HomeMy WebLinkAboutAgenda Packet 2001/01/23 ADJOURNED REGULAR MEETING OF THE CITY COUNCIL
AGENDA
Council Conference Room
Administration Building
276 Fourth Avenue
January 23, 2001 Immediately following the
Regular Council Meeting at
6:00 p.m..
CALL TO ORDER
ROLL CALL: Councilmembers Davis, Rindone, Padilla, Salas, and Mayor Horton
1. DISCUSSION OF TWO-YEAR BUDGET PROCESS
ORAL COMMUNICATIONS
ADJOURNMENT to the Regular Meeting of February 6, 2001 at 4:00 p.m. in the Council
Chambers.
CITY OF CHULA VISTA
CITY COUNCIL WORKSHOP ON FY02-FY03 BUDGET
January 27, 2001
AGENDA
PROPOSED FRAMEWORK FOR THE BIENNIAL BUDGET
FISCAL POLICIES
Existing v. Proposed
TENTATIVE SCHEDULE
ALLOCATION OF "DISCRETIONARY" RESOURCES IN THE CURRENT YEAR
DEFINITION OF "DISCRETIONARY RESOURCES"
ESTIMATED AMOUNT AVAILABLE
ALLOCATION BY FUNCTION FOR FISCAL YEAR 2001
ALLOCATION OF DISCRETIONARY RESOURCES FOR FY02 & FY03
ESTIMATES OF AMOUNTS TO BE AVAILABLE
COUNCIL PRIORITIES FOR ALLOCATION OF DISCRETIONARY RESOURCES
PROPOSED FISCAL POLICIES
A. General
1. The City will manage its financial assets in a sound and prudent manner.
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 Polic)9
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)
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 Department/category level,
meaning that each department is authorized to spend up to the total
amount appropriated for that department within the expenditure categories
of Personnel Costs, Supplies & Services, Other Charges, 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 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 establish salary and benefit levels for safety
employees so that they are compensated no lower than third when
compared to all other jurisdictions in San Diego County.
5. 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)
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 approphated (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 infi'astructure 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.
DISCRETIONARY RESOURCES
DEFINITION
"DISCRETIONARY RESOURCES" are those revenues that are not
collected as reimbursement for the costs of any given activity or
program, but generated either through the City's general or specific
taxing authority or earned through management of the City's assets.
Examples would be Property Tax, Sales Tax, Vehicle License Fees, Utility
Users Tax, Business License Tax, Transient Occupancy Tax, Franchise Fees,
Investment Interest Earnings, etc.
All other revenues, typically referred to as "PROGRAM RESOURCES, "are
those revenues collected as reimbursement for the cost of administering a
specific program or those that are generated as a result of a given program or
activity. Examples would be Building Permit Fees, Inspection Fees,
Development Agreement Fees, Recreation Program Fees, State & Federal
Grants, Special Fund Staff-time Reimbursements, Law Enforcement Fines,
etc.
SIGNIFICANCE
"DISCRETIONARY RESOURCES" represent those resources available to
the Council over which they have broad discretion as to how they are
allocated among the many City programs in order to meet the perceived
needs of the community.
GENERAL FUND
DISCRETIONARY REVENUES
FY2001
SALES TAX $17,702,000
PROPERTY TAX $10,827,398
VEHICLE LICENSE FEES $8,798,000
FRANCHISE FEES $5,052,000
UTILITY USERS TAX $3,705,000
TRANSIENT OCCUPANCY TAX $2,064,000
OTHER LOCAL TAXES $1,490,200
OTHER MISCELLANEOUS $1,672,952
TOTAL DISCRETIONARY REVENUE $51,311,550
GENERAL FUND DISCRETIONARY REVENUE
FY01 FY02
SALES TAX $17,702,000 $19,658,000
PROPERTY TAX $10,827,398 $12,375,990
VEHICLE LICENSE FEES $8,798,000 $9,457,950
FRANCHISE FEES $5,052,000 $5,304,600
UTILITY USERS TAX $3,705,000 $3,816,150
TRANSIENT OCCUPANCY TAX $2,064,000 $2,136,240
OTHER LOCAL TAXES $1,490,200 $1,534,906
OTHER MISCELLANEOUS $1,672,952 $1,723,000
TOTAL DISCRETIONARY REVENUE $51,311,550 $56,006,836
PROJECTED INCREASE FOR FY2002 9.2% $4,695,286
CITY OF CHULA VISTA
GENERAL LONG-RANGE GOALS
Fiscal Years 2002-2003
· TO PROVIDE FOR A SAFE COMMUNITY
· TO MAINTAIN ADEQUATE AND FUNCTIONAL
INFRASTRUCTURE
· TO ENSURE THE ECONOMIC VIABILITY OF THE COMMUNITY
BY ENCOURAGING A DIVERSE BASE OF SUCCESSFUL
BUSINESSES, AND BY MAINTAINING A BALANCE OF QUALITY
JOBS AND HOUSING
· TO SUPPORT A FAMILY ORIENTED COMMUNITY WITH
LIBRARY, RECREATIONAL, AND EDUCATIONAL
OPPORTUNITIES FOR ALL AGE GROUPS
TO MAINTAIN A PRUDENT MINIMUM RESERVE LEVEL IN THE
GENERAL FUND OF 8 PERCENT IN ORDER TO PROVIDE FOR
ADEQUATE CASH FLOW, FLEXIBILITY IN ROUTINE
OPERATIONS, AND A CONTINGENCY FOR ECONOMIC
DOWNTURNS
CITY OF CHULA VISTA
GENERAL LONG-RANGE GOALS
Fiscal Years 2002-2003
· TO MANAGE THE CITY'S FINANCIAL ASSETS IN A SOUND AND
PRUDENT MANNER IN ORDER TO ENSURE THE CONTINUED
VIABILITY OF THE ORGANIZATION
· TO PROVIDE FOR A SAFE COMMUNITY
Police Incidence Response
Police Investigations
Police Prevention Activities
Animal Control
o Fire/MedicalIncidence Response
o Fire Prevention
Building & Fire Code Enforcement
· TO MAINTAIN ADEQUATE, FUNCTIONAL, & ATTRACTIVE
INFRASTRUCTURE
Street & Sidewalk Maintenance
o Street Sweeping
o Urban Forestry & Landscape Maintenance
Drainage Facility. Maintenance
Park Maintenance
o General Planning & CommuniW Appearance Programs
· TO ENSURE THE ECONOMIC VIABILITY OF THE COMMUNITY
BY ENCOURAGING A DIVERSE BASE OF SUCCESSFUL
BUSINESSES, AND BY MAINTAINING A BALANCE OF QUALITY
JOBS AND HOUSING
o Economic Development
o Business Retention
· TO SUPPORT A FAMILY ORIENTED COMMUNITY WITH
LIBRARY, RECREATIONAL, AND EDUCATIONAL
OPPORTUNITIES FOR ALL AGE GROUPS
o Library Operations
Library Collection
Literacy Program
o Afterschool Programs
CulturalArts Programs
Recreation Programs
o Nature Center Operations
INTERDEPARTMENTAL CORRESPONDENCE
Date: January 19, 2001
To: Honorable Mayor and City Council
Via: David D. Rowland~., City Manager
From: Robert W. Powell, Deputy City Manager'~
Subject: Fiscal Years 2001-2003 Budget Kickoff
Immediately following the regular Council meeting on January 23, 2001, we are
scheduled for a workshop that we are referring to as a Budget Kickoff. In general,
the purpose for the workshop is to accomplish two things: 1) obtain Council
consensus on a proposed set of budgetary fiscal policies that will guide the overall
budget preparation process, and 2) obtain Council input on their collective priorities
for allocating General Fund discretionary resources over the next two fiscal years.
The proposed agenda for the workshop is as follows: · Review of Proposed Budgetary Fiscal Policies
· Review of Fiscal Projections Focusing on Discretionary Resources
· Review of Direct Service Programs Funded with Discretionary Resources
· Determination of Council Priorities for Discretionary Resource Allocation
to Direct Service Programs
In order to facilitate your understanding and participation, this workbook contains a
summary of the Proposed Budgetary Fiscal Policies and brief descriptions of the
City's current programs that provide direct services to the community and that are
funded with discretionary resources. Please review this information and bring the
workbook with you to the workshop.
Should you have any questions on the proposed policies, please feel free to contact
Bob Powell at 409-5818. If you would like additional information before the
workshop on any of the programs described herein, please feel free to contact the
responsible department head. Of course, department representatives will also be in
attendance at the workshop to answer any questions you may have.
PROPOSED BUDGETARY FISCAL POLICIES
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. Recurr/ng 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)
B. Revenue
1. The City will cndeavor to maintain a diversified and stable revenue base in
order to minimize the impact lo 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 Department/category level,
meaning that each department is authorized to spend up to the total
amount appropriated for that department within the expenditure categories
of Personnel Costs, Supplies & Services, Other Charges, 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
2
Balance with the exception of any appropriations encumbered as the resolt
ora 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 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)
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 armual 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.
4
COMMUNITY NEEDS-BASED PLANNING
The General Plan, the growth management program and other city master plans
ensure that the types of services, the level of service, and service delivery
methods meet identified community needs. This is done by identifying the
public's service expectations, assessing current service levels in light of these
expectations and developing plans to ensure expectations are met, within the
limitation of resource constraints.
COMMUNITY INVOLVEMENT
.Encouraging and providing opportunities for community involvement aids the City
m meeting the community's needs. Community input is obtained during various
planning efforts (e.g., general plan, growth management program, various
departments' business plans) as well as through public hearings and
notifications, boards and commissions, town meetings, liaisons with various
community and business groups, coordination with other government and non-
profit organizations and surveys. '
PUBLIC INFORMATION
The City is responsible for providing the community with accurate and timely
information on issues affecting them. Public information also fosters awareness
and utilization of City services. Public information is accomplished through a
variety of mediums designed to reach the general public or targeted groups
depending on the issue. Some of the mediums utilized include the Chula Vista
quarterly newsletter the Spotlight, press releases related to current issues and
community events, televising of council meetings, brochures, providing good
customer service on the phone and in person, and the internet.
POLICE INCIDENT RESPONSE
The Chula Vista Police Department responds to calls for service received via the
911 system according to priority level; calls are prioritized according to the
circumstances of the situation. Calls that require a police response fall into four
categories: Priority I (emergency response, for a call such as a burglary in
progress); Priority II (urgent response, for a call such as a verbal domestic
violence incident); Priority III (immediate response, if possible, for a call such as
a noise complaint); and Priority IV (routine response, for such activities as taking
a vandalism report). In responding to certain calls for service, the Department
employs a Differential Response System. The Differential Response System
increases the availability of sworn officers for emergency calls by employing
alternate response strategies where appropriate. These strategies include
response by Community Service Officers and Senior Volunteer Personnel,
telephone reporting options, and referrals to other agencies. The Department
responded to over 76,000 calls for service in FY99-00 -- an average of 208 calls
per day. In addition to the 76,000 calls for service received through 911, officer-
initiated activity generated another approximately 20,000 calls for service in
FY99-O0.
POLICE INVESTIGATIONS
After responding to a call for service, a patrol officer determines whether a crime
has occurred and completes a preliminary report on the incident. If a crime
occurred, the incident report is forwarded to the patrol sergeant for coordination
with the investigative sergeant in charge of the crime type or other appropriate
investigative personnel. The investigative sergeant assesses the solvability of the
case, looking at such things as the quality of physical evidence, and the
existence of witnesses and viable suspects. If investigative personnel determine
that the case is workable~, it is assigned to a detective, who attempts to clear the
case through arrest or exceptional circumstances (death of suspect, or a suspect
confesses to additional crimes). If, after an investigation, the case cannot be
cleared due to a lack of leads, the case is inactivated.
POLICE PREVENTION ACTIVITIES
Police prevention activities are designed to prevent and reduce crime and
disorder through collaborative problem-solving efforts involving police,
community members, city agencies, and others affected by specific crime
problems. A number of Department activities fall under the prevention category,
including: resident surveys to determine problems of most concern to the
~ The following incidents are always investigated, regardless of solvability factors: missing persons; felony
sex offense; felony assault with bodily injury to the victim; significant burglary loss; and significant
robbery loss.
POLICE PREVENTION ACTIVITIES (CONT.)
community; specific problem-oriented policing projects to reduce problems such
as residential burglary, graffiti, prostitution, and other persistent crimes;
participation in the citywide Community-Oriented Problem Solving Committee;
and efforts to reduce problems in apartment complexes through environmental
design changes, and the implementation of property management standards.
Prevention activities also include community outreach efforts such as the
citizens' academy, Police Activities League, police participation in over 250
special events each year, and volunteer programs, such as the Senior Volunteer
Patrol.
ANIMAL CONTROL
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 (kennel and office staff) care for
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 provide critical triage care for animals,
vaccinate animals, and conduct vaccination clinics.
FIRE/MEDICAL INCIDENCE RESPONSE
The Chula Vista Fire Department provides emergency response service to our
growing community. The majority of responses (76%) include emergency
medical calls for service. With the constantly changing "managed care"
environment, the Department continues to work in close partnership with the
Advanced Life Support (paramedic) services provider to deliver superior
emergency medical service to the citizens of and visitors to Chula Vista at the
lowest possible cost. The remainder of the calls for service (9,697) includes fire
suppression of residential structures, commercial buildings, vehicles, vegetation
rites, and other miscellaneous fires. In addition, the Fire Department provides
emergency rescue, hazardous materials incident mitigation, mutual aid to
surrounding areas, and non-emergency special services. The Chula Vista Fire
Department has demonstrated efficiency and cost effectiveness in the delivery of
service. Last year, the Fire Department received an award from the San Diego
Taxpayer Association for efficiency and innovation. According to a recent Fire
Service Survey (1998 Phoenix Fire Department National Survey on Fire
FIRE/MEDICAL INCIDENCE RESPONSE (CONT,)
Department Operations), Chula Vista Fire Department has one of the lowest
figures for operating budget per capita. This figure is less than half the national
average for cities our size. According to the Labor Relations Information
System's 2000 Fire Wage and Benefit Survey, Chula Vista Fire Department's
0.41 firefighters per 1,000 population, falls well below the national average of
1.62 firefighters per 1,000 population.
FIRE CODE ENFORCEMENT AND FIRE PREVENTION
The Chula Vista Fire Department Fire Prevention Division provides fire and life
safety for the City of Chula Vista. Under the direction of the Fire Marshal, Fire
Inspectors inspect licensed care, commercial, and industrial buildings, facilities
and places of assembly including hospitals, convalescent hospitals, stadiums,
auditoriums and multi-story buildings; to determine and enforce compliance with
local and state fire and life safety codes. The Fire Prevention Division is also
responsible with review and approval of building plans for new construction and
tenant improvements, underground fire mains, fire alarm systems, fire
suppression systems and hazardous material storage. During this review,
inspectors apply the 1998 California Fire Code and 1998 California Building
Code. These codes are also used in weed abatement enforcement. Among
other responsibilities, Fire Inspectors are on call 24 hours a day as Fire/Arson
Investigators. Their primary responsibilities include determination of origin and
cause of fires, documentation and photographing of the scene, witness
statements, and report writing. The arson unit has built a partnership with the
Chula Vista Police Department and works closely with a police detective to arrest
and convict arsonists.
BUILDING CODE ENFORCEMENT
The Code Enforcement Section of the Building Division primarily responds to
complaints from the community regarding inoperable vehicles, illegal signs and
banners, graffiti on businesses, building without a permit, accumulation of trash and
debds, and inadequate upkeep of rental units by owners. There are four Code
Enforcement Officers; three who investigate complaints and take action to resolve
violations and one who does both reactive and proactive abatement of inoperable
vehicles. The section is supervised by a Senior Code Enforcement Officer and has
one and one-half Administrative Office Assistant for support. The Code
Enforcement/Permits Manager provides management oversight for this unit.
The Code Enforcement Section responds to approximately 1,200 public inquiries
per year, along with removal of approximately 450 inoperable vehicles from
private property each year. In addition, exterior inspections of all multi-family
housing including hotel/motels are conducted once every 4-5 years, and mobile
BUILDING CODE ENFORCEMENT (CONT.)
home park inspections are conducted every 7 years. In addition, the Code
Enforcement Section patrols one Saturday per month to enforce the City's permit
requirements for garage sales.
STREET AND SIDEWALK MAINTENANCE
This involves the maintenance and operation of the facilities in the street right of
way that are related to the safe and efficient movement of vehicles carrying
people and goods, and the safe movement of pedestrians and cyclists. This
involves a number of components that include:
· Operating and maintaining the street lights - including repairs and timely
replacement of burnt out lights
· Operating and maintaining all City traffic signals - including updating the
traffic signal computers to maximize traffic flow and promptly replacing
non-working signal lights.
· Maintaining and installing all traffic signs - including installing new signs
as well as replacing signs which have lost their reflectivity or have been
knocked down.
· Maintaining pavement markings - this is done based on maintenance
schedules and include repainting curb markings,' cross walks, center lines
and lane lines.
· Maintaining the streets - this includes monitoring street condition and
scheduling and monitoring major reconstruction, overlay and chip seal that
is contracted annually via the Capital Improvement Program. It also
includes performing timely repairs of pot holes and minor reconstruction
as needed with in-house staff.
· Maintaining the sidewalks - this includes repair and replacement of
sidewalks as well as timely placement of asphalt wedges to remove trip
hazards.
STREET SWEEPING
This involves the sweeping of all the City's street curbs, and medians to control
litter and dirt in the streets and gutters. It also is a best management practice to
aid in the removal of pollutants that eventually enter the city's drains and regional
bodies of surface water.
URBAN FORESTRY AND LANDSCAPE MAINTENANCE
This involves the planting, removal, and trimming of the City's street and park
trees, and mowing and maintenance of the city's street medians. It includes all
the labor, materials, water, and contractors necessary to complete these tasks.
DRAINAGE FACILITY MAINTENANCE
This involves the operation and maintenance of the city's storm drain pipes and
channels that carry storm waters to reduce flooding of properties and protect
surface waters from illegal concentrations of pollutants. It involves the constant
maintenance of natural vegetated channels, cleaning of pipes and catch basins
and testing discharging waters for pollutants. Requirements on the Cities are
becoming much more stringent and costly under the new provisions of the
NPDES permit from the Regional Water Quality Control Board.
PARK MAINTENANCE
This involves the operation and maintenance of the City's park system. This
includes mowing, trimming, feeding and irrigating, litter control, maintaining park
buildings, restrooms and playground equipment, cleaning the restrooms,
maintaining the ball fields, maintaining the parking lots and other tasks as
required at all City parks.
GRAFFITI ERADICATION
The anti-graffiti program has three components: eradication, enforcement, and
prevention. The eradication component involves removing graffiti as soon as
possible through the joint efforts of Public Works, South Bay Community
Services, and the Police Department. Graffiti is reported via a hotline, as well as
through written reports; once reported, juveniles on probation, volunteers, and
Public Works staff are mobilized to remove or paint out the graffiti. The
enforcement component primarily consists of apprehending offenders and
ensuring compliance with graffiti removal requirements. Offenders are
apprehended through citizen calls to 911 or through investigative efforts. Code
Enforcement and Police Department staff contact property owners not in
compliance with removal requirements to educate them about the tools available
to help them remove graffiti. The prevention component involves contacting
businesses and private homeowners to develop a tailored plan for preventing
graffiti on their property. These plans may include recommendations to reduce
access to repeatedly tagged areas, increase lighting, and use surface coatings
that make it easier to remove graffiti.
ECONOMIC DEVELOPMENT
Economic Development's goal is to strengthen the community's economic vitality by
stimulating pdvate investment, diversifying the local tax base, creating jobs, and
improving the overall standard of living. This is accomplished through the following
programs:
Business Assistance Clearinqhouse
· Market-related data base; Land and Building Inventory
· Network of business assistance resources
Tar,qeted Business Attraction
· Economic Base and Cluster Industry Analysis
· Incentive program development
· Recruitment proposals/negotiation of incentive packages
· Coordination of interdepartmental Project Management Teams
Business Retention/Expansion
· "On-site Visitation Team" and follow-up to requests for
assistance
· Business Forums and Annual LEAP Fair
· Ombudsman services
Business Friendly Climate/City Imaqe Enhancement
· Chula Vista Economic Development Commission
· Business Response Team (BRT) and RED TEAM
· Economic Development Marketing Plan
Lon,q-range Economic Development Strateqic Planninq
· Comprehensive Economic Development Strategy/Economic
Development Element of the General Plan
· Advocacy
LIBRARY OPERATIONs
The 117 FTE employees of the Chula Vista Public Library provide services from
the Civic Center, South Chula Vista and EastLake branches. In FY 1999-2000,
over 960,000 people visited the three branch libraries, checked out over 1.2
million items, and answered 385,000 reference questions. The collection, which
totals over 460,000 items, is especially strong in the Spanish language, small
business, and children's picture book areas. Last fiscal year, 44,000 people
attended over 700 programs for children and adults. Access to the library's web
based catalog, numerous electronic databases, and personal library transaction
records, is available from 80 on-site public access terminals and via the Library's
website at www.chulavista.lib.ca.us
LITERACY PROGRAMS
Adults can learn to read and write free of charge through the Literacy Team
Center, located in the South Chula Vista Library. Services include one-to-one
tutoring provided by well-trained volunteers, as well as small group
writing/spelling classes, ESL classes, a computer lab and a learner support
group. Special programming is also provided for families with young children to
stop the intergenerational cycle of illiteracy. Two full-time staff, 3 part-time staff,
and 80 volunteers served approx. 230 learners in 2000. Typical outcomes
documented by the program include students obtaining employment, receiving
promotions, passing exams (work-related, citizenship, etc.), advancing 2 or more
grade levels on standardized reading tests, reading to their children for the first
time, among many other personal milestones. A new program will be
implemented this spring to provide free literacy tutoring to 3rd-6~ grade students.
AFTER SCHOOL PROGRAMS
STRETCH and DASH are two distinct after school programs operated by the
Library's Educational Services Division through a cooperative venture with the
Chula Vista Elementary School District.
Through its literacy and arts enrichment curriculum, STRETCH targets highly at-
risk, underachieving students in eight schools. 32 part-time staff members are
trained to work with over 480 children every school day. According to research
conducted by National University, the students in STRETCH do significantly
better in SAT-9 reading scores compared to their peers who are not in the
program. The study also notes statistically significant improvement (as reported
by teachers and parents) in the quality of homework completed, in students'
social skills, and in their behavior at school and at home.
AFTER SCHOOL PROGRAMS (CONT.)
The DASH Program provides a variety of challenging sports and recreational
activities after school for an average of 700 children every day at 14 elementary
schools. 30 well-trained, part-time staff members implement the program, which
is designed to foster teamwork, athletic skills, positive attitudes, and self-esteem.
So far this school year, over 1,800 families in Chula Vista have taken advantage
of the safe, positive, and enriching after school environment provided by the
DASH program.
CULTURAL ARTS PROGRAMS
The mission of the Office of Cultural Arts, a division of the Chula Vista Public
Library, is to create an environment for excellence in the arts through diverse
cultural outreach to the community. Under the direction of the Cultural Arts
Coordinator, the office presents three major events annually, including April's
"Taste of the Arts," the summer long "Music in the Park" series and the end of
season concert of popular music with fireworks. The office also coordinates the
re-granting of funds from Coors Amphitheater to local arts groups and provides
technical assistance to said groups. By representing the City at local and
statewide arts organizations, the office ensures that Chula Vista is "at the table."
In the coming year, the office intends to work on the development of a strategic
Cultural Arts Plan, participate in the ongoing Cultural Arts Center feasibility study,
and apply for regional, state and national arts grants.
RECREATION PROGRAMS
With a staff of approximately 24 full time equivalent employees and 234 part-time
employees, the Recreation Division provides a variety of recreation and human
services to meet the entire communities needs. Programs include:
· Special Interest Programs - Provides recreational classes and specialized
activities for pre-school children through adults. These classes are
conducted at Community Centers and other locations throughout the City.
· Quarterly Brochure - Provides a listing of all available recreation programs
and facilities
· Recreation Centers and Gymnasiums - Provides programs such as
basketball, volleyball, and badminton, as well as structured classes in Tai
Chi to Ballroom Dancing and drop-in and organized athletic activities.
RECREATION PROGRAMS (CONT.)
· Norman Park Senior Center- provides recreational and social services for
seniors including outside agency coordination for human services, e.g.,
Meals on Wheels.
· Therapeutics - Provides recreation activities for disabled persons.
· Aquatics - Provides swimming opportunities to all age groups with
programs/lessons designed for their respective groups. The City's two
pools also provide swim time to the schools and Olympic Training Center.
· Youth and Adult Sports Programs - Provides ball field management for
organized sports.
· The Community Youth Center Program - Provides programs that enhance
recreation activities for teens by offering consistent programs - drug and
gang awareness activities, dances, and other special events.
· The Middle School Program - Provides after school programs and liaison
to Youth Coalition and other community collaborative.
· information and Referral Services - Operates a telephone information and
referral service to the community, and a computer information network.
· Special Events - Administers and produces five Citywide special events ..
including the Fourth of July Fireworks Display and the Holiday Festival.
NATURE CENTER OPERATIONS
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 displays which detail the
importance of our "front yard" natural resources and their delicate ecosystem
balance.
The Nature Center and the partnerships which have been developed over the
years with the Chula Vista Elementary School District, Sweetwater Union High
School District, San Diego County Office of Education, Sea Wodd, San Diego
Zoo, San Diego Wild Animal Park, U.S. Fish and Wildlife Service, and other local
entities, have become the model for similar institutions worldwide. The Nature
NATURE CENTER OPERATIONS (CONT.)
Center's onsite elementary school level programs educate over 10,000 students
and their teachers each year, in addition to the nearly 5,000 individuals attending
offsite outreach programs provided by Nature Staff and Volunteers. The 50,000+
annual visitors to the Nature Center represent all age groups and backgrounds,
and while most of our visitors come from the greater Chula Vista area, many
arrive from other regional, state, national, and international locations.
While the Chula Vista Nature Center's meeting spaces are used regularly by City
departments for training and conferences, the Center has also become a favorite
destination for many regional and international groups to conduct training
workshops, retreats and hold meetings. This has added significantly to the
Center's exposure and revenue-generating capability.
Discretionary Resource Allocation - FY01
General Government Development
11.9% 1.4%
Community Services
14.8%
Public Safety
54.8%
Infrastructure
17.2%
rePublic Safety ($28.1m) · Infrastructure ($8.8m) Community Se~ces ($7.6m) Genera[ Government ($6.1m) · Development ($0.7m'~