used as of this date but they are ready should the need arise. Major Goals and Challenges for Fiscal Year 2004 and 2005 The Operations Division will continue to develop and update both employee and supervisor handbooks. These handbooks will give employees the policies and information that they need to be able to perform their jobs within established guidelines. The continuing goal of the department is to seek out applicants with diverse backgrounds for all of our positions. The implementation of enhanced retirement benefits has resulted in the retirement of many veteran individuals, taking their vast knowledge and experience with them. The Human Resources Department is partnering with departments to facilitate promotional processes as well as the testing and selection processes to fill these and other vacancies at all levels throughout the organization. The Citywide Classification Study will continue in FY 2004, with Phases IV-Inspector Classifications (building, fire, public works, etc.) and Phase V-Civilian Police Department. The biggest issue facing the Risk Management Division is the identification of viable insurance markets to cover our losses, particularly in the area of workers' compensation. It is of little comfort to know that everyone wanting to conduct business with and within the city is in the same situation. Drastic legislative changes to the delivery of workers compensation benefits in this state will be needed before we see any changes in the insurance marketplace. The Safety Program will be focusing on Fall Protection training, the development of a Vehicle Accident Review Policy and maintaining all other programs currently in place. The City of Chula Vista's Safety Program and our employees' commitment to safety is looked up to by other agencies. The Disability Management program is in the process of developing a formal "Return to Work" policy. This policy will detail how modified work will be provided to employees who are on injury leave waiting to return to work. Employee Benefits will continue to be on the lookout for innovative ways to maintain benefit levels for our 1,000+ benefited employees while keeping cost increases down. We are committed to not only to look after the welfare of our active employees but our retirees as well. Towards this end we are seeking a vehicle to allow employees to set aside pre-tax dollars to fund medical insurance premiums when they are retired. Loss Control Services will produce a comprehensive Risk Transfer handbook to be used as a reference for citywide contract administration. In handling claims against the City we continue to take an aggressive stance via our governmental immunities in defending those claims where the City has no liability and in those where liability is an issue working towards negotiating quick resolution to avoid unnecessary litigation. I 133 HUMAN RESOURCES ORGANIZATION CHART Human Resources Administration Personnel Services Risk Management Volunteer Services o o 134 ",,,.:.;.it~~ ".".' .;.J' .... ,'"'..... FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 1,765,402 1,986,001 Supplies and Services 786,369 836,407 Other Expenses 1,919,284 625,000 Capital 45,433 58,535 EXPENDITURE TOTALS $4,516,488 $3,505,943 $3,536,111 $3,676,962 FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 07100 Administration 229,174 257,230 07300 Personnel Services 940,054 1,050,501 07700 Risk Mana!'lement 3,267,152 2,102,757 07900 Volunteer Services 80,108 95,455 EXPENDITURE TOTALS $4,516,488 $3,505,943 $3,536,111 $3,676,962 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Charges for Services 0 4,379 Other Revenue 354,826 486,625 Transfers In 250,223 270,635 REVENUE TOTALS $605,049 $761,639 $488,685 $524,934 ~ 135 HUMAN RESOURCES o AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Director of Human Resources 1 1 1 1 1 1 1 Assistant Director of Human Resources 1 1 1 1 1 1 1 Administrative Office Assistant III 0 2 2 0 0 0 0 Administrative Office Specialist 0.75 0 0 0 0 0 0 Administrative Secretary 1 1 1 1 1 1 1 Benefits Manager 0 1 1 1 1 1 1 Benefits Technician 0 1 1 1 1 1 1 Confidential Administrative Office Specialist 1 1 1 0 0 0 0 Confidential Bilingual Secretary 1 1 1 0 0 0 0 Confidential Secretary 0.75 2 2 0 0 0 0 Human Resources Operations Manager 0 1 1 1 0 0 0 Office Specialist 0 0 0 2 2 1 1 Personnel Analyst 2 2 2 2 2 2 2 Principal Personnel Analyst 0 0 0 0 2 2 2 Risk Analyst 2 0 0 0 0 0 0 Risk Management Specialist 0 1 1 1 0 0 0 Risk Manager 1 1 1 1 1 1 1 Senior Classification Analyst 0 2 2 2 0 0 0 Senior Office Specialist 0 0 0 1 1 2 2 Senior Personnel Analyst 0.75 1.5 1.5 1.5 1.5 1.5 1.5 Senior Risk Management Specialist 0 3 4 4 5 5 ~C Senior Secretary 0 0 0 1 1 1 Sr. Fiscal Office Specialist 0 0 0 2 2 2 2 Volunteer Coordinator 0 1 1 1 1 1 1 Total Permanent FTE's 12.25 23.5 24.5 24.5 23.5 23.5 23.5 Total Hourly FTE's 1 0.5 0.5 0 0 0 0 Total FTE's 13.25 24 25 24.5 23.5 23.5 23.5 o 136 '..;;.~_Ii .i'!;.,....-\_~.. iiifar' HUMAN RESOURCES MISSION STATEMENT' GOALS' OBJECTIVES AND MEASURES MISSION STATEMENT: The Human Resources Department is committed to providing superior services to employees, departments, and the public to ensure an informed quality workforce and community, while treating everyone with fairness, dignity and respect. GOAL: Provide full service human resource functions to insure that hiring, discipline, training and other related services are provided equitably and in accordance with local, state and federal laws and ordinances. Objective: Recruit qualified individuals to work for the City of Chula Vista. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ A llcallons received Recruitments conducted A licants romui ated to eli ibili lists 8100 111 N/A 5,049 80 550 5000 80 500 5000 80 500 Objective: Recruit and place volunteers in City departments and acknowledge their contributions. Objective: Attend Job/Careers for greater community outreach. Job/Career fairs attended Partici ated in Outreach resentations GOAL: Develop a safe and healthy environment for City employees and the public through training, education and careful monitoring and to control and reduce liability exposures in order to preserve the City's assets and service capabilities. Objective: Process public liability claims effectively and efficiently. I ... 100% % ot claims processed within statutory timeframes Number of claims handled/received by Ci % of claims closed without lili ation 100% I 100% 132 130 130 130 86% 85% 85% 85% I 137 :;:,:.; /" Objective: Ensure employees are aware of the benefits available to them and how they may access these benefits. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ Number or 0 n enrollment meetin s Number of wellness worksho s Number of New Hire Orientation meetin s benefited and houri 23 4 64 21 4 64 21 4 64 21 4 64 Objective: Process reimbursement claims and payroll changes in a timely and accurate manner. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ. # ot reimbursements recessed 1524 2,122 2,720 2,720 % of benefit transactions precessed 100% 100% 100% 100% accuratel % of claims rocessed within 10 da s 100% 100% 100% 100% Number ot a roll transactions rocessed 2,019 2,622 3225 3,225 Objective: Complete routine workplace safety inspections for all City buildings in order to identify and eliminate potential hazards and to provide safety training to the City's employees. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ Number of monthly inspections com leted Safe trainin classes rovided 125 15 150 150 70 35 70 70 138 ~;,.~'!i._...._,liIl~" '~.Ir' "n. . I FINANCE Department Purpose and Description The Department is organized into three divisions, Fiscal Operations, Treasury Operations, and Purchasing. The primary functions of the Department are to administer the City's financial affairs, supervise the disbursement of all monies, manage all fiscal systems, collect and record all revenues, assist in the preparation of the citywide budget, manage all investments and borrowing, and provide centralized procurement services to all City departments. Major Accomplishments for Fiscal Year 2003 . Successfully converted the City's and Redevelopment Agency's Comprehensive Annual Financial Reports in conformance with the new Governmental Accounting Standards Board pronouncements (GASB 34). This involved the most significant change in the history of financial reporting for state and local governments. Among its many provisions, GASB 34 required the City to begin reporting the value of all infrastructure assets, including roads, bridges, water and sewer facilities. . Received the Award for Outstanding Financial Reporting from the California Society of Municipal Finance Officers for the FY2002 Comprehensive Annual Financial Report. . Received the Achievement of Excellence in Procurement Award from the National Purchasing Institute, a process sponsored by the California Association of Public Procurement Officers and the National Association of Purchasing Management. . Issued $60.2 million in Certificates of Participation to fund the construction of the new Police Facility. . Issued $39 million in Community Facility District Bonds to provide funding for infrastructure in the Eastlake- Woods, Vista development. . Issued $14.4 million in Community Facility District Bonds to provide funding for infrastructure in the San Miguel Ranch development. . Began the process to obtain favorable long-term financing for the new Civic Center project. . Implemented an automatic bank account debit payment option for sewer service customers served by the Sweetwater Authority. At the end of FY 2003 there were approximately 900 customers using this payment option. . Implemented a complete upgrade to the in-house sewer billing system, including a database conversion and new/improved billing format. 139 , , Major Goals and Challenges for Fiscal Years 2004 and 2005 The goal for the Finance Department is to fulfill our Mission Statement: "To assist the City Council and the City Manager in maintaining public confidence in the fiscal integrity of the City by accounting for, controlling and reporting on the City's resources in accordance with sound public financial management practices." We will accomplish this by maintaining an independent, yet participative posture in administering the City's fiscal affairs, prescribing and overseeing a sound system of internal controls, and accurately, yet conservatively projecting revenues and monitoring the financial health of the City. A major goal for the Finance Department in fiscal year 2004 will be to ensure that Council is informed of any potential impacts to City revenues resulting from State takeaways due to their current budgetary crisis. This will include keeping informed of any proposed legislative initiatives impacting the City. In addition, the Finance Director will continue to work with other local government agencies to look for ways to protect local revenues from further State takeaways. With the goal of improving services to our Citizens, the Finance Department will continue to review payment options such as credit card payments for parking citations, recreation classes, building permits and delinquent accounts. In addition, we will research the option of processing additional payments on-line. Finally, we hope to implement an improved records management system, possibly utilizing imaging technology, which will minimize space needs while facilitating efficient information retrieval. 140 ;,.."..",;~ ..'0_' u_,.......~~:"".>". '" it. ~'l;,<,',,..,'MiI1"'" .~ ~ . \ I '\ ~. FINANCE Finance Finance Administration Finance Operations Treasury Purchasing 141 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 1,911,022 2,157,945 Supplies and Services 167,230 168,901 EXPENDITURE TOTALS $2,078,252 $2,326,846 $2.483,253 $2,639,767 Ex pendltures by DIvIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 08100 Administration 417,008 430,212 08300 Operations 834.663 966.361 08500 Treasury 411.853 488.408 08700 Purchasinq 414,728 441 ,865 EXPENDITURE TOTALS $2,078,252 $2,326.846 $2,483.253 $2,639.767 FY 2002 FY 2003 FY 2004 ACTUAL PROJECTED PROPOSED Other Local Taxes 81,061 9,213 Use of Money & Property 88,406 78,125 Revenue from Other Agencies 0 39,845 Charges for Services 7,462 6,742 Other Revenue 458,626 536,113 Transfers In 424,185 457,565 REVENUE TOTALS $1,059,740 $1,127,603 $1,236,813 $1,312,578 ~, , I ''-../ 142 ~.~1ff.A:'~~'I!:J <~'.t" ',i , '!. ~1;f;:':lIftJI." : Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Ass\. City Manager - Admin Svcs 0 1 1 1 0 0 0 Director of Finance 1 0 0 0 1 1 1 Assistant Director of Finance 1 1 1 1 1 1 1 Accountant 3 3 3 3 3 3 3 Accounting Assistant 0 0 0 4 4 4 4 Accounting Assistant II 1 1 1 0 0 0 0 Accounting Assistant III 2 3 3 0 0 0 0 Accounting Technician 0 0 0 2 2 2 2 Administrative Office Assistant II 1 0 0 0 0 0 0 Administrative Office Assistant III 1 0 0 0 0 0 0 Administrative Office Specialist 2.41 1.58 1.58 0 0 0 0 Administrative Secretary 1 1 1 1 1 1 1 Budget Manager 1 0 0 0 0 0 0 Buyer 1 1 1 0 0 0 0 Collections Supervisor 0 1 1 1 1 1 1 Customer Service Representative 1 3 4 4 4 4 4 Fiscal Operations Manager 0 1 1 1 1 1 1 Payroll Technician 1 1 1 0 0 0 0 Procurement Specialist 0 0 0 1 1 1 1 Purchasing Agent 1 1 1 1 1 1 1 ~. Revenue Analyst 1 0 0 0 0 0 0 Revenue and Recovery Manager 1 0 0 0 0 0 0 Senior Accountant 2 2 2 2 2 2 2 Senior Accounting Asst 3 3 3 1 1 1 1 Senior Buyer 0 1 1 0 0 0 0 Senior Fiscal Office Specialist 0 0 0 1 1 1 1 Senior Procurement Specialist 0 0 0 1 1 1 1 Storekeeper 1 1 1 1 1 1 1 Storekeeper Supervisor 1 1 1 1 1 1 1 Treasury Manager 0 1 1 1 1 1 1 TotalPermanentFTE~ 27.41 28.58 29.58 28 28 28 28 Total Hourly FTE's 0 0.5 0.5 0.92 0.92 0 0 Total FTE's 27.41 29.08 30.08 28.92 28.92 28 28 ~ 143 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 88,850 90,713 Supplies and Services 30,299 54.473 Other Ex penses 194,512 215,950 Transfers Out 3,734 3,734 EXPENDITURE TOTALS $317,395 $364,870 $337,061 $325,530 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Licenses and Permits 26,154 22,000 Fines, Forfeitures, Penalties 83,211 87,000 Use of Money & Property 244,234 248,182 REVENUE TOTALS $353,599 $357,182 $332,746 $335,670 (0 '-.../ 144 :.:..iIi1.........--. ~":"!C'-;o,;~,' ..... LiIIt ,~ , -,- -.- Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 1100000 2200000 1-5 1,5 1,5 1-5 1-5 0,5 0,5 Customer Service Representative Parking Control Officer Parking Operations Officer TomlPennanentFTE~ Toml Hourly FTE's Toml FTE's 4.5 o 4.5 4.5 o 4.5 1.5 o 1.5 1.5 o 1.5 1.5 o 1.5 0.5 0.25 0.75 0.5 0.25 0.75 ~ ~ 145 FINANCE MISSION STATEMENT' GOALS' OBJECTIVES AND MEASURES MISSION STATEMENT: To assist the City Council and the City Manager in maintaining public confidence in the fiscal integrity ofthe City by accounting for, controlling and reporting on the City's resources in accordance with sound public financial management practices. GOAL: Provide a high level of fiduciary accountability for the fiscal functions of expenditure and revenue projection, expenditure control, cash management, accounts payable, accounts receivable, payroll and debt management. Objective: Assist in preparing the annual budget for City Council adoption and monitor operating performance in comparison with the adopted budget, advising the City Council of variances and their causes. Annual Measure FY02 Act FY03 Est FY04 proJ FY05 proJ General revenue realized as a % 100% 100% 100% 100% of amended bud et % of quarterly status reports finished within 45 days of quarter 75% 75% 75% 75% end % of departments expending within 100% 100% 100% 100% bud et Objective: Produce the Comprehensive Annual Financial report (CAFR) in accordance with generally accepted govemmental accounting principals so as to receive an unqualified opinion from extemal auditors and qualify for the Govemment Finance Officer's of America (GFOA) award for excellence in financial reporting. Annual Measure FY02 Act FY03 Est FY04 Pro] FY05 Pro] Unqualified opinion on CAFR received GFOA financial reporting award received Yes Yes Yes Yes Yes Yes Yes Yes Objective: Maintain effective cash collection procedures in order to maximize cash flow while providing a high level of customer service. Annual Measure FY02 Act FY03 Est FY04 proJ FY05 ProJ % of revenues deposited and accounted for within 3 business da s 98% 98% 98% 146 ';-;ii.,~;,""!'1.:-;';A_~'-~ J'iil";,' , ,- I GOAL: Maintain an effective centralized procurement system serving all City functions. Objective: Process all requisitions received for goods and services in an appropriate and timely manner. % of purchase orders issued within 2 weeks of re uisition recei t 80% 80% 80% 80% 147 ;~2W~\i..._~'_~"',fo - _Ii .JIl".~' 148 r GENERAL SERVICES Department Purpose and Description The Office of Building and Park Construction was created in fiscal year 2002 to oversee all construction of City buildings and parks. As the Office has developed and matured, it has started to undertake additional duties, especially related to building issues. An example ofthis is the recent start of a long term planned maintenance program for City buildings and park facilities. This program, when complete in FY 04 will be the first of its kind in the City and will provide a blueprint for funding regular maintenance, renovation and replacement activities. The Office has increased its interactions with the Public Works Operations Department, in particular the Construction and Repair and the Custodial sections. As this relationship has developed, it has become clear that both these sections and the City would be better served if they were brought into the same department as the Building and Park Construction staff. There will be significant efficiencies realized by having all of the building related staff in one Department. In addition to the building maintenance and custodial issues, during FY 03, the City's Capital Improvement Program (CIP) oversight and budgeting tasks were brought into the Office with the transfer of staff from Engineering. It is expected that the CIP oversight activities will remain in this location for the foreseeable future. In light of these changes, the Office of Building and Park Construction will be moved out ofthe Administration Department. A new Department of General Services will be created that will contain three Divisions; Building Maintenance and Custodial Services, Building and Park Construction and CIP Management. Major Accomplishments for Fiscal Year 2003 . The new police headquarters construction began in earnest. This $63+ million, 140,000 square foot building is the single largest capital improvement project in the City's history. Throughout the year, great progress was made, not only on the construction of the facility, but on the tools and systems the City has developed to manage projects. The building, originally scheduled for completion in February 2004, is slightly ahead of schedule. Construction has proceeded within the budgetary limits established by Council. . The planning and design were completed, and construction started, on Fire Station No. 7 in Otay Ranch. This is the first new fire facility in Otay Ranch and will serve as a battalion headquarters for the eastern territories. A very aggressive completion date of September 11, 2003 was established for the station and it is fully expected that the station will be open and operational on time. In addition to Fire Station No.7, a new maintenance and storage facility at Fire Station NO.2 (Hilltop) was constructed and an addition was constructed to Fire Station No.4 (Rancho del Rey). 149 ~ , I -/ Major Goals and Challenges for Fiscal Year 2004 and 2005 . Building and Park Construction will be reorganized in fiscal year 2004, with the transfer of the Construction and Repair and the Custodial Services sections from Public Works to the new Department of General Services. Successfully marrying the building maintenance aspects of the City's operations to the building and park design and construction operations is both a major goal and a significant challenge, and will result in far more efficient building related operations. . In concert with the reorganization, General Services will complete the long-range planned maintenance program for City buildings. This program will enable the City to plan ahead for the eventual improvements it will have to make on the various buildings the City owns or will own in the future. Such things as roofing replacement, painting, flooring, lighting, and many other building components will be included in the program. 150 ~~-l'.D!Ira'~rJ,~r'~~}'.i..!l;i,^",)1 ~- .-~. 31 :"...:;~ !'J -.111)' (~ GENERAL SERVICES General Services Building Maint. and Custodial Services Building & Park Construction Administration Administration I CIP Management Custodial Services Building and Park Construction Construction and Repair Landscape Architecture ---- ,- 151 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 0 0 Supplies and Services 0 0 Other Expenses 0 0 Capital 0 0 EXPENDITURE TOTALS $0 $0 $4,957,586 $5,455,557 Ex pendltures by DIVISion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 10100 General Services Admin 0 0 10300 BuildinQ and Park Construction 0 0 10500 Landscape Architecture 0 0 10700 BuildinQ Services 0 0 EXPENorrURE TOTALS $0 $0 $4,957,586 $5,455,557 REVENUE TOTALS FY 2002 ACTUAL o o $0 FY 2003 PROJECTED o o $0 FY 2004 PROPOSED FY 2005 PROPOSED Charges for Services Other Revenue $1,116,086 $1,205,373 ~ I .. U 152 <l . _~,,~ _.oc..i;t.~,_~,......L- .~!~"'< o~Ll-___lIl'_:llIibL'~~.u- Lcca"... /"\ , , GENERAL SERVICES AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Director of General Services a a a a a 1 1 Ass!. Director of Bldg and Park Construction' a a a a a 1 a Administrative Analyst II" a a a a a 1 1 Building Projects Manager" a a a a a a a Building and Park Construction Manager' a a a a a a 1 Building Services Manager a a a a a 1 1 Carpenter a a a a a 1 1 Custodial Services Supervisor a a a a a 1 1 Custodian a a a a a 12.5 12.5 Electrician a a a a a 2 2 HVAC Technician I a a a a a 1 1 HVAC Technician II a a a a a 1 1 Landscape Architect a a a a a 2 2 Landscape Inspector a a a a a 3 3 Landscape Planner 1/11 a a a a a 4 4 Lead Custodian a a a a a 5 5 Locksmith a a a a a 1 1 Painter a a a a a 2 2 Plumber a a a a a 2 2 Principal Landscape Architect a a a a a 1 1 ~ Senior Building Project Supervisor a a a a a 3 3 Senior Civil Engineer' a a a a a 1 a Senior Custodian a a a a a 3 3 Senior Electrician a a a a a 1 1 Senior Fiscal Office Specialist a a a a a 1 1 Senior HVAC Technician a a a a a 1 1 Senior Management Assistant a a a a a 1 1 Senior Office Specialist a a a a a 1 1 Supervising Construction Specialist a a a a a 1 1 TotalPermanentFTE~ 0 0 0 0 0 55.5 54.5 Total Hourly FTE's 0 0 0 0 0 6.12 6.12 Total FTE's 0 0 0 0 0 61.62 60.62 *FY05 staffing numbers will become effective in FY04 upon the retirement of the current Director of Building and Park Construction **Effective July 2003 Building Projects Manager will be reclassified to an Administrative Analyst II .~ 153 \, GENERAL SERVICES MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: Provide high quality building and park design and construction services, high quality building maintenance services including construction, maintenance, repair and custodial services and to generally assist other City Departments on matters pertaining to building and construction issues. GOAL: Ensure the timely and cost effective delivery of the City's building and park construction projects. Objective: Manage, monitor and complete a// construction projects and ensure that all programming issues are addressed during the design phases of those projects. Objective: Prepare, manage and monitor the City's Capital Improvement Program (CIP) budget Objective: Provide assistance and co//aboration on design and programming for new turnkey and City constructed park projects Annual Measure FY02 ACT FY03 EST FY04 PROJ FY 05 PROJ Parks construction document phases completed Parks Under Construction 3 3 10 2 9 3 8 2 Objective: Monitor the impacts of the recently adopted Park and Recreation Master Plan Objective: Design neighborhood and community parks in a manner consistent with the demand analysis guidelines and policies of the Master Plan Objective: Assist in the development of a funding mechanism to create new parkland opportunities and enhance existing park facilities in Western Chula Vista GOAL: Provide high quality custodial services to all City buildings and special City events. Objective: Respond to specific requests for custodial services in an expeditious fashion Objective: Assist other Departments with their planning and implementation of special events that require custodial services. Objective: Develop a Citywide survey of building users to identify strengths and weaknesses in the providing of custodial surveys. Utilize the survey results to review current policies and practices and make improvements where necessary 154 .,< ~.H.il;~L~ii.; ,~.:;:.~iS!:-;t,ai.~;--::--" ,i. -.il; - L, GOAL: Maintain and repair City buildings so that they remain safe, efficient and meet the needs of the public and City Staff. Objective: Develop a comprehensive work management system to track construction and repair work to City buildings Objective: Prepare and implement a comprehensive preventive maintenance program for all City Buildings including an inventory of all of the materials the condition of every City building Objective: Respond to specific requests for construction and repair services in an expeditious fashion. I 155 '1 156 ~ll::"",,,,--~~<,,~;~,,",. J'.'!ii..., "'.~ NON-DEPARTMENTAL The Non-Departmental budget reflects those expenses and expenditure savings that are not directly related to any department. The budget includes such items as interest expense, salary savings due to the furlough, transfers out to liability reserves, and transfers out to various Debt Service Funds for the General Fund's debt service obligations. This budget also includes all General Fund discretionary revenues. I 157 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services -2,238,692 -2,151,228 Supplies and Services -1,554 15,717 Other Expenses 150,645 -51.483 Transfers Out 1,880,272 3,794,827 C I P Project Ex penditures 5,520,797 6,025,774 EXPENDITURE TOTALS $5,311,468 $7,633,607 $1,939,821 $1,961,479 Ex pendltures by DIVISion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 09100 Non-Departmental -209,329 1,607,833 09200 Non-Departmental CIP 5,520,797 6,025,774 EXPENDrrURE TOTALS $5,311,468 $7,633.607 $1,939,821 $1.961.479 REVENUE TOTALS FY 2002 ACTUAL 13,068,820 38,277,908 3,160,767 11,048,051 o 1,805,174 5,254,162 $72,614,882 FY 2003 PROJECTED 14,778,354 32,308,838 2,158,292 12,674,013 24,990 2,267,938 440,824 $64,653,249 FY 2004 FY 2005 PROPOSED PROPOSED Property Taxes Other Local Taxes Use of Money & Property Revenue from Other Agencies Charges for Services Other Revenue Transfers In $71,093,738 $77,281,619 o 158 - --,..... ~::'. ~." .:1... 'r DEVELOPMENT AND MAINTENANCE SERVICES I 159 ) 160 ';,"'L~'1lmlIIl'~-._"..:.:..:~..;.' "I...:,. .."lob. COMMUNITY DEVELOPMENT Department Purpose and Description The Community Development Department is responsible for a wide array of community and economic development projects, programs, and activities implemented through the divisions of: Economic Development, Planning and Environmental Services, Redevelopment, and Affordable Housing/CDBG. Community Development consists of twenty-three (23) permanent full-time positions and serves as direct staff for the Redevelopment Agency, Economic Development Commission, Housing Advisory Commission, Mobile Home Rent Review Commission and the Town Centre Project Area Committee. The Department also serves as liaison to the Chula Vista Chamber of Commerce, Downtown Business Association and Broadway Business Association; and works cooperatively with many regional and local agencies such as the San Diego Regional and South County Economic Development commissions and San Diego Housing Federation. Generally, the Economic Development Division is responsible for pursuing and implementing a wide-array of proactive business attraction, retention and assistance programs as well as leading significant city-wide economic development strategic planning initiatives. The Division works collaboratively with City Administration and the Development Services departments to implement broad economic development projects and programs while also providing general economic development site selection and marketing support services. The Planning and Environmental Services Division provides professional planning and environmental entitlement review, analysis and processing services for most of the projects and programs implemented by the Department by working collaboratively with the Planning and Building Department. The Redevelopment and Housing Divisions serve as primary staff to the Redevelopment Agency. Redevelopment Division staff ensure the full implementation of five (5) redevelopment project areas and manage redevelopment programs and development projects. Housing Division staff, utilizing the 20% Low- and Moderate-Income Housing Set-Aside funds, implements city-wide affordable housing programs pursuant to the City's Housing Element of the General Plan while also managing the CDBG and HOME programs. Major Accomplishments for Fiscal Year 2003 Provided below are the accomplishments of the Economic Development and Planning and Environmental Services divisions. The accomplishments for the Redevelopment and Housing divisions are provided under the Redevelopment Agency. Economic Development: . Adoption of the Economic Development Strategy . Grand Openings for DNP and Hitachi . Launch of "Choose Chula Vista" - a GIS-based Site Selection Website . 1st Annual Real Estate Broker's Forum and Tour . Initiated a Restaurant Recruitment Initiative 161 ~ Planning and Environmental Services: · Drafted an Interim Outdoor Storage Ordinance and completed the Energy Way Reuse Study · Completed the Specific Plan for the Auto Park North Expansion project · Participated in the General Plan Update, including the public participation program and the Northwest and Southwest Area Plans · Processed several Coastal Development Permits that facilitated further interim decommissioning activities for the South Bay Power Plant Major Goals and Challenges for Fiscal Years 2004 and 2005 Community Development will be pursuing a variety of goals over the next two fiscal years to advance Council directives and priorities. Major goals and objectives for the Economic Development and Planning and Environmental Services divisions include: Economic Development: · Completing the Community Development Strategic Plan to increase departmental efficiency and effectiveness · Adoption of the City's first Economic Development Element ofthe General Plan that will provide a broad set of economic development policies that will ensure linkage between growing and sustaining the local economy with other General Plan level policies · Recruitment of Upscale Restaurants through the development and implementation of a ) Restaurant Recruitment Action Plan · Development of an Image Campaign Strategy and Economic Development Marketing Plan . Full implementation of the Local Employer Assistance Program (LEAP) · Participation in the development and support of a Blue Ribbon University Task Force Committee Planning and Environmental Services: · Development and full implementation of a coordinated project review process for western Chula Vista development projects utilizing and expanding existing review processes developed for processing master planned projects in eastern Chula Vista · Develop an Urban Core Specific Plan for the area of the City bounded by "E" Street, "I" Street, Interstate 5 and Third Avenue that will include the downtown Third Avenue district, Chula Vista Center area, Broadway and adjacent transit areas, and the principal gateways such as "H" Street and "E" Street . Complete the Outdoor Storage Ordinance · Manage the planning and environmental review process for a number of significant high-profile projects such as the Mid-Bayfront and Auto Park Expansion 162 ~ib;t;I~.~~., ,~_~:"c..;~'(;;.":j.-,, ;,;,._ ......,~.. .f\ , COMMUNITY DEVELOPMENT ORGANIZATION CHART Community Development Redevelopment Housing Special Projects Economic Development Planning & Environmental Services ,~ ,/'"' 163 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 1.788.910 2.138,325 Supplies and Services 425,833 374.548 Capital 5,515 2.000 EXPENDITURE TOTALS $2,220,258 $2,514,873 $2,732,153 $2,883,145 Ex pendltures by DIVISion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 11100 Administration 515.900 596.920 11300 Redevelopment 456,651 449.320 11500 Housinq 322,226 347.874 11600 Special Projects 176.840 232.180 11700 Economic Development 469.321 589,917 11900 PlanninQ & Environ Services 279.320 298.662 EXPENDITURE TOTALS $2,220,258 $2,514,873 $2,732,153 $2,883,145 C REVENUES FV 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Revenue from Other Agencies 15.490 47,700 Charges for Services 21 14,938 Other Revenue 2,546.315 2,128,323 Transfers In 0 32.900 REVENUE TOTALS $2,561,826 $2,223,861 $2,380,754 $2,555,184 - NET COST - DEPARTMENT EXPENDITURES PLUS: ALLOCATED COSTS TOTAL EXPENDITURES LESS: PROGRAM REVENUES NET COST FY 2004 2.732.153 743.959 3,476,112 2,380.754 $1,095,358 FY 2005 2,883,145 791,573 3,674.718 2,555,184 $1,119,534 n \J 164 '~~~,"~s~~;.-,: ..1l~:,:W~iB'i.~ Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Director of Community Development 1 1 1 1 1 1 1 Asst Director of Community Development 1 1 1 1 1 1 1 Administrative Office Specialist 1 0 0 0 0 0 0 Administrative Secretary 2 2 2 0 0 0 0 Community Development Specialist 1/11 4 4 4 4 4 4 4 Economic Development Manager 1 1 1 1 1 1 1 Environmental Projects Manager 1 1 1 1 1 1 1 Housing Coordinator 1 1 1 1 1 1 1 Planning and Environmental Manager 0 1 1 1 1 1 1 Principal Community Development Specialist 2 3 2 3 3 3 3 Redevelopment Coordinator 1 1 1 1 1 1 1 Secretary 0 1 1 1 1 1 1 Secretary to Redevelopment Agency 1 1 1 0 0 0 0 Senior Administrative Secretary 0 0 0 1 1 1 1 Senior Community Development Specialist 1 3 4 4 4 4 4 Senior Planner 0 1 1 1 1 1 1 Senior Secretary 0 0 0 2 2 2 2 Special Planning Projects Manager 0 0 0 1 1 0 0 Total Permanent FTE's 17 22 22 24 24 23 23 ~ Total Hourly FTE's 0 0 0 0 0 0 0 Total FTE's 17 22 22 24 24 23 23 ~ 165 COMMUNITY DEVELOPMENT MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES COMMUNITY DEVELOPMENT MISSION STATEMENT: The Community Development Department creatively plans and facilitates physical improvements, economic development and social benefits to advance the quality of life of all people in the Chula Vista community. Goal: To implement the City's newly adopted Economic Development Strategy (EDS) - including business attraction, retention, and expansion activities - that promote a diversified and vibrant local economy, generating tax revenues and providing job opportunities, to ensure the City's short and long term fiscal viability and an increasing standard of living for local residents. Objective: 1. Facilitate the Business Response Team's oversight of EDS implementation, including defining and monitoring performance benchmarks 2. Establish a restructured University Task Force and support the development of a University Recruitment Action Plan 3. Recruit targeted upscale restaurants 4. Recruit targeted industry cluster businesses 5. Develop, fund, and implement an aggressive Economic Development Marketingllmage Enhancement Plan in partnership with local stakeholders 6. Offer Local Employer Assistance Program (LEAP) services that result in business! job retention and expansion 7. Restructure and reappoint the City's Economic Development Commission 8. Prepare an International Trade Program Action Plan 9. Designate future business parks! Regional Technology Parks in the General Plan 10. Proactively assist in the planning and development of the EUC 11. Identify a future location and funding for the Visitor's Center 12. Develop and adopt an Economic Development Element of the General Plan Goal: Provide leadership and support to the City's Redevelopment Agency in revitalizing adopted redevelopment project areas, with a special focus on reversing deteriorating economic and physical conditions; redeveloping blighted, underutilized, and vacant properties; improving infrastructure and public facilities; and producing revenues through the development of job generating properties. 166 '!A,LIt\~ii1'~l'!Ilt~,~:.;,:i ,;i-td:i".J- .tK.!!a ;:: Goal: Goal: I Objective: Advance development projects and revitalization programs in each of the five redevelopment project areas in order to improve their physical condition and economic viability through new private and public sector investment. Including the following key objectives: 1. Make substantial progress toward development of the Chula Vista @ Landis and Gateway Chula Vista Phase II projects in the Town Centre I Redevelopment Project Area. 2. Make substantial progress toward development of the "E" Street Transit Village project and advance the redevelopment of the Sweetwater Union High School District Fifth Avenue project in the Town Centre II Redevelopment Project Area. 3. Complete the entitlement process for development of the Bayfront Commons project and make substantial progress on the Port/City Master Planning process in the Baytront Redevelopment Project Area. 4. Advance the proposed Charles Company West Fairfield project and complete the 760 Broadway mixed-use project in the Southwest Redevelopment Project Area. 5. Complete the entitlement processes for the Auto ParK Expansion projects (North and East) and worK coliaboratively with the respective development teams to secure commitments from respective auto dealerships. 6. Complete the Merged Redevelopment Project Expansion and Plan Amendment process Annual Measure FY 04 PROJ Percentage of the Merged Redevelopment Project Expansion and 100% Plan Amendment process completed by December 2003 Provide an array of housing assistance programs designed to stimulate the production and preservation of a balanced mix of quality, affordable, and safe residential housing units and neighborhoods citywide. Objective: Offer affordable home ownership programs . Provide down payment andlor closing cost assistance to first-time homebuyers Objective: Provide affordable housing opportunities through the Balanced Communities program (EastLake - Rancho Vista Apartments, MAAC Senior Housing, Rolling Hills Ranch, and San Miguel Ranch) Objective: Systematically implement neighborhood renewal and rehabilitation programs through the Castle Park Neighborhood Revitalization Program and the Community Housing Improvement Program (CHIP) Annual Measure FY 04 PROJ Percentage of Castle Park Neighborhood Revitalization Program 100% developed by June 2004 Provide professional planning and environmental analysis, and entitlement review and processing services Department projects and programs in an efficient and cost-effective manner. 167 :-T~~ Objective: Provide professional technical project analysis, and entitlement review and processing seN/ces for the following projects: . Mid-Bayfront . Auto Park Expansion . Chula Vista @ Landis . "E" Street Transit Village . Sweetwater UHSD projects Objective: Develop the following Specific Plans and Area Plans . Urban Core Specific Plan . Auto Park Expansion - East Specific Plan Objective: Develop and implement efficient and cost-effective internal and external project review processes for western Chula Vista projects Annual Measure FY 04 PROJ Percentage of a coordinated project review process for western Chuta Vista projects that provides applicants with timely and thorough review by City departments that results in environmentally sound and legally defensible entitlements and permits developed and fully implemented. 100% 168 ~-~~- !~ '!DIia PLANNING AND BUILDING SERVICES Department Purpose and Description The mission of the Planning and Building Department is to guide the physical development of the City through implementation ofthe General Plan and Building Codes. We are committed to enhancing the quality of life through sound infrastructure, protection of the environment, and promotion of high quality social and economic growth. Our vision for the City of Chula Vista is one of a vibrant, progressive community that has achieved its full potential, but is always striving to improve and revitalize itself. In that context, our shared vision for our department is one of an organization that works closely with the community to achieve its vision, through creative planning and problem-solving, through careful review of new development, and through collaborative efforts to maintain code compliance. Major Accomplishments for Fiscal Year 2003 The Planning and Building Department has responded to a continued high level of development review and building activity in the City during fiscal year 2002-03, and has been able to provide a consistently high level of customer service and high quality plan review and inspection services. At the same time, the Planning and Building Department has continued to implement its Business Plan, which is a five-year strategic plan for improving our overall effectiveness in meeting our Department's mission. Specific accomplishments during the year included implementation of a new "customer service portal" on the City's website, upgrading of the Department's records management program, further improvements to the Department's automated permitting and inspection scheduling programs, and numerous other customer service improvements. In addition, the Department will be opening its one-stop customer service center in the Public Services Building in July 2003. During fiscal year 2003, the Department also completed the planning of the Otay Ranch Freeway Commercial Planning Area, and began the processing of plans for the Eastern Urban Center. In addition, the Department processed plans for the EastLake Village Center North commercial complex. We have made significant additional progress in the update of the City's General Plan, including completion of a Vision and Goals Statement, several areawide studies, and preliminary land use and transportation alternatives. We have also continued our work with the Metropolitan Transit Development Board to prepare a long-range transit plan for Chula Vista and the South Bay, and to begin implementation of an early action regional transit project serving Otay Ranch. In addition, we have continued to make progress in implementing a Multiple Species Conservation Program (MSCP) Subarea Plan for the City, and we are now scheduled to obtain incidental take permit authority in Summer 2003. I 169 ~. Major Goals and Challenges for Fiscal Years 2004 and 2005 As noted above, the Planning and Building Department has prepared a five-year Business Plan to guide future improvements to the Department and to the services it provides. Among the major new initiatives identified in this plan that will be pursued during the coming year are the following: . Final adoption ofthe updated General Plan, and initiation of a comprehensive update of the City's Zoning Code and other related development regulations; . An expanded program of community planning for Western Chula Vista, in coordination with the Community Development Department; and . Continued improvements to the City's Code Enforcement Program, including a proactive multi-family housing inspection program and a pilot project that will utilize "Community Oriented Code Enforcement" techniques in one or more designated neighborhoods in western Chula Vista. In addition, in response to recent City Council direction, the Planning and Building Department will coordinate a comprehensive overview and update of the City's Growth Management Program during fiscal year 2004. ~-- -, ./' ) 170 \f~~:::t I.. A\li+':i! t. ~i .. , 1 PLANNING AND BUILDING ORGANIZATION CHART Planning & Building Services Building SelVices Planning Services Pennits Gode Enforcement Current Planning Advanced Planning ~ Building Plan Review Development Planning Long Range Planning Building Permit Processing Community Planning General Plan Update Building Field Inspection Environmental Planning ~ 171 ) EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 5,629.434 6,808,894 Supplies and Services 1,158.447 1,588,249 Other Ex penses 27,161 25,112 Capital 51,876 37,900 EXPENDITURE TOTALS $6,866,918 $8,460,155 $9,366,832 $9,686,371 Ex pendltures by DIVISion FY 2002 FY 2003 FY 2004 FY 2005 DMSION ACTUAL BUDGET PROPOSED PROPOSED 12100 Administration 477.660 546,563 12300 Buildin!'l Services 2,992,334 3,928,707 12500 Plannin!'l Services 3,396,924 3,984,885 EXPENDITURE TOTALS $6,866,918 $8,460,155 $9,366,832 $9.686,371 Other Local Taxes Licenses and Permits Fines, Forfeitures, Penalties Revenue from Other Agencies Charges for Services Other Revenue FY 2002 ACTUAL 29,929 2,856,212 4,650 o 2,996,054 649,622 $6,536,467 REVENUE TOTALS FY 2003 PROJECTED 48,204 3,031,667 1,648 227,666 4,288,139 655,138 $8,252,462 FY 2004 PROPOSED FY 2005 PROPOSED $9,417,790 $10,017,116 - NET COST - DEPARTMENT EXPENDITURES PLUS: ALLOCATED COSTS TOTAL EXPENDITURES LESS: PROGRAM REVENUES NET COST FY 2004 9.366.832 2.007.249 11.374.081 9.417.790 $1,956,291 FY 2005 9.686.371 2.135.713 11.822.084 10.017.116 $1,804,968 172 . . __~.-~,~_",,"_ ..,J......;....~ -. o AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Director of Planning/Building 1 1 1 1 1 1 1 Assistant Director of Planning 1 1 1 1 1 1 1 Assistant Director of Building & Housing 1 1 1 1 1 1 1 Administrative Office Assistant II 1 0 0 0 0 0 0 Administrative Office Assistant III 2.75 4 4 0 0 0 0 Administrative Office Specialist 3 2 2 0 0 0 0 Administrative Secretary 1 0 0 0 0 0 0 Assistant/Associate Planner 9 13 10 10 10 12 12 B&H Insp/Code Enforcement Officer 1111 7 13 14 16 16 18 18 B&H Insp/Code Enforcement Officer III 0 2 2 2 2 2 2 Business License Representative 0 0 0 1 1 1 1 Chief Plans Examiner 1 0 0 0 0 0 0 Code Enforcement Manager 0.75 1 1 1 1 1 1 Code Enforcement Technician 0 0 0 0 0 1 1 Deputy Building Official 0 1 1 1 1 1 1 Development Services Technician 0 6 5 8 8 8 8 Director of Building & Housing 1 0 0 0 0 0 0 Environmental Project Manager 1 2 4 4 4 3 3 Environmental Review Coordinator 1 1 1 1 1 1 1 General Plan Project Manager 0 1 1 1 1 1 0 ~. Housing Rehabilitation Specialist 1 0 0 0 0 0 0 Landscape Planner 1 1 1 1 1 1 1 Office Specialist 0 0 0 4 4 4 4 Permits Processing Coordinator 0 1 1 0 0 0 0 Permits Processing Supervisor 0 0 0 1 1 1 1 Plan Check Engineer 0 1 1 0 0 0 0 Plan Check Supervisor 0 0 0 1 1 1 1 Planning Technician 0 0 0 3 3 3 2 Planning Technician II 1 1 1 0 0 0 0 Planning Technician III 3 4 4 0 0 0 0 Plans Examiner 2 3 3 4 4 4 4 Principal Management Assistant 0 1 1 1 1 1 1 Principal Planner 2 2 5 5 5 5 5 Secretary 0 1 1 3 3 3 3 Secretary to Planning Commission 1 1 1 0 0 0 0 Senior Administrative Office Specialist 1 1 1 0 0 0 0 Senior Administrative Secretary 0 0 0 1 1 1 1 Senior Business License Representative 0 0 0 1 1 1 1 Senior Development Services Technician 0 0 1 1 1 1 1 Senior Fiscal Office Specialist 0 0 0 1 1 1 1 Senior Landscape Architect 2 0 0 0 0 0 0 Senior Planner 2 3 3 3 3 3 3 Senior Planning Technician 0 0 0 2 2 2 2 Senior Secretary 0 0 0 1 1 1 1 Special Planning Project Manager 0 0 0 0 1 2 2 .~ Sr. Building Inspector 1 2 2 2 2 2 2 Sr. Code Enforcement Officer 0 1 1 1 2 2 2 173 PLANNING & BUILDING AUTHORIZED POSITIONS Sr. Plans Examiner Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 o 0 0 1 1 1 1 Total Permanent FTE's Total Hourly FTE's Total FTE's 48.5 o 48.5 72 o 72 75 o 75 85 5.93 90.93 87 5.93 92.93 92 5.93 97.93 90 5.93 95.93 c o 174 L~:; "~ '. .1' I PLANNING AND BUILDING SERVICES MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: To guide the physical development of the City through implementation of the General Plan and Building Codes. We are committed to enhancing the quality of life through sound infrastructure, protection of the environment, and promotion of high quality social and economic growth. GOAL: Provide high quality customer service to the public regarding compliance with the Municipal Codes through the issuance of building permits and the abatement of violations. Objective: Have well-trained staff available to assist the public in obtaining building permits. Objective: Respond to public requests for code enforcement service promptfy. Annual Measure FY02 ACT. FY03 ACT FY04 EST FY05 PROJ 89% 87% 88% 89% Cases closed as % of cases initiated Cases brought into voluntary com liance as a % of cases initiated * Cases brou9ht into compliance through administrativeljudicial action as a % of cases initiated ." Average number of days from case initiation to volunta com liance Code enforcement expenditures per ca ita . Note: These measures do not add to 100%, the balance due to unfounded or dropped complaints. 78.4% 80% 82% 84% 3.0% 4.4% 4.0% 4.0% 28.3 21.8 20.0 19.0 2.16 3.01 4.44 4.44 GOAL: Develop and maintain a competent and customer service-oriented plan review and inspection office that emphasizes building safety and is responsive to the needs of the construction community and the public. Objective: Respond promptly to customer requests. Annual Measure FY02 ACT FY03 ACT FY04 EST FYQ5 PROJ % next day response on construction ins ection re uests % plan review meeting turn-around time standards % of inactive ermits closed 98% 98% 98% 98% 87% 100% 85% 100% 85% 100% 85% 100% 175 '\ Objective: Ensure plans examiners & construction inspectors are well trained. Annual Measure FY02 ACT FY03 ACT FY04 EST FY05 PROJ No. hours ot weekly training provided to all plans examiners and construction 1.0 1.0 1.0 1.0 ins ectors % completion of special inspector program: structural steel & high-strength 70% 100% 100% 100% concrete GOAL: Coordinate the comprehensive update ofthe City of Chula Vista General Plan. Objective: Develop a detailed work program for the General Plan, to include staffing, consulting and costs. Objective: Complete the Citywide baseline studies and the individual Community Vision Plans. % of baseline studies com lete % of Comm. Vision Plans com lete Objective: Complete the Comprehensive General Plan Update. Annual Measure FY02 ACT FY03 ACT FY04 EST FY05 PROJ % of Environmental Impact Report com lete % of General Plan U date com lete o 10% 100% NA NA 15% 40% 100% GOAL: Prepare and Implementation Program for the Updated General Plan. Objective: Develop a work program for the Implementation Program, to include staffing and costs. Objective: Prepare updated policy and procedure guidelines. % of rocedural uides com lete o I . Objective: Update and revise regulatory documents and codes related to implementing the General Plan. 176 "-"'~:t!!!..~_."", "".",..~.'. ',' ~.~::,!.......:-, ~.. ,.,.~ .... ~~. 4-__,""'L,"",-...~" n"~.,., GOAL: Ensure the City's General Plan goals and policies are implemented through the review/approval of development applications. Objective: Continue to review projects by the Planning Commission, Design Review Committee and staff. PrOjects Reviewed Annually FY02 ACT. FY03 ACT FY04 EST FY05 PROJ. No. of conditional use ermits 90 95 90 90 No. of rezonin /lext amendments 3 2 3 3 No. of desi n reviews 73 90 85 85 No. of subdivisions 0 3 2 2 No. of Ian checks 973 1050 1000 1000 GOAL: Review the planned community applications for consistency with General Development Plans. Objective: Process Sectional Planning Area plans, tentative maps and final maps in accordance with the master planned communities work program. % of Plan Processed FY02 ACT. FY03 ACT FY04 EST FY05 PROJ Ota Ota Ota Ota 90% o 80% o 80% o o 98% 10% 85% o 85% 30% 10% 100% 80% 90% 10% 90% 80% 50% o 90% 95% 20% 95% 90% 80% Number of Projects Processed FY02 ACT FY03 ACT FY04 EST FY05 PROJ Eastlake III 15 5 2 1 Eastlake II 10 10 6 2 Eastlake I 3 5 3 3 San Mi uel Ranch 12 8 5 3 Bella La 0 3 0 0 0 Roilin Hills Ranch 4 3 2 1 Sunbow 9 0 0 4 Eastern Chula Visla (non-Master Planned 5 8 8 8 Communities GOAL: Implement the General Plan through master plans and implementation plans related to open space, resource conservation, and transportation. Objective: Process long range plans in accordance with the General Plan % of Plan Processed FY02 ACT FY03 ACT FY04 EST FY05 PROJ. Multiole Soecies Conservation Plan 95% 100% NA NA Greenbelt Master Plan 90% 100% NA NA Otay Valley Regionai Park Implementation 75% 100% NA NA Plan Olav River Watershed Mom!. Plan 10% 15% 50% 75% Dev. Phasinn and Monitorina proaram 90% 100% NA NA Dav. Monitorina. Phase II NA NA 75% 100% C02 Reduction Plan imolementation 75% 90% 100% NA Water Conservation Plan and Guidelines 85% 100% NA NA Transportation Demand Management NA NA 25% 65% Proaram Imolementation Transit First Proaram Imolementation NA NA 25% 50% 177 \ , GOAL: Maintain and enhance the community's quality of life as growth and development occurs by coordinating implementation of and improvements to the City's Growth Management Program. Objective: Complete the City's Annual Growth Managament Program review by June of each year. Objective: Update the Growth Management Program to remain a leader in the region and to support the City's updated General Plan. GOAL: Ensure that all development in the City is in compliance with all applicable State and Federal laws pertaining to environmental protection. Objective: Continue to review projects for compliance with the Califomia Environmental Quality Act (CEQA). PrOjects Reviewed FY02 ACT FY03 ACT FY04 EST FY05 PROJ Review of projects for CEQA compliance cate orical & statuto exem tions Initial environmental studies Environmentai review and permits for Ca itallm rovement Pro'ects 167 57 28 228 40 28 220 40 28 220 40 28 Objective: Continue to provide full disclosure of the potential environmental impacts of major projects through the preparation of Environmental Impact Reports and the implementation of Mitigation Monitoring Programs. I . -. 5 23 Objective: Continue to protect biological resources through compliance with State and Federal Resource Protection regulations. % of Plan Implemented FY02 ACT FY03 ACT FY04 EST FY05 PROJ Multiple Species Conservation Plan 1m lementation Resource Management Plan 1m lementations o 50% 75% 85% 5 5 15 20 178 ENGINEERING Department Purpose and Description The purpose of the Engineering Department is to provide the necessary basic physical infrastructure needed for the City to exist and thrive and to ensure that all infrastructure facilities built within the City meet engineering standards and conform to State laws and the Municipal Code. Engineering designs, constructs and manages basic amenities such as City streets, roads and parkways, and the City's extensive stormwater and wastewater systems. The department provides an array of direct services to the public including the review and inspection of smaller privately constructed facilities and infrastructure. Through its Traffic Section, the department continually monitors, plans and problem-solves existing and projected traffic conditions throughout the City. Through its Transit Division, the department manages the City's public transportation contract operations. The Engineering Department also provides fiscal management ofthe City's development impact fee program, community facilities districts, and special assessment district programs. During fiscal year 2003, the Engineering Department was reorganized into the following sections: . Administrative Services (Administration, Fiscal Services, Special Districts) . Field Services (Construction Inspection and NPDES) . Infrastructure Services (Infrastructure Design, Survey and Wastewater Engineering) . Development & Transportation Services (Land Development, Permits, Traffic OperationslEngineering, Transportation Planning and Signal/Street Light Maintenance) . Transit In order to meet the demands of growth and the continued development activity in the Eastern territories, the department currently has a staff of 88 permanent full time equivalent positions. The operating budget for fiscal year 2004 is approximately $10.2 million. Major Accomplishments for Fiscal Year 2003 The City fully implemented the federally mandated National Pollution Discharge Elimination System (NPDES) program in FY2003 including our permit compliance, educational outreach, web page, and recycling programs. The first round of industrial and commercial stormwater inspections was completed and will form the basis for establishing future inspection programs. Refinements continue on a monitoring program that will help residents and businesses identify and reduce pollutants entering the San Diego Bay and other local watercourses. The department oversaw the formation of six new community facilities districts (CFDs) in the Eastern territories during fiscal year 2003. These enable the development community and the City to cost-effectively provide critical infrastructure and well-maintained common areas to residents. Engineering has assumed long-term management of the City's CFDs including monitoring and annual updates. Engineering also manages the City's Development Impact Fee (DIF) program including the 179 eleven-component Public Facilities DIF. Program management includes standardization ofthe annual review and update process, the creation of new DIFs, and the management of related payment and credit tracking systems. During fiscal year 2003, Engineering oversaw construction of the final phases of Olympic Parkway from Oleander Avenue to the Olympic Training Center. The entire 6.5 miles between Interstate 805 and the Olympic Training Center are now open to the traveling public as final landscape enhancement work also nears completion. Several other major roadways were completed and opened to the public during fiscal year 2003 including LaMedia Road and Heritage Road from Palomar Street to Olympic Parkway, East Palomar Street along its entirety east of Brandywine Avenue, Proctor Valley Road east of Hunte Parkway, and Hunte Parkway from South Greensview to Olympic Parkway. With respect to existing streets, the Engineering department is managing the largest street resurfacing program in the history ofthe City - the Pavement Overlay Program - with over $7 million of pavement rehabilitation work to be completed through 2004 on streets throughout the City. The ongoing rehabilitation program extends the life of City streets by using a computerized pavement management system to prioritize streets with deteriorating pavements, thereby preventing major pavement failures and reducing the need for major street reconstruction. Major Eastside traffic mitigation projects completed in fiscal year 2003 are relieving congestion .\ for morning and evening commuters. In particular, new "through" traffic lanes and a right-turn only lane have improved flow along East 'H' Street at 1-805. Other enhancements at this location are speeding up the flow of public transit buses by allowing them a few seconds to clear the intersection ahead of other traffic. CalTrans plans to build additional freeway ramp lanes along with their ramp-metering project. Staff is working closely with Caltrans to coordinate their project with our improvements and the activation of the ramp meters to coincide with the completion of SR-125. A federally funded demonstration project replaced old-style fixed traffic signal controls at eleven intersections in the vicinity of East 'H' Street and Otay Lakes Road with a $750K state- of-the-art adaptive traffic signal control system. The project has improved travel speed by 18%, reduced travel time for motorists and will ultimately improve air quality. Another major achievement in fiscal year 2003 was the substantial progress made on the last major phases of the Salt Creek Sewer project. This four-phase, 12% mile main trunk sewer, running from the Olympic Training Center to west of Interstate 5, will serve all proposed development within the Otay Ranch, Eastlake, and Rolling Hills Ranch through buildout. Housing projects currently in development are connecting to the system in Summer 2003. The entire project will be substantially completed and operational by October 2003. With respect to drainage issues, the department embarked on a major program to oversee the replacement or rehabilitation of critical sections of the City's corrugated metal pipe (CMP). This effort will undoubtedly save the City significant dollars by replacing deficient CMP before it fails and causes damage to public and/or private property. 180 . :,'..J.,.~"-"-"-' d __ aa. :,j'j'L"iirI, .,1 ~,",:tJi I Lastly, the department has worked on many capital improvement projects such as sidewalk improvements, traffic signal modifications, various drainage improvements, sewer construction and rehabilitation, and major and minor street improvements. Major Goals and Challenges for Fiscal Years 2004 and 2005 City staff are proposing a $4.7 million capital improvement program for the Montgomery area, funded through the sale of bonds, to construct extensive drainage and street improvements in cooperation with the local residents. To maximize the use ofthe bond funds, new assessment districts will be formed in which the property owners will pay for only the costs of their own driveway improvements. This cooperative program will provide significant enhancements to the neighborhood. In similar projects, the department continues to work with residents of Quintard Street and Date Street to form assessment districts to pay for the costs of individual driveways, while the City pays for the costs of curbs, gutters, sidewalks, and pavement widening. Residents of the area bounded by Banner, Albany, Montgomery and Zenith have also requested an assessment district to fund the pavement of their alleys. Major enhancements to two of the City's primary entrance corridors at Interstate 5 are well underway. Both will provide better access and significantly more attractive gateways to the City. The Palomar Street corridor is being widened from four to six lanes for improved traffic flow. The project includes enhanced landscaping, a raised median, cobbled and tiled sidewalks, and undergrounding of unsightly utilities. Similar enhancements are being completed along the 'H' Street gateway between 1-5 and Broadway with new concrete paving, a patterned median, landscaped parkways between the street and sidewalks, new traffic signals, and patterned crosswalks. Construction on both projects is in progress and is scheduled to be completed in fiscal year 2004. The department also intends to continue dealing aggressively with the replacement of deteriorating corrugated metal pipes (CMP) in the City. These drains are typically found in the older portions of the City. Replacing them before they fail should continue to be a top priority. The department will continue to work with major developers on their master planned communities. In light of the newly adopted Traffic Modeling & Allocation program that was implemented to maintain GMOC traffic thresholds in advance of SR125, it is likely that development related demands on the department will continue at a high level for the foreseeable future. Other important new development related projects that the department is undertaking are the design of the Wolf Canyon Trunk Sewer and upgrades to the Poggi Canyon Trunk Sewer. Both projects are part of the community master plans and are crucial to the future economic well being of the City. Funded from five local, state and federal sources, the $21.8 million Olympic Parkway/Orange Avenue at Interstate 805 interchange project will widen the City street overcrossing to six lanes, widen on and offramps to more quickly clear traffic off surface streets during morning and evening commutes, and will provide merge lanes to improve freeway access and exiting between Orange Avenue/Olympic Parkway and Main Street. The parkway and related corridors will be landscaped and will include soundwalls for the benefit of residents. The 181 eighteen-month construction project is scheduled to begin in late Summer 2003. In a related goal, construction starts July 2003 and will be completed before early winter on a project to increase traffic flow and decrease delays from westbound Telegraph Canyon Road onto northbound Interstate 805. The $2-3 million project will add and reconfigure street lanes and provide necessary improvements to the Canyon Plaza shopping center entrance. The City is implementing measures to mitigate effects of an anticipated State revenue decrease in Transit program funding. Measures include a fare increase to take effect July 1, 2003, increased route efficiency, improvement of the City's contract service provider's driver and maintenance personnel performance, and improvement of other service levels in order to increase customer retention. To improve citywide mobility, the City will continue to modify and change routes to address new service requests in the Eastern territories. To help protect the City's air quality, plans continue in an effort to replace up to seven older diesel buses with newer, cleaner emission, CNG buses within eighteen months through federal and TDA grant funding. Finally, a constant challenge will always be to provide the highest level of service to the City and its various departments; as well and most importantly, its residents and businesses. By providing efficient, safe and cost effective infrastructure - roads, sewers, storm drains, sidewalks and new subdivisions - the Engineering Department always has significant challenges to meet. 182 '.,f..._.~,,,,,,,,,,,.,_,_..,.._,.<,,,c~ ~,.,-'! t ':~ !It;,,!"'!'''-]'' "por-...,_ _.. . ... '" '\ I ENGINEERING ORGANIZATION CHART Engineering Eng. Admin. & Fiscal Services Infrastructure Services Eng. Field Services Development & Trans. Services Transit Eng. Admin. Services Infrastructure Services Admin. Eng. Field Services Admin. Devlpmt. & Trans. Services Admin Assessmentsl Open Space Infrastructure Design Construction Services Subdivisions SUlvey NPDES Traffic Engineering Wastewater Permits Traffic Ops.lEng. Transportation Planning Signal/Street Light Maint. ~ 183 ENGINEERING 13000 - -- - - --- ----- - -- - EXPENDITURES Personnel Services Supplies and Services Other Expenses FY 2002 ACTUAL o o o $0 EXPENDITURE TOTALS FY 2003 BUDGET 7,583,022 1.768,290 37,150 $9,388,462 FY 2004 PROPOSED FY 2005 PROPOSED $10,233,504 $10,818,822 FY 2003 PROJECTED 438,401 4,778,732 2,837,883 3,787,913 $11,842,929 FY 2004 PROPOSED Ex pendltures by DIVIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 13100 En~ineerinQ Administration 0 261,371 13200 EnQ Admin & Fiscal Services 0 579,692 13300 Infrastructure Services 0 1,950,719 13500 EnQineerinQ Field Services 0 1,834,501 13700 Devlpmnt & T ransptn Services 0 4,556,272 13900 Transit 0 205,907 EXPENDITURE TOTALS $0 $9,388,462 $10,233,504 $10,818,822 0 REVENUES Licenses and Permits Charges for Services Other Revenue Transfers In FY 2002 ACTUAL o o o o $0 REVENUE TOTALS FY 2005 PROPOSED $10,819,847 $11,593,590 - NET COST - DEPARTMENT EXPENDITURES PLUS: ALLOCATED COSTS TOTAL EXPENDITURES LESS: PROGRAM REVENUES NET COST FY 2004 10,233,504 787.981 11.021.485 10.819.847 $201,638 FY 2005 10,818,822 838.412 11.657.234 11,593,590 $63,644 184 :,,::r:;m\l.~;"'~;i."~-.i~,;~::" '.. .. "ilt',~'~~"h1l:l,!Iil,~1'Il. J o ~ ENGINEERING DEPARTMENT AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Director of Public Works 1 1 1 1 0 0 0 Director of Engineering 0 0 0 0 1 1 1 Deputy Director of Engineering 0 0 0 0 3 3 3 Deputy Director Public Works/City Engineer 1 1 1 1 0 0 0 Administrative Secretary 2 2 2 0 0 0 0 Administrative Services Manager 0 1 0 1 1 1 1 Assistant Engineer 111I 14 19 19 19 19 19 19 Assistant Surveyor 111I 1 2 2 2 2 2 2 Assistant Transit Coordinator 1 1 1 1 1 1 1 Building Projects Coordinator 0 0 1 1 0 0 0 Building Projects Manager 0 0 0 1 0 0 0 Building Projects Supervisor 1 1 1 2 0 0 0 Civil Engineer 10 11 11 12 11 12 12 Conservation Coordinator 1 0 0 0 0 0 0 Development Services Technician 0 1 1 2 2 2 2 Engineering Aide 1 1 1 1 1 1 1 Engineering Technician 111I 8 11 11 11 10 10 10 Engineering Technician III 0 2 2 2 1 1 1 Environmental Resource Manager 1 0 0 0 0 0 0 Fiscal Office Specialist 0 0 0 1 1 1 1 GIS Specialist 1.75 2 0 0 0 0 0 Land Surveyor 1 1 1 1 1 1 1 Maintenance Worker 1/11 0 0 0 0 1 1 1 ~ Office Specialist 0 0 0 2 1 1 1 Project Manager 0 1 0 0 0 0 0 Public Works Inspector 111I 5 9 9 9 9 9 9 Real Property Manager 0 0 0 0 1 1 1 Secretary 0 0 0 1 1 1 1 Senior Administrative Secretary 0 0 0 1 1 1 1 Senior Building Projects Manager 0 0 1 1 0 0 0 Senior Civil Engineer 5 6 6 5 2 1 1 Senior Fiscal Office Specialist 0 0 0 1 1 1 1 Senior Management Analyst 0 0 0 0 1 1 1 Senior Management Assistant 0 1 0 0 0 0 0 Senior Office Specialist 0 0 0 1 0 0 0 Senior Public Works Inspector 2 3 3 3 3 3 3 Senior Secretary 0 0 0 0 1 1 1 Signal System Engineer 1 1 1 1 1 1 1 Storm Water Compliance Inspector 1111 0 0 0 0 2 2 2 Survey Technician 111I 2 3 3 3 3 3 3 Traffic Devices Technician 2 3 3 3 3 3 3 Traffic Devices Technician Supervisor 1 1 1 1 1 1 1 Transit Coordinator 1 1 1 1 1 1 1 Transportation Engineer 0 0 1 1 1 1 1 Total Permanent FTE's 63.75 86 84 93 88 88 88 Total Hourly FTE's 3.62 3.76 4.11 5.7 4.96 5 5 Total FTE's 67.37 89.76 88.11 98.7 92.96 93 93 ~ 185 ~. THIS PAGE INTENTIALL Y LEFT BLANK I ( .J 186 '... E:....'- ~i,k' ',!li",~",._J. .; I, ENGINEERING MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: Provide the City of Chula Vista with high quality physical infrastructure and public facilities, through the design, construction, and oversight of street, storm drain and wastewater system programs, and through management of the Chula Vista Transit public transit system contract services, so that the City can function and remain economically strong and residents can live and work in a safe and viable community. GOAL: Provide high quality, efficient and cost-effective professional services to the public and other departments as required. Objective: Respond to requests for service promptly. 1. Provide construction inspection service within 24 hours of receipt of request. 2. Meet regularly with developers to discuss public works issues on proposed and ongoing land development projects. 3. Review tentative maps and provide comments to the Planning and Building Department within 30 days 100% of the time. 4. Review building permit applications within 2 days of receipt. Objective: Prepare quality, accurate and complete design plans, bid specifications and cost estimates for all City Capital Improvement Program (CIP) projects. Annual Measure FY01 ACT. FY02 ACT FY03 EST FY04 PROJ FY05 PROJ % of CIPs completed within the fiscal ear on schedule % of awarded bids that are under the En ineer's estimate 70% 70% 75% 75% 75% 80% 75% 80% 80% 80% GOAL: Design, construct and repair City-owned infrastructure including streets and appurtenant facilities, sidewalks, curbs and gutters. Objective: Enhance traffic safety by providing for safe movement of users of the circulation system by maintaining surface quality and through the application of traffic control devices, street lighting, traffic signs, and other means. 1. Conduct a nighttime survey every six months to check the street lighting and illuminated street signs. 2. Correct 1 00% of burned out traffic signal lamps and signal malfunctions within 2 hours of notification. Objective: Determine whether the City's traffic thresholds are being met and report the findings to the Growth Management Oversight Committee annually. I 187 ) GOAL: Manage and maintain the City's wastewater and storm drain systems and work closely with other sewer agencies regarding wastewater treatment and transportation. Objective: Monitor the capacity and condition of the City's sewer system and prepare recommendations for construction of new wastewater systems and for necessary rehabilitation and repair worK. Objective: Participate in the establishment of a new National Pollutant Discharge Elimination System municipal discharge permit and fully comply with all aspects of the permit. GOAL: Increase the quality and quantity of public transportation services in the most cost effective manner to provide a means of transportation for people without access to the automobile, and to offer a viable transportation alternative to the automobile. Objective: Continue an ongoing bus replacement program to ensure that the average life of a bus does not exceed 12-15 years. Objective: Maintain or improve transit system efficiency and productivity by maintaining or exceeding total passengers per revenue mile and total passengers per revenue hour. Annual Measure FY01 ACT FY02 ACT FY03 EST FY04 PROJ FY05 PROJ No. CVT assen ers r revenue mile Net subsid er CVT assen er Farebox recove ratio No. CVT assen ers er revenue hr 2.50 $0.90 37.70% 32.00 2.45 $0.72 47.00% 32.00 2.48 $0.75 40.00% 33.00 2.50 $0.72 47.00% 34.00 2.60 $0.70 48.00% 35.00 188 '..~'"i"~_'~,i;;, 'ii:.;.jU . ,~ - PUBLIC WORKS OPERATIONS Department Purpose and Description The purpose of the Public Works Operations Department is to maintain the basic infrastructure needed for the City to exist and thrive. These basic facilities include streets, curbs, gutters, sidewalks, wastewater systems, storm water systems, street trees, parks and open space areas, and street signage and striping. The department also maintains the City's vehicle fleet and all City communication equipment, particularly used by Police and Fire. By maintaining infrastructure and equipment, the Department contributes to the economic well-being, reputation and image of the City; and contributes to the quality of life for residents and businesses alike. We provide the means for residents to live in the City, and get safely to work, schools, shops, businesses, offices, and other communities. Major Accomplishments for Fiscal Year 2003 The Street Maintenance Section was able to reduce the backlog of paving sewer lateral installations to the point that they now are able to place asphalt within 2 months of the lateral installation. In addition, the section was proactive in prolonging street pavement life by crack sealing streets and City parking lots. The crews were also proactive in reducing trip hazards as a result of lifted sidewalks by grinding areas that were lifted 1 inch or less. They started in high traffic areas frequented by the elderly such as around Fredericka Manor and Norman Park Senior Center. The crews also did grinding areas around all post offices and began doing schools and churches on the west side of the City. The additional crew that was approved in fiscal year 2001 provided the section with the ability to respond to complaints in a more timely manner and freed the other two crews time and allowed them to repair larger areas of asphalt in a timely manner. The third crew handled most of the complaints, crack sealing, grinding of sidewalks, trash pickup, weed abatement and most of the pothole patching. The Urban Forestry Section administered the tree-trimming contract, which trimmed 5,750 trees. City staff trimmed 804 trees at the Civic Center and other various locations. In addition, City staff was able to trim 1,285 young trees because of the increased staffing over the past few years. This is important because trimming the young trees eliminates structural defects early, which will save significant manpower in the future. This will also minimize hazards due to structural failure when the trees mature. Staff trimmed 980 trees that came in as complaints and planted 175 trees. Staff also removed fallen tree limbs at 260 locations that were called in by the public. The Signing and Striping Section used their thermoplastic applicator to install striping at intersections. The use of this applicator has reduced the time to install crosswalks and turn pocket striping at an intersection from 8 hours to paint to 3 hours for thermoplastic installation. In addition to the time savings, the material will last approximately three to four times as long as paint. After the thermoplastic is placed on all intersections within the City, staff will then 189 need to replace the material at 1/4 of the intersections per year. This will result in a significant time and cost savings once the entire City is complete. Installation of traffic signs for new development has increased significantly this year. The number of new signs estimated to be installed this fiscal year is 2,260, which is an increase of 1,335 from last fiscal year. Graffiti removal increased at transit stops and within the public right- of-way. The Wastewater Collection Section has cleaned over 1,400,000 linear feet of sewer main this fiscal year. Staff also cleans, on a monthly basis, areas that are considered critical. These areas have the highest likelihood of generating a sewer spill due to alignment or grease buildup. Staff cleaned over 450,000 linear feet of sewer mains that are considered critical. In addition, they used their rodding machine to clear more than 255,000 linear feet of main of roots and other obstructions. In addition, staff has televised more than 103,000 linear feet of sewer mains and 3,500 linear feet of laterals. This allows staff to find problems before they create stoppages and allows staff to determine where problems are located resulting in less excavation and time to complete the job. The section also repaired 170 sewer laterals that had stoppages due to roots or other obstructions and 14 new laterals. The Lift Station Section/Pool Maintenance Section maintains all pump stations. During the current fiscal year, the Olympic Parkway Pump Station had a problem with a leaking portion of its force main. This required a backup pump and highline to be installed. Staff worked with the developer and negotiated a deal whereby the City will receive the pump and highline after it is no longer needed to backup the system at that location. This will occur when the Salt Creek Interceptor goes on line and the pump station is decommissioned. Having this pump will provide a mobile backup to any pump station the City maintains which could prevent or reduce sewer spills and help the City to comply with the Clean Water Act. The Storm Drain Section has cleaned over one million square feet of storm drain channel, 26,000 linear feet of storm drain pipe and televised 37,700 linear feet of storm drain. The majority of the storm drain televised was metal pipe that could fail which can result in major costs to the city if not caught before collapse. The storm drains and channels are being maintained at a higher level than previous years to try and comply with the NPDES regulations. The Park Maintenance Section continued its efforts to meet City Council's maintenance standards for City parks and other property. During fiscal year 2003, park maintenance crews: . Installed new playground equipment at Tiffany, Lancerlot, Valle Lindo, Los Ninos and Conneley Parks; . Installed new comfort stations at Los Ninos, Greg Rogers and Otay Parks; . Dethatched turf areas on all ball fields and soccer fields at all City parks; . Installed four new monument signs at Tiffany, Valle Lindo, Otay and Conneley Parks; . In accordance with new state law, installed approximately 70 no smoking signs within 25 feet of all City parks' tot lots; . Installed two new footbridges and five new shelters at Hilltop Park; and . Installed new ADA sidewalks at Hilltop Park. 190 ^r.rli'\:,Jl:.wJ3E:c<!"~m;,:,', .&ii:J,':;,~'tI~~ -;; The Operations Department is in the process of completing phase 2 of the Public Works Information Systems Modernization/Expansion Project. The WMS system has been expanded to add infrastructure module applications (IMA) to better manage the City's assets and to provide a link to the City's Geographic Information System (GIS) to visually show areas where work has been completed or has been planned. Once tied into the City's geographic information system (GIS) and the work management system (WMS), this data will be literally a click away. The following modules were added to the WMS during the current fiscal year: . Storm Drain module to better manage the City's maintenance of pipes, manholes, inlets, outlets, channels, and detention/desiltation basins; . Right-of-way module to better manage the City's infrastructure including traffic legends, pavement markings, street trees (any plant material), street lights, medians, sign supports, signs, traffic signals, and guard rails; and a . Closed circuit television (CCTV) module which will confirm the substantive completion of construction, maintenance, or repair work and evaluate the present condition of the underground pipe network. Major Goals and Challenges for Fiscal Years 2004 and 2005 The next fiscal year will continue to focus on implementing phases 2 & 3 of the Public Works Information Systems Modernization/Expansion CIP Project. As additional streets, storm drains, sewers, etc. are being added to the city, various interfaces will be added to the WMS to update the IMA from the GIS. Interns have been hired to collect right-of-way data utilizing voice-to-data technology coupled with a global positioning system (GPS) technology. Sign supports & signs have been collected, as a first step. Interns are currently collecting traffic legends data and will also will also be collecting data such as pavement markings, street trees, street lights, medians, traffic signals, and guard rails. Both Operations and Engineering staff will utilize these modules and data. Next fiscal year we will construct and implement the Supervisory Control and Data Acquisition (SCADA) system. SCADA will provide an alarm system for controlling and monitoring sewer lift stations, swimming pools, the Nature Center's water circulation equipment, and large (12") diameter sewer truck lines located in remote areas. This system will enable crews to put more of an emphasis on preventive maintenance by providing real-time monitoring, instantaneous alarm notification, and computerized control of equipment and critical systems. The Salt Creek Interceptor will also be monitored by the SCADA system. I The Operations Department is adding seven permanent positions in fiscal year 2004 to ensure the City's growing inventory of infrastructure, vehicles and equipment, and parks and open space are maintained up to City standards. A two-person crew with a combination storm flusherNactor truck are being added to routinely clean Continuous Defective Separation (CDS) units & storm drain filters/inlets for the new CFDs in Eastlake and Otay Ranch. Two Mechanic Assistants are being added to transport safety and general fleet vehicles needing repairs, and to perform lower level preventive maintenance inspections, tire replacements, and other simple quick-fix type vehicle repairs. Two Open Space Inspectors and a Fiscal Office Specialist are being added to assist with the administration of additional CFDs that will be turned over to the City. 191 In fiscal year 2005, the department is adding three positions: two Gardener II's and a Parks Supervisor. This will allow maintenance standards to remain at current level given the addition of 54 acres of parkland. 192 _:.d.:~i- ",. ~". ..~. ""'"<...j;j;i ORGANIZATION CHART Public Works Operations Infrastructure Maintenance ParKs/Open Space Maint. Equipment Maintenance Street Maint. Park Maint. Garage '""""" Wastewater Maint. Open Space Urban Forestry Striping & Signing ~ 193 PUBLIC WORKS 16000 EXPENDITURES Personnel Services Supplies and Services Other Ex penses Capital FY 2002 ACTUAL 16.886.731 6.115.880 52.652 105.377 $23,160,640 EXPENDITURE TOTALS FY 2003 BUDGET 10.812.247 5.235.437 6.200 83.493 $16,137,377 FY 2004 FY 2005 PROPOSED PROPOSED $14,982,699 $15,998,429 Ex pendltures by DIVISion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 16700 Public Works Operations 14.236.054 16.137.377 EXPENDITURE TOTALS $23,160,640 $16,137,377 $14,982,699 $15,998,429 Licenses and Permits Use of Money & Property Charges for Services Other Revenue Transfers In FY 2002 ACTUAL 366.294 101.720 3.790.815 4.026.973 8.D95.657 $16,381,459 REVENUE TOTALS FY 2003 PROJECTED o 72.297 517.367 895.119 5.017.475 $6,502,258 FY 2004 PROPOSED FY2 PROPOSED $9,902,806 $10,647,523 - NET COST - DEPARTMENT EXPENDITURES PLUS: ALLOCATED COSTS TOTAL EXPENDITURES LESS: PROGRAM REVENUES NET COST FY 2004 14,982,699 888.574 15,871,273 9,902,806 $5.968.467 FY 2005 15,998.429 945.443 16,943,872 10,647,523 $6,296,349 194 .'4Ia..r o .. .....111 I . ') PUBLIC WORKS OPERA liONS AUTHORIZED POSITIONS .. ... . FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 Deputy Director of Parks 1 1 1 1 0 Deputy Director Public Works/Operations 1 1 1 1 0 Director of Public Works Operations 0 0 0 0 1 Assistant Director of Public Works Operations 0 0 0 0 1 Administrative Office Assistant II 1 1 1 0 0 Administrative Office Assistant III 0 1 1 0 0 Administrative Office Specialist 4 4 3 0 0 Administrative Secretary 0 0 0 1 1 Building Services Manager. 0 0 0 0 1 Building Services Superintendent 1 1 1 1 0 Carpenter. 0 0 0 0 1 City Arborist 0 1 1 1 1 Construction Specialist I 1 1 1 2 0 Construction Specialist II (CARP/LKSM) 1 1 2 2 0 Construction Specialist II (ELEC) 2 2 2 2 0 Construction Specialist II (HVAC) 1 2 2 2 0 Construction Specialist II (PAINT) 1 1 1 1 0 Construction Specialist II (PLUMB) 1 1 1 2 0 Custodial Services Supervisor" 1 1 1 1 1 Custodian I 10 11.5 13 0 0 ~ Custodian II 3 3 3 0 0 Custodian. 0 0 0 12.5 12.5 Customer Service Representative 0 1 1 0 0 Electrician. 0 0 0 0 1 Electronics Technician 1 1 1 1 2 Electronics Technician Supervisor 0 0 0 0 1 Electronics/Equipment Installer 0 0 0 0 2 Equipment Operator 5 5 6 6 6 Fiscal Office Specialist 0 0 0 1 1 Gardener 1111 19 22 22 24 26 HVAC Technician I. 0 0 0 0 1 HVAC Technician II. 0 0 0 0 1 Lead Custodian. 0 0 0 4 4 Lead Ranger 0 0 0 1 1 Locksmith. 0 0 0 0 1 Maintenance Worker 1111 23 25 30 30 30 Open Space Coordinator 1 1 1 1 1 Open Space Inspector 3 4 4 4 4 Painter. 0 0 0 0 2 Park Ranger Supervisor 0 1 1 1 1 Parks and Open Space Manager 0 0 0 0 1 Parks Supervisor 4 3 3 3 3 Plumber" 0 0 0 0 2 Principal Management Analyst 1 0 2 1 1 Public Works Specialist 0 0 0 0 1 Public Works Supervisor 5 5 6 7 7 Public Works Technician I 1 0 0 0 0 Public Works Technician II 0 2 2 2 0 195 p FY 2004 o o 1 1 o o o 1 o o o 1 o o o o o o o o o o o o 2 1 2 6 2 26 o o o 1 o 31 1 6 o 1 1 3 o 1 1 7 o o p FY2005 o o 1 1 o o o 1 o o o 1 o o o o o o o o o o o o 2 1 2 6 2 28 o o o 1 o 31 1 6 o 1 1 4 o 1 1 7 o o PUBLIC WORKS OPERATIONS AUTHORIZED POSITIONS . . . Public Works Technician III Pump Maintenance Supervisor Pump Maintenance Technician Senior Administrative Office Specialist Senior Civil Engineer Senior Custodian. Senior Electrician. Senior Electronics Technician Senior Fiscal Office Specialist Senior Gardener Senior HVAC Technician. Senior Maintenance Worker Senior Office Specialist Senior Open Space Inspector Senior Parks Supervisor Senior Public Works Specialist Senior PW Supervisor Senior Tree Trimmer Shop Technician Signing & Striping Supervisor Supervising Construction Specialist. Supervising Tree Trimmer Town Gardener Tree Trimmer Tree Trimmer Supervisor Wastewater Collection Supervisor FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 0.75 1 1 1 0 1 1 1 1 1 4 4 4 4 4 2 3 5 0 0 0 0 0 1 0 0 0 0 3 3 0 0 0 0 1 1 1 1 1 0 0 0 0 1 1 8 8 8 8 9 0 0 0 0 1 13 17 22 22 24 0 0 0 2 2 0 0 0 1 1 1 1 1 1 1 0 0 0 0 1 3 2 2 2 2 2 2 2 2 2 0.75 1 1 2 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 0 1 1 0 2 2 3 3 3 0 0 0 0 1 0 1 1 1 1 Total Permanent FTE's Total Hourly FTE's Total FTE's 134.50 6.73 141.23 150.50 6.99 157.49 170.00 7.64 177.64 175.50 10.60 186.10 179.50 9.22 188.72 ropose FY 2004 o 1 4 o o o o o 1 9 o 25 2 1 1 1 2 2 o 1 o o o 3 1 1 151.00 6.06 157.06 repose FY2005 o 1 4 o o o o o 1 9 o 25 2 1 1 1 2 2 o 1 oC o o 3 1 1 154.00 6.56 160.56 *Personnel transferred to create new General Services Department 196 ..,.,-~ ._" T,.."'>,<-\<..'lt-"fl/,...!(lII,.-rr"l,<I'P_ ...,.-.., o PUBLIC WORKS OPERATIONS MISSION STATEMENT' GOALS' OBJECTIVES AND MEASURES MISSION STATEMENT: Provide the City's basic infrastructure and public facilities through maintenance and maintain the City's vehicle fleet and communications system, so that the City can function and remain economically strong, and City residents can live and work in a safe and viable community. GOAL: Maintain and repair City-owned infrastructure including streets and appurtenant facilities, sidewalks, curbs and gutters, and street trees. Objective: Enhance traffic safety by providing for safe movement of users of the circulation system by maintaining surface quality and visibility and the through the application of traffic signs, pavement markings, pavement repairs, and other means. 1. Conduct a nighttime survey every six months to check illuminated street signs. 2. Trim trees interfering with the line of sight of motorists, obstructing traffic signals or causing hazards along sidewalks within 24 hours of notification. 3. Paint school crosswalks a minimum of once yearly and all other crosswalks once every three years. GOAL: Manage and maintain the City's wastewater and storm drain systems and work closely with other sewer agencies regarding wastewater treatment and transportation. Objective: Provide an ongoing preventive maintenance program, via televising sewer main lines. Objective: Provide an ongoing preventive maintenance program, via sewer main flushing. Objective: Participate in the establishment of a new National Pollutant Discharge Elimination System municipal discharge pennit and fully comply with all aspects of the pennit. GOAL: Properly maintain City vehicles and communications equipment to ensure that all City staff can perform their duties in the field, especially public safety personnel. Objective: Conduct preventive maintenance on automotive and heavy equipment and remove 197 equipment from service at the optimum time to minimize expenses and maximize revenue. Objective: Provide immediate response for repairs to police and fire emergency communications equipment 24 hours per day. Annual Measure FY01 ACT FY02 ACT FY03 EST FY04 PROJ FY05 PROJ Response rate to public safety communications re uests for service 100% 100% 100% 100% 100% GOAL: Remove graffiti from City property within the public right-of-way to discourage further destruction of public and private properties and discourage additional crimes from occurring. Objective: Provide a means of communication for the public and City staff to report locations of graffiti, and to remove it within 72 hours of receiving the information. GOAL: Enhance the quality of life for all residents by providing a safe, attractive and well-maintained park and open space system that also preserves and protects the City's environmentally sensitive nature areas, and the parkways and medians of the City's major scenic corridors. Objective: Maintain high visitation parks to a high standard. 1. Manicure grounds weekly. 2. Clean restrooms twice daily. 3. Perform litter control weekly. 4. Maintain turf 3 times per year. Objective: Maintain athletic facilities and play lots in a safe and playable condition. 1. Manicure turf weekly. 2. Replace infield soil as needed. Objective: Maintain the irrigation systems at all City parks, medians and open space areas to achieve an efficient and effective distribution of water. _I 198 ~,',' ....lWt:i. -~: f' .. ... ""~ \ CULTURE AND LEISURE I 199 200 ",<l"dIlIIbIiiII' ,~;."'.. .".;.~ ~: "JI!'. -- LIBRARY The Library Department consists of four divisions, the services and programs of which expressly meet the City Council's strategic initiative of providing diverse cultural, educational, recreational and economic opportunities. They also contribute to a connected, balanced, cohesive community, as well as safe and strong neighborhoods. . Chula Vista Public Librarv provides circulation and information services, as well as special programming for all ages from the Civic Center, South Chula Vista, and EastLake Branch Libraries. The division also administers the Chula Vista Heritage Museum. . Educational Services administers the Chula Vista Literacy Team and two elementary after- school programs known as Safe Time for Recreation, Enrichment and Tutoring for Children (STRETCH) at 7 schools and Dynamic After School Hours (DASH) at 21 schools. . The Office of Cultural Arts is responsible for fostering appreciation of the arts, producing arts events, and providing administrative and technical support to local arts groups. . Strateaic Plannina and Funds Develooment is responsible for the development of departmental long-range strategic plans that are in accordance with City Council's strategic initiatives. The office also coordinates fund raising endeavors for City departments. Major Accomplishments for Fiscal Year 2003 . Creation of Annual Librarv Business Plan. In order to monitor the implementation of the Library's 5-year Strategic Plan, a detailed business plan has been created that outlines specific action steps necessary to accomplish each goal and objective. . Maturation of Librarv Marketina Proaram. One ofthe goals ofthe Library's Strategic Plan is to upgrade and improve the marketing and public relations program. Towards that end, graphic standards and branding have been markedly improved. In addition, an innovative collaboration with South Bay Volkswagen has been established to drive a decorated yellow VW throughout the community. The "Book Bug" has been greeted enthusiastically by thousands of residents at its many local appearances. . New Librarv Staff Trainina Proaram. A new staff-training program entitled "Reference 101" has been initiated. Designed by an in-house team, the program has 13 separate classes on topics such as intellectual freedom, electronic resources, collection development and children's services. . New Public Soaces Created at Civic Center Branch. Special spaces for both young adults and for families with youngsters have been established at the Civic Center Branch Library. Lounge chairs, tables and bright, colorful posters now identify a teenage reading area on the adult side of the branch. In the Children's Room a cozy jungle-themed family corner with freshly re-upholstered furniture (including a rocking chair) is nearly finished. I 201 . LINK lab Established. Thanks to a grant from California State Library, the Chula Vista Literacy Team has established a new computer lab for children. The LINK (Library Instructional Network for Kids) Lab is a wireless lab with 14 laptop computers. The software used in the lab is designed to develop English language skills such as phonics, reading comprehension, spelling and writing in first through sixth graders. . Usaae at EastLake Branch Librarv Grows. As the population of eastern Chula Vista continues to grow, so does the usage of the EastLake Branch Library. Circulation is projected to reach a total of 107,750 in FY 03, a 9% increase over the previous fiscal year. Since FY 00, the circulation has increased by 62%. . Comouter Classes. The Chula Vista Public Library offers free computer classes each month at both the Civic Center and the South Chula Vista Branch Libraries. Classes include introduction to computers, e-mail.MicrosoftWord.andthelnternet.Anintroductory class on how to use the Library's online catalog is also offered. Each class is also used to introduce customers to some ofthe Library's subscription online databases. The number of classes being offered has increased from 40 in 2002 to over 70 in 2003. . Volunteers. Volunteers are a major reason that the Library is so successful. During the past nine months, 570 individuals (or an equivalent of 13 FTE) volunteered for the Iibrary- tutoring children and adults in reading, keeping the Heritage Museum doors open, cleaning computers, shelving materials, driving books to homebound residents, and signing children up for the Summer Reading Program. . Chula Vista Heritaae Museum. Thanks to considerable efforts, the Museum, located in Memorial Park, is now open 22 days per month. The exhibition space was re-named the "The Frank Roseman Gallery" after the Museum's long time volunteer manager and the collection was enhanced by the purchase of 2,200 slides and negatives from the John Rojas estate. The Museum also partnered with the Otay Land Company to produce a popular 2003 desk calendar. . Aoolication for Librarv Bond Act Funds. The Library has resubmitted an application for cycle-two funding from the Library Bond Act to construct the Rancho del Rey Branch Library. The Bond Board is expected to award construction grants in September 2003. . STRETCH and DASH. The popular STRETCH and DASH afterschool programs are now conducted at 7 and 21 elementary school sites respectively. New programs this year include "Character Counts" at STRETCH. This is a yearlong curriculum designed to promote "pillars of character" for 5th and 6th graders. Both STRETCH and DASH are also participating in the "Power of the Hour," which incorporates one hour of daily physical activity and lessons on nutrition and hygiene. . Public Art Proiects. In collaboration with various agencies, the Library's Office of Cultural Arts successfully completed a project to obtain a new piece of public art for the Bayfront. Funded by the Port of San Diego, the $160,000 "Windoars" by George and Melanie Peters, will be installed in Bayside Park in September 2003. The Office also provided technical support to Community Health Group in the selection and acquisition of their new art piece. "\ , 202 ,'~~j:;li!EliIl_:~"f:.:.~ill~:h-;~ j ..... - I . Fund Raisina Efforts. The Strategic Planning and Funds Development Manager has worked with the Nature Center to conduct a highly successful capital campaign for the new Shark and Ray Experience, raising over $300,000. The Office also coordinated direct mail campaigns for the Library and the Nature Center and launched a "Legacy (bequest) Society" for both departments. . StrateGic Plannina. The Manager has recently completed the strategic planning process with the Recreation Department. Major Goals and Challenges for Fiscal Years 2004 and 2005 . EmerGent Literacv. Beginning this fall, the Library's heightened commitment to early literacy development will be evident system-wide. The popular "Baby Time" program, piloted at the South Chula Vista branch, will be held weekly, rather than monthly, and will expand to all three branches. Traditional story times for preschool children will now incorporate emergent literacy activities, with the added aims of helping to prepare youngsters for kindergarten, and providing modeling and resources for their parents and caregivers. The Library will also join forces with the school preparedness initiative of the Chula Vista Elementary School District to expand its emergent literacy outreach efforts. . Chula Vista HeritaGe Museum. With the assistance of the San Diego Historical Society, the Museum will begin to create a collection of oral histories to document the lives of South Bay residents. Also, a new traveling introduction to Chula Vista's history is being developed and will be presented, by volunteers, to classes at their schools. Collection Develooment Priorities. With a limited materials budget, the Library must continually reassess collection development priorities. In the coming year, the Library will concentrate on purchasing multiple copies of popular titles. This effort to better meet the demands ofthe community has been very successful with Library customers. Additionally, growing demand for children's books means that more collection development dollars will be allocated in that direction. Those resources will be used to improve the quality, quantity and attractiveness ofthatcollection. In the audio-visual area, the Library will now focus it's purchasing primarily on DVDs by adding another 2,000 items next year. Finally, the Library continues to rely upon the donation of gift books to supplement the collection. Approximately 500 gift items are added to the collection each month. . . Literacv. Due to a decrease in grant funding, the Literacy Team's operating hours will be reduced from 52 hours per week to 44 hours per week in the coming fiscal year. The new hours will be 10:30 am to 7:30 pm Monday - Thursday, and 9:00 am to 5:00 pm on Fridays. Nevertheless, the Literacy Team will continue to focus on both adult and afterschool literacy instruction for elementary students. Two sessions of LEAP into Reading, small group tutoring classes for children's in grades 3-6, will be offered at both Civic Center and South Chula Vista Branches. The LINK Lab, providing computer-aided instruction in reading and English-language skills for children, will be offered at South Chula Vista. 203 \, . Rancho del Rev Librarv. The Library expects to hear whether its application for cycle -two Library Bond Act funds is successful in fall 2003. If the City does receive the grant, design work will commence immediately and the branch is anticipated to open in late fall 2005. If necessary, the City will submit an application for cycle-three consideration in January 2004. . Youth Advisorv Commission. The Library Department will now provide staff support to the Youth Advisory Commission as it begins its first year of a four-year pilot. The Commission has been re-formed as a result of a collaborative effort of the YMCA, the Youth Coalition, the City's Youth Advocate, and the Library. . STRETCH and DASH. The STRETCH and DASH afterschool programs will continue to be offered at 7 and 21 school sites respectively, serving over 1,500 elementary school-age children each school day. The Educational Services Manager and her team of three supervisors will recruit, hire, train and actively coach the approximately 80 part time staff that conducts these highly visible programs. Continued emphasis will be placed on staff training and innovative curriculum development, in order to ensure that all children receive quality educational and character-building enrichment programs. . Cultural Arts Events. In the coming year the Office of Cultural Arts will continue to organize and produce community arts events. A new inter-departmental steering committee will be formed to help advise the Office on the planning and execution of the premier event - Taste of the Arts. A concerted effort will be made to increase the level of business and individual sponsorship for this and other cultural arts events. The Office will also continue to organize the rotating art exhibits at the gallery at South Chula Vista Library. . Performina and Visual Arts Grants. Next year the Cultural Arts Office is proposing to transition the review of Performing and Visual Arts Fund grant applications from an ad hoc committee to the Cultural Arts Commission, with the City Council continuing to have the final authorization. . Fund Raisina. The City's Strategic Planning and Funds Development Manager will assist the Library with the creation of a fund raising study committee, which is intended to set the stage for a large-scale capital campaign. Fund raising efforts for the Nature Center will be focused on a capital campaign to fund the renovation of the interior exhibits and expansion of their "Legacy Society." A fund raising plan will also be developed for the Recreation Department. . Strateaic Plannina. In the coming year, the Manager will work with the Community Development Department on their long-range strategic plan and then with the Fire Department. 204 ~;_,..li.. 3L'-'::',",,:;',."'..:~).:'t'..__ ":':.,dk ) LIBRARY ORGANIZATION CHART Library Cultural Arts & Community Outreach Educational Services Technical Services Cultural Arts Elementary After School Literacy Cultural Arts Community Events Child care Coordination Civic Center Library Community Outreach South Chula Vista Library Eastlake Library 205 LIBRARY 18000 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 4,965,468 5,684,341 Supplies and Services 1,900,612 1,989.434 Other Expenses 1,638 1,950 Capital 32,537 8,800 EXPENDITURE TOTALS $6,900,255 $7,684,525 $7,677,403 $8,013,633 Ex pendltures by DIVISion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 18100 Library Administration 355.427 410,595 18300 Library Services 5,102,105 5,643,805 18700 Cultural Arts & Comm, Outreach 275,340 328,822 18900 Educational Services 1,167,383 1,301,303 EXPENDrrURE TOTALS $6,900,255 $7,684,525 $7,677,403 $8,013,633 0 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Fines, Forfeitures, Penalties 178,127 170,000 Use of Money & Property 78,936 70,734 Revenue from Other Agencies 1,010,613 1,066,308 Charges for Services 34,500 37,500 Other Revenue 56,810 193,162 Transfers In 355,696 243,788 REVENUE TOTALS $1,714,682 $1,781,492 $1,840,947 $1,938,949 - NET COST - DEPARTMENT EXPENDITURES PLUS: ALLOCATED COSTS TOTAL EXPENDITURES LESS: PROGRAM REVENUES NET COST FY 2004 7,677.403 1,309,584 8,986,987 1,840,947 $7,146,040 FY 2005 8,013,633 1,393,397 9.407,030 1,938,949 $7,468,081 o 206 ti"".o' '.,- ;",.. ~ ,~, .tt..;.',:.,,~l,-f" ,.:' :.,- jl l-i .,. ~ LIBRARY Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY2003 FY 2004 FY2005 Deputy City Manager - Organization Dev. 0 1 1 1 1 1 1 Library Director 1 0 0 0 0 0 0 Assistant Library Director 1 1 1 1 1 1 1 Administrative Analyst 11 0 0 0 0 0 1 1 Administrative Office Specialist 3 2 2 0 0 0 0 Administrative Secretary 1 1 1 1 1 1 1 Administrative Services Manager 0 0 1 1 0 0 0 Administrative Technician 0 0 1 1 1 0 0 Afterschool Literacy Supervisor 0 0 0 1 1 1 1 Circulation Assistant 3.5 4 4 4 4.62 4.62 4.62 Circulation Supervisor 2 2 2 2 2 2 2 Community Relations Manager 0 0 0 0 1 1 1 Cultural Arts Coordinator 1 1 1 1 1 1 1 Delivery Driver 1 1 1 1 1 1 1 Educational Services Mgr 0 1 1 1 1 1 1 Ex1ended School Day Supervisor 0 1 1 2 2 2 2 Funds DevelopmenllStrategic Plan Manager 0 0 0 0 1 1 1 Librarian 1/11 12 11.75 13.75 13.75 14.5 14.5 14.5 Librarian 111 3 4 3 3 4 4 4 Library Associate 5 4 4.5 4.5 5 5 5 Library Automation Manager 1 0 0 0 0 0 0 Library Information Systems Technician 1 0 0 0 0 0 0 Library Public Services Manager 0 0 0 0 1 1 1 Library Technical Asst 1 1.5 1 0 0 0 0 Library Technician 0 0 0 4.5 4.5 4.5 4.5 Library Volunteer Coordinator 0.5 0.5 0.5 0.5 0.5 0.5 0.5 Literacy Team Coordinator 1 1 1 1 1 1 1 Principal Librarian 3 4 4 4 3 3 3 Principal Management Assistant 1 1 0 0 0 0 0 Secretary 0 0 0 2 2 2 2 Senior Administrative Office Specialist 0 1 0 0 0 0 0 Senior Circulation Asst 5.63 5.13 5.13 5 5 5 5 Senior Librarian 3 4 4 4 4 4 4 Senior Library Tech Asst 4.5 3.5 3.5 0 0 0 0 Senior Office Specialist 0 0 0 1 1 1 1 STRETCH Program Supervisor 0 1 1 1 1 1 1 Training Coordinator 0.5 0 0 0 0 0 0 TotalPermanentFTE~ 55.63 57.38 58.38 61.25 65.12 65.12 65.12 Total Hourly FTE's 21.2 45.84 37.66 48.27 52.23 52.23 52.23 Total FTE's 76.83 103.22 96.04 109.52 117.35 117.35 117.35 207 J LIBRARY MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: The purpose of the Chula Vista Public Library is to increase knowledge and enrich lives within the community. We accomplish this by connecting people equitably to responsive programs, services and resources that reflect the ideals of a democratic society. GOAL: Maintain a consistent level of service excellence with a well-trained staff and volunteers, and ensure that library programs, events, and services are accessible to the broadest range of potential users and reflect the varied interests and cultural heritage ofthe community. Objective: Plan and present a minimum of twenty-four formal sessions of librery/computer training classes each at the Civic Center and South Chula Vista Library computer labs. # of formal computer training sessions offered Objective: Implement IRIS (information and reference service) staff training plan in FY2002-03 for 90% of IRIS staff. Objective: Provide bilingual public service staff a minimum of 50% of hours open to the public. Objective: Maintain the volunteer program at approximately 100 filled positions throughout the library system (includes Literacy). Objective: Through the Office of Cultural Arts, present a minimum offive shows representing the work of visual artists at the Rosemary Lane Galeria at the South Chula Vista Library branch, and make available through funding or producing a minimum of 40 varied, citywide or Library cultural events. 208 ~'~:;";;;oi~~1,;iLi: _ ....,:_,,~::..;~ GOAL: Maintain an excellent and responsive materials collection throughout the library system. Objective: Conduct three direct mail fundraising campaigns. $ amount oollected through library fund raisin I . I- . -. 19,960 45,000 Objective: Increase the annual materials expenditure per capita to the nation-wide median as reported in the current edition of Public Library Data Services' Statistical ReDort for libraries serving populations of 100,000 to 249,999 (in FY02, the median expenditure is $3.34). Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ $ amount of matenals spent per capita Operating budget expenditure $ per item circulated Circulation rates er ca ita 3.38 4.71 3.25 4.53 2.95 3.92 2.86 4.04 6.65 6.5 6.34 6.19 Objective: Maintain title, author, subject fill rate at a minimum of 60% and browsing fill rate at a minimum of 85 percent. Objective: Maintain per capita library operating budget spending equal to those public libraries in the upper quartile in the United States serving populations of 100,000 - 249,999 ($34.85 nationally in FY2002). Objective: Increase the number of remote users of the Library's website resources annually. GOAL: Provide opportunities for life-long learning for children, young adults, and adults, including the provision of literacy services, and encourage young people to develop an interest in reading and learning by offering a variety of services. Objective: Recruit and maintain a staff of 82 part-time employees to implement the STRETCH and DASH after school programs to children at 28 elementary schools. I Objective: Develop and implement an ongoing, comprehensive staff training and evaluation program, which involves both City and school personnel. 209 Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ # of children served annuall Average # of training hours received by all STRETCH and DASH rsonnel 2,954 66 3,694 73 3745 70 3,745 70 Objective: Retain 75% of adult literacy leamers and volunteer tutors for a minimum of six months. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ % of tutors and learners in Adult Litera ro ram retained for 6 mos. 76% 75% 75% 75% # of families participating in Family Litera ro ram 22 30 30 30 # of tutorsllearners in Adult ro ram 47/153 50/155 50/155 50/155 # of people attending Family Literacy events and activities 398 450 200 200 # of LEAP tutors and students 22/82 23/325 20/150 20/150 Objective: Conduct a minimum of three system-wide reading programs for youth. Objective: Present weekly language appropriate story hours at aI/ branch libraries, and present library sponsored programs for aI/ ages at aI/ branches. Annuai Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ 3 157 602 3 260 657 3 260 500 3 260 500 GOAL: Continue to enter into partnerships to integrate library services into the Chula Vista community and increase the visibility and community awareness of the library, its services, programs and funding needs. Objective: Ensure that the Library is represented at a minimum of 6 community events. Objective: Introduce students to online library catalogue at five elementary schools. Objective: Send out a minimum of 20 press releases regarding Library events and programs. Objective: Retain membership in and regularly attend the meetings of a minimum of 3 eol/aboratives with the Chula Vista community. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ # of communi events # of schools trained # ress releases sent out # of collaboratives involved in 20 4 44 4 25 4 50 6 25 4 50 6 25 4 50 6 GOAL: Collect, preserve and make available the history of Chula Vista. Objective: Ensure that the Chula Vista Heritage Museum is open to the public a minimum of 15 hours per week. 210 , ~ ';';;1f!< ",. ..-.< :.- ~:.. '..l..~::' RECREATION Department Purpose and Description The Recreation Department is dedicated to enhancing the quality of life for the residents of Chula Vista by providing diverse recreational, social, educational, and cultural programs. "We enrich our community through recreational opportunities and services" by providing a citywide system of swimming pools, community centers, gymnasiums, a senior center, sports fields, and a myriad of special events. Major Accomplishments for Fiscal Year 2003 Over 2000 patrons were surveyed to determine customer satisfaction levels with special interest classes, aquatic programming, senior services, and other recreation activities. Once again, overall, ratings of 'good' or 'excellent' were obtained in over 95% of the surveyed population. The number of recreation facility users increased from 777,605 last fiscal year to a projected 852,000 for FY2002-03, an increase of almost 10%. Use of Recreation facilities by community organizations through the first three quarters ofthis fiscal year was 26,749 hours, for an annualized usage of 35,665 hours. At ordinary rental rates of $35 per hour, this usage is equivalent to $1,250,000 of in-kind service to the community. The cooperation between the City, SUHSD, South Bay Community Services and South Bay YMCA in the Middle School After School Program continues to attract more students, with a projected 70,000 in attendance, up from 42,000 last year. Heritage Park Community Center opened in July 2002. As the only City recreation facility east of 1-805, Heritage Center is extremely popular. Since its opening, the Center has averaged over 14,000 in attendance per quarter. This figure includes class participants, "drop ins", program and special event attendees, and facility rental users. The number of classes offered has increased almost 70% from the second to the third quarter. Construction ofthe Len Moore Skate Park in Greg Rogers Park is underway, with a scheduled completion of August 2003. The City and Chula Vista Boys & Girls Club entered into an agreement, after months of negotiation, whereby the Club will operate the skate park. Opening of the park will meet the City Council's vision to provide a safe skate venue for the youth and young adults of Chula Vista. The Department's Senior Section, utilizing grant funding from Aging and Independence Services of San Diego County (AIS), successfully implemented a Life Options Program. The "Life Options South Bay" program, with an annex at Norman Park Center, is a collaboration between the City, Southwestern College and the Chula Vista Coordinating Council, and provides "connections" for persons over 50 and serves as a resource for learning opportunities and channeling skills and talents into significant community service. This program is the first of its kind in the country. The lifeoptionssouthbay.com website, which debuted in February 2003 and is now receiving over 1,200 "visits" per month, is a reference guide for retirees interested in expanding opportunities in the areas of education, health, employment, job training, fitness, recreation, travel and volunteerism. 211 The Department is nearing completion of an eight-month Five-Year Strategic Plan process, with strategic initiatives and goals developed in the following areas: aquatics, athletics, seniors, therapeutics, centers and schools, facilities and fields, communications and marketing, staff and volunteers, finance, and management. Common themes among all ofthese areas include re-determining program philosophy and priorities, conducting a needs assessment, strengthening collaborations, exploring alternative revenues, optimizing program delivery, and better marketing of our programs. Major Goals and Challenges for Fiscal Years 2004 and 2005 . Implementation of the Five Year Strategic Plan will be a major undertaking for the Department. Maximizing financial, staffing, and community resources will be a focus, along with enhancing program delivery and communications. . The Department will be re-establishing the non-profit Friends of Parks and Recreation organization, to be modeled after the recently established Friends of the Nature Center. The Department plans to conduct fundraising and seek sponsorships for programs. . The Department will continue to be involved in the development of Veterans' Park, a 12- acre neighborhood park, scheduled to open to the public in October of 2005. The Department will be providing input in the design and construction of the various recreation facilities associated with the park, including the 15,900 square foot recreation center, informal skate area, ball fields, basketball courts and off-leash dog area. The recreation center will include a gym, dance room, multi-purpose room, kitchen, annex, foyer, office, and storage and restroom areas. In addition to the design, the Department will be planning programming components that will be incorporated within these facilities. Programming will include special interest classes, youth and adult athletics, day camps, drop-in activities, senior programs, therapeutics, after school activities, rentals and more. . The Department will be overseeing the programming of the roller hockey facility located in Sunset View Park, a 10-acre neighborhood park, scheduled to open to the public in September 2003. The Department will provide design input for this facility and will be offering roller hockey clinics and leagues. . The design and programming of Veterans' Park represent a changing paradigm of future service delivery in that, for the first time, a recreation center will be sited within the confines of a neighborhood or community park with associated recreational amenities. This change affords both increased recreational programming opportunities and accompanying challenges in terms of operational demands. This service delivery paradigm shift will apply to future facilities at Salt Creek and Montevalle Community Parks as well. . Occurring concurrently with this paradigm shift in the east will be a renewed focus on identifying and planning additional parks and recreational facilities in Western Chula Vista, working in conjunction with City Administration, Building and Park Construction, the Planning Department, and Community Development Department. 212 ;'...T",iIiiEIL -'" ,~-.q ~ ;.;lL";.i,!",.. c. ,. I" . A significant challenge to the Department arising from the growth of the city in general is accommodating the expansion of youth sports organizations comprising the Youth Sports Council (YSC) in terms of matching the needs of these organizations and those of the Recreation Department and community as a whole with available resources. In order to provide fairness and equity in terms of sports field use, the Department will be actively reviewing and revising as necessary policies regarding the allocation of the City's sports fields. Policies to be examined include, but may not be limited to, priority use in regards to in-season versus out-of-season sports, "open" participation organizations versus club teams, fees associated with YSC membership and tournaments, and the dedication of sports fields for department programs, rentals and general community use outside of allocation to youth sports organizations of the YSC. The Department intends to bring forward these issues for City Council consideration in the fall. I 213 RECREA TlON o ORGANIZATION CHART --~ I I I I Swimming & Senior & Youth Recreation Community Sports Services Facilities Outreach I I I I Nannan Park Otay Recreation Lauderbach - Aquatics - Recreation Center Center Center Senior Lorna Verde Parkway - Parkway Pool - Information & Recreation Recreation Referral Center Center - Lorna Verde Pool I- Therapeutics Parkway Gym Community Youth Center - Athletics I- Youth Diversion Chula Vista Special Interest Management Women's Club Programs Middle School Heritage Park - Youth Athletics - Program Community Center - Ballfield Management r, \......./ o 214 ..1:<', ~1Il""'* ;,"'....,.III...7,.j., .1, ..:' ..... RECREA liON 17000 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 3,183,143 2,857,380 Supplies and Services 989,090 1,017,230 Capital 24,871 43,563 EXPENDITURE TOTALS $4,197,104 $3,918,173 $4,234,325 $4,427,772 Ex pendltures by DIvIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 17100 Recreation Administration 774,838 497.472 17300 Swimmin!Ol and Sports 893,260 836,099 17400 Parks and Ree Commission 99 1,141 17500 Senior and Youth Services 319,302 391,999 17700 Recreation Facilities 1.430,131 2,135,354 17800 Other Recreation Activities 0 56,108 EXPENDITURE TOTALS $4,197,104 $3,918,173 $4,234,325 $4,427,772 - REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Use of Money & Property 156,575 226,558 Revenue from Other Agencies 10,995 49,337 Charges for Services 1,510,588 921,904 Other Revenue 96,044 246,707 REVENUE TOTALS $1,774,202 $1,444,506 $1,863,150 $1,947,784 - NET COST - DEPARTlIIIENT EXPENDITURES PLUS: ALLOCATED COSTS TOTAL EXPENDITURES LESS: PROGRAM REVENUES NET COST FY 2004 4.234.325 1,290,558 5,524,883 1,863,150 $3,661,733 FY 2005 4,427.772 1.373,154 5,800,926 1,947.784 $3,853,142 215 RECREA TION AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Director of Recreation 0 1 1 1 1 1 1 Assistant Director of Recreation 1 1 1 1 1 1 1 Administrative Office Assistant II 1.75 0 0 0 0 0 0 Administrative Secretary 0 1 1 1 1 1 1 Aquatic Coordinator 1 1 1 1 1 1 1 Human Service Coordinator 1 0 0 0 0 0 0 Landscape Architect 0 2 2 2 0 0 0 Landscape Inspector 0 2 2 2 0 0 0 Landscape Planner 0 4 4 4 0 0 0 Pool Manager 1.5 0.75 0.75 1.75 1.75 1.75 1.75 Principal Landscape Architect 0 1 1 1 0 0 0 Principal Recreation Manager 0 2 2 2 2 2 2 Recreation Supervisor I 0 1 2 4 4 4 4 Recreation Supervisor II 7.75 7 9 10 10 10 10 Recreation Supervisor III 0 1 1 2 2 2 2 Senior Administrative Office Specialist 0 1 1 0 0 0 0 Senior Fiscal Office Specialist 0 0 0 1 1 1 1 Senior Lifeguard 0.75 1.5 1.5 0.75 0.75 0.75 0.75 Senior Management Assistant 0 1 1 1 0 0 0 Senior Recreation Supervisor 3 2 2 2 2 2 2 Sports Coordinator 0.75 1 0 0 0 0 ~Ci Youth Coordinator 1 1 0 0 0 0 TomlPennanentFTE~ 19.5 32.25 33.25 37.5 27.5 27.5 27.5 Toml Hourly FTE's 31 33.36 36.9 40.21 44.71 50.5 50.5 Toml FTE's 50.5 65.61 70.15 77.71 72.21 78 78 o 216 . ~ --"~, ~;...._,. .;:. ~,__,.l.I.,;,~~:S.rI_. ,- I RECREATION MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: The Department of Recreation enriches the community through recreational opportunities and services. GOAL: Investigate and encourage program collaborations with community partners. Objective: Offer Elementary School Leam to Swim (L TS) programs annually. Objective: Provide pool time for High School swim and water polo teams annually. Number of School L TS ro rams # of 01 time hours for hi h schools Objective: Undertake a collaborative allocation or reservation of City/High School District Sports Playl Practice Fields twice per year for Youth Sports Council. Objective: Provide middle school afterschool programs for youth at four middle schools annually. Middle School Participants FY02 ACT FY03 EST FY04 PROJ FY05 PROJ Number of participants at middle schools Number of participants in middle school s arts activities 75,000 44,906 70,000 393 75,000 400 400 213 Objective: Provide the Life Options Program for seniors annually in conjunction with Southwestem College and the County of San Diego. GOAL: Optimize recreational program delivery to the community. Objective: Offer space at recreation centers annually to community service organizations. Objective: Provide for rental of recreational facilities by the public annually. Objective: Provide special interest classes annually. Objective: Present special events at recreational facilities annually. 217 Community Center Services FY02 ACT FY03 EST FY04 PROJ FY05 PROJ Number of rental hours to community service rou s Number of rentals b the ublic Number of class artici ants Number of s ecial events 26,747 1,096 26,223 96 26,802 1,180 31,232 109 27,000 1,200 32 000 115 27,000 1200 32 000 115 Objective: Deliver annual programs to the developmentally disabled and the physically challenged through the Therapeutics Services division. Therapeutic Services FY02 ACT FY03 EST FY04 PROJ FY05 PROJ Number of programs for the develo meniall disabled Number of programs for the physically challen ed 149 159 157 157 134 117 117 117 Objective: Provide youth scholarships annually to help reduce participant cosfs and encourage participation in fee-based recreation programs and classes. Objective: Provide adult and youth sports league programs annually. Sports Programs FY02 ACT FY03 EST FY04 PROJ FY05 PROJ 2,766 2,800 6,300 2,900 6,300 2,900 Number of participants in adult lea ues Number of participants in youth lea ues 6,149 6,200 Objective: Offer aquatics instructional programs and classes to the public annually. GOAL: Encourage citizen involvement in the planning and delivery of recreational programs to the community. Objective: Conduct a minimum four cusfomer satisfaction surveys annually at each Recreation Facility. Objective: Maintain satisfaction levels at good or better at 95 percent. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY05 PROJ Number of customer satisfaction surve s com leted Percent rating "good or better" 1,926 96% 1,800 95% 1,800 1,800 95% 95% __ ..11 218 ....J:;,.oiiiItlI!,.-. -...., ......lL...._ .,....:{ CHULA VISTA NATURE CENTER Department Purpose and Description The Chula Vista Nature Center, uniquely located on history-rich Gunpowder Point and the Sweetwater Marsh National Wildlife Refuge, provides many significant quality of life contributions to the residents of the greater Chula Vista area and to South Bay visitors. Included among these contributions are recreational, scenic and educational opportunities, as the Nature Center presents a world-class museum with hands-on exhibits and live animal displays which detail the importance of our "front yard" natural resources and their delicate ecosystem balance. Major Accomplishments for Fiscal Year 2003 . Having received a grant from the State of California to build an eagle exhibit on the Nature Center grounds, staff designed and contracted for the construction of a new 1 ,000 square- foot aviary. This aviary, named "Eagle Mesa" is now home to two non-releasable Golden Eagles who will be joined by yet another prominent raptor - a Bald Eagle. Complete with its educational components illustrating the many impressive adaptations these birds possess, Eagle Mesa proves to be an exhibit which will heighten the experience for Nature Center visitors. . In fiscal year 2003, staff and volunteers continued work to raise funds and complete the design process for the David A. Werge/and Shark & Ray Experience. The $950,000, 2,400 square-foot, state-of-the-art exhibit is currently under construction and should be open to the public in mid-summer 2003. . In the spring of 2003, Nature Center staff, continuing their partnership with SeaWorld and the U.S. Fish and Wildlife Service, was again able to facilitate the breeding of the Light- footed Clapper Rail - the most endangered water bird in the western United States. The nationally-recognized captive breeding program has produced highly-valuable information on breeding and parenting behaviors ofthese very secretive birds. Additionally, there have been nearly 30 birds released back into southern California salt marshes with more to be released in August of 2003. Major Goals and Challenges for Fiscal Years 2004 and 2005 I . The new "Friends of the Chula Vista Nature Center" fund raising board has again been blessed with a strong group of community leaders who are both passionate about the Nature Center's mission and who can take leadership roles in the engagement of others in philanthropic support. In addition to the on-going fundraising vehicles that Nature Center staff and board members use, fiscal year 2004 will mark the beginning of efforts to establish a planned giving program which, through estate gifts, will help grow the Nature Center's endowment. 219 , , , . The heart ofthe Nature Center's mission lies in the education programs which are offered to pre-school, elementary school, secondary school, and college students. In fiscal year 2004, Nature Center Staff, in close cooperation with Chula Vista Elementary School District, Sweetwater Union High School District, Southwestern College, San Diego State University, and the San Diego Unified Port District, will seek to broaden the educational programs and increase the student participation levels beyond those levels realized in fiscal year 2003. . Following the opening of Eag/e Mesa, and coincident with the opening of the David A. Werge/and Shark & Ray Experience, it will be proposed that the Nature Center admission fee schedule be adjusted. This adjustment, the first in over 10 years, will bring admission fees up-to-date and will provide a needed boost in annual revenues. A typical family offour will still be able to enjoy an afternoon at the Nature Center for only $10-$15! 220 '. '-~'i:lll8a ',:..: 'r.::>i - 'lii ",a';,..-:i.Ii.. \ "~ .~ NA TURE CENTER ORGANIZATION CHART Nature Center Operations Bookstore 221 NATURE CENTER 19000 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 0 610.462 Supplies and Services 0 251,521 Other Expenses 0 47,800 Capital 0 75,330 EXPENDITURE TOTALS $0 $985,113 $1,002,524 $1,040,270 Ex pendlturcs by DIVIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 19100 Nature Center 0 934,000 19300 Nature Center Giftshop 0 51.113 EXPENDITURE TOTALS $0 $985,113 $1,002,524 $1,040,270 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Use of Money & Property 0 4.000 Revenue from Other Agencies 0 120.330 Charges for Services 0 69.000 Other Revenue 0 115,550 Transfers In 0 0 REVENUE TOTALS $0 $308,880 $665,245 $672,634 - NET COST - DEPARTMENT EXPENDITURES PLUS: ALLOCATED COSTS TOTAL EXPENDITURES LESS: PROGRAM REVENUES NET COST FY 2004 1.002.524 1.309,564 6,966,967 665,245 FY 2005 1.040,270 1,393,397 9,407,030 672,634 $7,468,081 57.146.040 o 222 .,<,.-'" ' ," .", ." '~4'l';"1'r':l.',._...~~ J! .'liIi.,:", ) NATURE CENTER AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY200S Director of Nature Center 1 1 1 1 1 1 1 Administrative Office Assistant II 1 1 1 0 0 0 0 Administrative Secretary 1 1 1 1 1 1 1 Aquarist 0.75 0.75 0.75 0.75 0.75 0.75 0.75 Avian Specialist 0 1 1 1 1 1 1 Bookstore Manager 0 0 0.75 0.75 0.75 0.75 0.75 Custodian 0 0 0 0 1 1 1 Nature Center Gardener 0 0 0 0.75 0.75 0.75 0.75 Nature Center Maintenance Specialist 1 1 1 1 0 0 0 Nature Center Programs Manager 0 0 0 1 1 1 1 Registered Veterinary Technician 0 0 0 0.75 0.75 0.75 0.75 Senior Office Specialist 0 0 0 1 1 1 1 Volunteer Coordinator 1 1 1 0 0 0 0 TotalPennanentFTE~ 5.75 6.75 7.5 9 9 9 9 Total Hourly FTE's 0.5 0.5 0 0.91 0.47 0.47 0.47 Total FTE's 6.25 7.25 7.5 9.91 9.47 9.47 9.47 ~ 223 CHULA VISTA NATURE CENTER MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: To serve the public by providing a quality nature centerlliving museum in order to promote coastal resource conservation and environmental stewardship through education. GOAL: Have the Chula Vista Nature Center recognized as an international model for nature centers. Objective: Maintain accreditation by American Associetion of Museums. Objective: Realize an increase in the number of out-of-area visitors. Objective: Continue to receive requests for information/visits by designers and administrators of similar facilities. Number of requests made by desi ners and administrators GOAL: Host educational institutions using the Nature Center and the Refuge as part of their instructional programs. Objective: Increase the number of students, schools/districts colleges and universities visiting the Center.. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY 05 PROJ Number of field tn s Number ot ro ram artici ants Number ot ro rams 373 14455 315 310 14,170 333 425 19,000 340 446 19,950 357 Objective: Increase the number of promotional activities targeting the greater San Diego area educational institutions. GOAL: Increase Bookstore revenue. Objective: Evaluate inventory and pricing on a quarterly basis with regard to carrying products that meet visitor desires and maximizing revenue rates. Objective: Increase the number of specific Bookstore promotional activities. 224 .~.~- ~ ,,;~:i~":'>,, .""Iit~It,j,1Jil',~' ~., ""'wt; PUBLIC SAFETY I 225 '. 226 '~~,,;;:,;I;iIl<lI~\it;,,~~,t., .lir-ilI.;:.....!I'll:...:....-_:!i<Jol:!, POLICE The mission of the Chula Vista Police Department is to enhance the quality of life in the City of Chula Vista by: . Providing a proactive and professional level of police services, ensuring safety through commitment, integrity, and trust; . Managing resources effectively; . Treating all persons with fairness, respect, and dignity; and . Maintaining a partnership with the community to meet future challenges. The Department is comprised of five major divisions: Administration, Patrol, Investigations, Administrative Services, and Fiscal Operations/Research. . Administration - Provides leadership, direction and coordination for all Police Department operations and community based programs. . Patrol-The primary responder for citizen calls for service. Augmented by canine units, Traffic, Communications, Street Team and Community Relations. . Investigations - Responsible for family protection services and investigating violent and property related crimes in addition to regional task force assignments. The Special Investigations Unit, School Resource Officers, Crime Analysis and Narcotics Enforcement are also a part of this team. . Administrative Services - Ensures public confidence in the Chula Vista Police Department by maintaining the highest standards of employee performance, in addition to recruitment of new personnel and retention and training of staff. Further the Crime Lab, Technology, Animal Care and Records also support this division. . Fiscal Operations/Research - Responsible for research and evaluation of programs, performance measures and audits, resource development, council reports, and fiscal operations including the management of the Police budget, revenues, grants, payroll and procurement. Major Accomplishments for Fiscal Year 2003 . Over the calendar year 2002, the Part I crime rate decreased by 6.3%, despite a 4.2% increase in population. This continues the long-term decrease in the crime rate in Chula Vista, which has been impacted by the Police Department's commitment to problem oriented policing programs and proactive policing. The crime rate decreased 23.5% over the past five years, 1998-2002. I 227 City of Chula Vista FBI Index Offenses per 1,000 Population 1993-2002 80 70 5 60 :; "3 g. 50 D- o 8.40 ~ Iii ~ 30 " E <:5 20 10 o 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 . Anti-Bullying Collaborative Project - The police department, in conjunction with the Chula Vista Elementary School District, secured grant funding to establish a program that seeks to combat bullying in schools. The department has added an analyst who will serve as the project coordinator in developing a program to address this very important issue. Additionally, this position will work with the School Resource Officers to address other crime related issues in the schools throughout Chula Vista. . Organizational Review - Staff has recently completed the first phase of the organizational review process; the second phase will include an employee survey to assess the workplace environment. The survey will measure factors that have been proven to be critical to successfully attracting and retaining talented employees. The results of the survey will be used to identify organizational strengths and weaknesses as well as develop strategies to capitalize on the strengths and improve the weaknesses. As a result of the initial recommendations of the working committee two subcommittees were established to evaluate the performance appraisals and employee development. This project has been a department wide effort involving a committee of 41 employees, representing a cross section of staff, committed to addressing key issues facing the department. The review process examined departmental processes and management strategies from the perspective of a future looking, problem-oriented policing department. . Team Policing - The Team Policing deployment strategy for uniformed patrol is approaching its second year of implementation. By all accounts, the team concept has been a success in providing its stated goals. This includes consistency between line level officers and supervision, an enhanced training program for Patrol officers, as well as additional personnel for proactive enforcement. Training continues to be one of the highlights of the Team Policing program as it allows the department to provide 120-hours of training to officers. This is especially important given that the average years of service for a Patrol officer is less than four years. Topics in this last year have included: defensive tactics, use oftasers, officer involved critical incidents, and firearms training. In the coming 228 -'....:."1-..,.,, .';;:''''._, year the program will continue with training, proactive enforcement and community policing projects. . E-911 - The department secured funding to replace aging communications equipment in the dispatch center. Staff was also successful in securing additional revenue to implement cutting edge mapping software within the dispatch center that will automatically suggest the closest unit for a given call to the dispatcher. This software will also show exactly where each unit is on a map. Once a wireless network solution is implemented, officers will also be able to utilize the same mapping technology to see where their peers are located at all times. Major Goals and Challenges for Fiscal Years 2004 and 2005 . New police facility - The new police facility is moving forward on schedule - more importantly, on budget. It is estimated that the department will be able to start the transition process in December with a goal to be fully operational by the end of February 2004. Staff is excited about the transition to the new facility. The transition to the building will require a coordinated effort to meet the challenge presented by moving evidence, equipment, communications equipment, and maintain operations. The department is working with "moving coordinators" to help facilitate a successful move without interruption to our service to the community. . Heritage Elementary School- Staff has been working in collaboration with the Chula Vista Elementary School District on traffic and safety issues at Heritage Elementary. Originally designed as a "walk to" school, Heritage Elementary has experienced significant traffic issues as more than 50% of parents drive their children to school every day. Initial survey responses from over 300 parents indicate reluctance by parents to have their children walk to school. This is primarily caused by parents' concerns about pedestrian safety and secondarily by the high-profile child abduction cases in the last year. Staffwill continue to work with school staff and parents to implement a workable solution to address this issue. . Investigative Staffing Study - Staff is currently in the final process of developing recommendations for an Investigative Staffing formula. Data was collected over a period of time to try and determine optimum caseloads for detectives. Staff expects to have the study completed by the end of Summer 2003. . Alternative response methods - Staff is currently working on a study to determine the feasibility of an aerial platform (helicopter) to significantly reduce priority one response times and enhance service delivery. This study will also examine how an aerial platform will improve officer safety. It is expected that this study will be completed by January 2004 with various recommendations presented to the City Manager's Office for consideration. Research and evaluation of the feasibility of using aerial support to enhance service delivery will be completed in the up coming year. . Public Safety Academy - The department is embarking on a new partnership with the Sweetwater Union High School District to open a satellite law enforcement public safety academy in the new high school on Olympic Parkway. This program is designed for students interested in a career in law enforcement. The curriculum will feature coursework 229 ~. \ designed to give the students exposure to various careers within law enforcement. It will also encourage them to continue on to college to continue their preparation for a law enforcement career. It is anticipated that officers from the City of Chula Vista will serve as instructors, and more importantly, role models for the high school students. The department is excited to help develop local students to eventually work for the City of Chula Vista. . SpeedlDUI Grant - The department recently secured funding from the State of California Office of Traffic Safety. This grant provides for the addition of one officer to the Traffic unit who will work to develop a comprehensive approach to reduce speeding and drunk driving within Chula Vista. . Anti-Bullying Collaborative Project - The Department will continue working with the Chula Vista Elementary School District and Chula Vista Coordinating Council as part of the collaborative effort to reduce bullying at schools. More than 1,200 students were recently surveyed about their experiences with bullying and this information will be used to implement tailored interventions involving students, teachers, parents, school administrators, police, and community members. The approach that is being used has reduced bullying by as much as 30% in other jurisdictions. . Continue problem-solving efforts - The department has been working on two significant projects that aim to reduce crime and calls for service to budget motels and auto theft from public parking lots. - The Police Department was selected as one of five agencies across the country to participate in a project funded by the Office of Community Oriented Policing Services (COPS) to test the application of problem-solving guidebooks. Under this project, Department staff will use the guidebook on theft of/from autos in public lots to assess its utility in the field as well as its usefulness in impacting the problem. The Department has recently completed a year-long study of auto theft patterns in Chula Vista and has identified 10 public parking lots that account for 15% of all auto thefts in the city. Department staff has been meeting with the lot owners to share information on effective ways of significantly reducing auto theft in these lots. The Department will also be working with Planning and Community Development to ensure that future parking lots are designed in such a way that auto theft will be less likely at these locations. ! ../ In the motel project, efforts continue towards decreasing crime and calls for service related to motels and adjacent areas. The motel project is a partnership between the City's COPPS Committee and the Chula Vista ConVis. A comprehensive study is currently underway involving 27 motels. The ultimate goal is to develop a citywide strategy for reducing crime and disorder at motels and improving the level of services available to members of the community and tourists. Staff is currently beginning the communication phase of the project with the motel owners in hopes that a solution to the problems with the motels can be solved via a collaborative effort between staff and owners. . The Department will continue to conduct performance audits and program evaluations throughout the Department. Staff will seek to develop performance measures that drive operational process improvements and gauge progress towards desired outcomes. 230 )d';:'~ .,,~~... .'ft,"..~~.:ld!~ .,,;"' .... -.I I Animal Care Services The Department provides field and shelter services for animals needing attention that are located in the City. Animal Control Officers respond to calls for service according to priority level on weekdays between the hours of 9 a.m. to 5 p.m.; calls received after hours are responded to on a call-out basis. Four priority levels exist for animal care calls for service: . Priority I (e.g. rabid or biting animal at large, dangerous or vicious animal at large); . Priority II (e.g. minor injured animal, animal quarantine); . Priority III (e.g. dog running loose); and . Priority IV (e.g. dead animal, barking dog). Shelter staff handles the care of animals and provide customer service at the facility. Services include reclaiming and adoption of animals, owner relinquishments, spaying and neutering animals, and animal euthanasia. Veterinarian staff provides critical triage care for animals, vaccinate animals, and conduct vaccination clinics. Major Accomplishments for Fiscal Year 2003 . Moved into the new Animal Care Facility and became fully operational in October 2002; . Full implementation of Chameleon system; . Replaced aging equipment . Brought staffing to authorized levels, hiring three Animal Control Officers and one Senior Office Specialist; . Funded an Adoption Counselor! Volunteer Coordinator through salary savings in an attempt to determine the potential effectiveness of this position, and as a result; significantly increased the number of adoptions while reducing the euthanasia rate; . Received a grant from Wal-Mart for the construction of a holodeck, providing a more home-like environment for the cats interaction room; . More than doubled the number of volunteers at the Animal Care Facility, (from 15 to 34), and re-structured the program itself, including: o Six-hour orientation for new and existing volunteers, covering all aspects of Animal Care & Control; o Structured training certification for different tasks; o Scheduled and defined participation; o General guidelines for participation and limitations thereof . Participated in a county-wide effort to secure grant-funding for the purpose of moving toward a no-kill status; 231 . Became a host site for ROP and PIMA externships Major Goals and Challenges for Fiscal Year 2004 and 2005 . Select a new Animal Control Manager . Establish non-profit status for volunteer organization to operate retail shop; . Establish and open a retail shop; . Conduct a staffing study for office and kennel operations . Begin performing spay! neuters and other minor surgeries on-site; . Centralize the licensing process; . Construct a rabbit enclosure in the kennel area; . Convert the future retail shop to a dual purpose room: retail! waiting, with educational component for potential adopters; . Enter into an agreement with U.S. Customs to kennel 28 of their service dogs pending construction of a separate facility on the adjacent lot; . Develop and implement various adoption, education and fund-raising events; . Participate in county-wide adoption events with other animal care organizations to achieve the goals established by Maddie's fund, . Implement a Micro-Chip program; . Continue to increase the adoption rate while lowering the euthanasia rate 232 ....;.;;;-:'lll:.lil.~:'n!;7:J[ullSil;:,::.""..:.ftulljfl:'~-.:... - -;I ":,'lor!lE.Jc~.~.h_.~tJ, \ , POLICE ORGANIZATION CHART Police Administrative Services Fiscal Operations I Research and Evaluation Police Investigations Patrol Patrol Operations Property Crimes Police Crime Lab Fiscal Operations Special Research and Traffic Investigations Records Evaluation ~,~ Unit Street Team School Resource Professional Standards Police Communications Family Protect Unit Crime Analysis Technology Crimes of Violence Animal Control Community Relations Narcotics Enforcement Team ~ 233 POLICE 14000 -- ---- -- --- -- - EXPENDITURES EXPENDITURE TOTALS FY 2002 ACTUAL 25,081,030 3,679.491 52.560 456,760 $29,269,841 FY 2003 BUDGET 27,773,610 4,464,252 44,673 1.438,230 $33,720,765 FY 2004 PROPOSED FY 2005 PROPOSED Personnel Services Supplies and Services Other Expenses Capital $36,437,483 $38,678,500 Ex pcndltures by DIvIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 14100 Administration 813.403 726,573 14200 Patrol 16.477.455 17.842,208 14300 Investigations 4.909.631 6.621,739 14400 Administrative Services 3,633.381 4.148,354 14500 Special Operations 2,066.468 2,272.587 14600 CA Border Alliance Group 482.937 685,953 14700 Animal Control 690.138 976,002 14800 Fiscal Operations I R & E 196.428 447.349 EXPENDITURE TOTALS $29,269.841 $33,720.765 $36,437.483 $38.678. -'"\ REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Licenses and Permits 177.231 174.951 Fines. Forfeitures, Penalties 737,754 814.552 Revenue from Other Agencies 3.444,197 3.383,041 Charges for Services 2,399,948 2,381,721 Other Revenue 53,915 281,507 Transfers In 422.944 550,710 REVENUE TOTALS $7,235,989 $7,586,482 $8,331,476 $7,155,205 - NET COST - DEPARTMENT EXPENDITURES PLUS: ALLOCATED COSTS TOTAL EXPENDITURES LESS: PROGRAM REVENUES NET COST FY 2004 36.437.483 5,394,690 41,832,173 8,331.476 $33,500,697 FY 2005 38,678,500 5.739,951 44.418.451 7,155,205 $37,263,U 234 ::':.;_'~lL':;"f;'_~_~L'-;' ,~i ~, .. .:.11 ,. ~) POLICE AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Chief of Police 1 1 1 1 1 1 1 Assistant Chief of Police 1 1 1 1 1 1 1 Administrative Analyst I 0 1 0 0 0 0 0 Administrative Analyst II 0 0 1 1 1 1 1 Administrative Office Assistant I 1.48 1.48 1.48 0 0 0 0 Administrative Office Assistant II 1 1 1 0 0 0 0 Administrative Office Assistant III 2 4 4 0 0 0 0 Administrative Office Specialist 1 2 2 0 0 0 0 Administrative Secretary 1 1 1 1 1 1 1 Administrative Services Manager 0 1 1 1 1 1 1 Adoption Counselor 0 0 0 0 0 0.5 0.5 Animal Control Manager 1 1 1 1 1 1 1 Animal Control Officer 5 6 6 6 6 6 6 Business Office Manager 1 1 1 1 1 1 1 CBAG Analyst 1 2 2 2 2 2 2 CBAG Budget Manager 0 1 1 1 1 1 1 CBAG Deputy Executive Director 1 1 1 1 1 1 1 CBAG Executive Director 1 0 0 0 0 0 0 CBAG Management Assistant 0 1 1 1 1 1 1 CBAG Meth Strikeforce Coordinator 0 0 0 0 1 1 1 CBAG Network Administrator 0 1 1 1 1 1 1 CBAG Network Assistant 0 0 0 0 1 1 1 CBAG Operations/Intelligence Coordinator 1 0 0 0 0 0 0 CBAG Program Analyst 0 1 1 1 1 1 1 CBAG Secretary 1 0 0 0 0 0 0 CFMH Coordinator 0 1 1 1 1 1 1 Communication Operator I 3 3 3 3 0 0 0 Communication Operator" 15 15 15 15 24 24 24 Communication System Manager 1 0 0 0 0 0 0 Community Resource Coordinator 0 1 1 1 1 1 1 Community Services Officer 10 11 12 13 12 12 12 Crime Analysis Manager 1 1 1 1 1 1 1 Crime Analyst 1.5 1 1 1 1 1 1 Crime Laboratory Manager 1 1 1 1 1 1 1 Criminal Information System Specialist 3 2 2 0 0 0 0 Customer Service Rep 0 0 1 2 2 2 2 Data Entry Operator 1 0 0 0 0 0 0 Data Entry Operator II 0 2 2 0 0 0 0 Evidence Control Assistant 2 2 3 3 3 3 3 Evidence Technician 1 2 2 2 2 2 2 Information System Technician 0 1 1 0 0 0 0 Information Technology Analyst 0 0 0 1 1 1 1 Information Technology Manager 0 1 1 0 0 0 0 Intelligence Analyst 0 5 5 5 6 6 6 Investigative Aide 0 0 0 1 0 0 0 - Kennel Attendant 3 3 3.25 3.25 3.25 3.25 3.25 Latent Print Examiner 1.5 2 2 2 2 2 2 235 POLICE AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Lead Communication Operator 5 5 5 5 6 6 6 Office Specialist 0 0 0 6.48 6.48 6.48 6.48 Parking Control Officer 0 0 2 2 2 2 2 Peace Officer. 105 126 133 137 138 138 138 Police Agent 47.5 52 52 53 53 53 53 Police Captain 2 2 2 2 2 2 2 Police Data Specialist 0 0 0 3 3 3 3 Police Lieutenant 7.5 7 8 9 9 9 9 Police Records Assistant I 1 0 0 0 0 0 0 Police Records Assistant II 5 6 6.5 0 0 0 0 Police Records Specialist 0 0 0 6.5 6.5 6.5 6.5 Police Records Transcriptionist 0 0 0 4 4 4 4 Police Report Transcriptionist 4 4 4 0 0 0 0 Police Sergeant 19.5 21 23 24 24 24 24 Police Services Officer 5 5 5 5 5 5 5 Police Training Coordinator 1 1 1 1 1 1 1 Principal Management Assistant 1 0 0 0 0 0 0 Property Control Clerk 0 1 1 0 0 0 0 Range Master 0 0.5 0.5 0.5 0.5 0.5 0.5 Registered Veterinary Technician 0 0 0 1 1 1 1 Secretary 4 5.5 5.5 6.5 6.5 6.5 6.~C' Senior Crime Prevention Specialist 0.5 0 0 0 0 0 Senior Fiscal Office Specialist 0 0 0 1 1 1 1 Senior Management Analyst 0 1.5 1 1 1 1 1 Senior Office Specialist 0 0 0 2 2 2 2 Senior Police Data Specialist 0 0 0 1 1 1 1 Total Permanent FTE's 272.48 319.98 335.23 346.23 355.23 355.73 355.73 Total Hourly FTE's 2.3 4 4.68 4.93 4.93 4.93 4.93 Total FTE's 274.78 323.98 339.91 351.16 361.16 360.66 360.66 '/I These positions are allowed up to 5 over-hires; over-hire positions are not included in the authorized position count. o 236 -",_..:iliI";~ "'~..l ........~'_'.Jf'Ii,;~-.'F. ..~, lI. _;,,1'''.'';';..1'''' POLICE MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: The mission of the Chula Vista Police Department is to enhance the quality of life in the City of Chula Vista by: providing a proactive and professional level of police service ensuring safety through commitment, integrity, and trust; managing resources effectively; treating all persons with fairness, respect, and dignity; and maintaining a partnership with the community to meet contemporary and future challenges. GOAL: To proactively identify and maintain the service levels required to best meet the needs of a growing Chula Vista community. Objective: Prevention of crime. FBI Index - Crime rate per 1000 o ulation Residential burglary rate per 1,000 0 ulation 4.9 3.1 3.6 -26.5% 16% Objective: Apprehension of offenders. Annual Measure 1998 2001 2002 98-02 \ 01-02 \ FBI Index - Crime clearance ratelsolvabili % % at stolen ro e recovered 26% 47.8% 19% 50.5% 17% 50.2% -34.6% 5.0% -10.5% -0.6% Objective: To conserve emergency resources. Objective: Citizen satisfaction survey. 1. Conduct a resident opinion survey every three years. Objective: To actively meet the Growth Management Oversight Committee's response threshold standards. Annual Measure FY02 ACT FY03 EST FY04 PROJ FY 05PROJ I % of calls where P-1 response time standards met % of calls where P-2 response time standards met # of calls for service res onses 75,000 80.0% 81% 81% 80% 50% 50% 74,000 47% 72,900 45.6% 71,859 237 Objective: To decrease traffic related calls for service and to reduce the number of traffic related deaths and injuries. Annual Measure FY02 ACT FY03EST FY04 PROJ FY OSPROJ Total number of traffic accidents 1 Number of OUI check oints 1.621 05 1.650 09 1,700 09 1,750 09 GOAL: Ensure employee recruitment, training and retention are a priority by creating an environment that emphasizes continuous professional development for department employees. Objective: Create an automated database for the tracking of all personnel, ranks, and assignments in order to more efficiently account for promotions and vacancies. Objective: Maintain zero vacancies in reference to patrol strength. Annual Measure FY02 ACT FY03 EST FY04 PROJ FYOS PROJ # of back round investi ations Increase visibility of dept. by attendin colle e career fairs 457 42 412 40 416 30 410 20 GOAL: Conduct performance audits and program evaluations throughout the Department to increase efficiency and limit potential liability. Objective: Develop and implement program evaluations. Objective: Develop and conduct performance audits. 1 The increase in the number of traffic accidents can be partly attributed to the tremendous growth east of 1-805. Other contributing factors are the speed limits of 50 MPH for the main traffic arteries in this area and the department continues to take property damage only traffic accidents, which significantly increases the percentage of total accidents reported. Chula Vista is the only municipal police department in the county taking this type of report. 'I 238 ;~'.~ T~ --... p,- ...4:;.'> ~iia!.t' ,...-., FIRE Department Purpose and Description The Fire Department includes the following budget activities: Fire Administration, Fire Training, Fire Prevention, Fire Suppression, Emergency, and the International Friendship Commission. The Department performs the majority of its priority calls for service (89%) in the emergency medical services area. With the constantly changing "managed care" environment, the Department continues to work in close partnership with the private paramedic services provider (AMR) to deliver superior emergency medical service to the citizens of Chula Vista at the lowest possible cost. In addition to protecting life and property, the Fire Department also provides other services to the community. Emotional support is provided to individuals and families who are victims of traumatic incidents by the highly successful volunteer efforts ofthe Citizens Adversity Support Team (CAST). Major Accomplishments for Fiscal Year 2003 The Chula Vista Fire Department has demonstrated exceptional efficiency and cost effectiveness in the delivery of service. According to a recent Fire Wage and Benefit Survey (1998 Labor Relations Information System) Chula Vista Fire Department has one ofthe lowest per capita figures for both staffing and operating budgets. The cost of Fire Protection services in Chula Vista is less than half the national average for cities our size. The Chula Vista Fire Department is also very effective in serving the business community. Turnaround time for Fire Department plan checks is less than 48 hours. Fire Station 7 Fire Station 7 in the Otay Ranch is currently under construction and scheduled to open in the fall of 2003. The State of the Art 13, 775-foot station will include a fire engine (pumper) and a ladder truck. The Station will initially be staffed with three captains, three engineers and three firefighters, which will operate the fire engine (pumper) in September 2003. An additional three of each position are budgeted in the fiscal year 2004/05 budget (note: the other three firefighters needed for the Truck will be moved from the Telesquirt at station four) to staff the ladder truck. Together these positions and apparatus will better meet service levels, improve firefighter safety and improve response times in eastern Chula Vista. The Station will also pay tribute to the victims of 9-11 terrorist attacks at the grand opening ceremonies scheduled for September 11, 2003. During the event, a life size bronze sculpture depicting two firefighters working together will be dedicated to the heroes of 9-11. Remodel of Fire Stations 2 & 4 . Remodel of Fire Station 2 - Concrete was poured at Station 2. Block has been delivered as of4-16 and walls have been laid out on the slab. The fuel station at station 2 will receive an upgrade to 2005 standards as part of this project while we have the opportunity prior to the new concrete going in. 239 . Remodel of Fire Station 4 - The expansion of the training and storage capacity at Fire Station 4 is nearing completion. Construction is two weeks ahead of schedule. Major Goals and Challenges for Fiscal Years 2004 and 2005 Recruitment and Staff Development During fiscal year 2004, the Fire Department will focus on: . Hiring qualified fire personnel resulting from turnover and growth of the Department; and, . Ensuring that proper fire training is conducted to support the department's growth and bridge gaps in experience levels; and, . Providing staff development and career advancement opportunities for existing personnel. Fire Facility Master Plan The Fire Department's budget includes funds to update the Fire Facility Master Plan (FFMP). The FFMP is a living document that identifies the location of existing and future Fire Stations based on call volume and response times. The plan was last updated in 1995. It does not accurately depict changes due to growth and planned higher densities, recreational amenities and development of western Chula Vista. The Fire Facility Master Plan update will assist the department in maintaining service levels and planning for future fire stations. Fire Prevention Services Enhancements I n an effort to proactively meet the dramatic growth in housing and commercial development in eastern Chula Vista and an aging western Chula Vista as well as provide a much needed public education component for fire services, the Fire Department will civilianize two Fire Captain positions in the Fire Prevention Bureau. This revenue positive proposal will enable the department to obtain three positions - two fire inspectors and one community education specialist. Fire inspectors will focus on the enforcement of the Uniform Fire Code, life safety inspections and permitting of places of public assembly, as well as new and existing buildings; plan check review of new housing construction as well as new and existing commercial buildings, arson investigations and prosecution, brush clearances and weed abatement as well as citizen complaint resolutions and approval of fire protection systems. The public education specialist adds a community outreach component to the Fire Department that will proactively provide fire safety and prevention education to schools, community groups and the public. In addition, this position will coordinate the annual open house and the fire safety trailer. The position also allows for a primary focus on educating the public and allows other Inspector positions to focus on complex enforcement issues. Disaster Preparedness Program September 11th heightened the need for homeland security measures at the local government level. Terrorism added a new dimension to traditional disaster preparedness. In October 2002, Council approved the addition of Disaster Preparedness Manager to develop and 240 ................:,.- .~;" ~ ....' ':..,~IllI"'..~- .... .-.-"", ...-....a,~. maintain a comprehensive emergency preparedness plan and provide citywide disaster preparedness training. The Fire Department is pleased to announce that the emergency plan has been updated and will ensure critical operations are maintained in the event of a natural disaster and in a crisis situation. In addition, public classes disseminating information and educational materials pertaining to disaster preparedness in the event of a natural disaster or crisis situation are being conducted on an ongoing basis. During the upcoming budget staff will continue to focus on public education and providing citywide disaster preparedness and anti-terrorism training and simulation exercises. In addition, staff is exploring grant-funding opportunities to provide Community Emergency Response Team (CERT) training. CERT training promotes a partnering effort between emergency services and the community. The goal is to train members of the community with basic response skills. CERT members are then integrated into the emergency response capability for their area. In the event a disastrous event overwhelms or delays the fire and police response, CERT members can assist others by applying basic response and organizational skills until help arrives. Service Expansion and Capital Projects . Construction of the Oxford Fire Station 5 - Included in next year's Capital Improvement Budget is demolition and construction of Station 5 located on 4th and Oxford. This Station was built in 1957 and is 46 year's old. It was added to the City as part of the Montgomery annexation in 1986. It services the western portion of Chula Vista, handling a high call volume of approximately 2100 calls for service annually. Construction of the fire station can no longer be postponed due to issues with the roof and general conditions of the station. A funding method to re-build much-needed infrastructure in western Chula Vista has been identified. Fire Station 5 will be included in the package. Demolition will pose several challenges including housing of existing personnel and fire apparatus. However, the project will benefit the western portion of Chula Vista. . Relocation of the Rolling Hills Fire Station 6- Also included in next year's capital improvement budget is the relocation ofthe Rolling Hills Station currently located in the Eastlake Business Park. . Emergency preemption at 16 intersections - The Fire Department utilizes Emergency Preemption Devices to provide safe movement through intersections. Emergency Preemption Devices minimize conflicting traffic and provide a safe path of travel for both the public and fire personnel. Emergency preemption devices for 16 intersections are included in the fiscal year 2003/04 & fiscal year 2004/05 CIP budgets. Each fiscal year includes $200,000 for this purpose. The intersections designated for emergency preemption devices were selected based on common routes travel by emergency vehicles, high traffic areas, and proximity to a fire station and input from emergency vehicles operators. I 241 FIRE o ORGANIZATION CHART Fire Fire Training Emergency Management Fire Suppression Fire Prevention c) o 242 "*l~ ....._,~,~~,' ~' -...l.. iiIL': EXPENDITURES EXPENDITURE TOTALS FY 2002 ACTUAL 8,644,941 1.191.787 303,298 $10,140.026 FY 2003 BUDGET 9,082,035 1,440,613 420,806 $10,943,454 FY 2004 PROPOSED FY 2005 PROPOSED Personnel Services Supplies and Services Capital $12,160,482 $13,731,662 Ex pendltures by DIvIsion FY 2002 FY 2003 FY 2004 FY 2005 DIVISION ACTUAL BUDGET PROPOSED PROPOSED 15100 Administration 557,137 593.790 15300 T rainin~ 244,776 375,298 15500 Emerqency Manaqement 93.736 193,541 15700 Fire Suppression 8,689,871 9,196,090 15900 Fire Prevention 554,506 584.735 EXPENDITURE TOTALS $10,140,026 $10,943,454 $12,160,482 $13,731,662 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Licenses and Permits 58,908 67,700 Fines, Forfeitures, Penalties 0 0 Revenue from Other Agencies 11,564 55,600 Charges for Services 153,303 206,027 Other Revenue 52,291 182,622 REVENUE TOTALS $276,066 $511,949 $709,135 $682,621 - NET COST - DEPARTMENT EXPENDITURES PLUS: ALLOCATED COSTS TOTAL EXPENDITURES LESS: PROGRAM REVENUES NET COST FY 2004 12,160,482 1,233,425 13,393,907 709,135 $12,684,772 FY 2005 13,731,662 1.312,365 15,044,027 682,621 $14,361,406 - 243 FIRE DEPARTMENT . AUTHORIZED POSITIONS Proposed Proposed FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY2005 Fire Chief 1 1 1 1 1 1 1 Assistant Fire Chief 0 1 1 0 0 0 0 Deputy Fire Chief 0 0 0 2 2 2 2 Administrative Secretary 1 1 1 1 1 1 1 Administrative Services Manager 0 0 0 0.75 0.75 0.75 0.75 Battalion Chief 4 5 5 4 4 4 4 Disaster Preparedness Manager 0 0 0 0 1 1 1 Fire Captain" 23 24 24 24 24 27 28 Fire Engineer 26 21 21 21 22 25 28 Fire Inspector 1111" 0 3 3 3 3 3 5 Fire Marshal 1 0 0 1 1 1 1 Firefighter 30 27 27 27 27 30 33 Principal Management Assistant 1 0 0 0 0 0 0 Public Education Specialist" 0 0 0 0 0 0 1 Secretary 1 1 1 1 1 1 1 Training Coordinator 0.5 0 0 0 0 0 0 Total Permanent FTE's 88.5 84, 84 85.75 87.75 96.75 106.75 Total Hourly FTE's 1.3 0.3 0.3 0 0 0 0 Total FTE's 89.8 84.3 84.3 85.75 87.75 96.75 106.75 "FY05 staffing will commence in FY 04 upon the retirement of the two Fire Captains assignad to the Fire Prevention Division. (\ \. ,: '-""' 244 .....1_ ,'~,,,,'I~...... - FIRE MISSION STATEMENT. GOALS. OBJECTIVES AND MEASURES MISSION STATEMENT: The Mission of the Chula Vista Fire Department is to serve and safeguard our diverse community through a professional, efficient and effective system of services that protects life, environment and property. GOAL: Establish and maintain efficient and effective fire and emergency response for all residents and visitors to Chula Vista. Objective: Comply with the Fire Department threshold standard of responding to 80% of all emergency calls in Chula Vista in 7 minutes or less. Annual Measure FY02 ACT FY03 EST. FY04 PROJ FY05 PROJ % of calls responded to within 7 minutes** Priori 1- annual call volume*"" "Normalized Data 69.7% 7,626 75% 8,050 80% 8,855 80% 9,000 Objective: Conduct Fire Inspection and Plan Checks ( GOAL: Plan for long-range fire/emergency service delivery to our growing community. Objective: Implement the adopted Fire Station Master Plan. Annual Measure FY02 ACT FY03 PROJ FY04 PROJ FY05 PROJ Plan and bUild new fire stations Purchase and outfit fire A ratus U date Fire Station Master Plan Remodei Existin Facilities o o o 3 1 1 2 1 o o o 2 1 o o o GOAL: Maintain an effective training program to ensure the best and safest performance of emergency services. Objective: Continue the professional training of Fire Suppression personnel in fire ground operations, use and care of equipment, emergency medical services, and safety. I 245 246 ~ftJj.~.~W"l!I!<.,;~',(>,'Jl~J;' i/;JIiIj:, ~l.'i ..- I!~ ,,.. REDEVELOPMENT AGENCY 1 247 Os ~~;MIi;iiili;;;;;; .;,;~'.;,JEJL..: t: ~~ ;;.r:Jilo.....' 1) ,..../ 248 --_.~."",.... REDEVELOPMENT AGENCY Department Purpose and Description The Redevelopment Agency implements the goals and objectives of the five (5) Redevelopment Project Area Redevelopment Plans as adopted by the City Council and Redevelopment Agency Board consistent with the California Community Redevelopment Law. The Redevelopment Agency is staffed primarily by the Community Development Department's Redevelopment and Housing Divisions, and is supported by tax increment revenue generated within the redevelopment project areas. Agency funds are used to fund operating expenditures, debt service, and Agency capital projects. The Agency budget consists offour (4) redevelopment project funds: BayfrontfTown Centre I, Merged Project Fund (Town Centre II, Southwest and Otay Valley) as well as two "restricted" funds: Low and Moderate Income Housing and Fine Arts. Major Accomplishments for Fiscal Year 2003 Several programmatic accomplishments were provided for both the Redevelopment and /' Housing divisions under the narrative for the "Community Development Department". The following provides major project-oriented accomplishments for the Agency: Redevelopment . Completed Phase I of the Gateway Chula Vista office project . Adopted an Exclusive Negotiation Agreement for the Chula Vista @ Landis project . Completed six (6) Storefront Renovation grants for downtown businesses . Completed acquisition of the 201 Third Avenue site (Third and E) . Adopted an Exclusive Negotiation Agreement for the "E" Street Transit Village project . Completed negotiations for development of a residential mixed-use project at 760 Broadway . Completed design for the "H" Street Beautification project from 1-5 to Broadway I Housing . Completed the Heritage Town Center project for 91 senior and 180 multi-family affordable units in Otay Ranch Village I . Completed the Owner Participation Agreement for the MAAC Senior Housing project at Broadway and Sierra Way . Financial approval of the Main Plaza mixed-use project . Substantially completed, subject to Council approval, the processing and negotiations for the Eastlake III Affordable Housing project 249 (hi Major Goals for Fiscal Years 2004 and 2005 Several programmatic goals were provided for both the Redevelopment and Housing divisions under the narrative for the "Community Development Department". The following provides major project-oriented goals for the Agency: Redevelopment: . Adopt a Disposition and Development Agreement for the Chula Vista @ Landis Project . Adopt an Exclusive Negotiating Agreement for the Watt Commercial Downtown Anchor Project at Third and "E" . Adopt an Exclusive Negotiating Agreement for the Espanada project on H Street between Third and Fourth Avenue . Adopt an Exclusive Negotiating Agreement for the Sweetwater Union High School District site at Third and Alvarado . Facilitate Phase II of the Gateway Chula Vista project . Adopt a Disposition and Development Agreement for the "E" Street Transit Village project . Complete concept plan development for beautification of "H" Street between Broadway and Fifth Avenue . Adopt a Disposition and Development Agreement for the Bayfront Commons project on the Mid-Bayfront site ( "... . Continue to implement the Goodrich Relocation Agreement . Work with the Port District to: 1) facilitate the demolition of the former Goodrich south campus; 2) Amend the Port/City Capital Development Program and begin project implementation . Complete the entitlements for the Auto Park East expansion project and facilitate auto dealer agreements for both the north and east Auto Park expansion areas . Adopt a Disposition and Development Agreement for the Davies property at Main and 1- a05 Housing: . Complete the Main Plaza project . Complete the MAAC Senior Housing Project . Complete the Eastlake III Affordable Housing project . Continue to work with the Olympic Training Center (OTC) and residential development community to develop a program addressing the OTC affordable housing needs . Continue to negotiate Affordable Housing Agreements for the production of affordable housing units within various residential developments as they are entitled . Proactively pursue large-scale housing rehabilitation opportunities in western Chula Vista to continue upgrading the City's aging housing stock '-, 250 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 781,820 763,355 Other Expenses 3,872,360 3,157,954 Capital 1,300,000 867,600 Transfers Out 10,001,840 4,305,722 CIP Project Expenditures 4,933,616 435,291 EXPENDITURE TOTALS $20,889,636 $9,529,922 $10,507,720 $8,036,892 FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 611 Redev Bayfront/T own Centre I 9,541,893 3,997,280 641 Redev Fine Arts 22,874 65,325 651 So WestlTwn Ctr II/Oty Vly 11,324,869 5,467,317 EXPENDITURE TOTALS $20,889,636 $9,529,922 $10,507,720 $8,036,892 \ FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Property Taxes 2,218,854 1,947,926 Use of Money & Property 6,003,571 883,118 Other Revenue 283,336 75,000 Transfers In 1,948,043 2.496,609 REVENUE TOTALS $10,453,804 $5,402,653 $5,850,366 $5,379,088 FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 611 Redev BayfrontlT own Centre I 6.731,277 2,349,772 641 Redev Fine Arts 6,812 5.710 651 So West/Twn Ctr II/Oty Vly 3.715,715 3,047,171 REVENUE TOTALS $10,453,804 $5,402,653 $5,850,366 $5,379,088 ~ 251 EXPENDITURES EXPENDITURE TOTALS FY 2002 ACTUAL 462,447 $462,447 FY 2003 BUDGET 806,224 $806,224 FY 2004 PROPOSED FY 2005 PROPOSED Other Expenses $759,396 $826,024 Ex pendltures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 671 SW Area Tax Aqmt-SUHSO 107,244 143,547 672 SW Area Tax Aqmt-C.O.E. 13.456 17,610 673 SW Area Tax Aqmt-CV Elem SO 144,814 188.030 674 SW Area Tax Aqmt-SW CC Oist 25,829 33.485 675 SW Area Tax Aqmt-County SO 171,104 423,552 EXPENDITURE TOTALS $462,447 $806,224 $759,396 $826,024 FY 2002 FY 2003 FY 2004 ACTUAL PROJECTED PROPOSED Property Taxes 441,523 773,019 Use of Money & Property 45,328 33,205 REVENUE TOTALS $486,851 $806,224 $737,786 $826,024 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 671 SW Area Tax Aqmt-SUHSO 112.426 143,547 672 SW Area Tax Aqmt-C.O.E. 13.456 17,610 673 SW Area Tax Aqmt-CV Elem SO 147,078 188.030 674 SW Area Tax Aqmt-SW CC Oist 26.201 33.485 675 SW Area Tax Aqmt-County SO 187,690 423,552 REVENUE TOTALS $486,851 $806,224 $737,786 $826,024 .~ I ' o 252 ",~.;P-~>'"'"--;-~~;;!17,; ;.,.1 _JSittillll"" ::. EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 0 1,065 Supplies and Services 152,213 151,050 Other Expenses 807,036 2,139,554 Capital 156,713 321,767 Transfers Out 11,841 15,895 EXPENDITURE TOTALS $1,127,803 $2,629,331 $930,997 $1,282,866 Ex pendltures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 311 CDBG HousinQ ProQram 5,946 10,000 313 CV HousinQ Authority 835 12,150 315 RDA HousinQ PrOQram 136,965 301,000 317 RDA Low & Mod Income HousinQ 984,057 2,306,181 EXPENDITURE TOTALS $1,127,803 $2,629,331 $930,997 $1,282,866 ,------ REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Property Taxes 1,293,521 1.433,039 Use of Money & Property 340,826 316,209 Other Revenue 103,717 9,625 Transfers In 305,946 323,347 REVENUE TOTALS $2,044,010 $2,082,220 $1,649,808 $1,764,234 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 311 CDBG HousinQ ProQram 19,134 10,000 313 CV HousinQ Authority 32.732 11.784 315 RDA HousinQ ProQram 359,781 311,840 317 RDA Low & Mod Income HousinQ 1,632,363 1,748,596 REVENUE TOTALS $2,044,010 $2,082,220 $1,649,808 $1,764,234 - 253 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 0 985 Other Expenses 0 1.820 EXPENDITURE TOTALS $0 $2,805 $2,987 $3,137 REVENUES REVENUE TOTALS FY 2002 ACTUAL 329 $329 FY 2003 PROJECTED 430 $430 FY 2004 PROPOSED FY 2005 PROPOSED Use of Money & Property $351 $351 o r\ : 'I ~ 254 ;.~ ~.~......_......... ",,''::'~''L ~:":,,j~J:gi \ OTHER FUNDS I 255 256 ;.,'~-~.ti~: -,,",. '-""-.... DEBT SERVICE The debt service requirement for the City and the Redevelopment Agency is $10,243,657 for fiscal year 2004. This represents a decrease of $645,582 (5.93%) from the fiscal year 2003 amended budget. Debt service payments are made from various City and Agency Funds in accordance with the legal documents governing each borrowing. Present debt is in the form of Certificates of Participation, Pension Obligation Bonds, Long Term Notes, Lease-Purchase Obligations, Tax Allocation Refunding Bonds, and Tax Allocation Bonds. Debt has been issued by the City to finance a wide variety of projects, including the construction of the new Public Works Center and the new Police Facility, parking facilities, refurbishment of the Chula Vista Shopping Mall, property acquisitions, building remodeling, and equipment and software acquisition. Annual debt service costs are borne primarily by the General Fund, with the exception of the Tax Allocation Refunding Bonds and the Tax Allocation Bonds, which are funded by property tax increment revenues in the Redevelopment Agency. Debt Service Fund Descriptions Fund 441 - The 1994 Pension Obligation Bonds in the amount of $16,786,532 were issued to provide funds to pay the City's unfunded liability in the Califomia Public Employees Retirement System. The bonds are a debt of the City General Fund and the City is obligated by Retirement Law to make the bond payments without specification of funds. The term of the bonds is through 2011. Fund 443 - This is a lease-purchase agreement totaling $3,509,364 for software, equipment, and installation services for three different projects: Public Safety CAD/MDT System, 800 MHz Communication System, and Heating and Air Conditioning Equipment. The annual lease payments on the first two projects are funded primarily from the Residential Construction Tax Fund, while the HVAC project is funded by utility savings generated by the project in the General Fund. The Agreement term runs through fiscal year 2007 and is currently being reviewed for refunding purposes. Fund 444 - This is a lease-purchase agreement totaling $1,749,885 for the City's new Fiscal System. The agreement runs through fiscal year 2008. The annual lease payments are funded from various funding sources. This agreement is currently being reviewed for refunding purposes. Fund 446 - A January 1994 note payable for $370,000 to Mr. and Mrs. Adamo as part of the purchase price for property located adjacent to the Civic Center. The term of the note is twenty years. Fund 447 - This is a lease-purchase agreementtotaling $777,148 for the Library's new integrated system. The agreement runs through fiscal year 2005. The annual lease payments are funded from State Library Grant revenues. 257 Fund 448 - This is the Certificate of Participation Series A of 2000 in the amount of $25,255,000. Certificates were issued to provide funds to improve the City's 800 MHZ emergency communication system and to improve the City's Corporation Yard. The term ofthe Certificates is through the year 2020. Fund 449 - San Diego County Regional Communication Systems. On March 7, 2000, the Chula Vista City Council authorized the City to join the San Diego County Regional Communications Systems (RCS). The City's portion of the infrastructure is $2,809,405 plus financing costs. This is payable over a period of 14 years commencing on January 1, 2001 through January 1, 2014. Fund 450 - 2002 Certificates of Participation - Police Facility Project. In June 2002, the Authority issued the 2002 COP in the amount of $60, 145,000 to finance the construction of the City's new Police Headquarters. The source of repayment of the certificates is the lease payments to be made by the City to the Authority. The term of the certificates is through the year 2032. Funds 682. 683. 684 - The Redevelopment Agency 1994 Tax Allocation Refunding Bonds, Series A, C and D in the amount of $28,655,000 were issued to refund the 1986 Tax Allocation Bonds, resulting in lower annual debt service payments. The original bonds were issued to finance improvements in the BayfrontIT own Centre I Project areas. The annual debt service is paid from property tax increment generated in the project areas. The term of the bonds runs through 2024. Fund 685 - 1993 Refunding Certificates of Participation (Town Centre II Parking Project) were issued in the amount of $11,285,000 in order to refund a 1987 Certificates of Participation Issue (Series A) resulting in lower annual debt service payments. The term ofthe Certificates is through the year 2012. The debt service on the Certificates is funded by capital lease payments from the City's General Fund to the Redevelopment Agency to be repaid from future Redevelopment Agency revenues. The timing of the reimbursement is unfixed. This issue is currently being reviewed for refunding purposes. Fund 686 - The 1993 Certificates of Participation (Town Centre II Parking Project - Phase II) were issued in the amount of $3,115,000 to finance the City/Agency's participation in the additional expansion of the Chula Vista Shopping Center. The term of the Certificates is through the year 2013. The debt service on the Certificates is funded by capital lease payments from the City's General Fund to the Redevelopment Agency to be repaid from future Redevelopment Agency revenues. This issue is being reviewed for refunding purposes. Fund 688 - A June 1995 note payable for $776,071 to Cypress Creek Company in order to provide for reimbursement of the Agency's share of site acquisition costs under a Disposition and Development Agreement for the Palomar Trolley Center. Payments are based on 30% of the sales tax revenues generated by the project until the unpaid principal balance plus accrued interest at 7% per year is paid in full. The source of funding is the General Fund with reimbursement from the Redevelopment Agency with the term unspecified. 258 "',-llili;,"_" ~,,'.":C"'.';,~i*,",~;' . ,. ." t: Fund 689 - This is the Redevelopment Agency 2000 Tax Allocation Bonds (Merged Redevelopment Project) in the amount of $17,000,000. The Merged Redevelopment Project was created on August 22,2000, pursuant to an amendment to the redevelopment plans for the three of the Agency's four existing redevelopment projects, the Town Centre II Project Area, the Otay Valley Project Area and the Southwest Project Area. The Bonds were issued to provide funds for the repayment of certain obligations of the Merged Redevelopment Project and other interfund loans, and for general redevelopment purposes. The term of the Bonds is through the year 2030. I 259 ) EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 10.905 12.500 Other Ex penses 5.751.490 5.282.374 Transfers Out 1.640.000 0 EXPENDITURE TOTALS $7,402,395 $5,294,874 $9,821,949 $8,881,742 Ex pendltures by Fund FY 2002 FY 2003 FY2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 441 1994 Pension Obli!'jation Bond 1,745,910 1,840,935 443 Calease-CAO/8oo/HV AC 567,201 551.796 444 Calease-Fiscal System 279,404 279,403 446 Notes Payable Adamo Property 37,980 39,120 447 Calease-Inte!'jr Online Library 155,430 155,430 448 2000 COP Ser A-Fin Project 2,030,199 2.132,456 449 SO Co. Re!'jional Comm Systems 295.734 295,734 450 2002 COP Police Facility Proj 0 0 451 Lon!'j-term Advances OSF - City 2.290.537 0 EXPENDITURE TOTALS $7,402,395 $5,294,874 $9,821,949 $8,881,7 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Use of Money & Property 15.570 12.059 T ra nsfers In 5.295,972 5.294.874 REVENUE TOTALS $5,311,542 $5,306,933 $6,641,476 $6,718,295 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 441 1994 Pension Obli!'jation Bond 1.746,309 1,842,051 443 Calease-CAO/800/HV AC 580,667 561,895 444 Calease-Fiscal System 280,406 280,153 446 Notes Payable Adamo Property 37,981 39.120 447 Calease-Inte!'lr Online Library 155.336 155,430 448 2000 COP Ser A-Fin Project 2,030,769 2.132,457 449 SO Co. Re!'lional Comm Systems 296,556 295.827 450 2002 COP Police Facility Proj 0 0 451 Lon!'l-term Advances OSF - City 183,518 0 REVENUE TOTALS $5,311,542 $5,306,933 $6,641,476 $6,718,295 260 ~1;;:.:~-~'"L1i{.;~!(,~.~,.~... ......&il::J.!1 [~ .. 'Ji ~,~ DEBT SERV - REDEV AGENCY FUNDS 680 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 18,276 30,200 Other Expenses 7,021,809 5,728,699 Transfers Out 1,948,044 115,000 EXPENDITURE TOTALS $8,988,129 $5,873,899 $7,664,744 $7,896,737 Ex pendltures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 681 86 BF ITC Tax Allocation Bond 3,533 5,000 682 94 Tax Alloe Refund Bond Ser A 1,271,835 1,270,951 683 94 Tax Alloe Refund Bond B&D 539,188 538,969 684 94 Tax AIIoe Refund Bond Ser C 742,910 744,658 685 93 Refundin!,! COP (Ser A '87) 967,198 969,508 686 93 COP TCII-Parkin!,! Phase II 266.457 265,588 687 Cert of Part ABAG 37 Ser A 704,286 700,651 688 Notes Payable-Cypress Creek Co 122,205 155,862 689 2000 Tax Alloe Bond (RDA Proj) 962,518 983,180 ~691 Lon!'!-term Advances DSF - RDA 3.407,999 239,532 EXPENDITURE TOTALS $8,988,129 $5,873,899 $7,664,744 $7,896,737 261 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Property Taxes 3,078,368 3,538,327 Use of Money & Property 382,284 72.785 Transfers In 9,885,743 3,163,938 REVENUE TOTALS $13,346,395 $6,775,050 $9,380,805 $9,144,046 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 681 86 BF/TC Tax Allocation Bond 5,066 0 682 94 Tax Alloc Refund Bond Ser A 1,147.403 1,302,851 683 94 Tax Ailoc Refund Bond B&D 483,379 555,359 684 94 Tax Alloc Refund Bond Ser C 715,092 754,364 685 93 RefundinQ COP (Ser A '87) 958,960 969,508 686 93 COP TCII-ParkinQ Phase II 261,224 265,588 687 Cert of Part ABAG 37 Ser A 699,113 272. 779 688 Notes Payable-Cypress Creek Co 122,205 155,862 689 2000 Tax Alloc Bond (RDA Proj) 1,016,254 996.410 691 LonQ-term Advances DSF - RDA 7,937,699 1,502,329 REVENUE TOTALS $13,346,395 $6,775,050 $9,380,805 o 262 ..._....'~. "..' ~...:l' ~. ....~,;Ji;;_:,,~l ~ " ;!i....,..._ FLEET MANAGEMENT City vehicles and equipment are maintained by both City equipment mechanics and by contracts to local vendors for more specialized maintenance work, such as major transmission and air conditioning repairs. Funds are collected on an annual basis through each affected department's operating budget and deposited in a Fleet Management Fund. City vehicles and equipment are replaced according to a number of factors, such as the age of the vehicle, mileage, maintenance history, and major cost avoidance. Funds for replacement are also collected annually from each affected department; with dollar amounts determined by the vehicle's estimated "life" and estimated replacement cost. I 263 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 619,540 675,377 Supplies and Services 1,323,155 2,580,845 Other Expenses 1,232,299 900 Capital 32,173 1,809.551 Transfers Out 92,995 92.995 EXPENDITURE TOTALS $3,300,162 $5,159,668 $4,496,125 $4,457,951 REVENUES REVENUE TOTALS FY 2002 ACTUAL 112.128 4,284,130 9,422 $4,405,680 FY 2003 PROJECTED 126.790 5,528.662 o $5,655,452 FY 2004 FY 2005 PROPOSED PROPOSED Use of Money & Property Other Revenue Transfers In $5,309,421 ~ o 264 ,,",Ie~,"_ :1 ~. ~'. . -.,. ~.1j;~. ,/-, FLEET MANAGEMENT INTERNAL SERVICE AUTHORIZED POSITIONS Fleet Manager Administrative Office Specialist Equipment Mechanic Fire Apparatus Mechanic Fiscal Office Specialist Mechanic Assistant Senior Equipment Maintenance Spvsr Senior Equipment Mechanic FY 1999 FY 2000 FY 2001 FY 2002 1 1 1 1 1 1 1 0 5 5 5 5 1 1 1 1 0 0 0 1 0 0 0 0 0 0 0 1 1 1 1 1 TotalPermanentFTE~ Total Hourly FTE's Total FTE's 9 o 9 9 o 9 9 o 9 ~ 265 Proposed Proposed FY2003 FY 2004 FY2005 1 1 1 o 0 0 5 5 5 1 1 1 1 1 1 o 2 2 1 1 1 1 1 1 10 o 10 10 o 10 12 o 12 12 o 12 \. r \ ) 266 '';;~i_ . JO; r. TRANSIT The Transit Division manages the contract operations of Chula Vista Transit (CVT). CVT is operated by contract with the Metropolitan Transit System. CVT serves the local public transportation needs of Chula Vista's residents and also connects to regional transit systems including the San Diego Trolley. The Division plans routes, prepares schedules and coordinates transit service with other agencies and operators in the region. The Division's budget is first submitted to the Metropolitan Transit Development Board for approval then mirrored in the City's Budget. I 267 TRANSIT FUNDS 400 ----- -------- - -- - EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 4,563,256 6,196,908 Other Expenses 1,104,393 589,108 Capital 0 4,626 Transfers Out 45,626 45,626 CIP Project Expenditures 1,508,291 0 EXPENDITURE TOTALS $7,221,566 $6,836,268 $6,571,425 $6,564,566 Ex pendlturcs by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 401 Bayfront Trolley Station TOA 102,582 126,946 402 Transit CVT 5,565,067 6,663,696 403 Transit Capital Projects 1,553,917 45,626 EXPENDITURE TOTALS $7,221,566 $6,836,268 $6,571,425 $6,564,566 REVENUE TOTALS FY 2002 ACTUAL 316,570 5,870,221 2,289,592 $8.476,383 FY 2003 PROJECTED 88,945 4,367,596 2,370,000 $6.826,541 FY 2004 PROPOSED FY 2005 PROPOSED Use of Money & Property Revenue from Other Agencies Charges for Services $6,919,061 $6,923,861 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 401 Bayfront Trolley Station TOA 102,979 126,900 402 Transit CVT 8,141,845 6,663,696 403 Transit Capital Proiects 231,559 35,945 REVENUE TOTALS $8,476,383 $6,826,541 $6,919,061 $6,923,861 o 268 , J.&"d'- ...~t,:r~--::,,:.. ~ It -~;:,::i.:a:, 1;1.'" , EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 35,157 29,000 Other Expenses 8.460 84,700 Capital 30,203 0 Transfers Out 3,179,161 3,127,698 CIP Project Expenditures 6.468,675 2,592,579 EXPENDITURE TOTALS $9,721,656 $5,833,977 $8,530,646 $9,401,030 Expenditures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 221 Gas Tax 4,562,176 3,138,519 225 T raffle Siqnal 597,805 866,458 226 CMAQ/Traffie Siqnal 319,946 0 227 Transportation Sales Tax 4,241,729 1,829,000 EXPENDITURE TOTALS $9,721,656 $5,833,977 $8,530,646 $9,401,030 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Other Local Taxes 4,318.000 3,500.000 Use of Money & Property 1.023.347 557.890 Revenue from Other Agencies 4.172,571 4.542.042 Charges for Services 516.618 715,992 Other Revenue 407.191 898 REVENUE TOTALS $10,437,727 $9,316,822 $9,056,795 $9,234,732 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 221 Gas Tax 3,883,726 3,589,007 225 Traffic Si!1nal 1,076,495 1,287.052 226 CMAQIT raffie Siqnal 338,344 508.053 227 Transportation Sales Tax 5,139,162 3,932,710 REVENUE TOTALS $10,437,727 $9,316,822 $9,056,795 $9,234,732 269 SEWER FUNDS 290 - --- ---- --- --- EXPENDITURES Supplies and Services Capital Transfers Out CIP Project Expenditures FY 2002 ACTUAL 14,549,063 69,903 8,900.474 4,128,097 $27,647,537 EXPENDITURE TOTALS FY 2003 BUDGET 14,943,831 218,912 14.432,191 11,747,996 $41,342,930 FY 2004 PROPOSED FY 2005 PROPOSED $36,863,288 $34,226,927 Ex pendltures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 292 Special Sewer 20,072 44,420 293 Trunk Sewer Capital Reserve 6,035,448 18,148,420 294 Sewer Service Revenue 20,990,324 21,469,602 301 Storm Drain Revenue 601,693 1,680,488 EXPENDITURE TOTALS $27,647,537 $41,342,930 $36,863,288 $34,226,927 Licenses and Permits Use of Money & Property Charges for Services Other Revenue Transfers In FY 2002 ACTUAL o 2,773.479 22,600,285 385,718 1,340,000 $27,099,482 REVENUE TOTALS FY 2003 PROJECTED o 2,663,123 19,206,344 352,857 5,245,000 $27,467,324 FY 2004 PROPOSED FY 2005 PROPOSED $36,619,127 $36,439,655 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 291 Sewer Income 126,957 95,860 292 Special Sewer 141,250 154,418 293 Trunk Sewer Capital Reserve 8,118,020 6,229,845 294 Sewer Service Revenue 17,751,503 19,781,941 301 Storm Drain Revenue 961,752 1,205,260 REVENUE TOTALS $27,099,482 $27,467,324 $36,619,127 $36,439,655 ~ 0 270 '1Il;;?:~?<';-d-<iii~""-",:, ,,<,," ;- _. .1 _~~1:'.E;1 ~ .~ OPEN SPACE DISTRICT FUNDS 350 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 2,117,942 4,275,512 Other Ex penses 651,663 886,554 Transfers Out 72,105 75,453 CIP Project Expenditures 0 450 EXPENDITURE TOTALS $2,841,710 $5,237,969 $7,553,680 $8,264,559 Ex pendltures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 351 Town Centre Landscapinc:j Dist I 16,690 53.705 352 Bay Blvd Landscapinc:j Dist 5,148 16,019 353 Eastlake Maintenance Dist #1 223,223 270,074 354 Open Space District #1 45,545 56,169 355 Open Space District #2 8,616 11,841 356 Open Space District #3 41.499 45,687 357 Open Space District #4 63,988 66,394 358 Open Space District #5 29,347 35,205 ,~359 Open Space District #6 14,132 17,189 161 Open Space District #7 9,122 11,147 362 Open Space District #8 42,272 49.736 363 Open Space District #9 55,323 66,190 364 Open Space District #10 56.434 67,091 365 Open Space District #11 95,149 130,776 367 Open Space District #14 224.777 293,797 368 Open Space District #15 11,686 17,360 369 Open Space District #17 4,609 3,879 371 Open Space District #18 110,129 123,626 372 Open Space District #20 845,698 1,095,152 373 Open Space District #23 19,736 43,209 374 Open Space District #24 17 ,976 23,356 375 Open Space District #26 5,699 6,807 376 Open Space District #31 87.419 117,709 378 CFD 07M Eastlake Woods & Vista 0 0 379 CFD 08M Vlc:j 6 McM & Otv Ranch 0 0 380 CFD 09M OR Vlc:j 11 Brookfld She 0 0 381 CFD 10M OlaV Ranch Villac:je 12 0 0 382 CFD 99-2 Olay Ranch Vlc:j 1 West 0 453,996 386 Otav Ranch Acquisition Dist 14,555 150,098 387 CFD 98-3 Sunbow 2 254,659 801,231 388 Comm F acilitV 97 -1 (Otav Rnch) 521,056 1,155,046 389 Otav Ranch Villac:je 1,2,6,7,12 17 ,223 55.480 EXPENDITURE TOTALS $2,841,710 $5,237,969 $7,553,680 $8,264,559 - 271 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Use of Money & Property 377,064 216,678 Other Revenue 3,979,269 4,830,264 REVENUE TOTALS $4,35&,333 $5,04&,942 $&,21&,971 $&,714,984 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PRDJECTED PROPOSED PROPOSED 351 Town Centre Landscapin!'l Dist I 4,935 3,011 352 Bay Blvd Landscapin!'l Dist 7.420 7,143 353 Eastlake Maintenance Dist #1 166,809 232,750 354 Open Space District #1 65,738 51,630 355 Open Space District #2 12,387 11.433 356 Open Space District #3 38,883 42,076 357 Open Space District #4 65,571 61,012 358 Open Space District #5 37,247 32,504 359 Open Space District #6 18.456 16,281 361 Open Space District #7 10,635 10,778 362 Open Space District #8 48,144 45,775 363 Open Space District #9 60,989 60,914 364 Open Space District #10 66,003 61,948 365 Open Space District #11 142,191 119,004 366 Open Space District #13 -69 30 367 Open Space District #14 267,850 269,581 368 Open Space District #15 17.441 16.477 369 Open Space District #17 2,111 5,318 371 Open Space District #18 122,844 117,075 372 Open Space District #20 1,053,209 999,293 373 Open Space District #23 24,760 83,804 374 Open Space District #24 19,569 21.888 375 Open Space District #26 8.455 6,798 376 Open Space District #31 117,612 123,887 378 CFD 07M Eastlake Woods & Vista 0 0 379 CFD 08M VI!'l 6 McM & Oty Ranch 0 0 380 CFD 09M OR VI!'l1l Brookfld She 0 0 381 CFD 10M OlaV Ranch Villa!'le 12 0 0 382 CFD 99-2 OlaV Ranch VI!'l1 West 74,540 628,361 383 Town Ctr Business Imprv Dist 2,625 67,241 386 Olay Ranch Acquisition Dist 40,857 33,547 387 CFD 98-3 Sunbow 2 767,877 781,165 388 Comm Facility 97-1 (Otay Rnch) 1,087,176 1,116,332 389 Otay Ranch Villa!'le 1,2,6,7,12 4,068 19,886 REVENUE TOTALS $4,356,333 $5,046,942 $6,216,977 $6,774,984 C; 272 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 26,313 83,241 Supplies and Services 472,397 603,931 Other Expenses 0 0 Capital 0 30,500 CIP Project Expenditures 0 18,108 EXPENDITURE TOTALS $498,710 $735,780 $580,416 $582,291 Ex pendlturcs by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 281 Waste Mana!'lement & Recyclin!'l 106,816 321,529 285 Enerqv Conservation 391,894 414,251 EXPENDITURE TOTALS $498,710 $735,780 $580,416 $582,291 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Use of Money & Property 6,988 0 Revenue from Other Agencies 531,760 1,614,292 REVENUE TOTALS $538,748 $1,614,292 $1,270,470 $1,270,470 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 281 Waste ManaQement & RecyclinQ 113,803 354,221 285 EnerQY Conservation 424,945 1,260,071 REVENUE TOTALS $538,748 $1,614,292 $1,270,470 $1,270,470 ~ 273 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Personnel Services 26,362 66,042 Supplies and Services 6,070 23,153 Other Ex penses 443 800 Capital 0 35,105 Transfers Out 511,126 474,951 CIP Project Expenditures 0 0 EXPENDITURE TOTALS $544,001 $600,051 $423,148 $403,822 Ex pcndltures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 261 California Library Service Act 257,376 354,001 262 Public Library Act 281,187 237,395 265 CA Dept of Education Sect. 321 4,995 7,500 267 McCandliss Cultural Arts 443 1,155 EXPENDITURE TOTALS $544,001 $600,051 $423,148 $403,822 0 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Use of Money & Property 9.483 795 Revenue from Other Agencies 531,812 598,896 Other Revenue 0 125 REVENUE TOTALS $541,295 $599,816 $528,013 $528,013 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 261 California Library Service Act 252,986 354,261 262 Public Library Act 281,940 237,455 265 CA Dept of Education Sect. 321 5,250 7,500 267 McCandliss Cultural Arts 1,119 600 REVENUE TOTALS $541,295 $599,816 $528,013 $528,013 0 274 ~';"~...:E3t J'~:..~"~..,, "- i iiY"~'.." .'J.a. .r.'. EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 60,946 0 Other Expenses 322,263 212,310 T ra nsfers 0 ut 832,966 764,431 EXPENDITURE TOTALS $1,216,175 $976,741 $906,433 $926,142 Expenditures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 245 Traffic Safety 417,768 460,301 251 Suppl Law Enforcement Services 227,880 0 254 Local Law Enf Block Grant 155,329 212,310 256 Asset Seizure 415,198 304,130 EXPENDITURE TOTALS $1.216,175 $976,741 $906.433 $926,142 ,~ REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Fines, Forfeitures, Penalties 449,137 664,301 Use of Money & Property 107,047 34,978 Revenue from Other Agencies 537,957 862,186 REVENUE TOTALS $1,094,141 $1,561,465 $746,871 $783,370 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 245 Traffic Safety 466.445 670,301 251 Suppl Law Enforcement Services 273,128 397,606 254 Local Law Enf Block Grant 187,662 230,000 256 Asset Seizure 166,906 263,558 REVENUE TOTALS $1,094,141 $1,561,465 $746,871 $783,370 ~ , 275 EXPENDITURES Transfers Out FY 2002 ACTUAL o $0 EXPENDITURE TOTALS FY 2003 BUDGET o $0 FY 2004 PROPOSED FY 2005 PROPOSED $332,154 $0 REVENUES Use of Money & Property REVENUE TOTALS FY 2002 ACTUAL 22,436 $22,436 FY 2003 PROJECTED 15.360 $15,360 FY 2004 PROPOSED FY 2005 PROPOSED $0 $0 276 ,..'.~; ,~... ...~ c: c , EXPENDITURES Transfers Out FY 2002 ACTUAL o $0 EXPENDITURE TOTALS FY 2005 PROPOSED FY 2003 BUDGET o $0 FY 2004 PROPOSED $320,000 $0 REVENUES Use of Money & Property REVENUE TOTALS FY 2002 ACTUAL 22.097 $22,097 FY 2003 PROJECTED 16.690 $16,690 FY 2004 PROPOSED FY 2005 PROPOSED $0 $0 ~ /- 277 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 0 15.000 Capital 187.900 395.000 EXPENDITURE TOTALS $187,900 $410,000 $500,000 $500,000 REVENUES REVENUE TOTALS FY 2002 ACTUAL 51.990 646.800 $698,790 FY 2003 PROJECTED 9,810 646,800 $656,610 FY 2004 PROPOSED FY 2005 PROPOSED Use of Money & Property Other Revenue $589,384 $589,384 o G 278 ,.-...',," '~."j~,-;"'-',~ .. .~-J..;.j.,... , EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Other Ex penses 173,051 2,978 Transfers Out 0 0 EXPENDITURE TOTALS $173,051 $2,978 $17,978 $17,978 REVENUES REVENUE TOTALS FY 2002 ACTUAL 4,275 171,392 $175,667 FY 2003 PROJECTED 2,230 100 $2,330 FY 2004 PROPOSED FY 2005 PROPOSED Use of Money & Property Other Revenue $2,673 $2,673 ~ 279 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 0 20,000 Other Expenses 93,800 447.441 Capital 72. 000 0 Transfers Out 300,000 332,900 CIP Project Expenditures 629.430 1,156,316 Non-CIP Project Expenditures 1,098,277 2,248,743 EXPENDITURE TOTALS $2,193,507 $4,205,400 $2,728,638 $1,653,929 Expenditures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 321 Home Pro!'lram 505,974 1,875,000 333 FY2000 Comm Dev Block Grant 1,687,533 2,330.400 EXPENDITURE TOTALS $2,193,507 $4,205,400 $2,728,638 $1,653,929 REVENUE TOTALS FY 2002 ACTUAL 28,247 2,104,626 o $2,132,873 FY 2003 PROJECTED 26,877 6,554,000 471,090 $7,051,967 FY 2004 PROPOSED FY 2005 PROPOSED Use of Money & Property Revenue from Other Agencies Transfers In $3,305,362 $3,305,362 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 321 Home Pro!'lram 453,611 2,093,319 325 CDBG Pro!'lram - Income Projects 8,610 480,627 333 FY2000 Comm Dev Block Grant 1,670,652 4.478,021 REVENUE TOTALS $2,132,873 $7,051,967 $3,305,362 $3,305,362 (". U 280 ~.:.; i.l'.__~__':_m_'._. 1~~," ;. __...~ ,,' "ilt'I.iW:~L"o~:;':~L.;'~' jq '", EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 222,182 379,206 Other Expenses 1,529.410 1.477.694 EXPENDITURE TOTALS $1,751,592 $1,856,900 $2,327,388 $2,327,388 REVENUES REVENUE TOTALS FY 2002 ACTUAL 1,854,829 $1,854,829 FY 2003 PROJECTED 1,856,900 $1,856,900 FY 2004 PROPOSED FY 2005 PROPOSED Other Revenue $2,327,388 $2,327,388 ''\ ,- 281 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 108.101 467.550 Other Expenses 798.088 1.881.208 Transfers Out 7.014.138 1.051.948 CIP Project Expenditures 3.030.286 2.841.468 EXPENDITURE TOTALS $10,950,613 $6,242,174 $3,076,206 $3,983,688 Ex pendltures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 591 Transportation D I F 3,733.099 6.134.466 592 Interim SR125 DIF 7.217,514 107,708 EXPENDITURE TOTALS $10,950,613 $6,242,174 $3,076,206 $3,983,688 REVENUES REVENUE TOTALS FY 2002 ACTUAL 1.540.511 o 2.409,122 502.843 8,000.000 $12,452,476 FY 2003 PROJECTED 1,293.395 2.094.795 3.381.031 255.000 o $7,024,221 FY 2004 PROPOSED ./ FY 2005 PROPOSED Use of Money & Property Revenue from Other Agencies Development Impact Fees Other Revenue Transfers In $4,590,368 $4,590,368 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 591 Transportation DIF 10,652,285 4.713.478 592 Interim SR125 DIF 1.800,191 2,310,743 REVENUE TOTALS $12,452,476 $7,024,221 $4,590,368 $4,590,368 c 282 .,...,..~.._.iIo.*. .... .u =- ..... . , EXPENDITURES EXPENDITURE TOTALS FY 2002 ACTUAL 108,995 1,188.407 1,061.478 1,669.458 5,318,846 $9,347,184 FY 2003 BUDGET 184,500 1,192,381 579,750 1,729,334 14,231,730 $17,917,695 FY 2004 PROPOSED FY 2005 PROPOSED Supplies and Services Other Expenses Capital Transfers Out CIP Project Expenditures $8,084,079 $17,118,231 Expenditures by Department FY 2002 FY 2003 FY 2004 FY 2005 DEPT ACTUAL BUDGET PROPOSED PROPOSED 567 DIF -Adamo Property Acquisition 37,981 39,120 571 General Administration 667,179 1,076,481 572 Civic Center Expansion 476,317 4,193,450 573 Police Facilities Remodel 5,355,856 500,100 574 Corporation Yard Relocation 2,118,295 1 ,684,460 575 Library for Eastern Territory 234,683 496,277 576 Fire Suppression Sys Expansion 415,302 9,913,669 ~77 Geo<:jraphic Information System 25,171 0 178 Mainframe Computer Expansion 14,138 14,138 579 Telephone Switch Expansion 2,262 0 582 Recreation Facilities 0 0 EXPENDITURE TOTALS $9,347,184 $17,917,695 $8,084,079 $17,118,231 283 REVENUES REVENUE TOTALS FY 2002 ACTUAL 1,082,142 6,769,338 o o $7,851,480 FY 2003 PROJECTED 1,265,485 12,510,088 147 1,037,810 $14,813,530 FY 2004 PROPOSED FY 2005 PROPOSED Use of Money & Property Development Impact Fees Other Revenue Transfers In $10,672,692 $10,672,692 Revenues by Department FY 2002 FY 2003 FY 2004 FY 2005 DEPT ACTUAL PROJECTED PROPOSED PROPOSED 567 DIF -Adamo Property Acquisition 43,234 35,170 571 General Administration 285,134 385,926 572 Civic Center Expansion 2,024,991 4,946,077 573 Police Facilities Remodel 2,187.469 2,276,710 574 Corporation Yard Relocation 1,238,397 1,947,132 575 Library for Eastern Territory 1,619,566 1,977.520 576 Fire Suppression Sys Expansion 389,749 1,023,175 577 Geoqraphic Information System 11,307 51,699 578 Mainframe Computer Expansion 8,270 22,889 579 Telephone Switch Ex pansion 36,699 46,269 581 Records Manaqement System 6,664 17,067 582 Recreation Facilities 0 2,083,896 REVENUE TOTALS $7,851,480 $14,813,530 $10,672,692 $10,672,692 o 284 ~. '~'''__~_,___Ah.f~'';r,''+';' .. ",--- ~ FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Other Ex penses 6,508 105,648 Transfers Out 3,493 3,493 CIP Project Expenditures 1,022,370 3,374,596 EXPENDITURE TOTALS $1,032,371 $3.483,737 $3,350,977 $113,258 Ex pendltures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 541 Tel Cyn Sewer Basin Plan DIF 308,162 10,344 542 Tel Cyn DrainaQe Plan DIF 98,562 8,976 543 Pumped Sewer Dev Impact Fee 0 80,418 551 POQQi Cyn Sewer Basin DIF 98,286 8,081 553 Salt Creek Sewer Basin DIF 527,361 3,375,918 EXPENDITURE TOTALS $1,032,371 $3,483,737 $3,350,977 $113,258 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Use of Money & Property 1,260,991 467,810 Development Impact Fees 1,048,224 2,319,523 Transfers In 2,700,000 2,524,596 REVENUE TOTALS $5,009,215 $5,311,929 $2,779,732 $1,779,732 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 541 Tel Cyn Sewer Basin Plan DIF 1,732,570 268,020 542 Tel Cyn DrainaQe Plan DIF 522,784 1,694,788 543 Pumped Sewer Dev Impact Fee 31,152 111,165 551 PO<:JQi Cyn Sewer Basin DIF 651,809 483,470 553 Salt Creek Sewer Basin DIF 2,070,900 2,754,486 REVENUE TOTALS $5,009,215 $5,311,929 $2,779,732 $1,779,732 285 EXPENDITURES Other Expenses FY 2002 ACTUAL 537,229 $537,229 EXPENDITURE TOTALS FY 2003 FY 2004 FY 2005 BUDGET PROPOSED PROPOSED 753,028 $753,028 $753,119 $753,194 Ex pendltures by Fund FUND 587 OR Vlq Pedestrian Ramp DIF Fnd FY 2002 ACTUAL 537,229 $537,229 EXPENDITURE TOTALS FY 2003 FY 2004 FY 2005 BUDGET PROPOSED PROPOSED 753,028 $753,028 $753,119 $753,194 REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Use of Money & Property 122,079 49,530 Development Impact Fees 99,735 588,221 REVENUE TOTALS $221,814 $637,751 $800,861 $800,861 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 587 OR Vlq Pedestrian Ramp DIF Fnd 221,814 637,751 REVENUE TOTALS $221,814 $637,751 $800,861 $800,861 286 3ii~,.&~,"~~~. 2".;.;,_...."DA. .1""\ V " EXPENDITURES EXPENDITURE TOTALS FY 2002 ACTUAL 13.123 $13,123 FY 2003 BUDGET o $0 FY 2004 PROPOSED FY 2005 PROPOSED CIP Project Expenditures $0 $0 Ex pendltur-es by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 507 Otay Valley Rd AD 90-2 Improv 13.123 0 EXPENDITURE TOTALS $13,123 $0 $0 $0 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED ~se of Money & Property 98,892 101.716 , . )ther Revenue 11.176 9.675 REVENUE TOTALS $110,068 $111,391 $59,204 $48,120 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 501 Otay Lakes Rd AD 88-2 Improv 6.513 4.870 503 East H 5t AD 87 -1 Improv 8,409 6,440 507 Otay Valley Rd AD 90-2 Improv 22.916 44.230 512 EL Greens II AD 94-1 Improv 60,653 45.930 515 Twin Oaks Ave AD 96-1 Improv 7.068 7,476 516 Oxford 5t AD 97-1 Improv 4.509 2,445 REVENUE TOTALS $110,068 $111,391 $59,204 $48,120 287 EXPENDITURES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL BUDGET PROPOSED PROPOSED Supplies and Services 0 16,500 Other Ex penses 1,622,099 0 Transfers Out 6,388,528 822,028 CIP Project Expenditures 22,518,845 10,930,931 EXPENDITURE TOTALS $30,529,472 $11,769,459 $4,195,959 $1,410,712 Ex pendltures by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL BUDGET PROPOSED PROPOSED 713 Capital Improvement Projects 0 7,551,000 714 CIP - Fiscal AQent 19,703,233 1,103.487 715 Park Acquisition & Development 155,002 106.477 717 Resid, Construction/Conversion 1.476,034 1,565,002 723 Bicycle Facilities 116,129 0 733 Sewer Facility Replacement 620,892 940,000 735 Transportation Partnership 1.457,699 3.493 737 Trans Equity Act - 21 5,759,275 0 739 Traffic ConQestion Relief Fund 1,241,208 500,000 EXPENDITURE TOTALS $30,529,472 $11,769,459 $4,195,959 o 288 "1D[.;.--:tfl'~lf:o;w;~;,lhm _,iii;~"Q;j'O"~ - REVENUES FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL PROJECTED PROPOSED PROPOSED Other Local Taxes 1,177,828 1,150,000 Use of Money & Property 1.414,739 1,565,879 Revenue from Other Agencies 6,364,910 9,662,980 Charges for Services 519,932 469,501 Development Impact Fees 312,706 4,234,252 Other Revenue 64,253.445 -7,870 Transfers In 0 0 REVENUE TOTALS $74,043,560 $17,074,742 $7,152,315 $4,576,501 Revenues by Fund FY 2002 FY 2003 FY 2004 FY 2005 FUND ACTUAL PROJECTED PROPOSED PROPOSED 713 Capital Improvement Projects 4,134,914 5,139,836 714 CIP - Fiscal AQent 60,662,289 763.417 715 Park Acquisition & Development 422.719 4,345,012 717 Resid. Construction/Conversion 1,463,090 1,337,900 723 Bicycle Facilities 105.475 225,929 .~33 Sewer Facility Replacement 842,830 733,601 /35 Transportation Partnership 11,154 1,049,180 737 Trans Equity Act - 21 5,850.439 2,007,767 738 Cal Trans STIP 0 1,145,000 739 Traffic ConQestion Relief Fund 550,650 327,100 REVENUE TOTALS $74,043,560 $17,074,742 $7,152,315 $4,576,501 .~ 289 290 ~""~I'~_. _"...~,., .JlI:-..--- CAPITAL IMPROVEMENT PROGRAM BUDGET SUMMARY I 291 I 292 .~";,~~_;j;J.ii:;.., c.'"_...,',....,~ CAPITAL PROJECTS Total Capital Improvement Program (CIP) Plan Fiscal Year 2004 $41,886,954 The capital budget complements the operating budget by providing funding for major capital projects. The fiscal year CIP plan includes $41.9 million in funding, of which $20,986,954 will be appropriated with the adoption of the budget. The remaining $20,900,000 represents the total of the projects that are contained in the proposed Western Chula Vista Infrastructure Financing Program. That program is described in greater detail in the budget highlights section of this document. Council recognizes how crucial it is to maintain our existing infrastructure and make improvements in those areas of the City that have been developed for some time. The CIP budget reflects that recognition and a significant portion ofthe budget is programmed for rehabilitation/reconstruction projects. As the City continues to grow and develop, we will continue to strive to utilize our resources in an efficient and economical fashion. As new facilities are developed, whether they are parks, buildings, streets or other facilities, staff will endeavor to make sure that they are designed and constructed in manners that facilitate energy and water conservation, are maintainable in efficient and cost-effective ways and serve the needs ofthe City, it's residents, businesses and staff. Building and Park Projects $17,853,856 With the adoption of the fiscal year 2004 Budget, the City will be creating a new department named the Department of General Services. This new department will be the combination of the Office of Building and Park Construction, which was in the Administration Department and two sections in Public Works Operations, Construction and Repair and Custodial Services. This reorganization recognizes the operational efficiencies that will be improved by bringing all of the City's building design, construction and maintenance functions together under one department. It is estimated that the total cost of building construction over the next 5 to 10 years will exceed $125 million which includes the renovations to the Civic Center Complex, Rancho Del Rey Library, various recreational facilities, new and renovated fire stations and other projects. Not included in that amount is the already completed Public Works Center, Animal Shelter and the new Police Facility which will be completed in February of 2004. The funding sources for these projects will include development impact fees, community development block grants (CDBG), residential construction tax (RCT), redevelopment funds (RDA), grants and the General Fund. While not included in the fiscal year 2004 CIP budget, the new Police Facility is the largest City-sponsored construction project in its history. The facility is located at the corner of F Street and Fourth Avenue. Upon the completion of this $63 million, 140,000 square foot facility, Chula Vista will have a state of the art police headquarters facility. 293 A second major project, while not included in the appropriations contained in this budget, is the renovation to the Civic Center. The City entered into a design/build agreement with Highland Partnership in February of 2003 to undertake this project. Preliminary planning and design is underway. This project, totaling $38 million in costs, includes the expansion and renovation of City Hall, the renovation of the Public Services Building and old Police Facility and the demolition of the Ken Lee Building, Community Development Building and Legislative Office Building. The projects will be undertaken in three construction phases, starting with City Hall. The expected completion date is July of 2007. These renovations will bring the buildings into compliance with all applicable accessibility requirements, improve public spaces such as the Council Chambers, public counter areas and outdoor areas and improve the workspace for the City staff at the Civic Center. In addition to building construction, the City has embarked on an unprecedented park development and construction program. In the past two years, numerous major neighborhood parks, including Cottonwood Park and Heritage Park in Otay Ranch have been completed. Several other neighborhood parks are currently under construction and will be completed in fiscal year 2004 including Sunset View Park in Eastlake, Harvest Park and Santa Cora Park in Otay Ranch. During fiscal year 2003, Council approved master plans for three additional major parks in eastern Chula Vista - Veterans Park in Sunbow, Montevalle Park in Rolling Hills Ranch and Salt Creek Park in Eastlake Trails. These parks all contain recreational buildings. Council approved a design build agreement with Douglas E. Barnhart, Inc. in May of 2003 and design is now underway. As the design of the park and recreation facility near completion, staff will return to Council for additional appropriations to complete the project. It is anticipated that design/build agreements will be brought before Council early in fiscal year 2004 for Montevalle Park and Salt Creek Park. In addition to the significant park construction in eastern Chula Vista, the fiscal year 2004 CIP budget contains significant funding as a component of the financing plan for western Chula Vista infrastructure projects. Included in that financing package are the reconstruction of Eucalyptus Park and Otay Park, renovations to the Women's Club and the construction of a new park on Oxford Street between Broadway and Industrial Boulevard on property purchased by the City in fiscal year 2003. This property abuts the Harborside Elementary School. Lastly, the City is in the midst of a comprehensive program of rehabilitating existing playgrounds at parks throughout the City. Major building and park projects that are included in the fiscal year 2004 CIP budget include: · Architectural Needs Assessment at the Civic Center Library ($100,00) · Eucalyptus Park Reconstruction ($6.0 million) · Otay Park Reconstruction ($1.5 million)" · Women's Club Renovations ($450,000)" · Oxford Street Park Development ($1.5 million)" · Montevalle Community Park (Rolling Hills Ranch) ($1.9 million)"" · Salt Creek Community Park (Eastlake Trails) ($1.5 million)"" 294 ".,[,i;; ':o:~L~~",",L~iI1;:_. ."..- ..'""* . Fire Station NO.6 Construction (Rolling Hills Ranch) ($1.3 million) . Fire Station NO.5 Replacement/Renovation ($2.5 million)* . Part of Western Chula Vista Infrastructure Financing Program .. Appropriations shown are for pre-construction activities only Infrastructure Projects $22,967,517 The infrastructure portion of the fiscal year 2004 contains significant funding for a variety of infrastructure improvements. As discussed above and elsewhere within the City's budget, a substantial amount of the proposed funding is focused on infrastructure improvement in the western portion of the City. There are a number of significant infrastructure projects that will be undertaken in fiscal year 2004, which are not a part of this budget but will result in significant improvements for the residents and businesses of the City. The largest of these is improvements to the highway interchange on 1-805 at Orange Avenue/Olympic Parkway. This $21 million interchange will improve accessibility and traffic flow on both Orange Avenue and Olympic Parkway and relieve congestion on 1-805, in particular the on and off ramps during peak hours. Construction is expected to begin in the fall of 2003 and will take 18- 24 months to complete. Another major project that will be completed in fiscal year 2004, but not included in the budget, is the Salt Creek Trunk Sewer. This major sewer interceptor serves an areas stretching from the upper Otay reservoir to the Main Street sewer basin and will connect to the City of San Diego's metro trunk sewer west of 1-5. The project, which has been under construction for several years, should be complete early in fiscal year 2004 and the total cost is approximately $32 million. In terms of new projects, two major new initiatives will be undertaken as part of the financing plan for infrastructure improvements in western Chula Vista. The first ofthese is a $4.7 million street improvement program targeted at CDBG eligible areas in western Chula Vista, and more particularly, the Montgomery area. This program would provide significant incentives to residents in those areas to form special assessment districts (1911 Act Districts) and have missing street improvements installed. Unlike past practice, residents would be asked to commit to funding only the cost of their driveway apron and not the costs of the new sidewalk, curb, gutter and street widening that has been typical of 1911 Act Districts. Half of this $4.7 million would be targeted at the Castle Park area of the Montgomery section. The remainder would be available to other streets in eligible areas as residents join together to form cohesive block districts. The other major initiative is at least a $3 million effort to rehabilitate/replace existing corrugated metal pipe (CMP) in the western portions ofthe City. In recent years, the City has established an on-going annual program with varying levels of funding, generally in the $300,000 to $500,000 range for CMP rehabilitation/replacement. While this level of funding has certainly helped the City repair failing CMP, it has not enabled the City to deal effectively with the worst segments of these pipes. This expanded program will allow the City to make a serious dent in the roughly $14 million worth of CMP that needs to be addressed and will permit the City to repair those segments that are most likely to fail in the near term. 295 ( I A third major program in fiscal year 2004 will be the annual pavement rehabilitation program. While work is being undertaken on streets citywide, a significant portion of the $2.9 million project will be focused in western Chula Vista. The following provides a breakdown of the major infrastructure categories and their fiscal year 2004 funding levels: . Drainage . Streets . Redevelopment- . Sewers . Traffic $5.4 million $9.6 million $1.8 million $3.6 million $2.5 million Capital Equipment $757,316 In fiscal year 2004, there will be one major capital equipment purchase, a new ladder truck for the Fire Department. In fiscal year 2003, the City purchased a new ladder truck, pumper truck, and light and air rescue vehicle. In September 2003, a new 13,775 square foot, state ofthe art fire station will open at the intersection of Santa Venitia and La Media in Otay Ranch. This station will serve the fast growing neighborhoods of eastern Chula Vista and ensure that existing fire resources are not strained. When completed, this fire station will include four bays and house a new ladder truck ($757,316 CIP) and pumper truck. All of the capital projects are listed later in this document by project type and funding source. 296 .~- A~iilIait~. ., .:,.,JillPt..... 'n~ ~ _ c;.., /- CAPITAL IMPROVEMENT BUDGET Drainage FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED DR120 Drainage Basin e/o Second DR133 Drainage Improvements - Emerson Street DR133 Drainage Improvements - Emerson Street DR134 Hilltop Drainage Improvements Between I and Whitney DR160 F Street Drainage Facilities DR161 03/04 CDBG CMP Replacement Program DR162 Misc Drainage Improvements DR909 Judson Basin Drainage, Hilltop to Tobias DR999 CMP Rehabilitation/Replacement Annual Program TOTALS $5,361,500 $705,000 $6,066,500 General Government FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED GG131 Corporation Yard Construction GG158 Animal Shelter Expansion GG175 Nature Center Interior Exhibit Upgrades and Replacements GG177 PSB Remodel GG181 Comprehensive Zoning Code Update GG182 Construction and Repair Work Management System GG183 GIS - OrlhophotographylTopography Project GG183 GIS - OrlhophotographylTopography Project GG183 GIS - OrlhophotographylTopography Project TOTALS $374,085 $100,000 $474,085 Landscaping LD107 Landscape Medians - Main Street TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $35,000 $0 $35,000 Library ~ LB124 East Side Library LB136 Civic Center Library Branch Renov. - Needs Assessment LB137 Radio Frequency Identification Inventory Control System TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $100,000 $11,045,388 $11,145,388 297 CAPITAL IMPROVEMENT BUDGET Ii "-..../ FUNDING SUMMARY BY PROJECT TYPE Local Streets FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED ST425 Cross Gutter Removal at E Street and First Avenue ST425 Cross Gutter Removal at E Street and First Avenue STL201 Block Act-Planning STL238 Pavement Rehabilitation - Future Allocations STL238 Pavement Rehabilitation - Future Allocations STL241 Sidewalk Safety Program STL255 Street Improvments Along Halsey STL278 Sidewalk Safety Program 03/04 STL287 Castle Park Elementary Sidewalk Improvements STL287 Castle Park Elementary Sidewalk Improvements STL288 Otay Ranch Bus Shelters STL289 Sidewalk Rehabilitation FY 03/04 STL290 Install Guardrail on Various Streets STL291 Fourth Avenue Sidewalk Improvements STL292 ADA Curb Cuts FY 03-04 STL293 Pavement Rehabilitation 03/04 STL294 Major Assessment DistrictlCDBG Street Rehab Program STL295 Sidewalk Rehabilitation FY 04/05 0 STL296 Sidewalk Safety Program-Future Allocation STL297 ADA Curb Cuts FY 04-05 TOTALS $8,366,422 $4,734,000 $13,100,422 Major Streets ST922 Street Widening-Palomar St, 1-5 to Industrial STM305 1-805/H Street Interchange Improvments, Phase I STM310 East H Street Bicycle/Pedestrian Transportation Facility Stud STM329 Palomar SUI-80S Interchange STM351 Main Street Dual Left Turn Lanes At 1-805 STM353 Noise Study for 1-805 Corridor Properties STM354 North Broadway Basin Construction STM354 North Broadway Basin Construction STM354 North Broadway Reconstruction STM355 Otay Lakes Road Widening, East H to Canyon TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $1,318,560 $4,593,167 $5,911,727 298 fk.:.~1t!!':~'-....:.~. . ..~ ".,. M';.... o CAPITAL IMPROVEMENT BUDGET Other Projects FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED OP200 Survey Monument Study and Replacement Phase I OP200 Survey Monument Study and Replacement Phase I TOTALS $0 $56,730 $56,730 Parks and Recreation FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED PR136 Eucalyptus Park Reconstruction PR136 Eucalyptus Park Reconstruction PR136 Eucalyptus Park Reconstruction PR169 Greg Rogers Park Improvements, Phase I - IV PR184 Woman's Club Renovation - Phase II PR212 Outdoor Sports Courts Renovation PR214 Restroom Renov.-Otay, Greg Rogers, Eucaly. & Los Ninos PR228 Playground Equipment Renovation Citywide PR228 Playground Equipment Renovation Citywide PR236 Parking Lot Renovations - City Parks PR240 Otay Park Renovation PR249 Oxford Street Park Development PR250 Montevalle (Rolling Hills) Community Park PR250 Montevalle (Rolling Hills) Community Park PR251 Salt Creek (E.L. Trails) Community Park PR251 Salt Creek (E.L. Trails) Community Park PR252 Rohr Park Lighting PR253 Replace Missing Shelters at Tiffany and Los Ninos Parks PR254 Otay Valley Regional Park Ranger Trailer/Equipment PR256 Parkway Pool - Filter Room TOTALS $13,654,771 $363,000 $14,017,771 Public Safety FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED PS115 97 Public Safety Communications PS126 Rolling Hills Ranch Fire Station (No.6) PS145 Fire Station NO.5 ReplacemenURenovation PS145 Fire Station No.5, Programming and Site Analysis PS158 Purchase of Fire Equipment PS158 Purchase of Fire Equipment TOTALS $4,564,816 $0 $4,564,816 299 CAPITAL IMPROVEMENT BUDGET /\ ! ' U FUNDING SUMMARY BY PROJECT TYPE Redevelopment FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED RD237 H Street, Broadway to 3rd RD238 3rd Avenue Streetscape RD239 Landis Alley Improvements RD240 Watl/Highland 3rd & E Streetscape RD241 Storefront Renovation Program RD242 Urban Core Specific Plan TOTALS $1,835,000 $0 $1,835,000 Sewer FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED SW223 Wastewater Plan Update SW224 Telegraph Canyon Sewer Improvements SW225 Wolf Canyon Trunk Sewer SW225 Wolf Canyon Trunk Sewer SW226 Upgrade of Reach 205 - Poggi Canyon SW230 Sewer Rehabilitation FY 03/04, Phase 13 SW231 Sewer Rehabilitation FY 04/05, Phase 14 TOTALS o $3,564,800 $6,758,504 $10,323,304 c 300 'Xt;~OO' "~;';;";';'~~~lfi: .~"JC :_ !I!.t.,rJ ' __ --.;L ,~ CAPITAL IMPROVEMENT BUDGET Traffic FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED TF279 Install Internally Illuminated Street Name Signs TF279 Install Internally Illuminated Street Name Signs TF279 Install Internally Illuminated Street Name Signs TF286 SI. Light Instal. - Otay Lakes Rd. btwn Bonita & 575 OLR TF294 Signal Installation - East J & Paseo Del Rey TF302 Traffic Signal Installation - Palomar and First TF307 Street Light Install. On Fourth Ave., L SI. to Orange Ave. TF308 Signal Installation - Clubhouse Drive and S. Greensview Dr TF309 Signal Upgrade - Fourth Ave. and Orange Ave. TF310 Emergency Preemption at Sixteen Intersections TF310 Emergency Preemption at Sixteen Intersections TF311 Intersection Improvements - 1 st & H and 2nd & H TF311 Intersection Improvements - 1 st & H and 2nd & H TF312 Transportation Planning Program TF313 SCATS Adaptive Signal Installation, Phase III TF314 Signal Installation - East Palomar and Medical Center Court TF315 Signal Installation - Fifth Ave. and Moss Street TF316 Signal Installation - Second Ave. and Quintard Street TF317 Intersection Improvements - Bonita & Allen Sch.l5th & L TF318 Signal Installation - Fifth & Naples TF999 Street Light Installation - Various Streets TOTALS $2,712,000 $978,266 $3,690,266 GRAND TOTAL - ALL PROJECTS $41,886,954 $29,334,055 $71,221,009 ~ 301 CAPITAL IMPROVEMENTS PROGRAM (", '-...-/ FUNDING SUMMARY BY SOURCE 100 - General Fund/General Fund In-Kind FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED GG175 Nature Center Interior Exhibit Upgrades and Replace GG177 PSB Remodel GG181 Comprehensive Zoning Code Update PS158 Purchase of Fire Equipment TOTALS $779,912 $100,000 $879,912 221 - Gas Tax FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED GG183 GIS - OrthophotographyfTopography Project OP200 Survey Monument Study and Replacement Phase I ST 425 Cross Gutter Removal at E Street and First Avenue STL201 Block Act-Planning STL238 Pavement Rehabilitation - Future Allocations STL241 Sidewalk Safety Program STL255 Street Improvments Along Halsey 0 STL278 Sidewalk Safety Program 03/04 STL287 Castle Park Elementary Sidewalk Improvements STM310 East H Street Bicycle/Pedestrian Transportation Facili STM353 Noise Study for 1-805 Corridor Properties TF279 Install Internally Illuminated Street Name Signs TF311 Intersection Improvements - 1st & H and 2nd & H TOTALS $204,297 $1,004,365 $1,208,662 225 - Traffic Signal FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED TF279 Install Internally Illuminated Street Name Signs TF294 Signal Installation - East J & Paseo Del Rey TF302 Traffic Signal Installation - Palomar and First TF308 Signal Installation - Clubhouse Drive and S. Greensvi TF309 Signal Upgrade - Fourth Ave. and Orange Ave. TF310 Emergency Preemption at Sixteen Intersections TF311 Intersection Improvements - 1st & H and 2nd & H TF314 Signal Installation - East Palomar and Medical Center TF315 Signal Installation - Fifth Ave. and Moss Street TF316 Signal Installation - Second Ave. and Quintard Street TF317 Intersection Improvements - Bonita & Allen Sch.l5th & TF318 Signal Installation - Fifth & Naples TOTALS $1,210,000 $693,000 $1,903,000 302 il., C i '~.< --,.{~',tj,l--''' .'~ ,~t "~~' -f':.':~:1It . ,~ CAPITAL IMPROVEMENTS PROGRAM . . - : . - 226 - CMAQ - Traffic Signal TF310 Emergency Preemption at Sixteen Intersections TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $100,000 $100,000 $0 227 - Transportation Sales Tax ST922 Street Widening-Palomar St, 1-5 to Industrial STL238 Pavement Rehabilitation - Future Allocations STL293 Pavement Rehabilitation 03/04 STM354 North Broadway Reconstruction TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $3,800,000 $4,500,000 $8,300,000 261 - California Library Services Act LB137 Radio Frequency Identification Inventory Control Syst TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $0 $58,388 $58,388 292 - Special Sewer OP200 Survey Monument Study and Replacement Phase I TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $0 $28,365 $28,365 293 - Trunk Sewer FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED SW223 Wastewater Plan Update SW224 Telegraph Canyon Sewer Improvements TOTALS $1,425,000 $0 $1,425,000 "~ 303 CAPITAL IMPROVEMENTS PROGRAM c FUNDING SUMMARY BY SOURCE 333 - CDBG CIP DR133 Drainage Improvements - Emerson Street DR161 03/04 CDBG CMP Replacement Program DR909 Judson Basin Drainage, Hilltop to Tobias PS145 Fire Station No.5, Programming and Site Analysis STL289 Sidewalk Rehabilitation FY 03/04 STL291 Fourth Avenue Sidewalk Improvements STL292 ADA Curb Cuts FY 03-04 STL295 Sidewalk Rehabilitation FY 04/05 STL297 ADA Curb Cuts FY 04-05 STM354 North Broadway Basin Construction TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $1,139,500 $990,000 $2,129,500 403 - Transit Capital Projects STL288 Otay Ranch Bus Shelters TOTALS FY 2004 PROPOSED ....... $60,000 FY 2005 PROPOSED $0 TOTAL PROPOSED .......0 $60,000 551 - Poggi Canyon Sewer Basin DIF SW226 Upgrade of Reach 205 - Poggi Canyon TOTALS FY 2004 PROPOSED .- $839,800 FY 2005 PROPOSED $0 TOTAL PROPOSED ....... $839,800 553 - Salt Creek Sewer Basin DIF SW225 Wolf Canyon Trunk Sewer TOTALS FY 2004 PROPOSED -- $1,000,000 FY 2005 PROPOSED $0 TOTAL PROPOSED ~I $1,000,000 573 - Police Facilities Remodel PS115 97 Public Safety Communications TOTALS FY 2004 PROPOSED $7,316 FY 2005 TOTAL PROPOSED PROPOSED ....... $0 $7,316 C ~ 1"1,\ ~i!;"7;s,;' k< .~j ".1If'4IIi1l.._...IlI'"' 304 ...,..'!'![",'><;_ 'fJ! ,", 574 - Corp. Yard Relocations ,c- GG182 Construction and Repair Work Management System TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $35,000 $0 $35,000 575 - Library For Eastern Territories LB124 East Side Library TOTALS FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED mill_i_II $0 $10,987,000 $10,987,000 576 - PFDIF Fire Suppression Expansion FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED PS126 Rolling Hills Ranch Fire Station (No.6) PS158 Purchase of Fire Equipment TOTALS $1,334,173 $0 $1,334,173 582 - Recreation Facilities DIF FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED PR250 Montevalle (Rolling Hills) Community Park PR251 Salt Creek (E.L. Trails) Community Park TOTALS $2,000,000 $0 $2,000,000 591 - Transportation DIF GG183 GIS - OrthophotographyfTopography Project STM305 1-805/H Street Interchange Improvments, Phase I STM329 Palomar St./I-805 Interchange STM351 Main Street Dual Left Turn Lanes At 1-805 STM355 Otay Lakes Road Widening, East H to Canyon TF312 Transportation Planning Program TF313 SCATS Adaptive Signal Installation, Phase III TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $1,227,500 $3,159,000 $4,386,500 305 CAPITAL IMPROVEMENTS PROGRAM c FUNDING SUMMARY BY SOURCE 61110 - RDA BayfrontlTown Center FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED RD238 3rd Avenue Streetscape RD239 Landis Alley Improvements RD240 Watt/Highland 3rd & E Streetscape RD24l Storefront Renovation Program RD242 Urban Core Specific Plan TOTALS $1,335,000 $0 $1,335,000 65120 - Town Center II Project Area RD237 H Street, Broadway to 3rd TOTALS FY 2004 PROPOSED ...... $500,000 FY 2005 TOTAL PROPOSED PROPOSED ...... $0 $500,000 65130 - RDA Otay Valley Projects LD107 FY 2004 PROPOSED ...... $35,000 Landscape Medians - Main Street TOTALS FY 2005 PROPOSED TOTAL (~) PROPOSED ...... $35,000 $0 713 - Capital Improvement Fund STL287 Castle Park Elementary Sidewalk Improvements TOTALS FY 2004 PROPOSED ...... $86,625 FY 2005 TOTAL PROPOSED PROPOSED ...... $0 $86,625 714 - CIP With Fiscal Agent GG13l Corporation Yard Construction TOTALS FY 2004 PROPOSED ...... $135,000 FY 2005 TOTAL PROPOSED PROPOSED ...... $0 $135,000 306 ! ,._~- ::oJ".:;;-,-, '~_.," ~~:'''' iII.Qi1l1;DIf"~;IE~.',> ,;.;" o ,1. " . " CAPITAL IMPROVEMENTS PROGRAM 715 - Park Acquisition and Development FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED PR136 Eucalyptus Park Reconstruction PR169 Greg Rogers Park Improvements, Phase I - IV PR214 Restroom Renov.-Otay, Greg Rogers, Eucaly, & Los PR228 Playground Equipment Renovation Citywide PR250 Montevalle (Rolling Hills) Community Park PR251 Salt Creek (EL Trails) Community Park PR252 Rohr Park Lighting TOTALS $1,909,354 $137,500 $2,046,854 717 - Residential Construction Tax FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED DR120 Drainage Basin e/o Second DR134 Hilltop Drainage Improvements Between I and Whitne DR160 F Street Drainage Facilities GG158 Animal Shelter Expansion LB136 Civic Center Library Branch Renov. - Needs Assessm PR212 Outdoor Sports Courts Renovation PR228 Playground Equipment Renovation Citywide PR236 Parking Lot Renovations - City Parks PR253 Replace Missing Shelters at Tiffany and Los Ninos Pa PR254 Otay Valley Regional Park Ranger Trailer/Equipment PR256 Parkway Pool - Filter Room ST 425 Cross Gutter Removal at E Street and First Avenue STL290 Install Guardrail on Various Streets STM354 North Broadway Basin Construction TF279 Install Internally Illuminated Street Name Signs TF286 SI. Light Instal. - Otay Lakes Rd. btwn Bonita & 575 0 TF307 Street Light Install. On Fourth Ave., L SI. to Orange TF999 Street Light Installation - Various Streets TOTALS $1,495,977 $817,933 $2,313,910 723 - TDA/Bicycle Facilities FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED STL296 Sidewalk Safety Program-Future Allocation TOTALS $0 $100,000 $100,000 ~. 307 CAPITAL IMPROVEMENTS PROGRAM c FUNDING SUMMARY BY SOURCE 733 - Sewer Facility Replacement FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED GG183 GIS - OrthophotographyfTopography Project S\N230 Sewer Rehabilitation FY 03/04, Phase 13 S\N231 Sewer Rehabilitation FY 04/05, Phase 14 TOTALS $327,500 $300,000 $627,500 900 - Future Financing (Not appropriated) S\N225 Wolf Canyon Trunk Sewer TOTALS FY 2004 FY 2005 TOTAL PROPOSED PROPOSED PROPOSED ..... ..... $0 $6,458,504 $6,458,504 900-CDBG - Future Financing (Not appropriated) PR136 Eucalyptus Park Reconstruction PR249 Oxford Street Park Development PS145 Fire Station No.5 Replacement/Renovation STL294 Major Assessment DistrictlCDBG Street Rehab Progr TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED ,/""'.., V $11,900,000 $0 $11,900,000 900-RCT - Future Financing (Not appropriated) DR133 Drainage Improvements - Emerson Street DR162 Mise Drainage Improvements DR999 CMP Rehabilitation/Replacement Annual Program PR136 Eucalyptus Park Reconstruction PR184 Woman's Club Renovation - Phase II PR240 Otay Park Renovation TOTALS FY 2004 PROPOSED FY 2005 PROPOSED TOTAL PROPOSED $9,000,000 $0 $9,000,000 TOTAL CIP BUDGET: ALL FUNDS .. i;:'~,.;.,,-,-.:.iI' ';.,.._,':';,:~C:", ,;,......-i...i-JIr -. $41,886,954 $29,334,055 $71,221,009 o 308 -ri: ,'u:~ - ':!l ~ l FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY I 309 310 r 3U I RECO__m_____..:D EXPENDITURES BY DEPT I CATEGORY FISCAL YEAR 2003 - 2004 Tolal CIP and Tolal Personnel Supplies Other Transfers Operating Non.CIP FY 2004 DEPT/FUND Services Services Expenses Capital Out Budget Projects Budget 01000 City Council 810,355 112,676 200 923,231 923,231 02000 Boards and Commissions 522 9,649 10,171 10,171 03000 City Clerk 660,173 100,209 760,382 760,382 04000 City Attornev 1.583,478 314.612 1,898,090 1.898,090 05000 Administratlon 3,448,410 782,223 42,760 4,273,393 4,273,393 06000 ManaQement and Info Services 2.539,946 640,780 3.180.726 3.180,726 07000 Human Resources 2,080,625 932,986 510,000 12.500 3,536,111 3,536,111 08000 Finance 2,318,133 165,120 2.483.253 2,483,253 09000 Non-Oel>ar1mentat -2,293,985 -51,483 3.505.3n 1,159,909 n9.912 1,939,821 10000 General Services 4,175,348 696,388 85,850 4,957,586 4,957,586 11000 Community Development 2.263,146 469,007 2.732.153 2.732,153 12000 Planning and BuUding Services 7,871,686 1,453,734 41,412 9,386,832 9.366,832 13000 EngineerinQ 8.568,829 1,627,525 37,150 10.233.504 10.233,504 14000 Police 31,303,968 4,456,253 157,750 519,512 36,437,483 36,437,483 15000 Fire 10,686,538 1,471,944 12,160,482 12.160,482 16000 Public Works 9.899,028 5.001,966 66,705 15.000 14,982,699 14,982.699 17000 Parks and Reaeation 3,191,713 1.042,612 4,234,325 4,234,325 18000 Ubrarv 5,831.935 1.643,518 1.950 7.6n,403 7.677,403 19000 Nature Center 668,495 240,629 63,400 30,000 1,002,524 1.002,524 100 GENERAL FUND TOTALS 95,610,343 21,361,631 869,644 662,882 3,505,377 122,010,257 779,912 122,790,169 221 Gas Tax 80,000 3.104.699 3,164,699 204.297 3.388,996 '" 222 Federal Aid to Urban 332,154 332,154 332,154 ~ ~ 225 Traffic Signal 2,100 12,291 17,259 31,650 1,210,000 1.241,650 226 CMAQlTraffic Signal 100,000 100,000 227 Transportation Sales Tax 3,800.000 3,800.000 231 Workers Compensation 528,265 1,799,123 2,327,388 2,327.388 241 Parkil1QMeter 40.204 75,578 217.545 3.734 337.061 337.061 245 Traffic Safety 686,015 686,015 686,015 256 Asset Seizure 220,418 220,418 220.418 261 California Library Service Act 3.978 18,798 227,305 250,081 250.081 282 Public Ubrarv Act 171.912 171,912 171,912 267 McCandliss Cultural Arts 355 800 1,155 1,155 269 Recreation Social Sarv Grants 63 63 63 271 Federal Disaster Assistance 320,000 320.000 320,000 281 Waste Management & Recycling 31,560 151.219 25,000 207.779 207.779 285 Energy Conservation 15,701 356,936 372.637 372,637 293 Trunk Sewer Capital Reserve 7,600.000 7.600,000 1,425.000 9.025.000 294 Sewer Service Revenue 18,639.869 179.000 7.417,515 26.236.394 26.236.384 301 Storm Drain Revenue 257,950 1,343,954 1,601,904 1,601,904 311 CDBG Housing Program 11,000 11.000 11,000 313 CV Housing Authority 11,085 11,085 11,085 315 RDA HousinQ Pronram 1.000 1,000 1,000 317 RDA Low & Mod Income Housirn:l 189.277 691.592 21.967 5.076 907,912 907,912 321 Home Prol:1ram 102,850 102,850 102,850 333 FY2000 Comm Dev Block Grant 20,000 457.664 36,190 513.854 2,111.934 2,625,788 352 Bay Blvd landscaping Dist 6,600 4.755 81 11,436 11.436 3lS RECOL._.__ __.1D EXPENDITURES BY DEPT I CATEGORY FISCAL YEAR 2003 - 2004 Total CIP and Total Personnel Supp'.' Other Transfers Operating Non-CIP FY 2004 DEPT/FUND Sorvlcea Services Expon... Capital Out Budget Projects Budgot 353 Eastlake Maintenance Oist #1 227,131 41,879 2,780 271,790 271,790 354 Opon Space Disbicl #1 47,037 8,673 576 56,286 56,286 355 Opon Space District #2 9,900 1,825 121 11,846 11,646 356 Open Space Distr1ct #3 38,319 7,065 469 45,853 45,853 357 Open Space District #4 55,970 10,320 685 66,975 66,975 356 Open Space Disb1ct #5 29,538 5,446 362 35,346 35,346 359 Opon Space Distr1ct #6 14,412 2;657 176 17,245 17,245 361 Open Space District #7 9,326 1,720 114 11,160 11,160 362 Open Space District #6 41,941 7,733 513 50,187 50,187 363 Open Space Disbict #9 55,431 10,221 678 86,330 66,330 364 Opon Space District #1 0 56,522 10,422 692 67,636 67,636 365 Open Space District #11 109,160 20,127 1,336 130,623 130,623 367 Opon Space Distr1cl #14 246.971 45,538 3,023 295,532 295.532 368 Opon Space Disbicl #15 14,520 2,685 178 17,383 17.383 369 Open Space DIstr1ct #17 3,230 596 40 3,666 3.866 371 Open Space Distr1cl #18 107,784 19,874 1,319 128.977 128,977 372 Opon Space Distr1cl #20 923,383 170,259 11,303 1,104,945 1,104,945 373 Opon Space District #23 38,908 7,174 476 46,558 46,558 374 Open Space Distr1ct #24 19,524 3,513 233 23,270 23.270 '" 375 Opon Space Distr1cl #26 5,861 1.047 70 6.798 6,798 ~ 376 Opon Space District #31 98,540 18,169 1,206 117,915 117,915 '" 378 CFD 07M EaslJake Woods & Visla 334,105 84,700 4,328 423,133 423,133 379 CFD 08M Vlg 6 McM & Oty Roncl1 528,287 118,861 6,688 653,856 653.856 380 CFD 09M OR Vlg II Brooklld Sho 343,725 84,443 4,425 432,593 432,593 362 CFD 99-2 Olav Ranch Vlg 1 West 520,040 95,868 6,365 622,293 622.293 386 Otav Ranch Acquisition Dist 171,100 171,100 171,100 387 CFD 98-3 Sunbow 2 673,750 124,230 8,246 806,226 806,226 386 Comm Facilily 97-1 (OIay Rncl1) 1,504,358 277,381 18,412 1,800,151 1,800,151 389 Olay Roncl1 Viliago 1.2.6,7,12 47,108 8,686 577 56,371 56,371 391 Central GaragO 845,138 2.202,029 900 1,352,563 95,495 4,496,125 4,496,125 393 TechnoIo!:w Replacement 500,000 500,000 500,000 395 Stores Inventory 2,978 15,000 17,978 17,978 401 Bayfronl Trolley Slation TDA 94,065 22,935 117,000 117,000 402 Trensn CVT 5,730,060 625,084 6,355,144 6,355.144 403 Transit Capital Proiects 39,281 39,281 60.000 99,281 441 1994 Pension Obligation Bond 2,500 1,933,435 1.935,935 1,935.935 443 Celosso--CAD/8ooIHVAC 536,389 536,389 536,389 444 Calease-Fiscal System 240,546 240,546 240,546 446 Notes Paysble Adorno Property 40,294 40,294 40,294 447 Calease--lnteQr Online Ubiary 155,429 155,429 155,429 446 2000 COP Ser A-An Projoct 5,000 2.124.213 2,129,213 2.129,213 449 SD Co. Regional Comm Svstoms 295,734 295,734 295.734 450 2002 COP Police Facilily Proj 10,000 2,800,696 2,810,696 2,810,696 451 Long-term Advances DSF - Cily 677,713 1,000,000 1,677,713 1,677,713 ( ) () ( 3J3 I RECOn....____.ED EXPENDITURES BY DEPT I CATEGORY FISCAL YEAR 2003 - 2004 Total CIP and Total Personnel Supplies Other Transf.rs Operating Non-CIP FY 2004 OEPT/FUNO Services Service. Expenses Capital Out Budget Projects Budget 541 Tal Cyn Sewer Basin Plan DIF 11,378 1.400,000 1.411,378 1,411.378 542 Tel Cvn Orai_e Plan OIF 8.031 3,007 9,038 9.038 543 Pumped Sewer Dev Impact Fee 80.418 80.418 80,418 551 POQRi Cvn Sewer Basin DIF 8,889 8,889 839,800 848,689 553 Sa~ Creek Sewer Basin OIF 1,454 1.454 1,000.000 1,001.454 567 OIF-Adamo Property AcQuisition 40,294 40.294 40,294 571 General Administration 56,500 1,264,620 1.321,120 1,321,120 572 CMc Center Expansion 90.000 100.000 190,000 380,000 380.000 573 ponce Facilities Remodel 34.000 100,000 798,544 932,544 7,316 939.860 574 Corporation Yard Relocation 10,000 499,000 1.410,415 1,919.415 35,000 1.954.415 575 Library for Eastern T enitory 30,000 30,000 30,000 576 Fire Suppression Sys Expansion 5,000 16,000 15,000 30.045 66.045 1,334,173 1,400,218 577 Geoorapllic Infonnatioo System 5,000 5.000 5,000 578 MaInframe Computer Expansion 1.000 12.172 13,172 13.172 582 Recreation Facilities 2.000.000 2.000.000 587 OR VIg Pedestrian Ramp OIF Fnd 753.119 753,119 753.119 591 Transportation DIF 331,550 1.433.088 12,172 1,776,808 1.227.500 3.004.308 592 Interim SR125 OIF 55,220 16,678 71,898 71.898 611 Redev BavfrontlTown Centre I 395.873 3,157.942 390,013 3,943,828 1,335,000 5,278,828 '" 641 Redev Ane Arts 28,388 28,366 28,388 ~ 651 So WestfTwn Ctr IUOly Vly 207,482 1,306,294 3,151.728 4.665.504 535,000 5,200,504 '" 671 SW Area Tax Agmt-SUHSO 149,652 149,652 149,652 672 SW Area Tax Agmt-G.O.E. 18,471 18.471 18.471 673 SW Area Tax Agmt-CV Elem SO 197.366 197,366 197.366 674 SW Area Tax Aomt-SW CC Oist 35,127 35.127 35.127 675 SW Area Tax Agmt-Counly SO 358,780 358,780 358.780 681 86 BFlrC Tax Allocation Bond 5,000 5,000 5,000 682 94 Tax A1loc Refund Bond Sar A 3.200 1,265,254 1,288,454 1,268,454 683 94 Tax A1loc Refund Bond B&D 4,000 537,638 541,638 541,638 684 94 Tax Alice Refund Bond Sar C 2.500 742.370 744,870 744,870 885 93 Refunding COP (Ser A '87) 3.000 961.670 964,670 964,670 886 93 COP TCII-Parldng Phase II 3,000 265.263 288.263 268,263 688 Notes Payable-Cypress Creek Co 129.633 129,633 129,633 689 2000 Tax Alice Bond (ROA Proj) 5,000 982,590 987,590 987,590 691 Long-lenn Advances OSF - RDA 1.462,060 1.292.566 2,754,626 2,754,626 713 Capital Improvement Protects 18.230 18.230 86.625 104.855 714 CIP - Fiscal Agent 135.000 135.000 715 Park Acquisition & Development 50,000 50,000 1,909.354 1,959,354 717 Resid. Construction/Conversion 170.266 170,266 1.495.977 1,666,243 725 Indust. Development Authortty 985 2.002 2,987 2,987 733 Sewer Facility Replacement 327.500 327,500 735 Transportation Partnership 3,007 3,007 3.007 GRAND TOTAL ALL FUNDS 96.546,987 57.107,528 30,332,135 3,520.392 34,960.315 222,467.357 21,959,388 244,426,745 31v RECO _n__ -=0 EXPENDITURES BY DEPT I CATEGORY FISCAL YEAR 2004 - 2005 Total CIP and Total Personnel Supplies Other Transfers Operating Non-CIP I'Y 2005 DEPTIFUND Services Sarvl""" Expense. Capital Out Budgat Pro/acta Budget 01000 City Council 856.348 112,676 200 969,224 969.224 02000 Boards and Commissions 522 9,649 10.171 10,171 03000 City Clerk 702.993 85,609 788,802 788.802 04{)00 City AIlDmev 1.692.020 314.612 2.006,632 2.006.632 05000 Administration 3.680.422 773.798 42,760 4.496,980 4.496,980 06000 M8IlOllement and Info Services 2,663,035 640,780 3.323.815 3,323,815 07000 Human Resources 2,221,476 932,986 510.000 12.500 3,676.962 3,676,962 08000 Finance 2,474.647 165,120 2.639,767 2,639.767 09000 NorrOepartmental -2.423.297 -51,482 4,336,258 1.861,479 100,000 1.961.479 1??oo General Services 4,584.413 785.284 85,850 5.455.557 5,455,557 11000 Community Develoomenl 2,415,188 467,957 2,863,145 2,883,145 12000 Planning and Building Services 8,191.825 1.453,134 41.412 9.686,371 9,686,371 13000 Enpineering 9,137.171 1.644.501 37.150 10.818,822 10,818.822 14000 Police 33,868.339 4,646.211 163,950 38,678.500 38,678,500 15000 Fire 12,263,889 1,467.773 13,731,662 13,731,682 16000 Public Works 10,808.596 5.108.128 86,705 15,000 15.998,429 15.998.429 17000 Parks and Reaeation 3,386,958 1,04{).814 4,427.772 4.427,772 18000 Library 6.170,125 1,841.558 1.950 8,013.633 8,013,633 19000 Nature Center 710,462 241,408 63,400 25,000 1.04{),270 1,040.270 100 GENERAL FUND TOTALS 103,425,132 21,732,208 878,045 138,350 4,336.258 130,507,993 100.000 130.607,993 221 Gas Tax 80.000 3.096,272 3,176,272 1.004,366 4,180.638 w 225 Traffic Si!:lnal 2.100 13,409 11.883 27,392 693.000 720.392 ~ -I> 227 Transoonalion Sales Tax 4,500,000 4,500,000 231 Workers Compensation 528,265 1,799.123 2,327.388 2,327.388 241 Parklng Meter 41.909 46.060 233,861 3,700 325,530 325,530 245 Traffic Safety 704.862 704.862 704.862 256 Asset Seizure 221.280 221,280 221.280 261 California Library SaNice Ad. 3,978 18,798 149,591 172,367 58.388 230.755 262 Public Library Act 171,912 171.912 171,912 267 McCandliss Cultural Arts 355 800 1,155 1.155 281 Waste M8IlOllement & RecvcIi"" 31.560 151,219 26.875 209.654 209,654 285 Eneruv Conservation 15,701 356,936 372.637 372.637 292 SoeciaI S..- 28.365 28.365 293 Tl1.Ink Sewer Capital Reserve 5.900.000 5,900.000 5,900,000 294 Sewer Service Revenue 19,261,478 38,800 8,006,362 27,306,440 27.306,440 301 Stann Drain Revenue 177,950 814.172 992,122 992.122 311 CDBG Housing PlOllrarn 11.000 11.000 11,000 313 CV Housing Authority 11,085 11,085 11.085 315 RDA Housing PlOllrarn 1,000 300,000 301,000 301.000 317 RDA Low & Mod Income Housing 189,277 743,461 21,967 5,076 959.781 959,781 321 Home PIOllram 110.564 110,584 110,564 333 FY2000 COrnrn Dev Block Grant 20,000 494,278 39.085 553,363 990.002 1,543,365 352 BaV Blvd Landscaping Dis! 6,728 5,112 81 11,921 11,921 353 Eastlake Maintenance Dls! #1 230.397 45.021 2.799 278.217 278.217 354 Open Space Disbict #1 47,847 9,323 580 57,750 57.750 355 Opon Space District #2 10,001 1,962 122 12.085 12,085 ( ) ~1 ( ( .. 3H! I RECOnm_____...:D EXPENDITURES BY DEPT I CATEGORY FISCAL YEAR 2004 - 2005 Total CIP and Total Personnel Supplies Other Transfers Operating Non-CIP FY 2005 DEPT/FUND services Services Expense. Capital Oul Budgel Projec:ts Budget 356 Open Space District #3 38,877 7,595 472 46,944 46,944 357 Open Space Disbict #4 56,551 11,094 690 68,335 68,335 358 Open Space District #5 29,942 5,854 364 36,160 36,160 359 Open Space District #6 14,628 2,856 178 17,662 17,662 361 Open Space District #7 9,479 1,649 115 11.443 11,443 362 Open Space District #8 42,473 8,313 517 51,303 51,303 363 Open Space District #9 56,254 10,988 683 67,925 67,925 364 Open Space District #1 0 57,148 11,204 696 69,048 69,048 365 ()Pen Spece District #11 110,431 21,637 1,345 133,413 133,413 367 Open Space District #14 250,395 48,953 3,043 302,391 302,391 368 Open Space District #15 14,751 2,886 179 17,816 17,816 369 Open Space District #17 3,230 641 40 3,911 3,911 371 Open Space District #18 109,166 21,365 1,328 131,859 131,859 372 Open Space District #20 935,601 183,030 11,377 1,130,008 1,130,008 373 Open Space Oistrict #23 39,251 7,712 479 47,442 47,442 374 Open Space District #24 19,822 3,776 235 23,833 23,833 375 Open Space District #26 5,745 1,126 70 6,941 6,941 376 Open Space District #31 99,866 19,532 1,214 120,612 120,612 378 CFD 07M Eastlake Woods & Vista 353,198 58,642 77,915 489,955 489,955 '" 379 CFD 08M Via 6 MoM & Oty Ranch 620.448 117,168 68,482 606,098 806,098 ~ 380 CFD 09M OR Vlg II BrookfId She 642,525 118,509 22,241 783,275 783,275 '" 381 CFD 10M Olay Ranch Village 12 15,000 4,500 19,500 19,500 382 CFD 99-2 Olay Ranch Vlg 1 West 524,145 103,080 6,408 633,633 633,633 386 Olav Ranch ACQuisition Dist 171,100 171,100 171,100 387 CFD 98-3 Sunbow 2 682,027 133,547 8,302 823,876 823,876 388 Comm Facility 97-1 (Olay Rnchl 1,516,203 298,164 18,536 1,832,923 1,832,923 389 Olay Ranch Village 1,2,6,7,12 47,262 9,337 581 57,180 57,180 391 Central Garage 902,897 2,202,029 900 1,322,563 29,582 4,457,951 4,457,951 393 Technology Replacement 500,000 500,000 500,000 395 Stores Inventory 2,978 15,000 17,978 17,978 401 Bayfront Trolley Slation TDA 121,802 24,655 148,457 146,457 402 Transit CVT 5,734,482 844,346 6,378,828 6,378,828 403 Transit Capital Projects 39,281 39,281 39,281 441 1994 Pension Obligation Bond 2,500 2,038,435 2,040,935 2,040,935 443 Calease-CADI800lHVAC 351,305 351,305 351,305 444 Calease-Fiscal System 240,547 240,547 240,547 446 NotesPa~b1eAdamo~ 41,503 41,503 41,503 447 Calease-Integr OnJine Ubrary 77,715 77,715 77,715 448 2000 COP Se' A-Fln Project 5,000 2,124,056 2,129,056 2,129,056 449 SO Co. Regional Comm Systems 295,734 295,734 295,734 450 2002 COP Police Facility Proi 10,000 2,800,696 2,810,696 2,810,696 451 LOnQ-term Advances DSF . City 894,251 894,251 894,251 541 Tel Cyn Sewer Basin Plan DIF 12,231 12,231 12,231 542 Tel Cyn Drainage Plan DIF 6,483 3,007 9,490 9,490 3Je RECO......_.._..:D EXPENDITURES BY DEPT I CATEGORY FISCAL YEAR 2004 . 2005 Total Clp and Total Peraonnel Suppllae other Transfers Operating Non-Clp FY 2005 DEpTIFUND Services Services Expensss Capital Out Budget proJscls Budget 543 Pumped Sewer Dev Impact Fee 80,418 80,418 80,418 551 PoooI Om Sewer Basin DIF 9,556 9,556 9,556 553 Sal Creek Sewer Basin D1F 1,563 1,563 1.563 567 Dlf-Adamo Property AcQuisition 41,503 41,503 41.503 571 General Administration 56,500 1,275,992 1,332,492 1.332,492 572 CMc ee_ Expansion 70,000 100,000 1.030,387 1,200.387 1.200.387 573 Poice Facilties Remodel 34,000 1.031,093 1,065,093 1.065,093 574 Co<poratIon Y Old Relocation 10,000 30,000 1.624,098 1.664,098 1.664.098 575 Ubrarv for Eastern Territory 30,000 288,262 318,262 10,987.000 11.305,262 576 Fire Suppress;on Sys Expansion 16,000 475,224 491,224 491.224 577 Geographic Information System 5,000 5.000 5.000 578 Mainframe Computer Expansion 1,000 12,172 13,172 13,172 567 OR Vip Pedestrian Ramp D1F Fnd 753,194 753.194 753,194 591 Transportation Dlf 488,800 250,567 12.172 751,539 3,159,000 3,910,539 592 Interim SR125 DIF 55,220 17.929 73,149 73.149 611 Redev Bayfront/Town Centre I 395.873 2,932,000 390,013 3,717,886 3,717.886 641 Redev Fine Arts 30,517 30,517 30.517 651 So WestfTwn Ctr II/Oty V1y 207,482 1.383.281 2,717,746 4,288,489 4,288.489 671 SW Area Tax Apmt-SUHSD 143.668 143,668 143.688 '" 672 SW Area Tax Aomt-C.O.E. 20,214 20.214 20.214 ~ 673 SW Area Tax Aomt-CV Elem SO 219,145 219,145 219,145 Ol 674 SW Area Tax Agmt-SW CC Diat 38,552 38,552 38,552 675 SW Area Tax Aomt-COUnty SO 404,445 404,445 404,445 881 86 BFITC Tax Allocation Bond 5,000 5.000 5,000 682 94 Tax A1loc Refund Bond Ser A 3,200 1.266,969 1.270,169 1,270.169 683 94 Tax A110c Refund Bond B&D 4,000 534,659 538,659 538.659 684 94 Tax A110c Refund Bond Ser C 2,500 741,713 744,213 744.213 685 93 Refunding COP (Ser A '87) 3,000 864.598 967,598 967,598 686 93 COP TCII-Partdng Phase II 3.000 262,408 265,408 265,408 688 Notes Payabl&-Cvoress Creek Co 130,408 130,408 130,408 689 2000 Tax A110c Bond (RDA Proi) 5.000 1.196,948 1.201,948 1,201,948 691 Long-tenn Advances DSF - RDA 1,479.920 1.293,414 2,773,334 2,773,334 715 Park Acquisition & Development 50,000 50.000 137.500 187,500 717 Resid. ConstructionlConversion 102.272 102.272 817,933 920.205 725 Indusl Develotlment Authority 985 2,152 3,137 3,137 733 Sewer Faciity Replacement 300,000 300.000 735 Transportation Partnership 3.007 3,007 3.007 GRAND TOTAL ALL FUNDS 104,421,177 58,632,595 29,577,043 2,351,480 32,808,738 227,791,033 22,nS,554 250,588,587 ( \ ( ( \ FUND BALANCE PROJECTIONS . I 317 318 y -,;, '.- FUND BALANCE PROJECTIONS Fund Description Estimated 06130/2003 Fund Sal Estimated Revenues! Transfers In estimated Total Resources Estimated Openrting Exp Transfers Out Proposed CIP Budget Remaining Balance Estimated 06130/2004 Fund aal CITY FUNDS 100 General Fund 25,274,039 122,790,171 148,064,210 (122,010,259) 26,053,951 (779,912) 221 Special Gas Tax Fund 113,535 3,823,242 3,936,777 (3,184,699) 752,078 (204,297) 222 Federal Aid to Urban 332,154 0 332,154 (332,154) 0 225 Traffic Signal Fund 875,584 855,993 1,731,577 (31,650) 1,699,927 (1,210,000) 226 CMAQlTraffic Signal 572 100,000 100,572 0 100,572 (100,000) 227 Transportation Sales Tax Fund 2,158,263 4,277,560 6,435,823 0 6,435,823 (3,800,000) 230 San Miguel Ranch Fiscal Deficit 381 ,282 381 ,282 381,282 231 Workers Compensation 848,124 2,327,388 3,175,512 (2,327,388) 848,124 232 Flexible Spending Account 71,289 71,289 71,289 241 Parking Meter Fund 24,982 332,746 357,728 (337,060) 20,668 243 Town Centre Parking District Fund 1,480 493 1,973 1,973 245 Traffic Safety Fund 417,302 478,757 896,059 (686,015) 210,044 251 Supp Law Enforcement Serv Fund 484,832 23,793 508,625 0 508,625 '" 254 Local Law Enforcement Blk Grant prog Fund 73,342 22,404 95,746 95,746 ~ 256 Asset Seizure Fund 3,558 221,917 225,475 (220,418) 5,057 CD 261 California Library Services Act Fund 40,633 351,132 391,765 (250,082) 141,683 262 Public Library Fund 5,989 172,191 178,180 (171,912) 6,268 265 CA Dept of Education Section 321 586 3,500 4,086 4,086 267 McCandliss Mem Cultural Arts 15,046 1,190 16,236 (1,155) 15,081 268 State Recreation Grants 0 0 0 0 0 269 Recreation Social Service Grants 13,006 25,706 38,712 (63) 38,849 271 Federal Disaster Assistance 327,096 0 327,096 (320,000) 7,096 281 Waste Mgmt Recycling Fund 62,511 212,041 274,552 (207,779) 66,773 285 Energy Conservation Fund 0 1,058,429 1,058,429 (372,637) 685,792 291 Sewer Income Fund 1,552,624 84,742 1,617,366 1,617,366 292 Special Sewer Fund 616,630 24,136 640,766 0 640,766 293 Trunk Sewer Capital Reserve 4,685,376 8,984,207 13,669,583 (7,600,000) 6,069,583 (1,425,000) 294 Sewer Service Revenue Fund 4,349,015 26,812,179 31,161,194 (26,236,384) 4,924,809 301 Storm Drain Revenue Fund 1,098,464 733,864 1,832,328 (1,601,904) 230,423 311 CDBG Housing Program Fund 1,000 10,000 11,000 (11,000) 0 321 CDBG Home Program Fund 0 967,983 967,983 (102,850) 865,133 323 CDBG Sec 108 Loan Fund 0 0 0 325 CDBG Program Income Proj Fund 604,179 10,563 614,742 0 614,742 333 Community Development Block Grant 415,385 2,326,816 2,742,201 (1,486,288) 1,255,913 (1,139,500) 341 Public Liability Trust Fund 755,304 755,304 755,304 351 Town Center Landscaping District 2,357 2,326 4,683 0 4,683 352 Bay Boulevard Landscaping District 19,769 6,840 26,609 (11,436) 15,173 FUND BALANCE PROJECTIONS Estimated Estimated Estimated Estimated Proposed Estimated 06130I2OO3 Revenues! Total Operating Exp Remaining CIP 06130I2OO4 Fund Description Fund Sal Transfers In Resources Transfers Out Balance Budget Fund Sal 353 Eastlake Maintenance District #1 348,638 161,343 509,981 (271,790) 238,191 354-376 Open Space District #1 - # 31 2,628,346 2,028,424 4,656,770 (2,304,730) 2,352,040 378 CFD 07M-Eastk 11 Woods, Vista 0 423,133 423,133 (423,133) 0 379 CFD 08M-Vig 6 McM & Oty Ranch 0 654,695 654,695 (653,856) 839 380 CFD 09M OR Vig 11 0 432,593 432,593 (432,593) 0 382 CFD 99-2 Otay Ranch Village 1 West 248,641 622,293 870,934 (622,293) 248,642 383 Town Center Business Improvemt District 68,931 776 69,707 0 69,707 386 Otay Ranch Acquisition Dist 151,630 22,346 173,976 (171,100) 2,876 387 CFD 98-3 Sunbow 2 758,626 650,404 1,409,030 (806,226) 602,804 388 CFD 97-1 1,343,239 1 ,155,433 2,498,672 (1,800,151) 698,521 389 Otay Ranch Village 1 ,2,6,7,12 11,584 56,371 67,955 (56,371) 11,584 391 Central Garage Fund 1,761,750 5,309,421 7,071,171 (4,496,125) 2,575,048 393 Technology Replacement 1,244,487 589,384 1,833,871 (500,000) 1,333,871 395 Stores Inventory 30,614 2,673 33,287 (17,978) 15,309 441 1994 Pension Obligation Bond Fund 4,837 1,935,935 1,940,772 (1,935,935) 4,837 443 Lease-Purchase Agreement - CALEASE 198,220 545,904 744,124 (536,389) 207,735 . "" 444 Mainframe Fiscal System 14,337 241,744 256,081 (240,546) 15,535 I\) 0 445 Price Club Loan 0 0 0 448 Notes Payable - Adamo 0 40,294 40,294 (40,294) 0 447 CaLease - Integrated Library Online System 399 155,430 155,829 (155,429) 400 448 2000 COP Ser A Financing Project 991 2,129,215 2,130,206 (2,129,213) 993 449 SD Co Regional Comm Systems 783 295,867 296,650 (295,734) 916 450 2002 COP Police Facility Project 5,281,559 297,087 5,578,648 (2,810,696) 2,767,950 451 Long -Term Advances DSF City 0 1,000,000 1,000,000 (1,677,713) (677,713) 501 AD 88-2 Otay Lk Rd (EL) Improv't Fund 95,617 4,017 99,634 0 99,634 503 AD 87-1 East "H" Improvement Fund 126,201 5,304 131,505 0 131,505 505 AD 90-1 Salt Creek Improvement Fund 0 0 0 0 0 507 AD 90-2 Otay Valley Improvement Fund 357,730 0 357,730 0 357,730 509 AD 91-1 Tel Cyn Rd Improvement Fund 0 0 0 0 0 511 Otay Valley Road Fee Recovery District 0 0 0 0 0 512 AD 94-1 Eastlake Greens IIlmprov't Fund 901,237 37,878 939,115 0 939,115 513 AD 92-2 Auto Park Improvement Fund 0 0 0 0 0 514 AD 90-3 Eastlake Greens Improv't Fund 0 0 0 0 0 515 Twin Oaks Ave AD 96-1 Improvement Fund 20,531 8,974 29,505 0 29,505 516 Oxford StAD 97-1 Improvement Fund 8,572 3,031 11,603 0 11,603 541 DIF - Telegraph Cyn Sewer Basin Plan 662,169 292,399 954,568 (1,411,378) (456,810) 542 DIF - Telegraph Cyn Drainage 5,631,025 297,680 5,928,705 (9,038) 5,919,667 543 DIF - Tel Cyn Sewer Pump Flows Fund 377,750 115,409 493,159 (80,418) 412,741 551 Poggi Canyon Sewer Basin DIF Fund 1,082,683 593,453 1,676,136 (8,889) 1,667,247 (839,800) . " ( . ( ( ) \ ) / / FUND BALANCE PROJECTIONS Estimated Estimated Estimated Estimated Proposed Estimated 0613012003 Revenues! Total Operating Exp Remaining CIP 0613012004 Fund Description Fund Bal Transfers In Resources Transfers Out Balance Budget Fund Bal 553 Sa~ Creek Sewer Basin DIF Fund 374,833 1,480,791 1,855,624 (1,454) 1,854,170 (1,000,000) 567 DIF - Civic Center Adamo Property 150,383 25,517 175,900 (40,294) 135,607 571-582 DIF - Public Faciltties 8,728,546 10,647,175 19,375,721 (4,667,296) 14,708,425 (3,376,489) 587 Otay Ranch Vlg 1 &5 Pedestrian Bridge DIF 1,074,581 800,861 1,875,442 (753,119) 1,122,323 591 Transportation Dev Impact Fee Fund 1,996,973 2,543,475 4,540,448 (1,776,808) 2,763,641 (1,227,500) 592 Interim SR 125 Dev Impact Fee Fund 6,769,001 2,046,893 8,815,894 (71,898) 8,743,995 713 Capital Improvement Projects 204,567 276,483 481,050 (18,230) 462,820 (86,625) 714 CIP With Fiscal Agent 11,642,354 8,251 11,650,605 0 11,650,605 (135,000) 715 Parkland Acquisition & Development Fund 4,366,361 3,034,705 7,401,066 (50,000) 7,351,066 (1,909,354) 717 Residential Construction Tax Fund 617,878 1,360,586 1,978,464 (170,266) 1,808,198 (1,495,977) 723 Bicycle Facilities Fund 518,696 96,811 615,507 0 615,507 725 Industrial Development Authortty 5,505 351 5,856 (2,987) 2,869 733 Sewer Facilities Replacement Fund 3,046,978 1,314,214 4,361,192 0 4,361,192 (327,500) 735 Transportation Partnership Fund 308,339 1,035,791 1,344,130 (3,007) 1,341,123 737 Federal Trans Equity Act 21 Program Fund 0 0 0 738 Cal Trans STIP 0 0 0 '" 739 Traffic Congestion Relief 1 05,956 25,474 131,430 0 131,430 I\) ~ TOTALS - CITY FUNDS 108,897,386 221,828,595 330,725,981 (198,946,511) 131,779,471 (19,056,954) 112,722,517 OTHER ENTITIES Transit Funds 401 Bayfront Trolley Station TDA Fund 0 134,482 134,482 (117,000) 17,482 402 TransiVCVT Fund 0 6,690,758 6,690,758 (6,355,144) 335,614 403 CVT Capital Project Fund 283,498 93,821 377,319 (39,281) 338,038 (60,000) 407 AFFORD Project 0 0 0 0 0 TOTALS - OTHER ENTITIES 283,498 6,919,061 7,202,559 (6,511,425) 691,134 (60,000) 631,134 REDEV. AGENCY PROJECT AREA SW Proi Area Taxina Aareement 671 SW Proj Area Taxing Agrmt - SUSHD 21,021 129,390 150,411 (149,652) 759 672 SW proj Area Taxing Agrmt - CaE 272 18,200 18,472 (18,471) 1 673 SW Proj Area Taxing Agrmt - CVESD 1,169 197,310 198,479 (197,366) 1,113 674 SW Proj Area Taxing Agrmt - SWCCD 417 34,710 35,127 (35,127) 0 675 SW proj Area Taxing Agrmt - San Diego County 101,080 358,176 459,256 (358,780) 100,476 FUND BALANCE PROJECTIONS Estimated Estimated Estimated Estimated Proposed Estimated 06130I2OO3 RevenuesJ Total Oparating Exp Remaining CIP 06130I2OO4 Fund Description Fund Bal Transfers In Resources Transfers Out Balance Budget Fund Bal TOTALS 123,959 737,786 861,745 (759,396) 102,349 102,349 681 RDA 1986 TABS BayfronVTown Ctr I 255,923 3 255,926 (5,000) 250,926 1994 Refundina Tax Allocation Bonds 682 1994 Refunding TABs Series A 2,003,490 1,282,962 3,286,452 (1,268,454) 2,017,998 683 1994 Refunding TABs Series B 852,262 548,238 1,400,500 (541 ,638) 858,862 684 1994 Refunding TABs Series C 1,083,295 755,973 1,839,268 (744,870) 1,094,398 TOTALS 3,939,047 2,587,173 6,526,220 (2,554,962) 3,971,258 3,971,258 Certificate of Particioation 685 1993 Refunding COP Fund (87 COP A) 1,570,715 964,719 2,535,434 (984,670) 1,570,764 686 1993 COP TCII Parking Phse II 426,869 268,321 695,190 (268,263) 426,927 687 COP ABAG 37 Series A 15,650 661 16,311 0 16,311 TOTALS 2,013,234 1,233,701 3,246,935 (1,232,933) 2,014,002 2,014,002 Rl 688 Notes Payable-Cypress Creek 0 129,633 129,633 (129,633) 0 I\) 689 RDA 2000 Tax Allocation Bonds 461,948 1,001,229 1 ,463,177 (987,590) 475,587 - 0 691 Long- T enn Advances DSF - RDA 0 4,429,066 4,429,066 (2,754,626) 1,674,440 - Redevelooment 0 611 BayfronVT own Ctr I Redev Proj Area (29,576) 3,958,310 3,928,734 (3,943,829) (15,095) (1,335,000) 641 Fine Arts 56,079 1,622 57,701 (28,388) 29,313 651 So WesVTC II/000y Valley Project Areas 8,599,253 1,890,434 10,489,687 (4,665,504) 5,824,183 (535,000) TOTALS 8,625,756 5,850,366 14,476,122 (8,637,721) 5,838,4()() (1,870,000) 3,968,4()() Low & Moderate Income Housina Fund 0 313 Chula Vista Housing Authority 16,647 2,782 19,429 -11,085 8,344 315 RDA Housing Program Fund 310,840 12,956 323,796 -1,000 322,796 317 Low & Mod Income Housing Fund 952,415 1,624,070 2,576,485 -907,912 1,668,574 TOTALS 1,279,902 1,639,808 2,919,710 -919,997 1,999,713 1,999,713 TOTALS - REDEV. AGENCY PROJECT AREA 16,699,769 17,608,764 34,308,533 (17,981,857) 16,326,676 (1,870,000) 14,456,676 GRAND TOTAL ALL FUNDS 125,880,653 246,356,420 372,237,074 (223,439,793) 148,797,281 (20,986,9541 127,810,327 Cl ( ) ( , FUND BALANCE PROJECTIONS Fund Description estimated 06l30I2004 Fund Sal Estimated Revenues! Transfers In Estimated Total Resources Estimated Operating Exp Remaining Transfers Out Balance Proposed CIP Budget CITY FUNDS 100 General Fund 25,274,039 130,608,000 155,882,039 (130,508,000) 25,374,039 (100,000) 221 Special Gas Tax Fund 547,781 3,823,242 4,371,023 (3,176,272) 1,194,751 (1,004,366) 222 Federal Aid to Urban 0 0 0 0 0 0 225 Traffic Signal Fund 489,927 881,930 1,371,856 (27,392) 1,344,464 (693,000) 226 CMAQfTraffic Signal 572 100,000 100,572 100,572 0 227 Transportation Sales Tax Fund 2,635,823 4,429,560 7,065,383 0 7,065,383 (4,500,000) 230 San Miguel Ranch Fiscal Deficit 381 ,282 0 381 ,282 381,282 231 Workers Compensation 848,124 2,327,388 3,175,512 (2,327,388) 848,124 232 Flexible Spending Account 71,289 0 71,289 71,289 241 Parking Meter Fund 20,668 335,676 356,343 (325,532) 30,812 243 Town Centre Parking District Fund 1,973 493 2,466 2,466 245 Traffic Safety Fund 210,044 497,656 707,700 (704,862) 2,839 251 Supp Law Enforcement Serv Fund 508,625 23,793 532,418 532,418 '" 254 Local Law Enforcement Blk Grant Prog Fund 95,746 22,404 118,150 118,150 '" 256 Asset Seizure Fund 5,057 239,517 244,574 (221,280) 23,294 '" 261 California Library Services Act Fund 141,683 351,132 492,815 (172,367) 320,448 (58,388) 262 Public Library Fund 6,268 172,191 178,459 (171,912) 6,547 265 CA Dept of Education Section 321 4,086 3,500 7,586 7,586 267 McCandliss Mem Cultural Arts 15,081 1,190 16,271 (1,155) 15,116 268 State Recreation Grants 0 0 0 0 0 269 Recreation Social Service Grants 38,649 25,706 64,355 64,355 271 Federal Disaster Assistance 7,096 0 7,096 7,096 281 Waste Mgmt Recycling Fund 66,773 212,041 278,814 (209,654) 69,160 285 Energy Conservation Fund 685,792 1,058,429 1,744,221 (372,637) 1,371,564 291 Sewer Income Fund 1,617,366 64,742 1,682,108 1,682,108 292 Special Sewer Fund 640,766 24,136 664,902 0 664,902 (28,365) 293 Trunk Sewer Capital Reserve 4,644,583 7,564,207 12,228,790 (5,900,000) 6,328,790 0 294 Sewer Service Revenue Fund 4,924,809 28,050,311 32,975,120 (27,306,440) 5,668,681 301 Storm Drain Revenue Fund 230,423 716,259 946,682 (992,122) (45,440) 311 CDBG Housing Program Fund 0 10,000 10,000 (11,000) (1,000) 321 CDBG Home Program Fund 865,133 967,983 1,833,116 (110,564) 1,722,552 323 CDBG Sec 108 Loan Fund 0 0 0 0 325 CDBG Program Income proj Fund 614,742 10,563 625,305 0 625,305 333 Community Development Block Grant 116,413 2,326,816 2,443,229 (553,363) 1,889,865 (990,002) 341 Public Liability Trust Fund 755,304 0 755,304 755,304 Estimated 07101/2005 Fund Bal FUND BALANCE PROJECTIONS Estimated estimated Estimated EstImatsd Proposed Estimated 06130I2OO4 Revenuesl Total Operating Exp Remaining CIP 0710112005 Fund Description Fund Bal Transfers In Resources Transfers Out Balance Budget Fund Bal 351 Town Center Landscaping District 4,683 2,326 7,009 0 7,009 352 Bay Boulevard Landscaping District 15,173 6,840 22,013 (11,920) 10,092 353 EasUake Maintenance District #1 238,191 161,343 399,534 (278,216) 121,318 354-376 Open Space District #1 - # 31 . 2,352,040 2,028,424 4,380,464 (2,356,878) 2,023,586 378 CFD 07M-Eastk 11 Woods, Visla 0 489,955 489,955 (489,955) (0) 379 CFD 08M- Vig 6 McM & Oty Ranch 839 806,098 808,937 (806,098) 839 380 CFD 09M OR Vig 11 0 783,275 783,275 (783,275) 0 381 CFD 10M-OR Vlg 12 0 19,500 19,500 (19,500) 0 382 CFD 99-2 Olay Ranch Village 1 West 248,642 622,293 870,935 (633,632) 237,303 383 Town Center Business Improvemt District 69,707 776 70,483 0 70,483 386 Olay Ranch Acquisllion Dist 2,876 11,946 14,822 (171,100) (156,278) 387 CFD 98-3 Sunbow 2 602,804 650,404 1,253,208 (823,876) 429,332 388 CFD 97-1 698,521 1,155,433 1,853,954 (1,832,923) 21,031 389 Otay Ranch Village 1,2,6,7,12 11,584 36,371 47,955 (57,180) (9,225) 391 Central Garage Fund 2,575,046 5,319,126 7,894,172 (4,457,951) 3,438,220 393 Technology Replacement 1,333,871 589,384 1,923,255 (500,000) 1,423,255 to 395 Stores Inventory 15,309 2,673 17,982 (17,978) 4 '" ... 441 1994 Pension Obligation Bond Fund 4,837 2,040,935 2,045,772 (2,040,935) 4,837 443 Lease-Purchase Agreement - CALEASE 207,735 360,819 568,554 (351,305) 217,249 444 Mainframe Fiscal System 15,535 241,744 257,279 (240,547) 16,732 445 Price Club Loan 0 0 0 0 446 Notes Payable - Adamo 0 41,503 41,503 (41,503) 0 447 CaLease - Integrated Library Online System 400 77,715 78,115 (77,715) 400 448 2000 COP Ser A Financing Project 993 2,129,056 2,130,049 (2,129,056) 993 449 SD Co Regional Comm Systems 916 295,867 296,783 (295,734) 1,049 450 2002 COP Police Facillly Project 2,767,950 1,530,656 4,298,606 (2,810,696) 1,487,910 451 Long - T enn Advances DSF City (677,713) 0 (677,713) (894,251) (1,571,964) 501 AD 88-2 Otay Lk Rd (EL) Improv't Fund 99,634 4,017 103,651 103,651 503 AD 87-1 East "H" Improvement Fund 131,505 5,304 136,809 136,809 505 AD 90-1 Sail Creek Improvement Fund 0 0 0 0 507 AD 90-2 Otay Valley Improvement Fund 357,730 0 357,730 357,730 509 AD 91-1 Tel Cyn Rd Improvement Fund 0 0 0 0 511 Otay Valley Road Fee Recovery District 0 0 0 0 512 AD 94-1 Eastlake Greens IIlmprov't Fund 939,115 37,878 976,993 976,993 513 AD 92-2 Auto Park Improvement Fund 0 0 0 0 514 AD 90-3 Eastlake Greens Improv't Fund 0 0 0 0 515 Twin Oaks Ave AD 96-1 Improvement Fund 29,505 634 30,139 30,139 516 Oxford St AD 97-1 Improvement Fund 11,603 287 11,890 11,890 ( .~ , ) ( ( FUND BALANCE PROJECTIONS Estimated Estimated Estimated Estimated Proposed Estimated 0613012004 RevenuesJ Total Operating Exp Remaining CIP 0710112005 Fund Description Fund Bal Transfers In Resources Transfers Out Balance Budget Fund Bal 541 DIF - Telegraph Cyn Sewer Basin Plan (456,810) 292,399 (164,411) (12,231) (176,643) 542 DIF - Telegraph Cyn Drainage 5,919,667 297,680 6,217,347 (9,490) 6,207,856 543 DIF - Tel Cyn Sewer Pump Flows Fund 412,741 115,409 528,150 (80,418) 447,732 551 Poggi Canyon Sewer Basin DIF Fund 827,447 593,453 1,420,900 (9,556) 1,411,345 0 553 Salt Creek Sewer Basin DIF Fund 854,170 480,791 1,334,961 (1,563) 1,333,398 567 DIF - Civic Center Adamo Property 135,607 25,517 161,124 (41,503) 119,621 571-582 DIF - Public Facilities 11,331,936 10,647,175 21,979,111 (6,089,728) 15,889,383 (10,987,000) 587 Otay Ranch Vlg 1 &5 Pedestrian Bridge DIF 1,122,323 800,861 1,923,184 (753,194) 1,169,990 591 Transportation Dev Impact Fee Fund 1,536,141 2,543,475 4,079,616 (751,539) 3,328,076 (3,159,000) 592 Interim SR 125 Dev Impact Fee Fund 8,743,995 2,046,893 10,790,888 (73,149) 10,717,740 713 Capital Improvement Projects 376,195 276,483 652,678 0 652,678 0 714 CIP With Fiscal Agent 11,515,605 8,251 11,523,856 0 11,523,856 0 715 Parkland Acquisition & Development Fund 5,441,712 1,531,271 6,972,983 (50,000) 6,922,983 (137,500) 717 Residential Construction Tax Fund 312,221 1,360,586 1,672,807 (102,272) 1,570,535 (817,933) 723 Bicycle Facilities Fund 615,507 96,811 712,318 712,318 '" 725 Industrial Development Authority 2,869 351 3,220 (3,137) 83 '" '" 733 Sewer Facilities Replacement Fund 4,033,692 241 ,834 4,275,526 0 4,275,526 (300,000) 735 Transportation Partnership Fund 1,341,123 1,035,791 2,376,914 (3,007) 2,373,907 737 Federal Trans Equity Act 21 Program Fund 0 0 0 0 738 Cal Trans STIP 0 0 0 0 739 Traffic Congestion Relief 131,430 25,474 156,904 0 156,904 TOTALS - CITY FUNDS 112,722,517 226,741,951 339,464,468 (203,194,952) 136,269,516 (22,775,554) 113,493,962 OTHER ENTITIES Transit Funds 401 Bayfront Trolley Station TDA Fund 17,482 134,482 151,964 (148,457) 5,507 402 TransitlCVT Fund 335,614 6,690,758 7,026,372 (6,378,828) 647,544 403 CVT Capital Project Fund 278,038 98,621 376,659 (39,281) 337,378 407 AFFORD Project 0 0 0 0 0 TOTALS - OTHER ENTITIES 631,134 6,923,861 7,554,995 (6,564,566) 990,429 FUND BALANCE PROJECTIONS Fund Description estimated Il6I3OI2OO4 Fund Bal Estimated Revenues! TranSfers In Estimated Total Resources Estim....d Operating Exp Remaining Transfers Out Balance Proposed CIP Budget Estimated 07101/2005 Fund Sal REDEV. AGENCY PROJECT AREA SW Proi Area Taxina Aareement 671 SW Proj Area Taxing Agrmt - SUSHD 759 143,668 144,427 (143,668) 759 672 SW Proj Area Taxing Agrmt - COE 1 20,214 20,215 (20,214) 1 673 SW Proj Area Taxing Agrmt - CVESD 1,113 219,145 220,258 (219,145) 1,113 674 SW Proj Area Taxing Agrmt - SWCCD 0 38,552 38,552 (38,552) 0 675 SW proj Area Taxing Agrmt - San Diego County 100,476 404,445 504,921 (404,445) 100,476 TOTALS 102,349 826,024 928,373 (826,024) 102,349 681 RDA 1986 TABS BayfrontfT own Clr I 250,926 3 250,929 (5,000) 245,929 1994 Refundina Tax Allocation Bonds 682 1994 Refunding TABs Series A 2,017,998 1,284,676 3,302,674 (1,270,169) 2,032,505 fd 683 1994 Refunding TABs Series B 858,862 545,259 1,404,121 (538,659) 865,462 '" 684 1994 Refunding TABs Series C 1,094,398 755,316 1,849,714 (744,213) 1,105,501 TOTALS 3,971,258 2,585,251 6,556,509 (2,553,041) 4,003,468 4,003,468 Certificate of Particioation 685 1993 Refunding COP Fund (87 COP A) 1,570,764 967,647 2,538,411 (967,598) 1,570,813 686 1993 COP TCII Parking Phse II 426,927 265,466 692,393 (265,408) 426,985 687 COP ABAG 37 Series A 16,311 661 16,972 0 16,972 TOTALS 2,014,002 1,233,774 3,247,n6 (1,233,006) 2,014,nO 2,014, no 688 Notes Payable-Cypress Creek 0 130,408 130,408 (130,408) 0 - 689 RDA 2000 Tax Allocation Bonds 475,587 1,198,678 1,674,265 (1,201,948) 472,317 - 691 Long-Term Advances DSF - RDA 1,674,440 3,995,932 5,670,372 (2,773,334) 2,897,038 Redevelooment 611 BayfrontfT own Ctr I Redev Proj Area (1,350,095) 3,418,343 2,068,248 (3,717,886) (1,649,638) 641 Fine Arts 29,313 1,622 30,935 (30,517) 418 651 So WestfTC II/Olay Valley Project Areas 5,289,183 1,959,123 7,248,306 (4,288,490) 2,959,816 TOTALS 3,968,400 5,379,089 9,347,489 (8,036,893) 1,310,596 (\ ( ) ( FUND BALANCE PROJECTIONS Fund Description Estimated 06130I2OO4 Fund Bal Estimated RevenuesJ Transfers In Estimated Total Resources Estimated Operating Exp Remaining Transfers Out Balance Proposed CIP Budget Estimated 0710112005 Fund Bal Low & Moderate Income Housina Fund 313 Chula Vista Housing Authority 8,344 2,782 11,126 -11,085 41 315 RDA Housing Program Fund 322,796 12,956 335,752 -301,000 34,752 317 Low & Mod Income Housing Fund 1,668,574 1,738,496 3,407,070 -959,781 2,447,288 TOTALS 1,999,713 1,754,234 3,753,948 (1,271,866) 2,482,081 2,482,081 TOTALS - REDEV. AGENCY PROJECT AREA 14,456,676 17,103,393 31,560,069 (18,031,520) 13,528,548 13,528,548 GRAND TOTAL ALL FUNDS 127,810,327 250,769,205 378,579,531 -227,791,039 150,788,493 -22,775,554 128,012,939 '" I\) ..... 328 ". ,0-.,,", !.;,'""""".,, T SCHEDULE OF REVENUES I 329 330 r ~~ ) SCHEDULE OF REVENUES TOTALSD461DtsD FY 2000 ACTUAL FY 2001 ACTUAL FY 2002 FY 2003 ACTUAL PROJECTED FY 2004 FY 2005 ESTlMA TED ESTlMA TED Prooertv Taxes 3000 Property Tax 10,262,227 11,525,823 13,068,820 14,778,354 ulll I..]!l~ m TOTALS $10,262,227 $11,525,823 $13,068,820 $14,778,354 $16,816,019 $19,158,422 Other Local Taxes 3010 Sales Tax 16,952,378 18,820,155 18,812,328 19,376,698 3020 Franchise Fees 4,771,768 7,316,343 11,195,480 4,285,040 3030 Utility Users Tax 3,655,093 3,931,223 4,015,262 4,270,600 3040 Business License Tax 865,005 1,081,811 1,108,566 1,097,417 3050 Transient Occupancy Tax 1,990,855 2,153,060 2,051,203 2,173,500 3070 Real Property Transfer Tax 700,585 882,413 1,206,059 1,163,000 TOTALS $28,935,&84 $34,185,005 $38,388,898 $32,366,255 $35,737,701 $37,866,632 Licenses and Permits 31 00 Licenses 98,895 93,276 00,398 00,614 3120 Dev/lmprovement Permits 3,214,904 4,052,257 3,101,806 3,334,314 '" 3140 Regulatory Permits 241,264 246,853 260,441 281,791 '" ~ 3160 Other Permits 2,398 2,139 0 0 TOTALS $3,557,461 $4,394,525 $3,458,645 $3,712,719 $4,000,767 $4,270,956 Fines. Forfeitures. Penalties 3200 Community Appearance Penalties 329,550 312,747 249,031 310,648 3210 Law Enforcement Penalties 181,774 214,219 177,086 192,557 3240 Parking Penalties 240,885 230,625 316,287 312,995 3250 Other Penalties 179,052 139,668 178,127 170,000 TOTALS $931,261 $897,259 $920,531 $986,200 $1,172,017 $1,217,790 Use of Monev & Prooertv 3300 Investment Earnings 1,076,432 1,856,461 2,795,157 1,792,989 3310 Sale of Real Property 276,132 64,760 50,569 0 3320 Sale of Personal Property 877 570 21,306 1,000 3330 Rental/Lease of Equipment 65,016 86,029 81,226 76,015 3350 Rental/Lease of Land and Space 354,238 357,220 381,504 391,920 3370 Rental/Lease of Buildings 318,128 297,531 265,920 359,082 TOTALS $2,090,823 $2,662,571 $3,595,682 $2,621,006 $2,705,518 $2,896,438 Revenue from Other Aaencies 3010 Sales Tax 537,779 592,875 573,304 641,194 i>E~.--MR i,5 ,"' 100 GENERAL FUND SCHEDULE OF REVENUES FUND I ACCOUNT 100 GENERAL FUND 3400 State Grants 3440 State Tax Sharing 3460 Motor Vehicle License Fees 3470 State Subvention-Booking Fees 3480 State Reimbursements 3500 Federal Grants 3580 Federal Reimbursements 3600 Other Agency Grants 3690 Other Agency Revenue TOTALS i Charaes for Services 3700 Zoning Fees 3710 Subdivision Fees 3720 Document Fees 3730 Plan Check Fees '" 3740 Inspection Fees 18 3750 Filing Fees 3760 Dev Agreement Fees 3770 other Dev Fees 3800 Animal Shelter Contracts 3810 Dispatch Contracts 3820 I nformation Systems Services 3830 Services to the Port District 3840 Youth Center Utilities Reimb 3900 Recreation Program Fees 3950 Class Admission Fees 3970 Referral Fees 4200 Staff Services Reimbursements 4300 Fees for Other Services TOTALS Other Revenue 4400 Gas Tax Reimbursements 4410 DI F Reimbursements 4420 Transit Reimbursements 4430 Redev Agency Reimbursements 4440 Open Space/Assess Dist Reimb 4450 CIP Reimbursements 4460 CDBG/HOME Reimbursements (J FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED ESTIMATED 381,898 1,314,803 774,360 1,343,250 187,662 194,151 210,796 200,000 8,079,382 9,213,568 10,252,818 11,380,627 269,192 269,192 269,192 269,192 29,573 5,573 3,245 43,595 2,757,141 2,470,840 2,743,760 2,887,642 22,328 66,921 115,208 60,000 31,600 17,082 56,177 106,637 613,500 670,551 883,440 914,952 $12,910,055 $14,815,556 $15,882,300 $17,847,089 $18,347,894 $18,676,400 763,976 1,220,130 1,941,654 206,800 10 21 0 50,639 109,931 88,252 28,575 99,567 2,226,197 2,607,829 1,115,341 1,377,840 1,187,545 1,709,384 1,378,983 3,438,284 -1,011 432,531 198,545 324,208 2,000,665 2,247,120 2,627,890 4,622,024 42,693 141,987 65,792 79,570 7,949 8,075 8,435 3,600 40,717 65,412 17,160 0 52,951 34,345 30,334 26,788 732,957 851,433 864,006 861,117 12,628 6,606 34,698 13,689 439,421 509,664 548,526 668,907 196,581 152,723 180,781 239,513 61,260 63,020 51,105 60,000 898,276 1,192,534 1,700,396 1,620,731 558,126 816,769 679,064 829,432 $9,330,872 $12,147,835 $11,471,285 $14,522,709 $17,083,692 $18,103,227 0 1,888 0 0 520,381 569,103 947,979 1,157,578 332,302 489,480 552,983 584,474 2,028,005 2,709,784 3,181,408 2,976,684 555,000 771,195 882,587 879,356 1,162,478 1,929,333 2,243,742 2,930,848 584,916 542,282 503,942 447,147 () (' \ ) SCHEDULE OF REVENUES FUND/ACCOUNT 100 GENERAL FUND 4480 Other City Funds Reimbursement 4600 Assessments 4700 Collection Charges 4800 Sale of Goods 4900 ~herRevenue TOTALS Transfers In 5221 Tfr In from Gas Tax Fund 5222 Transfer In frm Fed Aid to Urb 5241 Tfr In from Parking Meter Fund 5245 Tfr In from Traffic Safety 5256 Tfr In from Asset Seizure Fund 5261 Tfr In from CA Library Service 5262 Tfr In from Public Library 5271 Tfr In from Disaster Assist &l 5292 Tfr In from Special Sewer Fund '" 5294 Tfr In from Sewer Service Rsrv 5301 Tfr In from Storm Drain Rev 5333 Tfr In frm CDBG 5378 Tfr In from CFD 07M-EL Woods 5379 Tfr In frm CFD 08M-Vlg 6 MM/OR 5380 Tfr In frm CFD 09M-OR Vlg II 5391 Tfr In from Central Garage 5395 Transfer In frm Central Stores 5572 Tfr In from PFDIF-Civic Center 5573 Tfr In from PD Facility Remdl 5574 Tfr In from Corp Yard Relocate 5575 Tfr In from Lib East Territory 5576 Tfr In from Fire Supr Sys Expn 5611 Tfr In from RDA BFITC I 5660 Tfr In from BECA Corporation 5714 Tfr In from CIP w/Fiscal Agent TOTALS TOTAL - 100 GENERAL FUND FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED ESTIMATED 342,117 518,429 447,437 428,122 3,874 3,700 3,695 0 27,177 15,157 74,360 81,127 0 0 758 48,020 2,750,619 1,666,579 2,488,383 2,900,114 $8,306,869 $9,216,930 $11,327,274 $12,433,470 $13,690,654 $13,448,086 2,260,000 2,365,320 2,559,533 2,559,533 0 0 0 0 35,000 0 0 0 385,182 300,000 417,768 460,301 45,000 334,710 0 85,000 145,682 44,500 74,509 71,876 280,285 288,850 281,187 171,912 0 0 0 0 0 50,000 0 0 3,795,745 4,362,849 6,019,077 6,709,023 236,015 299,228 413,157 525,331 0 0 0 32,900 0 0 0 0 0 0 0 0 0 0 0 0 0 0 25,000 25,000 0 0 0 0 0 0 0 0 245,426 0 0 0 189,034 0 0 0 0 0 0 0 0 0 0 0 15,000 15,000 15,000 385,443 307 0 0 0 0 0 5,205,000 0 $7,632,676 $8,060,457 $15,010,231 $11,026,319 $13,235,909 $14,970,049 $83,957,928 $97,905,961 $113,123,666 $110,294,121 $122,790,171 $130,608,000 SCHEDULE OF REVENUES FUND/ACCOUNT 220 TRANSPORTATION FUNDS 3010 Sales Tax 3300 Investment Eamings 3440 State Tax Sharing 3500 Federal Grants 3690 Other Agency Revenue 3770 Other Dev Fees 4480 Other City Funds Reimbursement 4600 Assessments 4900 Other Revenue TOTAL - 220 TRANSPORTATION FUNDS 222 FEDERAL AID TO URBAN FUND FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED ESTIMATED 1,315,000 3,095,000 4,318,000 3,500,000 583,178 679,484 1,023,347 557,890 3,088,099 3,252,911 3,445,143 3,540,919 0 179,991 686,428 1,001,123 0 0 41,000 0 377,323 599,062 516,618 715,992 0 0 405,054 0 5,347 5,827 2,137 898 0 3,000 0 0 $5,368,947 $7,815,275 $10,437,727 $9,316,822 $9,056,795 $9,234,732 3300 Investment Earnings 3500 Federal Grants TOTAL - 222 FEDERAL AID TO URBAN FUND '" '" .... 229 BAYFRONT TROLLEY STATION FUND TOTAL - 229 BAYFRONT TROLLEY STATION FUND 230 SN MIGUEL RANCH FISCAL DEFICIT FUND 13,893 41,264 $55,157 17,318 o $17,318 22,436 o $22,436 15,360 o $15,360 $0 $0 $0 $0 $0 $0 $0 $0 3300 Investment Earnings 3730 Plan Check Fees 3760 Dev Agreement Fees TOTAL - 230 SN MIGUEL RANCH FISCAL DEFICIT FUND 231 WORKERS COMPENSATION FUND o o o $0 o o o $0 1,302 76,422 10,000 $87,724 o 293,690 o $293,690 $0 $0 4900 Other Revenue TOTAL - 231 WORKERS COMPENSATION FUND 232 FLEXIBLE SPENDING ACCOUNT FUND 1,763,980 $1,763,980 1,925,967 $1,925,967 1,854,829 $1,854,829 1,856,900 $1,856,900 $2,327,388 $2,327,388 4900 Other Revenue (1 o o 177,694 163,415 n ~ n SCHEDULE OF REVENUES FUND/ACCOUNT FY 2000 ACTUAL TOTAL - 232 FLEXIBLE SPENDING ACCOUNT FUND $0 FY 2001 ACTUAL $0 FY 2002 ACTUAL $177,694 FY 2003 PROJECTED $163,415 FY 2004 ESTIMATED FY 2005 ESTIMATED $0 $0 241 PARKING METER DISTRICT FUND 3160 Other Permits 3240 Parking Penalties 3300 Investment Eamings 3350 Rental/Lease of Land and Space TOTAL - 241 PARKING METER DISTRICT FUND 21,336 68,311 4,066 210,313 $304,026 23,643 40,785 4,636 211,484 $280,548 26,154 83,211 15,904 228,330 $353,599 22,000 87,000 3,075 245,107 $357,182 $332,746 $335,676 243 TOWN CTR I-PARKING DISTRICT FUND 3300 Investment Earnings TOTAL - 243 TOWN CTR I-PARKING DISTRICT FUND 541 $541 610 $610 860 $860 600 r~~ $600 ~ !!U:~ ~~~ u<." $493 $493 245 PUBLIC SAFETY FUNDS '" 3210 Law Enforcement Penalties 353,517 452,320 449,137 664,301 '" 01 3300 Investment Earnings 46,674 122,266 101,731 26,312 3310 Sale of Real Property 0 14,850 0 0 3320 Sale of Personal Property 0 0 5,316 8,666 3400 State Grants 176,293 686,936 227,880 379,186 3500 Federal Grants 0 270,988 155,329 230,000 3690 Other Agency Revenue 393,748 299,853 154,748 253,000 TOTAL - 245 PUBUC SAFETY FUNDS $970,232 $1,847,213 $1,094,141 $1,561,465 $746,871 $783,370 260 L1BRARY/CUl TURAl ARTS FUNDS 3300 Investment Earnings 1,925 8,177 9,483 795 3400 State Grants 335,146 348,283 345,867 395,966 3440 State Tax Sharing 195,116 249,449 180,695 195,430 3500 Federal Grants 28,930 3,500 5,250 7,500 4900 Other Revenue 775 0 0 125 TOTAL - 260 LIBRARY/CUL TURAL ARTS FUNDS $561,892 $609,409 $541,295 $599,816 $528,013 $528,013 268 RECREATION GRANT FUNDS 3400 State Grants o 121,280 1,182,050 2,301,949 ];1l: ~ ~ m<~ tJI;;TIlIr[ I[ TIll SCHEDULE OF REVENUES FUND/ACCOUNT FY 2000 ACTUAL TOTAL - 268 RECREATION GRANT FUNDS $0 269 RECREATION SOCIAL SERV GRANTS FUND FY 2001 ACTUAL $121,280 FY 2002 ACTUAL $1,182,050 FY 2003 PROJECTED $2,301,949 FY 2004 ESTIMATED FY 2005 ESTIMATED $0 $0 3300 Investment Earnings 3400 State Grant,s TOTAL - 269 RECREATION SOCIAL SERV GRANTS FUND 808 13,387 $14,195 271 FEDERAL DISASTER ASSIST FUND o o $0 o o $0 o 25,706 $25,706 $25,706 $25,706 3300 Investment Earnings 3400 State Grants 3500 Federal Grants 4480 Other City Funds Reimbursement TOTAL - 271 FEDERAL DISASTER ASSIST FUND 5,591 13,207 20,886 124,775 $164,459 '" '" Ol 280 CONSERVATION FUNDS 16,669 o 48,341 o $65,010 22,097 o o o $22,097 16,690 o o o $16,690 $0 $0 3300 Investment Earnings 0 0 6,988 0 3400 State Grants 205,045 127,195 426,215 1,132,587 3500 Federal Grants 49 30,751 67,437 481,705 3690 Other Agency Revenue 0 0 38,108 0 4480 Other City Funds Reimbursement 6,033 0 0 0 4900 OtherRevenue 69,030 0 0 0 TOTAL - 280 CONSERVATION FUNDS $280,157 $157,946 $538,748 $1,614,292 $1,270,470 $1,270,470 290 SEWER FUNDS 3120 Dev/lmprovement Permits 0 0 0 0 3300 Investment Earnings 1,739,037 2,318,390 2,638,092 2,552,725 3310 Sale of Real Properly 0 24,167 0 0 3320 Sale of Personal Properly 110,398 110,398 135,387 110,398 4000 Sewer Fees 18,221,222 21,505,350 21,917,418 18,609,514 4020 Storm Drain Fees 378,567 628,443 520,528 505,830 4040 Industrial Waste Fees 5,933 46,571 5,610 11,000 4100 Pump Station Fees 46,915 158,468 156,729 80,000 4400 Gas Tax Reimbursements 0 8,313 0 0 4450 CIP Reimbursements 109,645 230,825 221,283 2,000 4600 Assessments 339 1,516 779 0 (\ (") ('I SCHEDULE OF REVENUES FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FUND I ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED ESTIMATED 4700 Collection Charges 90,800 110,963 163,656 350,857 4900 Other Revenue 191,523 62,502 0 0 5000 Transfers In 1,000,000 1,300,000 1,340,000 5,245,000 TOTAL - 290 SEWER FUNDS $21,894,379 $26,505,906 $27,099,482 $27,467,324 $36,619,127 $36,439,655 310 HOUSING PROGRAM FUNDS 3000 Property Tax 1,164,961 1,405,176 1,293,521 1,433,039 3300 Investment Earnings 393,477 359,904 308,282 316,209 3350 Rental/Lease of Land and Space 43,952 40,827 32,544 0 4900 Other Revenue 85,228 97,210 103,717 9,625 5000 Transfers In 862,020 306,613 305,946 323,347 TOTAL - 310 HOUSING PROGRAM FUNDS $2,549,638 $2,209,730 $2,044,010 $2,082,220 $1,649,808 $1,764,234 320 COMM DEV BLOCK GRANT FUNDS 3300 Investment Earnings c..> 3500 Federal Grants ~ 5000 Transfers In TOTAL - 320 COMM DEV BLOCK GRANT FUNDS 38,521 2,272,197 o $2,310,718 26,789 2,960,154 o $2,986,943 28,247 2,104,626 o $2,132,873 26,877 6,554,000 471,090 $7,051,967 $3,305,362 $3,305,362 341 PUBLIC LIABILITY TRUST FUND 5000 Transfers In TOTAL - 341 PUBLIC LIABILITY TRUST FUND 250,000 $250,000 250,000 $250,000 o $0 o $0 ill ][!llI $0 $0 350 OPEN SPACE DISTRICT FUNDS 3300 Investment Earnings 185,629 241,573 377,064 216,678 3310 Sale of Real Property 629 0 0 0 4440 Open Space/Assess Dist Reimb 582 1,199 0 0 4600 Assessments 2,741,274 3,410,057 3,972,619 4,830,264 4900 Other Revenue 0 238 6,650 0 TOTAL - 350 OPEN SPACE DISTRICT FUNDS $2,928,114 $3,653,067 $4,356,333 $5,046,942 $6,216,9n $6,774,984 390 FLEET MGMT INTERNAL SERVICE 3300 Investment Earnings 79,978 72,306 112,128 76,790 !JI;;m- iII!IIII SCHEDULE OF REVENUES FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED ESTIMATED 3310 Sale of Real Properly 0 172,066 0 0 3320 Sale of Personal Properly 32,861 0 0 50,000 3730 Plan Check Fees 0 -465 0 0 4420 Transit Reimbursements 454,986 399,718 184,378 848,856 4480 Other City Funds Reimbursement 758 0 1,621 0 4900 Other Revenue 2,712,503 3,276,491 4,098,131 4,679,806 5000 Transfers In 0 40,000 9,422 0 TOTAL - 390 FLEET MGMT INTERNAL SERVICE $3,281,086 $3,960,116 $4,405,680 $5,655,452 $5,309,421 $5,319,126 393 TECHNOLOGY REPLACEMENT FUND 3300 Investment Earnings 4900 Other Revenue 5000 Transfers In TOTAL - 393 TECHNOLOGY REPLACEMENT FUND 395 STORES INVENTORY FUND o o o $0 16,529 o 507,619 $524,148 51,990 646,800 o $698,790 9,810 646,800 o $656,610 $589,384 $589,384 '" fll 3300 Investment Earnings 3320 Sale of Personal Properly 4900 Other Revenue TOTAL - 395 STORES INVENTORY FUND 1,569 o 207,142 $208,711 400 TRANSIT FUNDS 2,312 o 190,233 $192,545 4,249 26 171,392 $175,667 2,230 o 100 $2,330 $2,673 $2,673 3300 Investment Earnings 140,466 214,985 316,570 88,945 3310 Sale of Real Properly 0 22,706 0 0 3400 State Grants 3,714,430 4,416,648 2,621,995 4,367,596 3600 Other Agency Grants 7,348 0 0 0 3690 Other Agency Revenue 0 0 3,248,226 0 3700 Zoning Fees 0 0 0 0 4300 Fees for Other Services 1,731,554 2,143,122 2,289,592 2,370,000 5000 Transfers In 43,253 47,596 0 0 TOTAL - 400 TRANSIT FUNDS $5,637,051 $6,845,057 $8,476,383 $6,826,541 $6,919,061 $6,923,861 420 CHULA VISTA NATURE CENTER 3300 Investment Earnings 3370 Rental/Lease of Buildings 15,737 5,310 r") ~. . n 9,295 11,305 9,564 19,640 o o (') SCHEDULE OF REVENUES FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FUND I ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED ESllMATED 3400 State Grants 107,220 27,758 75 0 3600 Other Agency Grants 0 6,200 63,925 0 3690 Other Agency Revenue 0 50,000 0 0 3950 Class Admission Fees 52,006 49,590 52,065 0 4800 Sale of Goods 33,629 35,163 38,917 0 4900 Other Revenue 49,894 75,794 177,161 0 5000 Transfers In 14,187 0 447 0 TOTAL - 420 CHULA VISTA NATURE CENTER $277,983 $265,105 $361,794 $0 $0 $0 440 DEBT SERVICE - CITY FUNDS 3300 Investment Earnings 5000 Transfers In TOTAL - 440 DEBT SERVICE - CITY FUNDS 32,226 2,445,284 $2,477,510 16,044 3,869,408 $3,885,452 15,570 5,295,972 $5,311,542 12,059 5,294,874 $5,306,933 500 ASSESS DIST IMPROVEMENT FUNDS '" 3300 Investment Earnings 12 4600 Assessments 5000 Transfers In TOTAL - SOO ASSESS DIST IMPROVEMENT FUNDS 140,272 49,447 18,882 $208,601 66,108 9,286 o $75,394 98,892 11,176 o $110,068 101,716 9,675 o $111,391 $59,204 $48,120 540 SEWER DIF FUNDS 3300 Investment Earnings 4350 Sewer/Drainage DIF 4900 CrtherRevenue 5000 Transfers In TOTAL - 540 SEWER DIF FUNDS 359,945 785,534 o o $1,145,479 607,922 2,771,912 7,585,500 o $10,965,334 1,260,991 1,048,224 o 2,700,000 $5,009,215 467,810 2,319,523 o 2,524,596 $5,311,929 $2,779,732 $1,779,732 560 PUBLIC FACILITIES DIF 3300 Investment Earnings 600,788 983,595 1,067,123 1,265,485 3320 Sale of Personal Properly 0 0 2,739 0 3370 Rental/Lease of Buildings 4,800 18,840 12,280 0 4330 Public Facility DIF 4,456,253 9,813,275 6,769,338 12,510,088 4480 Other City Funds Reimbursement 249,945 0 0 147 5000 Transfers In 0 3,083,000 0 1,037,810 SCHEDULE OF REVENUES FUND/ACCOUNT FY 2000 ACTUAL FY 2002 FY 2003 ACTUAL PROJECTED FY 2001 ACTUAL FY 2004 FY 2005 ESTIMATED ESTIMATED TOTAL - 560 PUBUC FACIUTlES DIF $5,311,786 $13,898,710 $7,851,480 $14,813,530 $10,672,692 $10,672,692 580 OTHER DIF FUND 3300 Investment Earnings 4380 Otay R. Pedestrian Bridge DIF TOTAL - 580 OTHER DIF FUND 19.877 384.376 $404,253 59.228 872.559 $931,787 122.079 99,735 $221,814 49.530 588,221 $637,751 590 TRANSPORTATION DIF FUNDS $800,861 $800,861 3300 Investment Earnings 923.427 1,185.838 1.540,511 1.293,395 3440 State Tax Sharing 0 0 0 2.094,795 3500 Federal Grants 0 0 0 0 4340 Transportation DIF 6,466.846 5.076,838 2,409.122 3,381.031 4480 Other City Funds Reimbursement 622.813 529,711 502.843 0 4900 Other Revenue 0 0 0 255,000 5000 Transfers In 0 0 8.000,000 0 to TOTAL - 590 TRANSPORTATION DIF FUNDS $8,013,086 $6,792,387 $12,452,476 $7,024,221 $4,590,368 $4,590,368 .... 0 600 REDEVELOPMENT AGENCY FUNDS 3000 Properly Tax 2.390,424 2.505.015 2.218,854 1.947,926 3300 Investment Earnings 193,354 2.532.843 5.909.454 883,118 3310 Sale of Real Properly 0 0 48.770 0 3350 RentaVLease of Land and Space 10.923 4,000 44.684 0 3370 RentaVLease of Buildings 0 0 683 0 3400 State Grants 0 361.367 0 0 4360 Bayfront Fine Arts Fee 450 -19 0 0 4430 Redev Agency Reimbursements 6,670 0 0 0 4480 Other City Funds Reimbursement 690.639 383,967 273.980 75.000 4900 Other Revenue 2,224.656 18,982.969 9.356 0 5000 Transfers In 556.000 545.000 1.948,043 2,496,609 TOTAL - 600 REDEVELOPMENT AGENCY FUNDS $6,073,116 $25,315,142 $10,453,804 $5,402,653 $5,850,366 $5,379,088 660 BECA CORPORATION FUND 3500 Federal Grants 66,222 o o \~ , ' () o n SCHEDULE OF REVENUES FUND I ACCOUNT FY 2000 ACTUAL TOTAL - 660 BECA CORPORATION FUND $66,222 FY 2001 ACTUAL FY 2002 FY 2003 ACTUAL PROJECTED $0 $0 $0 FY 2004 FY 2005 ESTIMA TED ESTIMATED $0 $0 670 SW TAX AGREEMENT FUNDS 3000 Property Tax 3300 Investment Earnings TOTAL - 670 SW TAX AGREEMENT FUNDS 401,583 27,558 $429,141 557,237 36,386 $593,623 441,523 45,328 $486,851 773,019 33,205 $806,224 680 DEBT SERV - REDEV AGENCY FUNDS 3000 Property Tax 3300 Investment Earnings 5000 Transfers In TOTAL - 680 DEBT SERV - REDEV AGENCY FUNDS 2,431,700 336,406 1,926,110 $4,694,216 3,072,817 422,367 1,985,026 $5,480,210 3,078,368 382,284 9,885,743 $13,346,395 3,538,327 72,785 3,163,938 $6,775,050 $9,380,805 $9,144,046 700 MISCELLANEOUS CIP FUNDS '" .... 3060 Residential Construction Tax 1,056,745 1,458,225 1,177,828 1,150,000 ~ 3300 Investment Earnings 631,290 1,334,317 1,414,739 1,565,879 3400 State Grants 0 1,520,998 514,471 1,655,213 3440 State Tax Sharing 10,228 0 0 1,000,000 3500 Federal Grants 0 174,795 5,850,439 2,007,767 3690 Other Agency Revenue 0 0 0 5,000,000' 4000 Sewer Fees 446,833 623,749 519,932 469,501 4370 Park Aquisition & Develop Fee 225,518 365,937 312,706 4,234,252 4480 Other City Funds Reimbursement 0 7,870 107,805 -7,870 4600 Assessments 0 0 640 0 4900 Other Revenue 672,899 25,905,001 64,145,000 0 5000 Transfers In 0 0 0 0 TOTAL - 700 MISCELLANEOUS CIP FUNDS $3,043,513 $31,390,892 $74,043,560 $17,074,742 $7,152,315 $4,576,501 725 INDUSTRIAL DEV AUTHORITY FUND 3300 Investment Earnings TOTAL - 725 INDUSTRIAL DEV AUTHORITY FUND 391 $391 441 $441 329 $329 430 $430 $351 $351 862 OTHER DEPOSITS FUND SCHEDULE OF REVENUES FUND I ACCOUNT FY 2000 ACTUAL FY 2004 FY 2005 ESTIMATED ESTIMATED FY 2001 ACTUAL FY 2002 FY 2003 ACTUAL PROJECTED TOTAL. 862 OTHER DEPOSITS FUND $0 $0 $0 $0 $0 $0 GRAND TOTAL ALL FUNDS $164.646.508 $257.468.526 5308.475.412 5246.472.248 $246.356.422 $250.769.205 '" .... '" () ~ ( ) ,~ . I SUPPLEMENTAL INFORMATION I 343 344 T .~..L>~" Y ACCOUNTING SYSTEMS AND BUDGETARY CONTROL The City's accounting records are maintained using a modified accrual basis of accounting as explained in the notes to the financial statements, following the accounting practices for governmental units as recommended by the Governmental Accounting Standards Board. Basic City operations are accounted for in the City's General Fund, with other activities accounted for in separate funds as required by law or determined by management discretion. Generally, revenues are recorded when measurable and available, and liabilities are recorded when incurred. In administering the City's accounting systems, primary consideration is given to the adequacy of internal accounting controls, which include an array of administrative procedures. These controls are designed to provide reasonable, but not absolute, assurance regarding the safeguarding of assets against loss from unauthorized use or disposition, as well as the reliability of financial records for accurate and fair presentation of financial reports. The concept of reasonable assurance recognizes that the cost of specific controls should not exceed the benefits likely to be derived from exercising the controls, and that this evaluation necessarily involves estimates and judgments by management. It is believed that the City's internal accounting controls adequately safeguard City assets and provide reasonable assurance of proper recording of financial transactions. The City Charter charges the Director of Finance with the responsibility to supervise and be responsible for the disbursement of all monies and have control over all expenditures to insure that budget appropriations are not exceeded. The level of budgetary control, that is the level at which expenditures are not to exceed Council approved appropriations, is established at the department and expenditure level (e.g., personnel services, supplies and services, capital). Any budget modification that would result in an appropriation increase requires City Council approval. The City Manager and Finance Director are jointly authorized to transfer up to $15,000 of appropriations between expenditure categories within a departmental budget. Any appropriations transfers between departments require City Council approval. An encumbrance (commitment) accounting system is utilized as a technique to enhance budgetary control during the year. Appropriations encumbered (committed) at year-end may be carried forward with City Manager approval and are available to be used for those commitments during the subsequent year. Unspent and unencumbered appropriations lapse at year-end and become generally available for re- appropriation the following year. I 345 346 T COST ALLOCATION PLAN In providing direct public services to its citizens (i.e. public libraries, parks and recreational facilities, street and sewer maintenance, public safety), the costs incurred by the City extend far beyond "direct" staff salaries. Two of the primary costs over and above staff salaries are fringe benefits and paid time off. Fringe benefits for full time City employees include participation in the Public Employee Retirement System (PERS), medical insurance, vacation and sick leave buy back, and car allowances. Paid time off includes vacation time, holidays, sick leave, comp time, and management leave. A full accounting ofthe costs associated with providing any type of service must include all of these expenses. Contributing even more significantly to total public service costs are the indirect costs of "doing business". For example, personnel staff are needed to handle recruitment and hiring, payroll staff are needed to pay salaries, supervisors are needed to provide direction and training, secretaries are needed to keep records and provide administrative support, and managerial staff are needed to make organizational decisions. Furthermore, City staff requires office space with furnishings, computer systems, and a variety of office and field equipment. Combined, the indirect costs associated with providing a public service can potentially exceed the direct salary costs. Given the magnitude of indirect costs, the City chose in September of 1982 to adopt a policy of full cost recovery, under which both the direct and indirect costs associated with providing public services are identified and, when possible, recovered. In defining direct and indirect services, the City follows the conservative lead of the federal government guidelines for grant reporting contained in OMS Circular A-8? While this method assures appropriate billing on grants, it defines some costs as direct that would normally be considered indirect functions. To limit the impact these restrictions could have on overall cost recovery, a separate "grant restrictions" set of full cost recovery factors has been calculated. These more stringent standards prohibit the recovery of certain indirect costs such as department heads and administrative secretaries in addition to accounting, procurement, and personnel functions. Indirect costs were allocated to the various City departments using multiple "drivers". For example, the costs associated with procurement were allocated following budgeted supply and service dollars while the costs associated with telephone support were allocated following the number of office employees. This greatly improved the accuracy of the indirect cost allocation by more realistically linking support services to direct service programs. I 347 348 J ~ INTERNAL SERVICE FUNDS FLEET MANAGEMENT This fund is used to account for vehicle and equipment services provided to City departments. Revenue accruing to this fund comes from charges to City departments benefiting from services provided. STORES INVENTORY This fund is used to account for the City's Warehouse and Central Stores operation. The source of revenue is a reimbursement of costs for items purchased by various City departments. I 349 350 T - DEBT ADMINISTRATION As of June 30, 2002, the City had borrowed funds through several long-term debt issues and had other obligations to be funded over a period of time longer than one year, which can be categorized as follows: Description Tax Allocation Bonds Pension Obligation Bonds Certificates of Participation Capital Leases Notes/Loans Payable Miscellaneous Claims Payable Compensated Absences (Employee Leave) Subtotal Advances from other Funds Total Long Term Debt Amount Outstanding $43,330,000 15,456,449 95,245,000 5,719,217 649,256 6,866,386 4.028.970 $171,295,278 41.662.838 $212958116 - The Long-Term Debt total reflects an increase of $60,868,546 when compared to the prior year amount. The largest increases occurred in 2002 Certificates of Participation as discussed below. The annual debt service payments during this fiscal year amounted to $12,769,767 of which $5,751,490 was an obligation ofthe City, and $7,018,277 an obligation ofthe Redevelopment Agency. When viewed as a percentage of the General Fund Operating budget, the City's debt service payment translates to 4.9% of the operating budget. Municipal Financial Analysts would consider this a normal, manageable debt level for a City of our size and growth characteristics. The Tax Allocation Bonds and Certificates of Participation not only represent money borrowed in past years to support redevelopment activities in various areas of the City, including the shopping mall, downtown Third Avenue, the Otay Valley Auto Park, and the County Regional Center, but also include one new issue. The 2002 Certificates of Participation were issued in the amount of $60.1 million to provide funds to construct the City's new Police Headquarters, finance the reserve account of the certificates, to capitalize interest during construction and to pay the issuance costs of the certificates. - The Pension Obligation Bonds represent money borrowed in 1994 to allow the City to pay down the liability to the Public Employees' Retirement System that had accumulated over many years, and for which the City was being charged a higher interest rate than was obtained by this borrowing. The Capital Leases represent several long-term lease-purchase obligations for the acquisition of office copy equipment, communications, computer-aided dispatch, and fiscal systems 351 software and hardware. The majority of the Notes/Loans Payable represent the City's or Agency's commitment to repay others for a portion of their initial investment in commercial endeavors within the City based on expected sales tax growth accruing to the City. The Miscellaneous Claims Payable represents the probable amount of loss as estimated by legal counsel and risk management staff due to worker's compensation and general liability claims filed against the City. The obligation for Compensated Absences represents the current dollar value of accumulated leave balances, primarily vacation leave, for employees that would have to be paid off if all employees terminated for whatever reason as of June 30, 2002. Finally, the Advances from Other Funds generally represents two types of interfund obligations related to the Redevelopment Agency. The balance includes $6.9 million offunds loaned from the BayfrontIT own Center I Project Area to various Capital Project Funds plus accrued interest of $2.3 million as of June 30, 2002. In addition, the balance includes various loans and obligations under reimbursement agreements totaling $16.8 million for certain lease payments and $3.3 million for operation purposes owed by the Redevelopment Agency to the General fund. These obligations have been incurred in furtherance of various redevelopment activities throughout the City. Also included in Advances from Other Funds are loans from the Sewer Fund to the Gas Tax Fund ($600k), Storm Drain Fund ($1.4 million), and Special Assessment District Improvement Fund ($0.1 million) and from the Development Impact Fee Funds to the General Fund ($1.1 million) for various capital projects. During this reporting period, advances from Other Funds included a loan from the Trunk Sewer Fund to the Salt Creek Sewer Basin DIF for approximately $1.3 million used for construction of major sewer projects needed to support continued growth. 352 J GANN APPROPRIATIONS LIMIT Article XIIIB of the California Constitution, approved by the voters in 1979, imposed the concept of spending limits on local governments. This Constitutional provision and related implementing legislation specifies that annual increases in appropriations financed from "Proceeds of Taxes" are limited to a base year (1978-79) amount increased annually by an inflation factor comprised of the change in population of the City combined with the greater of the char'lge in new non-residential construction or the change in the California per capita personal income. By definition, "Proceeds of Taxes" includes such revenues as property taxes, sales and use taxes, utility users taxes, transient occupancy taxes, and state subventions. Revenues from other sources like fees/charges and federal grants are considered "Non-Proceeds of Taxes" and are not subject to the annual spending limit. This calculation has always been perfunctory for the City of Chula Vista, since the proceeds oftaxes for the City are far less than the statutory appropriation limit. The State Department of Finance and the San Diego County Assessor's Office are charged with providing the data necessary for local jurisdictions to establish their appropriation limit. According to these sources, for purposes of the fiscal year 2004 calculation, the City's population increased 4.96 percent and new non-residential construction increased 4.37 percent. California per capita personal income increased by 2.31 percent and was not used in the formula to compute the limit since this increase was lower than the increase in new nOn- residential construction. The fiscal year 2004 Appropriation Limit has been calculated as follows: Fiscal Year 2003 Appropriation Limit $344,993,751 Increased by an inflation factor composed of the increases in population and new non-residential construction X 1.0955 Fiscal Year 2004 Appropriations Limit ,$377 .929.44li The "Proceeds of Taxes" as included in the fiscal year 2004 budget that are subject to the appropriations limit are estimated to be $59,128,434. Therefore the City has what is referred to as an appropriation "gap" of $318,801,015 ($377,929,449 - $59,128,434). Simply stated, this meanS that the City could collect and spend up to $318,801,015 more in taxes during fiscal year 2004 without exceeding the Constitutional limit. I 353 354 r CITY STAFF EMPLOYEES 10-Year Position Summary PROPOSED PROPOSED DEPARTMENT FY 1996 FY 1997 FY 1998 FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 ~ City Council 9.25 8.63 8.63 9.25 9.25 9.25 9.87 11.07 11.07 11.07 Boards and Commissions 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 City Attorney 6.00 6.00 8.76 9.00 9.00 11.00 11.00 11.00 11.00 11.00 City Clerk/Elections 3.00 3.00 3.50 3.50 7.50 7.70 7.50 7.50 7.50 7.50 Administration 10.00 9.00 9.00 8.00 21.25 24.25 26.84 47.84 26.84 26.84 Management and Information Services 10.00 10.00 10.00 14.00 24.00 26.00 26.50 27.50 27.50 27.00 Human Resources 13.25 11.75 12.75 13.25 24.00 25.00 24.50 23.50 23.50 23.50 Finance/Parking Meters 29.40 28.40 30.08 31.91 33.58 31.58 30.42 30.42 28.75 28.75 General Services 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 61.62 60.62 Total 80.90 76.78 82.72 88.91 128.58 134.78 136.63 158.83 197.76 196.28 ~ '" Community Development 24.00 23.00 22.00 17.00 22.00 22.00 24.00 24.00 23.00 23.00 CJ1 CJ1 Planning and Building 47.72 49.40 47.25 48.50 72.00 75.00 90.93 92.93 97.93 95.93 Engineering" 0.00 0.00 0.00 0.00 0.00 0.00 0.00 92.96 93.00 93.00 Public Works Operations/Fleet Management" 163.71 169.23 173.73 217.60 256.25 274.75 294.80 196.72 169.06 172.56 Total 235.43 241.63 242.98 283.10 350.25 371.75 409.73 408.61 382.99 384.49 ~ Police 249.57 258.74 271.72 274.78 323.98 339.91 351.16 361.16 360.66 360.66 Fire 91.80 89.80 89.80 89.80 84.30 84.30 85.75 87.75 96.75 106.75 Total 341.37 348.54 361.52 364.58 408.28 424.21 436.91 448.91 457.41 467.41 ~ Recreation 115.11 112.34 118.52 50.50 65.61 70.15 77.71 72.21 78.00 78.00 Library 79.08 75.80 76.05 76.83 103.22 96.04 109.52 117.35 117.35 117.35 Nature Center 5.83 5.83 5.83 6.25 7.25 7.50 9.91 9.47 9.47 9.47 Total 200.02 193.97 200.40 133.58 176.08 173.69 197.14 199.03 204.82 204.82 Grand Total 857.72 860.92 887.62 870.17 1063.19 1104.43 1180.41 1215.36 1243.00 1253.00 * Prior to fiscal year 2003 Engineering staff were included with Public Works Operations/Fleet Management 356 r - COMMUNITY PROFILE Local Economy and Prospects for the Future The City of Chula Vista is one of the only communities in the San Diego region that has maintained, and will continue to maintain, a steady rate of population and economic growth over the years. Covering more than 33,000 acres, from San Diego Bay to the San Miguel Mountains, Chula Vista is 7 miles from the busiest international border crossing in the world and 7 miles from downtown San Diego. Since it's incorporation in 1911, the City's population has grown to more than 201 ,000 residents and is expected to reach 282,000 by the year 2030, and is one of the most demographically diverse in the county. The health of Chula Vista's economy is based on its diversification. Rated one of California's best cities for business by California CEO magazine, the city is home to the American corporate headquarters of DNP Electronics, which also has manufacturing on site, and Hitachi Home Electronics, manufacturing facilities such as Raytheon, and B.F. Goodrich as well as R&D facilities such as the Leviton facility in Eastlake. The City has a growing auto mall with the existing Chevrolet, Ford and Honda dealerships soon to be joined by additional firms currently finalizing their locations. The addition of retail operators such as Lowe's,Target, Super Wal-Mart and Home Depot in portions of the eastern territories will provide goods and _ services for the new home construction in areas like Otay Ranch and Rancho del Rey. Tourism also plays a role in the city's economic base, benefiting from attractions such as Knott's Soak City USA, the 20,000-seat Coors Amphitheatre, the Olympic Training Center and the Chula Vista Nature Center. This is a city that combines older, well-established neighborhoods with award-winning master planned communities, a quaint village downtown and broad expansion opportunities to the east. We are home to a wide spectrum of residential housing opportunities, with the median price of a single-family home reported to be $394,623. More than half of the City's housing (58%) is made up of single-family homes. Chula Vista's median family income is reported to be $49,065, though 25% of the families here report an annual income of at least $75,000. Economic indicators for the city have reflected a milder recession period than that of the national economy. All major economy-driven revenues continue to trend upward, albeit some, such as Sales Tax revenues, have done so at a reduced pace. For a ten-year period between 1991-2001, Chula Vista's sales tax revenues grew approximately 61%, with most of that growth occurring after fiscal year 1995. During the 2002 fiscal year, generally regarded as a recession period, Chula Vista's sales tax revenue remained at the same level as the previous fiscal year. Property Tax and Motor Vehicle License Fee revenues have continued to grow at historically high rates right through the recession period. The housing market in Chula Vista remains healthy, both new construction and resale activities, which contribute significantly to property tax revenues. - Assuming no dramatic, external changes, the City can look forward to continued economic health and growth throughout the coming fiscal year. 357 '\ Population, Housing and Income Statistics for the City of Chula Vista as of January 1, 2002 General Information Incorporated .................................1911 Government ..............Council/Manager Bond Rating ...................................... A PODulation bv Ethnic GrouD Hispanic... ... ......... ...... ... ..... ... ........49% White ........................................... 31 % Asian/Other .................................. 13% Black. ............. .......... ......... .............. 6% PODulation Population ...............................201,210 Median Age ...................................34.7 Housina TVDe Single Family............................ 36,250 Multiple Family.......................... 22,500 Mobile Homes............................. 3,750 Housina Housing Units............................62,500 Persons Per Household ..............3.035 Vacancy Rate............................ 2.88% Household Income Median Household Income ..... $49,065 Under $10,000................................ 6% $10,000 - $24,999 ........................ 17% $25,000 - 34,999..........................13% $35,000 - $49,999 ........................ 17% $50,000 - $74,999 ........................ 23% $75,000 - $99,999 ........................ 12% $100,000 or more ......................... 13% Public Safety Total Assessed Valuation....$9.7 billion Fire Class Rating................................3 Fire Personnel Ratio.............0.45/1000 Police Personnel Ratio .........1.24/1000 Source: San Diego Association of Governments; California Department of Finance 358 r ......... - GLOSSARY OF FINANCE AND BUDGET TERMS USED BY THE CITY OF CHULA VISTA Accrual Basis of Accounting - The accounting basis used by the City by which transactions are recognized when they occur, regardless of the timing of cash receipts and disbursements. Accounting System - The collective set of records and procedures used to record, classify, and report information on the financial status and operations of the City. Accounts Payable - Amounts owed by the City to external entities for goods and services received. Accounts Receivable - Amounts due to the City from external entities for goods and services furnished. Adopted Budget - The title of the budget following its formal adoption by resolution of the City Council. Amended Budget - The title of the budget version that includes all amendments to the Adopted Budget approved by Council throughout the fiscal year. Appropriation - A legislative act by the City Council authorizing the expenditure of a designated amount of public funds for a specific purpose. Audit - An examination of City records and accounts by an external source to check their validity and accuracy. Bond - A certificate of debt issued by a government or corporation guaranteeing payment of the original investment plus interest by a specified future date. Budget - A spending plan and policy guide comprised of an itemized summary of the City's probable expenditures and revenues for a given fiscal year. Capital Expenditures - Expenditures related to the acquisition, replacement, or improvement of a section of Chula Vista's infrastructure. Capital Improvement Program - The long-range construction plan designed to foresee and address the City's future capital needs. Capital Project - Any major construction, acquisition, or renovation that increases the useful life of the City's physical assets or adds to their value. 1 Debt Service - Payment of interest and repayment of principal to holders of the City's various debt instruments. 359 Depreciation - The expense incurred with the expiration of a capital asset. Direct Costs - Operational expenditures exclusive to a specific service or program. Discretionary Revenue - Revenues that are generated by general or specific taxing authority such as Property or Sales Taxes. Encumbrance - The designation of appropriated funds to buy an item or service. Fiscal- Of or pertaining to the finances of the City. Fiscal Year - The twelve-month period beginning July 1st and ending June 30th of the subsequent calendar year. Fixed Assets - An asset with a useful life greater than three years. Full-time Equivalent Positions - The conversion of a part-time, temporary, or volunteer positions to a decimal equivalent of a full-time position based on an annual amount of 2,080 hours worked. Generally Accepted Accounting Principles - A uniform set of minimum standards for external financial accounting and reporting. Gann Appropriation Limit - A State of California mandated appropriation limit imposed on local jurisdictions. General Fund - See Operating Budget. General Plan - The fundamental policy document that guides the City's future growth and development. General Revenue - See Discretionary Revenues. Grants - A contribution by a government or other organization to provide funding for a specific project. Grants can either be classified as capital projects or operational, depending on the grantee. Indirect Cost - Costs that are essential to the operation of the City but not exclusive to any specific service or program. Indirect costs are primarily associated with support departments such as City Clerk, City Attorney, Administration, Management Information Systems (MIS), Human Resources, and Finance. Infrastructure - Basic physical assets such as buildings, streets, sewers, and parks. Interest Expense -Interest costs paid by Chula Vista on loans and bonds. , ./ Liability - Debt or other legal obligations arising out of past transactions that will be liquidated, 360 renewed, or refunded at some future date. Memorandum of Understanding - A document detailing the outcomes of labor negotiations between the City and its various bargaining units. Municipal Code - A collection of ordinances approved by City CounciL Operating Budget - Costs associated with the on-going, day-to-day operation of the City. Ordinance - A formal legislative enactment by the City Council. Other Expenditures - All budgeted expenditures that do not fall into one of the three primary expenditure categories: Personnel, Supplies and Services, and CapitaL Personnel Services Expenditures - Salaries, wages, and benefits paid for services performed by City employees. Program Revenue - Revenues generated by a given activity. Proposed Budget - The title of the budget prior to its formal adoption by resolution of the City CounciL Reserves - The portion of the General Fund balance set aside for contingencies. Resolution - A special order of the City Council that requires less legal formality than an Ordinance. Spending Plan - A preliminary budget approved by Council contingent upon subsequent adoption of appropriations. Supplies and Services Expenditures - Expenditures for supplies required for the daily operation of the City and for contractual and professional services. Yield - The rate of return earned on an investment based on the price paid. I 361 362 J - LIST OF ACRONYMS ALS - Advanced Life Support ASSE - American Society of Safety Engineers BLS - Basic Life Support BPS - Building Project Supervisor BCT - Bayfront Conservancy Trust BPM - Building Project Manager BRT - Business Response Team CAD - Computer Aided Dispatch CAFR - Comprehensive Annual Financial Report - CAST - Citizens Adversity Support Team CDBG - Community Development Block Grant CDFG - California Department of Fish and Game CD-ROM - Compact Disk Read Only Memory CEO - Chief Executive Officer CHIP - Community Housing Improvement Program CIP - Capital Improvement Plan/Project/Program COP - Community Oriented Policing COPS MORE - Community Oriented Policing Services Making Officer Redeployment Effective CSO - Community Service Officer CSR - Customer Service Representative - CVT - Chula Vista Transit DASH - Dynamic After School Hours 363 DDA - Disposition and Development Agreement DIF - Development Impact Fee EDC - Economic Development Commission EDS - Economic Development Strategy ERA - Economic Research Associates ERAF - Educational Revenue Augmentation Fund FTE - Full-Time Equivalent FY - Fiscal Year GAAP - Generally Accepted Accounting Principles GASB - Governmental Accounting Standards Board GFOA - Government Finance Officers of America GIS - Geographic Information System GMOC - Growth Management Oversight Committee HAZCOM - Hazardous Communications HOA - Home Owners Association HVAC - Heating\VentilationlAir Conditioning IFAS -Integrated Fund Accounting System IIPP - Injury Illness Prevention Program IMA - Infrastructure Modules Applications JPA - Joint Powers Authority LAD - Landscape Architecture Division LAN - Local Area Network LEAP (Community Development) - Local Employer Assistance Program LEAP (Library) - Library Educational Afterschool Program 364 T - ---J - MBPS - Mega Bytes Per Second MHZ - Megahertz MIS - Management and Information Systems\Services MOU - Memorandum of Understanding MSCP - Multiple Species Conservation Plan NCCP - Natural Community Conservation Plan NPDES - National Pollution Discharge Elimination System ODT - Organizational Development and Training PBID - Property-based Business Improvement District PDM - Project Design and Management POP - Projected Oriented Policing RCS - Regional Communications System RCT - Residential Construction Tax RDA - Redevelopment Agency RFP - Request for Proposals RFQ - Request for Qualifications RVT - Registered Veterinarian Technician SANDAG - San Diego Association of Governments SANDPIPA - San Diego Pooled Insurance Policy Association SBEZ - South Bay Enterprise Zone SCADA - Supervisory Control and Data Acquisition SRA - Community Development Block Grant SRO - School Resource Officer STRETCH - Safe Time For Recreation, Enrichment And Tutoring 365 USFWS - u.s. Fish and Wildlife Service WMS - Work Management System j 366 T .._,.,',' I GENERAL INFORMATION How can I reach the Mayor and City Council? Mayor: Phone: Fax: E-Mail: Stephen C. Padilla 619-691-5044 619-476-5379 spadi lIa@ci.chula-vista.ca.us Council Members: Phone: 619-691-5044 Fax: 619-476-5379 E-Mail: Deputy Mayor Jerry Rindone Patty Davis John McCann Mary Salas How can I reach the City Manager? City Manager: Phone: Fax: E-Mail: David D. Rowlands, Jr. 619-691-5031 619-409-5884 drowlands@ci.chula-vista.ca.us Other general information: City Web Site: http://www.ci.chula-vista.ca.us jrindone@ci.chula-vista.ca.us pdavis@ci.chula-vista.ca.us jmccann@ci.chula-vista.ca.us msalas@ci.chula-vista.ca.us 367 /--- 368 r u....:",.' . c::