HomeMy WebLinkAbout1991/06/05 Agenda
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Wednesday, June 5, 1991 Council Conference Room
6:00 p.m. Administration Building
Special MeetinsvWorksession of the City of Chula Vista City Council
CALLED TO ORDER
1.
CAlL THE ROIl.:
Councilmembers Malcolm _, Nader ~ Rindone _ and Mayor Pro
Tempore Moore _'
BUSINESS
2. REVIEW OF BUDGET FINANCE, PARKS AND RECREATION, OPEN SPACE, NATURE
INTERPRETIVE CENTER. liBRARY, CARRY-OVER ITEMS (IF DEEMED
NECESSARY), AND REVENUES
ORAL COMMUNICATIONS
This is an opportunily for the general publiJ: to address the CiJy Council 011 any subject 1I'UJttO within the Couru:iI's
jurisdiction that is not an item 011 this agenda. (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 yellow "Request to Speak Under Oral Communications Form" available in the lobby
and submit it to the City Clerk prior to the meeting. Tlwse who wish to speak, please give your name and address
for record purposes and follow up action. Your time is limited to three minutes per speaker.
OlHER BUSINESS
3, CITY MANAGER'S REPORT(S)
a. Scheduling of meetings.
4. MAYOR'S REPORT(S)
5. COUNCIL COMMENTS
ADJOURNMENT
The meeting will adjourn to a Special City Council Meeting/Worksession on Monday, June 10, 1991 at 6:00
p.m. in the City Council Chambers.
council Agenda statement
Item:
Meeting Date: June 5, 1991
Item Title: Urgency Report re SR 125 Toll Road Facility.
Submitted by: Bruce M. Boogaard, City Attorney
Four Affirmative Votes re Appropriation: (X) Yes ( ) No
Unanimous Vote re Agenda Matter: (X) Yes ( )No
Recommendation:
1. Find, by unanimous vote, that the issue of appropriating
$5,000 for the purpose of retaining legal counsel to solicit a
waiver of the CEQA Statute of Limitations from the State and CTV
has arisen after the preparation of the agenda, and may not
reasonably wait until the next agenda. C'A t~)k'(j>cJdL"",, U(J;;t<<-
2. Authorize, by majority vote, the City Attorney to retain
a firm of his choice, probably Best, Best & Kreiger, to obtain a
waiver of CEQA Statute of Limitations from the State and CTV,
otherwise set to expire on June 29, 1990, in order to preserve the
option to challenge the toll road franchise for total failure to
obtain CEQA compliance prior to issuance.
3. Appropriate, by four affirmative votes, the transfer of
$5,000 from general reserves account number to be provided by
Finance Director to the city Attorney's outside Legal Services
Account, No. to be provided by the Finance Director, for the
purposes identified in Item No.2.
LL In the event that a waiver can not be obtained from CTV
and ~ State, to authorize the city Attorney to retain legal
counsel to file suit to set aside the granting of the franchise on
the ground that the State did not comply with CEQA, and to return
to the Council at such time as the Council's normal meeting
schedule permits to obtain the needed appropriation therefore.
Backaround:
We are presently soliciting proposals from companies to advise
us on options the city should or may pursue relative to the SR 125
Toll Road proposal. The proposals are being returned to us and are
in the price range magnitude of hundreds of thousands of dollars.
(Exact amounts are being intentionally withheld in order to avoid
providing a competitive advantage for one team over the other.)
Interviews with the various proposers have been continued from June
3rd by about 2 weeks. Staff will make a recommendation for the
Council to retain one of the proposers at one of the July meetings.
One significant option the city may have available to it is to
sue the state and CTV to set aside the issuance of the franchise on
the grounds that it was granted by the state without compliance
with CEQA.
The legal theory to be asserted is that an environmental
review should be conducted at the earliest point in the process of
implementing a project. significant environmental consequences
occur or may have occurred by making the decision to make the road
a toll facility, and no environmental review was conducted prior to
the time the toll franchise was granted to CTV.
The Problem.
There is a statute of limitations on asserting such legal
theory, to wit: 180 days from the agency's (state's) decision to
approve the project. (Public Resources Code, section 21167 (a) and
(d)) We believe that the project was approved on or about December
30, 1990. 180 days thereafter will run on or about June 28, 1991.
Today is June 5, leaving us 23 days to retain a firm, appropriate
a large sum of money, and file a suit in order to preserve the
option to assert this legal theory.
Proposed Solution.
We can attempt to solicit an agreement from the State and CTV
for a waiver, or tolling, of the Statute of Limitations ("Tolling
Agreement ") .
The State and a different Franchisee have consented to such a
tolling agreement on the Riverside Toll Facility. There is motiva-
tion, from a public relations perspective, for them to agree to
such a Tolling Agreement in this case.
It will be significantly less expensive to the City to pursue
this option also. The city Attorney estimates that $5,000 will be
necessary to accomplish this task. It is the City Attorney's
intent to retain Best, Best & Krieger to negotiate this Tolling
Agreement.' If unsuccessful, the city Attorney will retain this
firm or other legal counsel to commence litigation in order to meet
the Statute and to return to Council to obtain the necessary
appropriation to do so, as the Council's normal meeting schedule
permits.
Fiscal Impact:
Not to exceed $5,000.00.
, Attorney Steven Debaun, of Best, Best & Kreiger, brought
the issue to the attention of the City Attorney. His firm is the
legal component of one of the teams submitting a proposal in
response to the City's request for same. It is intended the firm's
retention for this purpose should not affect who the proposal is
ultimately submitted to.
Supplemental Budget Memo NO.~
council Referral # 2206----
Budget Review Report
DATE:
May 16, 1991
FROM:
The Honorable Mayor and City council
John D. Goss, City Manage~
Jess Valenzuela, Director of Parks and Recreat~
,
TO:
VIA:
SUBJECT: Supplemental Budget Report - Cost of Expanding
the Existing Tiny Tot Program
At the December 4, 1990 City Council meeting, Council referred to the
budget process the cost of expanding the existing Tiny Tot Program.
This information reflects the current status of this program.
BACKGROUND
The Tiny Tot program is currently being offered for children three to
five years of age. Classes are scheduled at Loma Verde, Lauderbach, and
Parkway Centers, Mondays through Thursdays from 9:00 a.m. to 12:00 p.m.
The classes are 10 weeks in duration, and a fee of $75.00 per child is
charged to the participant. Approximately, $7,200 in revenue is
collected after expenses. The classes are based on a cost recovery
formula whereby all fees collected defray the expenses of the program.
CURRENT STATUS
The Tiny Tot program has traditionally been a very popular offering with
classes filling the first few days of registration. In reviewing the
opportunities of expanding this program offering, Staff considered the
issues of space availability and preferred times.
Presently, all the City recreation facilities with the exception of the
Senior Center are being used during the morning hours for this program.
Consequently, the only time remaining is during the afternoon hours.
However, this time frame serves as a potential constraint because of the
nap times usually required for youngsters this age. Afternoon hours
also conflict with school schedules and the parents' need to pick up
their older children. Lastly, the centers are heavily programmed in the
afternoons to meet the recreational needs of the older youngster.
Despite these constraints, if Council so desires, Staff can experiment
with afternoon scheduling. A section of given facility will be set
aside and an attempt made to offer this program. This will necessitate
some juggling around of other classes and programs. Expanding this
program will have no fiscal impact to the City as all expenses will be
borne by the program participant.
Supplemental
Budget Report Number
Council Referral
Budget Review Report
3
# 2000
!HMQRA!i!HlM
DATE: May 15,1991
TO:
VIA:
FROM:
SUBJECT:
The Honorable Mayor and City Council
John D. Goss, City Manager~
Jess Valenzuela, Parks and Recreation Dire~
Development of Park Utilization Policy
,
At the Council Budget Review Session on May 29, 1990, Council requested that
staff develop a park utilization policy to balance the needs of athletic teams
and other park users. This report has no budgetary impl ications for fiscal
'91-92' .
City Council approved a resolution to establ ish a Youth Sports Council on
February 27, 1990.
The Council, which was being formed at the time this referral, addresses the
subject of park ut il i zat ion. The main purpose of the Youth Sports Council is
to coordinate all City youth sports programs and to work with the City for the
all ocat i on of vari ous parks for youth 1 eague use. The Sports Council has
successfully coordinated field use in the City during the past year. This is
accomplished through the involvement of league representatives from all Youth
Leagues interested in utilizing City parks. A field allocation committee
comprised of these representatives meets twice each year to equitably divide
avail abl e park space among the 1 eagues. Fi el d use has also been coordi nated
with the City's expanding needs for field space for adult leagues. The
i ncreas i ng demand for fi e 1 ds for adult and youth 1 eagues has been balanced
with the expressed desires of the communities surrounding the parks. Sports
league use of fields at Bonita Long Canyon, Sunridge Park, Sunbow Park, and
Terra Nova Park is strictly regulated to allow community use of the parks at
designated times.
The Department is also currently in the process of developing a revised
facility use fee schedule, and faCility use agreement. New fees will be
assessed for field use, and specific times and days may be designated when
rentals are not accepted. The development of new parks that include passive
and active areas provide opportunities for multiple use of the parks. This
mult i pl e use of facil it ies combi ned with careful coordi nat i on of organized
sports use should result in a equitable use of parks for the community.
WPC 1658R
Supp 1 ementa 1 Budget Memo # ~
Council & Agency Referral # 2070
DATE:
May 14, 1991
The Honorable Mayor and City Council
John D. Goss, City Manager~ llibh
Sid W. Morris, Deputy City Manager~\
State Budget: Status of Possible Funding Cuts
TO:
VIA:
FROM:
SUBJECT:
Earlier this year, Council requested that staff return with a report outlining
the Governor's budget and summarizing any budget proposal s which may impact
the City. Although, it is still very early in the budget session, staff has
used an array of sources (the Governor's budget, the League, newspapers,
speeches, etc.) as well as extensive discussions with Advocation, Inc., to
compil e a 1 i st of those proposals which may negat i ve ly impact the City's
budget.
Discussion:
On April 25, 1991, the Governor unveil ed hi s revi sed budget proposal to meet
the then $12.6 billion deficit. In order to meet the goal of a June 15 budget
agreement, Senator Alquist and Assemblyman Vasconcellos, members of the Budget
Conference Committee, have agreed to use SB 88 (Alquist) as a vehicle for
negotiating the parameters of the budget. Staff is closely monitoring SB 88.
However, no specific language pertaining to funding cuts has been introduced.
The major structural components of the budget sol ut ion i ncl ude appropri at ion
limits, realignment, program restructuring, and revenue increases. The
following is a summary of those proposals which may potentially impact local
revenues:
I. GOVERNOR'S PROPOSAL
Vehicle License Fees IVLFl
1. A shi ft of servi ces from the State 1 evel to the County is bei ng
proposed by the Governor and legislative leadership. According to
the State Department of Finance, the budget proposal contains a
provision to shift $64 million of City Vehicle License Fee (VLF)
revenues to Counties for State-mandated programs. According to the
Controller's Office estimates for FY 92-93, cities receive VLF
revenue tota 11 i ng $939 mi 11 ion Statewi de. A $64 mi 11 ion reduct i on
would equate to 6.9% Statewide. Assuming our current VLF allocation
is reduced 6.9%, Chula Vista would lose an estimated $352,000 in VLF
revenue.
Nevertheless, staff is still concerned that the City's entire VLF
revenue may be in jeopardy. As you may reca 11, 1 ast year in the
final days of the State budget deliberations, the legislature
attempted to shift the entire VLF allocation from cities to
counties. Total elimination of this revenue source would have
resulted in a loss of $5,106,400 in general revenue which makes up
almost 10% of our General Fund.
Supplemental Budget Memo
Page 2
May 14, 1991
2. Also proposed is a shift in State program responsibilities for
mental health and public health programs to counties. The Governor
intends to support those programs with an increase in VLF, amounting
to $800 million. The increase in VLF revenues will be derived from
a one-year freeze in the VLF depreciation schedule. Cities will not
receive any of the increase in VLF revenue, which according to the
Governor's proposal, will go to counties to fund the "real ignment"
of State/county programs.
Bookina and Prooertv Tax Charaes
SB 169 (Boatwright) was introduced by the League to repeal SB 2557,
Chapter 466, Statutes of 1990 which allows counties to raise revenues by
levying booking and property tax administration fees against cities.
This measure was passed out of the Senate Local Government Committee and
is currently pending in the Senate Appropriations Committee. However, no
commitment has been made by the State Legislature to repeal provisions of
SB 2557. In the interim, we must make the assumption that the booking
fees and property tax charges will remain in effect through 1991-92. The
charge for property tax administration for this year is $62,374 for the
City and $55,298 for the Redevelopment Agency. This amount was deducted
from our April property tax di stri but ion. The charge for the booki ng
fee, based on 2,521 bookings at $154 per year, is $388,234 annually.
Suoolemental Subventions
As you may recall, the supplemental subvention was introduced in 1984 as
part of the State's long term local government revenue stability package
(SB 794-1984) and as a replacement for the business inventory tax which
had been repealed by the State as a local government revenue. The
acceptance of the repeal by 1 oca 1 government was based on the pledge of
the Legislature to provide long term, stable replacement revenue to
redevelopment agencies via supplemental subvention payments. (Based on
the State's commitment to provide these replacement revenues, Chula Vista
pledged both its increment tax revenue and annual State Supplemental
subvention revenue as security for bonds issues.)
Last year, Suppl ementa 1 Subvent i on Revenues for redevelopment agenci es
throughout the State were cut 25% Statewi de in order to balance the
State's budget. Chul a Vi sta, Compton and Southgate were fortunate to
have legislation enacted exempting them from the State budget cuts due to
potential default on bond obligations and credit scrutiny.
This year, SB 1155 (Bergeson) has been introduced to repeal the special
supplemental subvention allocations to redevelopment agencies in its
entirety. It appears that this bill will be the vehicle for the Governor
to reduce the supplemental subvention allocations to redevelopment
agencies by 75% Statewide to $9.6 million. The specifics of the formula
are not yet available, but it is the administration's intent to amend
them into SB 1155 once they have been formulated.
Supplemental Budget Memo
Page 3
May 14, 1991
Advocation and staff have been closely monitoring this issue and have
asked for a continuance on the special exemption for cities with
outstanding debt service obligations as prescribed by SB 2268 (Bergeson)
and SB 1780 (Robbins), which were enacted in 1990. As a result, author
amendments by Senator Bergeson have been introduced to permanently exempt
those cities with bonded indebtedness.
The Chula Vista Redevelopment Agency currently receives $1.2 million in
supplemental subventions and has a total debt service of $3,650,000
annua 11 y.
Debt service obligations include:
In May 1986, Chula Vista sold $38 million in tax allocation bonds to
finance improvements in its Bayfront I Town Centre Redevelopment
Project Areas. The bonds extend to the year 2011 and have an annual
debt service of approximately $3.2 million.
The Agency currently pays $450,000 in annual debt service for 1982
Parking Facility Certificates. Both of these Bond Issues are
critical to the revitalization of Chula Vista's infrastructure and
its revenue base. The Redevelopment Agency has pledged both its
incremental tax revenue ($2.8 mill ion) and its annual supplemental
subvention revenue ($1.2 million) as security for these bond issues.
Even with $1.2 million in State Supplemental Subventions, plus $2,850,000
in Increment Tax Revenue and $260,000 from interest earnings on reserve
fund, the Redevelopment Agency is short $150,000 of meeting its debt
service requirement due to a mandated State low and moderate housing set
aside requirement of $810,000. The $150,000 is currently paid from the
Bayfront/Town Centre Fund ba 1 ance. If the State el imi nates the
supplemental subvention revenues as proposed, the Agency revenues would
then fall far short of its legal debt service obl igations by over $1.1
mi 11 ion. The Redevelopment Agency woul d then face financi a 1 hardshi p,
potential default on its bond obligations and credit scrutiny.
Sales Tax
1. The Governor's proposal broadens the sales tax base by repealing the
current exemptions for certain products. This "loophole closure"
action produces $161 million for cities and counties, of which about
$129 million would go to cities. The sales tax exemptions to be
repealed include:
Candy and snack foods
Newspaper, excluding small papers
Bunker fuel (ships)
Commercial aircraft fuel
Bottled water
Leases
Supplemental Budget Memo
Page 4
May 14, 1991
2. Governor Wilson's proposal also includes a 3/4 cent increase in the
sales tax to deal with the ongoing the ongoing budget deficit and a
temporary 1/2 cent sales tax increase for a single year to carry the
State through the economic recession. This would total a 1-1/4 cent
sales tax.
3. The Governor al so proposes to expand the sales tax on telephone
service and cellular telephones, with an exemption for "lifeline"
services.
These sales tax proposals may result in additional sales tax revenues to
Chul a Vi sta. However, the val ue to the City may be ins igni fi cant and
result in no real offset of net cost of State budget proposals.
General Obliaation Bonds
Governor Wilson proposes changing the 2/3 vote requirement in the State
Constitution to allow a majority vote for passage of local bonds to build
new schools and jails. The Governor's proposal would also expand local
authority in current 1 aw to i nc 1 ude bonds for park development and open
space preservation. This would allow local agencies to issue short-term
general obligation bonds to repair and expand local infrastructure,
including schools, roads, libraries, parks, sewer and water facilities.
Related Legislation: SCA 11 (Morgan) General Obligation Bonds. SCA 11
would allow approval of local general obligation bonds by a simple
majority of voters, rather than the current two thirds extraordinary vote
requirement. This bill is currently pending in the Senate Local
Government Committee.
II. OTHER PROPOSALS
In addition to the Governor's proposal, each of the caucuses in the
Legi sl ature (with the except i on of the Assembly Republ i can Caucus), and
several members of the legislature have al so introduced budget
proposal s. Incl uded in those various proposals are the foll owi ng items
which may have an impact on cities:
Unencumbered Redevelooment Funds
In addition to decreasing Supplemental Subventions, Senator Maddy is
proposing transfer of "unreserved, undesignated" funds presently held by
Redevelopment Agencies, to fund State mental and public health programs.
The basis for this proposal is the State Controller's report on financial
transact ions concerni ng communi ty redevelopment agencies whi ch i ndi cated
Supplemental Budget Memo
Page 5
May 14, 1991
that redevelopment agencies held $751,650,275 in FY 1988-89 in
unreserved, undesignated fund balance for capital projects. The Chula
Vista Redevelopment Agency was listed on the report as having one of the
20 highest fund balances in this category.
The Agency's fund balance of $11,477.305 was not properly classified by
the State Controller's report. These funds should have been classified
by the State Controller as unreserved fund balances-designated, thus
indicating that the Chula Vista Redevelopment Agency had designated its
reserves for projects, purchases and capital expenditures related to the
Bayfront, Town Centre I and II. Additionally, the State Controller
should have indicated that the Redevelopment Agency has an existing legal
debt service liability of over $100 million for outstanding bond issues,
and loans and advances from the City of Chula Vista. A letter has been
sent to the State Controller correcting the report.
Fines and Forfeiture Collections
The Democratic budget proposal makes reference to $250 million in
revenues for counties as a result of addi t i onal fi nes and forfeiture
collections. This proposal has not been entirely explained and is
definitely still in the development stage.
In addition, there is serious consideration being given to a proposal by
Assemblymember Phillip Isenberg, Chairman of Assembly Judiciary
Committee, that would have the State take either all or half of cities'
fines and forfeitures revenues other than parking fines (estimated to be
$300 million State-wide in 1990-91). Chula Vista currently receives
$400,000 in fines and forfeitures (excluding parking fines) annually.
Service Tax
The Democratic legislative leaders are proposing a 2% to 4% tax on all
service businesses, including law firms, public relations agencies,
architects, hotels and amusement parks. This proposal would broaden the
State's tax base. Goods have been subject to the sales tax since the
1930's. A service tax taps a new segment of the economy.
Overall Imoact
As was previously stated, it is still very early in the budget process to
ascertain the specific impact of the State budget on the City. Those
items currently being given consideration could result in a net cost to
cities of $115 million to over $700 million statewide and $300,000 to
over $6.6 million if all of the Vehicle license Fee revenue is lost to
the City of Chula Vista. The following summarizes those items currently
included in the Governor's budget and/or the Budget Conference Committee:
Supplemental Budget Memo
Page 6
May 14, 1991
Continuation of SB 2557 Booking Fee
Continuation of SB 2557 Property Tax
Cut in Supplemental Subventions
Shift City VLF revenues to County
Statewide
$ 40 mill ion
40 million
35 mill ion
65 mi 11 ion
Chul a Vi sta
$ 338,234
117,670
1,200,000
5.106.400*
$180 million
$6,644,634
Revenue from repeal of sales tax
exemptions (candy, etc.)
- 65 million
Unknown**
Net City Costs
$115 million
$6,644,634
*This assumes all Vehicle License Fee (VLF) revenue will be lost. The current
proposaL pending in the Budget Conference Committee would result in an
estimated loss of $352,000 (6.9%) in VLF revenue.
**The Finance Director estimates that the value to City will be insignificant
at best, thus resulting in no real offset to net cost of budget proposaLs to the City.
Staff and Chuck Cole of Advocation, Inc. have been actively involved in
discussing these proposals with the Legislative Members and the Governor, and
will continue to keep Council apprised. If you have any questions, please
contact me or Iracsema Quilantan at 691-5031.
WPC 3669A
cc: Advocation, Inc.
Supplemental Budget Memo
Council Referral #
Budget Review Report
No.5
DATE:
TO:
VIA:
FROM:
May 10,1991
The Honorable Mayor and C~'t council
John D.AfOSS, City Manage
W. J.Uhl~ers, Chief of P lice
SUBJECT:
ACTIVITY IN CRIME SUPPRESSION UNIT
During the period of July 1, 1990 through A~ril 30, 1991 our Crime
suppression unit produced the following act1vity:
ARREST STATISTICS:
1) Possession of Cocaine/Heroin for Sale
2) Possession of Mari~uana
3) cultivation of Mar1juana
4) Possession of Marijuana for sale
5) Sales or transport of Marijuana
6) Possession of Amphetamine/Barbiturates
7) Possession of Amphetamine/Barbiturates for sale
8) Sales of Amphetamine/Barbiturates
9) Under the influence of drugs/narcotics
10) Prostitution
11) Other (Graffiti, gang offenses, etc)
5
10
1
7
1
24
47
9
5
15
119
MISCELLANEOUS:
1) Search Warrants Obtained 61
2) New Informants Developed 48
3) Knock and Talk (Suspicious activity but cannot make a case) 92
4) Activity developed from Knock and Talk 11
5) Citizen Complaints Received 226
6) Cases sent to the District Attorney 182
MONEY:
1) Used to Purchase Narcotics
2) Used to pay Informants
$5,420
$4,874
ASSETS SEIZED:
1) Cash (Sources: Federal/CSU/NTF)
2) Vehicles, (15)
3) Real property (2)
4) Miscellaneous Property
$456,827
$50,050
$450,000
$135,178
, ,
SEIZED PROPERTY THAT WAS FORFEITED TO (RECEIVED BY) CVPD:
1) Cash
2) Vehicles (15)
During this time period
sold at auction. Total
$26,922, deposited into
$267,787
there were five (5) vehicles
proceeds from the sale was
our Asset Seizure Account.
HIGHLIGHTS OF CSU ACTIVITY:
JULY 1990- CSU worked gang enforcement during the month resulting in
twenty-six (26) arrests.
AUGUST 1990- CSU recovered two stolen vehicles, a $35,000 Porsche and
a Nissan 280 Z. They worked a "Decoy Operation" with Alcoholic
Beverage Control (ABC). six of the ten bars that were checked sold
alcohol to a minor "decoy".
SEPTEMBER 1990- The CSU Fugitive Apprehension Team arrested a murder
suspect for the Crimes of Violence unit. Two weekends were spent on
the Gang/Graffiti enforcement detail.
OCTOBER 1990- CSU seized $1,572 on a "knock and talk" and one pound of
methamphetamine. They continued to work weekend graffiti enforcement.
NOVEMBER 1990- CSU seized two vehicles and $5,270 in cash. They
continued with weekend graffiti enforcement.
DECEMBER 1990- CSU worked during the holidays at the Price Club
parking lot where there are traditionally a lot of auto theft and
purse snatch problems during that time of year. The officers assigned
made twenty-eight (28) arrests.
JANUARY 1991- CSU made two cases that yielded $14,036.
FEBRUARY 1991- A second search warrant was served at 732 B Madison.
$3,000 was seized. This location was the source of chronic complaints
to the Mayor's office. The suspect's parole was revoked and he went
back to prison.
MARCH 1991- A CSU search warrant resulted in the seizure of a
kilogram (2.2 pounds) of cocaine and a 300 ZX sports-car. A search
warrant of "Kelley's Cottage" at 900 Third Avenue resulted in an
arrest for possession for sales. Two VCV gang members were arrested
for robbery at the 7-11 at Broadway and "F" Street.
APRIL 1991- Several arrests made for graffiti by CSU.
Supplemental Budget Memo No Co
Council Referral No. 2185
Date:
May 15, 1991
From:
The Honorable Mayor and City Council
John Goss, City Managertf
Robert A. Leiter, Director of Planning ;ill
To:
Via:
Subject:
Status Report on Establishment of New Position for City Architect
\
On November 13, 1990, under the Mayor's Report, the City Council directed the Planning
Department to review as part of the FY 91-92 budget the cost effectiveness and need for a new
position of City Architect.
RECOMMENDATION
It is recommended that the position of City Architect not be established at this time.
BACKGROUND
It is our understanding that this position was proposed primarily in order to have a permanent
staff person to design City buildings. The present practice is to contract for architectural
services as needed. Contracts are administered by the department which is responsible for the
overall project, with input on design and structural issues being provided by the Planning,
Building, and Engineering Departments.
The number of City buildings planned in the next fiscal year, and the 5-year capital improvement
program appears to be very limited. In addition, all major projects within the Planned
Community Zones, as well as all industrial, commercial, multiple family residential projects are
subject to approval by the Design Review Committee. Additional Current Planning staff hours
have been allocated to the Design Review Program during this fiscal year to help alleviate the
heavy workload. In those instances where additional architectural expertise has been deemed
necessary, the Planning Department has used the services of a contract architect. The need for
these services has been minimal.
For the reasons above, it is recommended that the position of City Architect not be established
at this time.
RAL:MUnr
(^"""",,Q
SUPPLEMENTAL BUDGET MEMO No.L
COUNCIL REFERRAL #122.2
May 15, 1991
SUBJECT:
The Honorable Mayor and City Council
John D. Goss, City Manage<{,
Jim Thomson, Deputy City Manager r JliI/
Jeri Gulbransen, Public Information Coordinat~
Effectiveness of Chula Vista Ouarterlv direct m~Lng
TO:
VIA:
FROM:
At the May 29, 1990, budget review session, Council directed staff to report on the
effectiveness of the direct mailing of the Chula Vista Ouarterlv after one year.
RECOMMENDATION:
That Council authorize staff to proceed with plans to conduct a market survey in June
1991 to evaluate reader response to the direct mailing of the Chula Vista Ouarterlv, started
in September 1990.
BACKGROUND
For FY 1990-91 Council approved supplementing the Chula Vista Ouarterlv newsletter
Laidlaw distribution with a direct mailing to multi-family homes, mobile home parks, and
businesses to reach an additional 28,000 households and businesses in the City. At the FY
1990-91 budget review session, Council approved this direct mailing of the newsletter as
a one-year pilot program with the effectiveness of the direct mailing to be evaluated by
staff.
The direct mailing of the Chula Vista Ouarterlv reaches the City's households and
businesses not receiving a Laidlaw Waste System bill. Since 1984 the Chula Vista
Ouarterlv has been mailed to approximately 23,500 single-family households as an insert
with Laidlaw's quarterly bill. This combination of the direct mailing and the Laidlaw
mailing brings the City's newsletter to the vast majority of residents and businesses.
The Public Information staff requested that the Ouarterlv newsletter be mailed directly to
all residents and businesses for three years before this mailing list/Laidlaw bill approach
was approved. The Management Services staff focused energy on finding creative financing
for this request. Transit, redevelopment and sewer funds were identified to pay for most
of the $25,300 in increased annual costs, limiting the General Fund impact to $500.
1
To evaluate the direct mailing, staff intended to include several questions related to the
newsletter in the citizen survey planned for the spring of 1991. Prior to any work by the
City staff on a survey, however, Decision Research conducted a Chula Vista survey
sponsored by a private party in the fall of 1990. Decision Research is the same firm the
City used to conduct its 1986 citizen survey. The company's fall 1990 survey included
most of the questions used in the 1986 survey, which is similar to the approach staff had
planned for the City's citizen survey. Since the results of the fall 1990 survey were made
available to the City and the public, staff concluded that there was not a need to conduct
another extensive citizen survey in the spring of 1991.
The fall 1990 survey covered a broad range of questions about a variety of City services
and issues; however, it did not include any questions about the City newsletter (the 1986
survey had included such questions). Staff therefore decided to conduct a small,
inexpensive postcard readership survey for further information. The few residents
responding to the survey were positive, but similar to most response-mail surveys the
number of respondents was not enough to draw any valid conclusions.
REMAINING ISSUES AND TIMETABLE
To gather more statistically valid information about the Chula Vista Quarterlv direct
mailing, staff intends to conduct a limited phone survey immediately following the mailing
of the summer edition in mid-June 1991. This would take into account several factors:
1. The time following the mailing of the Quarterly will be optimum for collection of
data. Researchers contacted agreed that the most accurate statistical data follows
distribution by one week or less.
2. The majority of those on the direct mailing list will have received four editions of
the Quarterly.
3. A phone survey will allow for some open-ended questions that can be used to better
evaluate the impact of the publication.
FISCAL IMPACT
Cost estimates from three market research companies to conduct the survey of residents
receiving the Quarterlv newsletter ranged from $1,650 to $3,600, depending on the
number of residents surveyed and number of questions asked. This cost will be paid out
of the $10,900 budgeted for a citizen survey in FY 1990-91.
A:Q-SBM
2
SUPPLEMENTAL BUDGET MEMO NO.
2
DATE:
May 14, 1991
TO:
The Honorable Mayor and City Council
John D. Goss, city Manager~
Lyman ChristoPherffbirector of Finance
VIA:
FROM:
SUBJECT:
PROPOSED EMPLOYEE LOANS FOR COMPUTER PURCHASE PROGRAM
The Quality of Work Life (QWL) Work Amenities/Necessities Sub-
Committee has been meeting for several months to develop a program
whereby eligible employees can obtain loans from the City in order
to purchase micro-computers and related equipment and software.
The program has been approved in concept by the QWL City-Wide
Steering Committee. This is being forwarded to you for
consideration for inclusion in the FY 1991-92 budget.
RECOMMENDATION:
1. That funding in the amount of $100,000 for the employees'
computer purchase program be included in the FY 1991-92 Budget
from the General Fund.
Although the Sub-Committee initially proposed $150,000 in
funding, they reduced the request to $100,000 in light of the
financial constraints the City is facing.
2. That the loans to employees bear an interest rate of 8% and
that the amount for principal repayment be deposited into the
Computer Loan Fund in order to finance additional loans, and
that the interest portion be credited as revenue to the
General Fund. with this approach, the General Fund would not
lose any investment earnings.
DISCUSSION:
The objective of the Employee computer Purchase Plan is to increase
the computer literacy of permanent City employees by encouraging
the purchase and use of home computers and software. Computer
literacy among City employees will support productivity improvement
efforts through new applications and increased use of computers in
daily departmental activities.
2
Description of Emplovee Computer Purchase Proqram
If approved by the city Council, the Employee Computer Purchase
Program will lend city funds to permanent City employees for the
purchase of home computers. Participants will be eligible to
borrow up to $3,000 for a new microcomputer system and up to $1,500
for upgrading an existing system. Loans will carry an 8% interest
rate.
Attached for your information and review is the proposal for the
Computer Purchase Program as developed by the QWL Sub-Committee.
This is similar to other existing and successful programs in the
cities of Escondido and Anaheim.
Some of the key elements of the proposal are as follows:
Administration Via
comprised of Finance
appropriate.
establishment of a
and Data Processing
Computer Task Force
staff and others if
Eliqibilitv - All permanent full time and part-time employees would
be eligible for the loan program.
Fundinq - From the General Fund.
Loan Terms - The City and each employee receiving a loan will enter
into a contract. Loan repayment is 24 months by payroll deduction.
Loans have an interest rate of 8%. Maximum amount of loan is
$3,000 for a new system and $1,500 to upgrade a system. A loan is
due and payable upon termination from City employment.
Recommended Svstems The Computer
employees with specific recommendations
and equipment to purchase.
Task Force will provide
regarding types of systems
SURVEY RESULTS
The last page of the attachment summarizes the results of a
computer purchase questionnaire sent to all city employees. Of 352
responses, 333 indicated an interest in the Computer Purchase
Program and 326 indicated an interest in computer training. This
is a high positive responsive indicating there would be substantial
interest and participation by employees in the proposed loan
program.
3
FISCAL IMPACT:
$100,000 will be allocated from the General
finance the Employee Computer Purchase Program.
loans will be returned to the General Fund.
Fund in order to
Interest earned on
There will be some minor staff time costs associated with
establishing the Program and on-going administration.
LC/eb
Attachment
cc: QWL Work Amenities/Necessities Sub-Committee
Frank Rivera
Herb Kelsey
Deborah Barrow
John Chavez
Tom Dyson
.
City of Chula Vista
COMPUTER PURCHASE PROPOSAL
aWL proposes a program of no/low interest (to be determined by
Council) City loans. for employees. to purchase full home computer
systems or upgrades. and software to be included in the budget for
fis.cal year 1991-92. This program will be for one year on a trial
bas.is. Continuation of the program will be subject to review by the
computer tas.k force and pos.sible renewal for s.ubs.equent fis.cal
years..
ADMINISTRATION:
aWL recommends that a computer task force be es.tablished to be
comprised, as a minimum, of personnel from the Finance and Data
Process.ing Departments. During the initial phases of this program
the Work Amenities and Necessities Sub-committee of aWL will serve
on the commi t tee to assist wi th the s.tart up and processing of
applications. This task force will be charged with administering
the program. They will process and review applications. for
suitability, approve or deny those applications, and adminis.ter the
financial program.
ELIGIBILITY:
Any permanent full-time or permanent part-time employee would be
eligible for the loan program. Non-permanent part time employees
and employees on probation would not be eligible. Only one loan
will be available under this program per employee.
FUNDING:
Funding for the program would be provided from funds to be
earmarked by the City Council. A written contract will be
negotiated between the City and the employee for each loan. Each
loan mus.t be repaid within 24 months, by payroll deduction, in 52
equal payments. Employees. may choos.e to make early payments. or pay
off the entlre remainder of the loan during the 24 month period
without penalty.
Employees enrolled in the program would have to
agree to having the loan become due and payable upon their
termination from City employment.
As a part of the contract,
employees would authorize the city to withhold from his/her final
pay, including sick leave and vacation payoff, any amount remaining
under this agreement.
aWL recommends a cap of 53000 for each system loan and 51500 for
upgrades. Loans would be for 100% of the system or upgrade, up to
the established cap. Any costs above that amount would be provided
by the employee.
Employees approved for the program would be
encouraged to seek the most economical system possible allowing
monies not spent on each system to be rolled back into the fund to
allow more employees to participate.
For the first year of funding, aWL recommends that 5150,000 be
allocated to the program.
This would allow 50 employees to
.
participate in the initial round of loans, based upon the individual
limits of each loan for a system.
It is recommended that once these
employees have obtained their systems that any funds remaining be
allocated in a second round of loans, followed by a third round, and
a fourth, etc., until all funds are indebted.
It is further
recommended that once the City begins to receive payments on the
existing loans that those monies be made available for additional
loans as increments of 53000 are returned.
RECOMMENDED SYSTEMS:
A full system is a computer with a hard disk and floppy drive,
monitor,
printer and a good surge protector.
The equipment
purchased under the City program would be limited to IBM compatible
DOS machines only.
The computer must feature a minimum 386SX
microprocessor, at least a 40 megabyte hard disk and a 1.2 megabyte
5 1/4" floppy disk drive.
Monitor must be VGA or better, mono or
color. Printer choice is at the employee's discretion. A surge
.
protector is a must. Modems are approved as part of the system,
choice, again, at the employee's discretion. If software is
included, it would be limited to those programs in use by the City
(Word Perfect, dBase, Paradox, Q&A, Symphony, etc.) - no games.
Extra peripheral equipment, such as furniture, dust covers, mouse,
floppy disk caddies, etc., would not be included in the loan amount.
Upgrades would be limited to equipment required to bring an
existing IBM compatible DOS system up the above stated standards.
CITY CERTIFICATION OF SYSTEMS TO BE PURCHASED:
All proposed systems would be subject to review and approval by
the City's Micro Computer Specialist. He or she would review each
application for suitability and compatibility to City systems.
Accepted applications would then be forwarded to the Computer Loan
Committee for processing.
As the sole intent of the loans granted through this program is
to purChase computer equipment, it shall be the responsibility of
the employee, once granted a loan, to certify, by the presentation
of receipts of purchase, that the computer equipment has indeed been
purchased. All serialized components shall be listed and maintained
on file with the Finance Department for the duration of the loan.
Should the employee fail to purChase the approved system and lor
p...esent receipts wi thin thi...ty (30) days, the full amount of the
loan shall become due and payable.
SELECTION PROCESS:
Applications would be accepted by the committee until a deadline
of September I, 1991. On that date a d...awing f...om the collected
applications would be conducted. Each application would be given a
p...io...ity numbe.... The fi...st application d...awn would be numbe... one,
the second would be numbe... two, etc. until all applications have a
p...io...ity numbe... assigned. The first fifty applications would then
.
be forwarded to the Micro Computer Specialilit for review.
Those
applications meeting the criteria for the program as outlined above
,
would then be forwarded to the committee for fundint;l.
Additional
applications would be selected for review if any of the initial
applications are rejected. The committee would then grant the loans
for the first fifty selected applicants. Any monieli left over after
granting the firlit fifty loans would be divided by the mal<imum
.3,000 amount, deriving a number of new applications that would be
processed in the liecond round of loans.
The applications would be
forwarded to the Micro Computer Specialist, in order of priority
number, as above, and the process would continue until all of the
.150,000 is allocated.
Those applicants not included in the first
lieries of loans would be considered for loans, based on their
priority number, as funds become available through the repayment of
loans.
Those applications
received after September
.
1,
1991, will
receive priority numbers in the order of their receipt. The process
would then become self perpetuatint;l until all applications are
processed or the program is discontinued.
CITY VENDOR PURCHASES:
aWL also recommends referring purchasing employees to the City's
vendors where the employee may be able to obtain the City discount.
Lists of vendors may be provided by the Micro Computer Specialist.
This would involve no guarantees or contractual arrangements by the
City. Any agreements would be between the employee and the vendor.
Employee Ferscnal Canp.Jter Purchase Program
Participation and Loan AQ.~,~.t
\
Name
Scx:ial 5ecuri ty IIlamber
Ilepartnent
Te lc,..l.....e IIl.wnbEPr
Tt-e above ncwned employee ("Participant") of tt-e City of Ch..tla Vista ("City") has been
provided a copy of tt-e City of ChJla Vista Employee Pw1;cnal Canputer Purchase Program
("Program") and t-ereby elects to ~rchase a perSO"lal canputer and certain related
lIqUipment and software ("Equipment") and participate in tt-e financing arrangenent
offered U"lder tt-e Program, and furtt-er, egl'1!!e'S to and accepts tt-e following terms and
condi tions:
1. Tt-e Price of tt-e Equipment to be ~rcha5ed is ..
on tt-e attached Specification St-eet.
and is identified
2. The City agrees to make an eight percent (8'1.) loan to the Participant in the amount
of .. for a period not to exceed 24 mcnths to ~rchase the specified
Equipment.
3.
Participant authorizes the City
of the Participant beginning
Paragraph 2 above has been paid.
balance at any time prior to the
to deduct .. fran each paycheck
unti 1 the amount identi f ied in
Participant may elect to pay the remaining unpaid
last payroll deduction.
4. Participant agrees not to sell, trade, or other>olise dispose of the Equipment until
the loan has been paid in full. Participant also agrees tt-e usage of the Equipment
will be limited to tt-e Participant's CW'I use and that of his/t-er immediate family
and any reassignment or transfer of the equipment or tt-e pgreement will resul t in
cancellation of this Agreement. Violation of tt-ese provisions will require
Participant to immediately pay to tt-e City tt-e remaining amount due on the loan.
5. lJpa'l termination of Participant fran tt-e employment of tt-e City for any reason, the
remaining amount to be paid to the City under this Agreement shall immediately
become due and payable. Employee t-ereby authorizes the City to withhold from
his/her final pay, including sick leave and vacation payoff, any amount remaining
under this Agreement.
6. All warranties and service or maintenance contracts shall be between the vendor and
tt-e Participant. Participant shall deal directly with tt-e vendor and in no event
shall Participant look to tt-e City for any claims relating to warranty, liervice or
maintenance.
7. This Agr eemet .t may be changed only by a wri tten doc~t signed by tt-e City ..,d the
Participant and supersedes any and all written or oral egr-.ents, proposals and
canmunications conceming the Program.
B. In the ENent either party t-ereto brings any sui t egainst tt-e ott-er party to enforce
any rights U"lCIer this Agreement, then tt-e prevailing party in any such ....it shall
recover fran the ott-er party its reasonable attorneys' fees and costs incurred in
connection tt-erewi tho
Accepted by:
Participant
Date
City of Ch..tla Vista
o.te
.
1
.
MARCH 19, 1991
QWL WORK AMENITIES/NECESSITIES
COMPUTER PURCHASE QUESTIONNAIRE RESULTS
DEPARTMENT '1'OTAL ZNTERST SYSTEM TRAINING
RESPONSE* YES/NO FULL/UPGR YES/NO
ADMINISTRATION 6 6 / 0 .- / 0 6 / 0
ANIMAL SHELTER .- .- / 0 .- / 0 .- / 0
BUILDING&HOUSING 21 21 / 0 18 / 3 20 / 1
CITY AT'1'ORNEY OFF. 5 5 / 0 3 / 2 5 / 0
CITY CLERK'S OFF. .- .- / 0 3 / 0 3 / 0
CITY COUNCIL OFF. 1 0 / 1 0 / 0 0 / 1
COMMUNITY DEV OFF. 12 12 / 0 11 / 1 11 / 1
DATA PROCESSING 5 3 / 1 3 / 2 3 / 2
ENGINEERING DEPT. 43 41 / 2 31 / 9 42 / 0
FINANCE DEPT. 7 6 / 1 4 / 2 6 / 1
FIRE DEPARTMENT 28 24 / 3 22 / ,3 27 / 0
LIBRARY 53 35 /18 34 / 3 51 / 2
MANAGEMENT SRVCS 5 5 / 0 4 / 1 5 / 0
NATURE INT. CTR. 3 3 / 0 3 / 0 2 / 1
PARKS & RECREATION 24 21 / 3 17 / 5 24 / 0
PERSONNEL DEPT. 6 5 / 1 3 / 2 6 / 0
PLANNING DEPT. 19 17 / 2 16 / 1 17 / 2
POLICE DEPARTMENT 75 66 / 8 60 / 7 69 / 5
PUBLIC WORKS YARD 21 17 / 4 14 / 4 17 / 4
PURCHASING DEPT. 3 2 / 1 0 / 2 2 / 1
QUALITY WORK LIFE 1 1 / 0 1 / 0 1 / 0
WORD PROCESSING 2 2 / 0 2 / 0 2 / 0
UNKNOWN-OTHER 4 3 / 1 3 / 0 3 / 1
'1'OTAL 352 303 /46 260 /47 326 /22
*NOTE:
RESULTS FOR EACH QUESTION MAY NOT ADD UP TO LINE TOTAL.
BLANK RESPONSES '1'0 SURVEY QUESTIONS WERE NOT TABULATED.
C:\FRANK\QWL.DOC
Supplemental Budget Memo No. 9
Council Referral #
Budget Review Report
DATE:
May 10,1991
The Honorable Mayor and City Council
7
John D. G~OSS city ManagercA'
, ,..-: '(7
w. J. win s, Chief of Police
TO:
VIA:
FROM:
SUBJECT:
GRAFFITI AND GANG PROGRAMS
GANGS:
There are six (6) identified gangs in the city. within those six
identified gangs, there are 389 documented gang members.
GANG NAME DOCUMENTED UNDOCUMENTED (ESTIMATE)
1) VARRIO CHULA VISTA (VCV) 95 25-30
2) VARRIO LOCOS OTAY (VLO) 144 30-50
3) "K" STREET MOB (BLOOD) 23
4) STATE SIDE ISLANDERS 7 40
5) EASTSIDE LONGOS 7 20-25
6) TlJUAS 20 10-15
GANG RELATED CRIME REPORTS AND FIELD INTERVIEW CONTACTS:
Calender year 1990
Crime reports
Field Interviews
TOTAL
106
503
Calender year 1991 (January-April)
crime reports 78
Field Interviews 586
Because of the mobility of gangs, we have a
different jurisdictions entering the city.
of conflict with resident gangs which often
injuries.
District schools (i.e. Del Rey, Palomar, Summit and inter-district
transfers) bring various gang members together causing gang rivalries
and conflicts. This situation contributes to much of the graffiti
problem within the school and in surrounding areas.
number of gangs from
There is a constant threat
leads to retaliation and
Weekend beer parties that are usually advertised by flyers to all the
schools and by word of mouth, bring together gang members from
different areas to local homes. These parties usually deteriorate
into a disturbance, at times involving gang members who confront each
other. The end result is usually a large police response to deal with
the disturbance and the associated potential for violence and
injuries.
GRAFFITI ARRESTS:
During the period of July 1, 1990 through April 30, 1991 there were
six (6) arrests for graffiti offenses. At the time of their arrest,
five (5) were juveniles and one (1) was an adult.
ANTI-GANG/GRAFFITI EFFORTS:
Uniform Gang Unit- These officers conduct surveillance and they
frequent known ~ang locations and areas of graffiti vandalism.
There is emphas~s on continuous field interviews of known or
suspected gang members with an effort made to document who are
gang members. An effort is made to maintain a "high profile",
GAP Program (Gang Alternatives Program)- Four CVPD officers teach
an eight session (8 hours) program to fifth and sixth grade
students in the Chula vista Elementary School District on "Gang
Alternatives". They are told what gangs are, the negative aspects
of gangs to "remove the glamour", how to handle peer pressure and
to be able to "say no".
JOG Program (Juveniles Out of Gangs)- This is a high school
program similar to our GAP Program taught by SUHSD staff.
Gang Intervention Counseling- This program is run by South
Bay Community Services Staff and the counselors offer their
services to the ~olice department and city schools staff. They
specialize in be~ng an intervention resource specialist for
counseling juveniles with a potential for gang membership.
Gang Activitf Letter Program- Members of our department's
Juvenile div~sion have sent out 92 letters since March 1991. The
letters are sent to the parents of juveniles that have been
contacted bf officers and found to be participating in "~ang
related act~vity". The parents are advised of the activ~ty and
offered counseling services in both English and Spanish. Of the
92 letters sent out, there have been 15 responses. This service
is offered to the parents of juveniles living within the City
of Chula vista.
crime Suppression Unit- Members of the unit frequent schools and
known gang "hangouts". They work weekend details during the most
active hours of gang activity. They gather intelligence
information on gangs.
Crime Prevention- Members of this unit advise citizens to
immediately call the police if graffiti activity is being
witnessed (Response to a call of graffiti in progress has been
,
upgraded to a "priority 1" call, in an effort to apprehend those
persons responsible). They advise citizens to take pictures of the
~raffiti and paint over it within 24 hours. They are given
~nformation on the graffiti eradication program.
Graffiti Eradication program- Dina Lozano of South Bay Community
Services supervises weekend painting over of graffiti with court
deferred violators.
During the period of July ~, ~990 through March 31, 1991 the
program provided the following graffiti eradication services:
Residential
Businesses
Public Facilities
174 homes; graffiti removed.
156 businesses; graffiti removed.
38 locations; graffiti removed.
Supplemental Budget Memo No.
Budget Review Report
It)
DATE:
May 15, 1991
SUBJECT:
The Honorable Mayor and City Council
I
John D. GosS, City Manage~
John P. LiPPit~~or of Public Works
Equipment RePl~~nt Budget FY 91-92
TO:
VIA:
FROM:
In 1985, the City Council authorized a vehicle replacement fund to
provide for an orderly and planned replacement of the City's
vehicular equipment. This year staff is recommending the
replacement of 19 vehicles at 'a total cost of $384,400. In
addition staff is recommending an emergency replacement amount of
$30,000.
The city has a fleet of 349 vehicles that are maintained by staff
with an estimated replacement value of $7.2 million. The proposed
replacement vehicles for FY 91-92 represents over five percent of
the city's fleet.
with City Council approval granted May 14, 1991 to replace eleven
police pursuit vehicles before the end of FY 1990-91, the equipment
replacement list for fiscal year 1991-92 is considerably shorter
than usual. We are recommending replacement of vehicles in the
city Administration Department ($23,500), Police Department
($83,900), Fire Department ($10,300), Public Works Department
($211,700) and the Department of Parks and Recreation ($55,000).
While we do not anticipate any major Fire Department equipment
replacements from the Equipment Replacement Fund in FY 91-92, we do
have a fire pumper on order with the funds encumbered in FY 89-90.
An additional pumper will be added in FY 91-92 for the new East
Lake fire station, paid for by Development Impact Fee funds. Once
the DIF pumper is added to the city's inventory, the city will be
responsible for maintenance and replacement.
The estimated June
Replacement Fund is
status and a detailed
is attached.
30, 1991 fund balance for the Equipment
$202,498. The Equipment Replacement Fund
list of equipment for replacement in FY 91-92
Supplemental Budget Memo No.
Page 2
EQUIPMENT REPLACEMENT FUND 705
Beginning Balance 7/1/90
Estimated Interest Earned
Billings to Departments
Sale of Property and Equipment
FY 90-91 Estimated Expenditures
(including encumbrances)
Estimated Balance as of 6/30/91
$353,558
75,000
789,440
7,000
1. 022.500
$202,498
EQUIPMENT FOR REPLACEMENT IN FISCAL YEAR 1991-92
REPLACE-
EQUIP. MODEL MENT
DEPT. # ACTIVITY EQUIPMENT TYPE NUMBER YEAR MODEL COST
--
210 CITY ADMINISTRATION SEDAN 4 D 10B 1202017 86 CHEVROLET 23,500
1020 POLICE AUXILIARY SERVICES MOTORCYCLE, POLICE PURSUIT -019- 1031009 88 KAWASAKI 8,000
1020 POLICE AUXILIARY SERVICES MOTORCYCLE, POLICE PURSUIT -016- 1031009 88 KAWASAKI 8,000
1040 POLICE UNIFORM PATROL TRUCK, CARGO VAN -001- 12013 77 CHEVY 19,200
1040 POLICE UNIFORM PATROL TRUCK, COMPACT PICKUP, CSO-055- 2101019 86 DODGE 17,000
1040 POLICE UNIFORM PATROL TRUCK, COMPACT PICKUP, CSO-054- 2101021 86 DODGE 17,000
1100 ANIMAL REGULATION TRUCK, PICKUP W/CAGE -1 03- 2201024 87 GMC PU 14,700
1230 FIRE PREVENTION SEDAN STD (REPL W/COMPAC1) 1202015 2 84 FORD 10,300
1402 PUBLIC WORKS OPS ADMIN SEDAN, COMP (REPL W/PU) 1102018 3 85 FORD 12,400
1440 STREET MAINTENANCE TRUCK, FLATBED WITH COMPRESSOR 230B003 67 FORD HR 39,400
1440 STREET MAINTENANCE LOADER FRONT END 5017004 78 CASE W/GAN HR 41,300
1440 STREET MAINTENANCE ROLLER TANDEM 5025003 80 INGRAM 45,000
1450 STREET TREE MAINTENANCE CHIPPER 60290039 86 VERMEER #1600 HR 18,400
1450 STREET TREE MAINTENANCE CHIPPER 60290049 87 VERMEER 18,400
1470 BLDG CONST & REPAIR 3/4 TON PICKUP NEW 92 20,000
1471 BUILDING MAINTENANCE PU W/UTL BDY(RPL W/CRGO VAN) 2211004 4 69 FORD 16,800
1520 PARK MAINTENANCE 72' ROTARY MOWER 70090079 6 82 TORO TURF 17,500
1520 PARK MAINTENANCE ROTARY MOWER 70090099 5 87 EXCEL HUSTLER 440 20,000
1520 PARK MAINTENANCE 50' MOWER 70090229 6 81 TORO 17,500
TOTAL 384,400
COUNT 19
FOOTNOTES
1 REPLACE WITH MINI-VAN
2 REPLACE WITH COMPACT SEDAN
3 WILL BE TRANSFERRED TO 1440 & REPL W/PICKUP
4 REPLACE WITH CARGO VAN
5 REPLACE W/88' ROTARY MOWERS
6 REPL W/62' MOWER W/GRASS CATCHER
Supplemental Budget Report II
FROM:
The Honorable Mayor and City Council
John D. Goss, City Manager~
Stephanie Popek Snyder, Prlncipal Management Assistan~
TO:
VIA:
SUBJECT: Consultant Contracts Included in the FY 1991-92 Budget
As has been requested by Council in previous years, this report transmits
the FY 1991-92 list of consultant contracts included in the Proposed Budget.
In addition, this list includes new information regarding the primary
reason the City chooses to contract for some professional services. Those
reasons fall into three general categories:
A. Cost-effective - A private or non-profit service provider is
more cost-effective to use than existing staff.
B. Lack of expertise - The work is highly specialized, technical
or requlres credentials not currently held by existing staff,
or independent performance is required by the nature of the work,
such as an audit.
C. Workload - The work cannot be accommodated within the workload
of eXlsting staff, or it is not cost-effective to hire permanent
staff for peak workload demands.
SPS:mab
Attachment
FY 1991-92 CONSULTANT CONTRACTS
GENERAL FUND
Police
Psychological exams, polygraph services and
psychological counseling
Blood testing, ambulance costs and emergency
medical fees for prisoners and physical exams
for victims of rape, child abuse, and molestation
Youth Counseling Services contract
Counseling services for Gang & Graffiti Project
TOTAL
Fire
Bonita/Sunnyside contract
Public Works
Contract project inspections
Soil s consultant
Traffic consultants
Drainage cleaning by probation crews
Chip seal contract services to support in-house
activities
Street sweeping contract
Tree trimming contract
Contract Construction Services
Pest control services-City buildings
NPDES program compliance assistance
TOTAL
Parks and Recreation
Custodial services-Lauderbach Center
Pest and gopher control at various centers,
parks and pools
Street and parking lot sweeping
TOTAL
---------------------------------------
*Primarv Reason for Contract
(A) Cost-effective
(B) Lack of expertise
(C) Workload
Contract
Amount
Primary
Reason for
Contract*
$ 14,000
(B)
62,000 (B)
49,210 (B)
22 .170 (B)
$147,380
$5,000
(A)
$10,000 (C)
3,460 (B)
2,000 (C)
17,940 (A)
93,840 (A)
343,940 (A)
121,710 (A)
2,750 (C) (B)
2,130 (B)
125.000 (B) (C)
$722,770
$ 8,720
3,150
5.280
$17,150
(A)
(A)
(A)
Contract
Amount
Primary
Reason for
Contract*
Li brarv
Security patrol
Miscellaneous (piano tunings, pest control, plant
care service)
Quarterly fountain plantings
$14,690
(A)
(A) (B)
(A)
TOTAL
1,820
2.100
$18,610
Non-DeDartmental
Hazardous waste studies
Televising Council meetings
Chamber of Commerce Information Services
$10,000
42,130
28.500
(B)
(B)
(A)
TOTAL
$80,630
Communitv DeveloDment
Economic Development promotional video
Audit for Redevelopment Agency
Design of Economic Development Promotions
TOTAL
$15,000
8,500
2.000
$25,500
(B)
(B)
(B)
Finance
TOTAL
$26,200
I. 400
$27,600
(B)
(A)
Audits
Microfiche services
Plannina
Contract secretarial support - Growth Management
Oversight Committee
Contract Architect
Contract Senior Planner
Contract Planners - Backfill for Baldwin Project
TOTAL
$ 1,200 (C)
2,460 (A)(B)
12,000 (A)(C)
97.800 (A)(C)
$113,460
Personnel
QWL Trainers
$6,000
(C)
WPC 3686A
-2-
Contract
Amount
Insurance
Hearing Conservation Program
Employee Assistance Program
Risk Management Consultant (JPA's)
Employee Benefits Consultant
Respiratory Protection Program
Ventilation System Monitoring
Hazardous Waste Consultation
$ 3,500
10,500
4,000
20,000
500
600
600
$39,700
TOTAL
Manaoement Services
DP Computer Programming Assistance
DP Data Communications troubleshooti~g
PAPE Various professional services as needed
PUB INFO Graphic assistance for newsletter,
advertisements
PUB INFO Video technical assistance
Primary
Reason for
Contract*
(B)
(B)
(B)
(B)
(B)
(B)
(B)
$20,000 (B)
2,000 (B)
3,500 (B)
6,000 (B)
6.000 (B)
$37,500
TOTAL
Citv Clerk
Municipal Code Index
$1,200
Administration
Various professional services as needed
$10,000
Attornev
Contract Part-time Attorney
Jones Intercable Lawsuit Attorney Service
$ 30,000
80.000
$110,000
TOTAL
Boards & Commission
Contract Clerical/Secretarial Support
$4,500
TOTAL GENERAL FUND
J-1.367.000
WPC 3686A
-3-
(A)
(B)
(C)
(C) (B)
(C)
Contract
Amount
Primary
Reason for
Contract*
OTHER FUNDS
Sewer
Sewer billing and collection $89,450 (A)
Underground Alert System 1. 560 (B)
TOTAL $91,010
Transit
Elderly & Handicapped Transit $ 279,910 (A)
SCOOT contract 2.067.430 (A)
TOTAL $2,347,340
BCT
Various professional services as needed $ 1,500 (B)
Contract aquarist services 7,000 (B)
Tax preparation services 3,000 (B)
Security monitoring 340 (A)
TOTAL $11 ,840
BCT Bookstore
Management Services $5,200 (A)
Ooen So ace District #20
Assessment consultant $8,000 (B)
EastLake Maintenance District
Assessment consultant $ 8,600 (B)
Develooment Imoact Fees
Transportation design services & annual update $ 99,750 (B)
SR-125 Study 150,000 (B)
1-805 Study 15,000 (B)
Public Facilities General Administration 20,000 (B)
Civic Center Expansion Planning & Design 75,000 (B)
Corporation Yard Relocation Study 5,000 (B)
Fire Suppression System Expansion Design 10,290 (B)
Telephone System Expansion Services 2.200 (B)
TOTAL $377,240
WPC 3686A
-4-
Contract
Amount
Primary
Reason for
Contract*
EastLake Develooment Reserve
Fiscal Impact Analysis Update $12,000 (B)
Redevelooment Aaencv
Town Centre I legislative Representative $ 21,600 (B)
Special Counsel-Town Centre I 10,000 (A)
Acquisition Consultant 3,000 (B)
Bayfront Design Brochure 5,000 (B)
Midbayfront Environmental Studies, etc. 70,000 (B)
Lega 1 Counsel 50,000 (A)
Acquisition Consultant 3,000 (B)
legislative Representative 36,000 (B)
Planning Consultation - Rohr Master Plan 15,000 (B)
Marketing & Financial Analysis - Marina 8,000 (B)
Gateway
Town Centre II Legal Services-Town Centre II 40,000 (A)
low & Mod. Hsg. Housing Rehabilitation Consultant 43,000 (B)
Otay Va 11 ey Hazardous Waste Consultant-Otay Valley 20,000 (B)
legal Counsel 20.000 (A)
TOTAL $344,600
TOTAL OTHER FUNDS
TOTAL GENERAL FUND
TOTAL All FUNDS
$3,205,830
$1.367.000
14.572.830
WPC 3686A
-5-
Budget Review Report
It!-
May 15, 1991
To:
The Honorable Mayor and City Council
John D. Goss, City Manager ~
Jess Valenzuela, Director ~parks and Recreatio~
Open Space Assessment Districts
via:
From:
Subject:
The Department was requested to prepare a report on Additional
Landscape Maintenance Districts that will be under City Maintenance
in Fiscal Year 91-92, and which are not in the base budget. For FY
91-92, the Department is requesting two supplemental budgets for
one expansion to an existing district, and one acceptance of a new
district.
Backaround
On December 28, 1990, the Engineering Department provided the
following Department with tentative information regarding the
possible addition of the Landscape Assessment Districts for FY 91-
92:
Name Name
1. EastLake Medians, Otay Lakes Rd.
2. Bel Aire Ridge
3. Otay Rio Business
4. Canyon View
5. Rancho Del Rey SPA, Phase 5 & 6
6. Brehm Terra Nova
7. Woodcrest, Terra Nova
8. Woodcrest, Southwestern
9. Ladera Villa
Status
The Department is requesting supplemental budgets for EastLake
Medians and Bel Aire Ridge, which Engineering has indicated will be
on line in 91-92. Attached as Attachments A and B are the proposed
budgets for these two supplementals.
The seven other developments that have requested formation of
Landscape Maintenance District or inclusion within an existing
District are not expected to be ready for FY 91-92. Therefore,
supplemental budgets are not being submitted at this time. A
summary of the status of these developments is as follows:
Name
Status
1. EastLake Medians, Otay Lakes Rd.
To be added to existing EM
District #1.
2. Bel Aire Ridge
District to be formed in FY
91-92.
3. Otay Rio Business
District is to be formed in
91-92.
4. Canyon View
Decision on whether to
annex to an existing
District or for ROA will
be made in the near future.
5. Rancho Del Rey SPA I, Phase 5&6
Landscaping deferred until
late fall.
6. Brehm Terra Nova
Deferred until late fall.
7. Woodcrest, Terra Nova
Landscape plans not
approved.
8. Woodcrest, Southwestern
Landscape plans not
approved.
To be annex to District #10
some time in the future.
9. Ladera Villa
with the inclusion of the two new areas in FY 91-92, the total Open
Space acreage will increase by 2.10 for a total of 856 acres. This
figure differs from the acreage indicated in the budget document
(1,026). That figure included the seven other districts that were
to have been turned over to the City in FY 91-92, but are deferred
to FY 92-93 due to delays in development arising from the water
crisis of early 1991.
ATTACHMENT A
Eastlake Medians
Expansion of Eastlake Maintenance District #1 (Activity 5850)
ACCOUNT # PURPOSE FUNDS NEEDED
5251 Utilities - Water $ 3,140
Utilities - Electricity 80
5253 Rental of One roll-off dumpster 250
5262 Certification of Four Backflow 160
Preventers
5291 City Staff Services 2,720
.5298 Landscape Maintenance Contract 13,220
Emergency Irrigation Repairs 220
Plantin9 and Fire Clearance 300
5351 Plant Material 400
5362 Repair of Irri9ation Systems 380
TOTAL $ 20,870
Landscape Maintenance of Bel Air Ridge
Open Space District 17 (Activity 5670)
Account 1/
Purpose
5253
5291
Rental of Two Dumpsters
City Staff-Open Space (Admin)
City Staff-Engineering (Assessments)
City Staff-Public Works (Drainage
Maintenance)
Landscape Maintenance Contract
Planting and Fire Clearance
Plant Material
Miscellaneous Repair Parts
TOTAL
5298
5351
5362
Attachment B
Funds Needed
$ 500
670
640
2,400
1,350
900
550
100
$5,800
Budget Supplement Report No. J 3
DATE
.
.
May 21, 1991
TO
VIA
.
.
The Honorable Mayor and City Council
John Goss, City Manager r
William J. Winters, Police Chief #- ff' r.J~
Police Budget Referrals from May IS, 1991
FROM
:
SUBJECT
:
Thresholds and Response Times in Woodlawn Park/Montgomery
Both Police and Fire Departments monitor response times for all service calls. Times are
compiled and analyzed monthly on a citywide basis. Each different type of call for service (i.e.
Police Priority One, emergency medical, structure fire) is compared to a threshold standard,
established by Council via the Growth Management Oversight Committee, for that month and
year to date. Some prominent threshold standards for the current fiscal year include: Police
Priority One, eighty-four per cent (84 %) of calls responded to within seven minutes; Police
Priority Two, sixty-two per cent (62 %) of calls responded to within seven minutes; and, all Fire
service calls, eighty-five per cent (85%) of responses within 7 minutes. Typically, threshold
standards are met, or exceeded, by both departments.
Due to the lack of pre-annexation data, staff is unable to develop the perspective necessary to
assess whether or not a degradation of response times has occurred in Woodlawn Park. As
mentioned above, response times are within threshold standards citywide. The average Fire
Department response time, January I through May IS, 1991, in the Woodlawn Park area of
Chula Vista was five minutes, twenty-three seconds (5:23). Fire staff capture the grid data
associated with each call and include it as a reporting parameter. Police response time reporting
systems discard grid data, therefore, express response time information for Woodlawn Park is
unavailable. Police staff are in the process of enhancing reporting capabilities to include grid
specific data searches.
Informational Report on Photo Radar
The purpose of photo radar is threefold:
1. to reduce traffic accidents where the primary cause factor is speed;
2. to increase efficiency in the issuance of traffic citations; and,
3. to diminish health risks to police officers in the issuance of traffic citations.
Backl!round
Photo radar combines, in one mechanism, the previously existing scientifically and judicially
recognized technologies of still photography and speed detection via Doppler radar. Although
the specifics vary by vendor, all photo radars have common characteristics. A well-marked,
Police vehicle is equipped with two cameras, a microcomputer and a radar. The radar beam is
aimed at oncoming lane(s) of traffic. Anytime a vehicle violates the parameters prescribed by
an operator, a 35mm still photo is produced of the vehicle, its driver and license plate in the
oncoming perspective. Imprinted upon the photo is the speed of the vehicle as determined by
radar, the date, time and location of the infraction. A second photo, with the same information,
is taken from the opposite viewpoint in case the vehicle bears no front license plate. The film
is developed, the original photos sent to a prosecuting authority and the negatives are maintained
as evidence. The registered owner of the vehicle is then cited for the violation by mail.
Included with the violation is the photo or a copy thereof. The owner does have an opportunity
to ask the citation be voided if slhe was not driving the vehicle at the time of the infraction. If
the owner fails to identify the actual operator, and the operator's identity cannot be ascertained
through normal channels, the citation is dismissed.
Citations issued by photo radar units are valid in California at this time. That the registered
owner (RO) is the driver of a vehicle is a valid assumption under various sections of the
California Vehicle Code. These section's do not alter the seminal assumption of innocence until
proven guilty, they merely shift the burden of proving the driver was not the RO to the
defendant. The RO must prove s/he was not the driver, otherwise, s/he is responsible for their
vehicle's operation upon public roads. Photo radar citations have also been attacked on the basis
of their being hearsay, and therefore, not representing admissible evidence. This argument has
been dismissed as photos, and statements made, or written, by public officials in the line of their
regularly performed duties are exempted from the hearsay rule unless the defense can produce
persuasive evidence to the contrary. Again the burden of proving the officer or photo are flawed
falls upon the defendant. A final defense has sought to assert that photo radar constitutes a new
scientific technique. The effectiveness of this argument lies in its ability to demonstrate
unreliability in the method applied to gain the evidence. As discussed above, photo radar merely
integrates existing, reliable and judicially recognized technologies.
It is important to note that legislation is being considered by the California Senate which would
void the use of photo radars all together. The disposition of this legislation hinges upon Senate
committee hearings scheduled for the afternoon May 21, 1991.
Two cities which are representative of the very different experiences cities have had with photo
radar are Pasadena, California, and Peoria, Arizona. Pasadena has been using photo radar since
1988 with a high degree of success and support from its citizens. There, an independent survey
found 62% of the citizenry approved or strongly approved of its use and 56% indicated they
drive slower because of it. Perhaps most importantly is that, within a year of implementation,
the proportion of vehicles exceeding the speed limit when passing through the radar dropped
from 9.2% to 4.5%. On the other hand, Peroria's use of photo radar backfired. Citizens there
forced the City, at great expense, to abandon the program after one year. People there were
steadfastly opposed to the system's "Big Brother" image and believed its use motivated shoppers
to go elsewhere. Different reports from both communities clearly indicate the implementation
of photo radars to be a highly controversial issue. The same Pasadena survey showed three
concerns to be of equal importance to detractors: the possibility of error with photo radar, the
photo radar's invasion of privacy and that the photo radar was "sneaky" policing.
2
Summaty of Pros and Cons of Photo Radar
Positive Aspects of Photo Radar:
1) Speed Reduction - Based upon Pasadena's experience, it is the Department's
opinion that ambient speeds City-wide can be reduced.
2) Accident Reduction - The Department should be able to reduce the number of
accidents whose Primaty Collision Factor (PCF) is speeding. The Department
cannot estimate the reduction with our current data; however, Paradise Valley,
Arizona has used Photo Radar for two years and experienced a 42 % reduction in
speed-related accidents.
3) Increased Citations - Used in place of traditional motorcycle enforcement, Photo
Radar technology would increase the number of citations issued by over 500%.
Photo Radar could produce 240 citations during that same time period.
4) Neighborhood SUpJXlrt - It is anticipated that many neighborhoods would be very
supportive of this technology.
5) Less Danger for Officers - Routine traffic stops, many times, produce physical
and/or violent confrontations for Officers. The Officers approach drivers who
may be wanted by the Police, driving stolen cars or be in possession of
contraband and may react violently. Since the vehicles are not stopped, no
confrontation takes place.
6) More Obiective Enforcement Perce,ption - Motorists routinely complain that other
drivers do not get stopped who are committing similar violations. Photo Radar
indiscriminately cites all vehicles who cross a pre-set threshold.
7) Traffic Data Available - Since Photo Radar has its own computer, it can easily
provide data regarding speeds and volumes at any time. This information would
be very helpful to the City Traffic Engineers.
Negative Aspects of Photo Radar
1) Public Perct;ption - Due to the non-traditional technology used, the public could
view this as "Orwellian." There could also be concerns regarding the Police
possession of driver's photographs.
2) Public Perct;ption Regardinl! Due Process - The public could be concerned that
since drivers are not stopped at the time of violation that they cannot prepare a
defense when a citation comes in the mail. Pasadena has placed a predominant
sign after the Photo Radar vehicle which says "You have just passed through
Photo Radar - You may be notified by mail."
3
3) Loss of Officer Flexibility - A vendor contract that requires a minimum number
of hours of operation could lead to a loss of flexibility with a Traffic Officer.
The Department would possibly have to assign the Officer to Photo Radar even
though there may be other priorities.
4) Financial Imoact - While the true impact of this would not be known until final
proposals are presented, there is concern here:
** Pasadena paid $40,000 in its first year of operation;
** a high percentage of collected fines went directly to the private
vendor to support their operation creating a public vs. private
conflict perception.
5) Self-Initiated Arrests - Since officers do not stop the speeding vehicles, they will
not make the routine arrests that are associated with traffic stops such as
warrants, possession of contraband and stolen vehicles.
6) Staff Time - Personnel would have to take time show how protesting drivers their
photographs. We cannot accurately assess how much of an impact this would
have. After its first year of operation, Pasadena estimated that 70-80 % of the
violators now pay their citations without protest.
7) Publicity - It is anticipated that news media could beseige the City for interviews
and demonstrations regarding this technology. This would take staff time and be
disruptive and stressful for all employees.
Conclusions
1. Photo radar achieves its purposes while generating both positive and negative ancillary
impacts.
2. The implementation of a photo radar program would generate substantial controversy in
Chula Vista.
3. The experiences of other jurisdictions provide no clear policy direction on this issue.
4. In the absence of authoritative guidance from the State with respect to the use of this
technology, any investment in photo radar, at this time, would expose Chula Vista to
financial risks.
4
PAGE AMOUNT
62 65,000
66 1,000,000
67 100,000
68 158,000
PAGE AMOUNT
72 189,300
74 81,250
75 100,000
PAGE AMOUNT
CAPITAL IMPROVEMENT PROGRAM
FY 1991.92 PROPOSED
NEW PROJECTS
East H Street Bus Pull.ln
Pavement Overlay. FY 1991.92
Bicycle Loop Detectors. FY 1991.92
Cross Gutter Removal - E Street and First Avenue
Traffic Signal Improvements - 1-805 and Otay Valley
Road
1991 Traffic Monitoring Program
Traffic Signal Repair/Upgrade - Citywide
Metro Sewer System Upgrade Consultant Services -
Phase III
Parallel Sewer Construction - G Street, Fifth to
Broadway
82
83
Parking Lot Improvements - Station 5
New Fire Station - East Hand Paseo Ranchero
Reroof Flat Area of Police Department Building
Interim Fire Station . Eastlake Village
, , " .. "-,'..' "..,..".,,',
.:.':.-::.':.:..:::...-::..-....'.:..'.......'.:..:.:..'..'.'...:..:............:...:-':..'::-:-.....::.-.........-.:..:.. :-:"-::::"::':"':'-:"-':::-:'-:-:'-:-:.,:::::.,.::::..",:::::.:.::.:<,.,-.
:-.::.,:-:::-:::::-::::-::.<.::'::':.:,:':'::,',:-::.-:::::..-::,::::::::::,:,:.:.::..:.::,.:.:.:.:/.:.....::::..'::-,:::,::::::":'-:':-"::::::-,":-:::::::-,::'::-:C',:::':-::::',_:_::_:::",:::_,',_:_,
GENERAL GOVERNMENT IMPROVEMENTS
Automated Permit Tracking System
New Area Library - Fourth and Orange
"DEVELOPER TO FRONT THESE COSTS
107
108
109
110
119
150,000
236,000
AMOUNT
12,675
878,071
45,000
*519,353
AMOUNT
20,000
AMOUNT
483,000
A:\(BUDGET)\9192PROI.NEW
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92
CURRENT PROJECTS
PAGE AMOUNT
Street Reconstruction - Broawday, F to I
Street Widening - Otay Valley Road
Street Improvements - Fourth Avenue, Kittiwake Lane to Del
Rey High School
Bicycle Path Study - Chula Vista Greenbelt
55
57
60
64
2,993,300
12,115,033
66,100
120,000
PAGE AMOUNT
Traffic Signal Installation - Industrial Blvd. and Anita Street
70
PAGE AMOUNT
Parallel Sewer - Palm Canyon Basin
Construct Sewer Parallel - Industrial Blvd., Palomar to Anita
Construct Sewer Parallel - Palomar to Quintard, w/o Second
76
78
80
PAGE AMOUNT
Storm Drain - Sierra Way, Broadway to Colorado
Drainage Improvements - Oxford Street, Second to Del Mar
Drainage Improvements - Hilltop Drive to 767' East
85
87
89
Renovation - Norman Park Senior Center
91
93
96
97
99
101
Park Improvements - Memorial Park
Refinish Tennis Courts - Two Locations
Replaster Pool Surface - Lorna Verde Pool
Bicycle/Jogging Trail - Sweetwater Road and Willow Street
Restroom Renovation - Two Parks
Landscaping - MTDB Right of Way
Fire Training Facility - East Hand Paseo Ranchero
106
131,000
158,000
56,100
94,100
273,000
55,300
275,000
AMOUNT
185,940
285,310
28,000
116,500
188,750
72,000
AMOUNT
62,380
AMOUNT
194,190
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92
CURRENT PROJECTS
(Continued)
CENERAL....COVERNMEN"T.IMPROVEMENTS PAGE AMOUNT
Geographic Information System 111 520,200
Replacement of Mainframe Computer 112 117,900
Replacement of Word Processing Equipment 113 60,200
Phone System Upgrade 114 36,420
Corporation Yard Phone Upgrade 115 33,610
Civic Center Expansion 116 1,012,000
...............<..... .............................................. ......... ..... i .,,-, ..............<........ii..... . .i) .......<.....i............i...................i...........
iiii<1I VI<T J" PAGE AMOUNT
Corporation Yard Paint Pit Clean-Up 122 24,000
NRP Public Improvements - Otay Town Community 123 344,299
Animal Shelter Reconfiguration 124 157,600
i ii ...........i iii .........<i< <i PAGE AMOuNT
ii .......<1.1 KIlA.'UVl' li)<i i<ii
HV AC Main Library 118 46,000
A:\(BUIXiE1)\9192PROJ.CUR
Supplemental Budget Report No. ~
May 24, 1991
TO:
VIA:
The Honorable Mayor and Council
John D. Goss, City Manage~
Stephanie Snyder, Principal Management Assistan~
FROM:
SUBJECT:
Mandatory Social Security
In October 1990, Congress agreed on mandatory Social Security coverage effective
July I, 1991 for all employees not covered by a retirement plan. This pertains
to all probationary, temporary and part-time employees not covered by PERS. The
Citywide fiscal impact for the FY 1991-92 Proposed Budget is $74,850.
At this time, there are questions about the likelihood of the Federal Government
requiring implementation in July due to confusing and poorly-worded guidelines.
This is to advise YOU that the budget. as currently proposed. does not include
funds for the payment of Social Security for these employees. Should the
requirement materialize prior to the next budget cycle, an additional
appropriation will be brought to the City Council mid-year.
[wpSl/mss
Supplemental Budget Memo # /~
May 29, 1991
File # KY-I00
LY-OOl
KY-l58
SUBJECT:
Honorable Mayor & City Council
John D. Goss, City Manager~ ~.N~
John P. Lippitt, Director of Public Work~(~
Drainage Improvements North of East Naples Street from
Monserate Avenue to Hilltop Drive
TO:
VIA:
FROM:
During the Council Budget review session of Wednesday, May 22, some
questions were raised regarding the location and Scope of Work of
C.I.P. current project DR-112 and future project DR-924.
The two projects are Phases I and II of an overall project that
will improve the existing natural channel that falls between East
Naples Street and GUatay Avenue and extends from Hilltop Drive to
Monserate Avenue (please see attached plat for location reference) .
PHASE I DR-112:
This phase was first budgeted in the FY 1988-89 C.I.P. The purpose
of the Phase I is to install a concrete channel which will
eliminate erosion and enhance the flow characteristics from Hilltop
Drive to 767 feet east. This will eliminate unsightly ponds of
stagnant water (mosquito breeders) as well as reduce maintenance
efforts and costs.
Additional funds were budgeted in FY 1989-90 C.I.P. Total funds
budgeted for the project were $131,000.
A contract was awarded to the firm of "Robert Bein, William Frost
and Associates" (RBF) on september 19, 1989 for the preparation of
final construction plans, specifications and cost estimate (PS&E).
The 85% complete PS&E was submitted to engineering staff on July 6,
1990.
Engineering staff was prepared to advertise the project for bids on
August 11, 1990 with construction to begin October 8, 1990. This
did not occur because Mr. Joseph M. Byrne, 1077 Guatay Avenue,
Chula Vista, CA 92011, submitted a letter to the City Council dated
July 9, 1990, which challenged the negative declaration for the
Project (IS-90-46).
-2-
May 29, 1991
Mr. Byrne's property on Guatay Avenue directly abuts the project.
Mr. Byrne opposes the improvement of the existing natural channel
with a concrete lined channel.
A field observation by the City Engineer seems to indicate that Mr.
Byrne has filled the rear of his lot thus encroaching into the
natural channel. This apparent filling within the natural channel
is in violation of the city Code. Mr. Byrne is the same person
that engineering staff, in the past, has given notice to cease
placing illegal fill material within the Otay River.
On August 27, 1990, the city received a memo from the California
Department of Fish and Game (DFG) placing the City on notice that
for this project a streambed Alteration Agreement would have to be
obtained from their department. DFG also mentioned that they had
not reviewed the Negative Declaration that was prepared by the City
in May of 1990. DFG also listed deficiencies in the Negative
Declaration:
1. Biological resources present were not accurately or
adequately described.
2. Alternatives to a concrete channel needed to be
identified.
3. Mitigation for loss of fresh water marsh needed to be
addressed.
4. Specific inconsistencies in the Negative Declaration
(which will not be listed here).
DFG recommended that a Mitigated Negative Declaration be re-
circulated with the appropriate assessments, alternatives and
mitigation measures provided in the document.
DFG does not concur with the project as currently designed and
prefers earthen channels that are able to provide wildlife habitat
as well as provide flood control measures. DFG is willing to
review earthen channel designs and work with the City on an
acceptable mitigation plan to provide the needed flood control
measures, while reducing impacts to the resources.
The mitigation plan and earthen channel designs would be
incorporated into the Streambed Alteration Agreement.
The Planning Department has prepared a Mitigated Negative
Declaration. A biological survey was conducted within the project
area between January 1 and February 28, 1991. The Mitigated
Negative Declaration has been sent to the State Clearing House with
comments due by June 7, 1991.
-3-
May 29, 1991
Mr. Byrne, on May 19, 1991, responded with an "Opposition Report"
to the Mitigated Negative Declaration. (MND).
DFG
it.
the
has been provided a copy of the MND and is currently reviewing
Once we receive DFG's comments we will be able to proceed with
completion of the design plans.
,.
The revised design will probably incorporate the construction of a
channel with a concrete bottom and naturally vegetated sides. Once
we receive comments from DFG, we will be able to redefine the scope
of the project so that the consultant can proceed with the
preparation of final PS&E.
The change in scope will require negotiating a change in contact
with the consultant which we expect will increase the design costs.
It will take approximately 4 to 6 months to obtain a streambed
Alteration Agreement (1603 permit) and to complete the entire
environmental review process through DFG. We don't expect
therefore, taking into account a redesign of the project, to start
construction on the project before January 1992.
PHASE II DR-924:
The total cost for completing the second phase of this project is
$1,124,500. This is a future eIP project scheduled for design in
FY 92-93 and construction in FY 93-94. The project consists of
constructing a trapezoidal concrete channel that will connect the
Phase I channel to the existing drainage improvements along
Monserate Avenue. The completion of Phase II is not a high
priority objective since most of the problems in this project lie
within the Phase I limits.
As a.result of low priority, the design and construction of Phase
II could be delayed due to relative priorities and available
funding.
KJG: nmjkw
Attachment
(KJG1\DRNGIMP.MEM)
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PHASE II
______'Y:J.~~__
TIT L E .
DRAINAGE IMPROVEMENTS
MONSER.ATE AVE. TO HILLTOP OR.. PHASES I ANOlI
DRj\WH BY
DAT f 4
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AR~28
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Joseph M. Byrne
1077 Guatay Ave.
Chula Vista, Ca.
May 19,1991
Maryann C. Miller
Environmpnt::ol Review Coordinator
City of Chula VISta
Planning Depanment
276 Fourth Avenue
Chula VISta, Ca 919lO
P'
PROJECT NAME; Drainage improvements to the Naples Street channel
CASE NO; 1S-90-46 (Mitigated Negative Declaration)
"
OPPOSITION REPORT
Dear Maryann;
GOOD MORNING AMERICA! ! ! And NOW for the rest of the story.
Flfst of all there is more omitted from the MND than there is ccntained therein.
As well as the ommissions, there are half truths, outright lies, and when the
information is not ccrrectly known some guesses at the facts.
To ccrrect the first lie; There are at me very least SIXTY (60) trees to be
removed by the project The ND indicates (none) to be removed., the BA
indicates "several trees", Many of the trees are well over thirty years old.
Impacted by me removal of the trees mere ,are more man another one hundred
trees in me area between Naples - Guatay mat provide food and shelter for forty
different kinds of birds.
A resident of me effected homes is a biologist with the U. S. Fish an Wildlife
Service and made the observations over a long period of time mat were ccntained
in my letter of July 2.3, 1990.
As a ccntrast me recent Report of Biological Assessment was ccmpleted in one
hour during me winter season
The Least Bell's Vireo has been reduced to ve:ry few pairs in the San Diego area
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by severe habitat loss, such as the one proposed by the project Throughout the
state nearly 90% of the Vireo's riparian home has been destroyed, eliminating
most of its preferred habitat. This has forced the Vireo into small nesting areas,
There are no indications that any study was done concerning this endangered
classification.
...
Of the 24 single family homes that are affected, 15 were contacted and ALL
indicated they would oppose the project in its present form as a concrete channel.
All the other concrete channcls in the area are filled with graffiti and little if
anything is done to correct the problem. The City has given no indication of any
plans to d.o anything about tllis problem on this project.
Under Appendix G(b) of CEQA it will have a sig,nifiCaJ'It effect to have a
substantial, demonstrable negative aesthetic effect
Dr. James P almer, a resident of the effected area and a well known expert in the
field, was contacted pertaining to the potential to exceed the capacity of the
existing 60 inch culvert He emphatically stated that future flooding of homes is a
certainty, using the figures as given in the Negative Declaration.
A consideration for those agencies issuing permits and approving the project
should be the liability, not it but when the flooding occurs. For flooding is certain
to happen.
THIRTY SEVEN years ago the City rejected the easement and recorded the
rejection with the County of San Diego. During that thirty seven years, the City
through its actions both verbal and written have notified the residents that they
were not interested in the channel and that they were not respoDSlble for it. The
City inrli~lIlrpd that as blr as they were concerned it was not a d~rli,,"rpd easement
at all and it was up to the residents to maintain.
As far as the posSlble enc:roaclunent of a poo~ that is something that only exists
in the fantastic imagination of whoever is responsible for the MND. Just another
example of incompetence guesses offacts.
In the biological assessment, page seven, under sensitive plants known to occur in
the region, it lists; Cordylanthus maritimus ssp. maritimus occurs abundantly in the
Otay River Valley south of the proposed project site,. If this is true, then the future
use of the Otay River valley as a regional park would not be possible. It should be
looked into as a refuge under the control of the U. S. Fish and Wildlife Service.
( )
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If it is false then what else in the repon is false? It should be looked at carefully.
We may stand to lose our Regional Park.
The complaint about odor, rodent and vector problems are a result of faulty
engineering. Which has two, three mot culverts, one an top of the other which
causes erasion and a resultant stagnant pond.
The pond was recently measured after the heavy rains in April of this year. It
measures about 8 feet by D feet, about the size of a very small bedroom At the
deepest it is little more than one foot deep.
Further observations indicated that it would be very simple to correct the
problem.By excavating a small channel no more the 35 feet long, lining it with
broken concrete, the pond would be drained with no further problems.
More than sm.ooo has been spent so far on this project with construction as yet
to be started.
Owning heavy earth moving equipment and large dump trUcks, with access to the
channel at more than one location, and broken concrete available free, the job
could be easily completed in part of an afternoon by my company to eliminate the
pond that is the basis of the complaint
The government is consistantly saying that they are shon of funds but continue to
waste money on projects such as this.
There is another way to eliminate the WHOLE problem, without the need mr
permits, distruction of riparian habitat, trees, fences or swimming pools. It would
eliminate any and all posEibility offlooding of any kind.
It would be accomplished by diverting the two, three mot culverts, that currently
cause the problem, directing them underground down Naples to the west, and to
the channel located downstream at the intersection of Naples and Tobias as
shown in exhibit A attached.
As new information is available we will respond in a similar fashion.
Sincerely,
.
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EXHIBIT "A"
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D~AINAGE I~PROVEEE~TS
SOUT:f OF GUATAY
HILLTOP TO CUYA~ACA
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~.....,~'"':. PROJECT LOCATION .
AREA OF FLAWED ENGINEERING DESIGN AND CAUSE OF PROBLEM
CURRENT EASEMENT CONTAINING FIVE FOOT CULVERT
PROPOSED CONSTRUCTION OF CULVERT TO CORRECT PROBLEM
.
PARKING FOR SHOPPING AREA
WETLAND AND RIPARIAN HABITAT IN NATURAL STREAMBED
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From: DFG
To: City of Chula Vista
Attn: Doug Reid
278 Fourth Avenue
Chula Vista, CA 92010
--,
Regarding: Drainage Improvements East of Hilltop Drive between
East Naples Street and Guatay Avenue, Case No: 15-90-46.
Dear Mr. Reid,
August 27, 1990
p-
It has been brought to our attention that a flood control project
has been proposed within the City of Chula Vista, East of Hilltop
Drive between E. Naples and Guatay Avenue. The Department did
not receive or review the Negative Declaration that was prepared
by the City in May of 1990, until just recently when it was sent
to our Regional Office by a local resident familiar with the
proposal. The proposed project consists of approximately 770
linear feet of an unimproved drainage to be converted to a 20-
foot-wide trapezoidal concrete drainage channel. The channel
would be sloped down to 8 feet across the bottom, with a maximum
depth of 5-6 feet and designed to carry 400 cfs to remedy an
existing drainage problem.
Upon inspection
Negative Declaration,
recommendations:
of
the
the project site and review of the
Department offers these following
1. The Negative Declaration does not accurately or adequately
describe the biological resources present on the proposed project
site. Freshwater marsh vegetation and several large stands of
cactus exist within the drainage. Because of the existance of
these native habitat types, further surveys for wildlife should
be completed prior to any project approval. The vegetation
should be mapped as well. A specific breeding bird survey
(including cactus wren) should be conducted to determine usage of
this drainage.
2. Alternatives to a concrete channel should be identified and
studied. The Department generally prefers earthen channels that
are able to provide wildlife habitat as well as provide flood
control measures. Upon site inspection, an earthen channel
seamed feasible with appropriate maintenance where drainage
enters the channel. Currently, these are overgrown with
vegetation (native and invasive exotics) and may be contributing
to the drainage problems as well as a possible vector control
problem.
~. B~cause the drainage is in a natural condition, contains
native vegetation and does contribute runoff to the Pacific
Ocean, a Streambed Alteration Agreement from our Department will
be necessary prior to any work done within the drainage.
4. Mitigation for the loss of fres~water marsh and the native
cactus stands along the drainage banks was not addressed but will
be neccessary if any project is pursued in this area. An earthen
channel with some enhancement and ba~f( stabilization would lessen
the need for mitigation and would probably be more cost-effective
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to the City.
5. Specific Inconsistencies in the City Document~ include:
~. Negative Declaration: Page 4, G. Findings of Insignificant
Impact: The Document states there will be no significant impact,
the Department cannot concur with this based on site inspection
and lack of information pertaining to possible usage of the site
by wildlife.
b. Initial Study: Page 5, 4. Biology: The document states
the site is in a natural or partially natural state but states no
trees will be removed. The Department cannot concur with this
based on site inspection and the fact that natural vegetation
does exist in thIS drainage. (lhere m~y be limited "trees",
however, but all vegetation should be addressed.)
c. In general, biology reports were lacking and ShOLlld be
more adequately addressed in both the Initial Study and Negative
Declaration in order to comply with the California
Environmental Quality Act (CEQA). The Department recommends a
Mitigated Negative Declaration be recirculated with the
appropriate assessments, alternatives and mitigation measures
provided in the document..
i>
In conclusion, the Department does not concur with the project as
proposed. The above-mentioned recommendations should be
incorporated into a Mitigated Negative Declaration and
resubmitted to the the State ClearinghOUSE and the Departlnent foY"
review and comment. 1"t18 Department is willing to reveiw earthen
channel deSIgns and work with the City on an acceptable mitigation
plan to pro~lde the needEd flood control measures while reducing
impacts to the resources. The mitigation plan and earthen
channel design will be needed to be included in the Streambed
Alteration AgreemEnt required by the Department for this project.
,
Further questions or comments can be addressed to Kris Lal???,
etc. Thank you, etc...
RegIonal Manager
bee: T. StewaTt
Lt. Maehler
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Joseph M. Byr.n~)
1077 Guatay Ave.
Chula Vista, Ca.
92011
July 23, 1990
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Chula Vista City Council
"
Dear Sirsl
l.~~"'
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With reference to my letter of July 9, 1990 regarding Case NO.
Is-90-46, the following information is submitted I
After careful examination of the Initial Study, without the
unusual time constraints that were imposed, several very disturbing
facts were noted.
The first of which was very clearly noted in the response. It
pertains to the number of trees taat will be removed by the improvement.
..
Careful examination of the Initial Study, under 4. BIOLOGY b. Indicate
type, size and quantity of trees on the site and which (if any)
will be removed by the project. None "After even a
Cursory examination of the site it would be impossible for any
~ person to come up with the answer None .
It may be coincidental, but the same. person that signed the
certification,.Roger L~aoust, senior civil engeneer also signed
under"G. Ene:ineerine: Department."
A careful study of those answers under "G. En,gineerinll: Department."
shows what you would expect from a person trained in engineering.
Answers to all questions whether they apply or not, very carefully
answered. THAT IS until you reach the Most Important question.
Question 9. wh~ch deals with any (potential to attain and/or exceed
the capacity of any..;.., culvert, etc. serving the project area).
GUESS WHAT FELLOWS (and girls) the meticulous engineer didn't
answer THfT question.
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We have our thoughts as to why he choose not to answer that
question. all bad. maybe you can come up with an answer. since
he didn't, or CHa't. .
Because of the arbit~ and capricious time constraints imposed
it was impossible t~clude all information that would effect the
environmental impact of the project. Therefor the fOllowing ~
information is submitted.
The area of the prepesed transformation recieves frequent use
by a variety of birds (as referenced by the letter of July 9. 1990)
protected by the Migratory Bird Treaty Act.
Based on random casual observation from September. 1989 to
July. 1990, along only a small portion of the area, the following
species have been observed.
Sharp-shinned Hawk
Cooper's Hawk
Red-shouldered Hawk
lIiourning Dove*
Anna's Hummingbird*
Northern Flicker
Pacific-slope Flycatcher
Ash-throated Flycatcher
Cassin's Kingbird
Scrub Jay*
Plain Titmouse
Bushtit*
House Wren
Ruby-crowned Kinglet
Swainson's Thrucn*
Hermit Thrush
American Robm
Northern Mockingbird
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Phainopepla*
Warbling Vireo
Orange-crowned Warbler
Yellow-rumped Warbler
Townsend's Warbler
Common Yellowthroat **
Wilson's Warbler
Rufous-sided Towhee
California Towhee*
Golden-crowned Sparrow
White-crowned Sparrow
Dark-eyed Junco
Red-winged Blackbird*_
Brewer's Blackbird*
Brown-headed Cowbird*
Hooded Oriole
House Fmch*
* Specied known or believed to have nested in this area.
P'
It might be noted that the entire area of the transformation was
not observed, and certain birds not known to the observer were seen
during the per&od.
The fact that Common Yellowthroats nest in the area is notable.
THIS IS A WETLAND/RIPARIAN OBLIGATE SPECIES. That is, it can
only nest in or adjoining wetlands and riparian habitats..
Despite the area's small size and close proximity to development,
it has significant wildlife value. It consists largely of
wetland and riparian habitat, thr most important habitat types in
California. These are among the state's most threatened
habitats. All other wetland and riparian habitats in this part
of Chula Vista have been filled or channalized. The significance
of. this area is greatly enhanced beaause it is the only remaining
piece of this habitat. Furthermore, it received vey little
human disturbamce, unli~e most other undeveloped areas in Chula
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Vista. This increases nesting suceess and foraging efficiency
for birds using the site. The existence of this area increases
wildlife use and diversity in the surrounding neighboorhood adding
to ~he quality of li~e for residents.
Because the area is dotted with trees and completelY covered with
a variety of smaller Upland and wetland plants, there is a
variety of food and cover available to wildlife.
P'
In addition to these wildlife values, this strip has ather values
as well, In its natural state, this area ads as a green-belt
and allows for ground water recharge, reducing run-off and
lowering peak volumes. -
,It is also significant that consideration should be given to the
fact that if this area is allowed to prosper its value in the
future would be incomprehensible.
Not as potentially devastating but cert~inly worth considering
is the fact that an extremely rare Albino Gopher Snake was found
recently to occur in this'riparian habitat. For this to occur
indicates that the genes that are necessary are still alive in
this area.
Obviously much more time must be committed to the study of a
most complex and environmentally important issue for the preservation
of the habitat so that future generations will be able to enjoy it.
As new information is available we will respond in a similar
faf!hion.
\~~_erelY
<$~BYrne
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Joseph M. llyrne
1077 Guatay Ave.
Chula Vista, CA 92011
july 9, 1990
P"
Chula Vista City Council
Dear Sirs:
This is in response to the consideration for a recommendation by the Chula
Vista City Council of a negative Declaration for the Project Location East of
Hilltop Drive between East Naples and Guatay Avenue, Case No. IS~90-46.
There is a clear misstatement in the initial study under paragraph 4(b)
Biology which clearly states that no trees will be removed by the project.
The plans which have been submitted by the City show that dozens of trees
will be removed. This misstatement is profound and has the definite
appearance of being intentional.
California Department of Fish and Game was contacted and their department
of Environmental Services stated that since the project lies in a riparian
habitat of a natural stream bed, it requires a permit for the alteration of the
stream bed as well as a California Clearinghouse Number. City staff of
several departments were contacted and they responded that they were
unaware of the requirement and had not applied for either one. The San
Diego office of Fish and Game was contacted and a representative 'viewed the
site and stated that permits were necessary in order to comply with the law.
It was further stated that enroute to the site other violations of the Fish and
Game laws by the City of Chula Vista were noted.
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.:._~,- Since the Chula Vista Planning and Engineering Department has in the past
-. . contacted the Department of Fish and Game with reference to Fish and Game
__' Code Section 1600. and has made erroneous reports of violations, it would
. , appear obvious that they should be aware of the law. It would appear that a
double standard is being employed here.
.
I have lived at the site for more than thirty years and the proposed
improvement is and has always been a natural riparian habitat and
streambed. At some point in time, the City of Chula Vista introduced into the
streambed some drainage from the surrounding areas. . As a result of very
poor planning and numerous engineering defects it has resulted in the death
of a young child, flOOding of homes, as well as other problems.
i>
The Plan entitled the Naples Street Channel Improvements which was
obtained with much difficulty, was examined and it indicated that it will
have an enormous impact and a profound devastation of the present
environment and value of the properties abutting the proposed alteration of
the current natural streambed.
Based upon the preliminary drawings provided by the City of Chula Vista,
there is a clear indication that the fluid mechanics of the proposed alteration
are substantially flawed. Simple calculations suggests that there will be a
substantial and egregious flOOding of adjacent properties. after the project is
completed.
Based upon the drawings of the elevation and the various slopes, we can
determine that there will be a standing head pressure against the five foot
(5 ft.) diameter pipe. The pipe is approIimately nine hundred feet (900 ft.)
long. The pressure drop is found from:
A p . (f<Lo/Ds )+ 1:kL)VelZ P /2 g
There will be entrance and exit losses and expansion and contraction
losses as the the flow goes from an open channel flow without a Bernoulli
bounclaryto a 5 tt. pipe diameter. The entrance and exit losses are generally
suggested to be a value of ~kL. 1.5 The friction is' determined for Reynold's
Numbers greater than 1()'t from Idel'Chik's equation.
~ .
We can iterate on the Reynold's Number and the friction loss. We would
begin by using a value of (I) of 10-3. Accordingly. then.
A P (2 g)144/ ((f(Lg,/Ds)+ 1:kL)P)O.,. Vel.Nsec
-2-
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.The Reynold's Number is found from,
Re - (VD P)/JI
CONCLUSION
The volume that cannot flow through the pipe will be required to pond with
the excess flooding adjacent properties. Or as they say 'You can't put ten
pounds of L__in a five pound bag".
The effort to obtain necessary information for a response to the negative
declaration was greeted by indifference, hostility, bureaucratic bungling and
scuffling and in some cases, refusal to one degree or another from Chula
Vista Planning and Engineering Department, the Engineering company that
prepared the plans, as well as United States Testing.
With reference to the initial study section H.3 Remarks: A concrete channel
will significantly reduce weed abatement requirements at that area. Having
lived here for more than thirty years, I find the remark to be absolutely
false. First of all, the streambed "at the area" is perpetually wet and alive
with trees, flora and fauna, and at its head is a large wetland. How he
arrived at his convoluted appraisal is difficult to understand. On the
contrary, a concrete channel will have the opposite effect and cause a weed
abatement problem. One needs only to look to the east of the proposed
concrete channel to understand the problem that will occur and has been
present in the area to the east for at least thirty years.
The project has the potential, we believe, to substantially degrade the
quality of the environment and to SUbstantially reduce the habitat of a
wildlife species of rare or endangered migratory birds.
The proposed effect of eliminating flooding of back yards and homes cannot
be accomplished in its current project form.
Alternatives to the current plan are available to the City of Chula Vista
which would result in no flooding, no environmental impact, no
encroachment of private property or access problems. When these
alternatives were discussed with the staff of the City of Chula Vista, they
were rejected with comment that "We have already spent a lot of money on
this project and your suggestion would probably cost more".
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So 11 boils down to what we are in essence dealing with Is the option of
having another flawed engineering project which won't work because we
don't want to ask for or spend the money on one that will work.
Under G. 2 and 3 of the Negative Declaration, it is obvious that the project by
the wording in the Negative Declaration indicates that the flooding problem
will not be eliminated but instead that it will be alleviated. By that, it
appears that for those being flooded it will be easier to endurel I suppose it
would be easier to take if the water flOWing through your house were only
one foot instead of say two feet.
~
It is noted that the initial study is without supporting factual data and/or
explanations and is therefore an inadequate basis for deciding to prepare a
Negative Declaration.
One wonders what would be the result if it were me trying to chop down
trees, take out whatever vegetation there was in a natural streambed of
someone else's property and replace it with concrete for something that
wouldn't work as designed, and all without proper permits or fundamental
consideration for the environment. The jail would be overcrowded by one
more.
Where one or more state agencies will be responsible which applies in this
case, the lead agency must send copies of its negative declaration to the State
Clearinghouse for distribution to the state agency. Unless the State
Clearinghouse approves a shorter period, thirty days is the minimum public
review periOd for a Negative Declaration.
It is suggested that instead of a Negative Declaration, the City of Chula Vista
seriously consider alternative solutions with the prospect of eliminating the
problem since it appears that it would, in the final analysis be much cheaper
considering the possibility of lawsuits when the current plan fails. At the
very least, an EIR should be prepared.
A survey of other trapezoidal channels in the area indicated a long term
noise effect reSUlting from the use of the channel by youths on skate boards
as well as ugly graffiti.
There have been representations to the effect that the portions of property
that are to be taken to accomplish this transformation were originally.
offered to the city by the developer some thirty (30) years ago. The City
claims that the offered property was never accepted by the City until just
recently. Fundamentally, then, the City was not .the owner in fact., The City
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did not have ownership in lee simple absolute. The City only bad an oDtlon
to accept the property. Por some reason the City believes that it bas bad an
option to accept or reject the offer for this thirty year period of time. Were
this true there would be a clear violation of statute against alienation of Real
. Property, which is against California Public Policy. There are yet some
others issues that should be considered. For enmple. there could be an
issue of a 5th Amendment taking constituting an inverse condemnation.
There might be issues of Adverse Possession on the part of owners of the
abutting land since they have openly and knowingly occupied the property
tor thirty (30) years.. In California the statute provides for Adverse
Possession within fifteen (15) years, and provides and allows for tacking,
There could be a 14th Amendment due process problem relative to the
inequitable taking of some property, as opposed to others. There is the
possibility that the owners might file a Lis Pendenens on the disputed
property which could tie up the city in substantial and cosUy litigation. The
City may not have jurisdiction over the natural streambed in that the
California Department of Fish And Game have statutory authority over the
control, maintenance and modifications of any and all natural streambeds
within the jurisdiction of the State of California. All of these issues, and
more, may have been considered by the City in this transformation. If so, no
notice has been provided to the affected property owners that such a
hearing has been convened, or that any of these issues have been addressed.
We realize that the proposed transformation is temporary, at this time.
However, we have attempted to answer the proposal within the statutory
time. As new information is provided, we expect to be able to respond in a
similar timely fashion.
Sincerely
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!>'
Supplemental Budget Request
NO.1'
May 31, 1991
TO:
Honorable Mayor and City Council
John D. Goss, City Manage~ 17
Jess Valenzuela, Director of Parks and Recreatio~
VIA:
FROM:
SUBJECT: Planning for Community Pride Faire
The projected month for the Community Pride Faire is August of
1992. The initial planning of this event will, in the opinion of
staff, have little if any financial impact. Any incidental
planning expenses will be absorbed by each respective office or
department. The cost associated with the actual event could
include such things as promotional literature, staff support
services for set-up and clean-up, electrical support, and police
services. In addition, other costs could include porta-pottie
rental, decorations, and other miscellaneous expenses. Funds will
be requested in the 1992-93 fiscal year budget to offset the
expenses associated with this event.
cc: Dawn Herring, Budget Officer
Teri Enos, Principal Management Assistant
sid Morris, Deputy City Manager
JVPrideFaire
Supplemental Budget Request No. /7
May 29, 1991
TO:
Honorable Mayor and City Council
VIA:
John
D. Goss, City Manager~/
Valenzuela, Director~f Parks
and
Recreation~
FROM:
Jess
SUBJECT: Funding for the Senior Information and Referral Center
At the Tuesday, May 21st Council Meeting, Council approved $20,000
in Community Development Block Grant Funds for the Information and
Referral Center. Consequently, this program will face a $83,140
shortfall next fiscal year. The Department has analyzed the
impacts these funding cuts will have on city services and developed
four alternatives to consider.
Recommendation
That Council allocate $66,782 of general fund monies to support the
operation of the Senior Information and Referral Center, and to
continue to explore ways to reduce costs or increase non-general
fund revenue for this program.
Backaround
As Council may be aware, in past years the Information and Referral
Center received a portion of its funds from the County's Area
Agency on Aging. In 1989-90, funding from the County was
eliminated. The Department absorbed these gradual funding cuts by
requesting additional monies from the CDBG Program. In addition,
last year, Council allocated $33,377 to defray the shortfall.
Unfortunately, the CDBG Program will not have the funds necessary
to fully absorb the entire funding shortfall this next fiscal year.
Further complicating this funding problem is the tight fiscal
constraints facing the City. As a result, the Human Services
Center will not be able to sustain its current level of operation.
The shortfall may force the elimination of the Human Services
Coordinator and affect the following services: outreach to "shut-
ins" and mobile home residents, employment, housing referrals, and
distribution of commodities.
Alternatives
staff has considered some alternatives that could result in
retaining this positi~n and some level of service.
The First alternative (see attachment "A"), which is staff's
recommended alternative, includes funding the shortfall of $66,782
through General Fund monies. This shows a reduction of .91
Information and Referral Specialist and $958 in supplies and
services. The effects of the reduction' in staff will result in
longer response time on referrals. Presently, approximately
fifteen minutes of staff time is needed for every complex referral
and approximately five minutes is needed for simple referrals. The
ability to perform timely follow-up services may also be hampered.
In this alternative, impacts to service levels can be minimized by
relying heavily on volunteer assistance. For example, Project
Ayuda is a volunteer service the Department is already utilizing.
This organization receives funds from the Department of Labor to
employ senior citizens as community service workers.
Perhaps the only downside to utilizing volunteers from this
particular organization is the fact that additional training time
is needed for these workers. Furthermore, the program has a
history of high employee turnover rates.
The Second alternative (see attachment "B") includes allocating
$83,140 in General Fund monies. Although this alternative would
fully fund the Information and Referral Center, the Department
wants to be sensitive to this year's budget constraints.
Therefore, this would not be a recommended alternative this next
fiscal year.
The Third alternative (see attachment "C") includes funding the
loss of $49,192 through General Fund monies. This shows a
reduction of all part-time personnel. The Human Services
Coordinator would be responsible for day-to-day operations with the
support of volunteers. This alternative also includes a reduction
of $958 in supplies and services. Again, the effects of the
reduction in staff will result in longer response time on referrals
and volunteer assistance will be essential.
The Fourth alternative (see attachment "0") includes allocating
$35,012 in General Fund monies. This alternative entails
operating the Human Services Center without a Coordinator. The
Center would be handled by part-time staff under the direction
of the Supervisor II who is presently managing the senior citizen
programs. It has not been fully determined how service levels would
be affected if the Department lost this position.
An obvious downside of this alternative is the elimination of a
full-time position. Furthermore, the Department is concerned about
expanding the scope of responsibility of the Supervisor II without
commensurate salary and determining the impacts to existing
workload demands.
Fiscal Impact
Alternative 1: The amount of $66,782 would need to be appropriated
from the City's General Fund to absorb the loss of Community Block
Grant funds.
Alternative 2: The amount of $83,140 would need to be appropriated
from the City's General Fund to absorb the loss of Community Block
Grant funds.
Alternative 3: The amount of $49,192 would need to be appropriated
from the City's General Fund to absorb the loss of Community Block
Grant funds.
Alternative 4: The amount of $35,012 will need to be appropriated
from the City's General Fund to absorb the loss of Community Block
Grant Funds. In addition, the City would lose a fUll-time,
unclassified position.
cc: sid Morris, Deputy City Manager
Dawn Herring, Budget Officer
Teri Enos, Prinipal Management Assistant
JVrevise
ATTACHMENT -A-
EMPLOYEE SERVICES 1990-91 1991-92 1991-92 AMOUNT
PROPOSED RECOMMEND REDUCED
5101 Salaries & Wages $35,920 $36,670 $36,670 -0-
5102 Differential 300 420 420 -0-
5105 Hourly Wages 27,390 31,960 16,560 16,560
5141 Retirement contrib 4,650 5,330 5,330 -0-
5142 Employee Benefit 4,750 4,750 4,750 -0-
5143 Medicare Cont.-City -0- 1,030 1,030 -0-
5144 Workers' Comp 6,980 16,780 16,780 -0-
TOTALS 79,990 96,940 81,540 16,560
,
SUPPLIES & OTHER SERVICES
5211 Advertising 500 500 -0- 500
5212 Printing & Binding 190 200 120 80
5218 Postage 110 110 80 30
5223 Membership & Dues 30 40 30 10
5225 Transp. Allowance 470 470 312 158
5251 Utilities 3,000 3,700 3,700 -0-
5252 Telephone & Teleg. 870 720 720 -0-
5266 Serv To Main-Office 150 150 100 50
5301 Office Supplies 250 280 150 130
5331 Books, Pub, & Maps 30 30 30 -0-
TOTALS 5,600 6,200 5,242 958
SUMMARY
EMPLOYEE SERVo TOTAL 79,990 96,940 81,540 16,560
SUPPLIES & SERVo TOTAL 5,600 6,200 5,242 958
GRAND TOTAL 85,590 103,140 86,782 17,518
c
CDBG FUNDING 20,000
GENERAL FUNDS 66,782
TOTAL 86,782
~
ATTACHMENT "Bn
EMPLOYEE SERVICES 1990-91 1991-92 1991-92 AMOUNT
PROPOSED RECOMMEND REDUCED
5J.0J. SaJ.aries & Wages $35,920 $36,670 $36,670 -0-
5102 Differential 300 420 420 -0-
5J.05 Hourly Wages 27,390 3J.,960 3J.,960 -0-
5J.41 Retirement contrib 4,650 5,330 5,330 -0-
5J.42 Employee Benefit 4,750 4,750 4,750 -0-
5143 Medicare Cont.-City -0- 1,030 1,030 -0-
5J.44 Workers' Comp 6,980 J.6,780 J.6,780 -0-
TOTALS 79,990 96,940 96,940 -0-
SUPPLIES & OTHER SERVICES
52 n Advertising 500 500 500 -0-
52J.2 Printing & Binding J.90 200 200 -0-
52J.8 Postage no no no -0-
5223 Membership & Dues 30 40 40 -0-
5225 Transp. Allowance 470 470 470 -0-
5251 Utilities 3,000 3,700 3,700 -0-
5252 Telephone & Teleg. 870 720 720 -0-
5266 Serv To Main-Office J.50 J.50 J.50 -0-
530J. Office Supplies 250 280 280 -0-
5331 Books, Pub, & Maps 30 30 30 -0-
TOTALS 5,600 6,200 6,200 -0-
SUMMARY
EMPLOYEE SERVo TOTAL 79,990 96,940 96,940 -0-
SUPPLIES & SERVo TOTAL 5,600 6,200 6,200 -0-
GRAND TOTAL 85,590 103,J.40 J.03,140 -0-
CDBG FUNDING 20,000
GENERAL FUNDS 83,140
TOTAL 103,140
ATTACHMENT "C"
EMPLOYEE SERVICES 1990-91 1991-92 1991-92 AMOUNT
PROPOSED RECOMMEND REDUCED
5101 Salaries & Wages $35,920 $36,670 $36,670 -0-
5102 Differential 300 420 420 -0-
5105 Hourly Wages 27,390 31,960 -0- 31,960
5141 Retirement Contrib 4,650 5,330 5,330 -0-
5142 Employee Benefit 4,750 4,750 4,750 -0-
5143 Medicare Cont.-city -0- 1,030 -0- 1,030
5144 Workers' Comp 6,980 16,780 16,780 -0-
TOTALS 79,990 96,940 63,950 32,990
SUPPLIES & OTHER SERVICES
5211 Advertising 500 500 -0- 500
5212 Printing & Binding 190 200 120 80
5218 Postage 110 110 80 30
5223 Membership & Dues 30 40 30 10
5225 Transp. Allowance 470 470 312 158
5251 Utilities 3,000 3,700 3,700 -0-
5252 Telephone & Teleg. 870 720 720 -0-
5266 Serv To Main-Office 150 150 100 50
5301 Office Supplies 250 280 150 130
5331 BOOks, Pub, & Maps 30 30 30 -0-
TOTALS 5,600 6,200 5,242 958
SUMMARY
EMPLOYEE SERVo TOTAL 79,990 96,940 63,950 32,990
SUPPLIES & SERVo TOTAL 5,600 6,200 5,242 958
GRAND TOTAL 85,590 103,140 69,192 33,948
CDBG FUNDING 20,000
GENERAL FUNDS 49,192
TOTAL 69,192
~
ATTACHMENT "Dn
EMPLOYEE SERVICES 1990-91. 1991-92 1991-92 AMOUNT
PROPOSED RECOMMEND REDUCED
5101 Salaries & Wages $35,920 $36,670 -0- $36,670
5102 Differential 300 420 -0- 420
5105 Hourly Wages 27,390 31,960 31,960 -0-
5141 Retirement Contrib 4,650 5,330 -0- 5,330
5142 Employee Benefit 4,750 4,750 -0- 4,750
5143 Medicare Cont.-City -0- 1,030 1,030 -0-
5144 Workers' Comp 6,980. 16,780 16,780 -0-
TOTAlS 79,990 96,940 49,770 47,170
SUPPLIES & OTHER SERVICES
5211 Advertising 500 500 -0- 500
5212 Printing & Binding 190 200 120 80
5218 Postage 110 110 80 30
5223 Membership & Dues 30 40 30 10
5225 Transp. Allowance 470 470 312 158
5251 Utilities 3,000 3,700 3,700 -0-
5252 Telephone & Teleg. 870 720 720 -0-
5266 Serv To Main-Office 150 150 100 50
5301 Office Supplies 250 280 150 130
5331 Books, Pub, & Maps 30 30 30 -0-
TOTAlS 5,600 6,200 5,242 958
SUMMARY
EMPLOYEE SERVo TOTAL 79,990 96,940 49,770 47,170
SUPPLIES & SERVo TOTAL 5,600 6,200 5,242 958
GRAND TOTAL 85,590 103,140 55,012 48,128
CDBG FUNDING 20,000
GENERAL FUNDS 35,012
TOTAL 55,012
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C1lY OF
CHULA VISTA
.'
PARKS AND RECREATION DEPARTMENT
8/1 0/90
DISCOVERY PARK PRE-MAINTENANCE WALK THROUGH PUNCH LIST:
The following items were observed during the pre-maintenance walk-through on July 30,
1990. These items are to be corrected prior to the turn over of the park maintenance to the
City of Chula Vista Parks and Recreation Department. The punch list generated by ONA,lnc.
dated June7, 1990 is to be considered a part of this punch list as if included herein. If any of
the items in this list are a repitition of an item listed in the ONA, Inc. list, then the City of Chula
Vista comment shall take precedence:
1. Monument Signs: Need to add the words - "City of Chula Vista" underneath the City
logo to complete the logo. This is to be done at the Equestrian Trail Head also.
2. Repair the top cap detail to eliminate the cracking and unsatisfactory finish.
3. Clean-up and repaint or stucco the entire monument.
Site Drainage: All areas that do not drain properly will require catch basins, drain
grates, and drainline to be installed and tied into the storm drain system. This condition
occurs adjacent to the Comfort Station, at the north end of the park between the Tiny
Tot-Lot and the extension of Ballfield "A" fence, north of the walkway that runs from the
Tot-Lots to the parking lot, and north of the walkway along the northwest portion of the
parking lot. The site needs to be inspected after the irrigation systems have been run
to determine if any other problem conditions exist on the site.
5. These areas are to be reseeded or sodded upon completion of the drain line
installation.
4.
6. Turf Areas: All lawn areas to be treated as per recommendations from Butler's Mills,
outlining proper applications of "Sarvon", fertilizers, aeration, irrigation application,etc.
7. Bare spots in the lawn areas are to be either overseeded or sodded.
Note: Overseeded areas will require extended periods of maintenance to assure an
adequate development of turf prior to acceptance of park.
8. Sodded areas with dead lawn areas are to be replaced - adjacent to Ballfield "A" and
the tot-lot.
9. Handrails at Steps: Contractor to clean-up rust, sand down and prepare the
surface and finish with primer and galivnized paint.
10. Irrigation System: Half of the park irrigation system was observed during a walk-
through on 8/2/90. The remainder of the system will be reviewed on 8/16/90. The few
areas that had coverage inadequatecies were pointed out in the field and steps to
resolve these problems were discussed for implemetation.
276 FOURTH AVENUE'CHULA VISTA. CALIFORNIA 920101(619) 691-5071
11. The irrigation adjacent to the steps at the parking lot did not appear to be providing
adequate coverage. The station had only one row of heads and was relying on the
adjacent open space station for the opposite side coverage.
12. Remove the abandoned heads, risers and lateral line from the top of the crib block
wall.
13. Repair all erosion scars were they occur.
14. Remove and replace all dead and dying plant material:
McMillin to verify quantity and locations of all native and container plant material that
has been removed after dying.
15. Replace (5) - 36" box Prunus cerasifera "Krauter Vesuvius" (unacceptable)
16. Replace (1) - 36" box Jacaranda acutifolia (dead)
17. Remove all dead limbs from trees.
18. Trees are to be trimmed during dormant (Winter) as directed by Parks and Recreation
Department.
19. Replace plant material in all empty cells in the crib block wall. Use 1 gallon Ficus
pumila and Lonicera japonica "Halliana", 50% /50% of each.
20. Clean up all curbs and gutters of debris and concrete slag.
21. Repair all concrete areas that have broken pieces or gouges.
22. Make necessary modifications to the existing bollards to provide a fit into the sleeves
so that the bollards do not "flop" about as in their current state.
23. Dumpster Enclosure:' Enclosure is of an inadequate design. The park needs to
have the capability to have a minimum of three (3) trash bins in the enclosure. The
current configuration only allows for one (1).
24. Prime and paint all wood and metal surfaces of the dumpster enclosure with two (2)
coats of each.
25. Repair the gouge at the upper rear wall of the enclosure.
26. Clean-up the concrete slag at the base of all light fixtures.
27. Install vandal resistant screws at the grate of the drain outlet pipes from the brow ditch
above the crib block wall.
28. Install plants in the extension of the crib block wall that runs adjacent to the eastern
parking lot. Install one (1) plant in every other cell. Alternate plant types using ones
identified in # 19.
29. Add a full pop-up spray head in the planter adjacent to the dumpster enclosure.
CITY OF CHULA VISTA
30. All plants that are within 18" of a irrigation head or prevent any head from functioning
properly is to be relocated or removed and replacep if plant fails at the discretion of the
Parks and Recreation Depertment. . .
31. All heads at the top of the crib block wall extension are to have anti-drain valves
installed.
32. Heads at the top of the tallest section of the crib block wall need to have different
nozzles installed or the stream spray heads rotated or modified to prevent overspray
onto the roadway below.
33. Relocate the Rhus integrifolia from the toe of the crib block wall extension to above the
brow ditch.
34. Weed and maintain all planting areas - trimm all ice plant from growing onto and into
other plant material.
35. Relocate the concrete bench at the comfort station to the area directly adjacent to the
light pole on the east side of paved area as discussed in the field.
36. Repair irrigation leak at the east end of the crib block wall extension.
37. Replace all philips head screws at the base of security lighting poles wi vandal
resistant screws.
38. Drainage Problem at Driveway: The curb and entry drive at the access road need to
be removed and replaced at a higher elevation to prevent the "Bird Bath" that currently
exists at this location on the site.
39. Remove and replace the first section of the concrete access drive adjacent to the "Sit &
Reach" par course station.
40. Lower all irrigation heads that are above finish grade.
41. Regrade all areas that have had vehicular traffic which caused damage to the turf and
finished grades.
42. Fabricate wedges to fit under the skids for the bleacher assemblies at all of the
ballfields to make the bleachers stable.
43. Tack weld nuts on bleacher seating slats to prevent theft.
44. Clean-up concrete slag around the base of the backstops and in the dugouts.
45. Tighten all nuts and bolts at the backstops and fences. Tighten all nuts on the anchor
bolts at the backstops. then cut the excess threaded area back and tack weld the nut to
the bolt.
46. Metak covers of all junction boxes need to fit flush with the perimeter surface of the
junction box. Provide newcovers for all boxes or modify existing to fit properly.
CITY OF CHULA VISTA
47. Install additional D.G. to the south east access road to provide proper drainage to
catch basin. Enough D.G. has to be provided to bring the grade level up to the top of
the mow curb. ;
48. Clean-up and repair all concrete mow curbs - remove and replace broken sections.
49. Remove dead lawn area in the outfield of Ballfield "C", top dress and overseed to
establish acceptable stand of turf.
50. Lower all 1-25 heads that are installed above grade: (2) in the outfield of Ballfield .C".
51. Need to install metal bars on all storm drain inlets to prevent balls or children from
attempting to enter the storm drain boxes.
52. Parks and Recreation Department to meet with McMillin to discuss the possibility of
installing a 6' wide D.G. jogging path around the perimeter of the north side of the park
where the plant material has failed to grow. If this does not work out then groundcover
from flats will need to be installed at 12" o.c.
53. Relocate existing Rhus integrifolia and Archtostaphylos densiflora that are north of
Ballfield "B" 12' back of concrete mow curb.
54. McMillin to provide the (2) 36" diameter by 48" long concrete pipes that are to be
utilized for hot coal disposal. An acceptable graphic will be painted on the side to
identify these as such and the final location for installation will be approved by the
Parks and Recreation Department.
55. Remove all PVC sleeves and concrete that were used for flag pole sleeves for the
Rancho Del Rey dedication ceremony. Fill in all holes with acceptable soil and
overseed or sod each location.
56. Fill in existing depressions in the turf north of the walkway by picnic area. Overseed or
sod.
57. Add groundcovers to all bare spots in planting areas where groundcover has failed or
where hydro seed has not germinated.
58. Add a 1" layer of D.G. over the aggregate base at the Equestrian Staging Area.
59. Relocate the trash recepticle at the Staging Area adjacent to the bench.
60. Remove and replace all broken concrete paving and mow curbs at the Equestrian
Staging Area.
These items are to be corrected prior to conducting the walk-through that will signal the start
of the Maintenance Period for Discovery Park and the Rice Canyon Open Space Preserve
and Equestrian Staging Area. If you have any questions please do not hesitate to call.
SincerelY-,
~f.~n{c.
Martin Schmidt ASLA
Parks and Recreation Department Landscape Architect
CITY OF CHULA VISTA
Landscape Arctlllccture . Planninn
Fourth Avenue Corpornte Center
1551 4th Avenue/Suite 200
San Diego. CA 92101
619239-2450
FAX 619 239-0107
June 7, 1990
McMillin Development,
2727 Hoover Avenue
National City, California
Inc.
92050
Attention: Ross Murray
Project:
RDR Discovery Park (#87-041)
Subject:
Punch List
Dear Ross:
The following was observed at the walk-through meeting:
I. Western is to correct water ponding at east end of park. around
Jacaranda near fence.
2. Western is to correct water ponding at ball field "C" (east end) along
first base side dugout.
3. Western is to correct water coverage at ball field "C" outfield along
CTB access road.
4. Western is to contact Hunter for coverage test and to inspect R-type
heads.
5. Western is to cut back watering time on slope at northeast end
(where CTB access Road exits park).
6. Western is to check and remove all rocks larger than I" in turf areas.
7. Auto-valves at northeast end will need to be relocated to prevent
further damage due to erosion problem from offsite irrigation heads.
8. Western is to relocate temporary construction fence to the bottom of
the slope at the northeast end to allow for improved irrigation
"'-"', ,.,. ,-,,_,.;; _ 1" ..,
coverage at the bottom of the slopes b~tween the mow curb and the
bottom of slope.
9. Western to clear and remove sand bags within the storm drain at the
north end of ball field "A" . along 3rd base foul line outside of the
mow strip.
10. Western is to remove all weeds within CTB access Road.
11. Western is to remove nursery stakes tied to the Jacarandas at the
turf block area between ball fields "B" and "C".
12. Western is to correct the problem with galvanized bands and
fasteners at the bottom of all backstops.
1 3 . Western IS to remove all concrete slag at bleacher area (ball field
"Bn)~
14. Western is to adjust all aluminum end caps at the bleachers from
protruding outward.
15. Western is to cut and tack weld all anchor bolts to drinking
fountains.
16. Western IS to reinstall chain links to demountable posts.
17. Western is to install the remaining demountable posts.
1 8 . Western IS to cap all demountable posts.
19. Western is to dry sack all parking lot light concrete bases.
20. Western IS to clean up bike rack at comfort station.
21. Western is to clean up concrete bench adjacent to the parking lot at
comfort station.
22. ONA, McMillin and Park & Rec is to review situation of interlocking
paving and banding behind concrete bench at comfort station;
possibly remove and replace with turf.
23. All tree grates to be screwed down (vandal proofed).
24. Direction signs (parking enforcement, ha,ndicap, etc.) to be installed.
25. Parking lots need to be striped.
26. Western is to direct Ficus pumiJa towards the crib wall.
27. Clean bike rack at ball field "B".
2 8. All tree stakes to be relocated towards the windward side.
29. DNA and McMillin to address the problem of unprotected ball field
light posts with Park & Rec.
30. Clear and remove excess fi ber and concrete slag at all expansion
joints.
3 I . All sharp edges on aluminum slide or other aluminum apparatus to
be filed smooth.
32. DNA is to review location of aluminum tunnel slide.
33. Backs of all concrete benches to be tightened down.
34. Re-adjust grades at north end of main parking lot (near access gate);
currently does not drain towards the catch basin.
35. Western is to replace 4 dead prunus trees at the main parking lot.
36. Western is to adjust or fill all junction boxes to grade at statue area.
37. Western is to add more gazanias at circular planter below statue 6"
O.c.
38. All turf areas to be re-seeded and fertilized.
39. Sodded turf areas to be filled in with sand where there is space
between roBs.
EQUESTRIAN AREA
40. 3 dead Leptospermums to be replaced.
41. Western is to grout all ends of split rail fence.
42. Western is to install demountable posts at entrance to Rice Canyon.
.'
43. McMillin is to repair split rail fence.
44. Western is to cut and mend broken limb on Koelreutaria.
45. Relief at top of entry monument to Rick Canyon is to be continuous.
46. McMillin is to change the tiled lettering at the monument to read
"Rice Canyon".
4 7 . Western is to cap steel posts at gate.
48. ONA is to inquire of McMillin the watering times for all slopes.
RA:ar
f.~L
~vuJeuvct \
~FcJ
Supplemental Budget Report ~
May 31, 1991
TO: The Honorable Mayor and City Council
FROM: John O. Goss, City Manage~
SUBJECT: Recommendation for Short and long Term Revenue Enhancements
At the May 16, 1991 budget overview session, Council requested that staff
prepare a list of the three best short and long term options for increasing
revenue to the City, plus a list of windfall revenues. City staff
brainstormed all possible options and determined that new revenues actually
fall into four different categories:
1. Windfalls, one time revenues
2. Short Term, Taxes and Fees
3. Long Term
4. Economic Development
After brainstorming based on these categories, we created an extensive list of
revenue options. Staff is sensitive to evaluating revenues based on the
amount of annual revenue possible, staff time to implement the revenue,
required changes in legislation, negotiations with the business community,
public or other agencies, as well as the acceptance ratio of our citizens and
business community.
While we are recommending those revenues we believe to be the "best" options
at this time, we will maintain the list of other proposed revenues and will
pursue those as we can.
WINDFALLS
If the City needed to balance the budget by using one time windfalls, this
section identifies possible revenue sources of this type. It should be
remembered, however, that whatever is used as a one time windfall, since it is
not ongoing, needs to be replaced by some type of ongoing revenue or an
additional windfall, the following fiscal year in order to keep the current
level of City programs in place.
1. Reduce the Public Liabi1itv Trust
$ 526,400
Currently, the Public Liability Trust Fund exceeds the amount ($1 million)
recommended by the industry as proper additional funding over and above
the City's self-insured retention.
2. Golf Course Fund
$ 300,000
This is the amount remaining in the Golf Course Fund which could be
transferred into the General Fund for operations.
3. Public Services Buildina Remodel
$ 157,316
These are capital improvement funds remalnlng from the Public Services
Building remodeling which could be returned to the General Fund.
In addition to these three one time windfalls, over which the City has
absolute discretion in using to support City expenditures, the City could also
utilize money expected to be received from the creation of assessment
districts ($200,000), reimbursement from the Port for operations for FY
1990-91 ($500,000) if the current proposal before the Port Commission is
approved, the sale of the Ridgeback property ($559,000), and reimbursement for
three street improvement projects ($1 million). These latter windfall
possibilities are more conditional than the three listed above, but are
outlined for your information.
SHORT TERM FEES AND TAXES
As far as short-term taxes and fees are concerned, they are broken down
between taxes and fees. In light of past action by the City to update its
taxes, and the fact that the State is considering raising several taxes
Statewide, even mentioning possible tax increases is done very reluctantly.
There is only one tax that we would suggest being considered further, although
there are others that are mentioned that are only for your information.
1. Real Propertv Transfer Tax
$ 750,000
This is a tax that may be increased anyway, based on the State's effort to
balance its budget. Currently, the Los Angeles City Council is
considering a significant increase in its real property transfer tax.
Such a tax applies at the time property is transferred from one party to
another and currently is at a rate of $1.10 per $1,000 valuation. The
sale of a $100,000 home, for example, would mean a tax of $110. If there
is any interest in pursuing some increase in this tax now or in the
future, the City probably should act soon since the State may otherwise
implement their own increase. There would also be a need to impact any
such State legislation to make sure that cities that may have higher rates
would not be negatively impacted by any State action, nor would the
residents of the City, where there is such a tax. So, for example, if the
State increased the rate from $1.10 to $2.20 and certain individual cities
had a higher rate than $1.10, there would be a need to preserve that total
tax rate while at the same time not having a total rate above $2.20.
No other taxes are listed, although as you are aware, in 1990-91, action was
taken to increase the Business License Tax, and one option would be to
increase it to the next increment over and above that, which is proposed in
the coming fiscal year. Also, implementing the Transient Occupancy Tax from
8% to 10%, which was approved by the City Council last Fall but held in
abeyance for later consideration is another possibility. Other options,
although not recommended, would be to increase the Utility Users Tax to the
maximum rate allowed ($515,000) and consider a cable television tax over and
above the franchise fee, which has been implemented in other communities.
By way of short-term fees, they are always being reviewed and updated,
especially as it relates to development fees. As indicated in the budget,
staff is developing a parks and recreation fee analysis, is going to be
proposing a drainage fee to support the National Pollution Discharge
Elimination System, and of course the City has been working with other cities
in order to obtain mitigation fees for people who utilize City streets and
otherwise create negative impacts in the community on their way to the Otay
Landfill.
In addition, while neither a tax nor a fee, the City will continue to work on
general techniques for improving its revenue base, such as pursuing State
reimbursement from SB 90 programs and possibly performing audits of the
utility franchises in the City.
LONG TERM
By way of long term revenue generation, the following is suggested:
1. It is proposed that the City pursue legislation which would return the
utility roll to benefit the community in which the utility is located,
rather than spread out throughout the entire county. As you know,
increases in the utility roll is spread throughout the County and does not
benefit the City in which the utility expansion takes place. So, for
example, if there is an expansion of the SDGE power plant and/or the
addition of a desalination plant, the City would only get a very small
portion of the increase in assessed value, and hence property taxes, from
those improvements. This needs to be corrected and the law needs to
return to its earlier status where the local community would completely
benefit from any utility expansions.
2. Create a Citywide public safety assessment district.
3. Pursue the development of municipal fire/homeowners insurance for newly
developing areas.
4. Explore getting into enterprise operations.
ECONOMIC DEVELOPMENT
By way of pursuing economic development to expand the City's tax base, it is
obvious that there are a number of projects that the City is currently
pursuing that are in different stages of planning and development. These
include the Bayfront, Auto Park, Nelson Sloan property, Palomar Trolley,
Mervyns at the Chula Vista Shopping Center, the development of three business
parks (EastLake, Terra Nova, Chillingsworth/Otay Valley), the hotel proposal
on Bonita Road, the expansion of Rohr, the Pieri Office Building and the
future redevelopment of the existing Corporation Yard. These and other
projects will be pursued by the City in order to continually work on expanding
the City's tax base in order to improve its property, sales tax, and in some
cases, transient occupancy tax revenue.
This is only a listing of possible revenue windfalls, short term taxes and
fees, long term revenues and economic development proposals, which are not
developed in any detail. Some of these will be discussed in more detail when
revenues are discussed in connection with the budget process. Staff would
invite further direction on areas that the City Council would like us to
explore in more detail.
JDG:mab
suppbud
1
Supplemental Budget Memo
Council Referral # 2315
No.A
June 7, 1991
TO:
The Honorable Mayor and City Council
John Goss, City Manager~
Chris Salomone, Director of Community Development C <;
VIA:
FROM:
SUBJECT: Downtown Business Association's Supplemental
Budget Request for Agency Funding of a "Town
Manager"
Project Area: Town Centre I
Amount: $50,000
Recurring Annual Cost: $50,000
BACKGROUND:
since 1988, staff and the Downtown Business Association have been
investigating the concept of a town manager.
In February of 1991, the Downtown Business Association (DBA)
submitted a letter to the Community Development Department
requesting funding for a "town manager." A formal letter of
request is attached. In addition to the initial request, the DBA
Board of Directors has supplemented this report by providing
staff with additional information which is labeled as attachment
2. All of the information contained in the following staff
report has been reviewed and accepted by the DBA.
On April 16, 1991, Council directed staff to return during budget
deliberations with a specific report on the town manager concept
including options for funding.
On May 2, 1991, the Town Centre Project Area Committee provided
input into both the supplementary budget item and the job
description of the town manager.
EXPLANATION/REASON FOR REOUEST
The DBA is requesting $50,000 in order to employ a full time
"town manager." The DBA is requesting these funds because the
business improvement district does not generate enough revenue to
run promotions and employ a full-time staff person. However, the
DBA is committed to the hiring of a town manager, and they have
2
designated 23% of their budget or $5000.00 to assist in funding a
town manager. It is staff's and the DBA's understanding that the
town manager will be an independent contractor who will advertise
and promote downtown Chula vista.
The DBA is also requesting that these funds be made available for
five years. staff recommends that the Agency fund a three year
commitment at this time. After three years, the Agency could
evaluate the town manager position and the DBA's progress toward
meeting its goals and objectives. Following the evaluation, the
Agency could consider future funding.
During this three year period recommended for Agency funding, it
is staff's opinion that the town manager should be able to
develop promotions and events which would generate revenue and
help to support the town manager's salary. If these revenue
generating events are successful, the Agency may not need to
continue funding the position. Also, after the town manager
fully develops goals and objectives, the program will be eligible
to apply for Community Development Block Grant (CDBG) funding.
IMPACT (BENEFITS OF FUNDING & CONSEOUENCES OF NOT FUNDING)
If the Agency decides to assist with the funding of a town
manager position, a town manager will be able to actively promote
the downtown because he or she will have the time and the
expertise to effectively develop, implement, and supervise events
and promotions. In addition, an experienced town manager will be
familiar with advertising techniques, programs, and promotions
that have been successful in other cities similar to Chula vista.
A town manager will also be able to create an identity for the
downtown area. The town manager should be pro-active instead of
reactive, and he/she should have fresh ideas that could
economically invigorate the Town Centre Project Area.
The consequences of not funding a town manager is that downtown
will lack a professional who can implement promotions which can
both generate funds for the DBA and the Agency and increase
awareness of downtown. The downtown area will also be without
someone who is able to conduct coordinated advertising campaigns
or special events. without continued support, the downtown might
not continue to progress. Since the Town Centre Project Area was
formed in 1976, the Redevelopment Agency has spent large sums of
money to revitalize the downtown area. Chula Vista Town Centre
would benefit from someone who can coordinate promotional
activities and work to attract new merchants which will
complement the existing businesses.
EXPERIENCE OF OTHER JURISDICTIONS:
In the last 30 years, the United States has experienced a
dramatic change in its urban landscape. This change has been the
3
product of tremendous suburban growth which caused the
development of suburban shopping centers. As a result of the
shift to suburban shopping, traditional downtowns have
experienced a decrease in sales. Therefore, many organizations,
such as the International Downtown Association and the National
Trust for Historic Preservation (Main street Program), have
developed programs which attempt to economically revitalize
traditional downtowns.
The unifying agent for all of these programs is a "town manager,"
or someone with experience in developing promotions and managing
downtown retail areas. During January, February, and March of
1991, the Community Development Department sponsored a series of
speakers who presented information concerning downtown management
techniques. From these speakers, we learned how vista started
the Main street Festival and Farmers Market which has been
successful at both creating a new market and rejuvenating market
interest downtown. Plus, this Festival has generated revenues
which have been used for advertising, for other promotions, and
for the general funding of all of the programs developed by the
town manager. Also in vista, the town manager has worked to
improve the tenant mix of downtown vista. Now, instead of
vacancies, the downtown area has art galleries, restaurants,
clothing boutiques, and antique malls. vista has not been the
only successful beneficiary of a town manager's efforts. The
enclosed booklet provides additional information on the
experience of other cities throughout the nation.
JOB DESCRIPTION
The best way to clarify the duties and responsibilities of a town
manager is to provide a detailed job description. Staff and the
DBA developed the following recommended job description by
analyzing and adapting the job descriptions used by both National
Main Street Center and the International Downtown Association.
I. Work objectives:
The Town Manager of downtown Chula vista must initiate and
coordinate a downtown promotional program which will emphasize
the market, the enlistment of all interested parties, the
management and enhancement of the total retail environment, and
the careful coordination of a vibrant and responsive tenant mix.
II. Duties to be Performed:
1. Become knowledgeable of all persons and forces directly or
indirectly involved in the downtown commercial district.
2. Discover the resources that exist downtown and develop
strategies for building on these resources.
4
3. Develop and implement on-going promotional programs which are
designed to enhance appreciation of the downtown's assets and to
foster an understanding of the town manager's and the DBA's goals
and objectives.
4. Assess all organizations which are involved in downtown and
promote cooperation among these entities. This should include
encouraging a cooperative climate between downtown interests and
local public officials.
5. The town manager will act as the liaison between the Downtown
Business Association and the City of Chula Vista. As the
liaison, the town manager will represent the interests of the DBA
to the City, the Redevelopment Agency, the Town Centre Project
Area Committee, and any other City committee or commission.
6. Develop a program to provide for: 1) joint promotions among
merchants 2) cooperative advertising 3) complementary and
effective uniform store hours 4) design special events 5) assist
with business recruitment. The goal of these joint promotional
events, such as seasonal festivals, craft shows, concerts in the
park, should be to improve the quality and excitement of downtown
in order to attract potential shoppers and to renew economic
vitality.
7. The town manager should strive to develop promotions that
produce revenue which will assist her/him in developing and
implementing activities, such as the ones listed above, in order
to assist with downtown revitalization.
8. The town manager will work closely with local media to assure
maximum coverage. Finally, in all aspects of promotion, the town
manager will encourage design excellence in order to advance an
image of a quality downtown.
9. Work with both public and private agencies at the local,
state, and federal level to obtain funding for promotional and
advertising activities.
10. Develop and maintain systems to track the process and
progress of all projects, activities, and programs undertaken by
the town manager. Photographic documentation will be a necessary
component of all data systems. The town manager will also be
expected to keep accurate and complete records about jOb
creation, new tenants, and business retention.
11. The town manager will be responsible for all administrative
aspects of operating a management office including purchasing,
recordkeeping, budget development, accounting, and coordinating
any employees, consultants or volunteers. Plus, the town manager
must prepare reports for all funding agencies. The town manager
5
will also have the sole responsibility for effectively managing
any program, project, or promotion that he/she may develop.
III. Job Knowledge and Skills Required:
The Town Manager of downtown Chula vista should have education
and/or experience in a combination of the following areas:
business, public or community relations, economics, finance,
promotional activities or equivalent. The town manager should
have an understanding of retail operations, community
development, and marketing and promotion. The manager should
also have experience working with community groups. The manager
must understand the issues confronting business people, property
owners, public agencies, and community organizations. The
manager must be self-motivated, energetic, imaginative, well
organized, and capable of functioning effectively in a very
independent role. Excellent oral and written communication
skills are essential. Supervisory skills are desirable.
ADDITIONAL INFORMATION AND STAFF RECOMMENDATIONS
If the Agency agrees to assist the DBA with the funding of a town
manager, staff and the DBA recommend that the Agency enter into a
contract with the DBA which will allow the DBA Board of
Directors, with assistance from a member of the Town Centre
Project Area Committee and staff of the Community Development
Department, to interview and hire a town manager. Staff and the
DBA recommend that the town manager be a paid consultant of the
Downtown Business Association. The town manager will be
independent of the City and its staff, and he/she will be
primarily responsible for the promotion of downtown.
Because the Agency is interested in the development of the town
manager concept as an integral part of the redevelopment of Town
Centre, it is recommended that the DBA include these additional
funds, if appropriated, in their budget which must be submitted
annually. Staff recommends that the town manager and the DBA
work to together to form a budgetary plan which illustrates
exactly how all monies, either Agency or City, are being used
downtown. This budgetary plan should probably include not only
the next fiscal year's budget, but also the previous year's
accomplishments. The plan might demonstrate how these
accomplishments have benefited downtown and the Agency, and it
also might also illustrate how these accomplishments are
consistent with the DBA's stated goals and objectives.
The DBA Board of Directors has stated that its goals and
objectives for the town manager over the next three years are as
follows:
- To assist with the economic revitalization of downtown Chula
vista by hiring a town manager who will:
6
A. positively and actively promote downtown so that
the businesses gain customers as well as foot
traffic
B. strive for a market based tenant mix which will
fill vacancies in cooperation with the Economic
Development Manager
C. develop promotions which produce revenue so that
both operating expenses and promotional/advertising
activities are adequately funded
D. promote a spirit of cooperation among the
merchants, the property owners, the Chamber of
Commerce, and the City.
E. prepare a five year financial resource plan
F. endeavor to establish a professional relationship
with all members of the the DBA
G. establish and maintain a comprehensive listing of
all property owners and business owners with the
boundaries of the Downtown Improvement District
F. develop training seminars for merchants and
property owners
G. institute a DBA newsletter
H. work continously to enhance the image of downtown
Chula Vista
The DBA has stressed that their primary goal is to increase the
number of consumers downtown so that businesses in the downtown
area thrive instead of struggle. The DBA sees the City'S
traditional urban core faltering, and they want to preserve it.
As previously discussed, the town manager offers both the DBA and
the Redevelopment Agency many benefits. The DBA gains a staff
person who will be expected to promote the downtown in order to
assist with economic revitalization, and the Agency will in time
recoup its investment when the town manager is successful, as
they are in other jurisdictions. The City will receive the
additional sales tax generated by more customers downtown and the
Agency will receive tax increment from increased property values
that will result from physical improvements. Plus, the Agency
will also, at the same time, preserve and gain a downtown that
the City of Chula Vista can have pride in.
7
It is recommended that the Agency make a three year commitment to
fund the town manager position. If that recommendation is
approved, during the time the contractual relationship with the
DBA is worked out, the following issues will be addressed during
the next few weeks.
1. What is the relationship between the town manager and City
staff?
2. will the town manager have any authority over the Downtown
Business Association's budget?
3. What type of performance evaluation will the town manager be
given and will the evaluation be done by the City or the DBA?
4. How will the town manager interact with the Chamber of
Commerce and other community groups?
Attachment 1
February 18,1991
city of Chula vista
c/o Community Development Dept.
Alisa Duffey Rogers
276 Fourth Avenue
Chula Vista, Ca 91910
Dear Alisa,
Per our board meeting of February 12, 1991 I am
providing you with a proposed budget for our 1991 budget.
~long with the regular budget, which typically covers
romotional events and expenses, we are also proposing an
ctdditional budget item for the position of "town manager".
As you are aware this position would employ an individual
capable of 1) supervising all promotional activities within
the district, 2) assisting in filling tenancy vacancies
throughout the district, & 3) generally performing whatever-
tasks are necessary to see the district prosper. We are
requesting a five year commitment at the rate of $50,000 per
year from the Redevelopment Agency. As you will notice in
our budget we have designated $5,000 (23% of our budget) to
supplement this position. After this position is established
for a period of three to five years it is anticipated that it
could be self sustaining either in whole or in part. [Current
speakers hosted by the Community Redevelopment Department,
speaking specifically on the topic of "town managers"
indicate that there is reason to anticipate cost effective
benefits.] In either case we feel that the need for the
services that this position could provide are critically
needed at this time, and we ask that you give serious
consideration to this request.
Respectfully Submitted
)1J.u-!--uc--fJ(:" ->,-<-
v
.chael Steiner
esident: Downtown Business Association
February 18, 1991
City of Chula Vista
C/O Community Development Dept
Alisa Duffey Rogers
276 Fourth Avenue
Chula Vista, Ca 91910
PROPOSED 1991 BUDGET
DOWNTOWN BUSINESS ASSOCIATION
1) Supplemental to. "Town Manager" position.
2) Christmas Parade .
3) Directory of merchants/restaurants
.$5,000
.$7,500
.$1,500
4) Friday Nite/Date Nite (6-8) Promotions
.$4,000-
5) Combined Merchants Promotions
. $4,000
.$50,000
.$72,000
6) Town Manager position
TOTAL .
The promotionals this year involve the commitment of the
merchants to form subcommittees which will organize and
hold differing promotions than in previous years. These
promotions are designed to attract customers to events
held both in the evenings and day time. Some of the ideas
include ways to attract working moms on Saturday mornings,
making senior citizens feel welcomed and honored, creating
a theme of customer importance, and promoting the idea of
Downtown Chula Vista: The Best Kept Secret in San Diego
County. Our strength and success is to come from merchants
participating both in the concept and actual promoting of the
planned events. Attempts are to be made to find ways for
merchants to piggy-back on each others drawing power and thus
utilize the potential already in place. Details are not
intended in this proposal; but it would be safe to say that
attempts to adequately promote Downtown Chula Vista first
need to be made by the merchants working together. Once
these attempts are established then additional avenues need
to be implemented; avenues that reach beyond the scope and
current resources of the Association.
Attachment 2
Chula Vista Downtown Business Association
Proposal for a Town Manager
The Chula Vista Downtown Business Association (DBA) herein expresses its intention to
employ the services of a downtown manager. It is being proposed by the DBA that the
town manager's position be financially assisted by the Redevelopment Agency of the City
of Chula Vista.
The DBA's jurisdiction extends "E" Street to "H" Street along Third Avenue in the City of
Chula Vista. Within these boundaries, there are approximately 300 retail and
professional business entities.
The need arose for the position of a town manager because of the intent to further
publicize the downtown business community and involve the public in activities beneficial
to the welfare of the community. The DBA's annual Yuletide Parade is one such activity
which involves local businesses, religious organizations, the City of Chula Vista, local
elementary and secondary school districts, as well as members of the community. It is
events such as this which will benefit the community and its members.
The program of activities inaugurated by the town manager would include the annual
Yuletide Christmas Parade. The Parade could generate revenue by having street.
vendors which would be hired by the town manager to sell balloons, T-shirts, and other
goods. The town manager will plan other events and promotions which might include
arts and craft fairs in which participants would rent booths in order to sell their goods.
Another special events could be an annual "birthday" celebration for the City where
cooking contests and sports tournaments are held in conjunction with guest musicians.
PROPOSED IMPLEMENTING POLICIES
A dual signature checking account would be opened in the name of the DBA and both
the signitures of the town manager and the president of the DBA would be required.
During the first 3 years, dual-signatures would be required, and at the end of each fiscal
year, an audit would be conducted.
An audit committee would be comprised of the town manager, the DBA president,
another DBA Board Member and a representative of the City's Redevelopment Agency.
The committee would convene each year to audit all fiscal transactions conducted
during the year. After the Agency ceased to provide funding to the DBA for the town
manager's position, the Agency's representative would be replaced by another member
of the DBA's Board of Directors.
In addition to the audit committee, a committee comprised of the same members will
review the progress of the town manager and his/her programs at the end of the first
and third full years of operation.
The town manager will probably not need Agency contributions after the initial third year
period since he/she will initiate a program of events which will produce revenue. This
program, in addition to the Yuletide Parade and other special events, could include a
direct sales enterprise which would include the selling of T-shirts and other articles
bearing the downtown logo as well as reprints of old historical photographs of Chula
Vista. The town manager could also develop a downtown discount coupon book
whereby individual merchants offer discount coupons to customers. Each participating
business would contribute to this coupon book in order to cover printing charges and
other expenses. The town manager could also generate revenue by developing a
program of business memberships, and merchants would be willing to participate since
they would be receiving valuable services, such as advertising cooperatives, offered by
the town manager. In addition to these revenue generating projects, the town manager
will also apply for various state and federal grants.
The town manager will be required to prepare and present pertinent information or other
material deemed appropriate by the Agency.
The DBA is presenting actively looking for office space downtown. In fact, several
possibilities have already been identified.
The town manager will strive to achieve the stated goals and objectives since the
achievement of these goals will benefit everyone. The community will benefit by the
increase in activities, goods and services. The City will benefit by increasing its annual
revenues and beginning to eventually decrease its financial support to the DBA The
DBA will benefit by seeing the downtown that it represents become economically viable.
June 7, 1991
Supplemental Budget Report NO.~
Subject:
The Honorable Mayor and City Council
John Goss, City Manage~
Bob Leiter, Director of Planning ;1t
Supplemental Budget Report for Metropolitan Transit Development Board
(MTDB) Right-of-Way Beautification "Master Plan"
To:
Via:
From:
The MTDB right-of-way beautification "Master Plan" concept was prepared by O.N.A.
Landscape Consultant to the City of Chula Vista July 1988. The plan identified a construction
phasing priority and zones of landscape enhancement for the total length of the right-of-way
within the Chula Vista city limits. Upon reviewing the list of probable costs for the total project
submitted, it was determined that the project needed to be implemented incrementally over a
number of years.
The final estimate of $1,900,000.00 for construction was not approved by the Council in July,
1988. Rather, Council expressed the desire to proceed and concentrate only on the immediate
major entrances of "E" Street and "H" Street; the consultant and staff subsequently restructured
those portions of the original project into two new construction phases which were outlined in
the report and recommendations accepted by the City Council on May 22, 1990. Briefly, the
funding approved ($216,560) represents the amount needed for the completion of contract
drawings plus Phase I construction (limited hardscape, planting and irrigation) for the major
entrances at "E" Street and "H" Street.
Additional funds will be requested to complete Phase II (hardscape) construction at the same
locations in the amount of $61,380 in FY 1991-92 CIP and $138,426 in FY 1992-93.
In FY 1993-94 $43,299 will be needed for construction documents for the Palomar and Main
area. Additional funding of $182,927 in FY 1994-95 and $212,373 for FY 1995-96 will allow
the completion of the project at a total cost estimated at $854,965.00.
RAL:KGL/nr
(MTDBbdgQ
SUPPLEMENTAL BUDGET MEMO #J..L
COUNCIL REFERRAL # 2305
May 13,1991
FROM:
The Honorable Mayor and City Council
John D. Goss, City ManagerA
(7 ~
Jim Thomson, Deputy City Manager ,r
TO:
VIA:
SUBJECT:
Potential Approaches to Council Staffing
At its April 2, 1991 meeting, the City Council considered the attached report on Potential
Approaches to Council Staffing. At that meeting, the Council' decided to defer
consideration of the report until the Council's budget deliberations.
This supplemental budget report therefore transmits the April 2 agenda statement for
further Council consideration either during the regular budget deliberations or after the
implications of the State's budget reductions on the City's budget are better known.
Attachment
IT !kt
C:SBM
COUNCIL AGENDA SfATEMENT
ITEM: ~3
MEETING DATE: 4/02191
1m.E:
Report on Potential Approaches to Council Staffing
SUBMulIID BY: City Manage:ffl (4/5ths Vote: Yes_NolO .
At the January 24, 1991 Council Goal-Setting meeting, the Council discussed the attached
report dated January 18, 1991 regarding City Council staffing. Pages 3-5 of the report
highlighted four general options regarding Council staffing. At the meeting, some Council
interest was expressed in both options 2 & 4, with the most interest in option #4 (which
is described further below). There was a desire for staff to return with a more in depth
report which this A-113 is designed to accomplish. Several Councilmembers requested that
the City Manager review the City budget to identify potential methods for funding Council
staffing without any increase in the net City budget. There was also Council interest
expressed in forming a Council Subcommittee to further review and refine the Council
staffing issue, but the Council decided not to form a Council Subcommittee on this subject,
at least not until after the Council had considered a staff report further describing methods
of implementing Council staffing and providing funding therefore.
This report is intended to provide the follow-up information requested at the January 24
Council meeting and to provide a structure for further Council discussion and policy
direction regarding Council staffing.
RECOMMENDATION: That Council:
1. Discuss the alternative methods described in this report for implementing Council
staffing and provide further policy direction to staff (a general guide on how to
implement this is contained in the Summary section of this report).
2. Determine whether the Council wishes to form a Council Subcommittee to further
review issues related to Council staffing.
BOARD/COMMISSION RECOMMENDATION: Not applicable.
DISCUSSION:
As indicated above, at the January 24 meeting the Council expressed the most interest in
option #4 on page 5 of the attached report. This option would add the equivalent of two
full-time assistants to support the Council work effort. This would probably be in the form
of providing the equivalent of a half-time person to support each of the four
Councilmembers, with the existing Senior Management Assistant position providing support
to the Mayor and helping coordinate the activities of the four part-time assistants to try to
avoid duplication of effort. Alternatively, there could be two full-time positions that would
~~-,
PAGE 2, ITEM: .33
MEETING DATE: 4/02/91
support the four Councilmembers with each Councilmember entitled to half of the time of
one of these two full-time assistants. The remainder of this report is based on the
assumption that Council is interested in pursuing the four part-time assistants as the
preferred approach to implementing option #4.
In terms of the type of support that Council assistants would provide to individual
Councilrnembers, it is presumed that most of the effort would be in the areas of constituent
and community relations and policy development and review. The constituent and
community relations category would include such activities as responding to citizen
inquiries and complaints, attending meetings of various community groups on behalf of a
Councilrnernber, and assisting with special community events. The policy development and
review category would include information gathering, research, and helping formulate
proposals from a Councilmember for consideration by the entire City C!,uncil. The Council
assistants would also help coordinate requests for information from Councilrnembers to the
City Manager's office and other City staff.
The remainder of this report addresses the following four issues:
1. Employee status and method of selection
2. Ongoing cost and how to pay for assistants
3. Physical location and initial facilities
4. Role and coordination issues
1. EMPLOYEE STATUS AND METHOD OF SELECTION
In order to provide maximum flexibility, particularly in the scheduling of hours for Council
assistants, and to help minimize their cost, it would probably be most appropriate to have
the Council assistants as lJ!lclassified part-time hourly employees. As long as they work
fewer than 999 hours per fiscal year, employees in this status generally do not receive
benefits (e.g. paid vacation, PERS retirement or health insurance) other than Medi-Care
and (starting July 1) Social Security contributions.
There is some ambiguity in the City Charter regarding whether the Council can appoint
employees (in addition to the Secretary to the Mayor and Council) within the Office of
Mayor and City Council or whether the City Manager must make such appointments. The
City Attorney's Office is further reviewing this legal issue, but even if the City Manager is
required to make such appointments the involvement of the Councilrnember to be
supported by an assistant would certainly be sought in selecting and evaluating the
assistant.
'&~.2..
PAGE 3, ITEM: "33
MEETING DATE: 4/02/91
If the City Attorney's Office detennines that the City Charter does not require that the City
Manager appoint the Council assistants, the City Manager's staff could assist in recruiting
and/or screening candidates if the Council so desires. The positions could be advertised
and the applications screened, with the better qualified candidates interviewed by the City
Manager's staff and the resulting top three to five candidates provided to the
Councilrnembers for final evaluation. To make this approach workable, however, the
individual Councilmembers would need to inform the City Manager's office of their needs
in terms of scheduling the assistant's hours of work (such as evenings or weekends) and
in terms of skills that are particularly important to meet an individual Councilmember's
support needs. This type of assistance in the selection process is entirely optional,
however, for unclassified part-time hourly employees, and it might be more efficient for the
Councilmembers to conduct their own selection process. It should be noted, however, that
the City Attorney's Office advises that the entire City Council would need to appoint the
assistants, not individual Councilmembers.
2. ONGOING COST AND HOW TO PAY FOR ASSISTANTS
The cost of the Council assistants could vary, depending upon the level of support,
education, and experience expected of them. For purposes of discussion, however, it is
assumed that the cost of each part-time assistant would be in the range of $10,000 -
$18,000 (including Medi-Care and Social Security contributions equal to 7.65% of salary)
per year for up to 999 hours of work! For four assistants, the total cost is thus estimated
to be between $40,000 and $72,000 per year. If a current or future Councilmember
decides not to have a Council assistant, this would reduce the cost of Council staffing
accordingly.
As Council requested, staff has prepared a list of several alternatives to cover all or part of
the cost of Council assistants so that these positions would not have an adverse impact on
the General Fund. Those alternatives are described below.
The first two alternatives involve cost reductions that are either already in progress or are
already planned:
A The phase out of the payments to the Bonita/Sunnyside Fire Protection
District for automatic aid.
'The City of Irvine, for example, allocates $18,000 per Councilmember for staff assistance.
~~..3
PAGE 4, ITEM: ~
MEETING DATE: 4/02/91
In November 1989 the City and the Bonita/Sunnyside Fire Protection District
agreed to phase out the payments the City had previously made to the
District for automatic aid response. Under this phase out program, the FY
1988-89 payments to the District of over $50,000 were reduced to $35,000
in FY 89-90, to $20,000 in FY 90-91, to $5,000 in FY 91-92, and will be
eliminated in FY 92-93. When this phase out is complete, the annual savings
to the City will be over $50,000. As indicated above, $15,000 of this
reduction is thus occurring in the current fiscal year, and an additional
$15,000 will be saved next fiscal year.
B. Elimination of the fourth Battalion Chief position in the Fire Department.
When the Montgomery area annexed to the City, the City absorbed the
Montgomery Fire Protection District staff, including it~ Chief as a fourth
Battalion Chief in the Chula Vista Fire Department. When he retires at the
end of December, 1991, staff is proposing that the fourth Battalion Chief
position be eliminated. This will result in a savings of approximately
$42,500 for the last half of FY 1991-92, and $85,000 for each full-year after
the position is eliminated.
Potential reimbursements to the General Fund from other funding sources could also reduce
or eliminate the net cost of Council assistants:
C. Reimbursements from non-General Fund sources.
Although it is difficult to accurately project the level of reimbursements until
the cost and actual work of the Council assistants are better defined, it is
likely that a minimum of $10,000 of the cost of Council assistants could be
reimbursed to the General Fund from such sources as the Redevelopment
Agency, Sewer, and Transit funds.
The following is a potential further cost reduction that could be considered in order to help
fund the cost of the Council assistants:
D. Reduction or elimination of Council Contingency Fund.
For each of the last several years there has been $30,000 of General Fund
money and $20,000 of Redevelopment Agency funds appropriated as a
Council Contingency Fund. Focussing on just the $30,000 in the General
Fund Council Contingency Fund, the following amounts have been spent in
recent years: $8,300 in FY 1987-88, $27,000 in FY 1988-89, $18,000 in FY
1989~90, and $6,100 so far in FY 1990-91.
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PAGE 5, ITEM: ~
MEETING DATE: 4/02191
Reducing the General Fund part of the Council Contingency Fund from $30,000 to
$15,000, in conjunction with the savings and reimbursements described above in A, B, and
C, more than covers the estimated cost of the Council assistants. Obviously, retaining the
Contingency Fund at its current level, there still would be adequate savings/revenues to
cover this staffing cost.
In addition to the above items, staff has identified the following two items that are not
recommended at this point but that are potential alternatives Council might want to
consider:
E. Elimination of part or all of one full-time equivalent Clerical Aide in the
Library Circulation staff.
With the implementation of the new automated circulation system later in
April and the merger of the formerly separate audio-visual circulation staff
with the main circulation staff, staff expects there to be some efficiencies that
might allow the reduction of one full-time equivalent position. On the other
hand, Library staff predict that certain features of the new automated system
may result in higher volumes of circulation and thus increased circulation
workload. While Library staff would prefer to have an opportunity to
evaluate both the potential efficiencies and the potential circulation increase
resulting from these changes before determining whether a position could be
eliminated, this is nonetheless a possible area of reduction. The elimination
of one full-time equivalent Clerical Aide would save about $14,800 per year.
F. Elimination of a Gardener I position in Parks & Recreation Department.
Depending on the water conservation efforts that are implemented, there
may be less need for park maintenance staff. The elimination of a Gardener
I position would save approximately $32,500 per year.
3. PHYSICAL LOCATION AND INITIAL FACILITIES
There are three general approaches staff has identified for the physical location of the
Council assistants. The first approach would simply be to have the Council assistants share
the existing desk of the Councilmember the assistant would be supporting. The second
alternative would be to create a separate work area for the assistants in the back of the
Council Conference Room. This could be in the form of four separate work areas or a
common work area shared by the assistants. This alternative would require additional
furniture but would avoid what may be the congestion of having the Council assistants
share the Councilmember's desks. Using the area at the back of the Council Conference
Room for work areas for Council assistants would, however, interfere with the seating area
when the City Council, Redevelopment Agency or Board/Commission meetings are held in
~a-s
J
PAGE 6, ITEM: .3,3
MEETING DATE: 4/02/91
the Council Conference Room unless only a very small amount of work space is provided
for the Council assistants. There are usually 3-4 meetings per month held in the Council
Conference Room that include an audience. Council may want to consider moving some
of these meetings to the Council Chambers, particularly since at a number of Council and
Agency meetings held in the last few years the Council Conference Room has not been
large enough to provide seating for everyone who wanted to attend the meetings.
The third alternative would be to add some additional office space onto the northwest end
of City Hall. The type of remodeling that would be appropriate would need to be further
reviewed if Council wished to proceed with this approach, but the cost would probably be
in the general range of $30,000 - $45,000.
In addition to determining the physical location of the Council assistants, appropriate
furniture and equipment would need to be determined. This could include desks, tables,
chairs, guest chairs, telephones, and possibly a microcomputer shared by the Council
assistants. Depending upon the degree to which furniture is shared and the equipment that
is included, the cost for furniture and equipment could range from no cost (if the assistants
simply shared the desks of the Councilmembers) up to about $10,000 (if each assistant had
their own chair, desk, guest chair, and telephone with a shared computer and printer).
4. ROLE AND COORDINATION ISSUES
If the City Council decides to utilize Council assistants, there are a number of role and
coordination issues which need to be addressed. These issues have been developed after
conversations with staff in other small to medium sized cities which have Council staff.
Those issues include the following:
A. There would need to be coordination among the Council assistants,
particularly in terms of responding to the same routine citizen inquiry or
complaint. Without such coordination, a citizen who wrote a letter to each
Councilmember might receive four or five different responses, potentially
creating confusion for the citizen receiving the responses. In addition,
several different Council assistants might be contacting City staff to obtain
the information necessary to respond to the citizen letter. To avoid both the
potential for confusion and the potential for duplication of effort, some
coordination among the Council assistants would be helpful. Such
coordination could be one of the responsibilities of the eXisting Senior
Management Assistant position.
It should be recognized, however, that this coordination would not preclude
individual Councilmember responses on non routine issues. This could be
appropriate in relation to responses regarding a particular policy or issue
where there is a difference in position among members of the Council.
~ ~ -(,
PAGE 7, ITEM: ~3
MEETING DATE: 4/02/91
B. Another issue involves the number of Council assistants. A Councilmember
could conceivably want to hire several assistants like graduate students for
a few hours each week within the amount of money allocated. The more
people involved, however, the greater the likelihood of. confusion,
miscommunication, and duplication of effort. In one City, for example, each
Councilmember had $18,000 per member for part-time staff. At one time
they collectively had 17 part-time assistants involved. It reached the point
where even each Councilmember could not keep up with who was working
for whom (they called them "Gremlins") and they initiated a policy of only
one part-time assistant per Councilmember. Staff would also suggest that the
Council limit the number of Council assistants to one per Councilmember.
C. The Council assistants would be prohibited from participating or assisting in
any improper political activities as set forth in Section 707 of the City
Charter. Similarly, the Council assistants would be subject to the prohibited
acts listed in Section 305 of the City Charter relating to interference with the
City Manager or Department Heads in their performance of duties. The
Council assistants would essentially be subject to the same prohibitions as
already apply to Councilmembers themselves.
These Charter prohibitions include: (1) not using official influence to aid
any partisan political activity or solicit political contributions; (2) not using
any office or position with the City in support or opposition to candidates for
Mayor or City Council; (3) not attempting to unduly influence the City
Manager or department heads in the performance of their duties; and (4) not
performing any administrative or executive functions except those authorized
by the Charter or by ordinance; and (5) except for purposes of inquiry, not
dealing with that part of the administrative service for which the City
Manager is responsible except through the City Manager (or his designee).
D. If a Councilmember does not use his!her assistant to the extent authorized,
the Council may want to authorize the City Manager's office to assign
projects to them on a time available basis, with the Councilmember's support
always coming first. If such assignments were appropriate, the Senior
Management Assistant could help coordinate them. In one City surveyed for
example, this was found useful to achieve maximum productivity from all of
the staff aides.
~~...;
PAGE 8, ITEM: ;3
MEETING DATE: 4/02/91
The above issues are highlighted based on comments provided by other cities contacted
that have more experience with Council assistants. They are mentioned so that the
structure of Council staff support can be made to work as smoothly, effectively, and
efficiently as possible.
SUMMARY
It would appear that the general Council objective expressed at your January 24 meeting
could be accomplished by:
1. Creating four unclassified part-time hourly positions in the Mayor/Council
Office this current fiscal year to be funded out of the Council Contingency
Fund and/or salary savings, and directing that $40,000 be placed in next
year's Mayor/Council budget for this purpose, with at least an equal amount
of money removed from other parts of the City budget so that there will not
be a negative impact on the overall City budget.
2. Allocate no funds for furniture, since it is assumed that the staff will use
current desks and furniture in the conduct of their duties.
3. Establish a Council subcommittee to work out in more detail with the City
Manager the "role and coordination" issues described in this report.
FISCAL IMPACf: As described in more detail in the Discussion section of this agenda
statement, the cost of implementing Council staffing would vary, depending upon the level
of support, education, and experience expected. For four part -time assistants, the total cost
is estimated to be between $40,000 - $72,000 per year. Office space, furniture, and
equipment needs could also require one-time funding, depending on Council's policy
direction regarding facilities needs. A number of alternatives are discussed in the report
that would cover all of these costs.
~~..~
January 18, 1991
TO: The Honorable Mayor and City Council
FROM: John D. Goss, City Mana~'
SUBJECT: City Council Staffing
At the City Council meeting of Thursday, January 24, 1991, you will be
discussing goals and objectives for the City in the coming year in an effort
to determine if there are any changes of priorities, projects to be added or
dropped, etc. It was also indicated that there was desire to discuss at this
meeting the needs of the City Council regarding staff support. By way of a
separate memo, you will receive a list of current major projects for Council
review, deliberation and feedback as to the relative importance and priority
of these projects. The purpose of this memo is to discuss the support
staffing needs of the City Council.
The City Council authorized in 1986-87 a Senior Management Assistant position
in the City Manager's Office to provide, in addition to clerical assistance1,
full-time staff support for the Mayor and members of the City Council. The
reason for this position was that the workload in the Mayor/Council Office had
increased because of the establishment of a full-time Mayor's position in
1982, the increased size of the City as a result of the Montgomery annexation
in late 1985, a number of pending complex development proposals, and more of
an emphasis on intergovernmental relations on the part of Chu1a Vista.
Since the creation of the Senior Management Assistant position; Chula Vista's
population has increased from 123,667 to 134,000, and the level of activity of
the City has increased with a number of new major projects being added to the
old ones.
It is difficult for staff to project what the support needs of the individual
members of the City Councilor the City Council collectively might be without
some input from the Council on these needs. The purpose of this report is to
basically provide some staffing options that would be available to the City
Council if there is a desire to increase the current staffing level. In
determining what your support needs may be, it may hinge on how you might
answer the following questions (and possibly some other questions as well.)
IIn addition to the Mayor-Council secretary, a 1/2 position was added mid-year
1984-85, and that position was made full-time in 1989-90.
~~-q
-2-
1. -How active have you and will you be as a City Councilmember? Also, what
role does a Councilmember now fulfill politically.
Historically, it appears that the role of a Counc;lmember in Chula Vista
has been to interact with citizens, either face-to-face, by telephone, or
by letter, attend community meetings, review staff reports, make policy
decisions at City Council and Redevelopment Agency meetings and give
!policy direction for the growth and operation of the City. In a few other
cities, however, Councilmembers are becoming more politically active. In
a few cities our size, for example, Councilmembers have either a part-time
or full-time aide to help further political initiatives of that
Councilmember, review staff reports and either underline pertinent parts
'or prepare summaries, and interact with the staff or public on behalf of
the Councilmembers.
These two descriptions of the traditional method in which City
'Councilmembers have proceeded in Chula Vista and the method utilized in
some other communities, are not designed to be complete or comprehensive
but only to give a couple of illus~rative scenarios that might help you
assess your answer to the question as to how active the Council job is
. now, and what political style might be utilized in performing the City
Councilmember role.
2. Also, is the existing level of support of Senior Management Assistant and
. two clerical staff sufficient and, if it is not, whether or not existing
staff should be further utilized to provide further support to the Council
or whether or not additional collective or individual support for
: Councilmembers is necessary.
BACKGROUND
In order to provide a range of options and to gain a better understanding of
what the practice is in other communities, I attended a session at the Annual
League of California Cities Conference in October 1990 entitled, "Large City
Session: Elected Officials Staff Forum." The purpose of attending this
meeting was to learn what some other cities might do by way of having staff
supporting elected officials. The largest city represented was the:City of
Los Angeles, specifically Councilmember Joy Picus, who is elected by' .
district. It was indicated that she has 12-14 staff people plus 2 clerical
individuals to basically handle the functions of constituent relations and
policy analysis. The City of San Jose (765,207), which was the largest
Council-Manager city represented in the session, has 2 contract employees per
Councilmember. The next largest was the City of Santa Ana (287,983), which
has 2 staff people for their 7 member Council. One apparently handles
constituent relations, while the other does research on policy development.
These employees are part of the City Manager's Office that provide support to
the Mayor and Council. Finally, the City of Hayward (population 106,000) has
one full-time person that works with the City Manager supporting the Mayor and
the Council Office. That person is responsible for constituent relations,
policy analysis, research, employee newsletter, and administering the cable
t.v. and garbage franchises.
~~
-3-
In terms of comparable practice throughout the State, it is very clear that
very large cities, such as San Diego, Los Angeles, San Francisco, San Jose, "
and long Beach, have 1 or more staff people to support each Councilmember.
For medium size cities in Chula Vista's population range (75,000-150,000
population), of which there are approximately 50, most cities do not have
individual Council aides, although there are exceptions to this, including the
cities of Berkeley, Santa Monica, Irvine, West Hollywood and Oceanside.
locally, in comparing the third and fourth largest cities in San Diego County,
namely Oceanside and Escondido, one finds two different approaches toward
providing staff assistance to Council. In Escondido, there was a proposal to
add staff aides to support individual Councilmembers. But, apparently because
of adverse public criticism, the City Council backed away from that position
and receives support from staff in the City Manager's Office on projects in
which the Council has interest, such as recycling and construction of an arts
center.
In Oceanside, on the other hand, approximately three years ago the City
Council established a full-time aide for each member of the City Council.
Their responsibilities included arranging for celebrations and special events,
attending meetings for City Councilmembers, and generally handling constituent
relations. These aides are supervised by the City Manager's Office. It is
difficult to judge the level of activity of each City, or the effectiveness of
the two City Councils, but both cities seem to be very active, there is a
general perception, although maybe not an accurate one, that the Oceanside
City Council is a little more politically oriented than Escondido.
OPTIONS
In terms of options for the Council, there are probably an infinite number of
combinations that would be possible depending on the Council's perceived need
for additional support. It should be made clear that the City Manager and his
staff stands ready to work with any configuration of support Council desires.
It is clear in the Council-Manager form of government that the City Manager
and his staff (and this also applies to the City Attorney and the City Clerk)
are available to provide needed support to the Mayor and the City CQuncH.
This is our job and our responsibility which we stand ready to perform. The
question is what form that support is ,going to take.
There appear to be at least four options that could be suggested. These are
as follows:
1. : Maintain the status quo, which is one Senior Management Assistant plus two
. 'clerical staff.2 The disadvantage to this option is that if your current
needs for Council support are not being met, then you cannot adequately
I fulfill your role as a Councilmember.
~A refinement to this would be to better use the existing resources of staff
in Administration and other support services. Option #2 is one, but only one
form that this could take.
~3-"
. .
-4-
2. Another option would be to maintain the existing staff in the
Mayor/Council Offices and then assign a currently employed Management
Assistant elsewhere in the City to each Councilmember to provide support
to them in terms of constituent relations and research for policy and
issues. Currently, the City has Management Assistants in Administration
(3), and one each in Police, Public Works, and Parks & Recreation. Each
person would continue to do their current job, but four of this number
. would be a direct contact person for each Councilmember in addition to
these regular duties, to provide staff support as needed. This would
obviously have to be coordinated through a Deputy City Manager to provide
continuity and coordination. The advantage of this alternative is that
there would be no increase in payroll and each Councilmember would have an
individual staff person to assist them on a part-time basis on constituent
relations and policy development.
The disadvantages to this option are that the individual staff people are
: spread throughout the Civic Center complex, may not be immediately
accessible to the Councilmember, and it may hurt their current work
effort. If this option is pursued, it probably should be pursued on a
trial basis to determine if the disadvantages just cited.would really be
problems. It may be that each of those disadvantages could be mitigated
depending on the individual involved and the needs of the individual
Councilmember.
3. Another option would be to add a second full-time professional staff
position to provide support to the City Council. It appears that the
basic duties of support staff for most Councils in other cities involves
constituent relations, including response to complaints, phone calls,
preparation of letters, resolutions and proclamations: assisting with
special community events: performing research: and assisting a
Councilmember in developing policy initiatives. This would basically
parallel the support structure provided by the City of Santa Ana where one
staff person is responsible for constituent relations and the second staff
person is responsible for research and policy development. The advantage
of this proposal is that it not only would increase the amount of Council
support and alleviate Council workload, but would also provide a better
focus on the basic functions of Council support staff than is. currently
. the case and probably would provide a better division of responsibility
. between constituent relations and policy development functions. It
probably would provide for better coordination of responses to constituent
letters and would be less expensive than the next alternative.
. The disadvantage, however, is that it is more expensive than the first two
. . alternatives and each Councilmember would not have their own person to
support their work as a Councilmember, and therefore may not meet
Councilmembers' individual needs for support.
~~-I~
-5-
4. The next option would be to add the equivalent of two more full time staff
to support the Council work effort. This could be in the form of a
half-time person to support each member of the Council (the Senior
Management Assistant would still support the Mayor), or there could be two
-. full time positions that would support the remaining four members of the
Council. The advantage to this option is that each Councilmember could
have their own person to help support their work effort and to be able to
individualize the response to constituent relations and policy development
initiatives compared to the current level of support.
The disadvantages are that this option would be more costly than the other
options (at least Options 11 and 2) and, depending upon the level and
number of staff and the overall guidelines provided such staff, there
could be, as has been the experience of other cities, some coordination
and communication issues that would need to be resolved.
There are obviously other options such as some combination of the above
options, using the equivalent resources of a Senior Management Assistant
position for presumably five part-time. contractual employees, providing a
full-time staff person for each Councilmember or providing a part-time person
to each Councilmember at their option. But regardless of the option
selection, the City Manager stands ready to provide support for Council as
needed, with the real issue being what form should the support take.
JDG:mab
goalset
33-~
Supplemental Budget Memo~
June 5, 1991
TO:
VIA:
FROM:
The Honorable Mayor and City Council
John D. Goss, City Manage~
Teri A. E~~princiPal Management Assistant
SUBJECT: Funding Required for Replacement of Containment Boxes at Fire Station
No. 2
The Public Works Operations FY 1991-92 budget request included $6,300 to
replace the containment boxes located over the fuel tanks at Fire Station No.
2. The existing boxes leak, allowing moisture to seep into the fuel tanks.
It was recently called to our attention,that the funding for this project was
omitted from the proposed budget.
RECOMMENDATION:
That $6,300 be allocated to the FY 1991-92 Minor CIP to fund this project, and
this amount be included in the appropriating resolution.
TAE:mab
sta2
Supplemental Budget Report No. 013
June 5, 1991
'1'0: The Honorable Mayor and City Council
FROM: John D. Goss, City Managet8f
SUBJECT: ADAPT funding request for FY 1991-92
The Community Promotions budget for the current fiscal year
includes $2,500 for the Alcohol & Drug Prevention Task Force,
commonly known as ADAPT. ADAPT has submitted a request for $10,000
in funding support for FY 1991-92 which is not being recommended
for funding. The City instead plans to expend in excess of this
amount for in-kind services to assist ADAPT in a State Grant pilot
program on Tobacco Education.
Backqround
During budget review for FY 1990-91 ADAPT made a presentation to
Council requesting $10,000 from the City. This request was not
supported by staff since this group provides overlapping services
with local agencies. Council approved $2,500 and authorized staff
to try to provide another $2,500 in in-kind staff support to ADAPT.
During this fiscal year staff has provided in excess of the $2,500
amount in support to ADAPT.
Tobacco Education Grant
In addition to the original request ADAPT applied for and received
a Grant from the State of California, Department of Health Services
to present a model worksite tobacco education program for Chula
Vista employees. The grant will operate from April 1, 1991 to
December 31, 1992. The grant proposes to train 10 "advocates" in
tobacco education and public speaking. These volunteer City
employees will receive a total of 24 hours of training of which B
hours will be on City time, the remainder to be done during lunch
hours. These volunteer advocates will then present three 1.5 hour
training programs to interested city employees during work time.
In addition to the staff time for training the City will assist in
coordinating this program and provide liaison between ADAPT staff
and City employees of all levels.
FY 1991-92 Reauest
For the coming fiscal year ADAPT has again requested $10,000 in
funding from the City. This money is requested for "Operating funds
for education and prevention of drug use and alcohol abuse
throughout San Diego County". ADAPT is designed to include elected
officials from federal, state, county government, cities,school
district, the judiciary and law enforcement. Their logo, the key,
represents the premise that elected officials hold the key to
changing policy, directing resources, facilitating action, and
drawing attention to the problems of alcohol and drug abuse.
While this cause is admirable, it does not seem to provide any
specific assistance to Chula Vista residents, and similar programs
are offered by local organizations such as South Bay Community
Services.
Staff is recommending that we continue to provide support to the
ADAPT program by participating in the state grant. It is estimated
that in-kind services to ADAPT for FY199l-92 will be'in excess of
$15,000 for staff time to attend training programs ($10,000 to
$14,000) and to provide program coordination($5,000). Since the
City is providing such a large amount of staff time support for the
pilot program and we are facing a very lean budget year, we do not
recommend any direct funding for the ADAPT program for FY 1991-92.
,"
Budget Supplement Report No,:;' f
DATE
.
.
June 5, 1991
VIA
.
.
The Honorable Mayor and City Council
John ooss" C," Manager I
William J{AW~rs, Police Chief
TO
.
.
FROM
.
.
SUBJECT
.
.
Police Referral from May 23, 1991 -- Photo-Radar
Recommendation
Re-evaluate the use of photo-radar in January, 1992.
Back2round
Council received a report from the Police Chief on May 23, 1991, describing the various
advantages and disadvantages of photo-radar. At that time, Council requested staff to report
back with information on National City's experience, the disposition of pending state legislation
relative to the use of photo-radar and provide a recommendation on its use in the City.
Discussion
After a year-long evaluation process, National City issued warnings during a five week period
beginning May 16, 1991. The first citations were issued on May 28, 1991. In other words, the
program has been in place less than a month. Staff visited a PhotoRadar"" site in National City
during late May. The Police Officer staffing the site was enthusiastic about the device and was
issuing citations for speeds of 15 m.p.h. above the speed limit (he explained that as citizens
became accustomed to the device's presence that the violation threshold would be reduced), The
vehicle, device and site were all efficiently designed and integrated. Although the vehicle was
not explicitly marked, 100 feet past the vehicle was a light board informing motorists of their
speed. The officer indicated that the device requires a significant amount of regular
maintenance. Staff believes that National City has not used PhotoRadar"" long enough to
determine its impact on speeding within the community or its effectiveness in reducing accidents
where the primary collision factor is speed.
The State Senate will not be taking action relative to photo-radar this session. The Senate had
been considering SB 824 to outlaw the use of photo-radar devices. This bill, after a hearing on
May 22, died in the Transportation Committee. Senator Prank Hill, R-Whittier, sponsored SB
824 and intends to pursue legislation next session with the assistance of the American Civil
Liberties Union. The new bill will likely focus on photo-radar's perceived violation of due
process rights.
Because photo-radar is such a new technique in law enforcement, there are many concerns
related to its use which are significant and diminish staffs willingness to make a supporting
recommendation. Although all challenged citations have been upheld at the Superior and
Municipal Court levels, no challenge has taken place at the Appellate Court level. This is
-
because cases where defendants indicate a willingness to pursue citations to that level are being
dismissed. Eventually, a California Appellate Court will rule on the validity of photo-radar.
Within the law enforcement profession there is a wide variety of opinion on the use of such
technology. Photo-radar is currently a popular subject of debate in the profession's journals.
Additionally, much of the data so far produced in support of photo-radar is anecdotal or of
questionable validity. For instance, although the notion is appealing on a intuitive level, no data
has been produced to support the claim that, in a specific community or the United States in
general, the use photo-radar reduces speed related accidents. Many of the statistics published
to date were collected in surveys commissioned by the manufacturers of photo-radar devices and
are, as might be expected, very supportive of marketing claims. As discussed in the proceeding
paragraph, legislation precluding the use of photo-radar will once again be forthcoming next
spring.
By delaying a fmal decision on photo-radar, staff will be able to provide Council with a more
clearly indicated policy recommendation. The lack of: legal precedent at an Appellate level,
consensus among Police professionals and substantiated empirical data supporting arguments in
favor of photo radar; and, an imminent legislative challenge prevent staff from recommending
the use of photo-radar at this time. Staff will be visiting the cities of Pasadena, Danville and
National City to learn about and evaluate their photo-radar programs. During the next six-
months, many of staffs concerns should be answered as additional information becomes
available regarding the concerns outlined above.
JUNE 11, 1991
SUPPLEMENTAL BUDGET REPORT NO $
FROM:
THE HONORABLE MAYOR PRO-TEMPORE AND CITY COUNCn..
JOHN D. Goss, CITY MANAGER 1/
DAVE BYERS, DEPUTY DIRECTOi OF PuBLIC WORKS/oJI----
TO:
VIA:
SUBJECf:
REPORT ON GRAFFITI CONTROL
BACKGROUND:
The City Council has made several referrals over the last few months dealing with the
prevention and eradication of GRAFFITI. During the City Manager's annual review,
for example, Council expressed concern over the widespread increase in graffiti and
requested that a proposal to deal with this issue be presented during budget review.
Public Works Operations' Staff was assigned to coordinate this effort. At the Feb 5,
Council meeting, Council again brought up the subject of GRAFFITI CONTROL and
requested that a volunteer orientation be stressed and that a youth art program be
developed. At the April 16 meeting, Council requested that an urgency meeting be
held prior to April 27 on graffiti control with invitations sent to all utilities, both
school districts, and business representatives. That meeting was held on April 25 and
was very well attended. At the meeting a subcommittee was formed to develop a
comprehensive program. The subcommittee has been meeting regularly since May 2.
On May 7, Council directed that staff review and report back on a GlUFFITI
ABATEMENT PROGRAM proposed by Councilman Rindone. This report will address the
issues raised as a result of all of the referrals and proposals.
RECOMMENDATIONS: That council accept this report and specifically:
1. Include $2,000 in the Public Works FY 91-92 budget for the
payment of $150 rewards and the cost of cellular telephone calls
reporting graffiti in progress.
2. Include $16,000 in the Public Works FY 91-92 budget for paint,
remover and other supplies for community based volunteers.
3. Include $107,000 in the Public Works FY 91-92 budget for 2
Maintenance Worker II's, equipment, and supplies.
DISCUSSION:
There are two major components required of any graffiti control program;
PREVENTION AND ERADICATION. This report will discuss both components and what has
already been accomplished and proposed implementation items in regards to each
component.
2
PREVENTION
ALREADY IN PLACE
EDUCATION Both the High School and Elementary School districts
have graffiti components in place as part of their anti gang
programs. South Bay Community Services, as part of their Graffiti
Eradication Program, counsels youth about graffiti. The Public
Information Coordinator is preparing an article for the next issue
of the Chula VISta Quarterly about graffiti that will contain
information about the consequences of graffiti vandalism.
LEGISLATIVE In April, the City Attorney amended section 9.20 of
the municipal code dealing with PROPERTY DEFACEMENT. The
amendment added felt tip markers to aerosol cans as being illegal
to be sold to or in the possession of minors. Additionally, the
amendment changed a violation of this section of the code from an
infraction to a misdemeanor. Mayor Pro-Tempore Moore and the
City Attorney have already met with the Presiding Judge of the
Juvenile Court and requested his assistance in more severe
sentencing of juvenile offenders.
COMMUNITY SERVICE South Bay Community Services, in
conjunction with the city, has a program that uses youth that have
been assigned community service hours to remove graffiti from
private property. These young people may have been apprehended
for applying graffiti or may have been assigned community service
for other reasons.
RECREATION The Chula Vista Parks and Recreation Department
has an after school recreation program in place at all of the
elementary schools in the City. This probably helps prevent some
children from becoming bored and applying graffiti.
ENFORCEMENT The Police Department has changed calls on
graffiti in progress to a priority one call. This greatly increases the
possibility of apprehending the offender.
PROPOSED IMPLEMENTATION ITEMS
EDUCATION Both of the school districts are going to examine the
programs already in place and see if they can be modified to
include tagging as well as gang related graffiti. Additionally, and
probably most importantly, Sweetwater is going to pass out an
information sheet being prepared by city staff informing their
students about SB 1977. This bill was adopted in September 1990
and provides that individuals 13 to 21 may have their drivers'
licenses suspended or delayed one year for each conviction of
graffiti application.
3
LEGISLATIVE At the Council Meeting of June 18, 1991, staff will be
presenting Council with further amendments to the City's Graffiti
ordinance. Briefly, these amendments will: require property owners
to remove graffiti within seven days; restrict the display of aerosol
cans and felt tip pens; control storage of aerosol cans and felt tip
markers on private property; and hold parents responsible for civil
damages up to $1,500 for graffiti their children apply. The local
League of Cities' office is coordinating a proposed regional
approach to graffiti control. Staff will keep Council informed of any
proposals from this group.
ENFORCEMENT It is proposed that the city pay for any cellular
telephone calls of individuals who call the police department at
691-5151 to report graffiti in progress. The $2,000 mentioned
below should be sufficient for this purpose.
COMMUNITY INVOLVEMENT It is proposed that $2,000 be placed in
the FY 91.92 Public Works budget to provide a $150 reward to
individuals who report graffiti in progress to the police that results
in a conviction. The City Attorney indicates that in his previous city
the reward was presented at a Council meeting. The graffiti task
force recommends that the option of a public or private
presentation be left to the recipient since some people may be
afraid of retaliation.
RECREATION The Parks and Recreation Department is examining
the establishment of an after school recreation program at the Jr.
High level. The department had proposed this in past years, but the
program was not recommended by the City Manager due to budget
constraints. This time, the department is evaluating less costly
proposals. Additionally, it must be emphasized that the latest
outbreak of graffiti is being caused not by gang members, but by
tuggers. It is not likely that taggers will respond to a recreation
program.
ART WORK/MURALS The Parks & Recreation Department will
receive RFP's at the end of the week of June 17, for an artist to
coordinate a mural program this summer.
ERADICATION
ALREADY IN PLACE
COMMUNITY SERVICE As mentioned earlier, South Bay
Community Services uses youth doing community service hours to
eradicate graffiti. An individual from McMillin Realty has
organized a Graffiti Busters group in the Bonita area to remove
graffiti from private property. In addition, a woman who publicly
4
identifies herself as Rosie Sr has formed groups in other parts of
Chula Vista to remove graffiti from private property.
SCHOOL DISTRICTS The school districts already have a policy of
removing graffiti prior to the arrival of students every morning.
UTILITY COMPANIES All of the utility companies who do business
in Chula Vista, in conjunction with city staff, have formed a
notification network so we can inform each other about graffiti on
pedestals and controller boxes.
CITY STAFF EFFORTS Parks and Recreation Department
employees paint over or remove graffiti from all park structures
within 24 hours of noticing the graffiti. Building Maintenance
employees do the same for all other city buildings, including
Community Centers, etc.. The Traffic Operations Division replaces
or repairs vandalized traffic control and street name signs as soon
as possible, but has not been able to respond within 24 hours,
except in situations where safety is a concern. All Public Works
Operations supervisors have been issued spray cans of the proper
shade of green for the City's traffic signal controller boxes and
instructed to stop and paint over graffiti on any that they notice.
The traffic operations division has also painted out graffiti in all of
the City's concrete drainage channels over the last month. This has
meant, however, that regularly scheduled traffic painting work has
not been accomplished. The city has obtained recycled paint, which
has been used both by City staff and given to volunteer groups
along with rollers, buckets, etc.
EDUCATION/PUBLICITY The Public Information Coordinator is
preparing an article for the next issue of the Chula VISta Quarterly
about graffiti that will inform the public of the telephone number
to call to request the removal of graffiti from both public and
private property.
PROPOSED IMPLEMENTATION ITEMS
COMMUNITY SERVICE As graffiti has become more of a problem
and more groups and volunteers have formed to paint out graffiti,
these groups have begun having problems getting paint donated.
Staff proposes that volunteer groups should be the main emphasis
in eradicating graffiti from private property. To facilitate this, it is
proposed that the City buy and store paint, buckets, rollers, and.
graffiti removal chemicals. The City's traffic painting division is
licensed to store paint and is testing various removal chemicals to
determine the most effective ones. Consideration was given to
loaning out the airless paint sprayer being recommended for
purchase later in this report, but it was determined that the liability
5
involved precludes such loans to volunteer groups. The estimated
annual cost for these supplies and a small storage shed to put them
in is $16,000, which is recommended be added to the FY 91-92
Puhlic Works budget. It must be emphasized that this and
subsequent cost estimates are just estimates. If the materials are
not needed, they won't be purchased. Conversely, if funds run
short, staff will return to City Council mid-year for a special
appropriation.
UTILITY COMPANIES The graffiti task force mentioned earlier in
this report is examining ways that City staff and the companies can
work more cooperatively to remove graffiti from our structures. It
may be that the staff being proposed later in this report can assist
all of the utilities (except for S D G & E) in removing graffiti with
some sort of cost sharing plan worked out. Staff will report back to
Council on this matter when the details have been worked out. Due
to the high voltages associated with S D G & E's boxes, only their
company's employees should be involved with their boxes. In
addition, the task force will also investigate the possibility of putting
artwork on utility boxes as a way to discourage graffiti on those
boxes.
CITY STAFF EFFORTS As mentioned previously, current staffing in
the Traffic Operations division has precluded the prompt removal
of graffiti on City property in the public right of way. The revision
to the City's Graffiti Ordinance, which is being proposed at
tonight's Council Meeting, will require the removal of graffiti within
seven days. This will not be possible with current staffing. Over the
last month and a half, staff has been directed to ignore regularly
scheduled work and concentrate on graffiti. This is not prudent
over a long term basis since this division must repaint traffic
striping and replace damaged signs when needed. The possible
liability costs in delaying this work would be much higher than the
cost of the additional staff being proposed. It is proposed that two
Maintenance Worker lI's($67,000); one hair ton P/U w/8 n bed, one
gas operated airless sprayer with all hoses, etc.($19,700);one
Landa Skids hot water washer with hoses and trailer ($9,300); and
material (both paint and graffiti remover) ($11,000) be added to
the Public Works FY91.92 budget. This will enable staff to respond
in the time frame required by the proposed ordinance and may
very well permit response in a 24 hour period. In the event that
these employees are absent due to vacation or illness, other
employees will be taken from other Traffic painting crews to
maintain a high level of graffiti eradication. As the crew gets
established and graffiti is brought under control in drainage ditches
and the public right of way, it may be possible to use this crew to
6
remove graffiti from City buildings, thus freeing the building
maintenance crew to more productive work This is currently
costing the city $16,900 per year. Additionally, it may be possible to
take over graffiti removal currently being accomplished by Parks &
Recreation staff at a cost of $16,400 per year.
FISCAL IMPACT:
The total first year fiscal impact as proposed in this report is $125,000, with a
recurring cost of $96,000. While this figure may seem high, it must be remembered
that National City budgeted $96,000 for an annual graffiti removal contract, but had
spent that much in 8 months, and that the city of South Gate was spending $170,000
per year for graffiti removal. It is proposed that this have no net impact on the
General Fund. This will be accomplished by the shift of $50,000 from the Police
Department budget to the Public Works budget and a reimbursement to the General
Fund from Gas Tax for the remaining $75,000. As Council may remember, it was
mentioned during the Budget Workshops that $50,000 had been placed in the Police
Department budget for graffiti control purposes.
cc: John Lippitt
Jess Valenzuela
Bill Winters
June .14, 1991
Supplemen. .1 Budget
Memo ./( 4
TO:
The Honorable Mayor and City Council
John D. Goss, City Manage~
Jess Valenzuela, Director ;f Parks and Recreation~
VIA:
FROM:
SUBJECT: Child Care Licensing
At the Council Budget Review session dated June 5, 1991, Mayor-
elect Nader questioned the time frame involved in obtaining a
license for a Child Care program. The Department suggested that
the amount of time needed to obtain licensing is twelve months.
This time frame is based on the process which is required by the
State and additional time needed for City processing.
Staff contacted the State of California Community Care Licensing
Department, as well as San Diego County's Child Care Coordinator.
It was reported that under normal circumstances, the average
processing time to become licensed is three months. This time
frame does not include possible building modifications and other
unforseen adjustments. These requirements are not realized until
the State evaluates the proposed Child Care facility during the
licensing process.
A City operated Child Care program would require additional time
to implement because of its specialized service. Proper staffing
must be obtained and the facility must prove to be functional
under the guidelines of the state prior to receiving a license.
Once this is accomplished, the twelve month licensing period may
be decreased to the normal three month time frame.
,
t
The following is the process that the Department would need to
follow to implement a City operated Child Care Program. All
processes may be completed concurrently.
A. Personnel Process
CITY PERSONNEL PROCESS (Est. Time Frame: 6-8 weeks)
Request For Personnel
Advertisement of Various positions
Screening
Interviews
Selection
Orientation
LICENSING FORMS (Est. Time Frame: 30-90 days)
Personnel Report
Personnel Record
Health Screening Report - Facility Personnel
Fingerprint Cards
Child Abuse Index Check
SUPPORTIVE DOCUMENTS (Est. Time Frame: 30-90 cays)
Verification of Administrator/Director Qualifications
Job Description - Each Position
Personnel Policies
Inservice Training for Staff
B. Application Process
LICENSING FORMS (Est. Time Frame: 30-90 days)
Application
Application Information
Designation of Administrative Responsibility
Administrative Organization
SUPPORTIVE DOCUMENTS (Est. Time Frame: 30-90 days)
Partnership Agreement/Articles of Incorporation
Facility Program Description
Rules of Discipline
Admission Policies
C. Budget
LICENSING FORMS (Est. Time Frame: 30-90 days)
Estimated operating BUdget
Financial Statement
Financial Information Release and Verification
DC
~
D. Facility
LICENSING FORMS (*Est. Time Frame: 30-90 days)
Emergency Care and Disaster Action Plan
*Facility Check (unknown time frame as it is
based on the ability or inability to comply to building
regulations).
SUPPORTIVE DOCUMENTS (Est. Time Frame: 30-90 days)
List of Play Equipment (indoor and outdoor) and
inventory
Control of Property
Supplemental Budget
Memo ,jl, 1
June 14, 1991
TO:
VIA:
FROM:
SUBJECT:
The Honorable Mayor and City Council
John D. Goss, City Manager< /7
Jess Valenzuela, Director-of Parks and Recreation)(~
Open Space Budget Concerns
At the Open Space Budget Hearing on June 5, 1991 Ms. Irene Martell
appeared before Council to express concerns regarding the cost of
maintaining Open Space District #5. Ms. Martell felt the cost of
maintenance was extremely high in comparison to adjacent district
#10 and District #9, and requested that Open Space District #5 be
included into the district to lower the District assessment.
Council requested information on whether District #5 assessment was
similar to other Districts. There are three major factors that
dictate the maintenance cost of Open space Districts, number
irrigated acres, number of benefitting units and finally the
bidding process.
Number of irriqated Acres
All of the Open space areas are coded according to the level of
maintenance that will be required. The codes are:
Code 1:
Code 2:
Code 3:
Code 4:
Code 5:
These areas have permanent
cover, shrub, trees and
manicured appearance.
irrigation system for ground
area is kept in a highly
Similar to Code #1, except these areas contain lawn
areas.
Irrigated areas planted with hydromix, shrubs and trees,
primary vegetation for holding slopes.
Areas that
systems in
indigenous
yearly cle,
may have permanent or temporary irrigation
natural open space lands and slopes with
plant growth. Maintenance required too.
,"up.
Non-irrigated hills and slopes that require only two
clean-ups a year.
Similarly speaking, the cost per acres decreases from code #1
acres. Therefore, the cost of a District depends on the type of
open space acreage in the District. In District #5, there are
approximately 3.1 acres coded #1. This designation requires
extensive maintenance. This District's, slope has ice plant as
ground cover and extensive Eucalyptus Tree grove. The tree
maintenance is given a high~priority ffi this District because this
grove had t.he first, confirmed infest.ation of the Eucalyptus borer
in Chula vista. Reducing the watering will only increase the
chance for further infestation.
Number of Beneficial_Units"
The number of benefitting units,. varies gf~atly from district to
district. In District #5, there, are" only 122 units, versus 384 and
630 units in the adjacent ~espec~iveDist~ict's 9 and 10. The more
uni ts in a Dist;rict in con~JPj17ti?1!1 wi th:'t.l).e t:(pe of coded areas
affects the maJ.ntenanc:e cost." rn both t>lstrJ.ct 9 and 10, the
number of acres of cod~ #1 isp:q:wm;tionatelyless than District #5
and District #9 and #10 have considerable more benefitting units.
Biddinq Process
".C _..'__. ,-'
The Department bas limited controlovet the. bidding process. The
ci ty must take the lowest resl?~msib~e bidder,., . At times, ,.the bids
are low and sometimes they.,are., hJ.gh. These fluctuatJcons are
difficult to predict or understand. . The Department'hastried to
consolidate several al;'eas for bidding asa package deal. Staff
felt, greater would mean less cost, but the reversed occurred.
The possibility of cOmbining Districts has not been thoroughly
analyzed. But it raises some poJ,..ipy questions. ExiS'ting ordinance
requires developIll~nts to preserve. open' space land in their
respective development. TheoretiGally speaking, the prime
beneficiary of the "open space land are the residents of a
development. Is it equitable to r~qui:r;e,a{Ladjacent development to
share the cost.of maj,ntaining,ari6ther'oPel'i space district land?
The Department will beanalyzlng,th~s.1ssue in the near future and
will provide Council with adetailea report;.
Attached are the lOapS, and pudgefs fc:il;t.h~ Open space Districts
that were re~lested. These-documents "illustrate the Open Space
areas and the past history of budgets, assessments etc.
YEAR S
FY1988-89
FY1989-90
FY1990-91
FY1991-92
POSITION CHANGES FY1989 TO FY1992
NON -GENERAL FUND VS. GENERAL FUND
~ GEN FUND
~ NON-GEN FUND
33.37
o
5
10
15 20 25
NEW POSITIONS
30
40
35
FY 1992 COMPARISON BY MAJOR DEPARTMENT
EXPENDITURES TO OFFSETTING REVENUE
16,000,000
REVENUE
o
~ 'f\rJ$> _N.. ~ ~eP --"".1t\~" ~\fl9.flce ~\e.fI~\fl9J
<p\09J \,3''' CU'" ..
.......... -..---........
---.-.-.. .........
........
BUDGET
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
."
;'
. \
i '.
. \
i '
. \
i '
, \
i '.
. \
i \
. .
. .
"---..-.. ..---..
2,000,000
\,o\y;;,e
~~e ~ ~v..s U'O~9.~# ~e~ ",~1t\\fI
PROJECT TITLE: Engineering Remodel
LOCATION:
DESCRIPTION:
COST ESTI~TES:
I. Preparatory Planning S
It. Land Acquisition S
I II. Design S
IV. Construction S
V. General Administration S
APPROPRIATION TOTALS
FlIIDIIG SOURCES:
Street 01 F
Traffic Signal Fund
Sewer Fund
Public Facilities DIF
FUNDING TOTALS
CITT OF CNUlA VISTA
CIP PROJECT DETAIL
PROJECT
TOTAL
TOTAL
APPROPRIATIONS
THRU CURRENT
= YEAR +
TOTAL
ADD IT I ONAL
APPROPRIATIONS
REQU IRED
75,100
S
75.100 = S
o
S
S
S
o
o
o
o
o
o
o
o
o
o
o
S
S
S
S
S
+ S
S
S
S
S
+ S
DATE:
May 17, 1991
FY 1991-92
S
S
S
S
S
S
75,100
75.100
PROJECT NO.:
GG-135
276 Fourth Avenue, Public Services Building - Engineering Division
This project invoLves . modification and reworking of the Engineering Division's
space. It incLudes the installation of carpet, partitions, walls, power poles and the
redistribution of electrical, telephone and communications lines. The purpose of the
renovation is to improve the layout, efficiency and workspace conditions of the
empLoyees as called for by the FY 1990-91 Memorandum of Understanding between the City
of Chula Vista and the Western Council of Engineers.
S
S
S
S
S
4,130
7,130
17,120
46.720
75.100' S
o
o
S
o
S
PROJECT MANAGER: ClIff Swenson
ADDITIONAL APPROPRIATIONS REQUIRED FOR:
o
o
o
o
o
o
o
o
o
o
o
S
S
S
S
4,130
7,130
17,120
46.720
75.100
FY 1992-93
FY 1994-95
S
S
S
FY 1995-96
S
S
S
S
S
S
S
S
S
S
S
FY 1993-94
o
o
o
S
S
S
S
S
S
S
S
S
S
S
S
S
o
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
PROJECT JUSTIFICATION: The proposed _odifications to Engineering Division's space responds to the needs of the growing engineering staff. In the past, the
Engineering Div;sion, with less space per employee in the Public Service BuHding, was overcrowded and working space was not
organized effectively to promote efficiency. When the Community Development Department was relocated, the Design Section was moved
to the space formerly occupied by that Department. Thh left a large open space which is not able to be uti l ized effecthely for
other sections without modifications. There is also a need to provide space for the new GIS Mneger and the proposed GIS
technidans. Further, the ex;.;ting layout is organhationally ineffective with the City Engineer separated from the Dhector of
Public Work.s and the Secretary. Also, the clerical staff ;s split up into three different areas maldng it difficult for the
supervi Bor of that uni t to moni tor the work. output and for answering of the phones. The proposed remodel wi II create a more
effective and efficient layout and provide an atmosphere where the individual employees can do their work without interruption from
surrounding distractions.
WPC 3073A - No. 1
~ ~W@ 1!,@mJ@ ~ ~~ ~m~~
\YAIJll[h]~W
~eduw the Public Uablllty Trust
Golf toane Fund
Public Services Building Remodel
$ 526.400
$ 300.000
$ 15 7.3 1 6
~ITN ~ ~ @[h]W ~
Real Property Transfer Tax
!1@[J::]@ ~
Utility Roll Benefit legislation
Public Safety Assessment Dlstrld
Munldpal F1reJttomeownen Insurance
Enterprise Operations
~[J::]@[M][J(S ~~[M]~
Bayfront
AClto Park
nelson Sloan Property
Palomar Trollcry
C.V. Center Mervyns
Business Parks
Eastlake
Terra "CM1
ChllllngsworthfOtay Valley
Bonita Road ttolel
Rohr Expansion
Pelrl OffIw Building
DEPIIRTMENT:
DIVISION:
FUND:
SUPPLEMENTIIL BUDGET REQUEST
1500 PARKS AND RECREATION FY 1991 - 92
1511 PARK & RECREATION ADMIN
100 GENERAL FUND
REQUEST # CPRP14 PRIORITY 14
TITLE CULTURAL ARTS COORDINATOR
*************** E~PLOYEE SERVIC-S
***************
5101
<;141
5142
5143
2660 CULTURAL ARTS COORD
RETIREMENT CONTRIBUTION-CITY
E~PLOYiE BENEFIT PLAN
MEDICARE CONTRIBUTION - CITY
TOTAL E~PLOYEE SERVICES
DEPARTi1ENT
1.00 38,000
4LafuL
4,..OU
550
_1....;.J 'L. li,~8~:LO___
MANAGER
*************** SUPPLIES AND OTHER SERVICES
5212 PRINTI~G & BINDING
5218 POSTAGE
5??, MFMAFRSHIPS ~ DUES
5225 TRANSPORTATION ALLOWANCES
5252 TELEPHONE & TELEGRAPH
5,01 OFFICE SUPPLIES
539d OTHER COMMODITIES
TOTAL SUPPLIES AND OTHER SERVICES
***************
DEPART1'LEln
200
130
60
620
750
200
1,680
3,040
MANAGER
TOTAL FIRST YEAR COST
51,470
REVENUE CREDITS
NET FIRST YEAR COST
51,..70
RECURRING ANNUAL CCST
THE CULTI.'-R~RTS SUBCOMMITTEE FOR CHULA VISTA 2000 IDE'n:.IFtEO T!:4~L~~R.E~TlON OF A CUl...Ll.LRA~.R.!L__
COMMISSION AS ONE OF 5 STRATEGIES IT WANTED TC SEE PURSUED IN CHuLA VISTA. THIS COMMISSION WAS
SUBSEQUENTLY FORMED ON CITY COUNCIL'S APPROVAL, ~ HAS 8Ec~ MEETING FOR SEVERAL MONTHS. THE
COMMISSIOfl: IS IN THE FROCESS OF ESHBLISHING GOAL~ & 05J ECTIVES .AS WELL A$ FORMULATING ITS WJRKPLAN~___~__
FOR ENHANCING THE CITY'S CULTURAL OPPORTUNITIES. THE COMMISSION IS STRONGLY RECOMMENDING THE
ESTABLISH~ENT Of A CULTURAL ARTS COORDINATOR, A FULL TIME STAFF POSITION, THAT WOULD ACT AS LIAISON
-----.e..n W E~ULLf<~LUJ:.Y & THE CU LIulLA L A FU~ MM I ~SJ..Q.~S T A I' F_!JLLJ..--'L2JJ FRO lli_T H U_____R.UO MM~_ND A TI ON. A T~ ...__ __ ~
PRESENT, THE PARKS & RECREATION STAFF IS OPERATI~G AT P=~K WORKLOAD LEVELS. wITHOUT THE CREATION OF
A CULTURAL ARTS CCORDINATCR, IT WILL ~E DIFFICULT FOR EXISTING STAFF TO DEVOTE FULL ATTENTION TO
._.~_._._------_._-~---.-
~C
J
Supplemental Budget Report No. 1
May 16, 1991
TO:
FROM:
SUBJECT:
The Honorable Mayor and City Council
John D. Goss, City Manager ~
Budget Graphi cs ,/
1991-92 Overview Session
Attached are copies of the various charts and graphs used during the
May 16th budget overview session. I hope these prove helpful to you
during the budget deliberation process.
JDG:mab
Attachments
PER CAPITA BUSINESS LICENSE TAX REVENUE
AMONG EIGHT SELECTED COUNTY CITIES 1990-91
CARLSBAD
ESCONDIDO
NATIONAL CITY
LA MESA
SAN DIEGO
OCEANSIDE
CHULA VISTA
EL CAJON
o
1.5 3.0
1 1 .4.3
1.3.07
.3.93
.3.93
4.5 6.0
I I 1 , t
9.0 10.5 12.0 13.5 15.0
~
.
FY 90
FY 91
.~
Y\.'
'n
J .1
PER CAPITA TRANSIENT OCCUPANCY TAX REVENUE
AMONG EIGHT SELECTED COUNTY CITIES 1990-91
CARLSBAD
49.79
SAN DIEGO
16.64
NATIONAL CITY
8.61
CHULA VISTA
8.17
LA MESA
7.51
EL CAJON
6.24
OCEANSIDE
4.49
ESCONDIDO
3.97
o
11
22
.5
I
44
I
55
I
66
/!\
'\~
'-
GENERAL FUND RESERVES
7/1/82 - 6/30/91
(ACTUALS)
DOLLARS IN MILLIONS
14 14 ELl
CIP
12 12 ~INSURANCE
10 10 II LOAN
8 8 ISJ GENERAL FUND
6 6
4 4
2 2
0 0
1982 1984 1986 1988 1990 1991
\0
'~
ALL FUND RESERVES
7/1/82 - 6/30/91
(ACTUALS)
DOLLARS IN MILLIONS
40
30
20
10
o
1982
1984
1986
1988
1990
40 ~
~ ALL FUNDS TOTAL
. CIP; LOANS; INSURANCE
30 ~ GF TOTAL
20
10
o
1991
,~
TOTAL STAFF PER 1 ,000 POPULATION
AMONG EIGHT SELECTED COUNTY CITIES AS OF 1/1/91
CARLSBAD
SAN DIEGO
OCEANSIDE
ESCONDIDO
NATIONAL CITY
EL CAJON
CHULA VISTA
LA MESA
8.8
8.3
7.8
7.1
6.9
6.7
5.1
o
I
4
I
5
/\
~\
I
6
I
7
I
8
2
.3
TOTAL ACRES
CJ)
w
a:
()
<(
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~
o
I-
OPEN SPACE ACREAGE
FY86-87
366
FY87 -88
438
FY88-89
526
FY89-90
671
FY90-91
728
OPEN SPACE ACREAGE
800
1200
1000
600
400
200
o
FY86-87FY87-88FY88-89FY89-90FY90-91 FY91-92
FY91-92
1046
~4
'-'
COMPARISON OF THRESHOLDS TO ACTUALS
FOR PUBLIC SAFETY
%
100
80
60
40
20
o
92.3
. ACTUALS
~ THRESHOLDS
87.6
68
85
84
62
PD PRI 1 CALLS
PD PRI 2 CALLS
FIRE CALLS
~
COMPARISON OF THRESHOLDS TO ACTUALS
FOR CITY LIBRARIES
LIBRARY SO FT
70,000
60,000
50,000
40,000
30,000
20,000
10,000
o
85/86 86/87 87/88 88/89 89/90 90/91
FISCAL YEAR
. ACTUALS
~ THRESHOLDS
f?U
COMPARISON OF THRESHOLDS TO ACTUALS
FOR CITY PARKLAND
ACRES OF PARKLAND
500
400
300
297.22
200
129.15
100
o
WEST OF 1-805
188.5
EAST OF 1-805
406.57
~ ACTUlL.S
iii THRESHa..DS
:xx
317.65
~
/- ~
~ ~
~
-j-
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~
~
CITY-WIDE
'-
/
HIGHLIGHTS
1. Add 9 full-time Firefighters
2. Increase Transit miles by 50%
3. Transfer 2 person bike patrol to Gang Section of the Crime Suppression Unit
4. Support additional graffiti control
5. Implement the federally mandated National Pollution Discharge Elimination System
6. Year round sports program at Discovery Park
7. Support operations at Rohr Park expansion
8. One new afterschool recreation program - Clearview Elementary School and start a phased addition of a
second staff person at each school not now covered by two staff persons.
9. Increase support for the activities of the Economic Development Commission
10. Add one Environmental Planner
11. Add one Traffic Devices Technician
12. Add one Public Works Coordinator
13. Fund the Southwest Redevelopment Project Area
14. Convert contract position managing Data Processing to full-time City employee
15. Library reorganization
~.
CITY STAFF POSITIONS
PERS92 FY 1991-1992
INCREAS
DEPREQ PROPOSED PROPOSED REQ GF
DEPARlMENT FY87-88 FY88-89 FY89-90 FY90-91 FY91-92 FY91-92 INCREASE SUPPORT
CITY COUNCIL 6.50 6.50 7.00 7.00 7.00 7.00 0.00
BDS & COMMISSIONS 0.00 0.00 0.00 0.00 0.00 0.00 0.00
CITY ATIORNEY 5.00 5.00 5.00 5.00 5.00 5.00 0.00
CITY CLKJELECTIONS 4.00 4.00 4.00 4.00 5.00 4.00 0.00
ADMINIS1RATION 9.50 10.50 11.00 11.00 11.00 11.00 0.00
MGT SERVICES 16.00 16.00 16.00 17.48 17.48 18.48 1.00 1.00
PERSONNEL 11.50 12.00 12.00 13.96 14.96 13.96 0.00
COMMUNITY DEVELOPMENT 13.30 13.30 14.30 16.30 17.30 16.30 0.00
FINANCE/PARKING METERS 23.70 23.70 27.20 27.70 29.20 28.70 1.00
PLANNING 20.25 20.25 22.00 23.50 28.50 24.50 1.00
NON-DEPARTMENTAL 0.00 0.00 0.00 2.00 2.00 2.00 0.00
OTA Y RANCH PROJECT 0.00 0.00 3.50 3.50 3.50 3.50 0.00
POLICE/OCJP GRNT 201.50 215.00 227.76 232.98 233.00 232.48 (0.50) (0.50)
FIRE 81.50 81.50 81.50 82.80 99.30 92.30 9.50 9.50
BLD & HOUSING 18.50 21.50 23.00 23.00 23.00 23.00 0.00
PUBLIC WORKS 123.50 130.75 139.25 146.23 156.73 151.23 5.00 0.00
PARK & RECREATION 84.23 86.68 91.42 98.67 103.40 99.43 0.76 0.76
LffiRARY/LITERACY GRANT 56.71 58.30 61.20 62.05 63.91 62.59 0.54 0.54
TRANSIT OPERATIONS 3.00 3.00 3.00 3.00 3.00 3.00 0.00
NATURE !NT CENlR 4.00 6.00 5.00 5.50 6.50 6.50 1.00
CENTRAL GARAGE 10.00 10.00 10.00 10.00 10.00 10.00 0.00
692.69 723.98 764.13 795.67 839.78 814.97 19.30 11.30
iS~
POLICY ISSUES
. Youth Center Staffing
. Eastlake Community Center staffing
. Direct Child Care Services
. Senior Information and Referral Services
. Parks and Recreation Revenue Analysis
. Residential Sprinklers
. Planning Department Workload
r~'A
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GENERAL FUND SUMMARY FISCAL YEAR 1991-92
A. RESERVE BlIlANCE 07/01/91
B. ESTIMATED 1991-92 REVENtJES
C. TRANSFERS rn
UNEMPlDYMENI' rnSURANCE
TRAFFIC SAFElY FUND
GOLFaxmsE WAN REPAYMENI'
CA LIBRARY SERVICES Acr FUND
FUBLIC LIBRARY FUND
ASSEl' SEIZURE POOGRI\M
SEWER SERVICE FUND
~ SEWER SERVICE
WORKER'S a::MPENSATION INVES'lMENI' rna:ME
FUBLIC LIABILITY TRUsr FUND
CORP YARD RELOCATION DIF (ID:LLJ:N:; S'IlX:K)
B/\YFRONTj'K: ImJ
arAY VALIEY WAN REPAYMENT
'IDI'AL TRANSFERS rn
D. ESTIMATED 'IOl'AL REVENtJES AND TRANSFERS rn
E. ~ 1991-92 OPERATING RJIX;El' (1)
F. ESTIMATED 'IOl'AL RESOORCES OVER OPERATING RJIX;El'
G. TRANSFERS cur FRCM RESERVES
DEBl' SERVICE 1987 CERl'IFICATE OF PARrICIPATION
B/\YFRONT CONSERVANCY TRUsr
PARKING MEl'ER FUND
'IDI'AL TRANSFERS cur
H. ESTIMATED RESERVE BlIlANCE 06/30/92
(1) lbes not include fun:ls for Colmty Bookin3' Fees
or salary increases for Police and Management.
$46,025,503
46,000
406,000
404,740
115,000
80,000
400,000
2,042,715
351,760
50,000
103,000
67,627
70,330
400,000
4,537,172
(357,000)
(222,502)
(33,640)
$50,562,675
49,224,019
$7,257,823
1,338,656
(613,142)
$7,983,337
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CAPITALIMPROVEMENTPROG~
FY 1991-92 PROPOSED
STREETS
> > ....... .iii.. ... Cf I K ,..... PROJECTS .. ... AMOUNT
Street Reconstruction. Broadway, F to I 2,993,300
Street Widening. Otay Valley Road 12,115,033
Street Improvements. Fourth Avenue, Kittiwake Lane to Del Rey High School 66,100
Bicycle Path Study. Chula Vista Greenbelt 120,000
I NEW . PROJECTS I AMOUNT I
East H Street Bus Pull-In 65,000
Pavement Overlay - FY 1991-92 1,000,000
Bicycle loop Detectors - FY 1991-92 100,000
Cross Gutter Removal - E Street and First Avenue 158,000
(J
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92 PROPOSED
TRAFFIC
PROJECTS
AMOUNT
Traffic Signal installation - Industrial Blvd. and Anita Street
131,000
AMOUNT
189,300
81,250
100,000 ;K
(169,941)
Traffic Signal improvements - I-80S and Otay Valley Road
1991 Traffic Monitoring Program
Traffic Signal RepairlUpgrade - Citywide
Traffic Signal Improvements - 1-5 and Palomar
CiJ~="".
.' '\.
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CAPITAL IMPROVEMENT PROGRAM
FY 1991-92 PROPOSED
SEWER
CURRENT PROJECTS
AMOUNT
Parallel Sewer . Palm Canyon Basin
Construct Sewer Parallel. Industrial Blvd., Palomar to Anita
Construct Sewer Parallel. Palomar to Quintard, w/o Second
158,000
56,100
94,100
AMOUNT
Metro Sewer System Upgrade Consultant Services. Phase III
Parallel Sewer Construction. G Street, Fifth to Broadway
150,000
236,000
'?
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92 PROPOSED
DRAINAGE IMPROVEMENTS
liii<( 'III T PROJECTS ..... .......... .ii....<..... AMOUNT
ii....< iii<iiii<..i<ii. ...... ...
Storm Drain. Sierra Way, Broadway to Colorado 273,000
Drainage Improvements - Oxford Street, Second to Del Mar 55,300
Drainage Improvements - Hilltop Drive to 767' East 275,000
'~
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92 PROPOSED
PARKS AND RECREATION
..
i>>>>..>>i>i> >i>iL"IIUU a PROJECTS .. ..... . ...... ...<> AMOUNT
Renovation. Nonnan Park Senior Center 185,940
Park Improvements. Memorial Park 285,310
Refinish Tennis Courts. Three Locations 28,000
Replaster Pool Surface. Loma Verde Pool 116,500
Bicycle/Jogging Trail . Sweetwater Road and Willow Street 188,750
Restroom Renovation . Two Parks 72,000
6
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92 PROPOSED
LANDSCAPE IMPROVEMENTS
< ... .<<.. .<< .. .......i\...lJ IT PROJECTS ... ...... ... .... ... < AMOUNT
Landscaping. MTDB Right of Way 62,380
~
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92 PROPOSED
PUBLIC SAFETY IMPROVEMENTS
PROJECTS
re Training Facility. East Hand Paseo Ranchero
Parking Lot Improvements. Station 5
New Fire Station. East Hand Paseo Ranchero
Reroof FIat Area of Police Department Building
Interim Fire Station. Eastlake Village
*Developer to front these costs
AMOUNT
194,190
AMOUNT
12,675
878,071
45,000
519,353*
<1
\
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92 PROPOSED
GENERAL GOVERNMENT IMPROVEMENTS
PROJECTS
AMOUNT
Geographic Information System
Replacement of Mainframe Computer
Replacement of Word Processing Equipment
Phone System Upgrade
Corporation Yard Phone Upgrade
Civic Center Expansion
520,200
117,900
60,200
36,420
33,610
1,012,000
AMOUNT
Automated Permit Tracking System
20,000
1
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92 PROPOSED
LffiRARY PROJECTS
. CURRENT PROJECTS
AMOUNT
HVAC Main Library
46,000
AMOUNT
New Area Library - Fourth and Orange
483,000
q
CAPITAL IMPROVEMENT PROGRAM
FY 1991-92 PROPOSED
REDEVELOPMENT PROJECTS
\ .... ...... ....... ...iiii\ ...............i.( : I J IT PROJECTS ..... .... AMOUNT ....
Corporation Yard Paint Pit Clean-Up 24,000
NRP Public Improvements. Otay Town Community 344,299
Animal Shelter Reconfiguration 157,600
\D
PROPOSED GENERAL FUND EXPENDITURES
FOR FY 1991-92
EMPLOYEE SERVICES 79.9%
CAPITAL OUTLAY .4%
SUPPLIES & SERVICES 19.7%
PROPOSED GENERAL FUND EXPENDITURES
FOR FY 1991-92
EMPLOYEE SERVICES 79%
CAPITAL OUTLAY .4%
CONTRACTUAL SERVICES 2.7%
SUPPLIES & SERVICES 17.9%
USE OF DISCRETIONARY FUNDS
FY 1991-92
LIBRARY 5.8%
LEGISLATIVE .7%
BUILDING & HOUSING 2.6%
CITY CLERK/ELECTIONS .5%
NON-DEPT/INSURANCE 2.7%
PLANNING 2.9%
FINANCE 2.7%
COMMUNITY DEVELOPMENT 2.2%
PARKS & RECREATION 8.7%
PERSONNEL/VOLUNTEER 1.7%
MANAGEMENT SERVICES 2.6%
CITY ADMINISTRATION 1.8%
BY FUNCTION
,
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FIRE
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CITY ATIORNEY 1.2%
PUBLIC WORKS
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GENERAL FUND REVENUE
FY 1991-92
SALES TAX
PROPERTY TAX
CURRENT CHARGES 5.1 %
FINES .5%
L1C & PERMITS 4.9%
USE OF MONEY & PROPERTY 1.7%
ALL OTHER TAXES 7%
REV FRM OTHER AGENCIES 13.9%
UTILITY USERS TAX 5.6%
OTHER REVENUES 14.4%
'~
SALES TAX
PROPERTY TAX
MOTOR VEHICLE
GAS TAX
UTILITY USERS
CURRENT CHARGES
LICENSES & PERMITS
REDEVMT REVENUE
FRANCHISE FEE
TRANS OCCUP TAX
USE OF MONEY/PROP
CITY OF CHULA VISTA
MAJOR REVENUES 1991-92
6.189
2.272
1.930
1.650
1.315
.761
o
1.2
3.6
6.0
8.4
2.4
4.8
7.2
'iLLARS IN MILLIONS
9.6
10.8 12.0
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MAJOR UNRESTRICTED CITY REVENUES
1979/80 - 1991/92
14
12.25
12
10
9.32
- 8
Cf)
c
0
~ 6
.........
5.11
4
2
2.57
o
79 80 81 82 83 84 85 86 87 88 89 90 91 92
1--- SALES TAX
-+- PROPERTY TAX
-71<:- MTR VEHICLE IN LIEU --B- UTILITY USERS Tt.
. '\
1300
1170
1040
Ul
Cl
:z:
<t:
Ul 780
:::)
o
:r
f-
:z:
Ul
0:::
::s 520
---...I
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Cl
910
650
390
260
130
CITY OF CHULA VISTA
"FLAT" & "VOLATILE" REVENUES
1977/78 -- 1991/92
/ro............... _
BUILDING PERMITS / ......---
I
/
I
/
//
/
/
'"
'"
'"
I
/
I
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/
//
/
/'"
//
/
I
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, /
" /
, ",'"
.-------""--.",..:::-.:::-....__._--.....'" //--/.. ANIMAL LICENSES ______..$53
&__&_-------._----.::::::-::::::::.-.:::=~._---_._-.__.__.__.-------------------
CIGARETTE TAX
$1 ,000
~________.______~.$230
/..__._._._.___..___________!._~_~l)J.23-FE R TAX $ 2 4 5
.....
o
86 87 88 89 90 91 92
\
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~
78 79 80 81 82 83 84
PER CAPITA SALES & USE TAX REVENUE
AMONG EIGHT SELECTED COUNTY CITIES 1990-91
NATIONAL CITY
EL CAJON
ESCONDIDa
CARLSBAD
LA MESA
SAN DIEGO
CHULA VISTA
OCEANSIDE
185
156
152
146
133
96
84
55
o
1
100
1
150
.~
50
~
PER CAPITA SALES & USE TAX REVENUE
AMONG EIGHT SELECTED COUNTY CITIES 1990-91
NATIONAL CI1Y
EL CAJON
ESCONDIDO
CAR LS BAD
LA MESA
SAN DIEGO
CHULA VISTA
OCEANSIDE
150
146
o
I
150
50
)
185
178
I
200
~
.
FY 90
FY 91
(\
20
18
16
14
12
10
8
6
4
2
o
COMPARISON OF
CHULA VISTA & NATIONAL CITY
SALES TAX REVENUE
1979/80 -- 1991/92
CHULA VISTA
____ NATIONAL CITY
12.3
--.....
//-
//
....
........
--
/-
//
..../
4.0 "....
--
/-
/.,/
,,/"
..... -.....
--
11.0
3.8
) 81 82 83 84 85 86 87 88 a 90 91 92
~
PER CAPITA PROPERTY TAX REVENUE
AMONG EIGHT SELECTED COUNTY CITIES 1990-91
CAR LS BAD
SAN DIEGO
OCEANSIDE
CHULA VISTA
LA MESA
EL CAJON
ESCONDIDO
NATIONAL CITY
63
58
56
53
20
o
50
100
209
114
113
I
150
I
200
I
250
~vJ
~
.30
25
c.n 20
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o
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--..J
2
:z 15
c.n
0:::
::5
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o
o 10
5
o
CITY OF CHULA VISTA
POLICE/FIRE vs PROPERTY TAX REVENUE
1991 -92
20.98
POLICE & FIRE
9.32
.....-0
__.er'-
_-c-
4.8 __e--
_..e-
..-8'-
....."'"
3.0 PROPER~-!AX ~__-o--_.e
'..... .e----c---~
..... --
"€r'"
~)
77 78 79 80 81 82 83 8. 85 86 87 88 89 90 91
PER CAPITA BUSINESS LICENSE TAX REVENUE
AMONG EIGHT SELECTED COUNTY CITIES 1990-91
CARLSBAD
ESCONDIDO
NATIONAL CITY
LA MESA
SAN DIEGO
OCEANSIDE
CHULA VISTA
EL CAJON
7.39
6.83
4.71
3.93
o
2.8
1
7.0
1
8.4
I I
11.2 12.6
I
9.8
4.2
~
1.4
13.07
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