HomeMy WebLinkAbout2007/07/10 Item 20
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Mayor and City Council
City Of CMuia Vista
276 Fourth Avenue
CMula Vista. Ca 91910
619.691.5044 - 619.476.5379 Fax
MEMO
CITY OF
CHUlA VISfA
June 21, 2007
TO:
,~rmtn;e Bennett, Deputy City Clerk
FROM:
Jennifer Quijano, Constituent Services Manager
RE:
Human Relations Commission
Mayor Cox would like to recommend Marissa Flores for appointment to the Human
Relations Commission. Marissa will replace Perny Cosca-Reese who recently
resigned.
Please place on the July 10, 2007 Council agenda for ratification.
Thank you.
cc:
Mayor Cox
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Mayor and City Council
City Of Chula Vista
276 Fourth Avenue
Chula Vista, Ca 91910
CllY OF 619.691.5044 - 619.476.5379 Fax
CHUlA VISfA
MEMO
June 28, 2007
TO:
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FROM:
Jennifer Quijano, Constituent Services Manager
RE:
International Friendship Commission
Mayor Cox would like to recommend Rufino "Pie" Roque for appointment to the
International Friendship Commission. Pie Roque will replace Carmelita Vinson who
termed out June 30, 2007.
Please place on the July 10, 2007 Council agenda for ratification.
Thank you.
cc: Mayor Cox
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REAPPOINTMENTS
TO BOARDS AND COMMISSIONS
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FINAL REPORT
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Econolnic C>-
Planning Systems
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CHULA VISTA INDEPENDENT FINANCIAL REVIEW
Prepared for:
City of Chula Vista
Prepared by:
Economic & Planning Systems, Inc.
June 2007
EPS #17006
8I!!RK!LBY
2501 Nilllh Street, Suite 100
Berkeley, CA 94710-2515
www.epsys.com
phone: 510-841-9190
fax 510-841-9208
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SACRAMENTO
phone 916-649-3010
fax 9\6-649.2070
OENVI!.R
phone 303-623-3557
fax' 303-623-9049
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T ABLE OF CONTENTS
I. INTRODUCTION .................. ........................... .................... ...... .............. .....................1
II. BACKGROUND. ......... ..... .......... ... ................ ............... .................................. ............. ..2
III. FINDINGS.................................................................................................................... 3
Financial Condition.................................................................................................. 3
Financial Management. ............................ .................. ............ ..... .............. ............... 5
Financial Forecast..................................................................................................... 6
Implications of Future Development ......................................................................9
Capital Investments and Related Maintenance Obligations ...............................12
Tax Increment Financing... ... ............... .......... .... ............. ........................... .............14
Retirement Liabilities............................................................................................. 16
IV. STRENGlHENING CHULA VISTA'S FINANCIAL CONDmON .....................................18
ADDENDUM
BIBLIOGRAPHY
ApPENDIX A: BACKGROUND DATA
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LIST OF FIGURES AND TABLES
Figure 1:
Figure 2:
Table 1:
Table 2:
Table 3:
General Fund Revenues and Expenditures......................................................3
General Fund Revenues and Expenditures (Projected)...................................7
Chula Vista Residential Development Capacity ..............................................9
Additions to City Assets ..................................................................................12
PERS Required Contribution Rates................................................................. 17
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1. INTRODUCTION
This independent financial review provides the City of Chula Vista with a set of findings
and a related set of recommendations intended to address the current budget imbalance
and to establish a sound and sustainable basis for future budgets. The financial review
is focused upon determining the magnitude of the current budget problem and
illuminating the factors that may have led to the current situation. This independent
review is based upon a thorough review of prior City budgets, annual audits, and
related financial information. The financial review also considered financial information
and strategic plans provided by indi vidual departments.
The City of Chula Vista is a vital, growing city located in the southern portion of the San
Diego metropolitan region and covers about 50 square miles. The City is home to more
than 220,000 people, marking it as the second largest city in San Diego County. The City
has grown dramatically in recent years; in 2003, the Census Bureau identified Chula
Vista as the seventh fastest growing city in the United States. Since 1990, the population
grew at an average compounded rate of four percent annually. Recent trends indicate a
slowing of this growth rate linked to the downturn in the housing market. Longer term
prospects are sound - there remains substantial development capacity and regional
economic trends are favorable.
The City's Budget has also grown substantially reflecting an ongoing effort to maintain
and improve service standards and quality of life for the growing population. The
City's municipal service standards are equal to or better than those of comparable cities
in the State. The City's Growth Management Ordinance requires that these service
standards be maintained or improved as the City grows. The approximately $170
million annual budget provides for a broad range of public services including general
government, public works, police and fire, planning and building, community
development, recreation and library. Staffing levels have generally grown proportionate
to population growth in recent years. Major new construction of public facilities and
infrastructure has occurred in recent years, funded in large part by impact fees but also
relying upon general revenue sources as well. New facilities have included a new police
station, a major renovation of the Civic Center complex, three fire stations, new city
parks and three recreation centers, an animal shelter, a new corporation yard, and a
significant amount of new road infrastructure improvements. The City is also
undertaking redevelopment activities along its Bayfront, in the downtown, area and
along older commercial corridors.
As the City transitions from a sustained period of high growth and development to a
more stable level, it faces many transitional issues. Slowing .revenue growth and
continued cost growth create a significant set of challenges, compounded by current
budget conditions, to achieving a fiscally sustainable city. While there are existing and
future challenges to be faced, the prospects for the City are very sound given regional
market conditions, local development opportunities, the extensive capital investments
that have been made, and the capabilities of City staff.
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II. BACKGROUND AND ApPROACH
-
Following years of steady growth in municipal revenues and expenditures Chula Vista
has encountered a period of fiscal stress, evidenced by increasing difficulty in balancing
the budget in the past few years. Approaching the 2007-08 fiscal year, revenues
continue to fall short of expenditures requiring further draws on reserves and reductions
in expenditures.
In view of these difficulties, the City Council commissioned this independent financial
review to shed light on the causes of the current problems, offer recommendations that
address the current problem, and establish a sustainable approach to budgeting in the
future. Specifically, the request for proposals for the independent financial review
highlighted eight desired results:
.
A summary of the current approach used by the City in managing its finances.
.
A review of the current state of the City's financial condition.
.
A determination of the most pressing factors on the City's financial condition in the
five and ten-year time horizons.
.
A discussion of the financial implications of major development including continued
residential development and revitalization and redevelopment projects.
.
A review of capital, infrastructure and maintenance commitments and spending.
.
A review of past and current use and capability of tax increment financing.
.
An assessment of the financial implications of unfunded retirement system
liabilities.
.
Recommendations for strengthening Chula Vista's financial condition.
The independent financial review has consisted of an intensive review of financial
documents provided by the City, a detailed evaluation of fiscal (costs and revenue)
trends, consideration of market trends and circumstances, a formal workshop with key
City management and departmental staff involved in budget making, and selected
interviews with key City staff members. The findings and recommendations included in
this independent financial review are entirely the opinion of the consultant, based upon
the technical analysis conducted.
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III. FINDINGS
During the last decade, the City of Chula Vista has successfully managed a very rapid
growth rate, requiring a substantial effort involved with planning, administering, and
investing in necessary infrastructure and expansion of municipal services.
It has long been recognized that growth itself was generating substantial direct (e.g.,
service charges and fees) revenues that would subside along with development, both
cyclically and as the community approaches "buildout". However, it has also been
assumed that the more stable revenue base of the City, including property taxes and
sales taxes, would also grow and eventually compensate for rapidly increasing recurring
costs and a downturn in service charges and fees. Although it is likely that this is true in
the long run, delays in the timing of stabilized revenues vs. the loss of development
revenues have contributed, along with several other factors, to short-term financial
stress.
The following findings respond to the first seven" desired results" of the independent
financial review. A subsequent chapter addresses related recommendations.
FINANCIAL CONDITION
1. The City of Chula Vista financial condition was stressed in the current budget cycle
(2006 and 2007).
a. Current budget conditions were
precipitated by substantial
increases in costs, and revenues
falling behind growth seen in
prior budgets. Figure 1
illustrates the recent use of
reserves and one-time funding
sources as expenditures
outpaced revenues.
Figure 1
General Fund Revenues and expenditures
$170
$140
~
=$110
'E
$80
lJse of Reserves & One-
lime Rewnues to Fund
Shortfalls & Md-Year
pppropriat/onS
$50
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b. Expenditure increases included
significant salary increases
(including an initial 8 to 10
percent increase for Public Safety employees beginning in FY06, an increase in
debt service of $6 million annually over the past five years (a portion funded by
the General Fund) to pay for major new public facilities, and a significant
increase in Public Employee Retirement System (PERS) contribution rates.
c. Mid-year appropriations have also had a major impact on the need to draw-
down reserves. From FYOl through FY06, mid -year appropriations, net of
offsetting revenues, totaled $24.2 million.
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Final Report
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d. The effects on reserves were compounded by limited revenue growth, including
revenue "take-aways" by the State; a loss of franchise revenue in 2003 caused by
declining energy prices and adjustments to the method of fee calculation; the use
of reserves to fund shortfalls which reduced interest earnings to the City; and a
slowing of development-related revenues without a corresponding reduction in
related costs.
e. Various "one-time" sources helped balance prior adopted budgets while reserves
have been drawn down for special projects and mid-year appropriations; this
strategy cannot be applied indefinitely without exhausting remaining reserves.
2. It will be challenging to meet budget obligations in the upcoming budget cycle.
a. Going into the two-year budget cycle, recurring revenues are lagging expected
expenditures. A combination of staff-related savings (e.g., freezing unfilled
positions, reducing positions not required for core functions) and other spending
reductions are needed to narrow the gap.
b. Expenditure controls on existing departmental functions, limitations on any new
expenditures, and focus on increasing revenues will all be necessary to balance
the budget and to create a more sustainable basis for future budgets.
c. The new budget provides a context for considering recommended reforms.
3. Over the longer term, the City's financial conditions will improve as its tax base
expands and appropriate fiscal discipline is exercised.
a. Growth prospects in Chula Vista remain sound; substantial development
capacity remains and regional market conditions are favorable to Chula Vista.
While current national economic trends affecting the housing market are
expected to continue for several more years, a rebound will eventually occur, as
is typical of the business cycle.
b. In addition to growth prospects, considerable opportunities exist to continue the
expansion of the City's tax base (e.g., retail sales).
c. Existing collective bargaining agreements (MOOs) expire in 2010. Future
negotiations should link employee compensation agreements to an achievable
forecast of municipal revenues.
d. Recent completion of new public facilities provides capacity for substantial
future growth without a corresponding need for future debt service.
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FINANCIAL MANAGEMENT
4, The organizational structure and staff overseeing the City's finances and the budget
process are sound,
a. The current organizational structure and budget-making procedures followed
reflect common and well-accepted practices among municipalities around the
State and country. Prior City budgets have been recognized for their excellence
by professional organizations including the California Society of Municipal
Finance Officers and the nationally-based Government Finance Officers
Association.
b. Currently, the budget-making process formally begins with overall priority
setting by the City Council followed by an interaction between the Office of
Budget and Analysis (OBA), Finance, and the individual departments. In this
process, departmental budget requests are typically based on prior budget
appropriations, plus new expenditures to cover salary increases, expansion or
improvement to services, and capital outlays. At the same time, OBA and
Finance, being aware of overall revenue limitations, struggle to contain costs,
find additional revenues, and balance the overall budget. Ultimately, the City
Manager prepares a draft budget for consideration by the City Council.
c. Record keeping, data availability, and audited financial statements all reflect
sound financial practices.
d. The two-year budget used by Chula Vista provides a sound approach to
budgeting and can make the budget-making process more efficient and cost-
effective; however, in periods of rapid change or stress, a single-year budget
process maybe necessary.
e. City staff has historically prepared revenue and cost forecasts, although their
budget forecasting capabilities will be improved through implementation of the
"Muni -Cast" model currently under development by the Finance Department.
f. While the City's budget making process formally begins with a priority-setting
process; the process has apparently not comprehensively considered and
prioritized all increases in expenditures, including employee compensation and
benefit agreements, capital expenditures and debt service, and increases in
services or service levels against a conservative forecast of revenues available.
g. The stresses underlying the FY 06-07 Budget were not described in the budget
document. Future budgets should more transparently reveal issues and
constraints being faced and how the budget responds to these issues and
constraints.
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h, The Capital Improvement Program (CIP) document, while comprehensive with
regard.te projects programmed, lacks transparent identification of how majer
capital expenditures are funded and the sources of this funding.
i. Departmental "strategic plans," while useful descriptions of accomplishments
and ideal service and facility plans, are not fully responsive to the budget
priority-setting process because they generally lack assessment of response to
external conditions (e.g., cyclical or permanent reductions in development.
activity) or realistic funding constraints. Moreover, the strategic plans do not in
all cases utilize common forecasting framework or consistently apply
performance-related measures.
5. Cumulative budget implications of previous expenditure commitments, including
major capital projects, staffing levels, and increased employee compensation, were
not adequately anticipated,
a. During the period of rapid urban expansion, the combination of short-term
revenue increases, the growing demands for facilities and services from new
development, and the opportunities to improve civic facilities have focused the
City's attention upon building major inf.rastructure and facilities and expanding
services to meet new demands.
b. During this period, it is not clear that budgetary forecasts and constraints were
adequately taken into account as the City Council considered expenditure
commitments, either during the budget process, negotiations with bargaining
units or when committing to major capital improvements.
c. In budgets prior to the current ('06-'07) budget, deferring consideration of major
expenditures items to mid-cycle limited the ability of the City Council to
consider and prioritize these expenditures in the context of overall budget
conditions and capabilities.
FINANCIAL FORECAST
6, Budget prospects in the five-year time frame (the next two or three budget cycles)
indicate the need to carefully control costs, expand revenues, and rebuild reserve
accounts,
a. At this juncture, beginning preparation of the 2007 and 2008 Budget, revenue
constraints have become evident, along with the full implications of prior budget
commitments.
b. Compensation and benefit agreements with employee bargaining units
committed the City to substantially increased costs through 2010.
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Final Report
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c, Debt service for- major facilities has become a significant General Fund
obligation, totaling $13.7 million annually, although over half ($7.5 million) of
these costs will ultimately be borne by the City's development impact fees. The
debt service, and the General Fund share, will decline by over $2.5 million when
the Pension Obligation Bonds are paid off in 2012. Debt service obligations,
unlike service levels, are not discretionary and cannot be modified in response to
changing revenue availability and budget priorities.
d. The City has recently completed an effort to quantify the cost of major facility
maintenance, including roads and drainage facilities. The major expansion of
infrastructure and facilities in recent years has greatly expanded these cost
obligations, as well as costs associated with a broad range of other public assets
including buildings, parks and recreation facilities for which maintenance costs
have not been fully estimated. It will be necessary in the upcoming and future
budgets to address the costs of preventative and deferred maintenance.
e. Anticipated (conservative)
increases in recurring
municipal revenues are not
likely to match the total
funding required because of
baseline expenditure
increases, new expenditures
(e.g., full funding of
maintenance costs),
adjustments to funding of
redevelopment, and
rebuilding of reserve
accounts. Figure 2 illustrates
conservative revenues just meeting expenditures; however, this expenditure
forecast does not include the full costs anticipated for meeting maintenance
needs, nor for rebuilding reserves.
Figure 2
General Fund Revenues and expenditures
Projected
$200
Moderate
Revenue Growth . -
% /
~
.
c
&
e $170
$140
2007
2008
2009
2010
2011
2012
2013
f. While positive economic activity and greater revenue growth will help address
these funding issues, the City will continue to be subject to certain unpredictable
risks that it has encountered in the past, including development downturns,
fluctuations in energy prices and utility consumption, legal decisions regarding
certain revenue sources, economic cycles affecting the value of its pension assets,
and uncertain timing regarding major development projects.
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Final Report
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7, Budget prospects in the ten-year timeframe are sound. However, caution and
" continued revenue enhancementuwill still-be necessary.
a. Growth prospects are sound and ample opportunities exist to expand the City's
retail and visitor-serving sectors" These opportunities, as realized, will underpin
steady revenue increases during the ten-year time frame.
b" While major capital expenditures have been made in the past few years, reducing
the need for a continuation of capital investment at recent levels, there will be a
continuing need to invest in infrastructure and new facilities in order to maintain
service levels mandated by the Growth Management Ordinance"
c. Concerted action to control costs and to expand existing revenues during the
next five years will contribute to a sustainable fiscal base for Chula Vista in
subsequent years.
d. Significant additional costs are anticipated and will need to be funded in the ten-
year time frame. These include:
Continued increases in staff salaries (to be determined in the next round of
negotiations with bargaining units in 2010);
Funding deferred and scheduled maintenance of major municipal facilities
and infrastructure; and
Assuring adequate reserve accounts.
Additional staff needs to maintain service standards and thresholds.
e. Despite the City's sound growth prospects, future revenues will not be sufficient to
cover all exvenditures. The City will continue to face the potential adverse impacts
of economic cycles, the magnitude of required capital maintenance (deferred and
preventative), and other risks to existing sources of recurring revenues.
Accordingly, seeking efficiencies in service delivery and other cost savings along
with additional sources of revenue for funding desired capital projects or
maintaining or improving service levels may be required.
8. The financial forecast for Chula Vista ultimately depends upon the quality of
information provided by City staff and the budget decisions taken by future City
Councils.
a. The forecasts provided above, or the more detailed forecasts that will be made as
a part of the subsequent budget-making process, provide a basis for decisions.
b. Forecasting should anticipate possible variations in costs and revenues, but it
cannot predict unforeseen circumstances, including changing economic
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conditions, changes in State statutes affecting local government finance, and legal
challenges.
c. The fiscal sustainability and well-being of Chula Vista depends on actions by this
and future City Councils, including:
Fully recognizing revenue limitations and risks.
Achieving economic development objectives.
Establishing clear expenditure priorities.
Balancing decisions regarding capital improvements, staffing levels and
compensation, and services against conservative revenue forecasts.
IMPLICATIONS OF FUTURE DEVELOPMENT
9. There is substantial remaining residential development capacity in Chula Vista that
will require additional expenditures and, at the same time, generate municipal
revenues.
a. The recently updated General Plan included a substantial definition of
development capacity throughout the City; the physical capacity for an
additional 30,000 units exists. As shown on Table 1, the majority of this capacity
is located in eastern Chula Vista.
Table 1: Chula Vista Residential Development Capacity
Residential Development Type
City Sub-Area Single-Family Multifamily Total %
Eastern Chula Vista 6.356 11,084 17 ,440 55%
Northwestern Chula Vista 117 7,667 7,784 25%
Southwestern Chula Vista 62 3,792 3,854 12%
Bayfront Q. 2,400 2,400 8%
Total 6,535 24,943 31,478 100%
21% 79% 100%
Source: Chula Vista Planning & Building Services, based on General Plan.
b. Residential development capacity is dominated by "multifamily" housing
prototypes (e.g., townhomes) of a higher density than the traditional single-
family product that has dominated the market in recent decades.
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c, The mix ofresidential density typeswillgenerallytend~to.generate somewhat
lower average sale prices (and related property taxes). However, the population
growth and related service demands will be slightly less per unit, relative to
single-family development.
d. Over the next decade residential (and related population) growth rates are
expected to be, on average, below those experienced during the early part of the
current decade. For purposes of budget forecasting, a figure of 1,600 units per
year is a sound estimate for the next ten-year period, although annual rates will
vary around this number. It appears that fewer units than the longer-term
average may be built in the next few years as the housing downturn continues.
Near-term revenue forecasts and staffing decisions should reflect the likelihood
of this continuing weak housing market trend.
10. Growth Management Ordinance "threshold standards" obligates the City to
maintaining or improving service levels to this new development (along with all
existing development).
a. The City has successfully expanded facilities and services during the period of
rapid growth and has generally met the "threshold standards" established in the
Growth Management Ordinance.
b. With the City's major infrastructure in place, average additional capital
investments per resident should decline as existing investments full capacity is
realized.
11. Opportunities exist for the City to improve its revenue performance by capturing a
larger share of local retail sales.
a. At the present time residents of Chula Vista continue to make retail purchases
(particularly "regional" shopping goods) in other retail venues in the San Diego
region.
b. Current retail sales tax per capita is $106, which is approximately 75 percent of
the State and Countywide averages.
c. Over time the City's retail performance has improved; however, there is an
opportunity to capture a higher percentage of local sales and attract regional
sales to the City. Major projects under development or in the "pipeline" include
the Otay Ranch Town Centre Mall, the Eastern Urban Center, and expansion of
the Chula Vista Auto Park.
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d. These specific opportunities to increase retail sales, along with new business
.. throughout the City will contribute to a continued increase in retail'sales tax in.
the City's budget.
12. Four major nodes of development will transform the City.
a. The Bayfront area will be transformed by the major destination resort/conference
center currently being planned and negotiated by the City, a private developer
(Gaylord) and the Port of San Diego.
b. The pending adoption of the Urban Core Specific Plan along with subsequent
implementation efforts will set the stage for revitalization and redevelopment of
the Urban Core Area.
c. The University Park and Research Center (UPRC) will be located on a 500-acre
site in eastern Chula Vista. The UPRC will combine the academic activities of a
number of institutions of higher learning, private-sector research and
development and a commercial center.
d. The Eastern Urban Center (EUC) is envisioned as a major urban center located
along the alignment of the new State Route 125 in eastern Chula Vista. The
Eastern Urban Center will include a dynamic mix of higher density housing, a
town center area, community parks and other recreational amenities and a
business park/industrial area.
e. Taken as a whole, these projects will establish a vital new urban context for the
City, attracting new business and services, and creating new educational,
recreational, and commercial opportunities.
13. The current organization of the City's planning and community development
functions inhibits the City's ability to achieve economic development and
redevelopment objectives.
a. The Planning and Building Services Department historically has focused its
efforts on development activity in the eastern portions of the City, whereas the
Community Development department has focused on redevelopment and
planning in the City's western area.
b. The traditional geographic division and conflicts between the Planning and
Community Development Departments inhibit the City's efforts to achieve
specific economic development initiatives, restore and revitalizing existing urban
areas, and sustain quality of life throughout the City.
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c. While the strong commitment to managing new development in the eastern
portion of the City should continue, a balanced. approach to.revitalizing existing.
commercial areas and neighborhoods throughout the City will also be needed,
including redirection of development-related staff resources to code enforcement
and neighborhood revitalization. As this transition occurs, cost recovery through
service charges to new development will proportionately diminish, increasing
the general fund support for planning and building-related services.
CAPITAL INVESTMENTS AND RELATED MAINTENANCE
OBLIGATIONS
14. The City has aggressively pursued major capital investments during the past decade.
a. During the past five years the City has significantly increased its infrastructure
and public facilities assets, the estimated value of which grew from $370 million
to over $900 million, an increase of over $500 million (not including
"construction in progress").
b. These improvements have included the infrastructure necessary to support
development in the east, primarily constructed by developers as conditions of
approval and the City's development impact fees, and also major civic facilities
including the police headquarters, the renovated City Hall, the new corporation
yard, the three new recreation centers, and the three new fire stations.
Table 2: Additions to City Assets
Fiscal Year Ending (1)
Item 2002 2003 2004 2005 2006 5-Year Total
Land $4.8 $3.9 $6.6 $8.7 $2.5 $26.5
Construction in Progress 22.9 29.6 30.0 32.8 42.5 157.8
Buildings 0.1 27.5 1.0 77.2 105.8
Other Improvements 2.0 3.4 5.7 4.0 15.1
Machinery and Equipment 3.9 3.5 3.4 3.7 3.0 17.5
Infrastructure 11.7 153.9 60.4 69.8 67.1 362.9
Total $43.4 $220.4 $104.8 $120.7 $196.3 $685.6
(1) 2006 shows governmental activities; other years include business.type activities.
Sources: Comprehensive Annual Financial Reports, Notes to Financial Statements; Economic and Planning Systems. Inc.
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15. Funding for capital improvements has come from a variety of sources that might not
be sustained-in the-future.
a. Funding for the new capital improvements has been den ved from development
impact fees, tax increment financing, other special funds, and increasingly, the
General Fund.
b. As the level of development has stabilized and existing financial capacity has
been tapped, the rate of investment that has occurred recently will not be
sustained.
16. Additional capital improvements will be necessary as growth continues; the Growth
Management Ordinance "threshold standards" establish a quantitative link
between facilities and new development.
a. Recent investments and pending agreements assure that a complement of
facilities needed to achieve "threshold standards" either are built or will be built.
b. Generally, growth-related infrastructure is funded with the City's development
impact fees. Major facilities, such as the new City Hall, the policy headquarters,
and the corporation yard, all have capacity to meet demands of buildout levels of
population.
c. Additional facilities, including new fire stations, parks and recreation centers,
and the proposed new library will be needed to meet threshold standards as the
City continues to grow.
17. Operating and maintaining infrastructure and civic facilities will place an
increasing financial burden on City.
a. As the facilities age, maintenance costs will grow. Future costs will be even
greater if inadequate funds are committed to maintenance in initial years, and
deferred maintenance is allowed to grow.
b. Maintenance of existing facilities has, in some cases, been deferred, so there will
be additional costs involved in addressing this deferred maintenance.
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Chula Vista Financial Review
June 14, 2007
TAX INCREMENT FINANCING
18. Over the past 30 years the City established five redevelopment project areas which
have subsequently been amended, expanded, and merged.
a. Five redevelopment projects areas have been formed in Chula Vista including
Town Centre 1 (1976), Town Centre II (1978), Otay Valley (1983), the Southwest
Area (1990), and the Bayfront (1974).
b. These redevelopment project areas have been amended over the years, and more
recently, merged into two larger project areas, the Merged Chula Vista
Redevelopment Project Area and the Merged BayfrontfTown Centre 1
Redevelopment Project Area.
c. Despite the mergers, the original duration of the original (now constituent)
project areas remain; the Town Centre areas (I and II) will come to term (the time
beyond which no debt can be issued) in the next decade.
d. The Redevelopment Plan areas have substantial tax increment and bonding
potential remaining, per the legal limits as set forth in the enabling
redevelopment plans; however this capacity has not been realized due to lack of
growth in assessed value.
19. Funding from redevelopment project area property tax increments is allocated to a
variety of redevelopment-related activities and obligations.
a. Taken as a whole, the redevelopment project areas generate approximately
$10.4 million in property tax increments annually.
b. Under the terms of the original redevelopment plans approximately $2.3 million
of tax increment funding is "passed through" to the County and other taxing
jurisdictions.
c. Under the provisions of State Redevelopment Law, 20 percent of tax increments
must be set aside for affordable housing projects in the City; at the present time
nearly $2 million annually is set aside for affordable housing subsidies, which is
slightly less than 20 percent of the total increment. The percentage is less than 20
percent because of prior expenditures of tax allocation bond for affordable
housing projects.
d. Current debt obligations, including tax allocation bonds and payments on
certificates of participation, total $3.9 million annually. These debt commitments
will be relatively stable in the coming decade.
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Final Report
Chula Vista financial Review
June 14, 2007
20. Current funding commitments constrain future use of property tax increment
financing-to stimulate desired. -private investment.
a. The tax increment remaining after "pass-throughs", affordable housing, and debt
service is approximately $2.5million annually. All of this remaining increment
has been consumed in recent years entirely by operational and administrative
costs. In fact, costs applied to the redevelopment fund have exceeded
redevelopment tax increment funding available in recent years.
b. In the FY 05-06 Budget, approximately $4.3 million of costs were applied to
redevelopment. Of these charges $3 million were for Community Development
Staff while the remaining $1.3 million were for other department staff, most
significantly the City Attorney, Administration, and Planning and Building
departments.
c. The direct cost of Community Development staff (without the City overhead
factor) was approximately $1.5 million.
d. Savings to the tax increment fund could be achieved if the current Community
Development staff were charged directly (without the applied City overhead
factor) and other City department direct costs were more limited. However, this
shift in cost allocation would come at the expense of the City's General Fund.
e. In any event, virtually no tax increment funding remains for project-related
investments. The future ability of Redevelopment Agency to make substantial
investments will depend upon increases in the assessed value within the
Redevelopment Project Areas, which in turn is linked to success of revitalization
and economic development efforts.
21. Major investments funded with tax increment have not in all cases led to
corresponding private investment and related redevelopment activity.
a. Major investments made with redevelopment funds, including sites for public
facilities (police station), parking garages, and streetscape improvements, were
not directly linked and strategically targeted to incentivize private development.
b. In the past no objective criteria appear to have been applied by the Community
Development Department in making project-related investments. State statutory
requirements, while directive, are rather broad and subject to interpretation.
c. The adoption of the Urban Core Specific Plan and pursuing its implementation
will remove current land use policy constraints that limit potential
redevelopment and revitalization activity in the Urban Core Area.
Redevelopment of the area will help achieve economic development and
redevelopment goals which in turn will contribute to the City's revenue base.
15
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;a)0-li
Final Report
Chula Vista Financial Review
June 14, 2007
22. Prospects for the deployment of redevelopment powers and resources in Chula Vista
~~ arefavorable. .~
a. Market conditions in the redevelopment project areas, as is the case throughout
the City, are sound, despite the current downturn in the housing market. Ample
business opportunities consistent with City's redevelopment objectives exist, as
is evidenced by the pending exclusive negotiating agreements.
b. There are many competing uses for redevelopment activity throughout the
project areas including improving existing neighborhoods, subsidizing
affordable housing, leveraging (and thus stimulating) private investment in
beneficial projects that would otherwise be Infeasible, and providing beneficial
urban amenities that generally stimulate private investment.
RETIREMENT LIABILITIES
23. The City has entered into agreements with public employed bargaining units under
which the City must fund an expanding retirement obligation through PERS.
a. At the present time, payments on behalf of City employees to the retirement
system equal 16 percent of the City's General Fund.
b. As employee salaries increase, future retirement obligations and required
contributions similarly increase. The 8 to 10 percent salary increase for Public
Safety employees beginning in FY06 created an additional liability that may
trigger an increase in contribution rates, depending on the future performance of
the PERS investments.
24. In addition to the direct payments made on behalf of the employees to the retirement
system, the performance of the PERS portfolio, which is subject to market forces,
could be a further drain on City financial resources.
a. Since 2002, contribution rates increased dramatically, largely because of adverse
impacts of market conditions on PERS investments. As shown in Table 3, stock
market gains during the late 1990s provided adequate funding for the retirement
plan. The subsequent losses required a significant, multimillion annual
contribution by the City to assure adequate funding.
b. The most recent PERS analysis (June 30, 2005) indicated that the unfunded
liability for the Safety Plan was 91.6% and for the Miscellaneous Plan was 77.3%
(based on market value of assets).
c. Future economic cycles could similarly cause significant cost increases to the
City's budget, although the "smoothing" strategy implemented by PERS will
limit year~to~year fluctuations in financial market performance.
16
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Final Report
Chula Vista Financial Review
June 14, 2007
Table 3: PERS Required Contribution Rates (1)
Category
2002
Fiscal Year Ending
2003 2004 2005
2006
Public Safetv
Employer
Other (2)
Total
Miscellaneous
Employer
Other (2)
Total
0.00% 0.00% 5.78% 24.47% 23.25%
9.00% 9.00% 9.00% 9.00% 9.00%
9.00% 9.00% 14.78% 33.47% 32.25%
0.00% 0.00% 12.02% 15.98% 20.15%
8.00% 8.00% 8.00% 8.00% 8.00%
8.00% 8.00% 20.02% 23.98% 28.15%
(1) Does not include additional oasts to repay City's Pension Obligation Bond.
(2) "Other" includes City-funded employee share.
Sources: CalPERS Actuarial Valuation Reports
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20:b- 20
IV. STRENGTHENING CHULA VISTA'S FINANCIAL
CQNQI1'ION
The findings of this financial review effort expressed above lead to a set of
recommendations for strengthening Chula Vista's financial condition. As noted in the
findings the circumstances faced by the Oty are entirely manageable; while there are
existing and future challenges to be faced, the prospects for the City are very sound
given regional market conditions, related development opportunities, the investments
that have been made and the capabilities of City staff.
The key to facing the challenges will be a commitment to a set of changes including
those related to budget making, departmental management, and reorganization.
1. Decisive action is necessary in the cnrrent budget cycle to contain costs allowing
recnrring municipal revenues to "catch up" with sustained expenditure levels.
a. A substantial effort will need to be made to contain expenditures through such
actions as freezing or eliminating certain unfilled positions and limiting non-
essential capital outlays, and curtailing or eliminating non-core services.
b. It will be important for this cost-containment effort not to inhibit essential
capabilities or impede activities that have potential for increasing municipal
revenues, including maintaining an adequate complement of staff in key
development services functions including processing development applications,
implementation of key planning and community development initiatives
including major retail expansion projects, the Bayfront, and the Urban Core Area.
c. Funding expenditures that in the longer term are viewed as essential (e.g., re-
establishing a sufficient reserve fund) will need to be deferred until sufficient
revenues become available.
d. Consider reverting to a single-year budget cycle for a period of the next four
years.
2. Continue transitioning to a more "program planning" and "performance- based"
budget process utilizing departmental strategic planning and effective City-wide
priority setting.
a. City staff has been moving toward program- and performance-based budgeting
for the past several budget cycles. A program-oriented budget is based primarily
on programs (and program priorities) and secondarily on traditional budget unit
characters and objects. The major benefit of a program planning approach lies in
the planning and priority setting process, i.e., the process of making budget
decisions that support specific multi -year plans and related performance
measurement.
18
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Final Report
Chula Vista Financial Review
June 14, 2007
~ b, -However, as~notedin thefindingsi~the current budgdmaking~process~doesnot~
necessarily provide a full opportunity for requested expenditures to be fully
prioritized in view of budget constraints and strategic objectives, while at the
same time information that would allow such prioritization currently exists (or
can be included) in the strategic plans prepared by the individual operating
departments.
c. Departmental "strategic plans" typically serve as a basis of a program-oriented
approach to budgeting. The City's departmental strategic plans, in the future,
should incorporate assessment of potential external forces influencing service
costs (e.g., growth rates), consider likely constraints on general fund revenues,
and focus on specific program outcomes and service standards and on ways to
increase efficiency and scale operations to reasonable expectations of service
demands.
d. At all times but particularly at a time of fiscal stress, priority setting - making
strategic choices responding to limited budget resources is essential.
3. Strengthening reserve accounts should be a primary objective budget policy in future
budget cycles.
a. Current reserve policy, at 8 percent, may be inadequate, given the contingencies
and risks faced by the City as time goes forward. Whlle there is no "magic"
number, a target of 15 percent would provide a more comfortable cushion
against unforeseen events and circumstances. During peak growth periods,
larger contributions will help to buffer against inevitable downturns.
b. Reserve funds should be retained for the purpose of dealing with unforeseen
circumstances or expenditures. Thus, the City Council should be required to
make specific findings regarding the proposed expenditure in order to transfer
funds from reserves to the General Fund or special projects. At the same time a
more thorough effort to anticipate costs in the adopted budget will minimize the
need for drawing down reserves.
c. In addition to general reserves, a number of special reserve funds should be
created and funded at an appropriate level including the existing equipment
replacement fund and a facility maintenance fund. Longer term replacement of
major facilities will also be an expenditure at some point in the future. The levels
can be determined through a combination of risk assessment, "life-cycle" cost
analysis, and evaluation of existing conditions and optimal levels of
repair/replacement.
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Chula Vista Financial Review
June ]4, 2007
4. Applying the financial forecasting capability presently being developed by City staff
will help assure that expenditure-commitments are offset-by-realistk expectations of -
municipal revenues.
a. City staff is currently deploying a new budget forecasting capability using the
"Muni -Cast" software. This new forecasting ability will improve the ability of
staff to forecast future budget conditions, conduct sensitivity analysis, and assist
in the priority-setting actions of the City Council.
b. Improved technical capability to estimate costs associated with maintenance of
municipal infrastructure will assist in budgeting for this purpose.
c. The departmental strategic plans should incorporate and respond to the City's
overall revenue forecast and be developed in sufficient financial detail (annual
costs and phasing) to facilitate incorporation into the cost forecasting effort.
d. The cost and revenue forecasting process should including specific "sensitivity"
analysis of potential budget circumstances such as loss of a vulnerable revenue
source, continued downturn in development-related revenues, and failure to
achieve economic development objectives. For example, during the next few
years the implications of a protracted slowdown in housing starts should be
explored.
5. The City should focus its planning and economic development efforts upon coherent
effort to promote development consistent with the General Plan, thereby expanding
the City's tax base.
a. This expansion should occur through economic development, redevelopment,
strengthening of existing retail business, and revitalization of existing
neighborhoods.
b. A concerted effort of the City, engaging the talents of all related departments,
should be focused upon achieving key economic development and
redevelopment objectives including the Bayfront, the Urban Core revitalization,
the Eastern Urban Center, the University Park and Research Center, and the
expansion of retail shopping opportunities throughout the City.
c. Objective criteria should be established to determine the appropriate type and
amount of financial assistance to development projects. As an example,
redevelopment investments should meet a range of "tests" including such
requirements as the "but for" test (without assistance the project would not
happen); "proportional direct private investment" (private investment should
match redevelopment expenditures by a factor of ten or more); and "economic
development and fiscal benefits" (e.g., jobs, retail sales taxes, blight removal,
etc.).
20
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Final Report
Chula Vista Financial Review
June 14. 2007
~ d,
Reorganization of~the City's. planning,redevelopment,- economic-development,
housing, and development services functions and related policy and procedural
reforms can improve the efficiency and effecti veness of planning and economic
development efforts. Given history, such reorganization will be challenging. An
independent management study should be conducted to determine the most
optimal organizational structure and the steps necessary to achieve this
structure.
e. In any event, the Redevelopment Agency should be maintained as a separate
budget unit.
6. Attaining and sustaining maximum "cost recovery" for development related services
should be implemented through regularly updating service fee schedules.
a. A review of development service charges for services, impact fees, and related
development-related revenues should be conducted. Consistent with recent
completed technical analysis, service charges and fees should approach fun "cost
recovery" levels.
b. Service charges and fees should be "indexed" annually and/or updated every
year or two to assure that they remain able to cover related costs.
c. The potential economic effects of service charges and fees should, at the same
time, be considered and policies established for balancing cost recovery efforts
with economic development objectives.
7. The City should monitor regional and State trends related to pension reform.
a. It is recognized that the City will need to continue offering competitive salary
and benefit packages to assure attraction and retention of high quality staff;
however, cost increases, especially for public safety functions, win likely
continue to escalate faster than existing recurring revenues, placing continued
pressure on the budget.
b. This issue is of concern to cities throughout the State (and around the entire
Country) and thus responses at the State level will continue to be a possibility.
The City should, through its legislative efforts and participation in the League of
Cities, monitor and participate in the formulation of appropriate reforms.
21
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Chula Vista Financial Review
June 14, 2007
8. New sources of revenue, especially related to maintenance and capital replacement
obligMions;shouldbe sought,------ -- ---.---
a. Major, currently unfunded expenditures will be needed to maintain the City's
growing infrastructure and public facilities assets.
b. Alternatives for funding these maintenance costs should be considered including
the creation of City-wide maintenance districts, creation of development-;;pecific
maintenance districts or assessments, or expansion of general revenues to cover
these costs (e.g., sales tax measure).
9. Special funding should be sought for major civic facilities in the future (e.g., general
obligation bonds).
a. The City has benefited from growth over the past several decades; this
development has, through the City's development impact fees and other
revenues and agreements, funded a substantial improvement in the City's
infrastructure and public facilities.
b. Additionally, as general revenues have increase, the City has funded new public
facilities with general revenue sources using certificates of participation and
other funding mechanisms including redevelopment tax increments.
c. Development-related and general revenue sources will both be more constrained
in the future and thus the City may need to seek funding from voter-approved
bonds. Such bonds (e.g., a general obligation bond) can be used for a variety of
community improvements including deferred maintenance projects and new
public facilities.
22
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1.0 D-2e:.s
ADDENDUM
-- - --- - -.------ -- ~ .--- ~ ..~
During City Council deliberation regarding the Independent Financial Review, a series
of questions were raised along with a request for clarification and prioritization of the
recommendations contained in the Report. Additionally, a key concern expressed was
the importance of follow-through on the recommendations. This Addendum provides
additional details for a number of priority recommendations and a framework for
implementing the recommendations.
A number of the recommendations are policy changes that can be implemented in short
order without significant analysis. Other recommendations would require additional
analysis or specification. Priority recommendations are expanded upon below,
including specific implementing language.
Table A-I includes a complete listing of findings and recommendations abstracted from
the Independent Financial Review, in a format to facilitate implementation. This table
provides a useful tool for the Council priority-5etting process, initiating work on the
recommendations and tracking progress. The "Priority" actions are described below,
and identified in Table A-I as priority "1". Other actions which could be implemented
immediately are identified as priority "2", and actions requiring a longer-term process
are identified as "3" in the table. Each action includes a reference to the corresponding
section and finding in the report.
PRIORITY ACTIONS
1. Establish policies for mid-year budget amendments.
The past practice of mid-year appropriations in a two year budget cycle contributed
to a significant draw-down of reserves, and, moreover, such appropriations can be
contrary to comprehensive priority-setting (llI.1.a) normally involved in budget
making. The Council should consider establishing policies limiting the use of mid-
budget appropriation amendments, for example:
. Funding for response to natural disasters and other unforeseen emergencies.
. Adjustments to budgeted items that cost more (or less) than anticipated.
. Funding an unforeseen time-sensitive expenditure where a substantial public
benefit is obtained.
23
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Final Report
Chula Vista Financial Review
June 14, 2007
2. Establish guidelines for appropriate use and amount of reserves.
The City Council should consider reviewing its policy regarding the level and type
of the General Fund reserves; specifically:
. Increasing the target level of General Fund reserves to 15 percent of budgeted
expenditures. .
. Establishing a set of specific findings required in order to transfer funds from
reserves to the General Fund or special projects.
. Create a special reserve fund for public facility maintenance, funded annually at
a level commensurate with expected maintenance expenditures.
3. Establish priorities and guidelines for Redevelopment Agency assistance.
The City of Chula Vista Redevelopment Agency, pursuant to the statutory
requirements and the City's community development objectives, should consider
establishing criteria to evaluate requests for redevelopment assistance by private
companies. Application of these criteria will assure that redevelopment agency
assistance to private parties is consistent with applicable legal standards, State
statutory requirements (Community Redevelopment Law), and will contribute to an
optimal use of available redevelopment funding. These criteria should include and
quantify four topics:
1. The need for Redevelopment Assistance
2. The stimulation of substantial direct and indirect private investment
3. The creation of substantial economic and fiscal benefits
4. The provision of amenities or infrastructure not otherwise achievable
Such criteria would allow the City to document that requests meet redevelopment
requirements, and prioritize, if necessary, requests for redevelopment assistance.
Strategic goals and objectives should also be established to focus Agency assistance
(see also #4, Revise Strategic Plans) and specific projects and/or areas of the City.
4. Revise Departmental Strategic Plans
City department's strategic plans should be responsive to the budget priority-setting
process, and should consider assessment of response to external conditions (e.g.,
cyclical or permanent reductions in development activity) or realistic funding
constraints (I1I.4.i). Strategic Plans should consider the following:
. Follow a consistent form and content established by the City Manager.
. Align service requirements to a common set of demographics and growth
forecasts based upon the Annual Growth Management Report.v
24
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Final Repart
Chula Vista Financial Review
June 14, 2007
. Quantify and describe "core services" required at different levels of development
--activity-and in-differentareasof the-City----
. Describe a strategic response to City Budget priorities and forecasts.
5. Revert to a single-year budget.
The two-year budget cycle provides a sound approach to budgeting and can make
the budget-making process more efficient and cost-effective; however, in periods of
rapid change or stress, a single-year budget process may be necessary.
6. Complete implementation and deployment of the "Muni-Cast" model.
The modeling capability currently under development by the City can provide
improved budget forecasting and sensitivity analysis capabilities:
. Use a conservative development forecast, based upon the forecast developed for
the Annual Growth Management Report, but including sensitivity analysis to
bracket a lower (or higher) amount of development.
. Add "line items" to help evaluate the financial implications of
MOUJcompensation and benefit changes
. Add a feature that estimates the operating cost implications of major capital
investments (e.g. new parks, library, etc.)
. Add a feature that allows cost/revenue implications of future development
projects.
7. Expand asset management planning.
In addition to forecasting the maintenance costs of the City's roads and drainage
facilities, the maintenance costs of other facilities, e.g., parks, public buildings, etc.
should be calculated. This Action would provide data related to the establishment of
maintenance reserves (Action #2 above).
8. Review fees and charges and update on a regular basis
"Indexing" or updating the City's development-related service charges and
development impact fees is important to assure funding commensurate with current
costs and that "full cost recovery" is being achieved to the extent possible.
. Where possible fees and service charges should be "indexed" annually to adjust
for general price inflation.
25
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;) ')1"' ,) Y
?-J~ i./-.?L
Final Report
Chuia Vista Financial Review
June 14, 2007
. Cost estimates included in the technical work supporting the development
_ impact feessh"uld- be reviewed-at a rninimum-ofevery-two-years t"assure that- --
the estimates reflect current costs.
. Staffing assignments and related cost recovery targets should be set based upon
the development forecast framework utilized in the budget forecasting model.
9. Consider funding from voter-approved bonds.
Development-related and general revenue sources will both be more constrained in
the future; accordingly the City may need to seek funding from voter-approved
bonds (IV.9.c):
.
Identify various forms of voter-approved funding
Identify the planned capital projects that are most suitable for City-wide funding.
Conduct scientific polling to gauge public support for capital projects and
willingness to pay for these projects.
.
.
10. Consider the formation of a budget oversight committee
The Independent financial Review concluded that the organizational structure and
staff overseeing the City's finances and the budget process are sound (IIlA). While a
budget oversight committee was not originally included as a recommendation in the
Independent Financial Review, the concept was raised by the City Council. The City
council can recommend that a committee such as the Legislative Subcommittee
provide ongoing oversight to the budget process and related implementation efforts,
or crate a new, specific budget oversight subcommittee.
. Identify oversight functions and information desired and charge finance and
budget staff to provide the desired information.
. Identify and evaluate examples of such similar committees in other jurisdictions.
Following completion of the above items consider additional levels of City Council
review and scrutiny.
26
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20 D- 2Si
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20D-:::S 2-
BIBLIOGRAPHY
20 D~'::j'3
III
Economic &
Planning Systems
i',d-11O '-J'.',,!].
-1' c-,iTT:' i" ,-tTTii-iiliiii-i,'<
h ":~ j" 'I,d i , <1",""1,-'
,'i'ldi." I'",,'
BIBLIOGRAPHY
______ __.u_.. ______,____ _'__'_~_ .,..--.--- -------.-'..----
1. Bob McSeveney, Principal Management Assistant. City of Chula Vista
Department of Planning and Building. Memorandum to Maria Kachadoorian,
Director of Finance via J.D. Sandoval, Director of Planning & Building. "POs Not
Carried Over to FY 06/07." January 5, 2007.
2. Bob McSeveney, Principal Management Assistant. City of Chula Vista
Department of Planning and Building, Memorandum to Maria Kachadoorian,
Director of Finance and Ed Van Eenoo, Director of Office of Budget and Analysis
via J.D. Sandoval, Director of Planning & Building. "FY07 Redevelopment
Revenues." August 28, 2006.
3. Bob McSeveney, Principal Management Assistant. City of Chula Vista
Department of Planning and Building. Memorandum to Ed Van Eenoo, Office of
Budget and Analysis Director via J. D. Sandoval, Planning and Building Director.
"Code Enforcement FY06/07 Revenues Budget." July 21, 2006.
4. Brad Remp, Assistant DirectorjBuilding Official. City of Chula Vista Department
of Planning and Building. Memorandum to File. "Building Fee Study Adoption."
January 24, 2007.
5. "CaIPERS Actuarial Valuation - June 30, 1999. Miscellaneous Plan of the City of
Chula Vista Employer Number 195." October 26, 2000.
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7. Chula Vista Public Library. "Chula Vista Public Library Strategic Plan 2002-
2006." April 2002.
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Projections for New Residential, Commercial and Industrial Parcels within the
Major Project Area as of 2003 - 2006." March 28,2007.
11. City of Chula Vista. "Planning Fee Schedule." March 26,2007.
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Residential Growth Forecast Years 2007 through 2011." January 2007.
13. City of Chula Vista. "Adopted Budget Fiscal Years 2006-2007: Volume I"
P: \ 17000s \ 17006Chul~FinRvw IReport\ Bibliogmphy.doc
201)-3'/-
Chula Vista Financial Review
June 14, 2007
14. City of Chula Vista. "Adopted Budget Fiscal Years 2006-2007: Operating Budget:
- -Volume-II"--- ------- --.- ---- -. ---- -----.. -- -- ----
15. City of Chula Vista. "Comprehensive Annual Financial Report for the Year
Ended June 30, 2006." October 26, 2006.
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Vista and Chula Vista Police Officer's Association FY 2005/06 through 2009/10."
August 2006.
17. City of Chula Vista. "Fiscal Year 2007 Budget Update." July 1, 2006.
18. City of Chula Vista. "General Fund Five Year Forecast 2007-2001." May 25, 2006.
19. City of Chula Vista. "Budget Update Fiscal Year 2007: Capital Improvement
Program." May 23, 2006.
20. City of Chula Vista. "Comprehensive Annual Financial Report for the year ended
June 30, 2005." September 30, 2005:
21. City of Chula Vista. "Recirculated Draft Environmental Impact Report."
September 2005.
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Vista and Chula Vista Employees Association July 1, 2005 - June 30, 2010."
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Vista and Local 2180 International Association of Firefighters AFL.CIO July 1,
2005 - June 30, 2010."
24. City of Chula Vista. "Memorandum of Understanding between the City of Chula
Vista and Western Council of Engineer July 1, 200S - June 30, 2010."
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Summary." June 28, 2005.
26. City of Chula Vista. "Adopted Budget Fiscal Years 2006 & 2007: Capital
Improvement Program." May 24,2005.
27. City of Chula Vista. "Adopted Budget Fiscal Years 2006/2007: Volume II
Operating Budget."
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June 30, 2004." October 1, 2004.
ii
P:\I7000s\17006Cl1uIilFi/lRlIw\Report\Bibliogra,.ny.doc
2OD-.:-.3S
Chula Vista Financial Review
Jun' 14, 2007
_ 30, -- - Diy-of E:hulaVista-Growth ManagementOversight Eommission~-"201}3-2004----
GMOC Annual Report." September 14, 2004.
31. City or Chula Vista Grown Management Oversight Commission. "2003-2004
Annual Report Appendices." September 2004.
32. City of Chula Vista. "Adopted Capital Improvement Program Fiscal Years 2004
& 2005."
33. City or Chula Vista. "Adopted Budget Fiscal Years 2004 & 2005: Volume II
Operating Budget."
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35. City or Chula Vista. "Comprehensive Annual Financial Report ror the year ended
June 30, 2003." October 3, 2003.
36. City of Chula Vista. "Adopted Budget Fiscal Years 2004 & 2005: Volume I Budget
Summary." June 17, 2003.
37. City of Chula Vista Council Agenda Statement. May 20, 2003.
38. City or Chula Vista. "Strategic Themes." April 9, 2003.
39. City of Chula Vista. "Comprehensive Annual Financial Report for the Year
Ended June 30, 2002." October 18, 2002.
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Oversight Commission." 5th revision, May 2002.
42. City or Chula Vista. "Indirect Cost Allocation/Full Cost Recovery Plan FY 2000-
01 Update."
43. City of Chula Vista. "Comprehensive Annual Financial Report for the year ended
June 30, 2001." November 14, 2001.
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45. City of Chula Vista. "Proposed Capital Improvements Program Fiscal Year 2001-
02 and 2002-03."
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iii
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20 D-36
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------------
48.
49.
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51.
52.
53.
54.
55.
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Chula Vista Financial Review
June 14, 2007
City of Chula Vista. "Proposed Budget Fiscal Years 2002 and 2003." May 29,
--.2001-.---- -------- -- -- - ___~_u m_____ - om ----
City of Chula Vista. "Comprehensive Annual Financial Report for the Fiscal Year
Ended June 30, 2000." December 12, 2000.
City of Chula Vista. "Adopted Budget Fiscal Year 2000-2001." August 24, 2000.
City of Chula Vista. "Proposed Capital Improvements Program Fiscal Year 2000-
01."
City of Chula Vista. "Comprehensive Annual Financial Report for the Fiscal Year
Ended June 30, 1999." October 1, 1999.
City of Chula Vista. "Adopted Budget Fiscal Year 1999-2000." May 25,1999.
City of Chula Vista. "Proposed Capital Improvements Program Fiscal Year 1999-
00." May 13, 1999.
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June 30, 1998."
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99." May 4, 1998.
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1997." November 21,1997.
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iv
P:\ 17000s\17006Chu/aFiIlRuw\RepwtIBibllogr'Ilr;f1Y.doc
20 J:;'-?", 7
Chula Vista Financial Review
June 14, 2007
64.
Community Development Department. "Five-Year Strategic Plan." March 28,
2006,-n . ----.... -... --..---.
65. Dana M. Smith, Assistant City Manager. Memorandum to Jim Sandoval, Director
of Planning and Building via Jim Thomson, Interim City Manager.
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June 14, 2007
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P:\ 17(l(l(l5\17(lD6Chu/llfjnRllW\R~t\ Bibliogmjity.rWc
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Chula Vista Financial Rroiew
June 14, 2007
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~'V-"r'-
Chula Vista Financial Review
June 14, 2007
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2003.
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IX
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2DD-4Z-
Chula Vista Financial Review
June 14, 2007
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June 14. 2007
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Chula Vista Financial Review
June 14, 2007
147.
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Chula Vista Financial Review
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P: \ 170009 \ 17006Cl1uhl FiIlRvw \Report \ Bibliography.doc
2DD-%
ApPENDIX A:
BACKGROUND DATA
2()D-Lf7
II
Economic &
Planning Systems
1'1;/11,. ('i'Il!!J"
f[~;~jrT7;il;:T7-;'IJ;;I-!-i ;-;-:::-- ---
J"'gi""'III'("',,,,,;;,.(
L<i';,il.;,-J',./;.,)
Table of Contents
Appendix
Chula Vista Financial Review; EPS# 17006
Figure # Name
Figure A-1 Residential Building Permits
Figure A-2 Cumulative Residential Units and Population
Figure A-3 General Fund Revenues
Figure A-4 General Fund Expenditures
Figure A-5 Chart of General Fund Revenues and Expenditures
Figure A-6 Chart of General Fund Revenues and Expenditures
Figure A-7 Chart of Projected General Fund Revenues and Expenditures
Figure A-8 Redevelopment Agency Revenues
Figure A-9 Redevelopment Agency Expenditures
Figure A-10 Personnel Positions and Service Costs
Figure A-11 Additions to City Assets
Figure A-12 PERS Required Contribution Rates
Economic & Planning Systems, Inc. 4/612007
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Figure A.11
Additions to City Assets
Chula Vista Financial Review
Fiscal Year Ending (1) 5- Year
Item 2002 2003 2004 2005 2006 Total
Land $4.8 $3.9 $6.6 $8.7 $2.5 $26.5
Construction in Progress 22.9 29.6 30.0 32.8 42.5 157.8
Buildings 0.1 27.5 1.0 77.2 105.8
Other Improvements 2.0 3.4 5.7 4.0 15.1
Machinery and Equipment 3.9 3.5 3.4 3.7 3.0 17.5
Infrastructure 11.7 153.9 60.4 69.8 67.1 362.9
Total $43.4 $220.4 $104.8 $120.7 $196.3 $685.6
(1) 2006 shows governmental activities; other years include business-type activities.
Sources: Comprehensive Annual Financial Reports 2002-2006. Notes to Financial Statements; Economic and Planning Systems, Inc.
Economic Planning Systems, Inc. 4/612007
P:\ 17000s\ 17006ChulaFinRvwIDatalCVBudginfo031407
2OD-& I
Figure A-12
PERS Required Contribution Rates
_ Chula Vist"Fin_allc.ial Review;E~S#_17006 ...
Contribution
2002
Fiscal Year Ending
2003 2004
2005
2006
Public Safety
Employer (1)
Other (2)
Total
Miscellaneous
Employer (1)
Other (2)
Total
0.00% 0.00% 5.78% 24.47% 23.25%
9.00% 9.00% 9.00% 9.00% 9.00%
9.00% 9.00% 14.78% 33.47% 32.25%
0.00% 0.00% 12.02% 15.98% 20.15%
8.00% 8.00% 8.00% 8.00% 8.00%
8.00% 8.00% 20.02% 23.98% 28.15%
(1) Does not include additional City costs to repay Pension Obligation Bond.
(2) "Other" includes City funded employee share.
Sources: CalPERS Actuarial Valuation Reports
Economic Planning Systems, Inc. 4/6/2007
P:\17000S\1700f5CtlUlaFinRvwIDataICVBudglnfo031407
2OD-02-
~ -n:: f,\ .dlO ~
II. ro ~".' ? (-
r r4-' fY " ..0
,
Summary of Actions from
Independent Financial Review
Presented by:
Walter F. Kieser
Economic & Planning Systems
July 10, 2007
, .
Background
· City Council initiated independent financial
review in January 2007
· Draft report presented to City Council in April
· Council direction regarding recommendations
and additional information
· Final Report published in June
· Priority actions provide City Council with
ability to direct implementation and establish
accou ntabi I ity
1
. .
Key Findings
1. Not "crisis"; fiscal stresses manageable
2. Financial management will benefit from
stronger policy framework and priority-
setti n g
3. Expenditure controls needed in short term
4. Achieving efficiencies and revenue growth
can secure long term fiscal health
5. Development opportunities key to fiscal
health (Bayfront, Urban Core, Eastern Urban
Center, University Park, Retail centers)
2
. .
Key Findings
6. Funding new capital projects and related
maintenance and operating expenses may
require new sources of revenue
7. Tax increment funding limited by lack of
redevelopment activity; renewed effort
needed to achieve objectives
8. Retirement obligations a growing burden
upon operating budgets; obligations must be
anticipated in budget forecasting and
carefully managed.
3
Priority 1
Num. Description ~
Action type
1 Establish policies for mid-year budget amendments Council Directive
2 Establish guidelines for appropriate use and amount of reserves Council Directive
3 Establish priorities and guidelines for Redevelopment Agency assistance Council Directive
4 Revise Departmental Strategic Plans Council Directive
5 Revert to a single-year budget for a fixed duration Council Directive
6 Complete implementation and deployment of the "Muni-Cast" model Council Directive
7 Expand asset management planning Council Directive
8 Review fees and charges and update on a regular basis Council Directive
9 Consider funding from voter-approved bonds Council Directive
10 Consider the formation of budget oversight committee and an audit committee Council Directive
11 Evaluate the staffing, funding and services organization of community development functions Council Directive
4
Priority 2
Num. Description Action type
12 Evaluate the reorganization of the City's planning, redevelopment, economic development, housing, Reorganization
and development services functions
13 Freeze unfilled positions Budget Item
14 Reduce positions not required for "core" functions Budget Item
15 Limit increases in existing expenditures to those mandated by MOUs or other legal requirements Budget Item
16 Allow inflationary increases only to the extent justified by recent cost indices or other documentation Budget Item
17 Limit new programs to those mandated by law or which produce equal or greater reductions Council Directive
elsewhere
18 Budget documents should strive to reveal issues and constraints, and budgetary responses Council Directive
19 CIP documents should include total costs and total funding sources for all projects Council Directive
20 Monitor PERS liabilities to ascertain trends influencing unfunded liabilities, and the resulting Council Directive
contribution rates
21 Balance the need for full cost recovery with economic development objectives Policy
5
Priority 3
Num. Description Action type
22 In containing or reducing costs, do not inhibit essential capabilities or impede activities that have Council Directive
potential for increasing municipal revenues, including maintaining an adequate complement of staff in
key development services functions.
23 As part of the budget forecasting process, produce annual report showing recent construction and Council Directive
pipeline projects by approval status and anticipated construction
24 Identify all major retail and visitor-serving projects, opportunities and estimated phasing of sales tax Council Directive
25 Target redevelopment strategies towards sales tax expansion Council Directive
26 Revise budget forecast to include line items for specific new cost and service increases, e.g., MOU Council Directive
employee compensation, capital expenditures, debt service, with supporting schedules
27 Utilize budget forecast to evaluate impacts of alternative compensation programs, capital Council Directive
expenditures, debt service
28 The City should, through its legislative efforts and participation in the League of Cities, monitor and Council Directive
participate in the formulation of appropriate pension reforms
29 Consider the creation of City-wide maintenance districts, development-specific maintenance districts Policy
or assessments, or expansion of general revenues (e.g., sales tax measure) to cover maintenance
costs for roads, drainage, public buildings, parks and open space, and other public assets
30 25. Funding expenditures that in the longer term are viewed as essential (e.g., re-establishing a Budget Item
sufficient reserve fund) will need to be deferred until sufficient revenues become available
6
Priority 3 (continued)
Num. Description Action type
31 Identify specific retail and visitor-serving projects and opportunities and estimated revenues Council Directive
32 Target redevelopment strategies towards retail and visitor-serving expansion opportunities Council Directive
33 The City should focus its planning and economic development efforts upon coherent efforts to Council Directive
promote development consistent with the General Plan, thereby expanding the City's tax base
34 Focus on achieving key economic development and redevelopment objectives, including the Bayfront, Council Directive
the Urban Core, the University Park and Research Center, and the expansion of retail shopping
opportunities throughout the City
7
~ ~F~~Sbld~
CITIES
1400 K Street, Suite 400 . Sacramento, California 95814
Phone: 916.658.8200 Fax: 916.658.8240
www.cacities.org
Plea.e review thl. memo carefully. New procedure. were
adopted In 2006 regarding de.lgnatlon of voting delegate. and
alternate. and voting at the Annual Conference.
June 8, 2007
TO: Mayors, City Managers and City Clerks
RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference - September 5-8, Sacramento
The League's 2007 Annual Conference is scheduled for September 5-8 in Sacramento. An
important part of the Annual Conference is the Annual Business Meeting, scheduled for Saturday
morning, September 8, at the Hyatt Hotel in Sacramento. At this meeting, the League
membership considers and takes action on resolutions that establish League policy.
In order to vote at the Annual Business Meeting, your city council must designate a voting
delegate. In the event that the designated voting delegate is unable to serve in that capacity, your
city may appoint up to two alternate voting delegates. The ability to appoint up to two alternates
is the result of approval last year of a League bylaws amendment that increased the number of
voting delegate alternates from one to two.
Please complete the attached Voting Delegate form and return it to the League's office no
later than August 13, so that voting delegate/alternates records may be established prior to
the conference. At the conference, voting delegate forms may be returned to the Voting
Delegate Desk located in the conference registration area.
Please note the following procedures that are intended to ensure the integrity of the voting
process at the Annual Business Meeting.
. Action by Council Required. Consistent with League bylaws, a city's voting delegate
and up to two alternates must be designated by the city council. When completing the
attached Voting Delegate form, please attach either a copy of the council resolution that
reflects the council action taken, or have your city clerk or mayor sign the form affirming
that the names provided are those selected by the city council. Please note that
designating the voting delegate and alternates mnst be done by city council action and
cannot be accomplished by individual action of the mayor or city manager alone.
. Conference Registration Required. The voting delegate and alternates must be
registered to attend the conference. At least one must be present at the Business Meeting
and in possession of voting card in order to cast a vote. Voting delegates and alternates
-over-
~o -E~ I
are requested to pick up their conference badges before signing in and picking up the
voting delegate card at the Voting Delegates Desk. This will enable them to receive the
special stamps on their name badges that will admit them into the voting area during the
Business Meeting.
. Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting
card may be transferred freely between the voting delegate and alternates, but only
between the voting delegate and alternates. If the voting delegate and alternates find
themselves unable to attend the Business Meeting, they may not transfer the voting card
to another city official.
. New Seating Protocol during General Assembly. At the Business Meeting, individuals
with the voting card will sit in a separate area. Admission to this area will be limited to
those individuals with a special stamp on their name badge identifying them as a voting
delegate or alternate. If the voting delegate and alternates wish to sit together, they should
be sure to sign in at the Voting Delegate desk and obtain the special stamps on their badges.
The Voting Delegate desk in the conference registration area will be open September 5, 6 and 7,
and prior to the Business Meeting on September 8. The conference registration area will open at
12:00 p.m., on September 5, at the Sacramento Convention Center. The Voting Delegate desk
will also be open at the Business Meeting, but not during a roll call vote, should one be
undertaken.
The voting procedures that will be used at the conference are attached to this memo. Please share
it and this memo with your council and especially with the individuals your council designates as
your city's voting delegate and alternates.
Once again, thank you for completing the voting delegate and alternate form and returning it to
the League office by August 13, 2007. If you have questions, please call Mary McCullough at
(916) 658-8247.
Attachments:
. 2007 Annual Conference Voting Procedures
. Voting Delegate/Alternate Form
;;t 0 ' e"'. cl.
~ LEAGUE
~ OF CALIFORNIA
CITIES
1400 K Street, Suite 400 . Sacramento, California 95814
Phone: 916.658.8200 Fax: 916.658.8240
www.cacities.org
Annual Conference Voting Procedures
2007 Annual Conference
I. One City One Vote. Each member city has a right to cast one vote on matters pertaining to
League policy.
2. Designating a City Voting Representative. Prior to the Annual Conference, each city
council may designate a voting delegate and up to two alternates; these individuals are
identified on the Voting Delegate Form provided to the League Credentials Committee.
3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick
up the city's voting card at the Voting Delegate Desk in the conference registration area. We
encourage voting delegates and alternates to sign in at the Voting Delegate Desk so that they
may receive a special stamp on their name badge and thus be admitted to the voting area at
the Business Meeting.
4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates
(or alternates) and who have picked up their city's voting card by providing a signature to
the Credentials Committee at the Voting Delegate Desk may sign petitions to initiate a
resolution.
5. Voting. To cast the city's vote, a city official must have in his or her possession the city's
voting card and be registered with the Credentials Committee. The voting card may be
transferred freely between the voting delegate and alternates, but may not be transferred to
another city official who is not either a voting delegate or alternate.
6. Voting Area at Business Meeting. At the Business Meeting, individuals with the voting
card will sit in a separate area. Admission will be limited to those individuals with a special
stamp on their name badge identifYing them as a voting delegate or alternate. If the city's
voting delegate and alternates wish to sit together, an should sign in at the Voting Delegate
desk and obtain the special stamps on their badges.
7. Resolving Disputes. In case of dispute, the Credentials Committee win determine the
validity of signatures on petitioned resolutions and the right of a city official to vote at the
Business Meeting.
dO- c.3
~ ~M~901l[
CITIES
CITY:
2007 ANNUAL CONFERENCE
VOTING DELEGATE/ALTERNATE FORM
Please complete this form and return it to the League office by Aueust 13. 2007. Forms not sent by
this deadline may be returned to the Voting Delegate Desk located in the Annual Conference
Registration Area. Your city council may designate one voting delegate and up to two alternates.
In order to vote at the Annual Business Meeting, voting delegates and alternates mnst be designated by
yonr city conncil. Please attach the council resolution as proof of designation. As an alternative, the
Mayor or City Clerk may sign this form, affirming that the designation reflects the action taken by the
council.
Please note: Voting delegates and alternates will be seated in a separate area at the Annual Business
Meeting. Admission to this special area will be limited to individuals (voting delegates and alternates)
who are identified with a special stamp on their conference badge. Ifyonr city's voting delegate and
alternates wish to sit together at the Business Meeting, they are all enconraged to sign in at the Voting
Desk in order to obtain the identifying stamp that will admit them to the special voting area.
1. VOTING DELEGATE
Name:
Title:
2. VOTING DELEGATE - ALTERNATE
3. VOTING DELEGATE-ALTERNATE
Name:
Name:
Title:
Title:
ATTEST (I affirm that the information provided reflects action by the city council to
designate the voting delegate and alternate.)
Name:
Phone:
Title:
Date:
Please comlllete and return bv Au!!ust 13 to:
League of California Cities
AT1N: Mary McCullough
1400 K Street
Sacramento, CA 95814
FAX: (916) 658-8240
AC2007VotingDelegateLetter.doc
~o~ E. 4
I
~LEAGUE
~ OF CALIFORNIA
CITIES
I C:.,.", 'HULA VISTA
2007 ANNUAL CONFERENCE
VOTING DELEGATE/ALTERNATE FORM
Please complete this form and return it to the League office by AUl/ust 13.2007. Forms not sent by
this deadline may be returned to Ibe Voting Delegate Desk located in Ibe Annual Conference
Registration Area. Your city council may desiguate one voting delegate and up to two alternates.
In order to vote at the Annual Business Meeting, voting delegates and alternates must be designated by
your city council. Please attach the council resolution as proof of designation. As an alternative, the
Mayor or City Clerk may sign this form, afflIming that the designation reflects the action taken by the
council.
Please note: Voting delegates and altemates will be seated in a separate area at the Annual Business
Meeting. Admission to this special area will be limited to individuals (voting delegates and alternates)
who are identified with a special stamp on their conference badge. If your city's voting delegate and
alternates wish to sit together at the Business Meeting, they are all encouraged to sign in at the Voting
Desk in order to obtain the identifying stamp that will admit them to the special voting area.
1. VOTING DELEGATE
Name: Cheryl Cox
Title: May 0 r
2. VOTING DELEGATE - ALTERNATE
3. VOTING DELEGATE - ALTERNATE
Name: Jerry R. Rindone
Name:
Title: Deputy Mayor
Title:
A TrEST (1 affirm that the information provided reflects action by the city council to
designate the voting delegate and alternate.)
Name: ~-::J:j;C'/f~ Phone: 619.691.5041
Susan Bigelow, ~t1C - .
Title: City Clerk Date: July 11, 2007
Please comulete and return bv AU2ust 13 to:
League of California Cities
A TTN: Mary McCullough
1400 K Street
Sacramento, CA 95814
FAX: (916) 658-8240
AClOO7Votin&DclcgatcLo1tln'.doc
CYRC INTERVIEW PROCESS
THERE IS NO BACK-UP INFORMATION FOR THIS ITEM.
~()p