HomeMy WebLinkAboutAgenda Packet 1997/11/13
UI declare un~jer ~0!1;:J!ty of perjury that I am
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this A3enda/N'i"i,ca ",' ,;'2 Bulletin Board at
Thursday, November 13, 1997 the PUblif. fertifes BlI.lding _.(-\ ~ ii!, ~I~ ;>follncil Conference Room
5:30 p.m. DATED'--Uf1 {:J.1 SIGNED~&J] tj!'o/-1.'~AdlmmstratlOn Bmldmg
Special Meetin1!/Worksession of the City of Chula Vista City Council
REVISED
CALL TO ORDER
1.
ROLL CALL:
Councilmemhers Moot
Mayor Horton _'
, PadIlla
, Rmdone
, Salas
, and
BUSINESS
2. RESOLUTION 18810 APPROVING A CONTRACTUAL AGREEMENT WITH DAVID M,
GRIFFITH AND ASSOCIATES, LTD, FOR CONSULTANT SERVICES
FOR THE REVISION OF THE LIBRARY FACILITIES MASTER PLAN -
In 1987, Council accepted the Chula Vista Public Librarv Master Plan. This
plan, which guided Library planning tor the last uecaJe, must now be updated.
A request for proposal was issued ami a selection process administered per the
purchasing ordinanc~. The consultant firm of David M. Griffith and Associates,
Inc., was selected and a contract negotiat~d. Staff recommends approval of the
resolution. (Library Director)
3. RESOLUTION 18789 AMENDING THE FISCAL YEAR 1997/98 BUDGET TO APPROPRIATE
$17,492 FOR THE MIDDLE SCHOOL PROGRAM FROM THE
GENERAL FUND RESERVE; AND ADDING A 0,75 FULL TIME
EQUIVALENT (FTE) PART-TIME HOURLY YOUTH COORDINATOR
(UNCLASSIFIED) TO SUPERVISE THE PROGRAM; AND ADDING 0, 12
FTE PART -TIME HOURL Y RECREATION SPECIALIST; AND ADDING
0.48 FTE PART-TIME HOURLY RECREATION LEADER TO STAFF
THE PROGRAM; AND TO APPROPRIATE $24,492 TO 100-1562 FROM
UNANTICIPATED REVENUE OF $24,492 FROM SWEETWATER HIGH
SCHOOL DISTRICT FOR THE MIDDLE SCHOOL PROGRAM - At the
hudgot workshop 00 6/2/97, Council heard tho proposal for a Middle School
Program from the Principal of the Chula Vista Junior High School. A proposal
has been prepared for the City to fund the program, in conjunction with funds
already approved by the Sweetwater Union High School District, to implement
an after-school program at each of the four middle schools. Staff recommends
approval of the resolution. (Director of Parks. Recreation and Open Space)
4/5th's vote required, Continued from the meeting of 1017/97,
4. RESOLUTION 18811 ACCEPTING A CRITICAL HOURS GRANT FROM THE SOUTH BAY
YMCA AND THE COUNTY OF SAN DIEGO, DEPARTMENT OF
HEALTH SERVICES, FOR FISCAL YEAR 1997/98 FOR DROP-IN
RECREATIONAL ACTIVITIES AT FOUR SWEETWATER UNION
HIGH SCHOOL DISTRICT MIDDLE SCHOOL SITES;
APPROPRIATING $13,000 TO THE GRANT FUND (290-2904) FROM
UNANTICIPATED GRANT REVENUE FOR THE EXPENDITURE AND
Agenda
-2-
November 13. 1997
REIMBURSEMENT OFSAID CITY FUNDING FOR IMPLEMENT AnON
OF THE CHULA VISTA CRITICAL HOURS PROGRAM; AND
APPROVING THE ADDITION OF 0.54 FTE RECREATION LEADER
HOURLY POSITIONS TO SUPPORT THE PROGRAM - On 3/31/97, the
County of San Diego released a Relluest for Grant Application to participate in
the Critical House Program. The Program would allow for the establishment
of after school programs at all four of the Sweetwater Unified High School
District middle schools. On 5/1/97, in collaboration with the YMCA Youth and
Family Services, South Bay YMCA, South Bay Community Services. and the
Chula Vista Boys & Girls Cluo, staff suomitted the proposal to the County. On
6110/97, staff was informed that the Program had heen approved. Staff
recommends approval of the resolution. (Dire<.:tor of Parks, Recreation and
Open Space) 4/5th's vote required.
5.
REPORT
AFFORDABLE HOUSING WORKSHOP - The purpose of this report is to
updak Council on the current status of affordahle housing in Chula Vista, to
indicate the progress that has heen made, and evaluate the current efforts,
resources and strategies that are availahle to address continuing needs. Staff
recommends that Council review the information ami provide direction to staff.
(Director of Conununity Development)
ORAL COMMUNICATIONS
This is an opportunity for the general public to address the City Council on any subject matter within the
Council'sjurisdiction that is not an item on this agenda for public discussion. (State law, however, generally
prohibits the City Council from taking action on any issues not included on the posted agenda.) If you wish to
address the Council on such a subject, please complete the "Request to Speak Under Oral Communications
Fonn" available in the lobby and submit it to the City Clerk prior to the meeting. 17lOse who wish to speak,
please give your name and address for record purposes and follow up action.
OTHER BUSINESS
6. CITY MANAGER'S REPORT(S)
a, Scheduling of meetings.
b. City Manager's Recmitment.
7. MAYOR'S REPORT(S)
8. COUNCIL COMMENTS
ADJOURNMENT
The meeting/worksession will adjourn to (a closed session and thence to) the regular City Council meeting on
November 18, 1997 at 6:00 p.m. in the City Council Chamoers.
Agenda
-3-
November 13, 1997
CLOSED SESSION
9. PUBLIC EMPLOYEE APPOINTMENT - Pursuant to Government Code Section 54957,
. City Manager
CONFERENCE WITH LABOR NEGOTIATOR - Pursuant to Government Code Section 54957.6
. Agency negotiator: John Goss or designee for CYEA, WCE, POA, lAFF, Executive
Management, Mid-Management, and Unrepresented.
Employee organization: Chula Vista Employees Association (CYEA) and Western Council of
Engineers (WCE), Police Officers Association (POA) and International Association of Fire
Fighters (lAFF).
Unrepresented employee: Executive Management, Mid-Management, and Unrepresented.
*****'*
Notice is herehy given, pursuant to Government Code Section 54956, that the Mayor and City Council
of the City of Chula Vista has called and will convene a Special Meeting/Worksession of the City Council on
Thursday, November 13, 1997 at 5:30 p.m. in the Council Conference Room, Administration Building, 276
Fourth A venue, Chula Vista, California.
* * * COMPLIANCE WITH AMERICANS WITH DISABILITIES ACT * * *
The City of Chula Vista, in complying with the Americans with Disahilities Act (ADA), request individuals who
requir~ special accommodations to access, attend, and/or participate in a City meeting, activity, or service request
such accommodation at least forty-eight hours in advance for meetings and five days for scheduled services and
activities. Please contact the City Clerk for specific information at (619) 691-5041 or Telecommunications Devices
for the Deaf (TDD) (619) 585-5655. California Relay Service is also availahle for the hearing impaired.
COUNCIL AGENDA STATEMENT
ITEM TITLE:
I :r[(/rJ
Resolution approving a contractual agreement with David M. Griffith
& Associates, Ltd. for consultant services for the revision of the Library
Facilities Master Plan
ITEM cZ
MEETING DATE: ~ j.
/1)):5;7)
SUBMITTED BY:
REVIEWED BY:
(4/5th Vote: Yes_No-X.)
In 1987, the City Council accepted the Chula Vista Public Library Master Plan: Facilities Plannin'{
to the Year 2010. This plan, which has guided library planning for the last decade now must be
updated. An RFP was issued and a selection process administered per the Purchasing Ordinance.
A contract has now been negotiated with the selected firm.
RECOMMENDATION: That the City Council adopt the resolution approving the contractual
agreement with David M. Griffith to update the Library Master Plan.
BOARD/COMMISSION RECOMMENDATION: Not Applicable
DISCUSSION:
I. BACKGROUND
In 1987, the City Council accepted the Chula Vista Public Library Master Plan: Facilities Plannin'{
to the Year 2010 developed by a joint venture ofHBW Associates from Dallas and Michael Feerer
& Associates from San Diego. The report, which was commissioned following the Montgomery
annexation, was designed to assess the City's future library facility needs and outline the most
appropriate, cost effective, long term strategy for public libraries in Chula Vista.
The report recommended that the City build three regional size libraries in Montgomery/Otay,
Sweetwater/Bonita and the Eastern Territories to complement the existing facility in the
Central/Bayfront area. The plan also outlined square footage requirements as well as staffing,
collections and other standards.
2- /
ITEM , PAGE 2
MEETING DATE: 11/11/67
The 1987 Master Plan has proven to be an invaluable blueprint which the City has carefully followed
over the last ten years. For example, the South Chula Vista Library specifically was built to
implement the recommendations and the current library site in the SweetwaterIBonita planning area
was selected with the plan's criteria in mind.
All Facility Master Plans have a finite shelflife. The State Library recommends updating the plans
every ten years. It is particularly important to have a current plan in order to take advantage of any
possible construction grants that may become available. The 1987 plan was instrumental in securing
the grant to build South Chula Vista Library.
Approximately two years ago, the Growth Management Oversight Commission (GMOC) also began
asking that the Library, Fire and Police develop new Master Plans in light of expected growth and
the annexation of the Otay Ranch. The GMOC is also particularly interested in understanding
whether the Library threshold is too high, or not high enough, in light of the impact of new
technologies such as the Internet.
The timing of the Master Plan revision is fortuitous in that Southwestern College has requested that
the Library review joint-use possibilities with the college and the Library component ofthe Public
Facilities Development Impact Fee is currently under study.
As a result of the factors listed above, the cost for the development of a new plan was included in the
FY 1997-98 Capital Improvements Program.
II. MASTER PLAN OBJECTIVES:
The consultant will work under the direction of the Library Director and with a small Planning Task
Force to provide a comprehensive written plan for standards of library service, future branch libraries
in the eastern portion of the City, and future location and size of the centralized system services of
Administration and Technical Services. The plan will also include a general cost estimate and a
financial program for the recommended new branch libraries.
The scope of work will include:
Needs Assessment
Review of 1987 Master Plan
Interviews with key staff, Council members and community leaders
Inventory of existing South Bay library facilities
Review of current Library usage patterns
400 user and non-user telephone surveys, professionally designed and administered
Review of current planning documents from City and local school districts,
colleges and universities
02-.2
ITEM , PAGE 3
MEETING DATE: 11/11/67
Recommended Standards
Growth Management Oversight Commission Library threshold
Analysis of the impact of new technologies on planning standards
Validity of regional concept
Site selectionlbuilding size
Staffing patterns and size
Collection size
Analysis of Current and Future Needs
Viability of current joint-use library at EastLake High School
Viability of future joint-use library facilities
Viability of donated one acre site in EastLake for future free-standing library
Viability of other approaches to library facilities (i.e., bookmobiles, temporary
buildings, etc.)
Viability of entrepreneurial opportunities vis-a-vis library facilities
Analysis of current sources ofIibrary funding, including the Library Development
Impact Fee
Final Report
Written report which will include findings for all of the above issues and also
outline the necessary number, size and general location of future branch
libraries, including a general cost estimate and a financial program. The
report will also specifically recommend whether or not to accept the one
acre donated site in EastLake by August 1998 (a contractual requirement)
and an analysis as to the effectiveness of the EastLake High School project.
Oral presentations of the plan to the Library Board and City Council
The consultants are to complete the update to the Library Facilities Master Plan, including the
required presentations, by July 31, 1998. This time line will ensure that the Library/City is able to
make an informed decision about whether or not to accept the one acre donated site in EastLake by
August 1998, and whether or not to extend the operational contract for the joint-use facility at
EastLake High School by August 1999.
III. CONSULTANT SERVICES SELECTION PROCESS
The Library followed Municipal Code 2.56, Ordinance 2517, and Council Policy 102-05 in the
consultant services selection process.
A Request for Proposal (RFP) was prepared by staff using examples of other such documents, and
following discussions with other public libraries and the California State Library. The RFP included
a description ofthe project, as well as a "Scope of Work" similar to that outlined above. Responding
c2-3
ITEM , PAGE 4
MEETING DATE: 11/11/67
firms were asked to provide a written submittal that included a description of methodology, estimated
timetable for completing the work, the planned number of site visits, and the hourly rate and time to
be committed by the project team. The firms were also asked to describe the specific steps that
would be used to involve the community and build consensus. The qualifications for each member
of the consultant team was required, as was a list of references. Finally, the firms were required to
include a detailed, "not to exceed" price.
Copies of the RFP were mailed to all appropriate firms listed in the 1997 edition of the American
Library Association's Library Buildings Consultant List. The project was also advertised in L1
Hotline. The deadline to respond to the RFP was September 22, 1997. Six firms formally responded
to the RFP with a number of other firms declining due to their existing work load.
During the time the RFP was "on the street", the City Manager appointed a Consultant Selection
Committee as required by the Purchasing Ordinance. The five members were:
David Palmer, Library Director
George Krempl, Deputy City Manager
Constance Clover-Byram, Chair of Library Board of Trustees
John Coggins, Purchasing Agent
Kirk Dakan, Member of Planning Department
The Committee members were provided with individual copies of each of the six responses and they
were asked to evaluate the firms based upon their written submittals. The committee members rated
the responses based on the qualifications of the personnel to be assigned to the project, experience
of the project personnel with similar to related library facility master plan studies, capacity and
resources of the firm to perform the work, ability to meet the time frame, and estimated cost.
After individually reading, evaluating, and scoring the six responses, the Committee met and
discussed their impressions and combined their scores to achieve a ranking based on the RFP
responses. At the conclusion of this exercise, the firms ranked in the following order:
Firms in Rank Order
Providence
David M. Griffith (DMG)
PLC
Aaron Cohen
F. Mason
Walden3
Cumulative Points
1420
1347.5
1125
1065
1000
802.5
The Committee unanimously agreed that only the top two firms, Providence and David M. Griffith
(DMG) should be invited to be interviewed.
.)-J/
ITEM ,PAGES
MEETING DATE: 11/11/67
IV. INTERVIEWS
Formal interviews of the finalists were held on Friday, October 10th. All members of the selection
committee were present except for Board Chair Constance Byram who was called away unexpectedly
on business. The proposed Project Managers ITom the two firms made a fifteen to twenty minute
presentation and then answered questions !Tom the interview panel.
At the conclusion of the personal interviews, the committee ranked the two firms in the following
order:
Firms in Rank Order
David M. Griffith (DMG)
Providence
Cumulative Points
139.5
130.5
Feel
$51,610
$53,564
Based upon the qualifications of the persons assigned, experience with related projects, understanding
of scope of work, methodology, and the proposed fee, the selection committee unanimously agreed
that the Library should enter into negotiations with DMG following a reference check. References
were called and the Assistant City Managers of Pleasanton and Ventura both gave DMG and
Beverley Simmons (the proposed Project Manager) good to high marks. In fact, Ventura was so
pleased that they have continued to contract with DMG and Ms. Simmons for additional work.
V. ANALYSIS OF CITY STAFF VERSUS OUTSIDE CONSULTANT
As required, the Library completed the Cost Comparison Worksheet which demonstrated the need
for an outside consultant to perform the study. The key questions where:
Are there any in-house employees who could perform the task? What classificatiou of
employees?
Certain required tasks could be completed by:
David Palmer, Library Director
Paula Brown, Principal Librarian
JoAnn Howard, Administrative Secretary
lSee the discussion under Section IV, Page 7, '~competitive fee proposal."
;2-~
ITEM , PAGE 6
MEETING DATE: 11/11/67
If there are such employees, why wouldn't they be utilized for this project?
Both the Library Director and the Principal Library for Administrative Services report considerable
time constraints in light of budget development, personnel services, and ongoing daily operations of
the library system. Neither the Library Director nor the Principal Librarian are qualified to conduct
professionally designed, scientifically valid user/non-user surveys which are necessary for the
successful implementation of this project. Also, there will be greater public confidence in the
administration of the personal interviews/focus groups/town meetings if they are conducted by a
neutral third party. It is also important that an independent consultant be the one to review the
Library Development Impact Fee proposal.
If such employees would not be used due to workload, what work would be displaced if the
task were to be performed in-house?
The consultants estimate that they will spend approximately 312 hours on this project during its nine
month duration. Staff estimates that they will spend approximately five hours per week in support
of this project (312 consultant hours plus 180 staff hours equals 492 hours total). Therefore, in light
of the learning curve and the lack of experience in conducting such a project, it is not unreasonable
to estimate that a staff administered update would require 22 hours of work per week. This would
total 792 hours.
This considerable time commitment would mean that no other FY 1997-98 objectives assigned to
Library Administrative could be completed. They include:
Development of a gift campaign for the newly established library endowment
Development of performance standards for support positions
Revision of the "Library Employee Handbook"
Development oflibrary/school partnerships
Preparation of a "Library Disaster Preparedness Handbook"
Additionally, it is highly likely that such a project would impact the delivery and/or quality of the
proposed FY 1998-99 budget and would mean that the Principal Librarian would not be available to
serve as a member of the City's budget analysis team.
Would the project take more or less time for in-house statTversus a consultant?
It is highly likely that it would take more time since library staff would have to research the proper
study methodology, learn how to conduct the necessary study "on the job" and implement the study
while administering day-to-day library operations. As stated above, we estimate the total staff time
would be 180 hours for a consultant based project versus 792 for one administered solely by staff.
Past experience shows that there is a high likelihood that the time-line would be negatively impacted
c2. - t/
ITEM , PAGE 7
MEETING DATE: 11/11/67
by a staff administered project and that we would possibly not meet the August 1998 contractual
deadline to exercise an option on a one acre library site in EastLake.
What is the comparative cost between using a consultant and conducting the project in-house?
The consultant's "not to exceed cost" is $51,610. With staff contract monitoring and support cost
the total comes to $60,000. The in-house cost is estimated to be $62,900.
The Budget Manager has reviewed the Cost Comparison Worksheets and has authorized proceeding
with the consultant.
VI. THE SELECTION OF DMG
David M. Griffith was ultimately the top ranked firm for a number of reasons:
Their formal response to the RFP was very complete. All questions were answered and their
proposed scope of work outlined in a clear, comprehensive manner, demonstrating the firm's
understanding of and commitment towards meeting the RFP's objectives.
Their oral presentation to the committee. Project Manager Beverley Simmons and Project Analyst
Jacquelyn Harbert provided an excellent overview of their company and its methodology. They
answered the questions in a straightforward, concise, mendly and open manner. They demonstrated
a clear understanding of the project and did not propose an architectural based, building program
approach (a step that comes much later).
The strength of the firm. DMGis a National Consulting Firm established in 1976 with a network of
35 offices and over 350 Professional Consultants. Beverley Simmons, the former director of the
Sunnyvale Public Library, has recently joined the firm to strengthen the firm's Library Management
Consultant services. She will be supported by Ms. Harbert, a Public Sector Management Consultant,
along with Joe Colgan, a professional city planner, and Jim Glass, a professional survey researcher.
Experience. DMG and Beverly Simmons have recently completed planning-related library studies
in Ventura, San Jose, Pleasanton, and Stanislaus and Contra Costa Counties. The firm and its
principals have enough experience to bring solid management and libraries principles to our study,
but they have not been in the business so long that we will get a canned answer to our
unique situations. DMG met the Selection Committee's desire for a firm that was bright and
knowledgeable and had a fTesh perspective and new ideas. The firm also has considerable recent
experience with California libraries and cities allowing it to better understand our state's challenges
and opportunities.
A competitive fee proposal. DMG provided a base fee with options for the number of telephone
.2~7
ITEM , PAGE 8
MEETING DATE: 11/11/67
surveys to be done. By selecting the 400 survey figure (over the 600 interview option) the "not to
exceed" price comes to $51,610. By adding the cost of the necessary professional telephone survey
onto Providence's base price, their fee comes to $53,564. The Library intends that this Master Plan
Survey will reflect the needs of the community, as identified by the community. Therefore, these
telephone surveys, along with interview with key leaders and a community forum, are deemed to be
essential elements of the project.
VII. THE CONTRACT
A contract (Attachment A) has been negotiated with David M. Griffith Associates. It has been
reviewed by the City Attorney's office and the Risk Manager.
FISCAL IMPACT: The final fixed, not to exceed, fee for the Library Master Plan consultant
services is $51,610. $60,000 in Public Facilities Development Impact Fees has been appropriated
for this project in the FY 1997-98 Capital Improvement Program.
~~~
RESOLUTION NO.
j'l'S"J()
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA APPROVING A CONTRACTUAL AGREEMENT
WITH DAVID M. GRIFFITH & ASSOCIATES, LTD. FOR
CONSULTANT SERVICES FOR THE REVISION OF THE
LIBRARY FACILITIES MASTER PLAN
WHEREAS, in 1987, the city Council accepted the Chula
Vista Public Librarv Master Plan: Facilities Planninq to the Year
2010; and
WHEREAS, this plan, which has guided library planning for
the last decade now must be updated; and
WHEREAS,
administered per
appointment of a
Manager; and
an RFP was issued and a selection process
the Purchasing Ordinance, including the
Consultant Selection Committee by the City
WHEREAS, six firms formally responded to the RFP:
Firms in Rank Order
Cumulative Points
Providence
David M. Griffith (DMG)
PLC
Aaron Cohen
F. Mason
Walden3
1420
1347.5
1125
1065
1000
802.5
WHEREAS, the Committee unanimously agreed that only the
top two firms, Providence and David M. Griffith (DMG), should be
invited to be interviewed; and
WHEREAS, at the conclusion of the personal interviews,
the Committee ranked the two firms in the following order:
Firms in Rank Order
Cumulative Points
Fee
David M. Griffith (DMG)
Providence
139.5
130.5
$51,610
$53,564
NOW, THEREFORE, BE IT RESOLVED the City Council of the
City of Chula vista does hereby approve a contractual agreement
with David M. Griffith & Associates, Ltd. for consultant services
for the revision of the Library Facilities Master Plan, a copy of
the agreement is on file in the office of the City Clerk as
Document No.
1
..2-;
BE
authorized to
City of Chula
Presented by
IT FURTHER
execute said
Vista.
David Palmer
Library Director
C: \Res\Griffith
RESOLVED that the Mayor is hereby
contractual agreement on behalf of the
2
~ -- /0
Approved as to form by
--, /'
(' ~~A-/~Q
Jo~~ M. Kaheny ~
Cj,ty Attorney
1'/
ATTACHMENT A
Agreement between
City of Chula Vista
and
David M. Griffith & Associates, Ltd.
for Library Facilities Master Plan Consulting Services
This agreement ("Agreement"), dated November 12, 1997 for the purposes of reference
only, and effective as of the date last executed unless another date is otherwise specified in Exhibit
A, Paragraph 1 is between the City-related entity as is indicated on Exhibit A, paragraph 2, as
such ("City"), whose business form is set forth on Exhibit A, paragraph 3, and the entity indicated
on the attached Exhibit A, paragraph 4, as Consultant, whose business form is set forth on Exhibit
A, paragraph 5, and whose place of business and telephone numbers are set forth on Exhibit A,
paragraph 6 ("Consultant"), and is made with reference to the following facts:
Recitals
Whereas, the City is desirous to retain the services of Consultant to provide project
management services in conjunction with a revision/update to the 1987 Chula Vista Public
Library Master Plan as described in Exhibit A, Section I ; and,
Whereas, the City issued an Request for Proposal for Consultant services and a selection
process administered per Municipal Code 2.56, Ordinance 2517 and Council Policy 102-05; and,
Whereas, the firm of David M. Griffith and Associates, Ltd. was ranked number one of
those firms responding to the Request for Proposal by the Selection Committee; and
Whereas, Consultant warrants and represents that they are experienced and staffed in a
manner such that they are and can prepare and deliver the services required of Consultant to City
within the time rrames herein provided all in accordance with the terms and conditions of this
Agreement;
2ptyll.wp
July 1, 1997
Standard Form Two Party Agreement (Sixth Revision)
Page 1
02 -II
Obligatory Provisions Pages
NOW, THEREFORE, BE IT RESOLVED that the City and Consultant do hereby
mutually agree as follows:
1. Consultant's Duties
A. General Duties
Consultant shall perform all of the services described on the attached Exhibit A, Paragraph
7, entitled "General Duties"; and,
B. Scope of Work and Schedule
In the process of performing and delivering said "General Duties", Consultant shall also
perform all of the services described in Exhibit A, Paragraph 8, entitled" Scope of Work and
Schedule", not inconsistent with the General Duties, according to, and within the time frames set
forth in Exhibit A, Paragraph 8, and deliver to City such Deliverables as are identified in Exhibit
A, Paragraph 8, within the time frames set forth therein, time being of the essence of this
agreement. The General Duties and the work and deliverables required in the Scope of Work and
Schedule shall be herein referred to as the "Defined Services". Failure to complete the Defined
Services by the times indicated does not, except at the option of the City, operate to terminate this
Agreement.
C. Reductions in Scope of Work
City may independently, or upon request from Consultant, from time to time reduce the
Defined Services to be performed by the Consultant under this Agreement. Upon doing so, City
and Consultant agree to meet in good faith and confer for the purpose of negotiating a
corresponding reduction in the compensation associated with said reduction.
D. Additional Services
In addition to performing the Defined Services herein set forth, City may require
Consultant to perform additional consulting services related to the Defined Services ("Additional
Services"), and upon doing so in writing, if they are within the scope of services offered by
Consultant, Consultant shall perform same on a time and materials basis at the rates set forth in
the "Rate Schedule" in Exhibit A, Paragraph 11 (C), unless a separate fixed fee is otherwise
agreed upon. All compensation for Additional Services shall be paid montWy as billed.
2ptyl1.wp
July I, 1997
Standard Form Two Party Agreement (Sixth Revision)
Page 2
;?~J,2
E. Standard of Care
Consultant, in performing any Services under this agreement, whether Defined Services or
Additional Services, shall perform in a manner consistent with that level of care and skill
ordinarily exercised by members of the profession currently practicing under similar conditions
and in similar locations.
F. Insurance
Consultant represents that it and its agents, staff and subconsultants employed by it in
connection with the Services required to be rendered, are protected against the risk ofloss by the
following insurance coverages, in the following categories, and to the limits specified, policies of
which are issued by Insurance Companies that have a Best's Rating of "A, Class V" or better, or
shall meet with the approval of the City:
Statutory Worker's Compensation Insurance and Employer's Liability Insurance coverage
in the amount set forth in the attached Exhibit A, Paragraph 9.
Commercial General Liability Insurance including Business Automobile Insurance
coverage in the amount set forth in Exhibit A, Paragraph 9, combined single limit applied
separately to each project away from premises owned or rented by Consultant, which names City
and Applicant as an Additional Insured, and which is primary to any policy which the City may
otherwise carry ("Primary Coverage"), and which treats the employees of the City and Applicant
in the same manner as members of the general public ("Cross-liability Coverage").
G. Proof ofInsurance Coverage.
(1) Certificates of Insurance.
Consultant shall demonstrate proof of coverage herein required, prior to the
commencement of services required under this Agreement, by delivery of Certificates of Insurance
demonstrating same, and further indicating that the policies may not be canceled without at least
thirty (30) days written notice to the Additional Insured.
(2) Policy Endorsements Required.
In order to demonstrate the Additional Insured Coverage, Primary Coverage and
Cross-liability Coverage required under Consultant's Commercial General Liability Insurance
Policy, Consultant shall deliver a policy endorsement to the City demonstrating same, which shall
be reviewed and approved by the Risk Manager.
2ptyll.wp
July 1, 1997
Standard Form Two Party Agreement (Sixth Revision)
Page 3
(J -)3
H. Security for Perfonnance.
(1) Perfonnance Bond.
In the event that Exhibit A, at Paragraph 19, indicates the need for Consultant to
provide a Perfonnance Bond (indicated by a check mark in the parenthetical space immediately
preceding the subparagraph entitled "Perfonnance Bond "), then Consultant shall provide to the
City a perfonnance bond by a surety and in a fonn and amount satisfactory to the Risk Manager
or City Attorney which amount is indicated in the space adjacent to the term, "Perfonnance
Bond", in said Paragraph 19, Exhibit A.
(2) Letter of Credit.
In the event that Exhibit A, at Paragraph 19, indicates the need for Consultant to
provide a Letter of Credit (indicated by a check mark in the parenthetical space immediately
preceding the subparagraph entitled "Letter of Credit"), then Consultant shall provide to the City
an irrevocable letter of credit callable by the City at their unfettered discretion by submitting to the
bank a letter, signed by the City Manager, stating that the Consultant is in breach of the tenns of
this Agreement. The letter of credit shall be issued by a bank, and be in a fonn and amount
satisfactory to the Risk Manager or City Attorney which amount is indicated in the space adjacent
to the term, "Letter of Credit", in said Paragraph 19, Exhibit A.
(3) Other Security
In the event that Exhibit A, at Paragraph 19, indicates the need for Consultant to
provide security other than a Perfonnance Bond or a Letter of Credit (indicated by a check mark
in the parenthetical space immediately preceding the subparagraph entitled "Other Security"), then
Consultant shall provide to the City such other security therein listed in a fonn and amount
satisfactory to the Risk Manager or City Attorney.
I. Business License
Consultant agrees to obtain a business license ITom the City and to otherwise comply with
Title 5 of the Chula Vista Municipal Code.
2. Duties of the City
A. Consultation and Cooperation
City shall regularly consult the Consultant for the purpose of reviewing the progress of the
Defined Services and Schedule therein contained, and to provide direction and guidance to
achieve the objectives of this agreement. The City shall permit access to its office facilities, files
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and records by Consultant throughout the term of the agreement. In addition thereto, City agrees
to provide the information, data, items and materials set forth on Exhibit A, Paragraph 10, and
with the further understanding that delay in the provision of these materials beyond 30 days after
authorization to proceed, shall constitute a basis for the justifiable delay in the Consultant's
performance of this agreement.
B. Compensation
Upon receipt of a properly prepared billing ITom Consultant submitted to the City
periodically as indicated in Exhibit A, Paragraph 18, but in no event more ITequently than
monthly, on the day of the period indicated in Exhibit A, Paragraph 18, City shall compensate
Consultant for all services rendered by Consultant according to the terms and conditions set forth
in Exhibit A, Paragraph 11, adjacent to the governing compensation relationship indicated by a
"checkmark" next to the appropriate arrangement, subject to the requirements for retention set
forth in paragraph 19 of Exhibit A, and shall compensate Consultant for out of pocket expenses as
provided in Exhibit A, Paragraph 12.
All billings submitted by Consultant shall contain sufficient information as to the propriety
of the billing to permit the City to evaluate that the amount due and payable thereunder is proper,
and shall specifically contain the City's account number indicated on Exhibit A, Paragraph 18 (C)
to be charged upon making such payment.
3. Administration of Contract
Each party designates the individuals ("Contract Administrators") indicated on Exhibit A,
Paragraph 13, as said party's contract administrator who is authorized by said party to represent
them in the routine administration of this agreement.
4. Term.
This Agreement shall terminate when the Parties have complied with all executory
provisions hereof
5. Liquidated Damages
The provisions of this section apply if a Liquidated Damages Rate is provided in Exhibit
A, Paragraph 14.
It is acknowledged by both parties that time is of the essence in the completion of this
Agreement. It is difficult to estimate the amount of damages resulting ITom delay in performance.
The parties have used their judgment to arrive at a reasonable amount to compensate for delay.
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Failure to complete the Defined Services within the allotted time period specified in this
Agreement shall result in the following penalty: For each consecutive calendar day in excess of
the time specified for the completion of the respective work assignment or Deliverable, the
consultant shall pay to the City, or have withheld ITom monies due, the sum of Liquidated
Damages Rate provided in Exhibit A, Paragraph 14 ("Liquidated Damages Rate").
Time extensions for delays beyond the consultant's control, other than delays caused by
the City, shall be requested in writing to the City's Contract Administrator, or designee, prior to
the expiration of the specified time. Extensions oftime, when granted, will be based upon the
effect of delays to the work and will not be granted for delays to minor portions of work unless it
can be shown that such delays did or will delay the progress of the work.
6. Financial Interests of Consultant
A. Consultant is Designated as an FPPC Filer.
If Consultant is designated on Exhibit A, Paragraph 15, as an "FPPC filer", Consultant is
deemed to be a "Consultant" for the purposes of the Political Reform Act conflict of interest and
disclosure provisions, and shall report economic interests to the City Clerk on the required
Statement of Economic Interests in such reporting categories as are specified in Paragraph 15 of
Exhibit A, or if none are specified, then as determined by the City Attorney.
B. Decline to Participate.
Regardless of whether Consultant is designated as an FPPC Filer, Consultant shall not
make, or participate in making or in any way attempt to use Consultant's position to influence a
governmental decision in which Consultant knows or has reason to know Consultant has a
financial interest other than the compensation promised by this Agreement.
C. Search to Determine Economic Interests.
Regardless of whether Consultant is designated as an FPPC Filer, Consultant warrants and
represents that Consultant has diligently conducted a search and inventory of Consultant's
economic interests, as the term is used in the regulations promulgated by the Fair Political
Practices Commission, and has determined that Consultant does not, to the best of Consultant's
knowledge, have an economic interest which would conflict with Consultant's duties under this
agreement.
D. Promise Not to Acquire Conflicting Interests.
Regardless of whether Consultant is designated as an FPPC Filer, Consultant further
warrants and represents that Consultant will not acquire, obtain, or assume an economic interest
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during the tenn of this Agreement which would constitute a conflict of interest as prohibited by
the Fair Political Practices Act.
E. Duty to Advise of Conflicting Interests.
Regardless of whether Consultant is designated as an FPPC Filer, Consultant further
warrants and represents that Consultant will immediately advise the City Attorney of City if
Consultant learns of an economic interest of Consultant's which may result in a conflict of interest
for the purpose of the Fair Political Practices Act, and regulations promulgated thereunder.
F. Specific Warranties Against Economic Interests.
Consultant warrants and represents that neither Consultant, nor Consultant's immediate
family members, nor Consultant's employees or agents ("Consultant Associates") presently have
any interest, directly or indirectly, whatsoever in any property which may be the subject matter of
the Defined Services, or in any property within 2 radial miles from the exterior boundaries of any
property which may be the subject matter of the Defined Services, ("Prohibited Interest"), other
than as listed in Exhibit A, Paragraph 15.
Consultant further warrants and represents that no promise of future employment,
remuneration, consideration, gratuity or other reward or gain has been made to Consultant or
Consultant Associates in connection with Consultant's perfonnance of this Agreement.
Consultant promises to advise City of any such promise that may be made during the Tenn of this
Agreement, or for 12 months thereafter.
Consultant agrees that Consultant Associates shall not acquire any such Prohibited
Interest within the Tenn of this Agreement, or for 12 months after the expiration of this
Agreement, except with the written permission of City.
Consultant may not conduct or solicit any business for any party to this Agreement, or for
any third party which may be in conflict with Consultant's responsibilities under this Agreement,
except with the written permission of City.
7. Hold Harmless
Consultant shall defend, indemnify, protect and hold harmless the City, its elected and
appointed officers and employees, from and against all claims for damages, liability, cost and
expense (including without limitation attorneys' fees) arising out of the conduct of the Consultant,
or any agent or employee, subcontractors, or others in connection with the execution of the work
covered by this Agreement, except only for those claims arising from the sole negligence or sole
willful misconduct of the City, its officers, or employees. Consultant's indemnification shall in-
clude any and all costs, expenses, attorneys' fees and liability incurred by the City, its officers,
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agents, or employees in defending against such claims, whether the same proceed to judgment or
not. Further, Consultant at its own expense shall, upon written request by the City, defend any
such suit or action brought against the City, its officers, agents, or employees. Consultants'
indemnification of City shall not be limited by any prior or subsequent declaration by the
Consultant.
8. Termination of Agreement for Cause
If, through any cause, Consultant shall fail to fulfill in a timely and proper manner
Consultant's obligations under this Agreement, or if Consultant shall violate any of the covenants,
agreements or stipulations of this Agreement, City shall have the right to terminate this
Agreement by giving written notice to Consultant of such termination and specifying the effective
date thereof at least five (5) days before the effective date of such termination. In that event, all
finished or unfinished documents, data, studies, surveys, drawings, maps, reports and other
materials prepared by Consultant shall, at the option ofthe City, become the property of the City,
and Consultant shall be entitled to receive just and equitable compensation for any work
satisfactorily completed on such documents and other materials up to the effective date of Notice
of Termination, not to exceed the amounts payable hereunder, and less any damages caused City
by Consultant's breach.
9. Errors and Omissions
In the event that the City Administrator determines that the Consultants' negligence,
errors, or omissions in the performance of work under this Agreement has resulted in expense to
City greater than would have resulted if there were no such negligence, errors, omissions,
Consultant shall reimburse City for any additional expenses incurred by the City. Nothing herein
is intended to limit City's rights under other provisions of this agreement.
10. Termination of Agreement for Convenience of City
City may terminate this Agreement at any time and for any reason, by giving specific
written notice to Consultant of such termination and specifying the effective date thereof, at least
thirty (30) days before the effective date of such termination. In that event, all finished and
unfinished documents and other materials described hereinabove shall, at the option of the City,
become City's sole and exclusive property. If the Agreement is terminated by City as provided in
this paragraph, Consultant shall be entitled to receive just and equitable compensation for any
satisfactory work completed on such documents and other materials to the effective date of such
termination. Consultant hereby expressly waives any and all claims for damages or compensation
arising under this Agreement except as set forth herein.
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11. Assignability
The services of Consultant are personal to the City, and Consultant shall not assign any
interest in this Agreement, and shall not transfer any interest in the same (whether by assignment
or novation), without prior written consent of City. City hereby consents to the assignment of
the portions of the Defined Services identified in Exhibit A, Paragraph 17 to the subconsultants
identified thereat as "Permitted Subconsultants".
12. Ownership, Publication, Reproduction and Use of Material
All reports, studies, information, data, statistics, forms, designs, plans, procedures,
systems and any other materials or properties produced under this Agreement shall be the sole and
exclusive property of City. No such materials or properties produced in whole or in part under
this Agreement shall be subject to private use, copyrights or patent rights by Consultant in the
United States or in any other country without the express written consent of City. City shall have
unrestricted authority to publish, disclose (except as may be limited by the provisions of the Public
Records Act), distribute, and otherwise use, copyright or patent, in whole or in part, any such re-
ports, studies, data, statistics, forms or other materials or properties produced under this
Agreement.
13. Independent Contractor
City is interested only in the results obtained and Consultant shall perform as an
independent contractor with sole control of the manner and means of performing the services
required under this Agreement. City maintains the right only to reject or accept Consultant's
work products. Consultant and any of the Consultant's agents, employees or representatives are,
for all purposes under this Agreement, an independent contractor and shall not be deemed to be
an employee of City, and none of them shall be entitled to any benefits to which City employees
are entitled including but not limited to, overtime, retirement benefits, worker's compensation
benefits, injury leave or other leave benefits. Therefore, City will not withhold state or federal
income tax, social security tax or any other payroll tax, and Consultant shall be solely responsible
for the payment of same and shall hold the City harmless with regard thereto.
14. Administrative Claims Requirements and Procedures
No suit or arbitration shall be brought arising out of this agreement, against the City unless
a claim has first been presented in writing and filed with the City and acted upon by the City in
accordance with the procedures set forth in Chapter 1.34 of the Chula Vista Municipal Code, as
same may ITom time to time be amended, the provisions of which are incorporated by this
reference as if fully set forth herein, and such policies and procedures used by the City in the
implementation of same.
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Upon request by City, Consultant shall meet and confer in good faith with City for the
purpose of resolving any dispute over the terms of this Agreement.
15. Attorney's Fees
Should a dispute arising out of this Agreement result in litigation, it is agreed that the prevailing
party shall be entitled to recover all reasonable costs incurred in the defense of the claim,
including costs and attorney's fees.
16. Statement of Costs
In the event that Consultant prepares a report or document, or participates in the
preparation of a report or document in perfonning the Defined Services, Consultant shall include,
or cause the inclusion of, in said report or document, a statement of the numbers and cost in
dollar amounts of all contracts and subcontracts relating to the preparation of the report or
document.
17. Miscellaneous
A. Consultant not authorized to Represent City
Unless specifically authorized in writing by City, Consultant shall have no authority to act
as City's agent to bind City to any contractual agreements whatsoever.
B. Consultant is Real Estate Broker and/or Salesman
If the box on Exhibit A, Paragraph 16 is marked, the Consultant and/or their principals
is/are licensed with the State of California or some other state as a licensed real estate broker or
salesperson. Otherwise, Consultant represents that neither Consultant, nor their principals are
licensed real estate brokers or salespersons.
C. Notices
All notices, demands or requests provided for or pennitted to be given pursuant to this
Agreement must be in writing. All notices, demands and requests to be sent to any party shall be
deemed to have been properly given or served if personally served or deposited in the United
States mail, addressed to such party, postage prepaid, registered or certified, with return receipt
requested, at the addresses identified herein as the places of business for each of the designated
parties.
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D. Entire Agreement
This Agreement, together with any other written document referred to or contemplated
herein, embody the entire Agreement and understanding between the parties relating to the subject
matter hereof Neither this Agreement nor any provision hereof may be amended, modified,
waived or discharged except by an instrument in writing executed by the party against which
enforcement of such amendment, waiver or discharge is sought.
E. Capacity of Parties
Each signatory and party hereto hereby warrants and represents to the other party that it
has legal authority and capacity and direction ITom its principal to enter into this Agreement, and
that all resolutions or other actions have been taken so as to enable it to enter into this
Agreement.
F. Governing LawNenue
This Agreement shall be governed by and construed in accordance with the laws of the
State of California. Any action arising under or relating to this Agreement shall be brought only
in the federal or state courts located in San Diego County, State of California, and if applicable,
the City of Chula Vista, or as close thereto as possible. Venue for this Agreement, and
performance hereunder, shall be the City of Chula Vista.
[end of page. next page is signature page.]
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Signature Page
to
Agreement between City of Chula Vista and David M. Griffith and Associaters, Ltd.
for Library Facilities Master Plan Consulting Services
IN WITNESS WHEREOF, City and Consultant have executed this Agreement thereby
indicating that they have read and understood same, and indicate their fulJ and complete consent
to its terms:
Dated:
,19_
City of Chula Vista
by:
Shirley Horton, Mayor
Attest:
Beverly Authelet, City Clerk
Approved as to form:
!1-L-'17
David M. Griffith and Associates, Ltd.
Dated:
B.
.
000 Heiss, Director
avid M. Griffith and Associates, Ltd.
Exhibit List to Agreement
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.-
(X) Exhibit A.
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Exhibit A
to
Agreement between
City of Chula Vista
and
David M. Griffith & Associates, Ltd.
1. Effective Date of Agreement: November 12, 1997
2. City-Related Entity:
(X ) City of Chula Vista, a municipal chartered corporation of the State of California
() Redevelopment Agency of the City ofChula Vista, a political subdivision of the
State of California
() Industrial Development Authority of the City ofChula Vista, a
()
Other:
form]
. a [insert business
("City")
3. Place of Business for City:
City of Chula Vista,
276 Fourth Avenue,
Chula Vista, CA 91910
4. Consultant: David M. Griffith & Associates, Ltd.
5. Business Form of Consultant:
( ) Sole Proprietorship
( ) Partnership
( X ) Corporation
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6. Place of Business, Telephone and Fax Number of Consultant:
1663 Bayshore Highway, Suite 380
Burlingame, CA 94010
Voice Phone (415) 259-1200
Fax Phone (415) 259-0546
7. General Duties:
Under the general direction of the Project Manager (Library Director) and working with a
small Planning Task Force, the Consultant shall provide a comprehensive, written update to the
1987 Chula Vista Public Library Master Plan (Master Plan). The revised Master Plan will
specifically reassess the library service standards and facility needs of the Chula Vista community,
particularly in relationship to the growth on the east side ofI-805, and make appropriate
recommendations that may be implemented over a ten year period (1998-2008). The Consultant
will specifically include recommendations regarding existing and potential library sites, joint-use
and entrepreneurial opportunities. The Master Plan will also include a detailed analysis of current
and potential funding sources (including Development Impact Fees) for both construction and
operation of future libraries. The new Master Plan must be completed by May 30, 1998, with oral
presentations to governing and advisory bodies completed by July 31, 1998.
8. Scope of Work and Schedule:
A. Detailed Scope of Work:
1. Scope Project
Meet with Library Director and Project Planning Team to clarifY
expectations, project scope and gain an understanding of the Library's
service philosophy
2. Profile Library Services, Cost Structure and Financial Resources
Review and analyze statistical and financial data, as well as other reports,
spreadsheets, and documents, in order to record and understand the
Library's service delivery philosophy, current level of Library services,
patron usage patterns, availability of primary resources, operating costs,
and revenues
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3. Analyze Community Demographics
Review current community demographics and growth trends in order to
develop a picture of the size and characteristics of the current and future
Library service area population
4. Inventory Neighboring Library Resources
Review the nature and location of existing, as well as planned, library
resources in South San Diego County which are potentially accessible to
the service population. Review the development plans of primary,
secondary and higher educational institutions
5. Identify Service Delivery Issues
Identify issues related to (I) the Library's service philosophy (2) current
delivery of Library service, (3) existing and planned Library facilities, (4)
funding and fiscal resources, and (5) identification of potential partnerships
and entrepreneurial opportunities through interviews with:
Key City officials, including the City Council and City Manager
Key Library staff
Library Board of Trustees,
Friends of the Library
Key community members, including local business associations
Key staff of primary, secondary and higher education institutions
5. Conduct TawnHallMeeting
Record residents opinions regarding service delivery approaches, service
levels, and future service/facility needs.
6. Conduct Telephone Interviews
Conduct professional designed and administered 400 telephone surveys
city-wide (200 users and 200 nonusers) to record opinions regarding
service delivery approaches, service levels and future service/facility needs.
The Consultants will develop the survey instrument, with assistance from
the Library Director, administer the survey throughout the day and evening
on both weekdays and weekends to ensure maximum opportunity to reach
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respondents, and analyze survey results with cross-tabulations of questions
by selected demographic characteristics.
7. Evaluate Existing Library Service Planning Standards
Review and provide an opinion regarding existing service planning
standards in light of new technologies, regional and state library
cooperation, fiscal restrains and public demands. Recommend new
benchmarks as appropriate for:
Regional library vs main/branch library concept
Joint-use library facilities
Site selection criteria
Square footage requirements, including Growth Management
Oversight Commission threshold
Staffing patterns
Collection size.
Space allocations for key elements such as electronic workstations
8. Evaluate Existing Library Facility in Eastern Chula Vista
Review and provide an opinion regarding the quality ofIibrary service
provided by the current joint-use library facility at EastLake High School.
9. Evaluate Proposed Joint-Use Facility with Southwestern College
Review and provide an opinion as to the viability of a joint-use library
facility at or with Southwestern College in lieu of a stand-alone public
library facility.
IO. Evaluate Proposed One Acre Site in EastLalre
Review and provide an opinion as to the viability of the proposed one acre
site in the EastLake area in lieu of the existing joint -use facility or in lieu of
another proposed library facility.
11. Analyze Library Development Impact Fee (DIF)
Review and make recommendations as to the appropriateness of the
current and proposed Library Public Facilities DIF.
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12. Assess and Identify Any Other Viable Operational Alternatives
Review whether Library services in the eastern portion of the City might
best be delivered by other viable alternatives, including but not limited to:
Potential joint-use facility partners other than school districts
Entrepreneurial opportunities
Bookmobiles
Electronic kiosks
13. Outline Sources of Potential Financial Support
Identify likely financial sources which could be used to support the
construction of new library facilities and the development of base revenues
available to support annual operations
14.. Prepare Final Master Plan Report
Deliver, by May 31, 1998, a final written Master Plan which must analyze
and make appropriate recommendations vis-a-vis:
Current Library services and service philosophy
Current Library service standards and benchmarks, including the
Growth Management Oversight Commission threshold
Current and potential joint-use projects, including EastLake High
School and Southwestern College
Current and proposed Library Development Impact Fee
Appropriateness oflibrary site in Sweetwater/Bonita Planning Area
Appropriateness of proposed one acre library site in EastLake
Number, size and general location of Library service outlets or
facilities needed in the next ten to twenty years
General estimate of capital costs associated with the acquisition and
establishment of the recommended Library service outlets
General estimate of annual operating costs of recommended Library
service outlets
Options for financing the recommend plan
15. Oral Presentations
Make oral presentations regarding the Master Plan findings to the Library
Board of Trustees and the City Council by July 31, 1998.
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B. Date for Commencement of Consultant Services:
(X ) Same as Effective Date of Agreement
( ) Other:
C. Dates or Time Limits for Delivery of Deliver abies:
Deliverable No. I:
Deliverable No.2:
Deliverable No.3:
Deliverable No.4:
Deliverable No.5
Deliverable No.6
Deliverable No. 7
Deliverable No.8
1 st Progress Report, including service profiles and issues
identification - on or before January 23, 1998
2nd Progress Report, including demographic analysis - on
or before February 20, 1998
Issues List from Interviews and Town Hall Meeting - on or
before March 13, 1998
Telephone Survey Results - on or before April 3, 1998
Preliminary Financial Report - on or before April 10, 1998
3rd Progress Report, including service alternatives - on or
before May 8, 1998
Final Report - on or before May 30, 1998
Oral Presentations - on or before July 31, 1998
D. Date for completion of all Consultant services:
July 31, 1998
9. Insurance Requirements:
(X)
( )
(X)
(X)
(X)
()
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Statutory Worker's Compensation Insurance
Employer's Liability Insurance coverage:
Professional Liability Insurance: $500,000
Commercial General Liability Insurance: $1,000,000.
Errors and Omissions insurance: None Required (included in Commercial General
Liability coverage).
Errors and Omissions Insurance: $250,000 (not included in Commercial General
Liability coverage).
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10. Materials Required to be Supplied by City to Consultant:
1. 1987 Chula Vista Public Library Master Plan
2. Current demographic information for the City of Chula Vista
11. Compensation:
A. () Single Fixed Fee Arrangement.
For performance of all of the Defined Services by Consultant as herein required, City shall
pay a single fixed fee in the amounts and at the times or milestones or for the Deliverables set
forth below:
Single Fixed Fee Amount: . payable as follows:
Milestone or Event or Deliverable Amount or Percent of Fixed Fee
( )
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1. Interim Monthly Advances. The City shall make interim monthly
advances against the compensation due for each phase on a percentage of
completion basis for each given phase such that, at the end of each phase
only the compensation for that phase has been paid. Any payments made
hereunder shall be considered as interest free loans which must be returned
to the City if the Phase is not satisfactorily completed. If the Phase is
satisfactorily completed, the City shall receive credit against the
compensation due for that phase. The retention amount or percentage set
forth in Paragraph 19 is to be applied to each interim payment such that, at
the end of the phase, the full retention has been held back from the
compensation due for that phase. Percentage of completion of a phase
shall be assessed in the sole and unfettered discretion by the Contracts
Administrator designated herein by the City, or such other person as the
City Manager shall designate, but only upon such proof demanded by the
City that has been provided, but in no event shall such interim advance
payment be made unless the Contractor shall have represented in writing
that said percentage of completion of the phase has been performed by the
Contractor. The practice of making interim monthly advances shall not
convert this agreement to a time and materials basis of payment.
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B. (X) Phased Fixed Fee Arrangement.
For the performance of each phase or portion of the Defined Services by Consultant as are
separately identified below, City shall pay the fixed fee associated with each phase of Services, in
the amounts and at the times or milestones or DeIiverables set forth. Consultant shall not
commence Services under any Phase, and shall not be entitled to the compensation for a Phase,
unless City shall have issued a notice to proceed to Consultant as to said Phase.
Phase
Fee for Said Phase
1. 1 st Progress Report
On or before January 23, 1998
$10,322
2. 2nd Progress Report
On or before March 13, 1998
$10,322
3. 3rd Progress Report
On or before May 8, 1998
$10,322
4. Final Written Report
On or before May 30, 1998
$10,322
5. Oral Presentation
On or beforeJuly 31, 1998
( )
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$10,322
1. Interim Monthly advances. The City shall make interim monthly
advances against the compensation due for each phase on a percentage of
completion basis for each given phase such that, at the end of each phase
only the compensation for that phase has been paid. Any payments made
hereunder shall be considered as interest free loans which must be returned
to the City if the Phase is not satisfactorily completed. If the Phase is
satisfactorily completed, the City shall receive credit against the
compensation due for that phase. The retention amount or percentage set
forth in Paragraph 19 is to be applied to each interim payment such that, at
the end of the phase, the full retention has been held back from the
compensation due for that phase. Percentage of completion of a phase
shall be assessed in the sole and unfettered discretion by the Contracts
Administrator designated herein by the City, or such other person as the
City Manager shall designate, but only upon such proof demanded by the
City that has been provided, but in no event shall such interim advance
payment be made unless the Contractor shall have represented in writing
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that said percentage of completion of the phase has been performed by the
Contractor. The practice of making interim monthly advances shall not
convert this agreement to a time and materials basis of payment.
C. () Hourly Rate Arrangement
For performance of the Defined Services by Consultant as herein required, City shall pay
Consultant for the productive hours of time spent by Consultant in the performance of said
Services, at the rates or amounts set forth in the Rate Schedule hereinbelow according to the
following terms and conditions:
(1) (X) Not-to-Exceed Limitation on Time and Materials Arrangement
Notwithstanding the expenditure by Consultant oftime and materials in
excess of said Maximum Compensation amount, Consultant agrees that Consultant
will perform all of the Defined Services herein required of Consultant for $51,610
including all Materials, and other "reimbursables" ("Maximum Compensation").
(2) ( ) Limitation without Further Authorization on Time and Materials
Arrangement
At such time as Consultant shall have incurred time and materials equal to
(" Authorization Limit"), Consultant shall not be entitled to
any additional compensation without further authorization issued in writing and
approved by the City. Nothing herein shall preclude Consultant ITom providing
additional Services at Consultant's own cost and expense.
Rate Schedule
Category of Employee
of Consultant
Name
Hourly
Rate
Project Manager
Beverley Simmons
$150
Project Analyst
Jacquelyn Harbert
$100
Project Facilities/Capital
Planning Analyst
Joseph Colgan
$125
( )
Hourly rates may increase by 6% for services rendered after [ month], 19 ,
if delay in providing services is caused by City.
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12. Materials Reimbursement Arrangement
For the cost of out of pocket expenses incurred by Consultant in the performance of
services herein required, City shall pay Consultant at the rates or amounts set forth below:
(X) None, the compensation includes all costs.
Cost or Rate
() Reports, not to exceed $
() Copies, not to exceed $
() Travel, not to exceed $
() Printing, not to exceed $
() Postage, not to exceed $
() Delivery, not to exceed $
() Long Distance Telephone Charges,
not to exceed $
() Other Actual Identifiable Direct Costs:
, not to exceed $
, not to exceed $
13. Contract Administrators:
City: David Palmer, Library Director. Chula Vista Public Library. 365 F Street. Chula
Vista, CA 91910
Consultant: Beverley Simmons, Project Manager. David M. Griffith & Associates, Ltd.
1663 Bayshore Highway, Suite 380. Burlingame, CA 94010
14. Liquidated Damages Rate:
( )$_perday.
( ) Other:
15. Statement of Economic Interests, Consultant Reporting Categories, per Conflict ofInterest
Code:
(X) Not Applicable. Not an FPPC Filer.
( ) FPPC Filer
( )
Category No. I. Investments and sources of income.
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Page 23
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( ) Category No.2. Interests in real property.
( ) Category No.3. Investments, interest in real property and sources of
income subject to the regulatory, permit or licensing authority of the
department.
() Category No.4. Investments in business entities and sources of income
which engage in land development, construction or the acquisition or sale
of real property.
( ) Category No.5. Investments in business entities and sources of income of
the type which, within the past two years, have contracted with the City of
Chula Vista (Redevelopment Agency) to provide services, supplies,
materials, machinery or equipment.
() Category No.6. Investments in business entities and sources of income of
the type which, within the past two years, have contracted with the
designated employee's department to provide services, supplies, materials,
machinery or equipment.
( ) Category No.7. Business positions.
( ) List "Consultant Associates" interests in real property within 2 radial miles of Project
Property, if any:
16. ( ) Consultant is Real Estate Broker and/or Salesman
17. Permitted Subconsultants:
Dr. James Glass
18. Bill Processing:
G. Consultant's Billing to be submitted for the following period of time:
( ) Monthly
( ) Quarterly
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(X) Other: Per outlined phases
H. Day of the Period for submission of Consultant's Billing:
( ) First of the Month
( ) 15th Day of each Month
( ) End of the Month
(X) Other: At completion of outlined phases
I. City's Account Number:
19. Security for Performance
( ) Performance Bond, $
( ) Letter of Credit, $
( ) Other Security:
Type:
Amount: $
(X) Retention. If this space is checked, then notwithstanding other provisions to the
contrary requiring the payment of compensation to the Consultant sooner, the City
shall be entitled to retain, at their option, either the following "Retention
Percentage" or "Retention Amount" until the City determines that the Retention
Release Event, listed below, has occurred:
(X) Retention Percentage: 10%
( ) Retention Amount: $
Retention Release Event:
(X) Completion of All Consultant Services
( ) Other:
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Page 25
02. ~ J~
COUNCIL AGENDA STATEMENT
Item: .3
Meeting Date: 11/13/97
Resolution ) 2" 7 g' 9 Amending the FY 1997/98 Budget to
Appropriate $17,492 for the Middle School Program from the General
Fund Reserve; and Adding a 0.75 FTE Part-Time hourly Youth
Coordinator (Unclassified) to Supervise the Program; and Adding 0.12
FTE Part-Time hourly Recreation Specialist; and Adding 0.48 FTE Part-
time Hourly Recreation Leader to Staff the Program; and to Appropriate
$24,492 to 100-1562 from unanticipated reVenue of $24,492 from
Sweetwater High School District for the Middle School Program
Director of Parks, Recreat~~~~d Open spac~
City Manager JG IeJ ~ \ (4/5ths Vote: Yes -K- No _ )
At the budget workshop of June 2, 1997, during the consideration of the Parks, Recreation and Open
Space FY 97/98 budget, Council heard a proposal for a Middle School Program from the Principal of
the Chula Vista Middle School. Staff subsequently prepared a Budget Supplemental Report discussing
the content of a middle school program (Attachment "A").
ITEM TITLE:
SUBMITTED BY:
REVIEWED BY:
This report discusses a proposal for the City of Chula Vista, in conjunction with funds already approved
by the Sweetwater Union High School District (SUHSD), to fund and implement an after-school program
at each of the four middle schools in the City. Staffing required for the program would consist of a 0.75
FTE Youth Coordinator (Unclassified) and 0.96 FTE part-time hourly Recreation Leaders.
0.48 FTE part-time hourly Recreation Leader positions have already been budgeted in FY 97/98 for the
pilot after-school program at Chula Vista Junior High School (approved by Council during the budget
process on June 4, 1997 - Minutes are Attachment "B"). The addition of a 0.75 FTE Youth Coordinator
is required to supervise the neW program. The addition of 0.48 FTE part-time hourly Recreation Leader
is required to expand the program to the remaining three middle schools.
There is an accompanying report to the Middle School Program proposal being considered at this
meeting. The report is to consider the acceptance of a Critical Hours grant from the South Bay YMCA
and the County of San Diego (Department of Health Services) for drop-in recreational activities at four
Sweetwater Union High School District middle school sites.
The Middle School proposal in this report is to implement a 2 hour per day - 5 days per week afterschool
program at Chula Vista Junior High School (the pilot program); and to implement a 2 hour per day - 2
days per week afterschool program at the remaining middle schools (Bonita Vista, Castle Park and
Hilltop). The proposal for the Critical Hours program at the middle schools will, through a partnership
among the YMCA, the City of Chula Vista, the Boys & Girls Club, and South Bay Community Services,
increase the middle school afterschool program to 5 days per week at all four middle schools.
[h:\hcxne\parksrec\AI13\ - midschl3.AI3]
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Item:
Meeting Date:l1/13/97
STAFF RECOMMENDATION: That the City Council:
1. Amend the FY 97/98 budget and appropriate $17,492 from the General Fund Reserve to the
Middle School Program (100-1562) (Option #1);
2. Appropriate $24,492 to 100-1562 from unanticipated revenue of $24,492 from Sweetwater High
School District for the Middle School Program (Option #1); and
3. Authorize the addition of a 0.75 FfE Youth Coordinator (Unclassified) in the Parks, Recreation
and Open Space Department to serve as the supervisor responsible for the Middle School
Program (Option #1); and
4. Authorize the addition of 0.12 FfE part-time hourly Recreation Specialist in the Parks,
Recreation and Open Space Department to staff two people per site (three sites) for the Middle
School Program (Option #1); and
4. Authorize the addition of 0.48 FfE part-time hourly Recreation Leader in the Parks, Recreation
and Open Space Department to staff two people per site (three sites) for the Middle School
Program (Option #1).
BOARDS/COMMISSIONS RECOMMENDATIONS: N/A
DISCUSSION: Over the past five years, there has been a growing focus on a national and local level
in preventing delinquency within the adolescent population. Previous prevention efforts have focused on
the high school age youngster. However, social research has revealed that prevention programs, in order
to be effective on a broader level, should be targeted at younger age groups. Specifically, the Carnegie
Foundation report identified the need to establish more elementary and junior high prevention programs.
This prevention approach is supported by most recent data collected from our 1997 Youth Summit. A
common theme expressed by youth at the 1997 Youth Summit was the need for a "safe" place to hang
out, and for increased after-school activities at middle schools. This has also been an ongoing interest
of the City of Chula Vista, the School District and the Principals at each of the Middle Schools.
At the June 2 City Council budget workshop, the Chula Vista Junior High School Principal, Karen Janey,
requested funding for a "pilot" program at the school. Council supported the Pilot Program, and directed
staff to:
I. Invite the Sweetwater Union High School District to participate financially in an after-school
program at the four Middle Schools on an equal share basis in costs;
2. Budget $7,000 for the matching half of the program costs for the pilot after-school program at
Chula Vista Junior High School; and
3. Return to Council with a request for budget funds should the School District provide matching
funds for an after-school program at all four middle schools.
[h:\home\parksrec\A1l3\ . midsch13.A13]
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Item:
Meeting Date:ll/13/97
Staff has proceeded with this direction and in a letter dated July 3, 1997, the City invited the Sweetwater
Union High School District to consider a partnership with the City in funding these programs. In
addition to the pilot program at Chula Vista Junior High School, the Board supported programming at
other three Middle Schools two days a week. The Board voted by a 4 to I vote to support such a
partnership in the amount of $24,491.50 (Attachment "C").
For a review of how the Middle School Program is being developed, the following discussion describes
the pilot program at Chula Vista Junior High School.
Pilot Prol!:ram at Chula Vista Junior Hil!:h School
The proposed funding for this effort was $14,000 ($7,000 City [already appropriated] - $7,000 from
School District, as a match). No additional City funds are needed for this portion of the program. The
Pilot Program discussed at the June 2nd Council budget workshop consisted of:
. 2 Leaders/5 days a weekl38 weeks
· 2 Leaders/5 days a weekllO weeks in summer
· Recreational programming/supplies/equipment
· Recreation Specialist/supervision/5 hrs. a week
A budget supplemental (Attachment "A") was presented for the June 2nd Council budget workshop. The
budget supplemental contained several proposals for costing a Middle School Program. The following
Middle School Program scenario is based on the costs of a program which would match the funds
appropriated by the School District. As the Pilot Program at Chula Vista Junior High School is a five
day a week program; supplemental supervision is required to supervise the part-time Recreation Leaders
at this site. This supervision is provided through the inclusion in the budget of a 0.12 FTE Recreation
Specialist for 5 hours per week. This supervision will provide the necessary coordination at Chula Vista
Junior High School each day of the program.
Middle School Prol!:ram with Part-Time Emplovee for Supervision (Staff Recommended Option #1)
The proposed funding for this option is $48,984 ($24,492 City [$7,000 already appropriated] and $24,492
from School District). Seventeen thousand, four hundred-ninety two dollars ($17,492) would be
appropriated for the City's share. The program includes Pilot Program discussed above, plus the
following for Bonita Vista Middle School, Castle Park Middle School, and Hilltop Middle School:
. Youth Coordinator (.75 FTE part-time - Unclassified)
. Two Leaders/2 days a weekl40 weeks/3 sites
The program is proposed to be a drop-in program with two Recreation Leaders at each site, and
coordination and supervision by a 0.75 FTE Youth Coordinator (Unclassified). The level of supervision
provided by the Youth Coordination is necessary to ensure program continuity with each of the schools
and their respective programs.
[h:\home\parbrec\AI13\ - midschl3.AI3]
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Item:
Meeting Date:ll/13/97
1. Chula Vista - Drop In Recreation Program
2. Bonita Vista - Drop In Recreation Program
3. Castle Park - Drop In Recreation Program
4. Hilltop - Drop In Recreation Program
2 hr. per day 5 days per week
2 hr. per day 2 days per week
2 hr. per day 2 days per week
2 hr. per day 2 days per week
.48 FTE
.16 FTE
.16 FTE
.16 FTE
A survey will be conducted at each school to detennine activities desired by the students at that specific
school. Activities will be planned and implemented based on the students' requests. Recreation
programming would include, but not be limited to, Intramural Sports, Art, Drama, Special Interest
Classes, Special Events, and Field Trips.
Other Ootions:
At the request of Council, staff has prepared four options. It should be noted that the Sweetwater Union
High School District does not support the options discussed below (Attachment "D"). The options are:
Option #2: This option would be to continue the Pilot Program at Chula Vista Junior High School plus
implement a program at two additional middle schools - three days a week. This program would utilize:
0.96 FTE Recreation Leader $14,749
0.12 FTE Recreation Specialist $ 2,165
0.65 FTE Youth Coordinator $20,110
Benefits for above $ 1,924
Supplies and Services $ 6.775
Total $45,723
Should Council wish to consider this option, staffs recommendation would be to place the program at
Castle Park Middle School and Hilltop Middle School. This recommendation is based on infonnation
obtained from Sweetwater Union High School District regarding demographic and accountability
infonnation for each middle school is Attachment "E."
Option #3: This option would be to continue the Pilot Program at Chula Vista Junior High School plus
implement a program at one additional middle school - five days a week. This program would utilize:
0.88 FTE Recreation Leader $13,520
0.12 FTE Recreation Specialist $ 2,165
0.50 FTE Youth Coordinator $15,472
(h:\home\parksrec\A113\ - midsch13.A13J
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Item:
Meeting Date:ll/13/97
Benefits for above
$ 1,620
Supplies and Services
$ 6.775
Total
$39,552
Should Council wish to consider this option, staffs recommendation would be to place the program at
Castle Park Middle School.
Option #4: This option would be to continue the Pilot Program at Chula Vista Junior High School plus
implement a program at one additional middle school - four days a week. This program would utilize:
0.80 FTE Recreation Leader $12,291
0.12 FTE Recreation Specialist $ 2,165
0.50 FTE Youth Coordinator $15,472
Benefits for above $ 1,556
Supplies and Services $ 6.775
Total $38,259
Should Council wish to consider this option, staff's recommendation would be to place the program at
Castle Park Middle School.
Need for Full-Time Benefitted Position for Program: The success of the elementary after-school
playground program has been, in part, that it is supervised by a full-time benefitted employee. Although
the Middle School Program described in this report is a good beginning and will provide the core
structure to debut the program; a full-time Recreation Supervisor I (Youth Coordinator) position will be
needed for the coordination between the School District, the individual schools, and the City of Chula
Vista. This coordination will be extensive and must be done with a sensitivity to all partners. In
previous years, the Department has had high calibre part-time employees who have worked in the Youth
ACTION Program for one year, been trained, and are successful; but leave the City for permanent
employment opportunities with benefits. To budget for a full-time Youth Coordination, under Option
#1, would require an additional $10,000.
FISCAL IMPACT: The City has already appropriated $7,000 of the proposed pilot program at Chula
Vista Junior High School. SUHSD approved an amount of $24,491.50. For approval of Option #1, this
leaves $17,492 as the remainder of the City of Chula Vista's funding requirements of the program.
(Option #1 budget is Attachment "F".) Budgets for Options #2 through #4 are (the appropriation from
the School District would change and the City's appropriation would increase):
[h:\home\parksrec\A113\ . midschl3.A13]
5
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Item:
Meeting Date:ll/13/97
Option #2
$45,723
School District - $22,861.50
City Previously Appropriated - $7,000
City Appropriation Needed - $15,861.50
Option #3
$39,552
School District - $19,776
City Previously Appropriated - $7,000
City Appropriation Needed - $12,776
Option #4
$38,259
School District - $19,129.50
City Previous Appropriated - $7,000
City Appropriation Needed - $12,129.50
It should be noted that the funding required in FY 97/98 is based on the program commencing in mid-
November. Full year funding, based on viability and success of the program, will be requested for FY
98/99. In addition, staff will be requesting additional funds for FY 98/99 for the upgrade of the 0.75
FTE Youth Coordinator (Unclassified) to a full-time benefitted 1.0 FTE Recreation Supervisor 1. Staff
recommends that the employee responsible for the new Middle School Program be a full-time benefitted
position because it would ensure continuity in management of the program for an extended period of time.
"A" - FY 97/98 Supplemental Budget Report dated June 4, 1997
"B" - Minutes from Council Budget Workshop of June 4, 1997
"C" - Sweetwater Union High School Appropriation Resolution
"D" - Sweetwater Union High School District Letter dated October 23, 1997
"E" - Sweetwater Union High School District Summary of Demographic and
Accountability by Middle School
"F" - Options #1 through #4 Middle School Budgets
r-.
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[h:\horne\parksrec\AI13\ -midsch13.A13]
6
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RESOLUTION NO. / 'if 7 6"1
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AMENDING THE FY 1997/98 BUDGET TO
APPROPRIATE $17,492 FOR THE MIDDLE SCHOOL
PROGRAM FROM THE GENERAL FUND RESERVE; AND
ADDING A 0.75 FTE PART-TIME HOURLY YOUTH
COORDINATOR (UNCLASSIFIED) TO SUPERVISE THE
PROGRAM; AND ADDING 0.12 FTE PART-TIME HOURLY
RECREATION SPECIALIST; AND ADDING 0.48 FTE
PART-TIME HOURLY RECREATION LEADER TO STAFF
THE PROGRAM; AND TO APPROPRIATE $24,492 TO
100-1562 FROM UNANTICIPATED REVENUE OF $24,492
FROM SWEETWATER HIGH SCHOOL DISTRICT FOR THE
MIDDLE SCHOOL PROGRAM
WHEREAS, at the budget workshop of June 2, 1997, during
the consideration of the Parks, Recreation and Open Space FY 97/98
budget, Council heard a proposal for a Middle School Program from
the Principal of the Chula vista Middle School; and
WHEREAS,
Supplemental Report
program; and
staff subsequently prepared a
discussing the content of a middle
Budget
school
WHEREAS,
growing focus on
delinquency within
over the past five years, there
a national and local level in
the adolescent population; and
has been a
preventing
WHEREAS, previous prevention efforts have focused on the
high school age youngster; however, social research has revealed
that prevention programs, in order to be effective on a broader
level, should be targeted at younger age groups.
NOW, THEREFORE, BE IT RESOLVED the City Council of the
City of Chula vista does hereby amend the FY 1997/98 budget and
appropriate $17,492 from the General Fund Reserve to the Middle
School Program (100-1562).
BE IT FURTHER RESOLVED the City Council does hereby
appropriate $24,492 to 100-1562 from unanticipated revenue of
$24,492 from Sweetwater High School District for the Middle School
Program.
BE IT FURTHER RESOLVED the City council does hereby
authorize the addition of a 0.75 FTE Youth Coordinator
(Unclassified) in the Parks, Recreation and Open Space Department
to serve as the supervisor responsible for the Middle School
Program.
1
3-7
BE IT FURTHER RESOLVED the City Council does hereby
authorize the addition of a 0.12 FTE part-time hourly Recreation
Specialist in the Parks, Recreation and Open Space Department to
staff two people per site (three sites) for the Middle School
Program.
BE IT FURTHER RESOLVED the City Council of the City of
Chula Vista does hereby authorize the addition of a 0.48 Fte part-
time hourly Recreation Leader in the Parks, Recreation and Open
Space Department to staff two people per site (three sites) for the
Middle School Program.
Presented by
Approved as to form by
--,
~~/~~
.16hn M. 'Kaheny J
-City Attorney
Jess Valenzuela, Director of
Parks, Recreation and
Open Space
/---
c: \Res\School
2
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Attachment "All
Budget Supplemental Repon ~ o.
June 4, 1997
TO:
The Honorable Mayor and City Council
VIA:
John D. Goss, City Manager
Sunny Shy, Deputy Director of Recreation 711v ~
Middle School Program Proposals for FY 97/98
FROM:
SUBJECT:
At the budget workshop of June 2, 1997, during consideration of the Parks, Recreation and Open Space
FY 97/98 budget proposal, Council heard and discussed a middle school program proposal from the
Principal of the ChuIa Vista Middle School. Staff had previously submitted, in the Department's budget
request for FY 97/98, a "wish list" item for after-school progr;>mming at the ChuIa Vista middle schools.
The proposal from die ChuIa Vista Middle School is an adjunct to staff's proposal. In order for the
Council to. consider all of the options available for funding a middle school program, staff offers the
folJowing information.
STAFF RECOMMENDATION: That the Council approve a Pilot Program (Option "E") at Chula Vista
Middle School providing middle school after-school programming consistent with the Elementary After-
school program.
DISCUSSION: On May 3D, 1997, staff met with the new Principal at ChuIa Vista Middle School, Karen
Janney, to discuss the possibility of operating an after-school program at ChuIa Vista Middle School.
Tina Williams from the YMCA, Dr. John Nelson and Mary Jo Buettner from the Chula Vista Cluster,
were also in attendance.
.,.
The Chula Vista Cluster is continuing to support, through'AB 1741 funding, the Activities Dean at Chula
Vista Middle School, whose job it is to focus and coordinate programming for middle school youth: and
provide bridging opportunities for elementary age children using Middle School students as mentors.
Their support is invaluable to the middle school program planning effort.
;" Ms. Janney requested information from City staff on the cost of providing a "drop by" program similar
t... to the program provided by the City for elementary school after-school programming. Staff provided her
f with information on a program utilizing similar staffing as the elementary school program, to include
r (Option "E"):
. ,
1. Two Recreation Leaders
2. SuppliesfEquipment
3. . 5 hours of Recreation Specialist per week to provide oversight and coordination
IFY 97/9! ""'" . _.... .06-<<-97)
1
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Attachment "A"
Budget Supplemental Repon No. _
,
J.:
t'
The content of this program is anticipated to be developed in conjunction with the Principal and through
a needs asseSsment with the school and the students. Activities may be student interaction through music,
ar('cIt;ce; "and 'social discourse. It is envisioned that several oithe other Youth Summit unmet needs
could be' acComplished in such a program, induding j Db preparedness and mentoring. AIl of these
prograniS would be based on a safe place to be after school. Other programming could be geared to
special events and commuruty volunteerism, in association with the school's PRYDE Program through
the YMCA.
Ms. Janney discussed her intent to pursue an after-school program through the District administration,
as a Pilot Program. The cost of such a program at Chula Vista Middle School is estimated to be $14,000
annually. The Principal is asking for a 50% share, or $7,000 from the City. There is the possibility of
one-time funding from the County of San Diego. The County is offering $50,000 to 17 commuruties to
perform after-school programs in FY 97/98. The Department has already applied for this funding
through a commuruty collaborative proposal, which indudes the Boys & Girls Club, the YMCA, and
South Bay Commuruty Services. There is also the possibility of this program being eligible for CDBG
funding in the future.
Staff believes that a Middle School Pilot Program, as requested by the Principal of Chula Visci Middle
School, is an excellent stan for middle school programming, at a Jow initial cost to the City. The
concept is to keep the campus open for programming after-school, and the school will provide staff to
.-----\ . help coordinate and advertise the programming. This type of ownership from the school is essential to
the su=s of the program. Not all middle schools may embrace this concept as many of the other
middle schools disallow students to stay after school. Should the program be expanded to other middle
schools, staff requires that the program be budgeted with full-time staff at the Recreation Supervisor I
. level to suppon the hourly staff and the program.
At the request of the Council, staff also developed another option (Option "D"), based on programming
for two days a week at two schools for the after-school pr()gram for Middle Schools'. . Program content
would be the same as the five day a week option. ~~'
. -
Middle School Pro= on Wish List
,
~;
-,
This request was discussed by the City Council at the Parks, Recreation and Open Space Goals and
Objectives presentation. Staff had formulated a program for after-school .activities at the City's four
middle schools as follows:
~."
;:-
.
A Drop-By Program, Enrichment Program (Intramural, Art, Drama, Dance, etc.) and Special
Interest Classes (paid for by participant/subsidized).
!.
..
1.0 FIE benefitted Recreation Supervisor I ($41,539); three Recreation Leaders (20 hrs .tweek _
50 weeks - 4 sites ($112,957).
.._.. on
It should he---noted.-that all youth serving agencies discussing this proposal saw.the need for a .
coordination (Recreation Supervisor I level) who would work with the schools, agencies, youth
[FY .,"" ""'" . _.." . OW4-97J
2
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~..
, .
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----~.-,-
Attachment "A"
Budget Supplemental Report No. _
and parents to coorclinate and provide programming. Funding strategies include potential City
bus advertisement revenues with schools matching funds with the City for this programming.
Option "A": 2 days/week program at 4
middle schools (0.75 FTE Supervisor)
$ 72,095
Option "B": 4 days/week program at 4
middle schools (1.00 FTE Supervisor)
$118,850
Option "Co: Full Service Program at 4
middle schools, Mon.-Fri. (1.00 FTE Supervisor)
$156,500
FISCAL IMPACT: The costs described in the table below are for a full-year program. As it is
anticipated that there will be a certain amount of time dedicated to start-up and administrative details
associated with an agreement with Chula Vista Middle School; the full amounts of the budgets for each
of the options will be lower.
Option Program Staff FIT Budget
Description Required Requir'd
Afu:r-School
.A A Drop-By Pragram, Enrichment Two. Rec. Leaders 0.48 FIE $72,095
Pragram (Intramural, Art, Drama, at 4 siteS Recreation Leaders
Dance, etc.) and Special IDte=' Classes
(paid far by participant/subsidized). Rec. Supervisar I 0.75 FrE
Rec. Supervisar I
2 days/week pragram ar 4 middJe schaals
B . A Drop-By Program, Enrichment Two. Rec. Leaders .0:48 FrE $118,850
. ,
Pragram (Intramural, Art, Drama, .at 4 sites Recreation Leaders
Dance, etc.) and Special IDte=' Classes ' J -
(paid far by parricipant/subsidized). Rec. Supervisor I 1.00 FrE
Rec. Supervisor I
4 days/week program at 4 middJe schools
C A Drop-By Program, Enrichment Three Rec. Leaders 1.44 FrE S156,500
Pragram (Intramural, Art, Drama, at 4 sites Recreation Leaders
Dance, etc.) and Special IDte=' Classes
(paid far by participant/subsidized). Rec. Supervisor I 1.00 FrE
Rec. Supervisor I
5 days/week program at 4 middJe schools
D A Drop-By Program, Enrichment Two. Rec. Leaders 0.24 FrE $53,269
Program (Intramural, Art, Drama, at 2 sites Recreation Leaders
Dance, etc.) and Special IDterest Classes
(paid far by participant/subsidized). Rec. Supervisar I 0.75 FrE
. .... .~._-~--.-,'-..~._. ,.-. ,. -.-.-.-. ..-'-'. _..-, ~ . --- ." Rec. Supervisor I
2 days/week program at 2 middle schools
--...-.
1FY"'''''''''-''''P.""",,9'IJ
3
.3 ,,) /
~
1
,
.j
~
,
'. .
Attachment "A"
Budget Supplemental Report No. _
,
Option Program StafT FIE Budget
Description Required Requir'd
Pilot Program ChuIa Vis", Middle School
E This is a five day a week after-school Program would 0.556 FTE $14,000
recreation program for Chula Vis", provide 2 Rec. Recreation Leaders
Junior High School. 'This program would Leaders during aU
run 38 weeks for 2 hrs. per ct!y and 10 open time -1160 City
weeks al 4 hrs. per ct!y for the summer hours. Match
session. =
Program wouJd 0.115 FTE $7,000
Activities will be dett:rntined by an also provide for Recreation Sp-...<;ia!isl
assessment conducted at the schoo] site. five hours per
week of a Roc.
Sp-...<;. who will
provide
coordination,
supervision, and
program pIanning
for a total of 240
hrs.
F This would be a two day a week afier- Program will 0.222 FTE $6,315
school recreation program. The program provide two Rec. Recreation Leader
would run 38 weeks for 2 hrs. per ct!y Leaders during aU
and 10 weeks for 4 hrs. per ct!y for the open time - 464
swnmer session. hours.
Activities will be dett:rntined by an Program will also 0.069 FTE
assessment conducted at the school site. provide for three Recre.ation Specialist
hours per week of
a, ~. Spec. ,
~pecialisl will
provide progrnm
planning,
coordination, and
supervision for a
lotal of 144 hrs.
- ~ ..-....-.. .-.
IFY 97191 ......... . _.... .1JO<)4.97]
4
3-/c2
Attachment "B"
Discussion on No. 18:
~ ",cilmember Rindone asked what if we had a four day a week program, Monday through Thursday, for four
.le schools and then partnered with the School District.
Councilmember Moot stated that he had a philosophical problem with the City taking over the schools'
responsibilities to take care of the children during extended hours. Most school systems are going to the opposite
approach by extending their school hours.
j
1
Mayor Horton stated that she did not disagree, but she did not feel we should sacrifice our children while we wait
for the teachers and board members work all of this out. We could make this a one-
year program starting with the
bare minimum at four middle schools and try to work with the School District to see if they could fund this because
it is something which they should be taking care of.
Wish List
MSUC (Rindone/Horton) to approve the "Wish List" with the Alternative Funding Sources as follows: Code
Enforcement Program, $40,000; Therapeutics Program, $25,000; ReiD8tatemant of Maintenance Worker,
$32,421; Street SWeeping B Street and H Street, $900; and Afterscbool Middle School Program, $7,000.
After further discussion, Council concurred that for purposes of presenting a tentative budget, the following should
be included: Administrative Secretary for Parks and Recreation; Option A for the Afterschool Middle School
Program (which would actually be 2 days a week at 3 schools because Council had previously approved the pilot
program at one school); Juvenile Diversion Counseling; Additional HVAC hours; and Additional hours at South
Chula Vista Library.
ORAL COMKCNICATIONS
There were none.
OTHER BUSINESS
CITY MANAGER'S REPORT{S) - none.
MAYOR'S RBPORT{S) - none.
COUNCIL COMMENTS - none.
ADJOURNMKNT
The meeting adjourned at 7:50 p.m.
Respectfully submitted,
Beverly A. Authelet, CMC/AAE
City Clerk
J~)J
APPROVElJ
Attachment "en
rssuez
partnership and Ma~o~andum of Understanding between the Sweetwater
union HiQh School District and the City of Chula vista to conduct
an after school recreational activiti""s program for all middle
schools ~n the City of Chula Vista.
su'Oerf ntendent' B Recommendation;'
Approve partnership and Memorandum of Understanding between the
Sweetwater Union Hi9h School' District and the City of Chula Vista
to conduct an afte~ school/recreational activi~ies program for all
middle schools in the City of.Chula.Vista.
.
2'.nalvlliln
The Sweetwater Union High School District and the City of Chula
vista have designed an after school recreational activities
program proposal for all I!liddle schools within the City of Chula
Vista wherein the city and the school district would share equally
in the costs of the program. The services provided by the City of
Chula Vista parks, Recreation and Open Space Department will
address some unmet needs of the. :middle school age group and a
tentative program has been established for all middle school
sites. The structure of the program activities will be determined
by each individual sita and will include intramural aports, art,
drama; dance and other enrichI!lent activities. An evaluation of the
program at the individual sites will be conducted at the end of
the school year to determine program effectiveness and levels of
student participation. In addition, the district will investigate
the feasibility of expanding the program to other middle schools
not in the City of chula Vista. ~
The district and the city hiive prepared a pilot progrom for the
1997-98 schoDl year as follows.
Bonita vista Middle School. Castle Park Middle School,
Hillto'[) M:l~(ne school:.
Youtb Coordinator (. 7S F'I'E)
Two Leaders/2 days a week/40 weeksi3 sites
$25.177
s 9.806
$34,963
Breakout:
BDnita Vista Middle School
Castle Park Middle School
Hilltop Middle School
$11,661
$11,661
$11,661
'.
Page 1 of 4
Board Agenda Item 8-4
August 21, 1997
.__..... _ On 0.._... .~.-:;:-.:.:.~~..~.:='.':'7.r--......- ... .-
0'" .' . .
, .,..'~
3-/(
Attachment "e"
Chula vietI'! Junior Hiah School.
2 Leaders/5 days a week/38 weeks
2 Leaders/5 days a week/10 weeks in summer
Recreational programming/supplies/equipment
Recreational specia1is~/supervision/5 hrs. a week
$ 6/554
$ 3/266
$ 1/885
$ 2.295
S14,OOO
Fiscal Imoac~ (Incorne/ExDenditure):
$48,984
Reviewed by the Chief Fmance Officer
$24,492
$24/492
Total Program Costs (
SWeetwater Union High School District
City of Chula Vista
Funds to be allocated from the unappropriated reserves.
APPROVED
PaQe 2 of 4
Board Agenda Ite11\ B-4
August 21, 1991
3~/5
Attachment "D"
SWEETWATER UNION HIGH SCHOOL DISTRICT
DIVISION OF PLANNING & FACILITIES
1130 FIFTH AVENUE
CHULA VISTA, CA 91911
(619)691-5553
FAX: (619)420-0339
Andrew B. Campbell
Assistant Superintendent of Planning
and Facilities
October 23, 1997
Ms. Sunny Shy
Deputy Director of Recreation
Parks & Recreation Department
City of Chula Vista
276 Fourth Avenue
Chula Vista, CA 91910
Dear Ms. Shy:
RE: Middle School - After School Program
The Sweetwater Union High School District Board of Trustees approved funds
for a pilot program, in conjunction with the City of Chula Vista, to provide after
school services at the middle schools within the City limits. It is the position of
the district and its principals that the program should be at all middle school
sites and a two-hour, two-day a week program for the initial evaluation period.
Following the evaluation of the program, consideration can be given to
consolidation or expansion.
Sincerely,
a4!~
Andrew B. Campbell
Assistant Superintendent of Planning & Facilities
ABC:mr
3'--) ?
Attachment "E"
SUMMARY OF DEMOGRAPHIC AND ACCOUNTABILITY INFORMATION
HILLTOP MIDDLE SCHOOL
DEMOGRAPHICS 1992-93 1993-94 1994-95 1995-96
ENROLLMENT, CBEDS (7-12) 1,228 1,106 1,194 1.233
% STUDENT ETHNICITY. CBEDS
Asian 3% 2% 2% 2%
Hispanic 53% 53% 55% 55%
African American 3% 4% 3% 3%
Wh~e 36% 34% 33% 33%
Filipino 4% 4% 5% 5%
American Indian 1% 1% 1% 2%
Pacific Isiander 1% 1% 1% 1%
% CERTIFICATED STAFF ETHNICITY, CBEDS
Asian (2) 3% -(2) 4% (2) 3% (1) 2%
Hispanic (5) 9% (5) 9% (7) 12% (7 11%
Wh~e (48) 80% (40) 75% (42' 72% (46 75%
Filipino (3) 4% (3) 6% (3 5% (3 5%
American Indian (2) 3% (2) 4% (3) 5% (3 5%
Pacific Isiander (1) 2% (1) 2% (1 2%
ENGLISH PROFICIENCY (R-30)
% English Language Leamers 11% 11% 8% 11%
% Fluent English 23% 22% 28% 24%
% English Only 66% 67% 64% 65%
-
SOCIO ECONOMIC LEVEL
# Title I Program Participants 7 7 10
% AFDC 5% 6% 6% 12%
ATTENDANCE
A.D.A. for school year 99% 99% 99% 99%
A.D.P. for school year 94% 95% 95% 95%
Dropout Rate 0.2%
HM
3;/?
Revised 9/19/96
Attachment "E"
SUMMARY OF DEMOGRAPHIC AND ACCOUNTABILITY INFORMATION
CASTLE PARK MIDDLE SCHOOL
DEMOGRAPHICS 1992-93 1993-94 1994-95 1995-96
ENROLLMENT, CBEDS (7-12) 1,314 1,264 1,203 1,284
% STUDENT ETHNICITY, CBEDS
Asian 2% 2% 2% 2%
Hispanic 70% 73% 74% 75%
African American 6% 7% 6% 6%
White 16% 14% 12% 12%
Filipino 4% 4% 4% 4%
American Indian 0.3% 1% 1% 1%
Pacific Islander 1% 1% 0.4% 1%
% CERTIFICATED STAFF ETHNICITY, CBEDS
Asian (11 2% (1) 2% (3) 5%
Hispanic ~16) 24% (!Zl 26% (~7) 26% (16) 24%
African American (4) 6% j4) 6% (4) 6% (4) 6%
Whne (44) 67% (43) 65% (41) 64% (42) 64%
Filipino (2) 3% (1) 20/0 (1) 2% (1) 2CYo
ENGLISH PROFICIENCY (R-30)
% English Language Leamers 22% 28% 22% 34%
% Fluent English 36% 30% 38% 26%
% English Only 42% 42% 40% 40%
SOCIO ECONOMIC LEVEL
# Title I Program Participants 602 562 436 398
%AFDC 22% 21% 21% 32%
ATTENDANCE
A.D.A. for school year 98% 98% 98% 98%
A.D.P. for school year 92% 92% 92% 92%
Dropout Rate 0.6% 0.2% 0.2%
CPM
~-/Y
Revised 9/19/96
Attachment "E"
SUMMARY OF DEMOGRAPHIC AND ACCOUNTABILITY INFORMATION
BONITA VISTA MIDDLE SCHOOL
DEMOGRAPHICS 1992-93 1993-94 1994-95 1995-96
ENROLLMENT, CBEDS (7-12) 1,365 1,420 1,445 1,549
% STUDENT ETHNICITY, CBEDS
Asian 6% 5% 6% 8%
Hispanic 38% 38% 38% 39%
African American 4% 4% 4% 4%
White 37% 38% 36% 34%
Filipino 14% 14% 14% 13%
American Indian 1% 1% 1% 1%
Pacific Islander 1% 1% 1% 1%
% CERTIFICATED STAFF ETHNICITY, CBEDS
Asian (1) 2% (1) 1% (1 1% (1) 1%
Hispanic (6) 9% (8) 12% (10 14% J1'1) 15%
White (53) 80% (56) 81% (53 77% J58) 78%
Filipino (2 3% (2 3% (3 4% (2) 3%
American Indian (1 2% (1 1% (1) 1% (1) 1%
Pacific Isiander j2) 3% (1 1% (1) 1% _(1) 1%
ENGLISH PROFICIENCY (R-30)
% English language Leamers SOlo 8% SOlo 9%
% Fluent English 23% 18% 22% 22%
% English Only 69% 74% 72% 69%
SOCIO ECONOMIC LEVEL
# Title I Program Participants 5 4 4
% AFDC 3% 5% 5% 4%
ATTENDANCE
A.DA for school year 99% 99% 99% 99%
A.D.P. for school year 95% 95% 96% 96%
Dropout Rate 0.2% 0.5% 0.2%
BVM
1 .3-/9
Revised 9/19/96
Attachment IIEII
SUMMARY OF DEMOGRAPHIC AND ACCOUNTABILITY INFORMATION
CHULA VISTA JUNIOR HIGH SCHOOL
i
.1
.1
:..1
I
. ,
. .i
DEMOGRAPHICS 1992-93 1993-94 1994-95 1995-96
ENROLLMENT, CBEDS (7-12) 1,381 1,412 1,369 1,425
% STUDENT ETHNICITY, CBEDS
Asian 2% 2% 2% 10/0
Hispanic 62% 66% 68% 68%
African American 7% 6% 5% 7%
White 24% 21% 19% 20%
Filipino 4% 4% 4% 4%
American Indian 1% 1% 1% 0.4%
Pacific islander 1% 1% 1% 10/0
% CERTIFICATED STAFF ETHNICITY, CBEDS
Asian (4 6% (2) 3% (3) 4% (2) 3%
Hispanic (11 16% (13) 19% (16) 23% (14) 20%
African American (2) 3% (1) 1% (1) 1% (2) 3%
White (49) 71% (46) 69% (44) 64% (49) 69%
Filipino (3) 4% (5) 7% (5) 7% (4) 6%
ENGLISH PROFICIENCY (R-30)
% English Language Leamers 22% 25% 20% 26%
% Fluent English 25% 25% 32% 26%
% English Only 53% 50% 48% 40%
SOCIO ECONOMIC LEVEL
# Title I Program Participants 503 446 494 665
% AFDC 24% 25% 25% 29%
ATTENDANCE
A.D.A. for school year 98% 98% 98% 98%
A.D.P. for school year 93% 93% 93% 95%
Dropout Rate 1% 1%
CVJ
~-020
Revised 9/19/96
5105
5143
5145
5212
5213
5218
5301
5371
5398
Totals
1 Ci~
Funds
Needed
STAFF RECOMMENDATION - OPTION #1
MIDDLE SCHOOL BUDGET SCENARIOS
4 Schools
Chula Vista Junior High School at 5 days per week
3 Middle Schools at 2 days per week
Line Item
Description
ATTACHMENT "F"
Wages
Budget Comments
$40,122 .96 FTE Recreation Leader
.12 FTE Recreation Specialist
.75 FTE Youth Coordinator
Medicare
$ 582
$ 1,505
$ 1,500
$ 200
$ 200
$ 200
$ 2,675
$ 2,000
$48,984
.
PARS
Printing
Postage
Office Supplies
3~c2-1
$17,4921
ATTACHMENT "F"
OPTION #2
MIDDLE SCHOOL BUDGET SCENARIOS
3 Schools
Chula Vista Junior High School at 5 days per week
2 Middle Schools at 3 days per week
Line Item Description Budget Comments
5105 Wages $37,024 .96 FTE Recreation Leader
.12 FTE Recreation Specialist
.65 FTE Youth Coordinator
5143 Medicare $ 536
5145 PARS $ 1,388
5212 Printing $ 1,500
5213 $ 200
5218 Postage $ 200
5301 Office Supplies $ 200
5371 $ 2,675
5398 $ 2,000
Totals $45,723
I City Funds Needed $15,861.50 t
3~~2.
ATTACHMENT "F"
OPTION #3
MIDDLE SCHOOL BUDGET SCENARIOS
2 Schools
Chula Vista Junior High School at 5 days per week
1 Middle Schools at 5 days per week
Line Item Description Budget Comments
5105 Wages $31,157 .88 FTE Recreation Leader
.12 FTE Recreation Specialist
.50 FTE Youth Coordinator
5143 Medicare $ 452
5145 PARS $ 1,168
5212 Printing $ 1,500
5213 $ 200
5218 Postage $ 200
5301 Office Supplies $ 200
5371 $ 2,675
5398 $ 2,000
Totals $39,552
I City Funds Needed $15,861.50 I
3/.23
ATTACHMENT "F"
OPTION #4
MIDDLE SCHOOL BUDGET SCENARIOS
2 Schools
Chula Vista Junior High School at 5 days per week
1 Middle Schools at 4 days per week
Line Item Description Budget Comments
5105 Wages $29,928 .80 FTE Recreation Leader
.12 FTE Recreation Specialist
.50 FTE Youth Coordinator
5143 Medicare $ 434
5145 PARS $ 1,122
5212 Printing $ 1,500
5213 $ 200
5218 Postage $ 200
5301 Office Supplies $ 200
5371 $ 2,675
5398 $ 2,000
Totals $38,259
. ,
I City Funds Needed $15,861.50 I
:3 ~ ;2JI
ITEM TITLE:
SUBMITTED BY:
REVIEWED BY:
COUNCIL AGENDA STATEMENT
t-f
Item:
Meeting Date: 11/13/97
Resolution / 1~/ / Accepting a Critical Hours grant from the
South Bay YMCA and the County of San Diego, Department of Health Services,
for FY 1997/98 for drop-in recreational activities at four Sweetwater Union High
School District middle school sites; Appropriating $13,000 to the Grant Fund
(290-2904) from unanticipated grant revenue for the expenditure and
reimbursement of said City funding for implementation of the Chula Vista
Critical Hours Program; and Approving the addition of 0.54 FTE Recreation
Leader hourly positions to support the program
Director of Parks, Recreation and Open space~
Ciry M_", JGi ~ ~ (4/S" V"", V~ X No-'
On March 31, 1997, the County of San Diego released a Request for Grant Applications to participate
in the Critical Hours Program. The Critical Hours Program funding requires the establishment of
afterschool programs at all four of the Sweetwater Union High School District middle schools. This
project would promote collaboration among schools, community-based organizations, and other youth-
serving agencies, to prevent alcohol and drug use by school age youth and to lower the teen homicide
and suicide rates.
The timing of this grant is coincidental with the Council's interest in providing afterschool programming
at the middle schools in Chula Vista. The intent of the Critical Hours grant is to supplement, not
supplant, the provision of middle school programming. The requirement that programming be provided
at each of the Middle Schools is part of the Critical Hours funding. As discussed in the previous report
being considered at this meeting, regarding the Middle School Afterschool Program at four middle
schools, the Critical Hours funding will enable a partnership among the YMCA, the City of Chula Vista,
the Boys & Girls Club, and South Bay Community Services; to increase the middle school afterschool
program to 5 days per week at all four middle schools (excepting Chula Vista Junior High School which
is currently budgeted for 5 days per week).
Through a Memorandum of Understanding with the YMCA Youth and Family Services (Attachment
"A"), the County of San Diego Department of Health Services has authorized $50,000 in financial
assistance to establish the afterschool program at four Sweetwater Union High School District middle
schools. The City, in collaboration with the YMCA Youth and Family Services, South Bay YMCA,
South Bay Community Services, the Sweetwater Union High School District, and the Chula Vista Boys
& Girls Club; would implement the Chula Vista Critical Hours Program. The Parks, Recreation and
Open Space Department would receive $13,000 (of the $50,000 total grant) of financial assistance to
implement the City's portion of the Critical Hours Program.
{h:\hmie\parksra:\a1l3\critical.hrs - critical.hrs . 10/28/97]
1
1/-~/
Item:
Meeting Date: 11/13/97
STAFF RECOMMENDATION: That the City Council adopt the Resolution:
1. Authorizing the acceptance of a grant, in the amount of $13,000, from the YMCA of San Diego
County and the County of San Diego County for FY 1997/98, for drop-in recreational activities
at four of the middle school sites; and
2. Appropriating $13,000 in the Grant Fund (290-2904) from unanticipated grant revenue; and
3. Approving the expenditure of said City funding for implementation of the City's portion of the
Critical Hours Program; and
4. Approving the addition of 0.54 FTE Recreation Leader hourly positions to support the program.
BOARDS/COMMISSIONS RECOMMENDATION: N/A
DISCUSSION: The San Diego County Critical Hours Program for middle school-age children is
designed to increase the availability of positive alternatives to crime and at-risk behavior. The program
will provide opportunities to learn life skills that improve the ability of youth to make positive life choices
and achieve success in school, community and family functioning.
On March 18, 1997, the Board of Supervisors allocated $1 million from the Children's Investment Trust
Fund as seed money to establish the San Diego County Critical Hours program, a coordinated prevention
and intervention program for middle school age youth. This program emphasizes community involvement
in programming and service delivery and collaboration between community organizations, public, private
and non-profit.
On May 1, 1997, the Parks, Recreation and Open Space Department, in collaboration with the YMCA
Youth and Family Services, South Bay YMCA, South Bay Community Services, Sweetwater Union High
School District, and the Chula Vista Boys & Girls Club, submitted the Critical Hours Program proposal
to the County (Attachment "B"). On June 10, 1997, the collaborative partners were informed that the
County of San Diego Department of Health Services approved the Chula Vista Critical Hours Program
(Attachment "C").
The Chula Vista Critical Hours Program would be provided through a collaborative effort of five (5)
partners; the YMCA of San Diego County Youth and Family Services, South Bay YMCA, South Bay
Community Services, Boys & Girls Club Chula Vista, Sweetwater Union High School District, and Chula
Vista Parks, Recreation and Open Space Department. Afterschool programming would take place at four
Chula Vista middle schools sites: Bonita Vista Middle School, Castle Park Middle School, Chula Vista
Junior High School and Hilltop Middle School. It is through this collaborative effort and with matching
funds provided by each partner agency, that this program can be effectively implemented at the four sites.
[h:\hcme\parksrec:\a1l3\critical.hrs - criticaJ.hrs - 1O!28191J
2
tj-;L
Item:
Meeting Date: 11/13/97
Scope of the Critical Hours Program
The San Diego County Critical Hours program for middle school age children is designed to increase the
availability of positive alternatives to crime and at-risk behaviors and to provide opportunities to learn
life skills that improve the ability of youth to make positive choices and achieve success in school,
community and family functioning. Studies at the federal level show that half of all violent juvenile crime
occurs between 2:00 p.m. and 8:00 p.m., between the end of the school day and the time parents return
home from work.
Roles of Partners in the Critical Hours Program
The five partners involved in Critical Hours are a team which will each provide an integral component
of the program. No one partner will be implementing a stand-alone program; the partners will work
together to provide the complementary program at the middle schools.
Chula Vista Parks, Recreation and Open Space Department will offer three types of programs at four
middle school sites. Program activities are designed to build self-esteem and enhance refusal skills.
Utilizing the 0.54 FTE Recreation Leaders and 0.75 FTE Youth Coordinator from the Middle School
Program for program support, activities youth may participate in are; Drop-in, Contract Classes and
Youth Employment/Job Preparedness. The Drop-in program will include: sports, arts and crafts and
games. Contract classes may include: pet care training, science experiments and field trips. The Youth
Employment program will involve youth in career awareness, job readiness and volunteer opportunities
in the community. Activities will be held two days each week for two hours during the regular school
year and for four hours each day during the summer.
The Boys & Girls Club of Chula Vista will provide components of their juvenile delinquency prevention
program, "Street Safe." Some activities will be held at the middle school site(s), but the majority will
be held at Club facilities. Students will be transported from their middle school, on one designated day
per week, to the Boys & Girls Club for program activities.
South Bay Community Services will provide two peer educators, who will work with the YMCA
PRYDE site manager to deliver the curriculum. They will also furnish additional services and support
as needed by the staff and requested by the youth participants. Their primary responsibility will be to
serve as mentors and role models for the middle school-age youth participants in the afterschool program.
Sweetwater Union High School District will provide the site coordination for the four middle schools
by assigning staff to work with the City and other partners to coordinate the programming.
The South Bay Family YMCA is in the process of building a new facility. Completion is slated for
February of 1998, and the site will be available for afterschool activities at that time. A new swimming
pool will be installed, and youth participants in the Critical Hours Program will be given the opportunity
to use the pool in warmer months.
{h:\home\parksrec\all3\critica1.hrs - critical.hn . 10128/97]
3
1/~Y
Item:
Meeting Date: 11/13/97
The YMCA Youth and Family Services will serve as the administrative agent and will be responsible for
overseeing the contracting, reporting and evaluation of the program. In addition, they will provide a Site
Manager to oversee the entire Critical Hours afterschool program in Chula Vista, and provide the YMCA
PRYDE Program curriculum to the youth. The YMCA PRYDE Program is designed as a primary
prevention program with services available to all youth, but particularly for youth at risk for substance
abuse and gang involvement.
Program ProfIle ChuIa Vista "Critical Hours" Program
The YMCA provides the PRYDE Program. The City of Chula Vista Parks, Recreation and Open Space
Department (CVPROS) provides the Drop-In Recreation Program. The Boys & Girls Club of Chula
Vista (B&G) provides "Street Safe" Program. South Bay Community Services (SBCS) provides Peer
Mentoring.
SCHOOLITIME MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
Bonita Vista YMCA YMCA CVPROS YMCA B&G
2:35 - 4:35 CVPROS SBCS
Castle Park YMCA CVPROS YMCA CVPROS YMCA
3:00 - 5:00 B&G SBCS
Chula Vista CVPROS YMCA CVPROS YMCA B&G
2:30 - 4:30 YMCA SBCS
Hilltop YMCA CVPROS YMCA CVPROS YMCA
3:20 - 5:20 B&G SBCS
Correlation Between Critical Hours Program and Proposed Citv Afterschool Middle School Program
The intent of the proposed City Afterschool Middle School Program would be to provide the basic core
effort for the middle school age youth programs. One of the outcomes of the Youth Summit was that
the students in this age group desired a "safe" place to "hang out" after school. The idea of the middle
school program was developed to meet that desire. The City would provide the staffing at the middle
school, and basic programming for the students.
The Critical Hours Program, as a funding supplement for one year, will provide the additional funding
that will enable the five partners in the program to enhance the basic core City afterschool program. This
enhanced programming is as described above in the role of the partners.
FISCAL IMPACT: The City has been awarded a $13,000 grant, for a period of one year from
September I, 1997 through August 31, 1998; from the YMCA and the County of San Diego, to
implement the Chula Vista Critical Hours Program at the four Sweetwater Union High School District
[h:\hcmc\parlcsrec\aI13\critical.hrs - critical.hrs . 10/28/97]
4
'1- i-
Item:
Meeting Date: 11/13/97
middle schools. Grant funds would be disbursed to the City upon receipt of appropriate expense
documentation. These funds would be deposited into a grant account, Critical Hours Grant (290-2904)
to reimburse expenses of the program. A budget for the grant program is Attachment "D." Payments
are to be made by the Grantor (the County) to the City, based on clear expectations and performance
according to the agreement submitted to the County of San Diego County, via the YMCA of San Diego
County. The City would contribute in-kind, the salary and benefits of an existing Recreation Supervisor
II, at an estimated cost of $3,800 for the grant period. Excepting the in-kind contribution, City General
Funds would not be required for this program.
Attachments: I "A" - Memorandum of Understanding
J "B" - Project Proposal
\ "C" - Award Letter NOT SCANNED
J "D" - Critical Hours":Budget - FY 1997/98
"E" - Sample Critical Hours Brochure NOT SCANNED
[h:\home\parbrec\aI13\critical.hrs - critical.hrs - 10/28/97]
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RESOLUTION NO. / gf!) I
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA ACCEPTING A CRITICAL HOURS GRANT
FROM THE SOUTH BAY YMCA AND THE COUNTY OF SAN
DIEGO, DEPARTMENT OF HEALTH SERVICES, FOR FY
1997-98 FOR DROP-IN RECREATIONAL ACTIVITIES AT
FOUR SWEETWATER UNION HIGH SCHOOL DISTRICT
MIDDLE SCHOOL SITES; APPROPRIATING $13,000 TO
THE GRANT FUND (290-2904) FROM UNAPPROPRIATED
GRANT REVENUE FOR THE EXPENDITURE AND
REIMBURSEMENT OF SAID CITY FUNDING FOR
IMPLEMENTATION OF THE CHULA VISTA CRITICAL
HOURS PROGRAM; AND APPROVING THE ADDITION OF
0.54 FTE RECREATION LEADER HOURLY POSITIONS TO
SUPPORT THE PROGRAM
WHEREAS, on March 31, 997, the County of San Diego
released a Request for Grant Application to participate in the
critical Hours Program; and
WHEREAS, the critical Hours Program funding requires the
establishment of afterschool programs at all four of the Sweetwater
Union High School District middle schools; and
WHEREAS, this project would promote collaboration among
schools, community-based organizations and other youth-serving
agencies, to prevent alcohol and drug use by school age youth and
to lower the teen homicide and suicide rates.
NOW, THEREFORE, BE IT RESOLVED the city Council of the
City of Chula vista does hereby accept a critical Hours grant from
the South Bay YMCA and the County of San Diego, Department of
Health Services, for FY 1997-98 for drop-in recreational activities
at four Sweetwater Union High School District middle school sites.
BE IT FURTHER RESOLVED the City Council does hereby
appropriate $13,000 to the grant Fund (290-2904) from
unappropriated grant revenue for the expenditure and reimbursement
of said City funding for implementation of the Chula vista critical
Hours Program.
BE IT FURTHER RESOLVED the City Council does hereby
approve the addition of 0.54 FTE Recreation Leader hourly positions
to support the program.
Presented by
Approved as to form by
M. Kaheny
Attorney
Jess Valenzuela, Director of
Parks, Recreation and
Open Space
c: \Res\Critical
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Attachmp;ot
II/II
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YMCA EDUCATION AND PREVENTION SERVICES
.n.;VENILE CRlSIS PROGRAM. PRYDE. L'\'DEPE!Io'DENT LIVING SKILLS
2859 EI Cajon Blvd. . San Diegn, CA 92104
(619) 284-0361 · Fax (619) 284-1113
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October 14. 1997
Jennifer Bartindale
Human Services Coordinator
Chula Vista Parks and Recreation Department
276 Fourth Avenue
Chula Vista, CA 91910
Dear Jennifer:
As we begin the Critical H011r!i program in Chula Vista, I felt it was important that we reiterate the terms
of the Memorandum of Understanding between YMCA Youth & Family Services and the City ofChu]a
Vista Parks and Recreation Departmem. Attached, please find the Chula Vista Critical Hours program
award letter received from the County of San Diego.
YMCA Youth and Family Services will serve as the administrative agent and will oversee contracting.
reporting, and evaluation of the Critical Hours program.
Chula Vista Parks and Recreation Department will offer drop-in recreational activities at all four of the
middle schoo! sites: Bonita Vista, Castle Park and Hilltop Middle Schools, and Chula Vista Junior High.
Critical Hours funding will provide activities two days per week for two hours (3:00 to 5:00 p.m.) for 3&
weeks during schoo~ and for fuur hours each day, two hours per week per site for 10 weeks in the
summer. This includes three types of programs in which the youth may participate: Drop-in, Contract
Classes, and Youth Emplo}mentlJob Preparedness.
For its role in the Critical Hours program, Chula Vista Parks and Recreation Department will receive a
total of$I3,OOO fur the project year. Pa}ments will be provided quarterly on a reimbursement basis.
Reimbursement will not exceed $13,000 for the project year. Chula Vista Parks and Recreation
Departmem will provide YMCA Youth & Family Services with attendance reports and a calendar of
service activities on a monthly basis.
If you have any questions, please do not hesitate to contact me at 284-0361.
Sincerelv,
-JJ
Rick N royer
Director of Education and Prevcmion Services
Attachments
tI~ 7
:'.i:CdCIlI:lent 1'3"
South Ba)' YMCA
Chula Visla
PROGRAM SERVICES
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The Critical Hours after-school program in Chula Vista will be provided through a
collaborative effort of the YMCA Youth and Family Services, South Bay Family YMCA,
South Bay Community Services, Chula Vista Park and Recreation Services, and the Boys
& Girls Club ofChula Vista. Afterschool programming will take place at all four Chula Vista
middle school sites: Bonita Vista Middle School, Castle Park Middle School, Hilltop Middle
School and Chula Vista Junior High School. It is only through this collaborative effort and with
matching funds provided by each partner agency that this program can be effectively
implemented at four sites in the community of Chula Vista. A Family Advisory GToup will be
formed at each school site and will meet at least monthly to provide input to the collaborative
partners regarding programming and activities. They will also be responsible to work with the
partners in community outreach and liaison.
,
,
YMCA Youth and Family Services will serve as the administrative agent, and will be
responsible to oversee the contracting, reporting, and evaluation of the program.
The Boys & Girls Club of Chula Vista will provide components of their juvenile
delinquency prevention program., Stred Safe, to each of the four after-school programs one day
per week. Some of these activities may be offered at the school sites, but the majority are Boys
& Girls Club facility-based programs. Students will be transported iTom their middle school on
one designated day per week and taken to the Boys & Girls Club for programming. These
activities will be offered:
.
Teen Cuisine--basic cooking classes
Computers R Us-learning computer skills
Art Smart--crafts, painting, video taping
Street Wise--drug, alcohol, tobacco and pregnancy prevention
.
.
.
Chula Vista Parks and Recreation Department will offer drop-in recreational
activities at all four of the middle school sites: Bonita Vista, Castle Park and Hilltop Middle
Schools and Chula Vista Junior High. Critical Hours funding will provide activities two days per
week for two hours (3:00 to 5:00 PM) for 38 weeks during school, and for four hours each day,
two days per week per site for ] 0 weeks in the summer. A separate source of funding will
supply recreational activities every day after school at the fourth school site, Chula Vista Junior
High.
The Park and Recreation Department will include three (3) types of programs in which the
youth may participate: Drop-in, Contract Classes and Youth EmploymentlJob
Preparedncss. Activities are designed to build self-esteem and enhance refusal skills. The Drop-
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RFGA -
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South BJ)' YMC!,
Chu!" Vis:a
In program includes a sports component, designed to introduce youth people to the
fundamentals of team and individual sports .in a safe and supervised environment. Baseball,
basketball, flag football, Ping-Pong, Rollerblading, and SOccer will be offered. i\.rt activities
will also be available, and will incorporate culturally and ethnically diverse opportunities for
creative expression. Contract classes are available to participating youth at one-half the regular
fee, and will include pet care training, science experiments, dance and field trips. The Youth
Employment program will involve youth in career awareness, job readiness skills, and
volunteer opportunities in the community.
The South Bay Family YMCA is in the process of building a new facility. Completion is
slated for February of] 998, and the site will be available for after-school activities at that time. A
new swimming pool will be installed and youth participants in the Critical Hours programs will
be given the opportunity to use the pool in the warmer months.
The YMCA Youth and Family Services PRYDE site manager will be responsible to
oversee that the entire Critical Hours after-schoo! program in Chula Vista is running smootWy at
all four sites, and to provide YMCA PRYDE curriculum to the youth. The basic YMCA
PRYDE program model includes homework assistance and academic enrichment, gang and
substance abuse awareness, leadership and connict resolution skills, and healthy
lifestyles education. The program has been in existence since] 989 and is currently provided in
] 7 locations throughout San Diego County. It is designed as a primary prevention program with
services available to all youth, but particularly for youth at risk for substance abuse and gang
involvement. Homework assistance will be provided every day, and sociallhealth issues as
mentioned above will be included in the weekly PRYDE curriculum.
South Bay Community Services will provide two peer educators who will work closely
with the YMCA PRYDE site manager to deliver the PRYDE curriculum. They will also furnish
additional services and support as needed by the staff and requested by the youth participants.
Their primary responsibility is to serve as mentors and role models for the middle school-age
youth participants in the after-school program.
Two AmeriCorps staff members (of the South Bay YMCA) will devote a portion of their
time to involving youth participants in community service activities. AmeriCorps members are
available through a subcontract with San Diego State University Foundation and the June Burnett
Institute, and serve as mentors and role models for youth to become committed (as they have)
to community service. Recycling and tree planting received high ratings in youth surveys, and
participants will engage in activities with an environmental focus, as well as others that ",~ll be
identified by the youth and AmeriCorps staff throughout the year.
Academic enrichment activities and homework assistance will be furnished on a daily
basis to the youth participants in the after-school program. Academic enrichment activities will
be interwoven into on-going YMCA PRYDE pro!;ramming, such as public speaking (writing
skills) and social awareness programs (reading), as well as into activities provided by
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RFGA-
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,;;;.tcacnment "Ell
Soulh Boy YMCA
Chula Vista
collaborating agencies. Completion of homework will be tracked, and incentives will be offered to
those youth who are successful.
Field trips and family events have always been a part of the YMCA PRYDE program, and
this will be true for the Critical Hours program in Chula Vista. SpeciaJ events will be planned
throughout the year by the collaborative partners and the Family Advisory Groups at each site,
and resources wiII be pooled or gathered ITom the community to fund these special activities.
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RFGA - -
Attachment liB"
Soulh Bay r'MCA
Chula Vista
2.4 COLL-\BORATIVE PARTNERS
= YMCA Youth and Family Services - Laura Mustari, Executive Director, 292-4034
. Administrative oversight
. PRYDE activities and curriculum
= South Bay Family YMCA - Tina Williams, Executive Director, 422-8354
. Facility (swimming, recreation)
. AmeriCorps staff members
= Bonita Vista Middle School- Hector Ornelas, Assistant Principal, 69J-5690
. Facility
. Youth Recruitment & Referral
. Parent Liaison
= Castle Park Middle School- Jerry LaRussa, Principal, 69]-5490
. Facility
. Youth Recruitment & Referral
. Parent Liaison
= Chula Vista Junior High School- Karen Janney, Principal, 69]-5655
. Facility
. Youth Recruitment & Referral
. Parent Liaison
= Hilltop Middle School- Hector Espinoza, Principal, 69] -5630
. Facility
. Youth Recruitment & Referral
. Parent Liaison
= Chula Vista Park & Recreation Department - Sunny Shy, Deputy Director, 69]-507]
. Drop-in recreational activiti es
. Employment readiness skills
= Boys and Girls Club of Ch ula Vista - Jim Robinson, Executive Director, 42] -40] ]
. Cooking
. Computer
. Arts & crafts
. Drug, alcoho~ tobacco and teen pregnancy prevention
= South Bay Community Services - Kathryn Lembo, Executive Director, 420-3620
. Peer education and support
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RFGA -
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Attachment IIEII
SOUlh Bay YMCA
Chub Visla
2.5 PROGRAM SITES AND DA YS AND HOURS OF OPERATION
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Daily after-school programming will take place Monday through Friday at four school sites in
Chula Vista: Bonita Vista Middle School, Castle Park Middle School, Hilltop Middle School and
Chula Vista lunior High School. No Saturday programming has been requested by the
community.
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Recreational activities, lead by Chula Vista Park and Recreation Department, will take place two
days per week for two hours (3:00 to 5:00 PM) for 38 weeh during the regular school year, and
for 4 hours each day, two days per week per site for 10 weeks during the summer months.
Boys & Girls Club ofChula Vista will furnish transportation to and iTom their facility for after-
school activities one day per week per school site, Monday through Thursday iTom 3:00 to 5:00
PM.
,
YMCA PRYDE educational programming will take place on the two days during the week that
other activities are not occurring, iTom 3:00 - 4:30 or 5:00 PM.
Each day, as soon as youth are dismissed iTom school, they will meet in the designated area at
each school site to sign in and receive homework assistance (between 2:30 _ 3:30 PM).
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RFGA - :
ATTACHMENT "D"
Chula Vista Parks, Recreation and Open Space
Critical Hours Budget
290-2904
Object Account Amount
5105 Hourly Wages 7,886.00
5143 MediCare Contribution 120.00
5145 PARS Contribution 315.00
5202 Other Spec. Service 1,604.00
5212 Printing 500.00
5371 Recreation Supplies 1500.00
5398 Other Commodities 1075.00
$13,000.00
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"'l''::>~:-:>. ......D COf'''':'I':OLI..Ek
County of San Diego
AUDITOR AND CONTROLLER
oFFIce OP Pt:P-CHASINa AIIP CONTRACTING
~~" OVERlAND AYENUE. BUII.DING 11
SAN DIEGO. CAUFORNIA g2123.1290
?1.LL!A.M t. NAPIER
rokI;}(AJ~C AND COH'TMCTING
DIU'CTO.
Ifl1l (k.mo fAX "'-IIU
Juno 1 O. 1997
Laura Musrari. Executive D~ ~
Y'-ICA or San Diego Counr - ourb Bay Fl:nily
4715 Vicwncge Avonu~. Sujte 100
San Diogo. 92113
FAX 292.0045
RfGA 70150 - CRITICAL HOURS PROGRA.if
Dear Ms Mustari:
The 2valua Jeel RFGA has bee" comp/elad. I am p/eued to tell you thel the eppllcation you
s"~,.,,111 was salec~ecl t prepare a proposai for this program.
Er.ciosure 1 provide! information from the Source Selecllon Committee Report about your appllcetion.
En~:osure 2 provides a list of the applicants sel9c~ed 10 submit program des;"n propDe81! for the Cr:~cal Hours
Prog!am. Each of lh9 appllC8n~s not selected :0 submil proposals hes b~n encouraged 10 conta~ selectad
a?pi!cams for collaboration opportul1lt1es. k part of Phase II ef the RFGA precess, selected Sppll:anls are
reeu/red Ie partlClpale In youlh and community forums. Selected contractore wi!! be ccntacled ,""gard/nll
,:>Ianrllng and scheduling of these forums.
Proposals for Phase II of RFGA 70150 shall ~e prepered and submitted to comply with !he requi'~menls of
Pa;agreph a through 27 of the RFGA. A.~ original and 7 copies of the proposal shall be subr.-:.~ed to the
De;Jartmenl of Health Services. 1700 PacI"C Highway, San Oleco. CA. 92~01. Room 207 prior to July 18,
1 ~97 81 5:0Q FM.
if you neve ar.y que. lions. piC!5~ call ma at 694-3251.
~VILLIAM L. NAPIER
~:~ector
?(~R.ANDT, J.D.,
Precurement Contrecting Officer
Co,:>y to: .
Jenn McTighe. Deputy Director. ManagemMt Services, Depanmenl of Health Service. (P502A)
Sa~ora Mc8rayer. ExeouUve Director. Chlldron's Initiative. T~h~lcal Advisor
Myra 5reoOI. J.D.. Procurement Conttacling Officer (P5020 and 032)
~S701S0P NEG
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COUNCIL AGENDA STATEMENT
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Item ~
Meeting Date 11113197
ITEM TITLE:
REPORT: AFFORDABLE HOUSING WORKSHOP
SUBMITTED BY:
Community Development Director
(~.
REVIEWED BY:
City Manager '{}
/415ths Vote: Yes_ Nol)
BACKGROUND:
At the Council meeting of August 5, 1997, Council Members expressed interest in scheduling an affordable
housing workshop to discuss the purpose, concepts, issues and resources related to affordable housing. In
order to provide Councilmembers with a better understanding of affordable housing, staff will be making a
presentation at the workshop which will address these topics. The following information is an outline of
staff's presentation.
DISCUSSION:
· AFFORDABLE HOUSING DEFINED. Affordable housing in the City of Chula Vista is defined by the
Housing Element of the City's General Plan as for sale or for rent dwelling units which are
affordable to households (by family size) whose income levels are either below 80% of the Regional
Median Income (low income) or are 80%.120% of the Regional Median Income (moderate income).
The current median income for the area is $48,600. As an example, a family of four with an
annual income of up to $38,880 (80% of median) would qualify as a low income household.
. Low INCOME HOUSEHOLDS - EXAMPLE BY EMPLOYMENT PROFILE
VERY LOW LOW
50% Median 80% Median
$24,300 $38,880
($11.68 per hr.) ($18.69 per hr.)
Secretary librarian III
Machinist Assistant Planner
Auto Mechanic Biologist II
T ruck Driver Fire Fighter II
Tree Trimmer Accountant II
lifeguard I Building Inspector I
Cashier Senior Buyer
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Page 2, Item _
Meeting Date 11113/97
. WHY WE DO AFFORDABLE HOUSING
. Need - San Diego County is one of the most expensive housing markets in the State. The
majority of households are unable to afford housing costs and the gap between income and
housing costs is great.
. legal requirements. As required by State law, the City's Housing Element is required to
plan for affordable housing for all income segments of the community. It must assess the
need for affordable housing, set strategies for the delivery of affordable housing, and
measure performances in accomplishing its objectives.
. Economic factors - lack of affordable housing can lead to lost economic development
opportunities for business attraction, expansion, and retention. Furthermore, it can lead to
over crowded, substandard conditions, and homelessness.
. AFFORDABLE HOUSING TOOLS/RESOURCES
. Redevelopment Housing Set Aside
. HDME
. CDBG
. T ax Credits
. Density Bonus
. Rehabilitation loans/grants
. Tax Exempt Bond Financing
. AFFORDABLE HOUSING PROVIDERS/PLAYERS
. Federal
. State
. City
. Private Developer
. Private lenders
. Non-Profit Housing Developers
. CHULA VISTA AFFORDABLE HOUSING EFFORT
. The primary strategy and objectives of the City's affordable housing program were
established by the City's Housing Element. The following is an outline of our program:
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Page 3. Item _
Meeting Date 11/13/97
OBJECTIVE 1 . BALANCED COMMUNITIES
Achievement of a balanced residential community through integration of low and moderate income
housing throughout the City, and the adequate dispersal of such housing to preclude establishment
of specific low.income enclaves.
Current Prooram
· Inclusionary Housing Requirement
OBJECTIVE 2 . RENTAL HOUSING OPPORTUNITIES
The provision of adequate rental housing opportunities and assistance to households with low and
very low incomes, including those with special needs such as the elderly, handicapped, single.headed
households, and large families.
Current Prooram
. Affordable Housing Construction
. Shared Housing
. Section 8 Rental Assistance
OBJECTIVE 3 . HOME OWNERSHIP OPPORTUNITIES
The broadening of available housing types and the increase of home ownership opportunities for low
and moderate income households.
Current Proorams
. Mortgage Credit Certificate
. loan Counseling and Homeownership Education
Prooram(s) Under Consideration
. Deferred loanlDown Payment Assistance
. 203K HUD Program
OBJECTIVE 4 . MOBILEHOME PARK OPPORTUNITIES
Preservation of mobilehome park living as a source of affordable housing.
Current Proorams
. Mobilehome Rehabilitation Grant
. Mobilehome Rent Arbitration Ordinance
. Mobilehome/Trailer Park Conversion Ordinance
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Page 4. Item _
Meeting Date 11/13/97
OBJECTIVE 5 . RENEWAL, REHABILITATION AND CONSERVATION
The systematic renewal, rehabilitation, conservation, and improvement of the residential
neighborhoods of Chula Vista.
Current Proarams
· Community Housing Improvement Program (CHIP)
. Neighborhood Revitalization Program (NRP)
· Caring Neighbors
Proaram Under Consideration
· Acquisition/Rehabilitation of Rental Units
OBJECTIVE 6 . HOUSING ASSISTANCE FOR HOMELESS
To provide housing assistance to individuals and families who are homeless and enable them to
move back into permanent housing.
Current Proarams
· 31 Fourth Avenue Housing for Homeless Families
. 17 Fourth Avenue Transitional Housing
· Support of Social Services for Homeless
OBJECTIVE 7 . FAIR HOUSING AND LENDING
The elimination of racial. age, religious, sexual and economic bias and discrimination in housing
provision, and the assurance of fair lending practices.
Current Proarams
. San Diego Fair Housing Council - Fair Housing Services
· Educational Programs
· ASSESSMENT OF EFFORT
. As per the Housing Element there are two forms of housing need allocations to jurisdictions;
Regional Share and Fair Share.
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Page 5. Item _
Meeting Date 11/13/97
· Reaional Share identifies needs for new construction of housina units for all income groups
and is the allocation the Housing Element is required to address by State law. The
following is our performance under this housing need.
REGIONAL SHARE ALLOCATION
CHULA VISTA AND SAN DIEGO REGION
1989.1996
Actual City City
Construction Regional
Allocation Chula Vista Region 1/89 C.V. as % 1/89 to Share
by Income Group 1/89 to 7/96 to 7/96 Region Present Balance
Very low (23%) 1.232 37.313 3.3 (13%) 166 1.066
low (17%) 910 27,579 3.3 (36%) 332 578
Moderate (21 %) 1,124 34,068 3.3 (95%) 1.065 59
Other (39%) 2,088 63.269 3.3 (84%) 1.753 335
TOTAL 5,354 162,229 (62%) 3.316 2.038
. Fair Share developed by SANDAG identifies the number of lower income households needing
assistance. In 1991 SANDAG developed a five year performance goal amounting to 12%
of total lower income needs, which serves as a benchmark for the minimum number of
households each jurisdiction should assist.
FAIR SHARE
HOUSING NEEDS STATEMENT
CHULA VISTA AND SAN DIEGO PROGRAM
1991.1996
Total Chula Vista Five.Year Actual % of % of
"Fair Share" as % of Goals Performance Goal Fair
Households Region Share
Chula Vista 8.466 4.9 1.058 1.629 154% 18%
San Diego Region 173.787 21.728 18,123 83.4% 10%
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Page 6, Item _
Meeting Date 11/13/97
. UPCOMING ISSUES/PROGRAMS
. Military Housing
. Homeless Emergency Shelter
. First Time Homebuyer Programs
. Acquisition/Rehab of Rental Units
. Mobilehome Ordinance Revision
. Bayfront Housing Obligation
. Master Planned Communities
. Tax Exempt Revenue Bond Issues
. Housing Element update
. RECOMMENDATIONS
· Continue to produce a balanced distribution of affordable housing in the City.
. Balance jobs with housing opportunities.
· Assist in the production of new housing.
· Conserve and improve existing housing stock.
· Support social service programs which increase housing opportunities.
· Promote home ownership.
(ah/JPA) H:\HOMEICOMMDEVISTAFF.REPl11.13.97\workshop [November 6,1997 (9:22am))
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