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Home My WebLink About2008/06/10 Item 6 ITEM TITLE: Public Hearing: A. Council Resolution: B. Council Resolution: C. Council Resolution: D. Council Resolution: E. Redevelopment Agency Resolution: CITY COUNCIL AGENDA STATEMENT ~!~ CITY OF '~CHULA VISTA JUNE 10, 2008, Item~ Consideration by the City Council, Redevelopment Agency and Housing Authority of the Adoption of the Operating and Capital Improvement Budgets for the City and the Redevelopment Agency and the Operating Budget for the Housing Authority for Fiscal Year 2008/2009 Resolution of the City Council of the City of Chula Vista Adopting the Operating and Capital Improvement Budgets for the City of Chula Vista excluding Capital Projects 8W255 and 8T1340 for Fiscal Year 2008/2009 and Appropriating Funds for the Fiscal Year Ending June 30, 2009. Resolution of the City Council of the City of Chula Vista Adopting the Capital Improvement Budget for Project SW255 for Fiscal Year 2008/2009 and Appropriating Funds for the Fiscal Year Ending June 30, 2009. Resolution of the City Council of the City of Chula Vista Adopting the Capital Improvement Budget for Project STL340 for Fiscal Year 2008/2009 and Appropriating Funds for the Fiscal Year Ending June 30, 2009. Resolution of the City Council of the City of Chula Vista Amending the Compensation Schedule and Classification Plan to reflect the addition and elimination of various position titles as reflected in the Fiscal Year 2008/2009 Operating Budget. Resolution of the Redevelopment Agency of the City of Chula Vista Adopting the Operating and Capital Improvement Budget for the Redevelopment Agency for the Southwest! Towne Center II/Otay Valley/Added Area Project Area for Fiscal Year 2008/2009 and Appropriating Funds for the Fiscal Year Ending June 30, 2009. 6-1 F. Redevelopment Agency Resolution: G. Housing Authority Resolution: H. Council Ordinance: SUBMITTED BY: REVIEWED BY: JUNE 10, 2008, Item~ Page 2 of7 Resolution of the Redevelopment Agency of the City of Chula Vista Adopting the Operating and Capital Improvement Budgets for the Redevelopment Agency for Towne Center I and the Bayfront Project Areas for Fiscal Year 2008/2009 and Appropriating Funds for the Fiscal Year Ending June 30, 2009. Resolution of the Housing Authority of the City of Chula Vista Adopting the Operating Budget for the Housing Authority for Fiscal Year 2008/2009 and Appropriating Funds for the Fiscal Year Ending June 30, 2009. Ordinance of the City of Chula Vista amending Chula Vista Municipal Code Section 2.05.010 relating to the establishment of unclassified positions to eliminate the following titles - Assistant Director of Engineering and General Services/City Engineer, CBAG Methamphetamine Strike Force Coordinator, Chief Learning Officer, Community Relations Manager, Cultural Arts & Fund Development Manager, Building Services Manager, Deputy Director of Engineering, Deputy Director of General Services, Deputy Director of Planning, Deputy Fire Chief, Development Planning & Improvement Manager, Planning Manager, Redevelopment Manager, Grants Development Manager, Energy Services Manager, and Executive Director of the Redevelopment Agency/CEO of the CVRC; and to add the following titles - Assistant Fire Chief, Assistant Director of Engineering, Executive Assistant to the City Manager, and Special Projects Manager (4/5ths Vote Required For This Item) DIRECTOR OF BUDG~T & AL YSIS W CITY MANAGER ITEMS A - G 4/5THS VOTE: YES 0 NO It:! ITEM H 4/5THS VOTE: YES It:! NO 0 6-2 JUNE 10, 2008, Item~ Page 3 of7 SUMMARY The City Council has received and considered the City Manager's proposed operating and capital improvement budgets for the City and the Redevelopment Agency and the operating budget for Housing Authority for the fiscal year ending June 30, 2009. Work sessions were held on March 6, 2008, April 3, 2008, and April 15, 200E to consider and deliberate on the recommendations contained in the proposed budgets. The budgets submitted at this time for formal adoption represent the City Manager's proposed budgets, as presented in the fiscal year 2008/2009 proposed budget document, amended to reflect various clean up items. ENVIRONMENTAL REVIEW The Environmental Review Coordinator has reviewed the proposed activity, adoption of the Operating and Capital Improvement Budgets for the City and the Redevelopment Agency and the Operating Budget for the Housing Authority for fiscal year 2008/2009, for compliance with the Califomia Environmental Quality Act (CEQA) and has determined that the activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines because it involves only the allocation of funding; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. RECOMMENDATION That the City Council, Redevelopment Agency and Housing Authority adopt the resolutions and hold first reading of the ordinance. BOARDS/COMMISSION RECOMMENDATION The Chula Vista Redevelopment Corporation adopted a resolution on May 22, 2008 recommending that the Chula Vista Redevelopment Agency adopt the proposed operating and capital improvement budget for the Redevelopment Agency and Housing Authority for Fiscal Year 2008-09 budget. DISCUSSION Staff submitted the Proposed Fiscal Year 2008/2009 Budget document to the City Council on May 22, 2008. As required by the City Charter, the City Manager's proposed budget was submitted to the City Council at least thirty-five days before the beginning of the fiscal year. The proposed fiscal year 2008/2009 budget was also the subject of budget workshops held on March 6, 2008, April 3, 2008, and April 15, 2008. This report summarizes the City Manager's proposed budget for fiscal year 2008/2009 as amended to reflect various cleanup items presented below. 6-3 JUNE 10, 2008, Item~ Page 4 of7 PROPOSED FISCAL YEAR 2008/2009 BUDGET Attachment A summarizes the City Manager's proposed fiscal year 2008/2009 budget. The dollar amounts shown include all amendments and/or adjustments approved by Council subsequent to the printing of the proposed budget document and various clean up items which are presented below. The final All Funds budget submitted for fiscal year 2008/2009 totals $273.9 million and includes a General fund budget of $142.3 million. The All Funds budget for fiscal year 2008/2009 also includes spending allocations for capital improvements totaling $13.6 million, and Redevelopment AgencylHousing Authority funds in the amount of $16.9 million. Estimated All Funds revenues total $284.9 million - see Attachment B. The General fund operating budget is funded in total by estimated revenues of $142.3 million with no anticipated impact on available General fund reserves. The total number of recommended permanent positions is 1,109.50 for fiscal year 2008/2009, a net reduction of 139 positions from the fiscal year 2007-08 amended budget. The fiscal year 2008/2009 budget also reflects the transfer of 88.5 positions from the General fund to their respective funding sources, primarily the result of establishing a Development Services fund. Attachment C summarizes the final recommended position counts by department and fund for fiscal year 2008/2009. BUDGET CLEANUP ITEMS Since the Proposed fiscal year 2008/2009 Budget document was printed and distributed several changes have been made; these changes are detailed in Attachment D. The adjustments to the General fund expenditure budget total $30,235 and are fully offset by revenue, resulting in no net impact on the General fund. These adjustments largely reflect CDBG funding for recreation programs In addition to the adjustments to the General fund, there were several changes to other funds; these adjustments resulted in a net expenditure increase of $487,839 and a net revenue increase of$569,703. General Fund Budget Adjustments Updated General Fund Other Funds Adjustments to Other Funds Updated Other Funds Bndget $ 142,313,158 $ 30,235 $ 142,343,393 $ 142,004,083 $ 569,703 $142,573,786 $ 142,313,158 $ 30,235 $ 142,343,393 $ 131,113,566 $ 487,839 $131,601,405 6-4 JUNE 10, 2008, Item~ Page 5 of7 POSITION SUMMARY As part of tonight's action, staff is requesting that Council amend the Compensation Schedule and Classification Plan to reflect the staffing changes proposed in the fiscal year 2008/2009 budget. The following classifications are recommended to be eliminated from the Compensation Schedule and the Classification Plan: . Chief Learning Officer . Development Planning and Improvement Manager . Fire Communications Manager . Fire Dispatcher . Fire Dispatcher Supervisor . Public Education Specialist . Community Relations Manager . Cultural Arts and Funds Development Manager . Cultural Arts Coordinator . Assistant Director of Engineering and General Services/City Engineer . CBAG Methamphetamine Strike Force Coordinator . Building Services Manager . Deputy Director of Engineering . Deputy Director of General Services . Planning Manager . Energy Services Manager Staff is recommending the establishment of six new classified job titles. The majority of these classifications are being established as part of cost saving measures that downgrade higher paying positions to new lower paying classifications - this includes civilianizing two Police Lieutenants to Police Communications System Manager and Detention Facility Manager; downgrading an Assistant City Manager to Executive Assistant to the City Manager; and reclassifying an Environmental Resource Manager to Environmental Resource Specialist. The new positions in the Library Department are needed under the newly reorganized management structure, which also resulted in cost savings. Departments worked with the Human Resources department to determine the appropriate classification and compensation for the new positions. The new classifications, bargaining group, and E- Step salary are listed below. Police Communications System Manager Detention Facility Manager Middle Management Middle Management 6-5 JUNE 10,2008,Item~ Page 6 of7 Proposed Title Bargaining. (;roup ~:-Step Sala~ (bi"eekl~ ) Environmental Resource Specialist CVEA $2,795.36 Executive Assistant to the City Manager Professional $3,500.97 Library Administrative Coordinator Professional $3,230.08 Senior Educational Services Supervisor CVEA $2,461.44 There are five positions where staff is recommending a title change only with no change in bargaining group or salary. J"dlXX~llt Titl~______ _. ____Pr<!(l!!l;.w.TitlL___._ __ ._ ___.._._ Deputy Fire Chief Assistant Fire Chief After School Program Manager Literacy and Programming Coordinator Director of Engineering and General Services Director of Engineering/City Engineer Deputy Director of General Services Assistant Director of Engineering Grants Manager Special Projects Manager The fiscal year 2008/2009 budget also reflects a change in bargaining group for the CBAG Program Manager from middle management to senior management, with no change in title or salary. The increased costs from the change in bargaining group are fully revenue offset. Finally, staff is also recommending reestablishing the position of Director of the Library in the executive management group. In addition to amending the Classification Plan and Compensation Schedule, Chula Vista Municipal Code Section 2.05.010 also needs to be updated to reflect the position changes impacting the unclassified positions. Chula Vista City Charter Section 500 requires that all unclassified positions not mentioned specifically in Charter Section 500 be adopted by ordinance. Currently there are 73 unclassified positions included in Chula Vista Municipal Code Section 2.05.010. The fiscal year 2008/2009 proposed budget includes the elimination of several unclassified positions. Adoption of the ordinance will remove the following position titles from Municipal Code Section 2.05.010: Assistant Director of Engineering and General Services/City Engineer, CBAG Methamphetamine Strike Force Coordinator, Chief Learning Officer, Community Relations Manager, Cultural Arts & Fund Development Manager, Building Services Manager, Deputy Director of Engineering, Deputy Director of General Services, Deputy Director of Planning, Deputy Fire Chief, Development Planning & Improvement Manager, Planning Manager, Redevelopment Manager, Grants Development Manager, Energy Services Manager, and Executive Director of the Redevelopment Agency/CEO of the CVRC. With adoption of the ordinance, the position titles of Assistant Fire Chief, Assistant Director of Engineering, Executive Assistant to the City Manager, and Special Projects Manager will be added to Municipal Code Section 2.05.010. It should be noted that for administrative purposes, there are some position titles that are included in Chula Vista Municipal Code Section 2.05.010 but are not included in the fiscal year 2008/2009 budget; these include the Assistant Chief of Police, CBAG Administrative 6-6 "'<"--." .'t- ., JUNE 10, 2008, 1tem~ Page 7 00 Analyst I, CBAG Network Administrator II, City Engineer, Deputy City Manager, and Traffic Engineer. DECISION MAKER CONFLICT Staff has reviewed the property holdings of the City COlUlcil and has fOlUld that potential conflicts exist in that COlUlci1 members have property holdings within 500 feet of the CIP projects listed below and/or redevelopment project area: IJ Mayor Cox - Project SW255 (Sewer Rehab fiscal year 2008/2009). This conflict pertains to Item B. o COlUlcilmember Castaneda - Project SW255 (Sewer Rehab fiscal year 2008/2009) as well as the Redevelopment Agency for Towne Center I and the Bayfront Project Areas. These conflicts pertain to Items B and F. IJ COlUlcilmember Ramirez - Project ST1340 (Pavement Rehab) as well as Redevelopment Agency for the Southwest! Towne Center II/Otay Valley/Added Area Project Area. These conflicts pertain to Items C and E. IJ COlUlcilmember Rindone - Redevelopment Agency for the Southwest! Towne Center II/Otay V alley/Added Area Project Area. This conflict pertains to Item E. IJ COlUlcilmember McCann - Redevelopment Agency for the Southwest! Towne Center II/Otay V alley/Added Area Project Area. This conflict pertains to Item E. FISCAL IMPACT Approval of the proposed budgets as amended will result in the appropriation of $273.9 million in funding for specific activities for the fiscal year ending June 30, 2009. This amolUlt includes a General fund budget of $142.3 million, a Capital Improvements budget of$13.6 million, and a Redevelopment Agency/Housing Authority budget of$16.9 million. Revenues are projected at levels sufficient to fund the General fund with no impact to the General fund reserves. The proposed staffing changes detailed in Attachment C, resulted in a net reduction of 139 positions. ATTACHMENTS: A - Recommended Expenditures by Department and Category B - Schedule of Revenues C - Authorized Positions by Department D - Summary of Recommended Changes E - Summary of Changes to the Compensation Schedule and Classification Plan Prepared by: Mike Arthur, Fiscal and Management Analyst, Office of Budget and Analysis 6-7 PROPOSED EXPENDITURES BY DEPARTMENT / CATEGORY , Fiscal Year 2008 - 2009 PERSONNEl SUPPLIES & OTIIER OPERAIING TRANSFEIIS ell' NON-ell' TOTAL OEpT / FUND SERVICES SERVICES UTIlITIES EXPENSES CApITAL OUT I PROJECTS l'IWJEcrs FY200lJ-OCJ m I co 01100 City Council 02000 Boards and Commissions 03000 City Clerk 04000 City Attorney 05000 Administration 06000 Information Technology SlVes 07000 Human Resources 08000 Finance 09000 Non-Departmental 12000 Planning and Building SelVices 13000 Engineering 14000 Police 15000 Fire 16000 Public Works 17000 Recreation 18000 Library 100 GENERAL FUND TOTAL 221 Gas Tax 225 Traffic Signal 227 Transp Sales Tax Fund 231 Workers Compensation 232 Flexible Spending Account 236 Development Services Fund 241 Parking Meter 243 Tel-Downtown Parking District 245 Traffic Safety 251 Supp Law Enforcement Sarv Fun 252 Police Dept Grants Fund 254 Local Law Enforc blk Grant Pro 256 Asset Seizure 261 California Library Services Ac 267 McCandliss memorial Cult Arts 268 State Recreation Grants 1,213,369 96,810 1,444 14,736 758,106 212,985 844 2,144,906 285,168 1,560 3,906,214 344,402 2,274 2,746,843 669,875 57,479 2,665,628 1,331,089 3,367 776,000 2,551,379 182,340 4,224 (1,923,930) 277,101 18,200 340,000 2,114,060 94,202 1,676 136,300 4,537,393 164,281 2,976 43,710,485 3,372,822 492,211 75,000 20,384,213 2,189,566 193,640 17,194,212 4,071,950 3,319,910 130,600 4,887,246 811,089 586,645 64,500 6,425,542 1,261,165 397,219 113,315,666 15,379,581 5,083,669 1,522,400 ~6 ~(j.z 3" ~!1 ., ~k~~Q1l: 64;1~!l;~ '~1,7,Z~:qp,33i H~~Z:!:z~~;~~~]~ :liJ'I\P:3~4;9lj?:: ~~\f,~g';~~~~~Hj ~1wr;1~7hQft;Y~J;~_ 1;r,4?;lj~Q:5j:rli :J~J,~7~j~:j ,~lfg1:~1:lj:lj?jlfij ~]R:~~ - - " '::;~~;O~ 142,343,393 350,000 6,653,596 38,480 388,480 6,653,596 4,269,200 (175,610) 338 (368,098) 4,596,995 1,768,865 127 190,860 12,136 13,000 534,140 ~ )> n I ~ rn Z -j )> 15,009 310,000 8,478,579 34,670 539,840 14,889 468,533 26,613 2,550,000 21,923 24,504 277,365 437,890 2,666,135 143,826 11,061 1,982 100,125 120,000 25,000 102,844 400 1,200 (140,000) PROPOSED EXPENDITURES BY DEPARTMENT / CATEGORY Fiscal Year 2008 - 2009 PERSONNEl SUPPLIES & OTHEIl OPEIlAIING TRANSFEIlS ClP NON-CII' TOTAL DEPT / FUND SERVICES SERVICES UTILITIES EXPENSES CAPITAL OUT PROJECTS PROJECIS FY211111!-1I<) 272 Federal Grants Fund 32,430 61,808 273 State Grants Fund 30,000 281 Waste Mgmt & Recycling 61,364 397,756 17,000 282 Environmental Services 333,148 645,175 627 84,042 285 Energy Conserv Fund 122,788 451,461 282,621 301 Storm Drain Revenue 256,850 1,000 290,548 311 CDBG Housing Program Fund 51,400 48,000 400,000 313 CV Housing Authority Fund 823,324 42,800 158,740 314 Emergency Shelter Gmt Prog 4,400 83,769 317 RDA Low & Mod Income Housing 227,280 800 1,234,254 6,000 117,102 321 Home Program Fund 10,949 72,000 7,000 7,048 333 Comm Dav Block Grant Fund 3,000 321,000 672,124 385,423 362,065 m 342 CFD l1-M RHR McMillin 30,780 13,020 12,374 I 343 CFD 12-M Village 7 238,121 109,000 66,879 <0 344 CFD 13M - OR Village 2 150 3,900 345 CFD 12M Village 7 Olay Ranch 280,119 121,220 76,497 352 Bay Blvd ldscpng Dist Fund 2,130 6,967 6,280 353 Eastlake Maintenance District 122,211 71,190 38,170 354 Open Space District #1 34,573 22,157 11,887 355 Open Space District #2 8,657 3,378 2,746 356 Open Space District #3 19,615 16,415 8,224 357 Open Space District #4 52,342 20,196 13,837 358 Open Space District #5 22,792 10,342 7,083 359 Open Space District #6 10,251 7,927 4,492 361 Open Space District #7 5,485 4,761 3,012 362 Open Space District #8 35,827 17,564 10,467 363 Open Space District #9 29,612 21,057 8,368 364 Open Space District #10 47,604 18,518 12,840 365 Open Space District #11 91,441 33,383 25,694 )> 367 Open Space District #14 180,151 105,350 53,779 ~ 368 Open Space District #15 9,934 7,079 4,175 n 369 Open Space District #17 Fund 1,950 560 968 :r: ;::: 371 Open Space District #18 Fund 62,681 38,996 19,475 m Z 372 Open Space District #20 Fund 712,092 270,238 191,322 --j )> --- ------ -------- -- --- PERSONNEL SUPPLIES & OTHER OPERATING rRANsrmS! CII' NON-CII' TOTAL DEI'T I rUND SERVICES SERVICES UTILITIES EXPENSES CAPIlAl OUI I'RoJEC1S PllalEeTS FY2111111-0') 373 Open Space District #23 Fund 39,809 8,665 10,246 374 Open Space District #24 Fund 11,533 9,595 4,443 375 Open Space District #26 4,700 2,551 1,853 376 Open Space District #31 Fund 58,312 39,411 19,337 378 CFD 07M Improvement Areas 314,315 107,871 169,595 379 CFO 08M Village 6 537,256 208,213 213,195 380 CFO 09M OR VIg II Brookftd She 582,968 171,746 165,342 382 CFO 99-2 Olay Ranch Vlg 1 Wesl 489,129 130,028 117 ,845 386 Olay Ranch Preserve 520,500 45,000 387 CFO 98-3 Sunbow 2 628,243 206,764 156,457 388 Community Facility Dst 97-1 OR 1,217,935 375,292 302,423 389 Olay Ranch Village 1,2,6,7,12 56,740 29,561 18,205 en 391 Central Garage Fund 918,335 3,208,197 549 400 108,000 I 392 Equip Replacement Fund 18,326 500 1,136,485 32,531 ~ 0 401 Bayfront Trolley Station IDA 57,000 19,003 26,676 402 Transit CVT 362,424 801,075 152,618 118,165 94,423 403 Transit Capital Projects 893 412 Special Sewer (50,304) 413 Trunk Sewer Capital Reserve (66,220) 414 Sewer Service Revenue 3,932,384 19,609,513 10,057 790,212 4,471,453 15,000 428 Sewer Facility Replacement 149,212 2,030,025 431 Tele Cyn Sewer Basin Plan Dif 35,000 432 Poggi Cyn Sewer Basin DIF 10,000 470,556 433 Salt Creek Sewer Basin DIF 74,091 250,000 441 1994 Pension Obligation Bond 2,500 2,460,413 442 CDSG Section 108 Loan 637,370 446 Notes Payable Adamo Property 46,712 448 2000 COP Ser A-Fin Project 5,000 1,863,484 449 San Diego Co. Reg Camm Syste 295,734 )> 450 2002 COP Police Facility Proj 5,500 3,911,346 ~ 451 long-term Advances OSF - City 371,317 48,201 () 471 2003 Refunding Cert of Part 5,300 1,071,525 :c s: 472 2004 COP Civ Ctr proj Ph I 7,000 2,393,393 m Z 473 2006 COP Civ Clr Proj Ph 2 6,000 1,272,499 --i )> ---- --------- ---------- PROPOSED EXPENDITURES BY DEPARTMENT / CATEGORY Fiscal Year 2008 - 2009 I'ERSONNEl SUI'I'L1ES & OTHER OI'EIlATING TRANSFERS ell' NON-CII' TOTAL DEI'T / FUND SERVICES SERVICES UTILITIES EXI'ENSES CAI'ITAL OUT I'ROJECTS I'llO)ECTS FY2001l-0'j 515 Twin Oaks Ave AD 96-1lmprvmnt 10,000 516 Oxford St AD 97-1 Improvement 6,000 542 Tele Cyn Drainage Plan Dif Fun 69 567 Dev Impct Fee-Adamo Prop Acq 46,712 571 PFDIF General Administration 76,500 754,857 10,000 277 572 PFDIF - Civic Center Expansion 45,000 2,397,618 573 Police Facilities Remodel 25,000 1,746,564 574 Corporation Yard Relocation 25,000 20,000 1,098,856 575 Library for Eastern Territory 25,000 576 Fire Suppression Sys Expansion 183 582 Recreation Facilities 10,000 10,000 (68,328) 587 Olav Ranch VLG Ped Ramp DIF 1,076,366 en 588 OR Vlg11 Pedestrian Bridge DIF 3,200 I 591 Transportation DIF 211,000 580,916 180,277 11,411 ~ ~ 593 Western TDIF 180,000 611 Redev BayfrnVTown elf I Fund 259,103 1,000 1,541,551 2,253,416 100,000 651 So WesUTwn etr II/Diy V1y PJj 989,894 245,000 300 3,155,355 2,905,468 121,364 689 2000 TAB (Merged Project Area) 5,000 1,268,760 691 long-term Advances DSF - RDA 1,405,000 300,000 693 05 Tax Rev Bnd A (CRA/ERAF L 98,704 694 06 Tax Rev Bnd A (CRA/ERAF L 124,972 695 06 Sr Tax A1loc Ref Bnds Ser A 5,000 1,067,345 696 06 Sub TaxAlloc Ref Bnds SerB 5,000 1,047,165 715 Park Land Acquisition Fund 25,000 (52,542) 717 Resident. ConstrucUConver Fnd 681,358 (42,871) 735 Transportation Partnership 69 736 Other Transportation Programs 5,568,000 737 Trans Equity Act - 21 Fund 215,000 739 Prop42 Traf Congestion Relief 979,000 ~ GRAND TOTAL ALL FUNDS 132,819,033 49,855,195 7,525,085 34,891,456 2,982,302 31,844,958 13,573,885 452,882 273,944,796 )> n :c ;:: rn Z -l )> SCHEDULE OF REVENUES I FY 2004-05 FY 2005-06 FY 200,.07 FY 2007-08 FY 2008.09 FUND/ACCOUNT ACTUAL ACTUAL ACTl AL PROJECTED ESTIMATED ProperlY Taxes 3000 Property Tax 18,134,869 22,192,789 26,667,759 TOTAL $18,134,869 $22,192,789 $26,667,759 $29,085,274 $30,232,365 Other Local Taxes 3010 Sales Tax 23,600,000 26,715,515 28,827,393 3020 Franchise Fees 9,837,800 9,492,759 8,813,064 3030 Utility Taxes 6,579,578 6,363,446 6,981,762 3040 Business License Tax 1,185,187 1,234,912 1,237,316 3050 Transient Occupancy Tax 2,268,944 2,336,204 2,551,570 3070 Real Property Transfer Tax 2,439,190 2,122,860 1,423,599 TOTAL $45,910,699 $48,265,696 $49,834,703 $49,637,264 $50,448,928 en I Licenses and Permits ~ '" 3100 Licenses 105,408 117,381 129,834 3120 Dev I Improvement Permits 3,210,092 2,697,584 2,198,701 3140 Regulatory Permits 334,210 401,576 402,001 TOTAL $3,649,710 $3,216,541 $2,730,536 $3,126,254 $800,693 Fines. Forfeitures, Penalties 3200 Community Appearance Penalties 197,942 458,749 536,687 3210 Law Enforcement Penalties 148,739 168,900 261,611 3240 Parking Penalties 273,171 307,647 302,480 3250 Other Penalties 205,049 208,893 214,483 TOTAL $824,901 $1,144.189 $1,315.261 $1,347,272 $1,361,250 Use of Monev & ProperlY 3300 Investment Earnings 1,044,926 279,277 769,851 3310 Sale of Real Property 123 361 0 )> 3320 Sale of Personal Property 13,742 11,182 51,845 ::j 3330 RentaVLease of Equipment 137,472 123,365 105,608 )> n I ;;: rn Z -l OJ 100 GENERAL FUND SCHEDULE OF REVENUES I FY 2004-0:' FY 2005-06 FY 200p-07 FY 201l7-08 FY 21l08-09 FUND/ACCOUNT ACTUAL ACTUAL AcnllAl PROJECTED ESTIMATED 3350 Rental/lease of land and Space 423,664 578,075 949,142 3370 Rental/lease of Buildings 435,460 505,661 478,859 TOTAL $2,055,387 $1,497,921 $2,355,304 $2,266,690 $2,420,686 Revenue from Other Aqencies 3010 Sales Tax 720,941 777,551 779,959 3400 State Grants 821,142 797,928 347,927 3440 State Tax Sharing 250,606 275,999 278,746 3460 Motor Vehicle License Fees 13,941,204 18,354,839 17,676,035 3470 State Subvention-Booking Fees 269,192 305,049 0 3480 State Reimbursements 4,485 773,879 139,730 3500 Federal Grants 2,215,218 2,656,964 4,112,263 3580 Federal Reimbursements 83,467 97,138 115,352 m 3600 Other Agency Grants 108,467 46,110 148,733 I 3690 Other Agency Revenue 1,145,566 1,330,798 1,333,531 ~ w TOTAL $19,560,288 $25,416,255 $24,932,277 $25,357,743 $25,300,977 Charaes for Services 3700 Zoning Fees 7,539,149 8,162,093 8,391,777 3720 Document Fees 27,698 45,301 30,378 3730 Plan Checking Fees 1,760,972 1,951,512 1,907,116 3740 Inspection Fees 124,098 168,880 162,324 3750 Filing Fees 228 0 0 3770 Other Dev Fees 9,152 16,595 31,277 3800 Animal Shelter Contracts 6,655 8,930 257,120 3820 Information Systems Services 16,242 12,114 3,362 3830 Services to the Port District 953,058 544,810 690,963 3840 Youth Center Utilities Reimb 39,144 35,181 20,918 3900 Recreation Program Fees 757,219 836,950 1,157,311 3950 Class Admission Fees 309,698 360,164 558,680 )> ::j 3970 Referral Fees 41,589 68,902 359,849 )> 4200 Staff Services Reimbursements 1,869,142 1,999,799 1,993,135 n I 3:: m Z --j OJ SCHEDULE OF REVENUES I FY 2004-05 FY 2005.06 FY 200 -07 FY 2007-011 FY 2008.09 FUND/ACCOUNT ACTUAL ACTUAL ACT AL PROJECTED ESTIMATED 4300 Fees for Other Services 1,028,870 1,023,739 694,876 TOTAL $14.482,914 $15.234.970 $16,259,086 $14,509,135 $7.889,729 Other Revenue 4410 DIF Reimbursements 1,620,897 1,359,035 1,334,227 4420 Transit Reimbursements 844,585 762,460 820,426 4430 Redev Agency Reimbursements 3,933,859 4,406,759 4,319,107 4440 Open Space/Assess Dist Reimb 1,660,065 1,822,198 1,783,466 4450 CIP Reimbursements 3,870,831 4,333,556 5,024,531 4460 CDBG/Home Reimbursements 1,044,783 1,567,320 1,275,441 4480 Other City Funds Reimbursement 995,498 2,614,407 1,760,685 4600 Assessments 3,689 3,693 3,695 4700 Collection Charges 183,391 150,673 220,912 en 4800 Sale of Goods 51,440 57,385 80,677 I 4900 Other Revenue 3,229,578 2,489,702 2,166,647 ~ "'" TOTAL $17,438,616 $19,567,188 $18,789,814 $14,529.797 $11.616,293 Transfers In 5221 Tfr In from Gas Tax Fund 3,096,211 3,858,092 4,167,878 5236 Tfr In from Dev Services Fund 0 0 0 5245 Tfr In from Traffic Safety 633,645 527,984 513,600 5256 Tfr In from Asset Seizure Fund 200,000 0 134,341 5261 Tfr In from CA Library Service 92,112 74,612 70,670 5262 Tfr In from Public Library 84,276 70,647 128,454 5282 Tfr In from Environmental Serv 0 0 0 5294 Tfr In from Sewer Service Rsrv 7,961,050 8,581,664 9,056,173 5301 Tfr In from Storm Drain Rev 996,694 1,357,355 309,690 5313 Tfr in from CV Hsng Authority 0 147,000 0 5333 Tfr In frm CDBG 0 232,235 0 5391 Tfr In from Central Garage 29,562 31,188 32,124 )> ::j 5392 Tfr In from Equip Replacement 0 2,400,000 0 )> 5393 Tfr In from Tech Repl Fund 0 1,000,000 0 n I s: en Z -j OJ SCHEDULE OF REVENUES I FY 2004-05 FY 2005-01> FY 200fi-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACT I AL PROJECTED ESTIMATED a> I ~ 5395 5402 5414 5572 5574 5575 5576 5611 5651 5691 5713 5714 5723 5733 c.n Tfr In from Central Stores Tfr In from TransitlCVT Fund Tfr In from Sewer Service Rsrv Tfr In from PFDIF-Civic Center Tfr In from Corp Yard Relocate Tfr In from Lib East Territory Tfr In from Fire Supr Sys Expn Tfr In from RDA BFfTC I Tfr In from SWfTClI/OV proj Tfr In from L T Adv DSF-RDA Tfr In from CIP Fund Tfr In from CIP w/Fiscal Agent Tfr In from Bike Facilities Fd Tfr In from Swr Facility Repl TOTAL TOTAL - 100 GENERAL FUND 220 TRANSPORTATION FUNDS 3010 Sales Tax 3300 Investment Earnings 3400 State Grants 3440 State Tax Sharing 3500 Federal Grants 3770 Other Dev Fees 4440 Open Space/Assess Djst Reimb 4450 CIP Reimbursements 5000 Transfers In TOTAL - 220 TRANSPORTATION FUNDS 15,000 0 0 0 119,767 0 0 0 0 1,030,387 0 0 334,546 0 0 288,262 2,154,748 4,000,000 475,224 0 0 385,443 15,000 0 0 0 0 0 0 0 797 0 0 0 391,311 0 0 31,734 0 82,990 281,079 267,053 $15,706,199 $21,274,416 $18,679,983 $10,528,853 $12,272,473 $137,763,583 $157,809,965 $161,564,724 $150,388,282 $142,343,393 7,142,187 4,200,000 3,210,000 459,656 526,006 875,066 11,665 0 0 3,919,208 3,984,265 4,075,451 79,528 (13,096) 67,657 1,266,882 1,895,618 683,742 24,302 0 6,000 0 0 5,517 0 21,694 0 $12,903,428 $10,614,487 $8,923,434 $15,084,193 $9,270,957 ~ )> n I s: rn Z -l co SCHEDULE OF REVENUES : FY 2004-05 FY 200':;-06 FY 2110f-07 FY 2011i-08 FY 21108-09 FUND/ACCOUNT ACTUAL ACTUAL ACT ljI Al PROJECTED ESTIMATED 231 WORKERS COMPENSATION 4480 4900 Other City Funds Reimbursement Other Revenue o 3,785,506 $3,785,506 o 2,490,139 $2,490,139 5,168 2,899,423 $2,904,591 TOTAL - 231 WORKERS COMPENSATION $2,844,696 $2,821,917 232 FLEXIBLE SPENDING ACCOUNT 3300 Investment Earnings 215,979 259,359 276,064 $215,979 $259,359 $276,064 $301,437 $310,000 0 0 0 $0 $0 $0 $5,408 $0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 )> ::j $0 $0 $0 $0 $10,877,685 )> n I ;;::: rn Z --l OJ 4900 Other Revenue TOTAL - 232 FLEXIBLE SPENDING ACCOUNT 233 TAX REVENUE ANTICIPATION NOTES en I ~ TOTAL - 233 TAX REVENUE ANTICIPATION NOTES en 236 DEVELOPMENT SERVICES FUND 3120 Dev /Improvement Penmits 3700 Zoning Fees 3720 Document Fees 3730 Plan Checking Fees 3740 Inspection Fees 3770 Other Dev Fees 4410 DIF Reimbursements 4430 Redev Agency Reimbursements 4440 Open Space/Assess Dist Reimb 4450 CIP Reimbursements 4460 CDBG/Home Reimbursements 4480 Other City Funds Reimbursement 5000 Transfers In TOTAL - 236 DEVELOPMENT SERVICES FUND SCHEDULE OF REVENUES : FY 2004.0, FY 2005.06 FY 20()p.07 FY 201l7.0B FY 200B.09 FUND/ACCOUNT ACTUAl ACTUAL ACT Al I'RO)ECTED ESTIMATED 240 PARKING FUNDS 3160 Other Permits 3240 Parking Penalties 3300 Investment Earnings 3350 Rental/Lease of Land and Space 4390 In Lieu Parking. TC I 5000 Transfers In TOTAL - 240 PARKING FUNDS 250 PUBLIC SAFETY FUNDS m I ~ 3210 3300 3400 3500 3690 4900 Law Enforcement Penalties Investment Earnings State Grants Federal Grants Other Agency Revenue Other Revenue ..... TOTAL - 250 PUBLIC SAFETY FUNDS 260 LIBRARY/CULTURAL ARTS FUNDS 3300 Investment Earnings 3400 State Grants 3440 State Tax Sharing 3500 Federal Grants 4900 Other Revenue TOTAL.260 L1BRARY/CUL TURAL ARTS FUNDS 35,996 34,083 24,729 46,939 59,668 60,047 4,146 4,982 9,575 264,841 260,226 237,334 0 0 0 0 1,908 0 $351,922 $360,867 $331,684 $380,977 $361,772 512,006 517,504 842,214 19,208 14,654 36,080 454,604 485,752 0 135,937 122,887 191,548 565,709 187,034 234,461 0 0 100,000 $1,687,464 $1,327,831 $1,404,302 $3,859,515 $4,045,301 1,073 5,349 17,089 147,493 141,195 188,086 180,036 156,714 198,269 5,625 7,500 1,875 350 900 900 $334,577 $311,658 $406,219 $169,146 $134,900 )> :j )> n I s:: rn Z --j ro SCHEDULE OF REVENUES : FY 2004-05 FY 2U05-06 FY 200 .-07 FY 2U07.08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAl ACTl Al PROJECTED ESTIMATED 270 SUNDRY GRANT FUNDS 3300 Investment Earnings 3400 State Grants 3500 Federal Grants 4480 Other City Funds Reimbursement 4900 Other Revenue 5000 Transfers In TOTAL. 270 SUNDRY GRANT FUNDS 280 CONSERVATION FUNDS a> I ..... CD 3300 3400 3500 3600 3700 4300 4480 4900 Investment Earnings State Grants Federal Grants Other Agency Grants Zoning Fees Fees for Other Services Other City Funds Reimbursement Other Revenue TOTAL - 280 CONSERVATION FUNDS 0 0 (37) 255,255 408,213 324,534 0 0 129,560 0 668,906 0 0 0 0 0 143,469 {] $255,255 $1,220,588 $454,058 $1,938,825 $582.148 (2,245) (111) 1,388 236,307 356,927 (44,084) 0 8,626 0 0 0 211,619 0 0 0 {] {] {] {] 12,867 0 93 {] {] $234,155 $378,309 $168,923 $1,802,196 $2,401,012 ~ ::j ~ n I :s: '" z -j '" SCHEDULE OF REVENUES I FY 2004.03 FY 2005.0(, FY 200p-07 FY 2007.0H FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTl~Al PROJECTED ESTIMATED 301 STORM DRAIN REVENUE 3120 Dev I Improvement Permits 3230 Environmental Fines Penalties 3300 Investment Eamings 3720 Document Fees 4020 Storm Drain Fees 4200 Staff Services Reimbursements 5000 Transfers In TOTAL - 301 STORM DRAIN REVENUE 310 HOUSING PROGRAM FUNDS '" I ~ 3000 3300 3310 3350 3700 4300 4430 4460 4480 4900 5000 co Property Tax Investment Eamings Sale of Real Property RentaUlease of land and Space Zoning Fees Fees for Other Services Redev Agency Reimbursements CDBG/Home Reimbursements Other City Funds Reimbursement Other Revenue Transfers In TOTAL - 310 HOUSING PROGRAM FUNDS 261,027 190,989 115,163 14,300 3,500 9,300 28,660 9,734 (1,095) 15 0 0 511,122 519,172 548,360 0 184 0 0 2,232 0 $815,124 $725,811 $671,728 $797,555 $580,660 1,675,273 1,968,228 2,294,709 197,240 156,381 278,938 0 0 88,088 30,600 31,294 24,592 0 0 0 0 42,047 58,897 0 0 0 0 0 0 2,600 0 0 99,513 10,020 7,337 4,259 4,038 1,124 $2,009,485 $2,212,008 $2,753,686 $3,890,841 $3,900,931 )> =1 )> () I ;<: m Z -I '" SCHEDULE OF REVENUES I , FY 2004-05 FY 2005-0(, FY 200p-07 FY 2007-0R FY 2008-09 I FUND/ACCOUNT ACTUAL ACTUAL ACT 'Al PROJECTED ESTIMATED 320 COMM DEV BLOCK GRANT FUNDS 3300 Investment Earnings 3400 State Grants 3500 Federal Grants 4480 Other City Funds Reimbursement 4900 other Revenue 5000 Transfers In TOTAL - 320 COMM DEV BLOCK GRANT FUNDS 350 OPEN SPACE DISTRICT FUNDS en I ~ o 3300 4440 4450 4600 Investment Earnings Open Space/Assess Dist Reimb CIP Reimbursements Assessments TOTAL - 350 OPEN SPACE DISTRICT FUNDS 390 FLEET MGMT INTERNAL SERVICE 3300 Investrnent Earnings 3320 Sale of Personal Property 4420 Transit Reimbursements 4480 other City Funds Reimbursement 4900 Other Revenue TOTAL - 390 FLEET MGMT INTERNAL SERVICE 22,419 23,479 10,609 1,600 1,660,178 0 3,555,819 4,585,199 4,206,565 0 0 1,053 93 75 0 170,000 0 304,534 $3,749,931 $6,268,931 $4,522,761 $14,103,900 $2,968,482 237,682 244,179 483,663 (46) 0 0 0 0 0 5,143,149 6,235,851 7,022,574 $5,380,785 $6,480,030 $7,506,237 $7,426,150 $10,475,403 124,436 157,631 97,739 216 29,524 0 755,399 784,103 724,983 48,378 41,465 36,177 5,099,267 3,762,777 4,364,736 $6,027,696 $4,775,500 $5,223,636 $4,369,005 $5,211,168 }> ~ n I s: rn Z -l '" I SCHEDULE OF REVENUES I FY 2004.05 FY 2003.06 FY 2006.07 FY 2007.0B FY 2003.0Q FUND/ACCOUNT ACTUAL ACTUAL ACT~AL PROJECTED ESTIMATED 393 TECHNOLOGY REPLACEMENT 3300 Investment Earnings 4000 Sewer Fees 4900 Other Revenue TOTAL - 393 TECHNOLOGY REPLACEMENT 395 STORES INVENTORY 3300 Investment Earnings 4900 Other Revenue TOTAL - 395 STORES INVENTORY en I N ~ 400 TRANSIT FUNDS 3300 3400 3690 3700 4300 4900 5000 Investment Earnings State Grants Other Agency Revenue Zoning Fees Fees for Other Services Other Revenue Transfers In TOTAL - 400 TRANSIT FUNDS 48,717 46,550 (2,025) 144 0 0 540,100 539,700 269,851 $588,961 $586,250 $267,826 $3,219 $0 1,102 1,277 2,331 147,816 159,984 121,963 $148,918 $161,261 $124,294 $116,808 $0 56,485 78,606 167,734 4,231,446 4,190,049 3,677,603 1,971,311 0 0 310,332 0 0 2,425,531 2,526,486 2,433,007 19,049 0 131,967 0 23,523 0 $9,014,154 $6,818,664 $6,410,311 $2,588.292 $1,829,847 )> ::j )> n :r: s: rn Z -I OJ SCHEDULE OF REVENUES i FY 2004-05 FY 2005-06 FY 200p-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTlVAl PROJECTED ESTIMATED 410 SEWER FUNDS m I N N 3000 3300 3700 4000 4040 4100 4410 4430 4450 4460 4600 4700 4900 5000 Property Tax Investment Eamings Zoning Fees Sewer Fees Industrial Waste Fees Pump Station Fees DIF Reimbursements Redev Agency Reimbursements CIP Reimbursements CDBG/Home Reimbursements Assessments Collection Charges Other Revenue Transfers In TOTAL-410 SEWER FUNDS 430 SEWER DIF FUNDS 3300 Investment Eamings 4350 Sewer I Drainage DIF TOTAL - 430 SEWER DIF FUNDS 440 DS - CITY FUNDS 3300 Investment Eamings 5000 Transfers In TOTAL -440 DS - CITY FUNDS 0 150 0 702,318 614,598 1,339,325 0 0 0 25,531,324 26,150,042 28,100,484 12,510 9,190 7,775 45,525 27,806 20,307 0 0 0 0 0 0 183,638 135,622 113,525 0 0 0 974 6,076 1,938 149,948 303,802 257,947 0 0 0 5,912,115 4,689,364 755,579 $32,538,352 $31,936,650 $30,596,880 $30,628,168 $35,274,785 234,439 289,715 414,878 1,417,782 1,516,499 556,161 $1,652,221 $1,806,214 $971,038 $969,271 $220,290 453 57 60 2,607,914 2,792,205 2,724,678 $2,608,367 $2,792,262 $2,724,739 $3,363,836 $3,862,247 )> ::j )> n I :s:: m Z -l OJ SCHEDULE OF REVENUES i FY 2004-05 FY 2005-01> FY 2IHJp-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL A(Tl~AL PROJECTED ESTIMATED - 3300 Investment Earnings 4900 Other Revenue 5000 Transfers In TOTAL - 470 OS - CV PUBLIC FINANCING AUTHORITY 500 ASSESS DIST IMPROVEMENT FUNDS 3300 Investment Earnings 4340 Transportation DIF 4600 Assessments TOTAL - 500 ASSESS OIST IMPROVEMENT FUNDS m I '" w 542 TELEGRAPH CANYON DRAINAGE DIF 3300 4350 5000 Investment Earnings Sewer I Drainage DIF Transfers In TOTAL - 542 TELEGRAPH CANYON DRAINAGE DIF 560 PUBLIC FACILITIES DIF FUNDS 3300 Investment Earnings 4330 Public Facilities DIF 4450 CIP Reimbursements 4480 Other City Funds Reimbursement 4900 Other Revenue 5000 Transfers In TOTAL - 560 PUBLIC FACILITIES DIF FUNDS 446,986 37,275,254 5,288,438 $43,010,678 479,242 20,325,000 8,180,421 $28,984,663 613,855 o 9,500,219 $10,114,075 $10,598,740 $10,441,083 32,393 54,158 95,694 618,422 125,171 2 11,947 72,175 54,165 $662,762 $251,504 $149,861 $144,675 $28,472 139,898 145,256 259,977 537 537 537 0 1,801 0 $140,435 $147,594 $260,514 $233,140 $0 800,027 492,375 990,858 13,019,244 17,934,536 2,130,562 0 0 53,279 0 3,138,140 0 0 25,179 795,036 6,820,450 7,289 560,904 $20,639,721 $21,597,519 $4,530,638 $2,930,067 $6,902,626 )> ::j )> n I :;:: m Z --l OJ SCHEDULE OF REVENUES I FY 2004-05 FY 2005-06 FY 201l6-07 FY 20117-()B FY 20118-09 FUND/ACCOUNT ACTUAL MTUAl ACTlIAl PROJECTED ESTIMATED 580 PEDESTRIAN BRIDGE DIF FUNDS 3300 Investment Earnings 4380 OR Pedestrian Bridge DIF TOTAL - 580 PEDESTRIAN BRIDGE DIF FUNDS 590 TRANSPORTATION DIF FUNDS 3300 4340 4410 4900 5000 m I N .j>. Investment Earnings Transportation DIF DIF Reimbursements Other Revenue Transfers In TOTAL - 590 TRANSPORTATION DIF FUNDS 600 REDEVELOPMENT AGENCY FUNDS 3000 3300 3310 3700 3720 4360 4430 4480 4900 5000 Property Tax Investment Earnings Sale of Real Property Zoning Fees Document Fees Bayfront Fine Arts Fee Redev Agency Reimbursements Other City Funds Reimbursement Other Revenue Transfers In TOTAL - 600 REDEVELOPMENT AGENCY FUNDS 67,361 77,754 157,161 404,112 562,431 262,696 $471,473 $640,185 $419,857 $381,777 $421,178 1,576,185 768,336 1,224,924 1,510,244 4,413,680 719,921 394,276 0 0 3,364,705 85,000 0 12,470,570 7,289 0 $19,315,980 $5,274,305 $1,944,844 $1,450,000 $930,000 2,753,695 3,876,643 6,076,772 1,910,274 699,468 598,004 639,050 0 0 0 0 0 0 17 0 0 0 0 0 0 0 89,724 80,133 11,087 769,076 1,054,414 47,304 675,000 263,708 4,000,347 $6,836,819 $5,974,383 $10,733,513 $6,787,492 $11,584,587 l> ~ n I ;:: rn Z --j OJ SCHEDULE OF REVENUES I , FY 2004.0:; FY 200:;.06 FY 21l0b-1l7 FY 21l07.0B FY 21l1lB-1l9 FUND/ACCOUNT ACTUAL ACTUAL ACT~Al PROJECTED ESTIMATED - 3000 Property Tax 840,161 975,153 1,237,036 3300 Investment Earnings 20,406 31,689 56,788 TOTAL - 670 SW TAX AGREEMENT FUNDS $860,567 $1,006,842 $1,293,824 $1,259,384 $0 3000 Property Tax 3,670,208 3,584,859 2,327,101 3300 Investment Earnings 206,021 209,870 386,438 4480 Other City Funds Reimbursement 0 0 257,507 4900 other Revenue 0 0 25,760,000 5000 Transfers In 2,594,685 1,081,010 17,373,177 a> TOTAL - 680 DEBT SERV - REDEV AGENCY FUNDS $6,470,914 $4,875,739 $46,104,223 $3,522,979 $3,921,946 I '" - 01 3060 Residential Construction Tax 1 ,063,050 668,761 393,650 3300 Investment Earnings 1,370,260 1,356,184 2,688,192 4370 Park Acquisition & Develop Fee 5,654,987 13,330,770 7,980,398 4900 Other Revenue 120,000 12,977 37,596 5000 Transfers In 32,524,318 17,223,884 0 TOTAL -700 MISC CAPITAL PROJECT FUNDS $40,732,615 $32,592,576 $11,099,836 $5,770,852 $1,200,000 )> ::j )> n I s: rn Z -j "" en I N en SCHEDULE OF REVENUES i FY 2004-05 FY 2005-0(, FY 2()()p-Oi FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACT AL PROJECTED ESTIMATED 3300 Investment Earnings 3400 State Grants 3500 Federal Grants 3600 Other Agency Grants 4480 Other City Funds Reimbursement 4900 Other Revenue 5000 Transfers In TOTAL -730 OTHER TRANSPORTATION PROGRAM FUNDS GRAND TOTAL ALL FUNDS (56,981) (45,920) 415,642 0 86,625 2,108,082 14,538,378 1,791,677 23,837 0 88,300 0 0 0 59,662 0 0 8,290 0 3,364 0 $14,481,397 $1,924,066 $2,615,514 $747,292 $12,014,388 $375,689,224 $342,606,160 $327,473,833 $278,858,118 $284,917,178 )> =! )> n I ;;:: m Z --l '" ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-03 FY 2008-09 FY 2008-09 ADOPTED MIDYEAR PROPOSED PROPOSED CLASSIFICATION BUDGET CHANGES CHANGES BUDGET MAYOR & COUNCIL Chief of Staff Coastal/Environmental Policy Consultant Constituent Services Manager Councilperson Executive Secretary Mayor Office Specialist (Mayor/ at will) Senior Council Assistant 1.00 1.00 1.00 4.00 1.00 1.00 1.00 4.00 14.00 MAYOR & COUNCIL TOTAL CITY ClERK Administrative Secretary Assistant City Clerk City Clerk Deputy City Clerk Records Manager Records Specialist Senior Deputy City Clerk Senior Office Specialist Senior Records Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 1.00 8.50 CITY CLERK TOTAL CITY ATTORNEY City Attorney Deputy City Attorney II Deputy City Attorney III Executive Secretary Legal Assistant Senior Assistant City Attorney Senior Legal Assistant 1.00 2.00 4.00 1.00 3.00 2.00 1.00 14.00 CITY ATTORNEY TOTAL ADMINISTRATION Administrative Secretary Administrative Technician Assistant City Manager Assistant Director of Budget & Anaiysis City Manager Director of Budget And Analysis 1.00 1.00 2.00 1.00 1.00 1.00 6-27 . . ..1.00. . , .,.,,-..................--......... ".""____............._..........n....- '1" . , " '.00 ,. ....."",."."..,.."...,.."......"..,,.,-,. . "".".".",_"""_,_,,,,_,m","_",,. ,;1.00 ' "''''''''''''''iC."".,,,,,-,,.,,,.,,,,,,,,,,,,, ......,-,...,......,_..._"_.--,,.... 4.00 ,. . ',1.00 14.00 ,1,.00. 1.00 ' 1.00,' (1.00) (1.00) 7.50 (1.00) 1.00 ',' 1.00 4.00 (1.00) (2.00) 12.00 (1.00) 1.00 , 1.00 ,. 1.00 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2008-09 FY 2()(l8-09 ADOPTED MIDYEAR PROPOSED PROPOSED CLASSIFICATION BUDGET CHANGES CHANGES BUDGET Director of Communications 1.00 Director of Conservation & Environmental 1.00 Services Economic Development Officer 1.00 Environmental Resource Manager 1.00 1.00 (1.00) Environmentai Resource Specialist 1.00 Executive Assistant to the City Manager 1.00 Executive Secretary 1.00 Fiscal Management Analyst 3.00 1.00 Government Relations Liaison 1.00 Graphic Designer 1.00 Principal Economic Development Specialist 1.00 Principal Management Analyst 1.00 Senior Economic Deveiopment Specialist 1.00 (1.00) Senior Graphic Designer 1.00 Senior Management Analyst 1.00 Senior Secretary 1.00 Speciai Events Planner 1.00 Special Projects Manager 1.00 ADMINISTRATION TOTAL 19.00 4.00 3.00 26.00 INFORMATION TECHNOLOGY Administrative Secretary 1.00 1.00' Applications Support Manager 1.00 (1.00) Director of Information Technology Services 1.00 nt.OO GIS Specialist 4.00 (1.00) 3.00 GIS Supervisor 1.00 "1.00': Information Technology Support Manager 1.00 1.00 . Information Technology Support Specialist 8.00 (1.00) (1.00) Operations & Telecommunications Manager 1.00 Senior Applications Support Specialist 2.00 Senior Information Technoiogy Support 2.00 Speciaiist Senior Programmer Analyst 2.00 Systems/Database Administrator 1.00 (1.00) Telecommunications Specialist 1.00 Webmaster 2.00 INFORMATION TECHNOLOGY TOTAL 28.00 (2.00) (3.00) 23.00 HUMAN RESOURCES Administrative Secretary Assistant Director of Human Resources 1.00 1.00 6-28 1.00 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-03 FY 2007-03 FY 2003-09 FY 2003-09 CLASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGn CHANGES CHANGES BUDGET Benefits Manager 1.00 Benefits Technician 2.00 Chief Learning Officer 1.00 (1.00) Director of Human Resources 1.00 Fiscal Office Specialist 0.50 Human Resources Analyst 3.00 Human Resources Operations Manager 1.00 Human Resources Technician 1.00 Office Specialist 1.00 (1.00) Principal Human Resources Analyst 2.00 (1.00) Risk Manager 1.00 Senior Fiscal Office Specialist 2.00 (1.00) Senior Human Resources Analyst 1.00 Senior Risk Management Specialist 5.00 Senior Secretary 1.00 (1.00) HUMAN RESOURCES TOTAL 25.00 (4.50) 20.50 FINANCE Accountant 2.00 (1.00) (1.00) Accounting Assistant 8.00 (1.00) 2.00 Accounting Technician 3.00 Accounting Technician 1.00 Administrative Secretary 1.00 (1.00) Assistant Director of Finance 1.00 Associate Accountant 2.00 Business License Representative 1.00 Collections Supervisor 1.00 (1.00) Director of Finance 1.00 Fiscal Operations Manager 1.00 Fiscal Services Analyst 1.00 (1.00) Procurement Specialist 2.00 Purchasing Agent 1.00 Senior Accountant 1.00 Senior Accounting Assistant 1.00 (1.00) Senior Business License Representative 1.00 (1.00) Senior Procurement Specialist 1.00 Storekeeper 1.00 (1.00) Treasury Manager 1.00 FINANCE TOTAL 31.00 (4.00) (2.00) 25.00 6-29 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT GENERAL SERVICES Animal Adoption Counselor 1.25 (1.25) Animal Care Assistant 6.50 (6.50) .... Animal Control Manager 1.00 (1.00) ,..," Animal Control Officer 5.00 (5.00) .. Animal Control Officer SupelVisor 1.00 (1.00) ;"""""';'.- Assistant SUlVeyor II 1.00 (1.00) Associate Engineer 4.00 (4.00) Building Projects Manager 3.00 (3.00) Building SelVices Manager 1.00 (1.00) - Carpenter 1.00 (1.00) Construction & Repair Manager 1.00 (1.00) Custodial & Facilities Manager 1.00 (1.00) Custodial SupelVisor 4.00 (4.00) Custodian 15.00 (15.00) Deputy Director of General SelVices 2.00 (2.00) Director of General SelVices 1.00 (1.00) Electrician 3.00 (3.00) Electrician/Equipment Installer 2.00 (2.00) Electronics Technician 2.00 (2.00) Electronics Technician SupelVisor 1.00 (1.00) Environmental SelVices Program Manager 1.00 (1.00) HVAC Technician 3.00 (3.00) Land SUlVeyor 1.00 (1.00) Landscape Architect 2.00 (2.00) Landscape Inspector 2.00 (2.00) Landscape Planner II 4.00 (3.00) (1.00) Lead Custodian 6.00 (7.00) 1.00 Locksmith 2.00 (2.00) Office Specialist 4.50 (4.00) (0.50) Painter 2.00 (2.00) Plumber 2.00 (2.00) Principal Management Analyst (1.00) 1.00 Recycling Specialist I 1.00 (1.00) Recycling Specialist II 1.00 (1.00) Registered Veterinary Technician 1.00 (1.00) Senior Administrative Secretary 1.00 (1.00) Senior Animal Care Assistant 1.00 (1.00) Senior Civil Engineer 2.00 (2.00) Senior Electrician 1.00 (1.00) Senior Engineering Technician 1.00 (1.00) Senior Fiscal Office Specialist 1.00 (1.00) 6-30 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2008-09 FY 2008-09 CLASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Senior HVAC Technician 1.00 (1.00) Senior Landscape Inspector 1.00 (1.00) Senior Management Analyst 1.00 (1.00) Senior Office Specialist 2.00 (2.00) Storekeeper 1.00 (1.00) Survey Technician II 1.00 (1.00) GENERAL SERVICES TOTAL 102.25 (99.75) (2.50) COMMUNITY DEVElOPMENT Assistant Director of Community Development Community Development Specialist II Director of Community Deveiopment Planning & Housing Manager Principal Community Development Specialist Senior Administrative Secretary Senior Community Development Specialist Senior Fiscal Office Specialist Senior Management Analyst Senior Secretary 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 13.00 (1.00) (1.00) (1.00) (1.00) (1.00) (1.00) (3.00) (1.00) (1.00) (2.00) (13.00) COMMUNITY DEVELOPMENT TOTAL PLANNING & BUILDING Administrative Technician 1.00 (1.00) Advanced Planning Manager 1.00 1"00 Assistant Director of Building & Housing 1.00 (1.00) Assistant Director of Planning 1.00 (1.00) Assistant Pianner 1.00 (1.00) Associate Planner 8.50 (5.50) (1.00) Building Inspector II 9.00 (9.00) Building Inspector III 2.00 (2.00) Code Enforcement Manager 1.00 Code Enforcement Officer I 1.00 (1.00) Code Enforcement Officer II 5.00 1.00 Code Enforcement Technician 1.00 (1.00) Deputy Building Official 1.00 (1.00) Development Automation Specialist 1.00 (1.00) Development Planning Improvement Manager 1.00 (1.00) Development Planning Manager 1.00 (1.00) Development Services Technician II 8.50 (8.50) Development Services Technician III 1.00 (1.00) Director of Planning & Building 1.00 (1.00) 6-31 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-03 FY 2007-08 FY 2003-09 FY 2008-09 ADOPTED MIDYEAR PROPOSED PROPOSED ClASSIFICATION BUDGET CHANGES CHANGES BUDGET Landscape Planner II 1.00 (1.00) Office Specialist 0.50 (0.50) Plan Check Supervisor 1.00 (1.00) Planning Technician 2.00 Plans Examiner 4.00 (4.00) Principal Management Analyst 1.00 (1.00) Principal Planner 6.00 (5.00) Secretary 2.00 (1.00) Senior Administrative Secretary 1.00 (1.00) Senior Building Inspector 2.00 (2.00) Senior Code Enforcement Officer 2.00 Senior Office Specialist 3.00 (2.00) Senior Planner 5.00 (5.00) Senior Planning Technician 1.00 Senior Plans Examiner 1.00 (1.00) Sen ior Secretary 1.00 (1.00) PLANNING & BUILDING TOTAL 80.50 (60.50) (2.00) 18.00 ENGINEERING Administrative Analyst II 2.00 '2.00 Administrative Secretary 1.00 (1.00) Assistant Director of Engineering 1.00 Assistant Surveyor II 1.00 Associate Engineer 10.00 (1.00) Building Project Manager 2.00 Deputy Director of Engineering 1.00 (1.00) Development Services Technician 2.00 (2.00) Director of Engineering 1.00 (1.00) Director of Engineering I City Engineer 1.00 Engineering Technician I 1.00 Engineering Technician II 2.00 (2.00) Fiscal Office Specialist 1.00 (1.00) Land Surveyor 1.00 1.00 (1.00) Landscape Architect 0.50 Principal Civil Engineer 3.00 (1.00) Principal Management Analyst 1.00 Real Property Manager 1.00 Secretary 1.00 Senior Administrative Secretary 1.00 Senior Civil Engineer 4.00 1.00 Senior Engineering Technician 2.00 Senior Office Specialist 1.00 6-32 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2008-09 FY 2008-09 CLASSIFIC T N ADOPTED MIDYEAR PROPOSED PROPOSED A 10 BUDGET CHANGES CHANGES BUDGET Signal Systems Engineer II 1.00 Survey Technician II 1.00 Traffic Devices Technician 4.00 (4.00) Traffic Devices Technician Supervisor 1.00 (1.00) Transportation Engineer w/Certificate 1.00 (1.00) ENGINEERING TOTAL 41.00 (5.50) (1.00) 34.50 POLlCE- - - - -- - Administrative Services Manager Chief of Police Community Service Officer Crime Laboratory Manager Detention Facility Manager Evidence Controi Assistant Facility & Supply Specialist Fiscal Office Specialist Forensics Specialist Latent Print Examiner Office Specialist Parking Enforcement Officer Peace Officer Police Agent Police Captain Police Communications Systems Manager Police Community Relations Specialist Police Data Specialist Police Dispatcher Police Dispatcher Supervisor Police Lieutenant Police Records Specialist Police Records Transcriptionist Police Sergeant Police Services Officer Police Support Services Manager Police Technology Specialist Police Training and Development Supervisor Public Information Officer (PO) Public Safety Analyst Range Master Secretary Senior Administrative Secretary Senior Fiscal Office Specialist 1.00 1.00 11.00 1.00 3.00 1.00 2.00 3.00 2.00 2.00 153.00 59.00 3.00 2.00 3.00 24.00 6.00 11.00 6.50 4.00 25.00 14.00 1.00 1.00 1.00 1.00 5.00 0.50 7.50 1.00 2.00 6-33 (4.00) 1.00 (1.00) 1.00 (1.00) (0.50) (1.00) (1.00) (5.00) (1.00) (1.00) 1.00 (4.00) (2.00) (1.00) (1.00) (1.00) (2.00) (1.00) 1.00 (1.50) (2.00) "'1.00 . . .1.00 "7.00 '.1.00 . 1'.00 2.00 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2008-09 FY 2008-09 ADOPTED MIDYEAR PROPOSED PROPOSED ClASSIFICATION BUDGET CHANGES CHANGES BUDGET Senior Management Analyst 1.00 (1.00) Senior Office Specialist 5.00 (1.00) Senior Police Data Specialist 1.00 Senior Public Safety Analyst 1.00 Training Programs Specialist 1.00 POLICE TOTAL 366.50 (23.50) (5.50) 337.50 FIRE ---- - ---- - ------- Administrative Secretary 1.00 ':',':'.1.00.'" Administrative Services Manager 1.00 ",:,.'f.'dd'.:"':': Assistant Fire Chief 1.00 :'..'t.Od Deputy Fire Chief 2.00 (1.00) (1.00) Emergency Services Coordinator 1.00 (1.00) Facility & Supply Specialist 1.00 ,.ij:qd"" Fire Battalion Chief (112 Hr) 6.00 Fire Battalion Chief (80 Hr) 1.00 Fire Captain (112 Hr) 33.00 Fire Captain (80 Hr) 2.00 (1.00) Fire Chief 1.00 Fire Communications Manager 1.00 (1.00) Fire Dispatcher 8.00 (8.00) Fire Dispatcher Supervisor 2.00 (2.00) Fire Engineer (112 Hr) 33.00 Fire Engineer (80 Hr) 2.00 Fire Inspector I 4.00 (1.00) Fire Inspector II 2.00 1.00 (1.00) Fire Marshal 1.00 Fire Prevention Engineer 2.00 (1.00) Firefighter (112 Hr) 41.00 Firefighter (80 Hr) 1.00 Office Specialist 1.00 Public Education Specialist 1.00 (1.00) Public Safety Analyst 1.00 Secretary 2.00 (1.00) Senior Fire Inspector 1.00 Senior Office Specialist 1.00 FIRE TOTAL 153.00 (17.00) (1.00) 135.00 PUBLIC WORKS Administrative Secretary Administrative Services Manager 1.00 1.00 6-34 1.00 1.00 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-03 FY 2007-03 FY 2003-09 FY 2008-09 ClASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Animal Adoption Counselor 1.25 Animal Care Assistant 6.50 Animal Control Manager 1.00 Animal Control Officer 4.00 Animal Control Officer Supervisor 1.00 Assistant Director of Public Works 1.00 Assistant Director of Public Works Operations 1.00 (1.00) Associate Engineer 1.00 (1.00) Carpenter 1.00 Construction & Repair Manager 1.00 Custodial & Facilities Manager 1.00 Custodial Supervisor 4.00 Custodian 14.50 Director of Public Works 1.00 Director of Public Works Operations 1.00 (1.00) Electrician 3.00 Electrician/Equipment Installer 1.00 Electronics Technician 2.00 Electronics Technician Supervisor 1.00 Engineering Technician 1.00 (1.00) Engineering Technician II 1.00 Environmental Health Specialist 2.00 Equipment Operator 3.00 Fiscal Office Specialist 2.00 Gardener I 15.00 (6.00) Gardener II 13.00 3.00 HVAC Technician 3.00 Lead Custodian 7.00 Locksmith 2.00 Maintenance Worker I 13.00 (5.00) (1.00) Maintenance Worker II 8.00 3.00 Office Specialist 3.50 Open Space Inspector 6.00 Open Space Manager 1.00 Painter 2.00 Parks & Open Space Manager 1.00 Parks Manager 2.00 (1.00) Parks Supervisor 5.00 Plumber 2.00 Principal Civil Engineer 1.00 Public Works Inspector I 2.00 (2.00) Public Works Inspector II 5.00 (5.00) Public Works Manager 2.00 6-35 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2008-09 FY 2008-09 ClASSIFICAT ADOPTED MIDYEAR PROPOSED PROPOSED ION BUDGET CHANGES CHANGES BUDGET Public Works Specialist 3.00 Public Works Supervisor 4.00 (1.00) Pump Maintenance Supervisor 1.00 Pump Maintenance Technician 4.00 Registered Veterinary Technician 1.00 Senior Animai Care Assistant 1.00 Senior Civil Engineer 3.00 (2.00) Senior Electrician 1.00 Senior Fiscal Office Specialist 1.00 1.00 Senior Gardener 9.00 Senior HVAC Technician 1.00 Senior Maintenance Worker 17.00 (3.00) Senior Office Specialist 1.00 2.00 (1.00) Senior Open Space Inspector 1.00 Senior Park Ranger 2.00 (1.00) Senior Public Works Inspector 3.00 (3.00) Senior Public Works Specialist 1.50 (0.50) Senior Secretary 1.00 (1.00) Senior Tree Trimmer 2.00 Signing & Striping Supervisor 1.00 Stormwater Compliance Inspector II 2.00 Traffic Devices Technician 4.00 Traffic Devices Technician Supervisor 1.00 Tree Trimmer 3.00 Tree Trimmer Supervisor 1.00 Urban Forestry Manager 1.00 (1.00) Wastewater Collections Manager 1.00 PUBLIC WORKS TOTAL 150.50 48.25 (4.00) 194.75 RECREA liON Administrative Secretary Aquarist Aquatic Supervisor I Aquatic Supervisor II Aquatic Supervisor III Assistant Director Of Recreation Director of Recreation Nature Center Grounds Maintenance Specialist Nature Center Grounds Maintenance Worker Nature Center Program Manager Principal Recreation Manager Recreation Supervisor I 6-36 . 2.00. ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-03 FY 2008-09 FY 2008-09 CLASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Recreation Supervisor II 8.00 (1.00) (1.00) Recreation Supervisor III 7.00 Registered Veterinary Technician 0.75 Senior Fiscal Office Specialist 1.00 Senior Office Specialist 1.00 Senior Recreation Manager 2.00 (1.00) RECREATION TOTAL 34.00 5.50 (1.00) 38.50 LIBRARY Administrative Analyst II 1.00 Administrative Secretary 1.00 After School Program Manager 1.00 Assistant City Manager 1.00 (1.00) Assistant Library Director 1.00 Community Relations Manager 1.00 (1.00) Cultural Arts & Funds Development Manager 1.00 (1.00) Cultural Arts Coordinator 1.00 (0.50) Delivery Driver 1.00 Director of Library Educational Services Supervisor 4.00 Family and Youth Coordinator 1.00 Grants Development Manager 1.00 Librarian I 8.50 (4.00) Librarian II 4.50 Librarian III 3.50 (0.50) Library Administrative Coordinator Library Assistant 4.00 Library Associate 13.25 (1.00) Library Digital Services Manager 1.00 Library Operations Manager 1.00 (1.00) Library Technician 4.00 (2.00) Library Volunteer Coordinator 0.50 Literacy & Programming Coordinator Principal Librarian 3.00 (1.00) Secretary 2.00 Senior Educational Services Supervisor Senior Librarian 3.00 1.00 Senior Management Analyst 1.00 Senior Office Specialist 2.00 LIBRARY TOTAL 66.25 (12.00) 6-37 (1.00) (1.00) (0.50) 1.00 (1.00) (1.00) (1.00) 1.00 1.00 (3.50) 3.50 1.00 (1.00) 1.00 (1.00) (1.00) ,..""".,.""""""-,,,.,,, 1:00 '. ).00 (3.50) 50.75 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-03 FY 2007-03 FY 2003-09 FY 2008-09 CLASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET NATURE CENTER (1.00) (0.75) 1.00 0.75 1.00 1.00 1.00 3.00 0.75 1.00 9.50 (1.00) Administrative Secretary Aquarist Director of The Nature Center Nature Center Grounds Maintenance Specialist Nature Center Grounds Maintenance Worker Nature Center Program Manager Registered Veterinary Technician Senior Office Specialist NATURE CENTER TOTAL (1.00) (1.00) (1.00) (3.00) (0.75) (1.00) (8.50) ..'"'...'-.....'-.-.'..'-.....-., d..'..o'''.....,."., DEVElOPMENT SERVICES 1.00 1.00 1.00 1.00 3.00 5.00 6.00 2.00 1.00 1.00 1.00 1.00 (1.00) Administrative Technician Assistant Director of Buiiding & Housing Assistant Director of Planning Assistant Planner Associate Engineer Associate Planner Building Inspector II Building Inspector III Deputy Building Official Development Automation Specialist Development Planning Manager Development Services Counter Manager Development Services Technician II Development Services Technician III Director of Planning & Building Engineering Technician II Landscape Architect Landscape Inspector (lxfr'd from PWand eliminated) Landscape Planner II Office Specialist Plan Check Supervisor Plans Examiner Principal Management Analyst Principal Planner Public Works Inspector II Secretary 1.00 (2.50) 2.00 7.00 1.00 1.00 1.00 1.00 2.00 (2.00) 3.00 0.50 1.00 2.00 1.00 4.00 6.00 1.00 (1.00) 1.00 (1.00) (1.00) 6-38 . 1.00 .1.00 .. .1..00 . 1.00 3.00. . ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2008-09 FY 2008-09 CLASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Senior Administrative Secretary 1.00 Senior Building Inspector 2.00 (1.00) Senior Civil Engineer 4.00 (1.00) Senior Engineering Technician 1.00 Senior Landscape Inspector 1.00 Senior Office Specialist 2.00 (1.00) Senior Planner 6.00 Senior Plans Examiner 1.00 Senior Public Works Inspector 3.00 Senior Secretary 2.00 Transportation Engineer w/Certificate 1.00 DEVELOPMENT SERVICES TOTAL 78.50 (6.50) 72.00 PARKING METER PARKING METER TOTAL 0.50 0.50 0.50. 0.50 Parking Meter Technician POLICE GRANTS CBAG Administrative Analyst II CBAG Analyst CBAG Budget Manager CBAG Deputy Executive Director CBAG Director Of SO LECC CBAG Executive Assistant CBAG Executive Director CBAG Graphic DesignerlWebmaster CBAG Lead Programmer Analyst CBAG Management Assistant CBAG Meth Strike Force Coordinator CBAG Micro Computer Specialist CBAG Network Administrator I CBAG Network Manager CBAG Program Analyst CBAG Program Manager CBAG RCFL Network Engineer Peace Officer 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 , 1.00 . 3.00. ' 1.00 "1.00 1.00 1.00 1.00 1.00 1.00 .1.00 (1.00) 1.00 2.00 1.00 POLICE GRANTS TOTAL 21.00 21.00 ENVIRONMENTAL SERVICES Environmental Services Program Manager 1.00 1.00 6-39 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT Accountant 1.00 Assistant Director of Redevelopment and 1.00 Housing Community Development Specialist I 1.00 (1.00) Community Development Specialist II 2.00 (2.00) Director of Redevelopment and Housing 1.00 (formerly Director of Community Development) Housing Manager 1.00 (1.00) Principal Community Development Specialist 2.00 (2.00) Principal Project Coordinator 2.00 Project Coordinator II 4.00 Redevelopment and Housing Manager 1.00 Redevelopment Projects Manager 1.00 (1.00) Senior Administrative Secretary 1.00 Senior Community Development Specialist 4.00 (4.00) Senior Fiscal Office Specialist 1.00 Senior Management Analyst 1.00 (1.00) Senior Project Coordinator 4.00 Senior Secretary 2.00 (1.00) REDEVELOPMENT & HOUSING TOTAL 11.00 7.00 (1.00) 17.00 ENVIRONMENTAL SERVICES TOTAL 3.00 REDEVELOPMENT & HOUSING FLEET 3.00 Equipment Maintenance Manager 1.00 1.00 Equipment Mechanic 5.00 (2.00) 3.QQ Fire Apparatus Mechanic 2.00 . ~.bb Fiscal Office Specialist 1.00 Fleet Manager 1.00 (1.00) Mechanic Assistant 2.00 Senior Equipment Mechanic 2.00 (1.00) FLEET TOTAL 14.00 (3.00) (1.00) 10.00 TRANSIT 1.00 1.00 1.00 3.00 Administrative Technician Transit Manager Transit Operations Coordinator TRANSIT TOTAL 6-40 1.00 1.00 1.00. 3.00 ATTACHMENT C AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2008-09 FY 2003-09 ADOPTED MIDYEAR PROPOSED PROPOSED CLASSIFICATION BUDGET CHANGES CHANGES BUDGET SEWER Associate Engineer 1.00 1.00 Engineering Technician II 2.00 Equipment Operator 3.00 Maintenance Worker I 8.00 1.00 Maintenance Worker II 9.00 Public Works Specialist 1.00 Public Works Supervisor 4.00 Senior Civil Engineer 1.00 Senior Fiscal Office Specialist 1.00 Senior Maintenance Worker 13.00 1.00 SEWER TOTAL 43.00 3.00 46.00 TOTAL AUTHORIZED POSITIONS 1,248.50 (107.00) (32.00) 1,109.50 6-41 SUMMARY OF RECOMMENDED CHANGES From Initial Proposed Budget Document Submitted to Council on May 22, 2008 DEPARTMENT DESCRIPTION REV EXP NET City Council Move budget from Supplies/Services to Personnel $ 5,462 $ (5,462) City Council Move budget from Supplies/Services to Personnel $ (5,462) $ 5,462 Engineering Cleanup related to development services reorganization $ $ 68,977 $ (68,977) Public Works Cleanup related to development services reorganization $ $ (68,977) $ 68,977 Recreation COBG Funding for WhizKidz (Reso 2008-121) $ 12,299 $ 12,299 $ Recreation COBG Funding for Therapeutics (Reso 2008-121) $ 17,936 $ 17,936 $ Recreation Move $2,600 from Veteran's Park to After School program $ (2,600) $ 2,600 Recreation Move $2,600 from Veteran's Park to After School program $ 2,600 $ (2,600) SUBTOTAL GENERAL FUND ADJUSTMENTS $ 30,235 $ 30,235 $ '" I -l>o '" FUND DESCRIPTION REV EXP NET COBG - Section 108 loan COBG Adjustments per Finance $ $ (149,688) $ 149,688 CIP - Bicycle Master Plan Update Remove Project STL347 $ (150,000) $ (150,000) $ Olay Ranch Preserve Adjustment to revenue and expense $ 115,500 $ 115,500 $ Police Grants CalGrip Grant (Reso 2008-119) $ 163,929 $ 163,929 $ Police Grants SLESF - Overhire Program (Reso 2008-122) $ 437,890 $ 437,890 $ Police Grants State Homeland Security Grant $ (39,226) $ (39,226) $ Police Grants Oomestic Violence Response Team grant $ 41,610 $ 41,610 $ Sewer Fund Equipment Replacement $ $ 54,824 $ (54,824) Traffic Safety Fund Motorcycle purchase (Reso 2008-117) $ $ 13,000 $ (13,000) )> SUBTOTAL OTHER FUNDS ADJUSTMENTS $ 569,703 $ 487,839 $ 81,864 ::j )> n I s: rn Z -I 0 ATTACHMENT E SUMMARY OF CHANGES TO THE COMPENSATION SCHEDULE AND CLASSIFICATION PLAN The following classifications are recommended to be eliminated from the Compensation Schedule and the Classification Plan in order to reflect the staffmg changes proposed in the fiscal year 2008/2009 budget: . Chief Learning Officer . Development Planning and Improvement Manager · Fire Communications Manager . Fire Dispatcher . Fire Dispatcher Supervisor . Public Education Specialist . Community Relations Manager · Cultural Arts and Funds Development Manager . Cultural Arts Coordinator . Assistant Director of Engineering and General Services/City Engineer . CBAG Methamphetamine Strike Force Coordinator . Building Services Manager . Deputy Director of Engineering . Deputy Director of General Services . Planning Manager . Energy Services Manager The following classifications are recommended to be added to the Compensation Schedule and the Classification Plan in order to reflect the staffing changes proposed in the fiscal year 2008/2009 budget: . Establish the following new classified job titles: P d T'tl B ., G E-Step Samrv ropose Ie, argalDlD!! Trollll (b' kl)' ~ - ~ Iwee )' Detention Facility Manager Environmental Resource Specialist Executive Assistant to the City Manager Library Administrative Coordinator Senior Educational Services Supervisor Director of the Library Middle Mana ement Middle Mana ement CVEA Professional Professional CVEA Executive $3,679,15 Police Communications System Manager $3,953.60 $2,795.36 $3,500.97 $3,230.08 $2,461.44 $5,848.12 6-43 ATTACHMENT E · Title Change Only: o Deputy Fire Chief to Assistant Fire Chief o After School Program Manager to Literacy and Programming Coordinator o Director of Engineering and General Services to Director of Engineering/City Engineer o Deputy Director of General Services to Assistant Director of Engineering o Grants Development Manager to Special Projects Manager . Bargaining Group Change Only: o CBAG Program Manager from middle management to senior management . Reestablish the classification of Director of the Library in the executive management group 6-44 . " RESOLUTION NO. 2008- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE CITY OF CHULA VISTA EXCLUDING CAPITAL PROJECTS SW255 AND STL340 FOR FISCAL YEAR 2008/2009 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2009 WHEREAS, the City Council of the City ofChula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2009; and WHEREAS, work sessions were held on March 6, 2008, and April 3, 2008, to consider and deliberate on the recommendations contained in the proposed budgets; and WHEREAS, the budget submitted at this time for formal adoption represents the City Manager's proposed budget, as presented in the Fiscal Year 2008/2009 proposed budget document, amended to reflect various budget items that address miscellaneous clean up changes, a copy of which is on file in the Office of the City Clerk; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby adopt the Operating and Capital Improvement Budgets for the City of Chula Vista excluding Capital Projects SW255 and STL340 for Fiscal Year 2008/2009. BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista approves the appropriation of funds for the Fiscal Year ending June 30, 2009. Presented by Approved as to form by Edward Van Eenoo Director of Office of Budget & Analysis ;O{~ J:\Attomey\RESQ\FINANCE\Adopt OperaliR' and CIP budgets For FY 2008.09 06-lo-08.~c - 0-45 RESOLUTION NO. 2008- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING THE CAPITAL IMPROVEMENT BUDGET FOR PROJECT SW255 FOR FISCAL YEAR 2008/2009 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2009 WHEREAS, the City Council of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2009; and WHEREAS, work sessions were held on March 6, 2008, and April 3, 2008, to consider and deliberate on the recommendations contained in the proposed budgets; and WHEREAS, the budget submitted at this time for formal adoption represents the City Manager's proposed budget, as presented in the Fiscal Year 200812009 proposed budget document, amended to reflect various budget items that address miscellaneous clean up changes, a copy of which is on file in the Office of the City Clerk; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby adopt the Capital Improvement Budget for Project SW255 for Fiscal Year 2008/2009. BE IT FURTHER RESOLVED that the City Council of the City ofChula Vista approves the appropriation offunds for the Fiscal Year ending June 30, 2009. Presented by Approved as to form by Edward Van Eenoo Director of Office of Budget & Analysis l ~1VI00 \U~ty Atto ~uu J:\Altomey\RESO\FINANCE\Adopt elP budget (or Project SW2S5 for FY 2008-09 _06.10-~s::.oo;4 6 RESOLUTION NO. 2008- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING THE CAPITAL IMPROVEMENT BUDGET FOR PROJECT STL340 FOR FISCAL YEAR 2008/2009 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2009 WHEREAS, the City Council of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2009; and WHEREAS, work sessions were held on March 6, 2008, and April 3, 2008, to consider and deliberate on the recommendations contained in the proposed budgets; and WHEREAS, the budget submitted at this time for formal adoption represents the City Manager's proposed budget, as presented in the Fiscal Year 2008/2009 proposed budget document, amended to reflect various budget items that address miscellaneous clean up changes, a copy of which is on file in the Office of the City Clerk; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby adopt the Capital Improvement Budget for Project STL340 for Fiscal Year 2008/2009. BE IT FURTHER RESOLVED that the City Council of the City ofChula Vista approves the appropriation of funds for the Fiscal Year ending June 30, 2009. Presented by Approved as to form by Edward Van Eenoo Director of Office of Budget & Analysis J:\Altomey\RESO\FINANCE\Adopl CIP budgel fOf Project STLJ40 for FY 2008-09 _06-I~~4 7 RESOLUTION NO. 2008- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA AMENDING THE COMPENSATION SCHEDULE AND CLASSIFICATION PLAN TO REFLECT THE ADDITION AND ELIMINATION OF VARIOUS POSITION TITLES AS REFLECTED IN THE FISCAL YEAR 2008/2009 OPERATING BUDGET WHEREAS, the Recommended Expenditures by Department and Category, which is on file in the Office of the City Clerk, summarizes the City Manager's proposed Fiscal Year 2008/2009 budget; and WHEREAS, the dollar amounts shown include all amendments and/or adjustments approved by Council subsequent to the printing of the proposed budget document and various clean up items which are presented below; and WHEREAS, the total number of recommended permanent positions is 1,108.50 for Fiscal Year 2008/2009, a net reduction of 140 positions from the Fiscal Year 2007/2008 amended budget; and WHEREAS, the Fiscal Year 2008/2009 budget also reflects the transfer of88.5 positions from the General Fund to their respective funding sources; and WHEREAS, the document entitled Authorized Positions By Department, which is on file in the Office of the City Clerk, summarizes the final recommended position counts by department and fund for Fiscal Year 2008/2009. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby amend the Compensation Schedule and Classification Plan to reflect the addition and elimination of various position titles as reflected in the Fiscal Year 2008/2009 operating budget. Presented by Approved as to form by Marcia Raskin Director of Human Resources J:\Attomey\RESQ\F1NANCE\Amend Compensation Schedule and Classification P\an_06-I~~~ 8 RDA RESOLUTION NO. 2008- RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING AND CAPITAL IMPROVEMENT BUDGET FOR THE REDEVELOPMENT AGENCY FOR THE SOUTHWEST/ TOWNE CENTER WOTAY VALLEY/ADDED AREA PROJECT AREA FOR FISCAL YEAR 2008/2009 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2009 WHEREAS, the Redevelopment Agency of the City of Chula Vista has received and considered the City Manager's proposed operating and capital improvement budget for the Redevelopment Agency for the fiscal year ending June 30, 2009; and WHEREAS, work sessions were held on March 6, 2008, and April 3, 2008, to consider and deliberate on the recommendations contained in the proposed budgets; and WHEREAS, the budget submitted at this time for formal adoption represents the City Manager's proposed budget, as presented in the Fiscal Year 2008/2009 proposed budget document, amended to reflect various budget items that address miscellaneous clean up changes, a copy of which is on file in the Office of the City Clerk; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the Redevelopment Agency ofthe City of Chula Vista does hereby adopt the Operating and Capital Improvement Budgets for the Southwest/Towne Center II/Otay Valley/Added Area Project Area for Fiscal Year 2008/2009. BE IT FURTHER RESOLVED that the Redevelopment Agency of the City of Chula Vista approves the appropriation of funds for the Fiscal Year ending June 30, 2009. Edward Van Eenoo Director of Office of Budget & Analysis Approved as to form by n i (ji~ ;..1 (, _J 1) I /\\ kJfrUUJ ~n Moo.ff ) ~ \- \ v ity Attotpey Presented by J:\A.nomey\RESQlFINANCE\Adol't Operating and CIP budgets fOf RDA fOf SW, TC II, 06 ~ ~ ~08.09 _06-1o.08.doc RDA RESOLUTION NO. 2008- RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE REDEVELOPMENT AGENCY FOR TOWNE CENTER I AND THE BA YFRONT PROJECT AREAS FOR FISCAL YEAR 2008/2009 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2009 WHEREAS, the Redevelopment Agency of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the Redevelopment Agency for the fiscal year ending June 30, 2009; and WHEREAS, work sessions were held on March 6, 2008, and April 3, 2008, to consider and deliberate on the recommendations contained in the proposed budgets; and WHEREAS, the budget submitted at this time for formal adoption represents the City Manager's proposed budget, as presented in the Fiscal Year 2008/2009 proposed budget document, amended to reflect various budget items that address miscellaneous clean up changes, a copy of which is on file in the Office of the City Clerk; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the Redevelopment Agency of the City of Chula Vista does hereby adopt the Operating and Capital Improvement Budgets for the Towne Center I and the Bayfront Project Areas for Fiscal Year 200812009. BE IT FURTHER RESOLVED that the Redevelopment Agency of the City of Chula Vista approves the appropriation of funds for the Fiscal Year ending June 30, 2009. Edward Van Eenoo Director of Office of Budget & Analysis Approved as to form ?y /\ . I. \ ~~<;D~r\ VCVOJI) Wl-oor ~ \ \. - ~y &,-ttorney' Presented by J:lAttomey\RESO\FINANCE\Adopl Operatillg and CIP budgels for RDA for Te I and BaYt~~Fo 200S.09_06.IO.08.doc HA RESOLUTION NO. 2008- RESOLUTION OF THE HOUSING AUTHORITY OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING BUDGET FOR THE HOUSING AUTHORITY FOR FISCAL YEAR 2008/2009 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2009 WHEREAS, the Housing Authority of the City of Chula Vista received and considered the City Manager's proposed operating budget for Housing Authority for the fiscal year ending June 30, 2009; and WHEREAS, work sessions were held on March 6, 2008, and April 3, 2008, to consider and deliberate on the recommendations contained in the proposed budgets; and WHEREAS, the budget submitted at this time for formal adoption represents the City Manager's proposed budget, as presented in the Fiscal Year 200812009 proposed budget document, amended to reflect various budget items that address miscellaneous clean up changes, a copy of which is on file in the Office of the City Clerk; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED, the Housing Authority of the City of Chula Vista does hereby adopt the Operating Budget for the Housing Authority for Fiscal Year 2008/2009. BE IT FURTHER RESOLVED that the Housing Authority of the City of Chula Vista approves the appropriation of funds for the Fiscal Year ending June 30, 2009. Presented by Approved as to form by Edward Van Eenoo Director of Office of Budget & Analysis I i i AhnM~. . ~Aftfey l ' ;/)uU J:\Anomcy\RESO\FINANCE\Adopt Operating budget for HA for FY 200S-09_06oI0-0S.dO _ 5 1 ORDINANCE NO. ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE SECTION 2.05.010 RELATING TO THE ESTABLISHMENT OF UNCLASSIFIED POSITIONS TO ELIMINATE THE FOLLOWING TITLES - ASSISTANT DIRECTOR OF ENGINEERING AND GENERAL SERVICES/CITY ENGINEER, CBAG METHAMPHETAMINE STRIKE FORCE COORDINATOR, CIDEF LEARNING OFFICER, COMMUNITY RELATIONS MANAGER, CULTURAL ARTS & FUND DEVELOPMENT MANAGER, BUILDING SERVICES MANAGER, DEPUTY DIRECTOR OF ENGINEERING, DEPUTY DIRECTOR OF GENERAL SERVICES, DEPUTY DIRECTOR OF PLANNING, DEPUTY FIRE CIDEF, DEVELOPMENT PLANNING & IMPROVEMENT MANAGER, PLANNING MANAGER, REDEVELOPMENT MANAGER, GRANTS DEVELOPMENT MANAGER, ENERGY SERVICES MANAGER, AND EXECUTIVE DIRECTOR OF THE REDEVELOPMENT AGENCY/CEO OF THE CVRC; AND TO ADD THE FOLLOWING TITLES - ASSISTANT FIRE CHIEF, ASSISTANT DIRECTOR OF ENGINEERING, EXECUTIVE ASSISTANT TO THE CITY MANAGER AND SPECIAL PROJECTS MANAGER WHEREAS, the Human Resources Department has created new classifications to better reflect the needs of the City's workforce; and WHEREAS, Chula Vista City Charter Section 500(a) requires that all new unclassified management level positions be adopted by ordinance and a four-fifths vote of the Council; and NOW, THEREFORE, the City Council of the City ofChula Vista does ordain as follows: SECTION I: That Section 2.05.010 of the Chula Vista Municipal Code is hereby amended to read as follows: 2.05.10 Unclassified positions established. In addition to those unclassified positions specifically delineated in Section 500 of the Charter of the City, there are established the J:\Atlomcy\OrdilUll1CC\Ullclassitied Position Ord. OBA-HR_06-10.08 {clean CC).dOS _ 52 Ordinance No. Page 2 unclassified posItIOns entitled Administrative Services Manager, Advanced Planning Manager, Animal Control Manager, Assistant Chief of Police, Assistant Director of Budget and Analysis, Assistant Director of Building and Housing, Assistant Director of Engineering, Assistant Director of Finance, Assistant Director of Human Resources, Assistant Director of Planning, Assistant Director of Public Works, Assistant Director of Recreation, Assistant Director of Redevelopment and Housing, Assistant Fire Chief, Assistant Library Director, California Border Alliance Group (CBAG) Deputy Executive Director, CBAG Director - SD LECC, CBAG Administrative Analyst I, CBAG Administrative Analyst II, CBAG Analyst, CBAG Budget Manager, CBAG Executive Assistant, CBAG Executive Director, CBAG Graphics Designer/Webmaster, CBAG Lead Programmer Analyst, CBAG Management Assistant, CBAG Microcomputer Specialist, CBAG Network Administrator I, CBAG Network Administrator II, CBAG Network Manager, CBAG Program Analyst, CBAG Program Manager, CBAG Regional Computer Forensic Laboratory Network Engineer, Chief of Staff, City Engineer, Coastal/Environmental Policy Consultant, Constituent Services Manager, Deputy Building Official, Deputy City Manager, Development Planning Manager, Director of Budget and Analysis, Director of Communications, Director of Conservation and Environmental Services, Economic Development Officer, Executive Assistant to the City Manager, Fiscal Operations Manager, Government Relations Liaison, Human Resources Operations Manager, Office Specialist (Mayor's Office), Parks and Open Space Manager, Police Captain, Purchasing Agent, Real Property Manager, Redevelopment and Housing Manager, Risk Manager, Senior Council Assistant, Special Projects Manager, Traffic Engineer, Transit Coordinator, Transit Manager, Treasury Manager. SECTION II: This ordinance shall take effect and be in full force thirty days from its adoption. Presented by Approved as to form by -t\g. {o;\~~~~~ ~ ~" City Attorney Edward Van Eenoo Director of Budget and Analysis J:\AlIomeyIOrdinancc\Unclassilied Position Ord. OBA.HR_06-IO-08 (clean CC),dOS _ 5 3 ORDINANCE NO. ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE SECTION 2.05.010 RELATING TO THE ESTABLISHMENT OF UNCLASSIFIED POSITIONS TO ELIMINATE THE FOLLOWING TITLES - ASSISTANT DIRECTOR OF ENGINEERING AND GENERAL SERVICES/CITY ENGINEER, CBAG METHAMPHETAMINE STRIKE FORCE COORDINATOR, CHIEF LEARNING OFFICER, CO:MMUNITY RELATIONS MANAGER, CULTURAL ARTS & FUND DEVELOPMENT MANAGER, BUILDING SERVICES MANAGER, DEPUTY DIRECTOR OF ENGINEERING, DEPUTY DIRECTOR OF GENERAL SERVICES, DEPUTY DIRECTOR OF PLANNING, DEPUTY FIRE CHIEF, DEVELOPMENT PLANNING & IMPROVEMENT MANAGER, PLANNING MANAGER, REDEVELOPMENT MANAGER. GRANTS DEVELOPMENT MANAGER. ENERGY SERVICES MANAGER. AND EXECUTIVE DIRECTOR OF THE REDEVELOPMENT AGENCY/CEO OF THE CVRC; AND TO ADD THE FOLLOWING TITLES - ASSISTANT FIRE CHIEF, ASSISTANT DIRECTOR OF ENGINEERING, AN& EXECUTIVE ASSISTANT TO THE CITY MANAGER AND SPECIAL PROJECTS MANAGER WHEREAS, the Human Resources Department has created new classifications to better reflect the needs of the City's workforce; and WHEREAS, Chula Vista City Charter Section 500(a) requires that all new unclassified management level positions be adopted by ordinance and a four-fifths vote of the Council; and NOW, THEREFORE, the City Council of the City of Chula Vista does ordain as follows: SECTION I: That Section 2.05.010 of the Chula Vista Municipal Code is hereby amended to read as follows: 2.05.10 Unclassified positions established. In addition to those unclassified positions specifically delineated in Section 500 of the Charter of the City, there are established the J:\Attomey\Ordinance\Unclassified Position Qrd - OBA-fiR Q6..1O-08 (redline),dOlj.. - 0-54 Ordinance No. Page 2 unclassified pOSITIOns entitled Administrative Services Manager, Advanced Planning Manager, Animal Control Manager, Assistant Chief of Police, Assistant Director of Budget and Analysis, Assistant Director of Building and Housing, Assistant Director of Engineering &Fla Geaeral Ser.'iee~/City Eagmeer, Assistant Director of Finance, Assistant Director of Human Resources, Assistant Director of Planning, Assistant Director of Public Works, Assistant Director of Recreation, Assistant Director of Redevelopment and Housing, Assistant Fire Chief. Assistant Library Director, California Border Alliance Group (CBAG) Deputy Executive Director, CBAG Director - SD LECC, CBAG Administrative Analyst I, CBAG Administrative Analyst II, CBAG Analyst, CBAG Budget Manager, CBAG Executive Assistant, CBAG Executive Director, CBAG Graphics Designer/Webmaster, CBAG Lead Programmer Analyst, CBAG Management Assistant, CB:\G MetllElffifllietamille Strike Foree C08fEliaLHor, CBAG Microcomputer Specialist, CBAG Network Administrator I, CBAG Network Administrator II, CBAG Network Manager, CBAG Program Analyst, CBAG Program Manager, CBAG Regional Computer Forensic Laboratory Network Engineer, Gffief Learmag Oftieer, Chief of Staff, City Engineer, CoastallEnvironmental Policy Consultant, COffiffiumty RelatioRS Manager, Constituent Services Manager, ClIIMal ;\rts ana Fuad DevelopmeRt Manager, Deputy Building Official, BlIildiag Serviees Manager, Deputy City Manager, Deputy Direetsr of Engiaeeriag, Deputy Direstsr sf Geaeral Serviees, Deputy Direeler of Planniag, Deputy Fire Chief, De'relopmell.t Plar.fliag aRa ImprovemeRt Mawger, Development Planning Manager, Director of Budget and Analysis, Director of Communications, Director of Conservation and Environmental Services, Economic Development Officer, Energy Serviees Maflager, Executive Assistant to the Citv Manager. Elleeutivs Direetor of the ReaevelopmeRt '''geaey/CEO sf the CVRC, Fiscal Operations Manager, Government Relations Liaison, GraRts Develepmeflt MaBager, Human Resources Operations Manager, Office Specialist (Mayor's Office), Parks and Open Space Manager, Planmag Maflager, Police Captain, Purchasing Agent, Real Property Manager, Redevelopment and Housing Manager, ReaeyelspmeRt Manager, Risk Manager, Senior Council Assistant, Special Proiects Manager. Traffic Engineer, Transit Coordinator, Transit Manager, Treasury Manager. SECTION II: This ordinance shall take effect and be in full force thirty days from its adoption. Presented by Approved as to form by Edward Van Eenoo Director of Budget and Analysis City Attorney J:\Attomey\Ordinance\Unclanlfied Position Ord. OBA-HR_06-10.08 (redline).db _ 5 5 I" ~ ~ ~ , PROPOSED BUDGET FISCAL YEAR 2008-09 CHERYL COX MAYOR JERRY R. RINDONE DEPUTY MAYOR STEVE CASTANEDA COUNCILMEMBER JOHN MCCANN COUNCILMEMBER RUDY RAMIREZ COUNCILMEMBER DAVID R. GARCIA City Manager DONNA NORRIS Interim City Clerk ANN MOORE City Attorney ~~I?- -..-- ....~~~~ ~ ""'" ............. ---- CllY OF CHULA VISTA ADMINISTRATION David R. Garcia Scott Tulloch City Manager Assistant City Manager DIRECTORS Edward Van Eenoo Liz Pursell Michael Meacham Maria Kachadoorian Jim Geering Jack Griffin Marcia Raskin Louie Vignapiano Leah Browder Jim Sandoval Richard P. Emerson Dave Byers Buck Martin Director of Budget and Analysis Director of Communications Director of Conservation and Environmental Services Director of Finance Interim Fire Chief Director of General Services & Engineering Director of Human Resources Director of Information Technology Services Library Director Director of Planning & Building Chief of Police Director of Public Works Director of Recreation iii ~V?- ~ ~~~~ CllY OF CHUlA VISTA ORGANIZATION CHART CITIZENS OF CHULA VISTA Citizen Advisory Commissions Mayor City Council Citizen Advisory Boards City Attorney City Manager City Clerk Asst. City Manager Engineering Public Warks Police Fire Library Recreation Budget and Analysis Finance Human Information and Redevelopment Economic Resources Technology Agency and Development Services Housing Authority Government Conservation & Planning and Environmental Communications Relations Services Building v ~\"~ - -- PRIDE AT WORK Our Mis s o n We are committed to making 0111' community a better place to live, work, and play through services that promote PRIDE Public Partne-rships &. Involvf'mpnl Reliable Infro:t:,lructurc & Wcll-M..inl<tincd Facililic:, Inviting. HC'althy, & Safe (nvironm<.'nl Diverse Cultural, Educational & Rerreatinnal Opportunities Economic Growth Our Values Professiollal ism Holding olleself to the highest standards of excellence. Accountability Tnkillg oWllershil' for aile's decisiolls nnd actiolls. Res pee t Tredting others and yourselfwitlt the utmo~t re,~llrd, aud appreciating the d{f/ereuccs ilt others. Tea III 1:0 0 r k People working togdht.r to provide th,' best available service. J n tegri ty Strollg mornl ami ethical chnrncter. The City of ChI/In Vista is committed to buildiug and nurturing a progressive and cohesive CVI1I11111Hity tf}hich values our diversity, respects our citizens, hOllors our legacy and embraces the opportunities ofthefuture. ~\~ --- ~~5~ CllY OF CHUlA VISTA vii (: -4. ;:3 ~ ("\:) Jq ~ (.:d . (~ .~ ~ . G GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Chula Vista . California President Executive Director For the Fiscal Year Beginning July 1, 2007 C?e..-.... 'S. c,.,., ~/.sG"V ix TABLE OF CONTENTS General Fund Revenue Summary General Fund Expenditure Summary 5 Year Forecast Summary of Staffing Changes LEGISLATIVE AND ADMINISTRATIVE DEPARTMENTS Mayor and Council Boards and Commissions City Clerk City Attorney Administration Information Technology Services Human Resources Finance Non-Departmental 1 3 7 11 23 29 39 41 45 47 57 65 69 81 83 89 91 97 101 119 127 139 155 BUDGET MESSAGE Transmittal Memo All Funds Summary Summary of Significant Budget Reductions Economic Overview Citizen Survey About Chula Vista Chula Vista at a Glance GENERAL FUND SUMMARY xi DEVELOPMENT & MAINTENANCE Planning and Building Engineering Public Works PUBLIC SAFETY Police Fire COMMUNITY SERVICES Recreation Library DEVELOPMENT SERVICES FUND REDEVELOPMENT & HOUSING FUNDS Capital Improvement Program Summary Revenue Summary Expenditure Summary Capital Improvement Projects Summary 157 159 167 183 201 203 219 233 235 247 261 287 289 303 309 325 335 343 359 367 399 401 405 409 417 Redevelopment Agency Funds Housing Authority Funds SEWER FUNDS TRANSIT FUNDS FLEET FUND CAPITAL PROJECT FUNDS DEBT SERVICE FUNDS OTHER FUNDS CAPITAL IMPROVEMENT PROGRAM (CIP) SUMMARY TABLES 423 Fund Appropriations by Department and Expenditure 425 Category Schedule of Revenues 431 Fund Balance Projections 449 Schedule of Inter-fund Transfers 457 Authorized Positions by Department 465 xii Budget Process Fiscal Policies Investment Policies Accounting Systems and Budgetary Control Debt Administration Gann Appropriation Limit Legal Debt Margin List of Acronyms Glossary 483 485 487 491 505 509 513 515 517 523 APPENDIX xiii DOCUMENT GUIDE The budget document is organized in a manner to facilitate your general understanding of the City's fiscal status, to present management's assessment of major issues and, finally, to present the plan for allocating resources to address those issues during the coming fiscal year. The budget document is organized as follows: Budget Message, General Fund, Other Funds, Capital Improvement Program, Summary Tables, and Appendix. BUDGET MESSAGE This section provides an overview of the region's economic outlook, an executive summary of the City's all funds budget, outlines major fiscal issues confronting the City, and highlights significant budgetary changes for fiscal year 2008-09. It also summarizes the sources and uses of funds. An overview of the budget development process is provided along with relevant timelines and milestones, as well as the results from the 2006 National Citizen Survey and descriptive statistics about Chula Vista and its residents. GENERAL FUND The General Fund budget funds the day-to-day operations of most city services. This section of the document provides an overview of General Fund revenues and expenditures, staffing changes, and budgetary trends. This section is followed by more detailed descriptions of each department organized by functional groups: Legislative and Administrative Services, Development and Maintenance Services, Public Safety Services, and Community Services. Mission statements, organizational charts, strategic goals, operating budgets, core services, purpose statements, major accomplishments, and key performance metrics are then further delineated for each departmental line of business. xv OTHER FUNDS In order to facilitate the reader's understanding of the different funding sources, this portion of the document has been organized into the following categories: Redevelopment Agency and Housing Authority funds, development services funds, sewer funds, transit funds, debt service funds, internal service funds, capital project funds, and other funds. Detailed descriptions, funding and staffing levels are provided for each fund. Due to various legal restrictions these funds are limited in their uses and generally cannot be applied to fund day-to-day operations such as Police and Fire services. CAPITAL IMPROVEMENT PROGRAM This section provides an overview of the City's Capital Improvement Program for the coming fiscal year. The Capital Improvement Program accounts for the acquisition, rehabilitation, or construction of major capital facilities, infrastructure, or equipment. Information regarding recommended funding for new or existing capital improvement projects is organized by project type. More detailed information about each capital project, including project area maps, project status, expenditures to date, current year appropriations, and future funding, can be found in the Capital Improvement Program budget document. SUMMARY TABLES AND ApPENDIX The summary tables provide a quick way to view budget allocations by department (or fund) and expenditure category, revenues by fund and type, projected fund balances by fund, and Council authorized positions by department. The appendix contains supplementary information on a variety of topics including fiscal and investment policies, debt administration, and a glossary of finance and budget terms. xvi PRO P 0 5 E D BUDGET BUDGET MESSAGE Transmittal Memo All Funds Summary Summary of Significant Budget Reductions Economic Overview Citizen Survey About Chula Vista Chula Vista at a Glance 11 - (J) () )> r -< m )> ;0 I\J o o CD ~\'f:. CITY OF -~ CHULA VISTA OFFICE OF THE CITY MANAGER MAY 22,2008 HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL: I am pleased to submit for your consideration the operating budget and capital improvement program for fiscal year 2008-09. The City of Chula Vista, like most jurisdictions throughout the San Diego County region and the State, has experienced a significant decline in revenue growth during the past 18 months as a result of the burgeoning sub-prime mortgage crisis and a national recession. As a result, significant reductions in the City's General Fund, development services fund, and Redevelopment Agency have been necessary in order to balance ongoing expenditures with current revenue projections. On December 4,2007, the City Council approved, on a 4-1 vote, the elimination of over one hundred positions and net cost reductions totaling $15.5 million annually. These reductions were taken out of the base budget for fiscal year 2008-09. As the economic situation continued to deteriorate it became apparent that the base budget was still not in balance and that further budget cuts were needed. Pursuant to direction given by the City Council at two budget workshops held in April, the budget I am now proposing for fiscal year 2008-09 includes an additional $10.6 million of annual net cost reductions and the elimination of an additional 34.0 positions. Combined, these reductions mark a 16% reduction in the General Fund budget and a 12% reduction in authorized staffing levels relative to the fiscal year 2007 -08 adopted budget. In determining how to close the budget gap I established the following criteria: . Protect core public safety and infrastructure maintenance service. . Minimize service impacts to the community. . Cut development services costs commensurate to reduced development activity. . Reduce or eliminate non-essential hourly, overtime, and service and supply budgets. . Flatten the organization and reduce the ratio of managers to non-managers. . Avoid layoffs of permanent staff to the greatest extent possible. . Rely as little as possible on one-time solutions. 3 Within these general guidelines, departments were asked to submit budget reduction proposals equal to 10% of their respective base budgets. All proposals were reviewed by the City's Budget Review Team and a budget balancing plan was presented to City Council at two publicly held budget workshops in April. True to the stated criteria, the smallest percentage reductions are proposed in the Police, Fire, and Public Works Departments. The largest percentage reductions are proposed in the City's administrative support departments (e.g. Information and Technology Services, Human Resources, and Finance) and in the Planning and Building Department as a result of the significant slowdown in development processing activities. The largest percentage staffing reductions are proposed for the management group at 16.7%. The smallest percentage staffing reductions are proposed for sworn Police and Fire personnel at 4.4% and 0.9% respectively. As a result of a hiring freeze that has been in place since June 2007, the majority of the 145 positions recommended for elimination are vacant. The early retirement programs approved by Council earlier in the year also played a significant role in increasing the number of vacant positions and thereby reducing the number of layoffs. It is currently anticipated that less than 10 of the recommended position cuts will result in layoffs. The budget plan presented herein results in a balanced budget for fiscal year 2008-09. However, updated 5-year revenue and expenditure forecasts demonstrate that expenditure increases are likely to continue outpacing revenue growth through the end of fiscal year 201 0-11, indicating that in-lieu of new or improved revenues further cost cutting measures will likely be required prior to the beginning of next fiscal year. In anticipation of this, and in an effort to minimize the potential for further layoffs, I am recommending the continuation of the hiring freeze that has been in place since the beginning of fiscal year 2007-08 (sworn public safety positions have been and will continue to be exempt from the hiring freeze.) The hiring freeze will further impact service levels as fewer staff struggle to keep up with the service demands and expectations of a growing community. Nonetheless, I feel this is a prudent and necessary course of action in light of the City's diminished revenue outlook. A summary of the budget cuts that are anticipated to have the most significant impact on service levels is provided later in this report. In closing, I want to reiterate my firm belief that despite our current budgetary issues, the future is bright for the City of Chula Vista. The economic stimulus package recently approved by congress, continued declines in the federal interest rate, continued high spending by the U.S. military, and positive regional job growth all bode well for a strong economic rebound. According to the most recent sales receipts, Chula Vista led the county in annual sales tax growth with a 5.5% increase as of the 2nd quarteroffiscal 4 year 2007-08. Most other cities in the County experienced a decline in sales tax revenues during the same period. Chula Vista also has several major economic development projects in the works that will significantly expand the City's economic base. These projects include the Eastern Urban Center, the University Park, expansion of the Auto Park, and the Gaylord Hotel and Convention Center. The cuts I am proposing to the budget are very difficult and will undoubtedly have a negative impact on service delivery. However, the cuts will result in a leaner and more efficient organization; one that is financially sound, fundamentally strong, and ready to respond to the opportunities the future holds. ACKNOWLEDGEMENT This document is the result of many months of effort on the part of all the members of this organization. Department Heads and their staff worked collaboratively with the Office of Budget and Analysis and the Finance Department in preparing the recommendations contained within this document. Developing a fiscally sound budget that remains responsive to community needs and service expectations would not have been possible without their combined professionalism, teamwork, and creativity. I would like to specifically recognize Director of Budget and Analysis, Ed Van Eenoo and Finance Director, Maria Kachadoorian. Together, with their respective staff members, they are ensuring that the City's expenditure requirements remain in-line with long-term revenue projections. Office of Budget and Analysis staff - Angelica Aguilar, Paul Valadez, Michael Arthur, Tiffany Allen, and Aaron Moreno, spent many hours organizing and producing this document and for that I am very grateful. Finally, I would like to recognize the Director of Engineering and General Services, Jack Griffin, and his staff for their excellent service and guidance in the development and implementation of the City's Capital Improvement Program. Through their efforts the City continues to plan for and deliver the infrastructure and facilities necessary to ensure that the capital needs of our growing community are met now and in the future. Respectfully submitted, .~/ David R. Garcia City Manager 5 6 ALL FUNDS SUMMARY The combined revenue budget for all City funds totals $284.3 million, including $31.8 million represents inter fund transfers. Revenues have been conservatively projected grow at a moderate rate. The largest revenue category is Other Local Taxes, which represents 19% of the all funds budget. This category includes sales tax, franchise, utility, and business licenses taxes, as well transient occupancy tax. Charges for Services (18%) represents the next largest revenue category, followed by Revenue from Other Agencies (18%), Property Taxes (16%), and Other Revenue (12%), Transfers In (11 %), Development Impact Fees (3%), Use of Money (1 %), Licenses and Permits (1 %), and Fines, Forfeitures, and Penalties (1 %). The combined expenditure budget for all City funds totals $273.4 million; $31.8 million represents inter fund transfers. This amount includes a General Fund budget of $142.3 million and a Capital Improvement Program (CIP) budget of $13.7 million. The General Fund budget funds the day-to-day operations of most city services and represents 51 % of the all funds budget. The General Fund budget for fiscal year 2008-09 marks a $23.6 million (or 14.2%) reduction from the current year's amended budget. Sewer funds represent the next largest expenditure category (12%), followed by Other Funds (12%), Redevelopment Agency funds (7%), Capital Projects Funds (6%), Debt Service Funds (5%), Development Services Fund (4%), Fleet Management Fund (2%), and Transit Fund (1%). Detailed descriptions, funding and staffing levels are provided for each fund under the corresponding fund sections. Total sources and uses of all City funds are summarized on the following two pages. 7 Sources of Funds Projected Revenues (In Thousands) Fiscal Year 2008-09 FY05-46 FY06-07 FY07-08 FY 2008-09 Actual Actual Estimated Proposed Change P rope rtv Taxes $ 32 598 $ 38 603 $ 42829 $ 44 381 I~ 1552 Other Local Taxes $ 53134 $ 53438 $ 58961 $ 55 226 $ 13735 Licenses and Permits $ 3442 $ 2870 $ 3208 $ 3360 $ 152 Fines Forfeitures&Penalties $ 1725 $ 2227 $ 2229 $ 1970 ~ 1259 Use of Monev $ 8260 $ 13924 $ 10872 $ 4054 $ 16818 Rev. from Other Aaencies $ 43 664 $ 40 527 $ 52025 $ 49 952 $ 12073 Charaes for Services $ 46406 $ 48112 $ 46016 $ 50 982 $ 4966 Development Impact Fees $ 37 884 $ 11650 $ 7809 $ 9246 $ 1437 Other Revenue $ 59 772 $ 62221 $ 30601 $ 33 302 $ 2701 Net All Funds Reve rile $ 286 885 $ 273.572 $ 254.550 $ 252A73 $ 12077' Plus Transfers In $ 55 722 $ 53901 $ 24 308 $ 31845 $ 31845 Total All Funds Revenue $ 342 607 $ 327 A73 $ 278 858 $ 284.318 $ 29 768 Total Revenues Fiscal Year 2008-09 Trarters In 11% Property Taxes 16% Other Revenue 12% Other Local Taxes 19% Developnent Impact Fees 3% Charges for Svcs. 18% Licenses & Permits 1% Fines, Fort, Penalties 1% Other l'gencies 18% Use of $ and Prop 1% 8 Uses of Funds Operating Budget by Fund Type (In Thousands) Fiscal Year 2008-09 FY05-06 FY06-07 FY07-OS FY2008-09 Actual Actua I Amended Proposed Change General Fund $ 160827 $ 166,056 $ 165 897 $ 142313 $ 123 584' Development Svcs Fund $ - $ - $ - $ 10738 $ 10738 Redevelopment Aqencv $ 22,903 $ 61,949 $ 24,983 $ 19,510 $ 15,473' Sewer Funds $ 32820 $ 27,811 $ 34 359 $ 31676 $ 12 683' Transit Funds $ 7782 $ 7457 $ 2082 $ 1632 $ 1449' Other Funds $ 29,700 $ 24987 $ 43,831 $ 31 576 $ 112256' Cap ital Proi eet Fund s $ 66973 $ 41280 $ 18015 $ 16005 $ 12009' Debt Service Funds $ 30284 $ 13918 $ 16695 $ 14553 $ 12142' Fleet Manaoement Fund $ 8755 $ 5979 $ 5884 $ 5423 $ (441' T alai Bud!let $ 360024 $ 349 437 $ 311 727 $ 273A27 $ 138.300' Less Transfers Out $ 55722 $ 53901 $ 30902 $ 31845 $ 943 Net Budaet $ 304.303 $ 295 537 $ 280 825 $ 241.582 $ 139.243' Total Budget Fiscal Year 2008-09 Other Funds 12% Fleet Management Debt Service Funds 2% 5% Capital Projects Funds 6% Transit Funds 1% General Fund 51% Red evelopm ent Agency Development 7% Services Fund 4% 9 10 SUMMARY OF SIGNIFICANT BUDGET REDUCTIONS The City has gone through two major budget reduction processes in order to keep expenditures in line with projected revenues. On December 4,2007 the City Council approved on a 4-1 vote, a mid-year budget reduction plan that reduced the City's annual net cost by $15.5 million and resulted in the elimination of over one hundred positions. These reductions were taken out of the fiscal year 2008- 09 base budget. As the fiscal year 2008-09 base budget was being developed, the City's economic condition worsened and revenue projections were adjusted downward. Included as part of the fiscal year 2008-09 proposed budget is an additional $10.6 million in net cost reductions and the elimination of 34.0 positions. The City Council considered the City Manager's proposed budget reduction plan in a series of workshops in April, 2008. The December and April budget reduction processes will result in a net cost reduction of $26.1 million and the elimination of 145.0 permanent benefited positions. These reductions are reflected in the General Fund, Fleet Management fund, Redevelopment Agency and Housing Authority funds, and the newly established Development Services fund. The following table summarizes the $26.1 million in net cost reductions by fund and department resulting from both the December and April processes. 11 TOTAL PERCENT TOTAL FTE DEPARTMENT/FUND REDUCTIONS REDUCTION REDUCTION General Fund Planning & Building (includes OSF) $ (2,377,757) -30% (16.50) Finance $ (795,582) -22% (6.00) Administration $ (1,135,394) -22% (1.00) City Clerk $ (249,429) -20% (1.00) City Attorney $ (558,712) -20% (2.00) Human Resources $ (1,085,652) -19% (4.50) ITS $ (868,401 ) -18% (5.00) Library $ (1,810,367) -18% (12.50) Recreation $ (1 ,051 ,800) -16% (4.00) Eng & Gen Svcs (includes OSF and Fleet) $ (3,165,481) -16% (22.00) Nature Center $ (192,454 ) -15% (1.00) City Council $ (216,861) -14% Fire $ (3,392,917) -14% (18.00) Public Works (includes OS F) $ (2,340,699) -11% (20.50) Police $ (4,508,903) -9% (30.00) Redevelopment Agency (Fund 651) $ (394,311) -8% (1.00) Other Reductions $ (1,944,348) TOTAL REDUCTIONS CITYWIDE $ (26,089,068) (145.00) Note: The fiscal year 2008-09 proposed budget refiects the establishment of the Development Services Fund (DSF), which includes sections from Engineering, Public Works, and Planning and Building departments. The table above reflects the budget for the different sections of the Development Services Fund within their respective department budgets. The table above shows that the largest percentage reduction was made in the Planning and Building Department (30%) - this reduction largely reflects the slowdown in development activity. The next largest reductions were made in the administrative and legislative departments - Finance (22%), Administration (22%), City Clerk (20%), City Attorney (20%), Human Resources (19%) and ITS (18%). The smallest budget reductions were made in Fire (14%), Public Works (11%), Police (9%), and in the Redevelopment Agency's Merged Project Area fund (8%). The table below summarizes the staffing reductions by bargaining unit or employee group. The largest percentage staffing reduction is being proposed for the three management groups at 16.7%; the next highest percentage reduction of 14.9% is in Chula Vista Employees' Association (CVEA). CVEA, the largest of the City's four collective bargaining units, will experience the largest reduction in the number of positions at 89.5. The smallest percent reductions are in public safety. The Chula Vista Police Officers' Association (POA) is being reduced by 11 positions or 4.4% and the International Association of Firefighters Local 2180 (IAFF) is being reduced by one position or 0.9%. 12 REDUCTIONS PROPOSED TOTAL FTE PERCENT BARGAINING UNIT FTE AUTH APPROVED 12/07 REDUCTIONS REDUCTION REDUCTION MANAGEMENT 219.00 -26.00 -10.50 -36.50 -16.7% CVEA 601.50 -69.00 -20.50 -89.50 -14.9% WCE 32.00 -3.00 -1.00 -4.00 -12.5% CONF 31.00 -2.00 -1.00 -3.00 -9.7% POA 248.00 -10.00 -1.00 -11.00 -4.4% IAFF 112.00 -1.00 0.00 -1.00 -0.9% OTHER 5.00 0.00 0.00 0.00 0.0% CITYWIDE TOTAL 1248.50 -111.00 -34.00 -145.00 -11.6% The development and implementation of the budget reduction plan was a major undertaking that will have many impacts on services to the community and City operations. To follow is a summary of some of the more significant budget reductions reflected in the fiscal year 2008-09 proposed budget. This list is not all inclusive but is meant to highlight some of the reductions that were necessary in order to balance the budget. These reductions are presented in two sections - the reductions Council approved in December 2007 on a 4-1 vote and the additional reductions needed to balance the fiscal year 2008- 09 budget. BUDGET REDUCTIONS ApPROVED DECEMBER 2007 As mentioned previously, a budget reduction plan was developed and implemented mid-year to address revenue shortfalls that the City experienced during fiscal year 2007-08. All departments were asked to propose budget reductions equal to 10% of their fiscal year 2007 -2008 budgets and replace anyone-time savings in their current budget allocations with permanent savings. During budget workShOps held in November and December 2007, the City Council deliberated over the proposed budget reductions and approved a plan that reduced the City's net cost by $15.5 million. To follow is a summary of some of the more significant budget reductions, with a focus on those budget reductions that will have the most noticeable impacts on service delivery. 13 . Reduce hours of operation at Recreation Centers - The hours of operation were reduced for various recreation facilities in order to achieve cost savings. In adjusting the hours of operation the department attempted to close facilities when the recreation facilities had the lowest attendance. These reductions include modified hours of operation for the fitness center at Norman Park, Otay and Salt Creek, Salt Creek gymnasium, the Life Options and Information and Referral programs at Norman Park Center, and Norman Park Center. The annual savings from these reductions total $89,000. . Contract Fire Communications Services - Contracting fire communication services from the City of San Diego reduced expenditures by $740,000 on an annual basis. The City of San Diego employs a true fire based computer aided dispatch (CAD) systems with capabilities that the City's CAD was not capable of delivering. The enhanced capabilities include - CAD integrated mapping, CAD driven mobile data computer mapping, multi-fire agency operability, end user flexibility, resource move-up, and software enhancement capability. These enhanced capabilities will allow the fire department to better manage existing resources. The department continues to work with the City of San Diego to mitigate any potential loss in dispatch performance resulting from the transition. . Eliminate four Police Dispatchers - The elimination of these vacant positions will result in an annual savings of approximately $363,000. Elimination of four police dispatch positions will negatively impact efficiency at the Communications Center, increase wait times for citizens calling for emergencies or business reasons, and may potentially result in increased overtime usage to cover busy periods. . Eliminate Fourth of July fireworks on the Bayfront- The elimination of the funding for this event reduced expenditures in the Recreation department by $41,000. The elimination of this event will also save staff costs in the Police Department and Public Works Department. . Eliminate Graffiti Removal Contract - The elimination of this contract will reduce expenditures in the Public Works Department by $51,500 on annual basis but will eliminate an important aspect of the City's overall graffiti abatement efforts. . Reduce Park Maintenance staffing - the elimination of three Gardener positions from Park Maintenance will save approximately $217,000 on annual basis. Service impacts include reducing sport field renovations from 20% to 10% annually, turf mowed frequency reduced from weekly to biweekly, turf weeded, edged and sprayed reduced from weekly to biweekly, and litter and trash pickup reduced from 7 to 6 days a week. 14 o Eliminate Deputy Fire Chief - The Deputy Fire Chief position is a senior management position responsible for providing direction and leadership of the Fire Department's support activities. This position can act as a first responder in the event of a major emergency event to perform command and control functions. The elimination of this position will leave the department with one Deputy Fire Chief and will result in the loss of oversight and span of control over the following key departmental support functions: Fire Communications, fire apparatus equipment readiness, equipment and supply, emergency services/disaster preparedness, and public information services. The annual savings from the elimination of this position is $230,000. o Eliminate the Police Agent from the Financial Crimes Task Force - This task force is comprised of Federal, State, and local agencies and is coordinated by Immigration Customs Enforcement (ICE). This task force investigates various financial crimes and narcotics based money-laundering investigations. Removal from this task force may severely impact the department's ability to address significant financial crimes in Chula Vista. The annual savings from the elimination of this position is $135,000. o Reduce Street Maintenance staffing - the elimination of a Public Works Supervisor and a Senior Maintenance Worker saves $198,000 on an annual basis. The elimination of one supervisor does not affect the production level of any maintenance tasks. The elimination of a Senior Maintenance Worker will result in the loss of one position on a work crew; sidewalk work assigned to this crew will be reduced. o Eliminate the Community Relations Police Sergeant- This position has direct supervision of the Community Relations Unit. This unit is responsible for a number of tasks that enhance the relationship with the community, including oversight of the Senior Volunteer Patrol, coordination of various community volunteer activities, interacting with citizens at neighborhood meetings. The annual savings from the elimination of this position is $155,000. o Eliminate four Community Service Officers - The elimination of these four vacant positions will result in an annual savings of approximately $269,000. Community Service Officers (CSO's) are the civilian auxiliary of Community Patrol. CSO's take low level crime reports, handle vehicle abatement, traffic control and other duties that would otherwise be directed to Peace Officers. Reducing the number of CSO's will adversely impact the department's ability to meet GMOC thresholds and delay routine reports to the public. o Reduce staffing assigned to K-9 unit - The K-9 unit is an essential component of the Community Patrol function. This unit provides a less lethal option for officers and is essential to officer safety in 15 a variety of situations. The staffing in this unit was reduced from 6 officers to 5 officers. Reducing the number of officers in this unit will reduce the number of hours K-9 officers are available for Community Patrol. The annual savings from this reduction is approximately $122,000. . Eliminate One Storm Drain Crew - The elimination of a storm drain crew (Senior Maintenance Worker and Maintenance Worker 1/11) saves $138,000 on annual basis. Staff will continue to place an emphasis on complying with the new NPDES permit by providing regular maintenance and cleaning of trash and debris from the City's storm drainage systems however given staffing levels work will be prioritized. . Eliminate Hourly Custodial Budget - The elimination of the hourly budget results in annual savings of $226,000. This reduction significantly lowers the level of custodial and general maintenance services in facilities citywide and impairs the department's ability to assist in the setup and takedown of special events. . Eliminate one Police Agent from Property Crimes Unit - A reduction in staffing in the Property Crimes Unit will have a negative service impact to the community and solvability of property crimes. At full staff, there are 10 detectives in this unit who handled 5,177 cases in fiscal year 2006-2007. The annual savings from the elimination of this position is $135,000. . Reduce Fleet Maintenance Staffing - the elimination of the Fleet Manager and two Equipment Mechanics from Fleet Maintenance will result in annual savings of $276,000. The elimination of these positions will result in slower turnaround times for maintenance and repair of City vehicles. . Eliminate one Peace Officer and one Police Agent from Professional Standards Unit - The Peace Officer assigned to the regional police academy provides oversight of Chula Vista police recruits and ensures that organizational standards are maintained by recruits. The Police Agent is primarily responsible for recruiting qualified candidates for all positions within the police department. The department does not anticipate placing a large number of recruits in the academy in the near future. The annual savings from the elimination of these positions is $257,000. . Reduce Fire Prevention Unit staffing - Two vacant positions were eliminated from the Fire Prevention Unit, a Public Education Specialist and a Fire Prevention Engineer. The savings from the elimination of these positions totals approximately $193,000. . Reduce Building Services staffing - Due to the slowdown in development, three Building Inspectors and two Plans Examiners were eliminated. The elimination of these positions will save approximately $613,000 on annual basis. The remaining staff in this unit is sufficient to address the current workload. 16 o Eliminate the Police Agent from the Joint Terrorism Task Force - The Joint Terrorism Task Force is comprised of a variety of Federal, State, and local law enforcement agencies that share and investigate information regarding terrorism activity in the San Diego region. With the elimination of this position, the department will no longer have a representative on this task force. The annual savings from the elimination of this position is $130,000. o Reduce Swim Program -In order to reduce expenditures the Rec Swim program will be offered on a limited basis. The program will no longer operate in Fall, Winter, and Spring and on Saturdays. Morning and weekend lap programs will also be scaled back to reflect reduced hours of operation at both pools. As part of these reductions the 8:00 am weekday swim lessons were eliminated due to low attendance. The annual savings from this reduction total $31,000. o Eliminate Mail DistributionofSpotlight-TheCityhastransitionedtoanon-linenewssource.CV Connect, which provides residents with the latest City news, feature stories, information on upcoming events, conservation tips, and important links. Eliminating the mail distribution of Spotlight will result in $80,000 in annual savings. o Reduce Inspection Services staffing - As a result in the slow down of development a Public Works Inspector, an Associate Engineer, and an hourly intern were eliminated from Inspections Services. The elimination of these positions and their associated equipment saves $249,000 on annual basis. o Eliminate Disaster Preparedness Manager - The duties assigned to this position included Emergency Operations Center (EOC) planning and activities necessary for the management of major emergency events, citywide and inter-agency disaster response plans, emergency interagency coordination and planning, community emergency response teams (CERT) recruitment and training. The duties assigned to this position will be absorbed by existing City staff. The annual savings from the elimination of this position is $127,000. o Eliminate a Sign Crew-the elimination of a two-person sign crew will save $182,000 on annual basis. Regulatory signs will continue to be ranked highest in priority for installation and maintenance. STOP and speed limit signs or regulatory signs mounted in or on a center median rank number one on the sign replacement list when knock-downs occur. Given the remaining staffing in this group, sign repairs and maintenance will be prioritized. o Reduce Development Services Counter staffing - Due to the reduced application workload 1.5 Development Services Technician positions were eliminated from the development services counter. An additional Development Services Technician was also eliminated as a result of closing 17 the Eastern Permit Center. The elimination of these positions saves approximately $193,000 annually. . Reduce Animal Care Facility staffing - This reduction includes the elimination of one Animal Control Officer and hourly staffing. These reductions will significantly reduce animal control patrols, citations, investigation of animal cruelty and disturbances of peace complaints, increase response times for urgent animal control calls for service and cause non-urgent calls for service to be deferred or not responded to within the City of Chula Vista. Annual savings total $82,000. . Reduce Economic Development Support Services . The elimination of funding for outside agencies including Chula Vista Convention Visitor Center, South County Economic Development Council, and the San Diego Regional Economic Development Corporation will result in savings of approximately $109,000 FISCAL YEAR 2008-09 PROPOSED BUDGET REDUCTIONS In developing the fiscal year 2008-09 proposed budget, budgetary gaps were identified in the General Fund, development services fund, and Redevelopment Agency. In order to address the projected gaps and develop a balanced budget, a second budget reduction process was implemented. All departments were again asked to propose budget reductions equal to 10% of their fiscal year 2008-09 base budgets. The City Council considered the City Manager's recommendation to address the budget gap during budget workshops held in March and April 2008. The City Council provided feedback and accepted the City Manager's budget reduction plan on April1Sth; the budget reduction plan resulted in the elimination of 34.0 positions and reduced the budget on an ongoing basis by $10.6 million. . Eliminate Cultural Arts Coordinator - The elimination of this position along with a reduction in the services and supplies budget will result in annual savings of $172,000. The reduction in funding for this program will result in the cancellation of the annual Taste of the Arts festival and a reduction in the 2009 Music in the Parks series to six concerts offered every other week rather than 12 weekly events. Council approved the reduction of this position to part-time as part of the December budget reduction; this proposal reflects the complete elimination of the position. . Eliminate the January 1, 2009 salary increase for all management employees -Management employees were scheduled to receive 4% cost of living adjustments in January 2008 and an additional 4% in January 2009. Due to budgetary constraints both cost of living adjustments were eliminated. The combined savings realized in fiscal year 2008-09 from eliminating these two increases is approximately $1.4 million. This savings is equivalent to approximately 14 full-time 18 benefited employees and has significantly helped the City avoid employee layoffs. The City Council has authorized the City Manager to restore all or part of the January 2009 cost of living adjustment should funding become available. o Eliminate salary increases for unclassified hourly employees - The preliminary fiscal year 2008-09 budget included a 4% salary increase in July (delayed from January 2008) and a 4% salary increase in January 2009, scheduled to coincide with the CVEA salary increases. The elimination of these salary increases will result in approximately $99,000 in savings that will help avoid employee layoffs. o Eliminate operation of Chula Vista Community Youth Center - Eliminating the operation of the Chula Vista Community Youth Center will generate approximately $84,422 on an annual basis. The programs displaced by the implementation of this reduction may be accommodated at Parkway Center, Loma Verde Center, or Otay Center all of which are located within a 2.5-mile radius of the Youth Center. o Reduce Materials and Book Budget - The reduction of the books and materials budget in the Library department will save $93,000 on an annual basis. Collection acquisition will be based on a prioritized reduction plan for the ordering of materials and online databases. o Reduce Landscape and Construction Inspection staffing - Due to the slowdown in development, the elimination of two Landscape Inspectors from Landscape Inspection and the elimination of a Public Works Inspector from Construction Inspection will have little or no service level reductions. The elimination of the Senior Civil Engineer from Construction Inspection will require work to be reassigned to other staff in this unit. The elimination of these positions will save approximately $490,000 on an annual basis. o Eliminate one Associate Planner from Advanced Planning - The elimination of this position will result in $99,000 in annual savings. Service impacts from the elimination of this position may include delays in the preparation and adoption of interim zoning provisions in those areas where zoning inconsistencies were created when the General Plan Update was adopted and delays in the completion of the comprehensive General Plan Update Implementation program. o Reduce staffing assigned to K-9 unit - The proposed reduction is to freeze a vacant peace officer assigned to this unit. This will further impact the number of hours K-9 officers are available for Community Patrol. The savings from this reduction total $132,000 for fiscal year 2008-09. o Reduce Fire Prevention Unit staffing - The elimination of a Fire Inspector II from this unit will result in annual savings of $42,000. The Fire Inspector II has been vacant since late October 2007 19 but the permanent elimination of this position may result in negative impacts to customer service, technical quality, and timeliness of service delivery. . Eliminate financial support for CONVIS - The City's contribution of $74,000 to CONVIS largely funds the operation of the visitor's center at the E Street Trolley Station. . Reorganizations - As part of the development of the budget reduction proposals departments were asked to focus on areas of the organization that could be reorganized to create efficiencies and eliminate management positions. There are a number of reductions that fall into this category. o Downgrade one Assistant City Manager (ACM) to Executive Assistant to the City Manager - This reduction together with the elimination of an Assistant City Manager approved as part of the December process will reduce the number of Assistant City Managers positions in the City from four in fiscal year 2006-2007 to one in fiscal year 2008- 09. The City has operated with only 1 Assistant City Manager since January 2008. This level of executive oversight seems to be working given the numerous reorganizations that have been implemented to date. One area that has suffered is the agenda process, in which the Assistant City Managers playa key role. For this reason, the vacant Assistant City Manager position is being downgraded to an Executive Assistant to the City Manager. This newly created position will be responsible for coordinating the agenda process for both the City Council and Chula Vista Redevelopment Corporation. This proposal will save the City approximately $148,000 annually. o Police Traffic Enforcement Unit Reorganization - The implementation of this proposal will eliminate a Traffic Safety Officer, reclassify the Special Events Agent to a Police Sergeant, and add an hourly Special Events Specialist. The duties of the Traffic Safety Officer will be reassigned to other traffic officers. This proposal will save $80,000 annually. o Consolidate Budget/Grant Analysts - The fiscal year 2007-08 budget included 11 budget analyst and 2 grants management positions spread throughout the City's various departments. This proposal reduces the number of positions from 13 to 10 and consolidates these positions into two areas: 7 positions in the Office of Budget and Analysis and 3 positions in Engineering. The analyst positions in Engineering will continue to coordinate and administer the City's Capital Improvement Budget as well as administration of the City's various community facility districts and infrastructure related development impact fees. The analysts moved to the Office of Budget and Analysis will provide budget development, monitoring, and reporting services to departments on the City's operating budget. In addition, special studies including fee analysis, cost recovery, revenue 20 projections, fiscal impact modeling, staffing models, and management reviews will be coordinated out of the Budget Office. In addition to improving the quality and consistency of analysis across departments, this proposal will result in an annual savings of approximately $330,000. o Reorganization of Library Branch Operations. This proposal increases efficiency and eliminates a layer of management from branch operations. The new organizational structure will restore public hours at the Civic Center Branch from 52 to 64 hours per week, expand Saturday hours at the Eastlake Branch by 2 hours, and restore the formal Literacy Program. Combining service points and implementing centralized scheduling will generate additional personnel services savings. Implementation of this proposal will result in annual savings of approximately $370,000. o Reorganization of the Finance Department - The reorganization of the Finance department will result in $162,000 in savings in fiscal year 2008-09. The reorganization of the department eliminates one position from the department and reclassifies various positions to lower level positions. In addition to these reductions, the department eliminated three positions as part of the December budget reductions. The elimination of staff in Finance may result in some service impacts including - increased waiting times at the Finance Counter and vendors experiencing longer delays in receiving payments. . Eliminate funding for the Third Avenue Property Based Business Improvement District (PBID) - The City contributes $80,000 on an annual basis to the PBID, which encompasses an 8- block area. Major property owners in this area include the City and the County of San Diego. The Third Avenue Village Association, through the PBID, produces community events such as the Cinco de Mayo festival and the Starlight Parade. These events may be impacted by a reduction in the PBID's funding. . Increase workers compensation deductible from $500,000 to $1,000,000 - By increasing the City's Workers' Compensation insurance deductible from $500,000 to $1M, the City will save $140,000 in premium costs in fiscal year 2008-09. The likelihood that a claim will exceed our current $500k deductible is slim (there have only been three claims in 30 years that have exceeded our current $500k deductible, with only one of those exceeding the $1 M). It would only take 3 years of premium savings to fund the additional deductible cost of a single workers compensation claim in excess of $500,000 . Reduce Storm Drain Staffing - The elimination of a Maintenance Worker 1111 saves $70,000 on 21 annual basis. This position assisted in removing trash, debris, and other pollutants from lined and unlined storm channels and inlets and outlets that cannot be reached by equipment. . Reduce Fleet Maintenance Staffing - the elimination of a Senior Equipment Mechanic will result in annual savings of $99,000 in annual savings. The elimination of this position will result in slower turnaround times for maintenance and repair of City vehicles. . Delay the hiring of the City Clerk until January 2009 - The Assistant City Clerk is currently serving in the capacity of Interim City Clerk and the Assistant City Clerk position has not been backfilled. Implementation of this proposal will result in one-time salary savings of $105,800 in fiscal year 2008-09. 22 ECONOMIC OVERVIEW This section of the budget document identifies and outlines economic indicators that impact major City projections. Several sources are used to forecast city revenues using national, state and local area trends. Sources include: the UCLA Anderson Forecast (National and State), U.S. Bureau of Labor Statistics (National and San Diego region), California Department of Finance (State), and the University of San Diego Index of Leading Economic Indicators (San Diego region). .",c,} The US economy has experienced moderate to slow growth over the past two years, n slowing significantly during the past two quarters. According to preliminary estimates released by the Bureau of Economic Analysis, real gross domestic product (GDP) increased at a rate of just 0.6 percent during the first quarter of 2008. This marks the second consecutive quarter and three of the last five quarters where GDP growth was less than 1 percent. While not meeting the United States Quarter.to~Quart8r Growth In Real GDP 1% formal definition of an economic recession (i.e. two consecutive quarters of negative GDP growth), it is clear that growth in the national economy has all but stopped. UCLA Anderson Forecast Director Edward Leamer stated in his March 2008 5% 4% 3% 2% 0% report that he holds to the belief that a recession is not likely in the immediate future. Yet he admits that there is a tenuous aspect to the 23 forecast. Leamer goes on to say that, "Our no-recession forecast remains nervously intact. We see a lot of problems in the first half of 2008, as housing remains a drag on GDP growth and weakness in personal consumption contributes as well. We expect one quarter of negative GDP growth. The Fed continues to dish out good news for Wall Street with ever-lower interest rates. The labor market is sluggish and unemployment elevates to 5.5 percent by the end of 2008. But the housing drag on GDP dissipates in the second half of the year and a normal economy returns in 2009." There is a potential for some good news to the national and local economies is the effect of the Government's "Economic Stimulus Package." Starting in May 2008, the United States Treasury will begin sending economic stimulus payments to more than 130 million households. The package can be as much as $600 per individual ($1,200 for married couples) and parents can receive an additional $300 for each eligible child. The hope is the many Americans will view the stimulus payment as a windfall and spend this money on taxable, discretionary products. With many households facing tough economic choices, the potential exists that this money will be used either to pay down existing debt or to pay for basic necessities as opposed to taxable, discretionary products. As stated by the UCLA Anderson Forecast, the California economy typically mirrors that of the national economy. Historically the U.S. and the California economy move together and there has never been a recession in California without a national recession. UCLA economists forecast that California will continue to experience very slow growth as the economy continues to adjust from the real estate fallout. According to Dataquick Information Systems, a provider of real estate information, the median home price in California in March 2008 was $358,000, down from $484,000 just one year ago, a 26 percent decrease. The decrease in home prices has prompted many homeowners who purchased homes at or near the peak of the housing market to file an appeal with their local county assessor's office to reassess their properties to current market values. The decrease in home value has also spawned a new trend among homeowners, simply walking away from their mortgage if their home is worth less than what they owe. According to a recent article in the USA Today, a growing number of consumers are choosing to pay their credit card and car loans first, a sign that many cash-strapped homeowners have given up trying to stay current with their mortgages. 24 Both of these trends have created a negative impact on property taxes for state and local governments as well as other municipalities and school districts. According to RealtyTrac, and online source of foreclosure listings, foreclosure filings in California for March 2008 were the highest of any state in the nation for the 15th consecutive month and foreclosure activity increased approximately 106 percent from March 2007. Callfor.la For.olour. Aotlvlt, $9.0 45 : 40; , 35 ' . ! -g 30 j ~ 2Sj " I .... 201 ~ 151 i! , u 101 I 5 I I o ."----------~------ ##~####~R#~~##~#~~~ C:J(.'< 0 ~fS' ~ )'Ii <<~ ~'fi ~ ~'b )~<:;; )$\-~q(;:l~ 0 ~(j' Qfj )'lI~ <<JI ~.j- Nobca or Default- Counts .....Noliceof T.uslee Sale - COUIlts W ForeclosureRadar -Sold al AlICIoon - Counts -Sold at AuclIOl"l . loan Val..,. www.foreelosurerader.com $8.0 $7.0 II) $6.0 ~ $5.0 iii . $4.0 i > $3.0 l& o $2.0 ..J $1.0 $- Largely as a result of the stagnating economy and growing crisis in the housing market, the State of California is facing significant budget problems in the coming year. Governor Arnold Schwarzenegger has indicated that the state is currently facing a twenty billion dollar budget deficit for the fiscal year 2008-09. This deficit has prompted the Governor to impose a 10% across the board cut to every department. These cuts will impact everything from social services to public safety. Impacts from these cuts will ripple throughout the state and may further exacerbate the already suffering economy. The recent approval of Proposition 1A provides protection to local municipalities from the State diverting local revenues but this protection can be overridden during periods of financial hardship. The State is currently projecting a $20 billion deficit for the upcoming budget year. The impact the State may have on local municipalities remains a concern to the City. According the to UCLA Anderson Forecast released May 8, 2008 the downturn in the Chula Vista and regional economy is likely to continue at least through the end of OIY OF the year. Job losses, rising gas prices and the continuing weakness of the real estate Q-IlIA VI5IA sector were all contributing factors in their forecast. The University of San Diego's (USD) Index of Leading Economic indicators for San Diego County dropped 16.6 points or 11.9% from this same time last year. The USD Index is a monthly report on the outlook of the local San Diego economy and is comprised of six indicators: Building permits, initial unemployment claims, stock ~,~ ... 25 prices, local consumer confidence, help wanted advertising, and the national economy. The index has now fallen in 23 of the last 24 months and all six components of the index are down year to date with the biggest decline in local consumer confidence. Confidence suffered its largest single month decline as gas prices set record highs. Combined with bad news on the housing and employment fronts, consumer confidence is at an all time low, dropping more than 40% from a year ago. San Diego Index of Leading Economic Indicators 145 140 135 130 125 120 115 110 Mar- Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dee- Jan- Feb- Mar- 07 07 07 07 07 07 07 07 07 07 08 08 08 Source: Universily of San Diego The USD Index forecasts continued weakness for the employment sector. Expectations for job growth are either flat or negative. Employment in the region is down 1,700 jobs compared to the same time period as last year. This is the first negative year-to-year job growth since July 1993. As the State of California struggles with a potential budget shortfall of up to twenty billion dollars, schools are facing huge budget cuts in light of this shortfall. The Chula Vista Elementary School District has already notified 488 employees of possible layoffs. With many of these school district employees living within and around the Chula Vista city limits, layoffs of this magnitude will surely have a ripple effect on our local economy. Another red flag for the Chula Vista economy is the large number of home foreclosures occurring within the City and rapidly declining property values. According to a recent article in the San Diego UnionlTribune, the 91 915 zip code area had the highest home foreclosure rate in the County. According to Dataquick, the median home sale price in Chula Vista dropped from $491,500 to $370,000 in the past year, representing a 24.7% drop in home values. The UCLA Anderson forecast predicts that the large number of home foreclosures will continue to drag the real estate sector down for another 9 to 12 months. Some economists are predicting that the economic condition will worsen in the months ahead as a result of increasing energy prices and significant government job losses. 26 WJi'~" "'"fIIIC 1,.,;.,d ~..". ",.' "0,,'ff: ~ ~. " FORECLOSURE ~~it0." 'II-=-- ~~~ Li ~. ~~i " . 1- )d)) 'J_\il-;~.". . . . F.' .?;t.::~"i' .:~!. ,i' ".~ " I . ~ ~ j jJ ~ ;.\!...~~ . Foreclosures have a significant impact on the City's property tax revenues. Since foreclosures are caused by the homeowner's inability to pay their mortgage, it goes to say that they are not paying their property taxes as well. Although the City will see most of those back taxes once the property is eventually resold, there is a significant timing delay in the revenue stream. Foreclosures also have an additional negative impact of further depressing housing values. As housing values decline, homeowners who purchased their property at or near the peak of the real estate market are appealing the assessed value of their homes, which would lead to a reduction of property taxes based on the lower assessment value. Despite the overall bad economic news, there are several reasons to be cautiously optimistic about Chula Vista's economy. First, the City of Chula Vista saw its most recent fourth quarter sales tax receipts increase by 5.5% over the previous four quarters. This was the highest increase of the nineteen agencies that make up the San Diego region. The region as a whole actually saw a 1.5% decrease in sales tax receipts for the same time period. Chula Vista's success can largely be attributed to increased population, the opening of several new commercial centers in the eastern section of the City, and an aggressive marketing campaign encouraging local residents to "Shop Chula Vista." San Diego County Sales Tax Growth Calendar Year 2007 8.0% 6.0% 4.0% 2.0% 0.0% -2.0% -4.0"10 -6.0% -8.0% 0 (fJ 0 0 ~ < ::T '" 0 '" en' c: ::;J a ::>. ffi Iii iii" (Jl 0 ::;J C' ::;J $; ~. '" '" (Jl a. a. 0: III 0 - 0 I1l '" 0 Source : 0 c: Mmi Servces ~ '< m ::;J " S' .. '" III (fJ (fJ 3" !!l r '" '" '" ~ ::;J '0 0 S I1l ffi 9 ~ .J!1. ffi or 0 III JIl ::;J '" 0 OJ ffi " ::T ~ dl iii" :: ::;J '" '" '< ~ " ::T (fJ '" ::;J s '" Cl g [D m 0 z III I1l !ll. 3 8 0 s 0' ::;J ::;J ::;J 9, '" Gl a. ~ !!!. ~ 0 0 I1l ~ 27 As with sales taxes, the City of Chula Vista led the San Diego region in percentage increase in assessed property values. Based on the June 2007 County Assessor's annual report, the assessed values in Chula Vista grew by 14.2%, compared to a 9.4% increase for the San Diego region as a whole. Realizing that the effects of foreclosures and reassessments mentioned above will have a dampening result on the ultimate growth in property tax receipts, the City is taking a conservative approach and lowering the projections from 14.2% to 10% for fiscal year 2007-2008. Property tax projections will continue to be conservative in fiscal year 2008-09. 16.0% 14.0% 12,0% 10.0% 8.0% 6,0% 4.0% 2.0% 0.0% San Diego County Assessed Values Fiscal Year 2006 - Fiscal Year 2007 Annual Growth () () m (JJ r 0 3 () (JJ r (JJ (JJ [!] < z 0 m "tl ::r III U> III III @ 0 III CD III Q. en' !!l. ~ :J ~ <:: ~ " :J ~ -0 a :J 3 :J () lil" " iii" "ii> 0 III ~ 0 1il" III III 0' ;;:: 3' III :J 0 :J ;;:: :J C" :J :J 0' :J ;: '< < III C. 10' Kl U> ~ III III CD III III III sa: c. 0: <0 0: c. (l G) III :J ~ U> 0 0 CD III 0 0 a CD () III CD III III U> < " -< " CD ::r ::r 28 CITIZEN SURVEY The City of Chula Vista participated in the National Citizen Survey for the first time in calendar year 2006. The comparative survey instrument was independently designed and administered by the National Research Center and sponsored by the International City/County Management Association (ICMA). Currently over 100 jurisdictions representing 35 states participate in the National Citizen Survey. Standardizing the survey instrument across these jurisdictions results in one of the primary benefits of the survey; the ability to compare Chula Vista services with similar jurisdictions across the United States. Staff from the National Research Center administered the survey to 809 randomly selected residents using phone data collection. The survey was available in either English or Spanish and the results were weighted to reflect the demographic profile of all residents in the City of Chula Vista. The survey asked residents to rate the quality of City services and issues relating to the quality of life in Chula Vista. The results provided a valuable tool for assessing resident satisfaction with community characteristics, evaluating Chula Vista's local government, and determining resident participation in local activities. The information provided from the survey has proven highly valuable in guiding the City's annual budget process by highlighting potential problem areas and resident concerns. The results of the initial survey enabled the City to establish a baseline for performance in order to measure the effectiveness of City services, examine trends in resident use of City services, and identify potential issues with service delivery and quality. Conducting the survey on an annual basis will allow the City to use survey results as a measure of performance. The City's intent is to eventually administer the survey biennially and have the results become a routine part of the budgeting cycle, helping to better incorporate resident priorities into the planning and budgeting process. However, due to budget constraints, the 2008 survey could not be completed. 29 To follow is a brief summary of the 2006 survey results. A more detailed report on the survey results was presented to Council on September 19, 2006. PROFILE OF CHULA VISTA As assessed by the survey: . 26% of residents have lived in the community for more than 20 years . 40% of residents have lived in the community 5 years or less . 67% are over age 34 . 72% of Chula Vista residents have at least some college . 60% have annual household incomes above $50,000 . 58% of residents reported that they are Spanish, Hispanic or Latino . 23% had attended a public meeting in the last year The National Citizen Survey contained many questions related to the life of residents in the community. Survey participants were asked to rate their overall quality of life, as well as other aspects of quality of life in Chula Vista. They also evaluated characteristics of the community, and gave their perceptions of safety in the City of Chula Vista. The survey assessed use of the amenities of the community and involvement by respondents in the civic and economic life of Chula Vista. OVERALL QUALITY OF CITY SERVICES As demonstrated by the chart below, Chula Vista did very well in regards to overall quality of city services - 81 % of respondents rated city services as good or excellent. Only 3% of respondents said the quality of city services was poor. 30 Overall Quality of City Services Poor 3% Good 63% Excellent 16% Fair 18% RATINGS OF SAFETY When evaluating safety in the community, 77% of respondents felt "somewhat" or "very safe" from violent crimes in Chula Vista. In their own neighborhood after dark, 83% of survey participants felt "somewhat" or "very safe." As assessed by the survey, 16% of households reported that at least one member had been the victim of one or more crimes in the past year. Of those who had been the victim of a crime, 72% had reported it to police. When asked to rate how safe they feel from the following occurring to them in Chula Vista residents Fire 86% Violent crime Property crimes 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Percent of respondents feeling "very" or "somewhat" safe responded as follows: 31 When asked to rate how safe they feel in various areas of the City during the day and after dark, residents responded as follows: Parks after dark 96% Neighborhood during the day Neighborhood after dark Downtown area during the day Downtown area after dark Parks during the day 0% 25% 50% 75% 100% Percent of respondents feeling "very" or "somewhat" safe SUMMARY OF SERVICES Chula Vista residents were asked how they felt about the services they receive from the City of Chula Vista. Respondents were asked to judge a series of city services using a scale of Excellent, Good, Fair, and Poor. City services were then compared to other jurisdictions with populations of 150,000 residents or more - the following tables indicate whether a particular City of Chula Vista service when compared to like jurisdictions was above the norm, similar to the norm or below the norm. Quality of Public Safety Services Description of Services: Above Similar Below Police services ./ Fire services ./ Ambulance/emergency medical services ./ Fire prevention and education ./ Traffic enforcement ./ Quality of Planning and Code Enforcement Services Description of Services: Above Similar Below land use, planning and zoning ./ Code enforcement (abandoned buildings, etc.) ./ Animal control ./ Economic development ./ 32 Quality of Leisure Services Description of Services: Above Similar Below City parks ,f Recreation programs or classes ,f Range/variety of programs and classes ,f Recreation centers/facilities ,f Accessibility of parks ,f Accessibility of recreation centers/facilities ,f Appearance/maintenance of parks ,f Appearance of recreation centers/facilities ,f Public library services ,f Variety of library materials ,f Quality of Transportation Services Description of Services: Above Similar Below Street repair ,f Street cleaning ,f Street lighting ,f Sidewalk maintenance ,f Traffic signal timing ,f Amount of public parking ,f Bus/transit services ,f Quality of Utility Services Description of Services: Above Similar Below Garbage Collection ,f Recycling ,f Yard waste pick-up ,f Storm drainage ,f Drinking water ,f Sewer services ,f 33 Quality of Services to Special Populations and Other Services Description of Services: Above Similar Below Health services ./ Services to seniors ./ Services to youth ./ Services to low income people ./ Public information services ./ Public schools ./ Cable television ./ SUMMARY OF QUALITY OF SERVICE DELIVERY Overall, Chula Vista compares very favorably with other jurisdictions on the quality of service delivery. Of the 40 service areas where comparative information was available, residents rated Chula Vista above the norm in 20 services, similar to the norm in 18 services and below the norm in only two services. 20 18 16 14 12 10 8 6 4 2 o Above Norm Similar to Norm Below Norm 34 QUALITY OF LIFE When asked to rate the overall quality of life in Chula Vista, 80% of respondents thought it was good or excellent. Only 3% rated overall quality of life as poor. Good 58% Poor 3% POTENTIAL PROBLEM AREAS When asked about potential problems in Chula Vista, the top areas of concern identified by respondents as "major problems" were the following: Drugs Traffic Congestion Too much growth Graffiti Unsupervised youth Crime 0% 10% 20% 30% 40% 50% 60% 35 RATINGS OF GROWTH In regards to the pace of growth, survey respondents had the following opinions: Jobs growth 77% Population growth Retail growth (stores, restaurants etc.) .Too slow . Too fast 0% 20% 40% 60% 80% 100% Percent of respondents PUBLIC TRUST Residents were asked to provide ratings of public trust based upon the following criteria: Pleased with the overall direction the City is taking 72% Chula Vista listens to citizens Chula Vista welcomes citizen involvement 73% I receive good value for taxes I pay 0% 25% 50% 75% 100% Percent of respondents that "strongly agree" or "somewhat agree" 36 RATING OF CITY OF CHULA VISTA EMPLOYEES Forty-five percent of survey respondents reported having at least one contact with a City of Chula Vista employee during the past year. Of those having contact with an employee, 78% rated their overall impression as good or excellent. Fair 14% Poor 9% Excellent 32% 37 38 ABOUT CHULA VISTA The City of Chula Vista is a charter city operating under the council-manager form of government. The City Council, comprised of four Council Members and the Mayor, serves as the governing body of the City; all members are elected from the city at-large for staggered four-year terms. The City Council appoints a City Manager, City Attorney and City Clerk. The City Manager serves as the chief administrator and is responsible for carrying out the City Council's general policies. The City Council also appoints members of the community to the City's 22 active boards and commissions. These valuable groups provide public input and facilitate quality decision-making. The City offers a full range of municipal services including police, fire, infrastructure design and maintenance, wastewater conveyance, bus transit, parks and recreation, library, economic development, planning and zoning, building permitting, and code enforcement. Water delivery services within the City are provided by two independent agencies: the Sweetwater Authority and the Otay Water District. The City has a Redevelopment Agency with five distinct project areas: Bayfront, Otay Valley, Southwest, Town Centre I and Town Centre II. The goal of the Agency is to reduce blight and to encourage new development, reconstruction, and rehabilitation of residential, commercial, industrial, and retail uses. Covering more than 33,000 acres, from San Diego Bay to the San Miguel Mountains, Chula Vista is located 7 miles North of the busiest international border crossing in the world and 7 miles South of downtown San Diego. 39 40 CHULA VISTA AT A GLANCE GENERAL INFORMATION Incorporated ........................................1911 Government..................... Council/Manager Bond Rating.............................................. A POPULATION BY ETHNIC GROUP Asian/ Other 17% Black 4% Hispanic 50% EDUCATIONAL ATTAINMENT 1 Graduate or professional degree 7% 9th to 12th grade, no diploma 12% Bachelor's Degree 15% Associate Degree 8% igh School, graduate 22% 1 Educational Attainment is based on population 25 years and over 275 250 VI 225 .., c20Q ill i3 175 (:. 150 125 100 41 POPULATION Population...................................... 231,305 Median Age.......................................... 33.8 CHULA VISTA POPULATION GROWTH 99 00 010203 04 05 06 0708'09'10"11'12"13' Note: The 1999 - 2007 population figures are for January 1" of the fiscal year. The 2008 to 2013 population estimate assumes a growth rate of approximately 1.9%. Source: California Department of Finance ELEMENTARY SCHOOLS Chula Vista Elementary School District www.cvesd.org (619) 425-9600 Number of Schools ...................................44 Projected Enrollment ........................27,400 Average Class Size Kindergarten - 3rd grade .....................20 Grades 4 - 6 ......................................... 29 SECONDARY SCHOOLS Sweetwater Union High School District www.suhsd.k12.ca.us (619) 691-5500 Number of Schools: .................................29 Projected Enrollment .........................42,083 Average Class Size ..................................26 HOUSING Housing Units ...................................76,738 Persons Per Household........................3.04 Vacancy Rate ..................................3.00% HOUSEHOLD INCOME Median Income ............... ...............$54,013 2% 10% 14% 14% .< $15,000 $30,000 - $44,999 .$60,000 - $74,999 .$100,000 - $199,999 _$15,000 - $29,999 0$45,000 - $59,999 .$75,000 - $99,999 111>= $200,000 CONSTRUCTION PERMITS HOUSING TYPE Single Family................................ ...39,454 Multiple Family................................. 33,558 Mobile Homes.................................... 3,726 PUBLIC SAFETY Fire Uniform Strength ........................... 121 Fire Stations.............................................. 9 Priority Fire Calis For Service2........ 10,390 Police Uniform Strength........................ 242 Priority Police Calis for Service3 ......74,277 COMMUNITY FACILITIES Acres of Developed Parks ................. 528.2 Total Number of Parks............................ 56 Libraries........................................ ............ 3 Recreation Facilities ............................... 14 Sources: San Die90 Association of Governments; California Department of Finance; City of Chula Vista staff 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 1998 2001 2002 .Single Family 1999 2000 2003 2004 . Multi-Family 2005 2006 2007 2 Calls for service data is for calendar year 2006, as reported to the City's Growth Management Oversight Commission (GMOC) 3 Call for service data is for fiscal year 2007 42 ". " ! Not to Scale C) NORTH City of Chula Vista VICINITY MAP L:\Gilbc Files\Graphics & TemplatesWicinily_lllapfli04.11.07 State of California ~. County of San Diego J/ / County of San Diego -- :==r=:c'''~''~:C7'-:=\, I, . . \-, - ,( ---- ------ 44 " - PRO P 0 5 E D BUDGET en () )> r -< m )> ;a ~ o o CD GENERAL FUND SUMMARY General Fund Revenue Summary General Fund Expenditure Summary 5 Year Forecast Summary of Staffing Changes 45 GENERAL FUND REVENUE SUMMARY The fiscal year 2008-09 projected revenues are $142.3 million, which are sufficient to CHULA VISTA GENERAL FUND REVENUES i i in thousands (000) i support the operating budget with no impact on FY 05-06 Actual Revenues 157,810 I FY 06-07 Actual 161 565 I existing reserves. As seen in the table on the FY 07-08 Estimated 150:394 I following page, General Fund revenues are FY 08-09 Projected 142,313 I projected to decrease from fiscal year 2007-08 % change FY 07-08 to FY 08-09 -5.4% i . __. __m__.._. _~ projected levels by $8.1 million (-5%). This amount is not directly comparable to previous years due a change in accounting/budgeting procedures whereby non-General funded positions (e.g. 3 positions from environmental services, 7 positions from redevelopment and housing, and 78.5 development service positions) are now budgeted directly in their respective funding sources. In prior years, these positions were budgeted in the General Fund, which was then reimbursed through a series of inter-fund transfers and staff time reimbursements from the respective funding sources. The transfer of these expenditure budgets to the appropriate funds (along with the elimination of the reimbursed revenues to the General Fund) provides a clearer picture of the General Fund's true expenditure obligations. The largest revenue increases between fiscal years 2007-08 and 2008-09 are projected as follows: . Increased Transfers From Other Funds revenue from $10.5 million to $12.3 million ($1.8 million or 16.6%) due to the restructuring of the General Fund budget. Beginning in FY 2008-09, the development services lines of business are being restructured as a separate Development Services Fund. This will result in a transfer of budgeted positions from the General Fund to the newly created Development Services Fund. In response to this change, the General Fund will realize citywide overhead in this revenue category. 47 o Increased Property Tax revenue from $29.1 million to $30.2 million ($1.1 million or 3.9%). Property taxes continue to grow countywide but at much slower rates than in previous years. The pace of new and existing home sales slowed dramatically and is anticipated to continue the trend of slow growth into fiscal year 2008-09. Property tax revenue projections will continue to be conservative pending the continued cooling down in the housing market. o Increased Sales Tax revenue from $29.1 million to $29.7 million ($0.6 million or 2.0%) due to the expanding of the Otay Ranch Town Center and opening of the Eastlake Village Walk. o Increased Vehicle License Fee revenue from $19.7 million to $20.2 million ($0.6 million or 2.9%). After fiscal year 2005-06, the property tax in-lieu portion of the VLF revenues received by municipalities are increased by the jurisdiction's annual growth in assessed valuation. This is reflected in the projected increase in VLF revenues from the prior year. Offsetting these estimated revenue increases are projected decreases due to the following: o An $8.1 million reduction in development processing revenues in the General Fund. Beginning with fiscal year 2008-09, the major development related revenues (i.e. building permits, zoning fees, plan checking fees, plumbing permits, electrical permits, and utility permits) were moved out of the General Fund to a Development Services Fund to make the nexus between the costs of development services and development related revenues more transparent. Creating a stand alone Development Services Fund also will help to insulate the General Fund from the cyclical nature of the construction industry. There has also been a general decline in development related revenues as a result of the significant slowdown in development activity. o A $2.4 million reduction in Interfund Reimbursements revenues (and respective expenditures) due to restructuring of several departments. As a way to insulate the General Fund from the cyclical nature of the housing construction industry, the development services lines of business were extracted from the General Fund and restructured as a separate Development Services Fund. As a result, a significant portion of CIP staff time reimbursement revenue will now be realized in the newly created Development Services Fund rather than the General Fund. In addition, Community Development Department staff, which were previously part of the General Fund, are now budgeted as part of the City's stand-alone Redevelopment Agency and Housing Authority. This restructuring will result in an additional loss of reimbursement revenue as well as a reduction in offsetting expenditures. o A $0.5 million reduction in Other Agency revenues due to an anticipated decrease in grant 48 revenue. . A $0.5 million reduction in Other Revenues due to the realization in FY2007 -08 of several one- time miscellaneous revenues. . A $0.3 million reduction in Licenses & Permits revenues due to the transferring of several revenue sources over to the Development Services Fund (e.g. plumbing permits, electrical permits, utility permits). The following table and charts provide a summary view of the major General Fund revenue sources. General Fund Revenues (Projected vs. Estimated) In Thousands (000) FY08 FY06 Actual FY07 Actual Pro'ected FY09 Pro osed INCfDEC Sales Tax $ 26,716 $ 28,827 $ 29,096 $ 29,678 2.0% Property Taxes $ 22,193 $ 26,668 $ 29,085 $ 30,232 3.9% Motor Vehicle Licenses $ 18,355 $ 17,676 $ 19,651 $ 20,216 2.9% Development Revenue 1 $ 12,675 $ 12,390 $ 10,063 $ 1,966 -80.5% Interfund Reimbursements $ 16,866 $ 16,318 $ 11,326 $ 8,886 -21.5% Transfers from Other Funds $ 21,274 $ 18,680 $ 10,529 $ 12,272 16.6% Franchise Fees $ 9,493 $ 8,813 $ 8,813 $ 8,732 -0.9% Charges for Services $ 5,107 $ 5,931 $ 6,750 $ 6,207 -8.1% Utility Users Taxes $ 6,363 $ 6,982 $ 7,052 $ 7,122 10% Other Agency Revenue $ 4,127 $ 3,734 $ 4,069 $ 3,520 -13.5% Other Local Taxes $ 3,358 $ 2,661 $ 2,004 $ 2,164 8.0% Other Revenues $ 2,701 $ 2,472 $ 3,204 $ 2,700 -15.7% Transient Occupancy Taxes $ 2,336 $ 2,552 $ 2,672 $ 2,753 3.0% Use of Money & Property $ 1,498 $ 2,355 $ 2,273 $ 2,421 6.5% Fines, Forfeitures & Penalties $ 1,144 $ 1,315 $ 1,347 $ 1,361 1.0% Police Grants $ 2,934 $ 3,522 $ 1,638 $ 1,565 -4.5% Licenses & Permits $ 670 $ 668 $ 822 $ 518 -37.0% Total General Fund Revenues $ 157,810 $ 161,565 $ 150,394 $ 142,313 -5.4% 1 Beginning with fiscal year 2008-09, the major development related revenues (i.e. building permits, zoning fees, plan checking fees, plumbin9 permits, electrical permits, and utility permits) were moved out of the General Fund to a Development Services Fund (Fund 236) to insulate the General Fund from the business cycles of the construction industry. 49 General Fund Revenues by Category Fiscal Year 2008-09 Motor Vehicle Licenses Development Rev. 14% 1% nterfund Reimb. 6% Property Taxes 22% Transfers In 9% Sales Tax 21% Franchise Fees 6% tility Users Taxes 5% Charges for Services 4% Other Local Taxes 2% Historical and Estimated General Fund Revenue Sources Fiscal Years 2002-03 through 2008-09 80 60 180 160 140 120 100 40 20 FY 03 Actual . Sales Tax _Interfund Reimb. UTOT . Licenses & Permits . Other Agency Revenue FY 04 Actual FY 05 Actual . Property Taxes . Transfers In . Charges for Services . Fines Forfeitures & Penalties FY 06 Actual FY 07 Actual FY 08 Projected FY 09 Estimated . Motor Vehicle Licenses . Development Rev. . Franchise Fees . Utility Users Taxes Other Local Taxes _ Other Revenue . Use of Money & Property . Police Grants 50 DIVERSIFIED REVENUE BASE One of the City's strengths has been its diversified revenue base. A diversified revenue base lessens the impact fluctuations in specific economic sectors have on the City's ability to provide services. Although we maintain a diversified revenue base, it will be imperative to the continued fiscal sustainability of the City to focus on increasing its discretionary revenue base. As detailed below, Chula Vista is substantially behind other jurisdictions on a per capita basis and approximately 19% below the county average. San Diego County Cities Discretionary Revenue Comparison per Capita $1,200 $1,000 . $800 $800 . $400 $200 $- Carlroad San Diego Nat on al $981 $607 C'Y $590 .Property Tax Franchise Fees .UUT County Average $557 Paway DlUla Vista Oceanside EI Cajon Esconddo La rv1esa $547 $468 $457 $467 $453 $450 .Sales Tax .In-lieu Saes Tax .Property Transfer Tax . In-Lieu VLF . TOT m M\A.F PROPERTY TAX REVENUE Under Proposition 13, which was enacted in 1979, property taxes for general government purposes are limited to 1 % of the market value of the property assessed. Assessment of qualifying property, as well as collection and apportionment of tax revenues are all functions performed by the County. Increases to assessed values to reflect current market values are only allowed when property changes hands or when the property is improved. Otherwise, annual assessment value increases are limited to 2% orthe increase in the consumer price index, whichever is lower. 51 Property tax revenues, projected at $30.2 million for fiscal year 2008-09, is the City's single largest discretionary revenue source and accounts for 21 % of the total revenue for the General Fund. Based on recent projections provided by the County Assessors Office, assessed values in Chula Vista increased by 15% in fiscal year 2006-07 and 14% in fiscal year 2007-08. Property taxes continue to grow countywide but at much slower rates than in previous years. The pace of new and existing home sales slowed dramatically and the trend of slow growth is anticipated to continue into fiscal year 2008- 09, therefore the projected increase for property taxes is 3.9% going from fiscal year 2007 -08 to fiscal year 2008-09. Property tax revenue projections will continue to be conservative pending the continued cooling down in the housing market. SALES AND USE TAX REVENUE Prior to fiscal year 2004-05, the City received 1 % in sales and use tax revenue from all taxable retail sales occurring within the City limits. Beginning in fiscal year 2004-05, the State reduced the local allocation by 0.25% and applied these funds as security for the State's Economic Recovery Bonds. The State committed to replacing the 0.25% sales tax revenues dollar-for-dollar in local property tax from the County Educational Revenue Augmentation Fund (ERAF). For forecasting and comparison purposes, sales tax revenues are projected at the full 1 % rate. For fiscal year 2008-09 the estimated sales tax revenue is $29.7 million. These funds are collected by the State at a rate of7.75% for the San Diego County region. The Sales Tax rate is divided as follows: State 6.00% State Fiscal Recovery Fund (Economic Recovery Bonds) 0.25% Local Jurisdiction (City or County of place of sale or use) 0.75% Local Transportation Fund (County of place of sale or use) 0.25% Local San Diego County Transnet Funding 0.50% Sales and use tax revenue is the City's second largest discretionary revenue source, accounting for 21 % of total revenue for the General Fund in fiscal year 2008-09. Due to the current economic climate consumer spending has decreased nationwide therefore, only a slight increase of 2% in sales tax revenue is estimated for fiscal year 2008-09. During fiscal years 2005-06 and 2006-07 sales tax revenues increased by 13% and 8% respectively primarily due to increased population and the opening of several new commercial centers in the eastern section of the City. 52 .' Sales Taxes Per Capita As noted on the above chart, sales tax on a per capita basis for the City is only $114 compared to the County average of $138 and the State average of $141. This comparison indicates that the City's residents spend a high percentage of their retail dollars elsewhere, especially considering that a healthy share of our sales and use tax revenues are generated by cross-border shoppers. It seems clear that the City must continue to place a high priority on developing the retail business base by focusing on projects such as the expansion of the auto park and the eastern urban center in order to ensure the City's long-term fiscal health. Many residents believe that property tax fully funds local government costs. The reality is that the City of Chula Vista only receives an average of 14.7 cents out of every property tax dollar paid by City residents. This is less than the amount received by the school districts and the County. In fact, the amount the City receives is about equal to the amount that the City and the County lose each year to the Educational Revenue Augmentation Fund (ERAF). The ERAF is the amount the State takes from both cities and counties to provide additional funding for schools. The City's ERAF loss projected for fiscal year 2006-07 is $6.2 million, for a $53.9 million cumulative reduction since ERAF began in fiscal year 1992-93. 53 How your property tax dollar is spent _. CWlDIO....1 tr_'_14~' _r...u _"'II. ill , ..'1l! .~!:m>-" MIlQ>>4mD ;i1~~ lI".on..L-._ - _. . , - "'~_M'" - L lI,6! 850.0g K . !A. 12 .~B n_ 12 .. .L lI6 ;85002K~ ;:"A~ I<l~~_, ~~'~'~::~~ 'r '~').>~_'m'.:"'''' E JI... -. :Ji:........c >, .' ir-~--\ ) .I~\t".'.' .,.~,.........>r., ~ . . y. ".' . < i ~). II'~ ~ ,.J L, I I I I I I I L.., Mise. Southwestern Educational City County Sweetwater Chula Vista SO.021 Community Revenue of of Union High Elementary College Augmenta- Chula San School School District tion Fund Vista Diego District District SO.051 SO.14 SO.147 SO.163 SO.188 50.29 MOTOR VEHICLE LICENSE FEES The Vehicle License Fee (VLF) revenue has gone through many changes in the past few years. The fee was initially established back in 1948 and directed to local government. The State had previously assessed a 2% of value VLF on car registrants on behalf of local governments. In May 2004, in an attempt to assist with the State's fiscal crisis, the State dropped the VLF fee from 2% to 0.65%. Except for the first three months of the year, the State back.filled this fee reduction with other State funds, keeping local government revenue whole. Beginning in fiscal year 2004-05, the local government share of VLF has narrowed. Cities continue to receive 0.65% portion of the fee directly from the State, but this amount is now net of County realignment and administrative reductions. The State backfills the gap created by the fee reduction from 2% to 0.65% with an additional allocation of local property tax from County ERAF funds, referred to as the VLF swap. After 2006, the VLF swap was valued at the original 2005 amount, and increased by the jurisdiction's annual growth in assessed valuation. This revenue source is projected to increase 2.9% in fiscal year 2008-09 to $20.2 million representing 14% of total General Fund revenues. 54 FRANCHISE FEES Franchise fee revenues are generated from public utility sources such as San Diego Gas & Electric (2% on gas and 1.25% on electricity), trash collection franchises (9.05% fee), and cable franchises (5% fee) conducting business within City limits. SDG&E is the single largest generator of Franchise Fees and accounts for approximately 50% of the total franchise revenues, which are received semi-annually, in March and August. SDG&E collects the franchise fee from Chula Vista customers and through a municipal surcharge imposed on the South Bay Power Plant based on their usage of natural gas. Due to the volatility of the price of natural gas and fluctuation in usage this component is difficult to project. Trash franchise fees and cable fees are more predictable due to the fixed rates charged and the monthly and quarterly receipt of the revenues respectively. Franchise Fees are projected at $8.7 million in fiscal year 2008-09, which represents approximately 6% of total General Fund revenues. UTILITY USERS TAX The City adopted its Utility Users Tax (UUT) in 1978. The City of Chula Vista imposes a UUT on the use of telecom at the rate of 5% of gross receipts, which represents 66% of the total UUT revenues received. The UUT on natural gas services is $0.00919 per therm and $0.00250 per kilowatt on electricity services, which equates to approximately a 1 % tax. UUT revenues are projected to grow slightly using population factors and are adjusted downward to account for market saturation in the wireless telecom sector due to the shift in usage of landline telephones to cellular telephones and to internet and other private-network communications. SDG&E is the predominant energy provider with dozens of telecommunications providers. UUT is received on a monthly basis from the various providers. Total U UT revenues projected for fiscal year 2008-09 is $7.1 million, which represents approximately 5% of total General Fund revenues. OTHER REVENUE Revenue projections are continually reviewed and updated by City staff. As described above, major general revenues, such as property taxes, sales taxes, franchise fees, utility users tax and motor vehicle license fees, are projected by the Finance Department based on prior history, growth and inflation projections, and economic climate. Other general revenues and program revenues are typically projected based on broad categories. These revenues are placed in "projection categories" based on their individual growth characteristics, and preliminary projections are made based on the category. 55 Major projection categories include: . Population based revenues, such as alarm permits, dog licenses, recreation fees, and library fines, are estimated based on projected prior year actual revenues increased by population growth. . Salary based revenues, such as reimbursements from other City funds, were estimated based on projected prior year actual revenues adjusted for anticipated changes in activity levels and salary increases adopted in memorandums of understanding or other compensation-related actions. . Inflationary based revenues, including transient occupancy taxes, were estimated based on projected prior year actual revenues increased by anticipated increases in the San Diego All Urban Consumer Price Index, which was estimated by the City's Finance Department at 3% for fiscal year 2008-09. . Flat revenues are those that generally do not fluctuate from year to year, unless specific adjustments are needed; these include revenues from other agencies. . Cyclical revenues, including one-time revenues that are budgeted based on anticipated events, grant revenues, sporadic, and cyclical revenues are adjusted based on information supplied by departments. 56 GENERAL FUND EXPENDITURE SUMMARY The General Fund budget for fiscal year 2008-09 totals $142.3 million. As discussed CHULA VISTA GENERAL FUND BUDGET in thousands (000) previously in the revenue summary, this amount FY 05-06 Actual Expenditures 160,827 FY 06-07 Actual Expenditures 166056 is not directly comparable to previous years due ' FY 07-08 Amended Budget (AB) 165,897 a change in accounting/budgeting procedures FY 08-09 Budget 142,313 whereby non-General funded positions are now % change FY 07-08 (AB) to FY 08-09 -14.2% .~.._.. _____n _ budgeted directly in their respective funding sources. It is important to emphasize that this is only a procedural change and no cost savings were realized as a result of this change. The fiscal year 2008-09 budget reflects a net decrease of $23.6 million (-14.2%) when compared to the fiscal year 2007-08 amended budget. This net reduction is primarily due to the following: . The transfer of 88.5 positions from the General fund to other funds; 78.5 positions were transferred to the newly established Development Services fund, 7 positions to the Redevelopment Agency and Housing Authority, and 3 positions to the Environmental Services fund. The transfer of these positions to other funds also accounts for part of the decrease in the services and supplies and utilities categories. . The implementation of the budget reduction plan approved by Council in December 2007 and the proposed budget reduction plan needed to balance the budget for fiscal year 2008-2009. Together the implementation of these plans eliminated 105 positions from the General fund and reduced services and supplies costs by over $2.0 million. As seen in the table on the following page, two of the largest percentage reductions relative to the fiscal year 2007-08 budget occur in the supplies and services category at-17.1 % and the personnel services category at -15.9%. The reduction in the capital projects category reflects the fact that no General 57 Funds are allocated to the Capital Improvement Program in fiscal year 2008-09. The 46.3% increase in the other expenses category is related to net increases in public liability and insurance expense based on claims history. The 286% increase in the operating capital budget is primarily the result of an increase of $300,000 to reflect the elimination of the technology replacementfund - the budget for the replacement of computers and servers is now reflected directly in the General fund. General Fund Expenditure Summary by Category In Thousands (000) Category FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY07-08 - Actual Actual Amended Budget FY08-09 Ii. Personnel Services $127,635 $135,104 $134,735 $113,282 -15.9% Supplies & Services $19,008 $17,947 $18,551 $15,383 -17.1% Other Expenses $2,003 $1,615 $1,041 $1,522 46.3% Operating Capital $852 $729 $101 $388 285.9% Utilties $4,510 $4,900 $5,173 $5,084 -1.7% Debt ServicefTransfers Out $5,238 $5,358 $6,123 $6,654 8.7% Total Operating Budget $159,246 $165,653 $165,724 $142,313 -14.1% Capital Projects $1,581 $403 $174 $0 -100.0% Total General Fund Budget $16o,s27 $166,056 $165,897 $142,313 -14.2% 1. Beginning with FY 07-08, various non-general funded positions (e.g. sewer maintenance crews, redevelopment and housing staff, transit staff, development service staff and CBAG staff) were moved out of the general fund and into their respective funding sources. General Fund Expenditure Percentage by Category Personnel Sef"\lices 79% Supplies & Sef"\lices 11% Other Expenses r 1% Utilties 4% Debt Sef"\licel Xfers Out 5% 58 PERSONNEL SERVICES EXPENDITURES AS A PERCENT OF BUDGET Personnel services expenditures (employee salaries and benefits) are by far the largest component of General Fund expenditures. At the beginning of fiscal year 2001-02, personnel services represented 73.2% of the overall general fund budget. This percentage has increased over the years to its current level of 79.6% (which is down from a high of 81.4% in FY 2006-07 mainly due to the elimination of approximately 145 positions). Personnel and Non-Personnel Services Costs Percent of Council Adopted Budget 80% 100% 60% 40% 20% 0% FY2001-02 FY2002-03 FY2003-04 FY2004-05 FY2005-06 FY2006-07 FY2007-08 FY2008-09 . Personnel Services . Non-Personnel STAFFING LEVELS Despite the City's population growing at an average rate of 3% over the past 5 years, the City's permanent, full time, benefited employees is virtually at the same level today as it was during the 2003- 04 fiscal year. Approximately 42 new positions have been added in the area of public safety; 1.77 positions in Police (a 0.5% increase) and 38.25 positions in Fire (a 39.5% increase), while positions have been eliminated in the Legislative and Administrative departments (-5.75 positions; a 4.3% decrease), Development and Maintenance service (-23.25 positions; a 5.5% decrease) and Community Services (-12.37 positions; a 12.2% decrease). 59 Staffing level FY 2003-04 to FY 2008-09 Council Adopted Budget FY 03- FY 04- FY 05- FY 06- FY 07- FY 08- FY04- 04 05 06 07 08 09 FY09A Legislative and Administrative 134.25 135.25 139.50 144.50 140.00 128.50 -5.75 Development and Maintenance 421.50 424.50 472.23 472.75 458.25 398.25 -23.25 Public Safety 452.48 502.48 501.50 532.50 540.50 492.50 4002 Community Services 101.62 106.87 114.00 114.00 109.75 89.25 -12.37 Total City Staff 1109.85 1169.10 1227.23 1263.75 1248.50 1108.50 -1.35 Budget constraints necessitated the net elimination of 155.25 positions from the budget over the past two years. Due to these cuts, the full time equivalent (FTE) per thousand residents has decreased from 5.3 employees per thousand residents in fiscal year 2003-04 to an estimated 4.8 employees per thousand residents in fiscal year 2008-09. During this time, the city has seen an increase of 14,238 housing units (22.7% increase), 31,600 residents (15.8% increase), 112 acres of parks (30% increase), 4,000 Police calls for service (5.6% increase), and 45 miles of streets (13% increase). City of Chula Vista Staffing (FTEs) Compared to FTE's per Thousand Residents 1,500 6.5 1,250 6.0 1,000 0 5.5 0 w ~ I- 750 .... u.. 5.0 iil I- 500 u.. 250 4.5 0 4.0 FY 2003- FY 2004- FY 2005- FY 2006- FY 2007- FY 2008- 04 05 06 07 08 09 _Total FTE's .....FTE's/1000 60 SALARVINCREASES As demonstrated by the table on the next page, per employee costs have increased significantly during the past several years as the city has sought to maintain a competitive position in the local labor market. Existing Memorandums of Understanding (MOU) agreements with the City's various employee bargaining groups call for pay increases of 4% per year for the next two years for most employees. From fiscal year 2001-02 through fiscal year 2009-1 0, compounded salary increases per the negotiated MOU agreements total 52% for members of the Chula Vista Police Officers' Association (POA), 46.4% for members of International Association of Firefighters (IAFF), and 34.3% for miscellaneous employees including members of the Chula Vista Employee Association (CVEA). Summary of MOU salary increase by bargaining group Date of Salary Increase POA IAFF MiSe January 2002 5% 3% 3% January 2003 5% 4% 2% January 2004 4% 4% 3% January 2005 4% 4% 4% January 2006 10% 8% 3% January 2007 4% 2% 3% July 2007 - 2% - July 2008 3% 4% 4% January 2009 4% 4% 4% January 2010 4% 4% 4% Annual Averaae Salarv Increase 4.8% 4.3% 3.3% RISING RETIREMENT COSTS The increase in CalPERS costs was a significant budgetary challenge the City has faced during the past five years. The two key factors driving the increased costs were the significant investment losses experienced by CalPERs and enhanced benefits during the same time period. Currently, the payments made to the retirement system equal 15.9% of the City's General Fund. The CalPERS pooled investment returns of -7.2% for fiscal year 2000-01, -6.0% for fiscal year 2001-02 and 4.0% for fiscal year 2002-03 have each produced actuarial losses compared to the investment return assumptions of 8.25% for those years. Because of the asset smoothing method, only a portion of the total loss for these years has been reflected in our employer contribution rates through 2008-09. 61 In fiscal year 2005-06, CalPERS adjusted their investment return assumption to 7.75%. The following graph shows the actual market rates of return for the CalPERS investment portfolio relative to the current 7.75% assumed rate of return. CalPERS Historical Market Value Rates of Return Relative to Assumed Investment F:eturn of 775% 7.75% 23.25% 15.50% 0.00% -7.75% 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Prior to fiscal year 2005-06, the estimated rate of return used by CalPERS in calculating employer contribution rates was 8.25%. The budgetary impacts caused by the increased employer contribution rates have been significant. The City's PERS contribution rates have increased from roughly 17.4% for safety employees and 8.7% for miscellaneous employees in fiscal year 2001-02 to approximately 42.4% and 29.0% respectively in fiscal year 2008-09 (these rates reflect employer contributions, city paid employee contributions, and pension obligation bond costs). This translates into an increase of $19.6 million in budgeted PERS contributions - from $6.5 million in fiscal year 2001-02 to $26.1 million in fiscal year 2008-09. The vast majority of this increase is related directly to the CalPERS investment losses previously discussed. These trends are displayed on the chart on the following page. 62 Increase in Citywide budgeted PERS costs since fiscal year 2001-02 $30 $25 $20 III '" 0 $15 ::!: $10 $5 $0 FY01-02 FY 02-03 FY03- 04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 HEALTH CARE COSTS Kaiser and PacifiCare insurance premiums have increased on average of 9.5% per year since the beginning of fiscal year 2001-02. Taking into account the compounding effect of these increases over time, Kaiser premiums have increased 79% during the past 7 years while PacifiCare premiums have increased 92% over the same period. The annual budget for flexible spending accounts has increased from $6.3 million in fiscal year 2001-02 to $11.6 million in fiscal year 2008-09. Recent discussions with health care professionals indicate these high trends in health care costs are likely to continue for the foreseeable future, with an anticipated increase of 10% effective January 2009. For fiscal year 2008- 09, the City was able to keep health care increases to a minimum through plan design changes. Premium increases by health care provider (FY 2001-02 to FY 2008-09) Date of Premium Increase Kaiser PacifiCare AVG January 2002 6.4% 15.9% 11.2% January 2003 15.4% 11.0% 13.2% January 2004 0.1% 10.9% 5.5% January 2005 19.9% 8.4% 14.2% January 2006 6.9% 10.0% 8.5% January 2007 8.5% 16.4% 12.5% January 2008 5.0% -2.8% 1.1% Annual Avg Premium Increase 8.9% 10.0% 9.5% 63 64 GENERAL FUND 5-YEAR FORECAST The General Fund major discretionary revenues are conservatively projected to grow at an annual average rate of 3.4% during the next five-year period (2009-2013). This compares to a historical annual average growth of 11.4%, over the past five years (2004-2008). Expenditures are projected to grow at an annual average rate of 2.0% during the next five years. The changes in anticipated growth take into account the significant downturn in the economy experienced over the past year and the assumption that a turnaround will not likely occur in the near term. The long-term financial outlook identifies structural challenges to the City's General Fund through the end of fiscal year 2010-11. The fiscal condition begins to improve in fiscal year 2011-12 after the final salary increases approved through the current MOUs. The final payment for the Pension Obligation Bonds occur in fiscal year 2012-13 which improves the financial outlook significantly. Projected Deficit Summary (in millions) - After FY09 Budget Balancing 2008-09 2009-10 2010-11 2011-2012 2012-2013 $142.3 $144.6 $149.3 $154.2 $159.6 $142.3 $147.7 $150.8 $153.7 $153.9 $0.0 ($3.1) ($1.5) $0.5 $5.7 Revenues Expenditures (Deficit)/Surplus 65 Baseline Expenditures and Revenues III $165 c ~ :;; $160 $155 $150 $145 $140 2009 Projected 2010 Projected 2011 Projected 2012 Projected 2013 Projected ....... Expenditures __Revenues The Council's General Fund minimum reserve level policy of 8%, which became effective in 1996, was established to prudently protect the fiscal solvency of the City. Reserves are important in order to mitigate the negative impact on revenues from economic fluctuations, to withstand State budget grabs and to fund unforeseen expenditure requirements. As evidenced by the chart below, the General Fund reserves were at an all time high of $31.2 million or 28.5% of the operating budget at the end of fiscal year 2002. The City's General Fund reserves placed the City in the enviable position to withstand the State's revenue cuts during fiscal years 2005 and 2006 and provided the City with the opportunity to reinvest back into the community. Due to the significant slowdown in the housing market and the overall economy, the reserves dropped to 6.3% at the end of fiscal year 2007. Based on the most current projections we anticipate the available fund balance to be 4.8% at the end of the 2008 fiscal year. The drop in reserves is anticipated due to the continued deterioration of the economy and housing market, both of which are impacting sales tax and property tax revenues. A citywide administrative freeze has been placed on all non-essential expenditures with the goal of maintaining the reserve levels at 6.3% by the end of fiscal year 2008. 66 General Fund Reserve 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% Jun-OQ Jun-01 Jun-02 Jun-03 Jun-04 Jun-05 Jun-06 Jun-07 Jun-08 KEY FORECAST ASSUMPTIONS The forecast report is based on assumptions regarding what will happen in the regional and State economy over the next five years. It is built upon a set of assumptions about the future economic environment impacting ongoing revenues and expenditures. Following are some of the key assumptions used to prepare the forecast: . The regional economies will continue at a moderate rate of growth, with slightly higher inflation, slightly higher interest rates and low unemployment. . City population will continue to increase but at significantly lower rates than in the past five years. . City sales tax revenues will continue to grow but at very low rates per most of the forecast period. . Adjustments to the base assessed value will occur due to the fall out of the sub prime mortgage and credit issues. This will result in lower property tax revenues than previously assumed and are reflected in the forecasted property tax revenues. . No State takeaways are assumed in the projections although cash flows are being impacted due to the delayed payments in sales tax, vehicle license fees and now gas tax funds. . Expenditures related to negotiated salary increases are reflected in the forecast through fiscal year 2010, when the term of the current Memorandum of Understandings expire. No additional raises, other than the regularly scheduled step increases, are assumed beyond the current MOU. . No salary savings are assumed for vacant positions creating a more conservative forecast. 67 . No additional personnel are assumed for new facilities (i.e. parks). . No new additional General Fund programs or new revenue sources are assumed in this forecast. . Franchise Fee revenue projections assumes that the South Bay Power Plant will continue to operate but at a significantly lower rate than in previous years. 68 SUMMARY OF STAFFING CHANGES The proposed fiscal year 2008-09 budget includes 1,108.5 positions for all funds. This is a net decrease of 140.0 from the fiscal year 2007-08 Council adopted budget authorized position count of 1248.5. The section that follows is divided into two sections - the staffing changes that have already been approved by Council during fiscal year 2007-08 and changes being proposed as part of the fiscal year 2008-09 budget. POSITION CHANGES AUTHORIZED DURING FISCAL YEAR 2007 -08 On December 4, 2007 Council approved the implementation of the budget reduction plan, which resulted in the elimination of 111 positions. As part of these efforts, the City Council also approved a number of reorganizations - most notably the dissolution of the Community Development Department. Because of these changes, title changes were recommended to more accurately reflect the current duties and responsibilities of various positions. During fiscal year 2007-08, Council also approved the addition of five new positions. The position added to Police and both positions added to Conservation and Environmental Services were grant funded. The two positions added to Wastewater Maintenance were incorporated in the new sewer rates. The table on the following pages summarizes the position changes Council authorized during fiscal year 2007-08, including the positions eliminated as part of the budget reduction plan approved on December 4, 2007. 69 ~i~ City Attorney (-2) Litigation Deoutv Citv Attornev 11 -1.0 LeQal Assistant -1.0 Citv Manaaer's Office Assistant Citv Manaaer -1.0 Administration (0) Economic Develonment Senior Fiscal Office Specialist -1.0 Conservation and Environmental Environmental Resource Manaaer 1.0 Services Senior Secretarv 1.0 Information GeoaraOhic Information System Applications Support Mananer -1.0 Technology Microcomputer Support Information Technology Support Specialist Services (:2\ -1.0 EmPiOVee Benefits Senior Fiscal Office Specialist -1.0 Emolovee Develooment Chief Learnino Officer -1.0 Human Resources Fiscal Office Soecialist 0.5 (-4.5) Human Resources Operations Office Soecialist -1.0 Princioal Human Resources Analvst -1.0 Risk Manaaement Senior Secretarv -1.0 Finance Administration Administrative Secretarv -1.0 Finance (-4) Finance onerations Accountant -1.0 Storekeeoer -1.0 Finance Operations Accountina Assistant -1.0 Animal Care Facility Animal Control Officer -1.0 Office Specialist -0.5 Buildina & Park Construction Buildina Proiects Manaaer -1.0 General Services Custodial Services Custodian -0.5 (-4.5) Storekeeoer 1.0 Electronic Suooort Services Electrician/Eauioment Installer -1.0 Landscape Architecture Landscaoe Architect -0.5 Landscape Planner 11 -1.0 Administrative Secretarv -1.0 Engineering Administration Director of Enaineerina -1.0 Fiscal Office Soecialist -1.0 Engineering (-8.0) Enaineerina Fiscal Services Princioal Manaaement Analvst -1.0 Infrastructure Permits Development Services Technician -1.0 Infrastructure Services Principal Civil Enoineer -1.0 Traffic Enaineerina Enaineerina Technician 11 -1.0 Subdivision Services Associate Enaineer -1.0 Building Field Inspection Buildina Insoector 11 -3.0 Develooment Services Technician 11 -1.0 Buildinn Plan Review Plans Examiner -2.0 Community Development Plannina and Housina Manaaer -1.0 Planning and Reorganization Senior Pianner -1.0 Building (-12) Long Range Planning Associate Planner -0.5 Principal Planner -1.0 Planning Administration Development Planning Improvement ManaQer -1.0 PSB Front Counter Development Services Technician 11 -1.5 Traffic Ooerations Peace Officer 1.0 Citv Jail Poiice Services Officer -2.0 Police (-23.5) Community Patrol Communitv Service Officer -4.0 Police Aaent -1.0 Communitv Relations Police Seraeant -1.0 Crime Lab Evidence Control Assistant -1.0 70 Department Program Position FTE Financial Crimes Task Force Police Aoent -1.0 Narcotics Enforcement Team Secretarv -0.5 Police Administration Secretarv -1.0 Police Disoatch Police Disoatcher -4.0 Police Financial and Resource Manaaement Fiscal Office Soecialist -1.0 Police Research and Analvsis Office SPecialist -1.0 Police Service Doos Prooram Peace Officer -1.0 Police Sunnort Services Police Records Specialist -1.0 Police (cant) Police Records Transcriptionist -1.0 Police Trainino Peace Officer -1.0 Professional Standards Police ACent -1.0 Property Crimes Police Aoent -1.0 Soeciallnvestioations Unit Senior Office Soecialist -1.0 Reclassification Detention Facility Manaaer 1.0 Police Lieutenant -1.0 Reclassification Facilitv & Supplv Specialist 1.0 Police AOent -1.0 Reclassification Police Comm. Svstems Manaoer 1.0 Police Lieutenant -1.0 Emeroencv Manaoement Emeraencv Services Coordinator -1.0 Denutv Fire Chief -1.0 Fire Administration Secretarv -1.0 Fire Communications Manaaer -1.0 Fire (-17) Fire Dispatch Fire Disnatcher -8.0 Fire Dispatcher Supervisor -2.0 Fire Prevention Enoineer -10 Fire Prevention Public Education Specialist -1.0 Fire Trainina Fire Caotain 180 Hr) -1.0 Construction Inspection Associate Enoineer -1.0 Public Works Insoector II -1.0 Parks Maintenance Gardener I -3.0 Parks Manaaer -1.0 Public Works Public Works Administration Senior Public Works Soecialist -0.5 (-135) Storm Drain Maintenance Maintenance Worker I -1.0 Senior Maintenance Worker -1.0 Street Maintenance Public Works Suoervisor -1.0 Senior Maintenance Worker -1.0 Striping and Signing Maintenance Worker I -1.0 Senior Maintenance Worker -1.0 Urban ForeslrV Maintenance Urban Forestrv Manaaer -1.0 Recreation Administration Senior Recreation Manaaer -1.0 Recreation (-3) Recreation Facilities Recreation Supervisor I -1.0 Senior and Youth Services Recreation Suoervisor II -1.0 CommuniiV Outreach Communitv Relations Manaoer -1.0 Cultural Arts & Funds Development Library (-11) Cultural Arts Manaaer -1.0 Cultural Arts Coordinator -0.5 Library Resources and Services Librarian I -4.0 Librarian III -0.5 71 Department Program Position FTE Librarv Associate -1.0 Library Resources and Services Libra;:;! One rations Manaaer -1.0 Library (cont) Librarv Technician -2.0 Reclassification Princioal Librarian -1.0 Senior Librarian 1.0 Fleet (-3) Eouioment Mechanic -2.0 Central Garage Operations Fleet ManaQer -1.0 Redevelopment RDA and Housing Authority Redevelonment Proiects Coordinator Agency and Administration -1.0 Housing Authority RDA and Housing Authority (0) Administration Accountant 1.0 Wastewater Enaineerina Associate Enaineer 1.0 Wastewater (3) Wastewater Maintenance Maintenance Worker I 1.0 Senior Maintenance Worker 1.0 Total mid year Dersonnel chanaes -106 Reorganizations Council also approved several mid-year department and program reorganizations. These reorganizations included: . The dissolution of the Community Development Department and the transfer of Community Development's Administration, Economic Development, and Planning functions to the Redevelopment Agency, Administration Department, and Planning and Building Department respectively. . Reorganization of the Engineering, General Services, and Public Works departments. Included as part of this reorganization was the transfer of the Environmental Management program from General Services to Public Works. Operationally, the budget for this program was then transferred out of the General Fund to the Conservation Fund. The Traffic Operations and Landscape Inspection programs were transferred from Engineering and General Services to Public Works. As a result of these changes 10.0 positions were transferred out of the General Fund - 7.0 positions to the Redevelopment Agency and Housing Authority and 3.0 to the Environmental Services Fund. This is a continuation of the transition that began with the fiscal year 2007-08 budget, to reflect a change in accounting/budgeting procedures whereby non-General funded positions are now budgeted directly in their funding sources. 72 Department New Fund/Dept Position HE Environmental Services Fund Environmental Services Proaram Manaaer 1.0 General Services (3.0) Recvclina Saecialist II 2.0 (-6.0) Public Works (3.0) Senior Landscape Inspection 1.0 Landscape Inspector 2.0 Engineering (-5.0) Public Works (5.0) Traffic Devices Technician 4.0 Traffic Devices Suaervisor 1.0 Principal Community Development 1.0 Administration - Economic Saecialist Development (3.0) Senior Community Development Specialist 1.0 Senior Fiscal Office Saecialist 1.0 Planning and Building (3.0) Plannina and Housina Manager 1.0 Community Senior Community Development Specialist 2.0 Development Director of Communitv Develoament 1.0 (-13) Senior Administrative Secretarv 1.0 Redevelopment Agency & Senior Management Analyst 1.0 Housing Authority (7.0) Senior Secretary 2.0 Assistant Director of Community Develoament 1.0 Communitv Develoament Saec II 1.0 As a result of the reorganizations, title changes were recommended and approved by Council, these new titles more accurately reflect the current duties and responsibilities of various positions. The following changes reflect changes in title only - there was no impact to the salary or bargaining group for these changes. Department Current Title New Title FTE Director of Community Development Director of Redevelopment and Housing 1.0 Assistant Director of Community Assistant Director of Redevelopment Develoament and Housina 1.0 Redevelopment Housing Manager Redevelopment and Housing Manaaer 1.0 and Housing Principal Community Development Specialist Principal Project Coordinator 2.0 Senior Community Development Saecialist Senior Proiect Coordinator 4.0 Communitv Develoament Specialist II Proiect Coordinator II 1.0 Administration - Principal Community Development Principal Economic Development Economic Specialist Specialist 1.0 Development Senior Community Development Senior Economic Development Specialist Specialist 1.0 Planning and Senior Community Development Buildina Specialist Senior Planner 2.0 Director of Public Works Ooerations Director of Public Works 1.0 Public Works Assistant Director of Public Works Assistant Director of Public Works Ooerations 1.0 73 PROPOSED FISCAL YEAR 2008-09 CHANGES In developing the fiscal year 2008-09 proposed budget, the City went through a second budget reduction process in order to address projected budgetary gaps resulting from a continued slowdown in the economy and a deteriorating housing market. Council reviewed the proposed budget reductions in a series of workshops in March and April 2008. In addition, the fiscal year 2008-09 proposed budget reflects the establishment of the Development Services Fund; a total of 78.5 positions are being transferred from Planning and Building, General Services and Engineering, and Public Works to this newly established fund. Finally, staff is recommending a number of reorganizations in order to reduce costs and/or to improve operational efficiency. Establishment of the Development Services Fund As part of the fiscal year 2008-2009 proposed budget, staff is recommending the establishment of the Development Services Fund. The establishment of this fund has several positive attributes including: improving transparency, clearly separating development revenues from general revenues, demonstrating that development is paying for itself and that development fees are not supporting General Fund functions. There are 78.5 positions being transferred from the General Fund to the Development Services Fund. Fund/Dept New Fund/Dept Position FTE General Fund -General Services (-3.0) Development Services Fund -General Services 3.0 6.0 2.0 3.0 1.0 2.0 1.0 1.0 General Fund - Public Works (-15) Development Services Fund - Public Works (15.0) General Fund - Engineering (-9.0) Development Services Fund - Engineering (9.0) 2.0 3.0 2.0 1.0 1.0 1.0 1.0 74 Department New Fund/Dept Position FTE Administrative Technician 1.0 Associate Planner 50 Assistant Director Buildina & Housina 1.0 Assistant Director Plan nino 1.0 Assistant Planner 1.0 Buildina Ins-nectar II 6.0 Buildina Insnector III 2.0 Deputy Buildino Official 1.0 Development Planninn Manaaer 1.0 Development Automation Soecialist 1.0 Development Services Tech II 6.0 Development Services Development Services Tech III 1.0 General Fund - Planning Director of Planninn & Buildina 1.0 and Building (-51.5) Fund - Planning & Landscaoe Planner II 1.0 Building (51.5) Office Snecialist 0.5 Plan Check Sunervisor 1.0 Plans Examiner 2.0 Principal Manaaement Analvst 1.0 Principal Planner 4.0 Secretarv 1.0 Senior Administrative Secretarv 1.0 Senior Buildino Insnector 2.0 Senior Office Snecialist 2.0 Senior Planner 6.0 Senior Plans Examiner 1.0 Senior Secreta;:;! 1.0 Budqet Reductions As mentioned above, in developing the fiscal year 2008-2009 proposed budget, additional reductions were needed in the General Fund, Redevelopment Agency and Housing Authority, and the newly established Development Services Fund in order to bring expenditures in line with revenues. The table below summarizes the proposed changes reflected in the fiscal year 2008- 2009 proposed budget. Department Program Position FTE Reclassification - City Manager's Office Economic Develo ment Administration (3) Budget and Analysis - Analyst Consolidation Information Technology Services (-3) Reclassification - Conservation and Environmental Services art 75 -1.0 1.0 -1.0 1.0 1.0 1.0 1.0 -1.0 1.0 -1.0 -1.0 -1.0 Department Program Position FTE Finance One rations Accountant -1.0 Finance Administration - Analyst Consolidation Fiscal Services Analvst -1.0 Reclassification Accountina Technician -1.0 Accountina Assistant 1.0 Finance (-2) Reclassification Collections Suoervisor -1.0 Accountina Technician 1.0 Reclassification Senior Accountina Assistant -1.0 Accountina Assistant 1.0 Reclassification Sr Business License Reoresentative -1.0 Business License Reoresentative 1.0 Building & Park Construction Buildina Services Mananer -1.0 Landscaoe Planner II -1.0 General Services Administration Deoutv Director of General Services -1.0 General Services Animal Care Facilitv Office Soecialist -0.5 (-3.5) Reclassification Principal Manaaement Analvst 1.0 Senior Manaaement Analvst -1.0 Reclassification Lead Custodian 1.0 Store keener -1.0 Planning and LonnRanne Plannina Associate Planner -1.0 Buildina (-2) Code Enforcement Code Enforcement Technician -1.0 Enaineerina Administration Deoutv Director of Enaineerina -1.0 Engineering (-2) Real Property Land Surveyor -1.0 Senior Civil Enaineer 1.0 Traffic Ennlneerinn Associate Enaineer -1.0 Police Financial and Resource Manaaement Facilitv & Suoolv Specialist -0.5 Peace Officer -1.0 Traffic Enforcement Police Aaent -1.0 Reoraanization Police Seraeant 1.0 Police (-5.5) Police Suaoort Services Police Records Transcrintionist -1.0 Crimes of Violence Secretarv -1.0 Police Professional Standards Secretarv -1.0 Police Financial and Resource Management - Analyst Senior Management Analyst -1.0 Consolidation Fire Prevention Fire Insoector II -1.0 Fire (-1) Reclassification Assistant Fire Chief 1.0 Deputv Fire Chief -1.0 NPDES Enaineerino Technician -1.0 Public Works (-3) Storm drain Maintenance Maintenance Worker 1111 -1.0 Park Ranoers Senior Park Ranoer -1.0 Recreation (-1) Recreation Facilities Recreation Suoervisor II -1.0 Nature Center (-1) Nature Center Administration Director of the Nature Center -1.0 Librarv Administration Librarv Director 1.0 Cultural Arts Cultural Arts Coordinator -0.5 Library (-3.5) Librarv Administration Secreta rv -1.0 Resources & Services Senior Librarian -1.0 Grants Program - Analyst Grants Develooment Manaaer -1.0 Consolidation Administrative Analvst II -1.0 76 Department Program Position FTE Reclassification After School Prooram Manaoer -1.0 Literacv & Proarammina Coordinator 1.0 Reclassification Senior Manaaement Analvst -1.0 Librarv Administrative Coordinator 1.0 Library (cont) Reclassification Educational Services Sueervisor -1.0 Senior Educational Services Supervisor 1.0 Reclassification Librarv Assistant -3.5 Librarv Associate 3.5 Reclassification Librarian II -1.0 Librarian III 1.0 Fleet (-1) Central Garaqe Operations Senior Eeuiement Mechanic -1.0 RDA Administration - Analyst Redevelopment Consolidation Senior Manaoement Analvst -1.0 Agency & Housing Reclassification Senior Secretarv -1.0 Authority (-1) Senior Fiscal Office Seecialist 1.0 Development Landscape Inspection Landscaee Inseectors -2.0 Services Fund - Construction Inspection Public Works Inspector 1/11 -1.0 Public Works (-4) Senior Civil Enaineer -1.0 PSB Front Counter Develoement Services Technician -0.5 Buildinq Field Inseection Buildino Inseector II -1.0 DSF- P&B Administration - Analvst Consolidation Principal Manaaement Analvst -1.0 PSB Front Counter Development Development Services Counter Manaoer 1.0 Services Fund - Reclassification Buildina I nseector III -2.0 Planning & Buildina Inseector II 2.0 Building (-2.5) Reclassification Senior Buildino Inseector -1.0 Buildina Inseector III 1.0 Reclassification Development Services Technician II -2.0 Develooment Services Technician III 2.0 Reclassification Plan Check Sueervlsor -1.0 Plans Examiner 1.0 PSB Front Counter Senior Office Seecialist -1.0 Police Grants Fund (-1) California Border Alliance Group CBAG Meth Strike Force Coordinator -1.0 Total proposed staffino chanoes -34.0 Reoraanizations Engineering, General Services, and Public Works - The fiscal year 2008-2009 proposed budget also reflects a second reorganization of the Engineering, General Services, and Public Works departments. In December 2007, the City Council approved the reorganization of these departments, which resulted in the transfer of the Environmental Services, Traffic Operations, and Landscape Inspection programs from Engineering and General Services to Public Works. Although the fiscal year 2007-2008 budget was not adjusted mid-year to reflect this new model, these departments operated in this reorganized manner for most of fiscal year 2007-2008. 77 Due to pending retirements, combined with a continued effort to reduce expenditures, a second reorganization of these departments is now proposed. This includes merging the General Services department into the Public Works and Engineering departments. Department New Fund/Dept Position FTE Director of General Services 1 Deputy Director of General Services 1 Senior Administrative Secretarv 1 Principal Manaaement Analvst 1 Assistant Surveyor II 1 Engineering (16.5) Land Surveyor 1 Survev Technician II 1 Buildina Proiect Manaaer 2 Landscape Architect 0.5 Associate Enoineer 4 Senior Civil Enaineer 2 Senior Enaineerina Technician 1 Senior Fiscal Office Specialist 1 Caroenter 1 Electrician 3 HVAC Technician 3 Locksmith 2 Painter 2 General Services Plumber 2 (-85.25) Senior Electrician 1 Senior HVAC Technician 1 Construction & Repair Mar 1 Custodial Supervisor 4 Custodian 14.5 Public Works (68.75) Lead Custodian 7 Custodial & Facilities Manaaer 1 Electrician/Equipment Installer 1 Electronics Tech Supervisor 1 Eiectronics Technician 2 Animal Adoption Counselor 1.25 Animal Care Assistant 6.5 Animal Control Manaoer 1 Animal Control Officer 4 Animal Control Officer Supervisor 1 Office Specialist 3.5 Reqistered Veterinarv Technician 1 Senior Animal Care Assistant 1 Senior Office Specialist 2 The following title changes are recommended in order to reflect the new organization of Engineering and Public Works. 78 Recreation and the Nature Center - As part of the budget reductions presented for Council consideration during the March and April budget workshops, the City Manager proposed merging the Nature Center department into the Recreation Department. Merging these departments allowed for the elimination of one executive management position. The elimination of this position is included with the proposed budget reductions summarized above. The table below represents the positions that are being transferred from the Nature Center to the Recreation Department. Department New Fund/Dept Position FTE Administrative Secretarv 1.0 Aouarist 0.75 Nature Center Grounds Maintenance Nature Center Specialist 1.0 (-8.5) Recreation (8.5) Nature Center Grounds Maintenance Worker 1.0 Nature Center Prooram Manaoer 3.0 Reoistered Veterinarv Technician 0.75 Senior Office Specialist 1.0 79 CITY STAFF EMPLOYEES DEPARTMENT 5-Year Position Summary FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 9.00 14.00 15.00 14.00 12.00 14.00 14.00 14.00 7.50 8.50 8.50 8.50 26.75 20.00 21.00 19.00 28.00 29.00 29.00 28.00 23.50 25.50 25.50 25.00 28.00 28.00 31.00 31.00 134.75 139.00 144.00 139.50 25.00 25.00 25.00 13.00 114.50 105.23 104.75 102.25 92.00 91.00 90.50 80.50 0.00 51.00 51.00 41.00 179.00 186.00 186.50 150.50 410.50 458.23 457.75 387.25 370.73 360.50 381.50 366.50 131.75 141.00 151.00 153.00 502.48 501.50 532.50 519.50 30.50 34.00 34.00 34.00 67.12 70.75 70.75 66.25 9.25 9.25 9.25 9.50 106.87 114.00 114.00 109.75 LEGISLA TIVE/ADMINISTRA TIVE City Council City Attorney City Clerk/Elections Administration Information Technology Services Human Resources Finance Total DEVELOPMENT/MAINTENANCE Community Development General Services Planning and Building Engineering Public Works Total co o PUBLIC SAFETY Police Fire Total COMMUNITY SERVICES Recreation Library Nature Center Total General Funds Subtotal FY 2008-09 14.00 12.00 7.50 26.00 23.00 20.50 25.00 128.00 0.00 0.00 18.00 33.50 195.75 247.25 337.50 135.00 472.50 38.50 50.75 0.00 89.25 937.00 OTHER FUNDS Redevelopment & Housing 0.00 0.00 1.00 11.00 Sewer 0.00 0.00 0.00 43.00 Transit 0.00 0.00 0.00 3.00 Fleet Management 14.00 14.00 14.00 14.00 Parking Meter 0.50 0.50 0.50 0.50 California Border Alliance Group (CBAG) 0.00 0.00 0.00 21.00 Development Services 0.00 0.00 0.00 0.00 Environmental Services 0.00 0.00 0.00 0.00 Total 14.50 14.50 15.50 92.50 Other Funds Subtotal Grand Total (does not include hourly staffing) 1169.10 1227.23 1263.75 1248.50 17.00 46.00 3.00 10.00 0.50 20.00 72.00 3.00 171.50 171.50 1108.50 .,., - PRO P 0 5 E D BUDGET (J) () )> r -< m )> :::0 I\J o o CD LEGISLATIVE AND ADMINISTRATIVE DEPARTMENTS Mayor and Council Boards and Commissions City Clerk City Attorney Administration Information Technology Services Human Resources Finance Non-Departmental 81 MAYOR AND COUNCIL DEPARTMENT DESCRIPTION AND PURPOSE The Department of Mayor and Council was established in Title 2, Chapter 2.03 of the Chula Vista Municipal Code, (Ord. 2619 Sec. 1, 1994) consistent with Section 501 of the City Charter. The Department is responsible for policy setting, constituent relations, inter-agency relations, and intra- agency policy implementation. It is the professional support office of city government to the Mayor and City Council in the legislative branch and apart from the administrative functions of the City. The City Council is comprised of a fulltime Mayor and four part-time Councilmembers. They are the governing and legislative body of the City. All powers of the City reside in the council (the Mayor is considered a member of the Council) unless expressly delegated, assigned or excluded by the City Charter or controlling state or federal law. (Article II, Sec. 201 City Charter). The City Council sets policy for the City through its legislative, budget and expressly granted executive functions. The Mayor and City Council are elected at-large, and each holds office for a four-year term. The City Manager, City Attorney and City Clerk, the primary executive, legal and document support officials are appointed by and serve at the pleasure of the Council. The City Council reviews and approves the budget, enacts ordinances, authorizes public improvements, adopts traffic regulations, approves contracts, and sits as the Redevelopment Agency and Housing Authority. The City Council is also granted some expressly defined executive functions such as confirmation authority over all executive management and department head appointments. In addition, the Mayor has eight specific responsibilities defined in the City Charter, these are: (1) to report to the City Council annually and from time to time on the affairs of the City and to recommend for its consideration such matters as deemed expedient, and, (2) to be the official head of the City for all political and ceremonial purposes and to be recognized by the courts for the purpose of serving civil process, for the signing of all legal instruments and documents, and by the Governor for emergency purposes, and 83 MAYOR AND COUNCIL (3) in the time of public danger or emergency, the Mayor, with the consent of the council, and for such period as the council may fix, to take command of the police, maintain order and enforce the law, and (4) to assume the primary, but not the exclusive responsibility, for interpreting to the people the policies, programs and needs of the City government and for informing the people of any major change in policy or program. The Mayor may represent the City in any and all matters involving other governmental agencies, provided that no act, promise, commitment or agreement entered into or committed by the Mayor shall be binding upon the City of Chula Vista unless duly authorized or ratified by the City Council, and (5) to represent the City in all regional public agencies which require an elected City official, unless otherwise determined by the City Council, and (6) to supervise the operation of the Mayor/Council office and personnel assigned thereto, (7) to perform such other duties consistent with the office as may be prescribed by this Charter or delegated to the Mayor or imposed on the Mayor by the City Council if not inconsistent with the provisions of this Charter, and (8) to exercise the full-time function as Mayor of the City during the usual business hours that the offices of the City are open, and such other hours and times as shall be necessary to discharge in full the duties imposed upon the Mayor. Under Section 304 (4) of the City Charter, The Mayor is assigned as the primary responsibility for interpreting to the community the policies, programs, and needs of the City government as well as communicating any change in these policies and programs. By Charter, the Mayor is designated as the City's representative to serve on committees that review policies, programs and practices at regional, state, national and international levels. This is accomplished through work on bodies such as SANDAG, the League of California Cities, the U.S. Conference of Mayors, and the International Council for Local Environmental Initiatives. 84 MAYOR AND COUNCIL For FY08-09, the Office of Mayor and Council has reduced their budget by 14% overall. A 10% cut was taken in Department Administration, a 20% cut was taken in the Office of the Mayor and each Council Seat budget was reduced by at least 10%. This restores over $212,000 to the City's General Fund. MAJOR GOALS AND CHALLENGES As San Diego County's second largest municipality, Chula Vista is evolving into a dynamic and vibrant city. The Mayor and City Council are moving forward with revitalization efforts. The first of these is the implementation of the Urban Core Specific Plan intended to revitalize northwestern Chula Vista. Future amendments to this plan will continue and strengthen the process. The next major redevelopment effort is the creation of a Southwest Specific Plan. Among a myriad of activities, the Mayor and City Council are involved in: - Efforts to develop a world-class bayfront. - The establishment of a major university and regional technology park. - Evaluating locations in the City of Chula Vista as potential sites for a new Charger stadium. - Removal of the bayfront power plant. - Strengthening of southwestern Chula Vista's community involvement activities prior to development of a Specific Plan. After a sharp fiscal decline the City is in an improving financial condition. At the same time, there is the ongoing challenge to live within our means. The first step is to craft a balanced budget that follows accepted financial principles. Over the last fiscal year (2007/08) the Mayor and Council worked together to bridge short-term budget shortfalls and began to build a solid foundation for the future. It is important that the Mayor and Council define a path that aligns expenditures with revenues and strategically meets core City responsibilities. The FY 08/09 budget is intended to provide this financial foundation. 85 MAYOR AND COUNCIL RESPONDING TO THE COMMUNITY As the population of the City grows and issues become more complex, the Mayor and Council members respond to increasing numbers of requests from the public. The Mayor and City Council strongly support resident input and participation in policy-setting and review of city operations. City Boards and Commissions, active civic, interest, and community groups offer valued and diverse feedback on any number of issues. The flow of information between residents and City Hall is welcomed and encouraged. In addition to phone calls letters, and e- mail, the public can learn more about Council actions by visiting the City's web site at www.ci.chula-vista.ca.us. The City enjoys the availability of streaming video on the City's website. This allows our Internet visitors to watch city council meetings either live or retrieved later. In addition, regular Council meetings are now shown live on cable channel 24. The position of Constituent Services Manager has been established to facilitate the Mayor's role established by City Charter as having the primary responsibility for communicating with the community regarding City policies and programs. While each Councilmember can respond to community inquiries, the Mayor is vested with the responsibility to do so. The Constituent Services Manager facilitates coordinating incoming concerns and efficiently handles a timely response. This process means that responsive City departments get one referral not five, and that constituents receive a factual and consistent response. Problems are addressed either directly or by referral, through the City Manager, to the responsible department. Every request for assistance should receive an appropriate response within as short a time frame as possible. Constituent contacts regarding specific assistance with a problem or expressing an opinion are entered into a shared database in the Department. This database assists in monitoring unresolved problems that have existed over time, recurring issues, and keeping abreast of local sentiments. The Constituent Services Manager takes the lead in the maintenance of this database. 86 MAYOR AND COUNCIL STAFFING The department is staffed by the Mayor, Chief of Staff, Constituent Services Manager, Executive Secretary, and Office Specialist (receptionist). There are four part-time Councilmembers and funding for four Council aides, which, at the discretion of each Councilmember, may be staffed with one full-time aide each or divided among one or more part-time aides. All staff positions are in the unclassified service. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,252,640 $1,222,850 $1,318,179 $1,207,907 Supplies and Services $259,710 $285,806 $225,989 $102,272 Other Expenses $100 $0 $0 $0 Utilities $1,273 $1,456 $1,444 $1,444 Expenditure Totals $1,513,723 $1,510,112 $1,545,612 $1.311,623 Revenue Totals $62,824 $3,000 $0 $0 C,',".",_"'__"","'" '''_''''",',,,,''>-''.-'''''''''_-_'C''~''''_''_ ,.,-..,.-.,-..,-..,;~....-.....-..-.':" ",,--- ,J;",Z;;;::;'=.,,-.-._..';.! Authorized Full Time Positions 14.00 15.00 14.00 14.00 Authorized Hourly Positions 3.75 4.75 5.75 0.25 87 88 BOARDS AND COMMISSIONS I DESCRIPTION The process of establishing boards and commissions is one that began with the City Charter as a method to give citizens a greater voice in the determination of policies at all/evels of government. Four commissions were established by the Charter- the Planning Commission, the Board of Library Trustees, Civil Service Commission, and the Parks & Recreation Commission. All other boards and commissions have been established through an ordinance or resolution since that time in order to meet a specific need of the City Council. The members for Chartered commissions are appointed by a majority vote of the City Council, with applications for these appointments accepted throughout the year from all interested residents. This budget covers only the cost of those boards and commissions not assigned to a specific department. For example, the budgets for the Planning Commission and Design Review Committee are presented as part of the Planning & Building Department in order to more clearly show the full overall cost of that function. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Supplies and Services $5,995 $11,447 $14,736 $14,736 Expenditure Totals $5,995 $11,447 $14,736 $14,736 Revenue Totals $0 $0 $0 $0 " Authorized Full Time Positions 0.00 0.00 0.00 0.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 89 90 CITY CLERK MISSION STATEMENT The mission of the City Clerk's Office is to work diligently to enhance the public and organizational trust and knowledge by managing and providing accurate and timely information; safeguarding and improving access to public records; ensuring compliance with regulations and policies; and administering open and free elections. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $921,386 $961,893 $985,198 $758,106 Supplies and Services $218,378 $199,933 $305,601 $212,985 Operating Capital $11,928 $0 $2,193 $0 Utilities $1,994 $1,803 $656 $844 Expenditure Totals $1,153,686 $1,163,628 $1,293.648 $971 ,935 Revenue Totals $124,107 $90,874 $91,120 $76,100 ,;'';;;,~=:;',?:'2c-:J.'3L':';:;'"l"S;!Z""To:2Q!iZ!iI=5Z=;E,C,,=G=2::';::'';z.'; . ==,S=EillTW-CD ,==",c"'''''''',,,c''''' .... Authorized Full Time Positions 8.50 8.50 8.50 7.50 Authorized Hourly Positions 0.00 0.00 0.00 0.00 ORGANIZATIONAL CHART City Clerk 91 CITY CLERK STRA TEGle GOALS CITY CLERK I!J By FY 2011-12, complete a review of the Council Policy Manual to ensure that policies are relevant and consistent with the Municipal Code, Charter requirements, and current practice. Status: This long-term project will involve reviewing each Council policy for current relevance, working with all departments to craft new or updated policies as needed, and preparing final documents for Council's consideration. This project will begin when time allows. I!J By FY 2009-10, complete a review and update of the citywide filing system and records retention schedules. Status: Staff has been working with various departments to update the citywide filing system. The next step will be to form a committee representing all departments to discuss current records series and retention requirements. Future steps include legal research on retention requirements for various types of records and the preparation of new retention schedules for Council approval. This is an on-going project that receives attention as time allows. 92 CITY CLERK STRA TEGle GOALS 00 By FY 2009-10, implement new technology to manage campaign statements and statements of economic interests. Status: The City Clerk's Office monitors the filing of 300 economic interest statements annually; and, in 2006, received 1,650 pages of campaign disclosure statements. The process for both types of filings includes multiple contacts with the filers (initial correspondence with filing date, a minimum of two reminders - required by FPPC -- if statements are not received, specific written notice of penalties to be assessed, and referrals to the FPPC for enforcement. With assistance from Information an Technology Services, an automated system has been developed to streamline annual notices for statements of economic interest. The new technology has components to manage these filings and correspondence and will be fully implemented immediately when funding is identified to purchase the software. It also has a component to manage lobbyist registration documents, should the lobbying ordinance be adopted. 00 By FY 2008-09, complete a Municipal Code update project to address 58 obsolete or conflicting sections identified by the codifier when performing a "legal review" of the code. Status: When the Municipal Code was updated and reformatted, the codifier identified 58 issues that needed to be addressed to correct inconsistencies, redundancies, outdated legislative references, references to non-existent code sections and incomplete sentences. In 2005, the City Clerk and Senior Assistant City Attorney began work with a legislative consultant to research the sections, which required collaboration with and research by several departments. The project has reached 30% completion but has been delayed since the June 2007 due to budget constraints. 93 CITY CLERK STRA TEGle GOALS I!l By FY 2008-09, complete a review of the Municipal Code, Charter and Council Policies to provide consolidated and uniform regulations for the City's 22 boards and commissions, eliminating redundancies and inconsistencies found in the existing documents. Status: The general rules pertaining to the City's boards and commissions have been completed and adopted by City Council. Ordinances for each of the 22 individual boards and commissions are scheduled to be brought before City Council for approval during the last quarter of fiscal year 2007-08. The final update to the Municipal Code is on schedule to be completed by fiscal year 2008-09. I!l By FY 2007-08, implement passport application services. Status: The City Clerk's Office began processing passport applications in November 2007. In the first 6 months of the program nearly 1,300 applications were processed (approximately 217 per month). 94 CITY CLERK Administer oaths of office CORE SERVICES Assist voters with registration and polling locations Attest and acknowledge official signatures Coordinate board I commission member application process Maintain and update the Municipal Code and Council Policies Manage citywide records storage and destruction Monitor Statements of Economic Interest Post and publish legal notices Preserve permanent, vital and historic documents Provide public information and customer service Respond to public records requests Assemble and distribute Council agenda packets Attend and prepare minutes of Council meetings Conduct elections and advise candidates Finalize and process agreements, resolutions, and ordinances Manage and provide training for citywide records and document imaging programs Monitor and review campaign finance disclosure reports Passport applications Prepare and post Council agendas Provide historical data research Record legal documents MAJOR ACCOMPLISHMENTS . Successfully processed two citizen initiated ballot measures. . Automated and streamlined annual notification process for conflict of interest statements. . Completed update to the general rules for Boards and Commissions. . Successfully implemented new passport services to the community and processed 1,300 applications in the first six months of the program. 95 CITY CLERK KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of pages of campaign disclosure N/A 1,650 873 600 statements received and monitored for compliance % of positive ratings on customer N/A N/A 100% 100% satisfaction cards # of pages of permanent documents N/A 114,000 97,435 100,000 imaged # of public records requests filled N/A 550 699 600 within statutory timeframe # of passport applications processed N/A N/A 1,500 1,700 96 CITY ATTORNEY MISSION STATEMENT The mission of the Chula Vista City Attorney's Office is to provide legal advice and support to the Mayor and Council, City departments, and boards and commissions in the conduct of City business, represent the City before judicial and administrative agencies in civil litigation proceedings and prosecute misdemeanor violations of the Chula Vista Municipal Code. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $2,049,863 $2,245,712 $2,377,909 $2,144,906 Supplies and Services $384,665 $464,585 $288,172 $285,168 Utilities $9,768 $11,480 $4,246 $1,560 Expenditure Totals $2,444,296 $2,721,777 $2,670,327 $2,431,634 Revenue Totals ..... ..... $626,265 $534,400 $659,687 $409,165 Authorized Full Time Positions 14.00 14.00 14.00 12.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 ORGANIZATIONAL CHART ........................~~ ! City Attorney '-___________mn "n"_......__________ ..-...........m..........--.1 Administration j Litigati~~.... . "I ,--~- I Empolymentl Labor --"--"1 Land Use i ! I I , i ..J 1 Redevelopment & I Real Estate I L.........................__.._...........I ,""--""-'''-''''..''..''-l I Municipal Law I , L......................_....................... Torts .............1 Contracts Code Enforce;;~ I i '--_________._.._..m_m.~.. ..___...~___' 97 CITY ATTORNEY STRATEGIC GOALS CITY ATTORNEY [!] On an ongoing basis, provide litigation support before judicial and administrative bodies. Status: In fiscal year 2008-09, the department will continue to work towards establishing enforcement procedures for code violations that will include a civil abatement component in addition to the existing criminal sanctions [!] By fiscal year 2008-09, complete updates to the Municipal Code sections related to the City's boards and commissions, including repeal of redundant policies and code sections. Status: The general rules pertaining to the City's boards and commissions have been completed and adopted by City Council. Ordinances for each of the 22 individual boards and commissions are scheduled to be brought before City Council for approval during the last quarter of fiscal year 2007-08. The final update to the Municipal Code is on schedule to be completed by fiscal year 2008-09. [!] Provide ongoing support to the negotiation and plan development processes for the Chula Visa Bayfront and University Park projects. Status: During fiscal year 2008-09, the City Attomey's Office in conjunction with other City Departments and the San Diego Port District, completed the draft environmental impact report (EIR) for the Chula Vista Bayfront development. The draft document is being circulated for public review and comment and a final EIR for the project is anticipated to be completed by the end of fiscal year 2008-09. The City Attorney's Office, in conjunction with the Planning and Building department, also successfully negotiated a land deal with the Otay Land Company to acquire 50 developable acres fort the University Park. 98 CITY ATTORNEY STRA TEGle GOALS I!J By fiscal year 2008-09, revise outdated Civil Service Rules and EmployerlEmployee Relations Policy. Status: The City's Civil Service rules have been completely updated and the draft document has been forwarded to the Civil Service Commission for review and comment. Staff anticipates bringing the revised Civil Service rules to City Council for adoption by the end offiscal year 2008-09. I!J By fiscal year 2009-10, draft a new campaign finance ordinance, ethics ordinance, and lobbying ordinance. Status: The update to the campaign finance ordinance was completed and adopted by City Council in fiscal year 2007-08. Work will continue on updating the ethics ordinance and lobbying ordinances as staff resources permit. 99 CITY ATTORNEY CORE SERVICES Administer contracts with outside counsel Prosecute Municipal Code violations Litigate cases Provide legal advice on labor and employment issues Provide legal advice to City Council PREPARE AND REVIEW LEGAL DOCUMENTS Agreements Legislation Other legal instruments Contracts Ordinances Resolutions MAJOR ACCOMPLISHMENTS . Successfully negotiated side letters with the City's four bargaining groups to defer pay increases from January 2008 to July 2008. . In conjunction with Planning and Building, successfully resolved code enforcement violations at Brentwood Mobile Home Park. . Successfully defended all disciplinary actions presented to the Civil Service Commission. . In conjunction with the Planning and Building department, successfully negotiated land deal with Otay Land Company to acquire 50 developable acres for the University Park. . Completed review of draft Environmental Impact Report for the Chula Vista Bayfrant development. . In conjunction with Planning and Building, drafted successful abandoned property abatement ordinance. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of litigation cases # of City Council resolutions # of City Council ordinances N/A N/A N/A 34 342 38 30 337 42 30 340 40 100 ADMINISTRATION MISSION STATEMENT The mission of the Administration Department is to provide the leadership necessary for the implementation of City Council policies, administration of the organization and delivery of services to our community. SUMMARY OF DEPARTMENT RESOURCES 2005.06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $2,880,219 $3,125,603 $2,986,918 $3,906,214 Supplies and Services $1,028,757 $358,077 $463,362 $344,402 Other Expenses $349 $0 $9,760 $0 Utilities $12,612 $9,235 $2,347 $2,274 Expenditure Totals $3,921,937 $3,492,915 $3,462,387 $4,252,890 Revenue Totals $533,784 $569,784 $855,004 $957,873 . Authorized Full Time Positions 20.00 21.00 19.00 26.00 Authorized Hourly Positions 0.25 0.75 0.25 0.25 Note 1: Staffing and budget figures above reflect department totals. Staffing and budget figures for current lines of business are presented on the following pages. Since some lines of business may no longer exist, the sum of the staffing and budget figures at the line of business level may not equal the above totals. ORGANIZATIONAL CHART Administration ,- City Manager's Office I~ Office of Communications I Conservation & Environmental Services 1 Economic Development I Office of Budget & Analysis 101 ADMINISlRA liON STRA TEGle GOALS BUDGET AND ANALYSIS ~ Budget and Analysis will produce a performance-based budget such that by the beginning of fiscal year 2008-09: - 100% of departments will have strategic business plans in place and integrated with the budget document; - 100% of key results measures identified in the departmental strategic business plans will be tracked in a centralized database and reported in the City's budget document. Status: All departments under the City Manager's direction have strategic business plan's in place. Beginning in fiscal year 2008-2009, OBA will begin tracking and reporting on all key metrics at the line of business level. ~ On an annual basis, Budget and Analysis will conduct fee and cost recovery studies that achieve at a minimum the following results: - Update the City's Cost Allocation Plan within 3 month of Council's adoption of the operating budget; - Update and administer the Public Facilities Development Impact Fee (PFDIF) such that the fee will cover 100% of related infrastructure expenditures. Status: The City's Cost Allocation Plan (CAP) and staff time reimbursement rates were comprehensively updated during fiscal year 2007-2008. The CAP will be updated again following the adoption of the fiscal year 2008-2009 budget. An update of the PFDIF will occur in fiscal year 2008-2009 following completion of facility master plans by the Recreation and Fire departments. The City's PAD fee is also. being updated with completion anticipated for the first quarter of fiscal year 2008- 2009. 102 ADMINISTRATION STRATEGIC GOALS COMMUNICATIONS ~ By FY 2006-07, in order to facilitate public communication, the Office of Communications will enhance printed publications and materials, including: adding a sixth edition of Spotlight with 85,000 recipients and developing issue-specific materials to educate targeted audiences. Status: Due to budget constraints, all issues of the Spotlight publication have been eliminated. CV Connect, an online newsletter written and produced by the Office of Communications, has replaced Spotlight. CV Connect provides the latest city news, feature stories, a preview of upcoming events, conservation tips, and imporlant links and telephone numbers. There will be six issues of CV Connect per year. ~ By FY 2007-08, traffic on the City's web sites will increase by at least 30% over FY 2005 levels. Status: Internet traffic continues to climb. Webrnasters counted 168,661 visitors to the City's Website in January 2008, an 11 % increase compared to January 2007. Web statistics reflect a 54% increase in visitors since May 2005. 103 ADMINISTRATION STRATEGIC GOALS l!l By FY 2006-07, in order to better inform a growing community, the Office of Communications will implement new and alternative modes of public communication, including streaming video on the City web site, an e-mailed newsletter, an expanded Speakers Bureau, a campaign to drive traffic to the City's web site, and a redesigned intranet. Status: By April 2007, all of the above goals had been realized. Streaming video continues to be extraordinarily popular with the public. All regular meetings of the City Council and Chula Vista Redevelopment Corporation are streamed. In addition, Council meetings are now aired live on Cox Channel 24. Both Spotlight and e-Brief, the City's first online newsletter, have been replaced by an interactive subscriber- based online publication, CV Connect. The Office of Communications and ITS webmasters are currently engaged in another redesign of the City's Intemet site. This re-design will improve navigation and heighten the site's appeal to a growing number of online visitors. An in-house redesign represents a significant savings to the City. Use of the Intranet site, another in-house design, has soared since its inception in the spring of 2007. Due to budget constraints and a reallocation of personnel, the Speakers Bureau remains suspended. CONSERVATION AND ENVIRONMENTAL SERVICES l!l By fiscal year 2009-10, Conservation & Environmental Services (CES) will provide telecommunications and energy service providers with an incentive to deploy state of the art service infrastructure that provides residents and business with a competitive business and education advantage and responsive to their quality of service needs. Status: Staff has established four new Wireless Telecommunications Master License Agreements, prepared a new cable franchise assignment, initiated new programs with a new video service provider and provided direct energy conservation services to more than 4,0000 business and 2,000 residents in the past year. 104 ADMINISlRA liON STRATEGIC GOALS ~ By fiscal year 2009-10, Conservation & Environmental Services (CES) will coordinate the process for developing and implementing an environmentally and economically sustainable Climate Change Plan to reduce the City's Green House Gas generation by 20% as compared to 1990 levels. Status: Council has adopted seven Climate Change objectives and directed staff to development implementation plans and identify the resources needed by this summer. Staff has also conducted more than 20 public presentations to expand stakeholder input before returning to council with recommendations for implementation. Staff has met with members of the current Resource Conservation Commission members and the Planning Department to discuss a new role for the RCC that would focus their expertise on providing an open, transparent and inclusive public process for environmental programs and other activities that impel/ent environmental policy direction. The Council has also accepted the recommendation of the Climate Change Working Group that the RCC include their function as Climate Change implementation plans are developed and executed. ~ By fiscal year 2009-10, Conservation & Environmental Services (CES) will establish a timeline and coordinate the interagency process to remove the South Bay Power Plant from the Bayfront, relocate the bayfront substation and, remove the transmission line lattice towers from the Bayfront north of J Street. Status: The City is working with the Port of San Diego and SDG&E to remove constraints from approximately 125 acres of bayfront property by relocating the bayfront substation and removing the existing power plant. SDG&E has committed to the City that the transmission line towers north of J Street wil/ be removed by December 2009 and that their application to move the substation will be submitted sometime this year. 105 ADMINISlRA liON SlRA TEGle GOALS ECONOMIC DEVELOPMENT I!l By fiscal year 2008-09, increase University Park and Research related research funding grants from state, federal and foundation funding sources by 50%. Status: City staff has partnered with San Diego Gas & Electric and their Chula Vista Energy Efficiency and Conservation Outreach Program, to promote the work of the Chula Vista Research Project. The outreach initiative will produce a set of reference guides on sustainable community development practices in Chula Vista. The guides are intended for public and private development professionals, financial institutions and State and local government agencies. The outreach initiative resulted in a grant of $168,000. I!l By fiscal year 2009-10, increase Auto Park jobs by 400. Status: Since fiscal year 2005-2006, two new dealerships were added to the Chula Vista Auto Park - Toyota and McCune Chrysler, Jeep, and Dodge. The addition of these new dealerships resulted in approximately 220 new auto park jobs. One new dealership is currently going through the entitlement process and is anticipated to result in approximately 75 to 100 new jobs. IMPLEMENTATION OF CITY COUNCIL POLICY I!l By FY 2007-08, implement the new agenda management technology and provide citywide training on the software and new agenda process. Status: The City has acquired the software and hardware necessary to automate the agenda process. A pilot implementation of the system was conducted by the Engineering Department during the first half of fiscal year 2007-08. Staff responsible for submitting or reviewing agenda statements were trained on using the system during the third quarter of fiscal year 2007-08. Full implementation of the system is expected to occur by July 2008. 106 ADMINISlRA liON STRA TEGle GOALS [!] To provide ongoing analysis and response to legislative proposals that could affect city operations. Status: Due to budget constraints, Council accepted a recommendation to terminate payment to the City's lobbyist as part of the City's budget reduction measures. The firm with which we have contracted for lobbying services has agreed to continue representing the City with no further compensation for the balance of their contract, which expires December 31, 2008. It has not yet been decided whether to contract for services after the expiration of the current contract. The absence of representation in Sacramento will substantially diminish the City's ability to affect legislative outcomes in Sacramento in 2009. 107 ADMI N ISlRA liON LINE OF BUSINESS: CITY MANAGER'S OFFICE The purpose of the City Manager's Office is to implement City Council policies, administer the organization and delivery of services to the community, and provide oversight of the City's daily operations. CORE SERVICES s Citywide coordination Council Agenda report calendar Council information items g Council/RDA agendas ,. Department head meetings . Legislation monitoring Management meetings Policy implementation Community relations Council briefings Council referral tracking Council/RDA meetings Interagency relations Legislative analysis Media briefings/relations RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,087,298 $1,227,071 $1,207,447 $1,109,148 Supplies and Services $168,011 $91,174 $190,291 $83,798 Utilities $3,775 $3,746 $847 $953 Expenditure Totals $1,259,084 $1,321,991 $1,398,585 $1,193.899 Revenue Totals $34,460 $21 ,899 $151,400 $1 ,000 ~ Authorized Full Time Positions 5.00 7.00 7.00 6.00 Authorized Hourly Positions 0.25 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Directed $26.1 million of cost cutting measures required to keep expenditures inline with projected revenues. 108 ADMINISlRA liON KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # Legislative proposals analyzed # of Council referrals tracked # of Council agenda items reviewed N/A N/A N/A 125 N/A 342 150 N/A 317 125 32 300 109 ADMINISlRA liON LINE OF BUSINESS: BUDGET & ANALYSIS The purpose of Budget and Analysis is to provide budget development and analysis services to the City Council, City Manager, and departments so they can make sound decisions that: improve operational efficiency; contribute to the overall financial health of the City; and better align resources with citizen needs. CORE SERVICES Budget amendments Budget documents Cost allocation plans Fee studies IFAS system reports Performance measure database Position costing sheets Strategic planning services Budget analyses Budget reports Council agenda reviews Full cost recovery rates Master fee schedule & updates Position control adjustments Special studies and reviews RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $686,455 $877,742 $825,190 $1,323,101 Supplies and Services $134,256 $74,303 $54,430 $10,500 Other Expenses $349 $0 $9,760 $0 Utilities $2,116 $1,134 $125 $141 Expenditure Totals $823,176 $953,178 $889,505 $1,333,742 Revenue Totals $255,143 $351,730 $427,551 $396,134 "''''',,,:;C;:;U;;!L.,Z,,-':; '-"~''''%. ~" '~~ilic:'::':1DfLmkc""- v," , . Authorized Full Time Positions 6.00 6.00 5.00 9.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Developed budget reduction system to facilitate Council budget workshops. . 75% completion of the Park Acquisition and Development (PAD) fee update. 110 ADMI N I STRA TlON . Coordinated fiscal year 2008-2009 budget process and budget reduction efforts resulting in $26.1 million of ongoing budget reductions. . Coordinated mid-year budget reduction efforts resulting in approximately $7.5 million of savings in fiscal year 2007-2008. . Completed update of City's cost allocation plan. . Transitioned budget to program level, performance based model. . Successfully negotiated side letters with the City's four bargaining groups to defer pay increases from January 2008 to July 2008. . Successfully administered citywide hiring freeze in response to significant revenue shortfalls. . Completed specific planning area (SPA) level fiscal impact model. . Received GFOA award for excellence in budget preparation. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of departments that stay within N/A N/A N/A 95% budgeted net cost (new measure) % of budgeted Development Services N/A N/A N/A 100% revenues realized (new measure) .. % of budgeted General Fund program N/A N/A N/A 100% revenues realized (new measure) # of departmental performance N/A N/A 226 215 measures tracked % of Council approved budget N/A 50% 65% 70% adjustments made within 7 days # of Council agenda items reviewed N/A 342 317 300 111 ADMI N ISlRA liON LINE OF BUSINESS: COMMUNICATIONS The purpose of Communications is to provide public relations and communication services to the community, City departments, and elected officials so they can be knowledgeable and informed about City services, programs, and issues. CORE SERVICES .~ Block party and filming permits Council broadcasts Editing services Emergency information services u Internet design & updates u Intranet design & updates News clips Photography services " Special event program designs Brochure designs CV Connect Electronic calendars Informational responses Internet video production Media contacts News releases Special event coordination Video copies RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $655,041 $717,929 $589,068 $605,000 Supplies and Services $295,104 $168,833 $172,698 $66,600 Utilities $4,700 $3,222 $650 $537 Expenditure Totals $954,845 $889,984 $762,416 $672,137 Revenue Totals $244,181 $192,523 $122,551 $87,870 .- .,'"., '~.""."",,'W\'" "-'."'-=' "T.='...'''<'=''='''''''''\'C' Authorized Full Time Positions 5.00 6.00 5.00 5.00 Authorized Hourly Positions 0.00 0.75 0.00 0.00 MAJOR ACCOMPLISHMENTS . Led the redesign of the City's Internet and Intranet. . Introduced photo galleries and virtual tours of parks and recreation centers to the Internet and Intranet. 112 ADMINISlRA liON . Introduced streaming video of all Council and Redevelopment Agency meetings to the City's Internet site. . Developed limited in-house video production capabilities, adding a new dimension to the City's website. . Introduced live broadcasts of City Council meetings on Cox cable. . Developed a sophisticated, interactive online City publication that includes video features and important links to departments and services. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of multimedia projects N/A N/A 300 310 # of Designs Completed N/A 1,800 1,800 1,200 Television Coverage (stories covered) N/A 82 85 95 # of Special Events Coordinated N/A 49 54 55 113 ADMI N ISlRA liON LINE OF BUSINESS: CONSERVATION & ENVIRONMENTAL SERVICES The purpose of Conservation and Environmental Services (CES) is to serve the community's environmental needs and to assist in its pursuit of a healthy, prosperous, just and secure environment for all citizens. Department staff works with and on behalf of the community to preserve and restore land, air, water, and other natural resources in ways that advance the welfare of present and future generations. CES also advocates on behalf of utility ratepayers. CORE SERVICES Administer utility franchise agreements u Annual emissions inventory u Energy conservation 2 Greenhouse gas reductions Alternative energy & transportation Community education & outreach Grant development and administration Representation before environmental resource agencies Teleco technology development Utility ratepayer advocacy Watershed protection Technical assistance 2 Urban heat island/shade tree program Water conservation Wifi-Wimax service requests for qualifications RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $253,563 $304,550 $365,213 $490,739 Supplies and Services $431,386 $23,767 $45,943 $24,615 Utilities $2,021 $1,133 $725 $280 Expenditure Totals $686,970 $329,450 $411,881 $515,634 Revenue Totals $0 $2,066 $153,502 $322,869 ""- ~, -"" w. .___~ ~. ",.c, ~, -- ~ "--"'--"-~ ~'"'=''''.''''' """ .00'''=.-'' E7'2L -~.,- ~-."'''-'-----~''_. Authorized Full Time Positions 3.00 2.00 2.00 4.00 Authorized Hourly Positions 0.00 0.00 0.25 0.25 MAJOR ACCOMPLISHMENTS · Worked with over 3,000 businesses and residents to identify energy-efficiency opportunities 114 ADMINISlRA liON and to retrofit incandescent lighting with compact fluorescent bulbs producing over 2 million kWh in annual energy savings . Promoted water-conserving, nature-friendly landscaping by organizing multiple public education workshops, participating in over 25 community outreach events and "certifying" over 50 gardens and backyards through the City's NatureScape program . Convened and supported a community-led Climate Change Working Group to produce policy and program recommendations to reduce Chula Vista's greenhouse gas emissions or "carbon footprint." . Secured over $1 million in low interest California Energy Commission loans to fund energy- efficiency and renewable energy capital improvements projects at six municipal facilities which will generate approximately $200,000 in cost savings annually . Continued to coordinate the City's SDG&E Partnership program which provides over $700,000 annually in personnel and materials funding to further energy efficiency and conservation in the community and within municipal facilities . Managed a $212,000 grant to plant 1,300 trees along residential streets, canyon parkways and within parks . Renewed or established Wireless Telecommunications agreements that provided approximately $400,000 in annual general fund revenue . Represented the City before the California Public Utilities Commission, California Energy Commission and the California Independent System Operator on various issues including the Bayfront energy infrastructure . Served on the San Diego Climate Change Foundation Task Force 115 ADMINISTRA TION KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of shade trees planted with grant N/A 124 1,000 250 funding $ amount of new grants received for N/A $900,000 $1,200,000 $1,500,000 watershed, water conservation, energy, alternative transportation and climate change issues . .. . # of residential, business and school N/A 20 200 200 properties certified as "backyard wildlife habitats" through the National Wildlife Federation ... # of Ratepayer Utility inquiries for N/A 220 300 350 natural gas, electricity, video, Internet and telecommunications 116 ADMINISlRA liON LINE OF BUSINESS: ECONOMIC DEVELOPMENT The purpose of the Economic Development is to pursue a variety of aggressive and proactive programs to assist existing business grow and expand, recruit new targeted business and industries to the area, and to retain those business that are within the City while also managing development projects. CORE SERVICES Business assistance programs Business community outreach Business expansion Business retention Business attraction Business education and training Business organizations liaison Cross border collaboration RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Expenditure Totals Revenue Totals $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $378,226 $158,889 $363 $537,478 $150,000 Personnel Services Supplies and Services Utilities '""".,,,.,,,~,~.- -''''--''''-~ "-'~~~'_~~,~.--~'"'--'~'~~~~~''' ".,,- ._, .~.~~_~." "'''','L ."''->.C...." ---:::"iL",:'i'2L"illL,iD;,?EUC'L';Z;;:;;Z:;:,,-:::::C;:/::: CZ"'":T3rZ','F::::::;;:-,,Zi.';;l"'T.;C: ....,,"c.L..:c.. Authorized Full Time Positions Authorized Hourly Positions 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 MAJOR ACCOMPLISHMENTS . Distributed over 1 ,000 informational packets promoting the City of Chula Vista, which exceeds the previous number of packet distributed by over 50%. . Conducted three small business development training programs seminars in collaboration with the Small Business Development Center at Southwestern College. . Coordinated with City staff and the San Diego Unified Port District the completion of the Financial and Development models for infrastructure and shared facilities for the Bayfront Master Plan. 117 ADMINISTRA TION . Groundbreaking for High Tech High Chula Vista. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of small business development N/A 5 3 3 training programs delivered Increased Sales Tax (Year over Year') 0.13 0.08 0.01 0.02 Increased Transient Occupancy Taxes N/A N/A N/A N/A (TOT) # of new jobs N/A N/A 1,642 N/A # of new business license N/A N/A 1,061 N/A 118 INFORMATION TECHNOLOGY SERVICES MISSION STATEMENT The mission of the Information Technology Services Department is to provide technology, planning, development support and management to city employees and departments so they can perform their jobs effectively and meet their strategic goals for the City. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $3,183,740 $3,249,007 $3,140,027 $2,746,843 Supplies and Services $750,428 $801,477 $916,028 $669,875 Operating Capital $9,899 $84,853 $50,000 $350,000 Utilities $70,440 $62,711 $67,932 $57,479 Expenditure Totals $4,014,507 $4,198,048 $4,173,987 $3,824,197 Revenue Totals $501,521 $424,604 $157,343 $102,843 Authorized Full Time Positions 29.00 29.00 28.00 23.00 Authorized Hourly Positions 0.00 0.00 0.25 0.00 Note 1: Staffing and budget figures above reflect department totals. Staffing and budget figures for current lines of business are presented on the following pages. Since some lines of business may no longer exist, the sum of the staffing and budget figures at the line of business level may not equal the above totals. ORGANIZATIONAL CHART Information & Technology Services I I I Technology GIS and Telecommunications Support and Application Administration Support 119 INFORMATION TECHNOLOGY SERVICES STRA TEGle GOALS ELECTRONIC SERVICES 00 In FY 2007-08 ITS will have worked with all City departments to identify electronic services for deployment and by FY 2010-11, 75% of these services will be available to customers on-line. Status: ITS has identified a list of electronic government applications that are needed by the departments and we have begun implementation of several of them. Online park reseNations and online reporting of Public Works task have been completed. NETWORK PROTECTION 00 By FY 2007-08, there will be no viruses or Trojans attacking the City's internal network. Status: To date there have been no virus attacks on City computers. 00 By FY 2008-09, there will be no unauthorized accesses to the City's data from inside the network andlor outside the City. Status: There have been no known unauthorized accesses of City data from either inside or outside of the network. TECHNOLOGY PROJECTS 00 By FY 2007-08 90% of new technology projects within departments will be planned and developed with Information Technology Services. Status: ITS is working with all departments so that they are aware of this goal so that the departments will contact ITS when they embark on a new project. Two of the projects recently completed are the roll-out of the new Police Mobile Data Computers, and the conversion of Fire Dispatch to San Diego Fire Department. 120 INFORMATION TECHNOLOGY SERVICES LINE OF BUSINESS: TECHNOLOGY SUPPORT & ADMINISTRATION The purpose of the Technology Support and Administration line of business is to provide technology planning and design consultation, installation, configuration, security and maintenance services to City Departments and their employees so they can perform their jobs in a safe and reliable computing environment. CORE SERVICES Computer repairs and upgrades Help line responses Computer replacements Network maintenance and administration RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $2,150,844 $2,341,347 $2,310,734 $2,093,470 Supplies and Services $708,074 $604,079 $898,122 $652,941 Operating Capital $0 $0 $50,000 $350,000 Utilities $57,971 $49,832 $59,820 $55,511 Expenditure Totals $2,916,889 $2,995,258 $3,318,676 $3,151,922 Revenue Totals $296,260 $66,630 $94,338 $57,000 ~ ~~ ~,"" .= ,,"','.' ,O:TI........, ',....m~..., ' ,',.,- ,'::j!_'Z:6~-'~',-' .,-. """"'..3F.'=:O='" .. .;',Ce..' ""-'.", '-'';',,<~ ~-=~~- ~ """...-', Authorized Full Time Positions 19.00 19.00 20.00 17.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Kept the computer systems up and running throughout the entire construction of building 300. . Remaining half of the Police Mobile Data Computers converted to the new hardware and software. . Assisted with the conversion of the Fire Department's Computer Aided Dispatch system to San Diego Fire. . Updated the Permits Plus application to the latest release. 121 INFORMATION TECHNOLOGY SERVICES KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of "priority 1" mission critical calls N/A 86% 85% 85% resolved within four hours. % of "priority 1" mission critical calls N/A 88% 85% 85% responded to within one-half hour. I % of scheduled network uptime N/A 98% 96% 98% achieved. 122 INFORMATION TECHNOLOGY SERVICES LINE OF BUSINESS: GIS AND APPLICATION SUPPORT The purpose of the GIS and Application Support line of business is to provide application design, analysis, management and support services to GIS and other computer application users so they can get current and accurate information to perform their jobs. CORE SERVICES Computer applications GIS maps Reports and presentations GIS data extractions and conversions GIS server upgrades and configurations RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $661,401 $600,135 $625,095 $434,373 Supplies and Services $4,474 $1,533 $4,307 $4,307 Utilities $806 $879 $921 $874 Expenditure Totals $666,681 $602,546 $630,323 $439,554 Revenue Totals $52,305 $60,261 $37,225 $41,843 :.:r"",,,,.,,_.,""'2J.!10L';:'''''':'''''''''',,,",,K::iiZ:.;. '_.~~--~.-" ,'-.',"'"T,"-!.~-,',,~~,.,,'''"-''''"'"-:, "~-,,,,.. ,6,"'.'~6=DGL. '==CZ'"", . ....... ,"M"":""'~""-""""',, ,.,..,"',-,.,..,.""".,.,....., .'~,.,."._."'":""''''','''.,,'',.,',.,.,._''"'.,,,',.,~,., Authorized Full Time Positions 7.00 7.00 6.00 4.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Implemented several e-Government applications including online park reservations and online submittal of work projects for Public Works such as pot holes, street light outages etc. . Created an on-line catalog to replace the Parks & Recreation brochure. . Several GIS online mapping applications have been added, such as an online map to show City parks with the location of their shelters as well as enhancements to the existing CVMAPPER application on the City's website. 123 INFORMATION TECHNOLOGY SERVICES KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % GIS and other computer application users who report that they get the information they need all or most of the time. N/A 97% 97% 97% 124 INFORMATION TECHNOLOGY SERVICES LINE OF BUSINESS: TELECOMMUNICATIONS The purpose of the Telecommunications line of business is to provide voice communication installations, consultation planning & support services to City telecommunication users so they can have the tools they need to communicate anytime. CORE SERVICES Phone installations Voice processing system maintenance & support Telephone maintenance & support RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $163,214 $204,252 $204,198 $219,000 Supplies and Services $7,493 $6,518 $13,599 $12,627 Utilities $11,663 $12,000 $7,191 $1,094 Expenditure Totals $182,370 $222,770 $224,988 $232,721 Revenue Totals $12,114 $3,362 $25,780 $4,000 ~- ~ - -~ ..<.'c.c;zczc.".....=""~"",7 ",,,-.,,,,-.,-'.'.-.,'-' Authorized Full Time Positions 2.00 2.00 2.00 2.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Coordinated many Uninterruptible Power Supply changes and other issues related to building 300. . Upgraded the City's voice processing system to the newest release of the software. . Completed communications requirements (inside wiring) and implemented them for the new building 300, while keeping existing staff up and running until the new cabling was installed. 125 INFORMATION TECHNOLOGY SERVICES KEY PERFORMANCE MEASU RES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of telecommunication users who report that they have the tools they need to communicate most or all of the time N/A 96% 96% 95% 126 HUMAN RESOURCES MISSION STATEMENT The mission of the Human Resources Department is to provide superior services to employees, departments, and the public to ensure an informed, quality work force and community, while treating everyone with fairness, dignity, and respect. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $2,768,536 $2,915,457 $2,957,457 $2,665,628 Supplies and Services $1,547,387 $1,515,111 $1,701,133 $1,331,089 Other Expenses $788,395 $691,762 $335,000 $776,000 Utilities $6,305 $7,081 $4,791 $3,367 Expenditure Totals $5,110,623 $5,129,411 $4,998,381 $4,776,084 Revenue Totals $497,480 $322,480 $299,377 $293,093 Authorized Full Time Positions 25.50 25.50 25.00 20,50 Authorized Hourly Positions 0.00 0.75 0.00 0.50 ORGANIZATIONAL CHART Human Resources Administration Employment Services Benefits Administration Risk Management I Civil Service Commission Volunteer Services Insurance Human Resources Operations Safety Risk Manageme;;l Administration---I Loss Co ntrol Disability Management 127 HUMAN RESOURCES STRA TEGle GOALS HUMAN RESOURCES ~ By FY 2009-10, complete Phase II of the City's Public Access Defibrillation (PAD) Program by outfitting police patrol cars with Automated External Defibrillators (AEDs) and training officers in their use and the program. Status: The department is currently seeking funding sources for the purchase of this equipment. Human Resources is working with the Police Department's Training Division to update the department's training program to include the newest CPR standards and ensuring their instructors are properly and currently certified. ~ By the end of FY 2007-08, present the City's Violence Awareness and Prevention Policy to all employees. Status: This goal is 100% complete. Formal mandatory training was provided to all full-time employees over a three-month period during fiscal year 2007-2008. An informal awareness training is being included in new hire orientation for part- time/seasonal employees. ~ By FY 2008-09, have all Risk Management policies, procedures and forms available to employees via the City's Intranet site. Status: This goal is 100% complete. All documents have been identified and centralized for employee access. The next step is convert applicable forms to a fillable PDF format by fiscal year 2009-2010. ~ By FY 2009-10 developlrevise emergency evacuation plans for all City facilities and conduct drills twice annually. Status: 60% of plans have been developed/revised with at least one evacuation drill conducted at each of the facilities with completed plans. 128 HUMAN RESOURCES STRATEGIC GOALS I!l By FY 2008-09, revise the City's Injury Illness Prevention Plan and provide refresher trainin9 to all employees. Status: The City's Injury Illness Prevention Plan has been revised to incorporate a Safety Statement by the new City Manager and has been posted on the intranet. Initial training is being conducted during new hire orientation. The target date to begin refresher training is set for May 2008. I!l By FY 2008-09, organize and scan all departmental documents into the citywide digital records management system. Status: The Department continues to make progress on this project and anticipates completing this project within the goal timeframe. To date 70% of all departmental documents have been organized and scanned into the citywide digital records management system. 129 HUMAN RESOURCES STRA TEGle GOALS l!l By FY 2008-09, the Human Resources Department will increase the use of internet and intranet accessibility by: - Providing employees online access to W-2 forms - Converting to an online personnel requisition process - Enhancing online access to Human Resource policies, procedures, and personnel information via the City's intranet. Status: The original target implementation date of January 2008 was deferred to January 2009 due to the identification of a cost free means of providing access via Employee Online. It is anticipated that employees will be able to access their calendar year 2008 W-2 forms in January 2009 via Employee Online. Converting to an online personnel requisition process is currently on hold due to budget constraints. A number of Human Resource policies and procedures are currently accessible on the citywide shared drive. Employees are able to access approximately 33% of policies and procedures online. The department continues to make progress on this project and anticipates completion within the goal timeframe. 130 HUMAN RESOURCES LINE OF BUSINESS: ADMINISTRATION The purpose of the Administration line of business is to ensure that City services are provided to the community by a quality and diverse workforce through comprehensive human resources and risk management services within a values-based learning culture. CORE SERVICES Advise and consult on employment law issues Community events Department consultations Labor relations Performance management training Respond to Civil Service complaints Citywide human resources policies and procedures Coordinate and advise at Civil Service hearings Labor negotiations Outreach programs Personnel records RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $530,559 $535,273 $538,548 $480,780 Supplies and Services $186,939 $101 ,639 $158,832 $88,160 Utilities $1,1 19 $1,017 $641 $461 Expenditure Totals $718,617 $637,929 $698,021 $569,401 Revenue Totals $14,685 $6,428 $21,141 $9,450 :::S:::::=::Z.;:,,;:E:LELTc,,7!i2'C-'?'J7'^=z:::r::;;;2Z=::L'Z;-:;,:':C:',';;;;CZi-?'.' -",,"", ,,"';;.:=':Z:L;;s:,:S2IE;:illZ:: ","'=,J- f"D'''n'~'En='''. -,"l22:;:g:P~"""""''':''''''''''''>'='''~. ~-...,,-.~~,. -'.-'C'""V:',::==2:S: Authorized Full Time Positions 4.00 4.00 4.00 3.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Worked with several department on staffing models as a result of restructuring. . Developed training course for conducting internal fact-finding investigations. . Continued with the implementation of the Performance Management System and training. . Successfully implemented and received Council approval for two "Golden Handshake" window to offset budget impacts and minimize layoffs. 131 HUMAN RESOURCES . Successfully negotiated side letters with the City's four bargaining groups to defer pay increases from January 2008 to July 2008. . Successfully defended all disciplinary actions presented to the Civil Service Commission. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of Civil Service Rules completed N/A 80% 100% 100% # of Policies & Procedures completed N/A 24 13 15 and delivered to Departments # of Labor-Management meetings held N/A 20 24 30 # of Performance Management N/A 3 4 6 System trainings conducted 132 HUMAN RESOURCES LINE OF BUSINESS: EMPLOYMENT SERVICES The purpose of the Employment Services line of business is to provide comprehensive employment services to the public and departments of the City and to assist the City in attracting and retaining a quality workforce. CORE SERVICES Classification studies Employee recruitments Job descriptions Professional enrichment funds Compensation studies Individual classification reviews Position classification system Volunteer programs RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Expenditure Totals Revenue Totals $1,157,331 $289,325 $2,867 $1,449,523 $0 $1,186,192 $207,638 $3,341 $1,397,172 $0 $1,139,165 $226,000 $2,535 $1 ,367,700 $0 $1,100,783 $132,348 $1,666 $1,234,797 $0 Personnel Services Supplies and Services Utilities -.~~~~-.-"--.~---"--~-~--- ,"",-."."-""-"-.",,,.,,'--,...__..,..~.,,-,,,,,-~.",,'" -..... ,._,-_.""._,._~,.~..,-,'._",," Authorized Full Time Positions Authorized Hourly Positions 11.50 0.00 11.50 0.25 11.00 0.00 9.50 0.50 MAJOR ACCOMPLISHMENTS . Made all Employment Services forms available on the intranet. . Audited all mid-manager positions to determine FLSA compliance and bargaining unit. . Audited and restructured the benefits processes for greater efficiency and error control. . Calculated seniority point charts for all city positions in anticipation of layoffs. . Reviewed and scanned approximately 6,600 personnel files to the City-wide digital imaging system. 133 HUMAN RESOURCES KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of recruitments conducted N/A 43 65 50 I # of salary sUlveys conducted N/A 154 75 75 .. # of classification studies conducted N/A 147 75 65 # of job descriptions created and N/A 75 75 65 updated # of job fairs and community events N/A 13 18 10 attended # of applications received N/A 3,834 4,500 3,000 I # of volunteer applications received N/A 766 850 850 134 HUMAN RESOURCES LINE OF BUSINESS: BENEFITS ADMINISTRATION The purpose of the Benefits Administration line of business is to provide benefits, compensation and consultation services to current and former employees and their dependents so they will have the information they need to make a fully informed decision about their benefits package. CORE SERVICES Benefit information Employee benefit orientations Payroll changes Educational materials Flexible Spending Accounts Reconcile and pay health insurance providers Wellness workshops Wellness screenings RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $643,914 $662,659 $722,856 $508,683 Supplies and Services $187,835 $157,895 $137,951 $44,404 Utilities $985 $976 $463 $323 Expenditure Totals $832,734 $821,530 $861,270 $553,410 Revenue Totals $2,924 $440 $0 $500 ----~-----....,,- '.~" "_"':::E;::~IT7:=====:::~L:. ,- ,~ --~---.'._-'.-~= F''';:'' , -'.~ --'<'--"-~ "Cc~..~c..22c;:';:."".~ '23= "".,,,,~'''"",,-,"-,,~'-'._- -....".,.,,,-"'"'-"'-~. Authorized Full Time Positions 5.00 5.00 5.00 3.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Implemented paperless paystubs via employee on-line saving significant resources. . Kept health insurance premium increases to a minimum through plan design changes (Kaiser 5% increase; PacifiCare High 6% decrease; and PacifiCare Low less than 1% increase). . Benefit forms made available through Employee Online. . Conducted 24 city-wide wellness workshops to promote a healthy workforce. 135 HUMAN RESOURCES KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of Wellness workshops conducted N/A 17 24 17 # of payroll transactions processed N/A 3,172 1,904 1,900 # of Flexible Spending Account N/A 2,862 2,480 2,500 reimbursements & Professional Enrichment reimbursements processed # of benefits transactions completed N/A 4,190 1,760 1,700 136 HUMAN RESOURCES LINE OF BUSINESS: RISK MANAGEMENT The purpose of the Risk Management line of business is to provide comprehensive and proactive risk management services to employees and the public in order to avoid and mitigate losses due to workers' compensation and liability claims and to ensure that the City's property and activities are adequately insured to protect the City's capital and human assets. CORE SERVICES City property damage restitutions Disability management Insurance procurement Loss control I risk transfer Claim resolutions Employee health monitoring Internal training sessions Safety inspections RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $436,732 $531,333 $556,888 $575,382 Supplies and Services $883,288 $1,047,938 $1,178,350 $1,066,177 Other Expenses $788,395 $691,762 $335,000 $776,000 Utilities $1,334 $1,746 $1,152 $917 Expenditure Totals $2,109,749 $2,272,780 $2,071,390 $2,418,476 Revenue Totals $479,871 $315,612 $278,236 $283,143 ~~-~---,"-~'~~~--"'-"-'''~~'~ C".'~~.?CC.C 'Cc "."'MCC2~ ='=2......... ,',"'-='" .'.L-.d;,: ".-,c:,:!":....,,,~c:~c., "............."C;~ ._-~._-,~... .",'_."',~w"c." -"--,~~.,,','--,- Authorized Full Time Positions 5.00 5.00 5.00 5.00 Authorized Hourly Positions 0.00 0.50 0.00 0.00 MAJOR ACCOMPLISHMENTS . Reduced the number of lost workdays per injury by 1 0% in part due to proactive education of employees and managers and an aggressive return to work program. . Collected $360,000 from insurers and private parties for damages to City property. . Provided Workplace Violence Awareness and Prevention training to all full-time City employees. 137 HUMAN RESOURCES · Implemented a claims management software program that provides improved identification of loss exposures, more timely responses to public and department information requests, and significantly reduces the staff time required process information requests. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED $ Cost of safety per employee $170 5238 $296 $303 # of formal safety trainings I 125 151 140 142 inspections I ergonomic evaluations conducted % of liability claims closed without 80% 97% 90% 100% litigation I # of work related injuries per employee 0.14 0.10 0.11 0.00 138 FINANCE MISSION STATEMENT The Chula Vista Finance Department is dedicated to ensuring the long-term financial stability of the City and enhancing pUblic and organizational trust through integrity of financial reporting and sound financial practices. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $2,810,785 $2,819,512 $3,004,055 $2,551,379 Supplies and Services $155,215 $153,711 $176,097 $182,340 Utilities $8,595 $4,804 $3,838 $4,224 Expenditure Totals $2,974,595 $2,978,027 $3,183,990 $2,737,943 Revenue Totals $1,569,987 $1,671,552 $1,469,115 $1,440,395 Authorized Full Time Positions 28.00 31.00 31.00 25.00 Authorized Hourly Positions 0.75 0.75 0.25 0.75 139 FINANCE ORGANIZATIONAL CHART I Finance Department] I Operations I I Treasury I I Purchasing I I Administration I Financial Billing & Acquisitions Financial Management Compliance Reporting Collections Information Payroll Services Parking Meter Contract Banking & Operations Management Investments -. Accounts Payable Business License Central Stores Deferred Compensation Debt Service Special Districts Mail Service I Administrative Administration Services Fixed Asset Project Accounting Management Financial Accounting Systems 140 FINANCE STRATEGIC GOALS MAXIMIZE TECHNOLOGY ~ By fiscal year 2006-07, the Finance Department will utilize the Internet and other technology to improve the convenience of conducting business with the City. Status: All city services are now payable with a major credit card. Business license renewal payments are now accepted over the Intemet. Finance will continue to work with ITS to accept online payments for other city services. ~ By fiscal year 2006-07, the Finance Department (in conjunction with ITS) will deploy all accounting software upgrades within 6 months of release. Status: The accounting software is currently up to date. PROVIDE ACCURATE, CONSISTENT, AND TIMELY INFORMATION ~ By fiscal year 2006-07, 95% of Finance Department customers will report that they received accurate, consistent, and timely information. Status: A survey would be required in order to determine the outcome of this goal. The survey has not been conducted to date. 141 FINANCE STRA TEGle GOALS SOUND FINANCIAL MANAGEMENT 00 By fiscal year 2006-07, in order to ensure that payroll is being processed in an accurate and efficient manner the Finance Department, in conjunction with Human Resources, will conduct a payroll operational review. Status: A payroll operational review was conducted in fiscal year 2005-06. The review yielded recommendations of which several have been implemented. To date the following recommendations have been implemented: - Roles and responsibilities of Finance and Human Resources are defined for the Payroll Module. - Payroll training was provided to Finance and Human Resources staff by Bitech in March 2006. - Payroll reports have been created that enable Finance and Human Resources staff to be more efficient. - Employee On-Line resolved the issue of having sensitive employee data on the Direct Deposit payroll advice. 00 By fiscal year 2007 -08, in order to safeguard the City's financial reputation, the Finance Department will implement an internal audit function. Status: The goal of implementing an internal audit function is on hold until further city resources are available. 142 FINANCE STRATEGIC GOALS 00 By fiscal year 2008-09, the Finance Department will be recognized by professional associations as a model financial management organization. Status: The City's fiscal year 2005-06 financial statements received the "Certificate of Achievement for Excellence in Financial Reporting" award from the Government Finance Officers Association. We expect to receive the same award for the fiscal year 2006-07 financial statements. The Association of Public Treasurers of the U. S. and Canada certified the City's Investment policy as a model investment policy. The Finance Department expects to receive the same certification as the policy is updated and resubmitted for certification. 00 The Finance Department will continue to maintain an unqualified audit opinion on annual financial reports. Status: The City's most recent audit for fiscal year 2006-07 received an unqualified ("clean') opinion. 143 FINANCE STRA TEGle GOALS [!] The Finance Department will strive to maintain or improve the City's credit rating with the various rating agencies. Status: A September 17, 2007 rating report from Standard and Poor's lowered the City's underlying "A" rating to an "A-" for the City's 2002, 2004, and 2006 outstanding Certificates of Participation debt. An "A-" rating indicates a strong general creditworthiness as lessee and obligor, and a lease structure that includes a covenant to budget and appropriate lease payments. The reason for the downgrade is "based on a prolonged trend of drawing down reseNes" that was initially due to the approval of mid-year appropriations and recently due to the downturn in the economy. The City has made significant cuts in the fiscal year 2008-09 budget to correct the structural issues and is positioning itself for a credit upgrade by making this correction. 144 FINANCE STRATEGIC GOALS [!] By fiscal year 2008-09, the Finance Department will complete a long-range financial plan document which will evaluate the implications of current and projected service levels needs, programs and policies; developing strategies to achieve the City's goals and address potential gaps between expenditures and revenues on a long-term basis. Status: In fiscal year 2005-06, the Finance Department issued the City's first Five Year Financial Forecast Report. The report has been expanded and updated to include the City's Redevelopment Agency and was included as part of the fiscal year 2008-09 budget workshop. The five-year financial forecast, along with an analysis of financial trends, is the foundation for the City's financial strategic plan. The financial forecast will provide the City Council with a view as to how current spending plans may impact future budgets. In preparation to expand the Five Year Forecast out to a Ten Year Long Term Financial Plan, the Finance Department has implemented the Muni-Cast Financial Model which has improved the ability of staff to forecast future budgets, conduct sensitivity analysis, and assist in the priority setting actions of the City Council. SUCCESSION PLANNING I!l By FY 2006, all key Finance Department positions will have appropriate coverage that is not compromised by vacancies. Status: This goal is on hold until further city resources are available. 145 FI NANCE STRATEGIC GOALS ~ By fiscal year 2006-07, the Finance Department will design and implement succession plans for key Department positions. Status: The goal of implementing succession planning has been successfully completed. There were several retirements that occurred in key positions such as the Fiscal Operations Manager, Senior Accountant and Accounting Technician. 146 FINANCE LINE OF BUSINESS: ADMINISTRATION The purpose of the Administration line of business is to provide financial management, banking services, deferred compensation, and management support services to City staff so they can make sound financial decisions and productively perform their duties. CORE SERVICES Fund balance reports Quarterly investment reports Cash flow management Deferred compensation administration Five-Year Forecast reports & long term financial planning Investment of City funds Annual fiscal and investment reports Debt service management Fiscal quarterly reports RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $646,676 $754,173 $755,902 $454,984 Supplies and Services $40,634 $14,522 $176,097 $182,340 Utilities $2,289 $1,301 $3,838 $4,224 Expenditure Totals $689,599 $769,997 $935,837 $641 ,548 Revenue Totals $192,077 $159,912 $95,755 $158,755 Authorized Full Time Positions 3.00 5.00 5.00 2.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Developed new citywide cell phone policy, which created criteria for issuance. . Simplified quarterly financial report and issued the report in a more timely manner. . Implemented Municast forecast model, which provided departments with a tool for forecasting and allowed for a more efficient preparation of the quarterly report. . The Association of Public Treasurers of the U.S. and Canada certified the City's Investment policy as a model investment policy. 147 FI NANCE . The five-year forecast report was expanded and improved to include the Redevelopment Agency funds. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of 5 year fiscal forecast reports N/A 100% 100% 100% completed semiannually or as necessary % of quarterly reports issued within 3 N/A 33% 33% 100% weeks of the end of the quarter . % of funds with appropriate reserve N/A N/A N/A N/A levels (method of measuring performance to be determined) % of cash on hand to monthly payroll N/A 100% 100% 100% and accounts payable obligations (liquidity ratio) 148 FINANCE LINE OF BUSINESS: OPERATIONS The purpose of the Operations line of business is to provide financial accounting, payroll services and reporting services to the public, other agencies and City staff so they can be assured of the City's financial integrity. CORE SERVICES Accounts payable services Financial accounting system Fixed asset management Debt service Financial compliance reporting Payroll services RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,036,100 $968,715 $979,631 $796,982 Supplies and Services $65,181 $85,873 $0 $0 Utilities $1,534 $1,437 $0 $0 Expenditure Totals $1,102,815 $1,056,024 $979,631 $796,982 Revenue Totals $568,269 $529,298 $401 ,507 $307,000 ~~',~",,~",',..",. ,...,..,.....,"'cc...s"'. ...,,:.........,,"",.""'"',"':::::2-=:.::::...:;;'::"'::.: .,,""_....~ ,::Li':2:!ZDffiG..'8ZZ",,-"'t:i21 ZZL =",...,.~.".,"""-",.,-.(:",,.- _V::'.,,/.,'",""-' ,'''''''''~,''_.N''__'_'' Authorized Full Time Positions 11.00 12.00 11.00 8.00 Authorized Hourly Positions 0.50 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Received unqualified "clean" opinion on City's financial statements. . Competed Other Post Employment Benefits (OPEB) actuarial study to comply with Government Accounting Standards Board (GAS B) number 45. . Received the "Certificate of Achievement for Excellence in Financial Reporting" award from the Government Finance Officer's Association for fiscal year 2005-06. This same award is expected for the FY 2006-07 financial statements. 149 FINANCE KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of reports filed within statutory N/A 100% 100% 100% deadlines % of bond issues in compliance with N/A 100% 100% 100% continuing disclosure requirements % of IFAS users satisfied with the N/A N/A N/A N/A financial accounting system I % of accounts payable checks issued N/A N/A 9,000% 9,000% within one week of receiving properly completed payment request 150 FINANCE LINE OF BUSINESS: TREASURY The purpose of the Treasury line of business is to provide billing, collection, business license, and parking meter services to the public and other entities so they can pay for services rendered in a timely manner CORE SERVICES Accounts receivable and collections Parking meter operations Special districts administration Utility billing Business licenses Project accounting State mandated costs RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $549,184 $633,832 $799,750 $905,416 Supplies and Services $30,867 $23,759 $0 $0 Utilities $1,564 $993 $0 $0 Expenditure Totals $581,615 $658,584 $799,750 $905,416 Revenue Totals $785,672 $961,842 $925,200 $956,640 """"-.' =:lli";\;";;.;"".".,,~,,..,...,..,, n__~ ',".>C,,",...," Authorized Full Time Positions 8.00 8.00 9.00 10.00 Authorized Hourly Positions 0.25 0.75 0.25 0.75 MAJOR ACCOMPLISHMENTS . All city services are now payable with a major credit card. . Began the acceptance of online payments for business license renewals. 151 FINANCE KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of delinquent business license N/A N/A N/A 100% renewal notices sent within 45 days of renewal date (newly transitioned function) % of payments received in full within N/A 90% 90% 100% 90 days of invoice (e.g. sewer and contract billings) 152 FINANCE LINE OF BUSINESS: PURCHASING The purpose of the Purchasing line of business is to provide acquisitions and contract management services to City staff so they can obtain products and services at best value. CORE SERVICES Acquisitions Credit card administration Contract management Surplus property administration RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $578,825 $462,792 $468,772 $393,997 Supplies and Services $18,533 $29,557 $0 $0 Utilities $3,208 $1,074 $0 $0 Expenditure Totals $600,566 $493,423 $468,772 $393,997 Revenue Totals $23,969 $20,499 $46,653 $18,000 ,>:::...."-"...,."',,,,,,,,.,,'" ,....c.'.:c::.:ITIL,""::,U"i:".';:;:;;c;:;::x::O:,,,,,..:.;.,,.:..c.": --~"~~.'.-~--'-<~ """:""-",,,,,,,:: ,"'-'.-....,,'.,." ....zuu,,"= ,-,_"".-",,-,,"-,'''',:.. .,.:,_,,,~,,,,_::,,,,,,-,,,,,,,,--:,,'c.;,,j,':', .- ::,~: :,,-,,"-,>, Authorized Full Time Positions 6.00 6.00 6.00 5.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Purchasing implemented spending controls to assist in addressing the fiscal year 2007-2008 budgetary gap. . The Purchasing line of business was successfully reorganized allowing for the closing of Central Stores in fiscal year 2007 -08. 153 FINANCE KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of customers satisfied with N/A 95% 95% 100% acquisitions services % of City purchases (in dollars) made N/A 65% 70% 100% using high volume City-wide contracts 154 NON-DEPARTMENT Al DESCRIPTION The Non-Departmental budget reflects expenditures and expenditure savings that are not directly related to any single department. The budget includes such items as interest expense, salary savings due to the furlough, transfers out to liability reserves, and transfers out to various Debt Service Funds for the General Fund's debt service obligations. This budget also includes all General Fund discretionary revenues. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services ($2,289,634) ($2,700,756) ($3,233,648) ($1,923,930) Supplies and Services $64,944 $29,914 $316,302 $277,101 Other Expenses $871,018 $511,249 $73,137 $340,000 Operating Capital $6,111 $0 $0 $0 Utilities $0 $0 $0 $18,200 Transfers Out $5,238,426 $5,357,770 $6,122,839 $6,653,596 CIP Project Expenditures $1,466,149 $400,584 $173,645 $0 Non-CIP Project Expenditures $115,102 $2,238 $0 $0 Expenditure Totals $5,472,116 $3,600,999 $3,452,275 $5,364,967 Revenue Totals $100,268,015 $102,783,446 $113,398,294 $109,345,450 -'. '0'''._ Authorized Full Time Positions 0.00 0.00 0.00 0.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 155 156 11 - Planning & Building Engineering Public Works (f) () )> r -< m )> ;0 I\J o o CD PROPOSED BUDGET DEVELOPMENT AND MAINTENANCE DEPARTMENTS 157 PLANNING AND BUILDING MISSION STATEMENT The mission of the Planning & Building Department is to guide the physical development of the City through the implementation of the General Plan and building Codes. We are committed to enhancing the quality of life in our community by planning for sound infrastructure and public services, protection of the environment, and promotion of high quality social and economic growth. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $9,380,953 $9,244,959 $8,725,784 $2,114,060 Supplies and Services $1,203,679 $621,103 $670,722 $94,202 Other Expenses $67,430 $157,256 $315,300 $136,300 Utilities $41,669 $51,922 $40,079 $1,676 Expenditure Totals $10,693,731 $10,075,240 $9,751,885 $2,346,238 Revenue Totals $8,543,835 $7,425,603 $9,492,398 $1,526,718 Authorized Full Time Positions 91.00 90.50 80.50 18.00 Authorized Hourly Positions 7.25 9.00 5.50 2.00 Note 1: The decrease in fiscal year 2008-09 largely reflects the establishement of the development services fund. ORGANIZATIONAL CHART 1----------.-.-.................----.:-] Planning and Building Administration Advanced i L_~I~~~~n~j Code Enforcement ! 159 PLANNING AND BUilDING STRATEGIC GOALS SAFE AND SUSTAINABLE COMMUNITY ~ By 2010, complete Council-directed implementation plan of the Climate Change Working Group recommendations on sustainable development. Status: The plan is 50% complete and will be presented to Council in the first quarter of FY09. ~ By 2008, complete revision of the Growth Management Ordinance, including creation of new Growth Management Guidelines and updates to the threshold standards. Status: Completed drafts of Growth Management Ordinance, Growth Management Guidelines and Threshold Standards though workshop meetings with the Growth Management Oversight Commission (GMOC) and City Council. Due to budget and staffing reductions, finalization of the document for formal presentation and consideration by the Planning Commission and City Council is pending. ~ By 2010, complete the comprehensive General Plan Implementation Program. Status: Draft guidelines for general plan amendments and draft guidelines for zoning consistency are complete. Staff is currently preparing a General Plan Implementation guidebook to assist other City departments. The first stages of rezoning and specific planning are poised to begin, dependent upon Council budget and funding priorities. ~ By 2010, 1,100 living units per year will be raised from substandard to safe condition. Status: In FY 2007-08, 554 units were elevated from substandard to safe condition. Currently the program is on hold while the City Attorney reviews the new notice of violation form. 160 PLANNING AND BUILDING STRATEGIC GOALS 00 Through 2010, acquire an average of 1,000 acres per year of protected habitat. Status: No additional acreage was added in FY 2007-08 because no new Specific Planning Area (SPA) Plans were approved, which serves as a precursor to such conveyances. 161 PLANNING AND BUILDING LINE OF BUSINESS: ADVANCE PLANNING The purpose of the Advance Planning, Sustainability, and Technical Services line of business is to manage the City's vision for growth and development; plan for the preservation of the City's natural resources; track and report Citywide statistical data; and provide technical support to the Department. CORE SERVICES LONG RANGE PLANNING I GROWTH MANAGEMENT Annexations General Plan implementation, maintenance, and special studies Regional planning programs (SANDAG) General Plan consistency project reviews Growth Management program adm inistration Review of external agency plans and projects SUSTAINABILlTY Administration of environmental programs and regulations MSCP & other open space maintenance and monitoring TECHNICAL SERVICES Citywide database and mapping maintenance v Statistics, demographics, forecasting and monitoring Mitigation monitoring Special projects and programs Technical support to development caseloac 162 PLANNING AND BUILDING RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,826,422 $1,380,682 $984,272 $861,890 Supplies and Services $231,046 $93,013 $41,409 $39,381 Other Expenses $25,712 $146,526 $299,000 $120,000 Utilities $1,422 $1,151 $759 $834 Expenditure Totals $2,084,602 $1,621,372 $1,325,440 $1,022,105 Revenue Totals $1,155,793 $824,945 $633,201 $791,632 -.. Authorized Full Time Positions 15.00 17.00 9.50 8.00 Authorized Hourly Positions 2.25 4.50 2.75 0.00 MAJOR ACCOMPLISHMENTS . Through participation in Otay Valley Regional Park Joint Exercise of Powers Agreement, supported the completion and opening of the first park improvements, including a ranger station (Sept 2007), two staging areas, and over five miles of hiking trails (Mar 2008)_ . Completed draft guidelines for processing and consideration of General Plan Amendments. . Completed the 2007 Growth Management Oversight Commission (GMOC) Annual Review and Report_ . Completed MSCP 2007 Annual Review. . Provided technical support to the launch of "E-Zoning", a web-based tool for research of zoning information and municipal code regulations by address or parcel numbeL . Completed master multi-family housing database. . Participated in SANDAG Smart Growth Incentives working group to develop guidelines for funding local projects_ . Provided substantial support to completion of re-circulated documents for the Bayfront Master Plan associated General Plan amendment, and the completion of the Draft Environmental Impact Report (EIR)_ 163 PLANNING AND BUilDING KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of new homes participating in N/A N/A N/A 20% energy conservation programs # of public outreach meetings held 9 62 81 24 # of Public Hearing Items (CC, PC, 12 20 17 17 DRC, RCC) # of GMOC meetings I workshops held 11 17 15 15 164 PLANNING AND BUILDING LINE OF BUSINESS: CODE ENFORCEMENT The purpose of the Code Enforcement line of business is to eliminate hazardous conditions and reduce blight on private property by identifying and addressing violations of the Chula Vista Municipal Code. CORE SERVICES Abandoned vehicle abatements Conditional Use Permit inspections Illegal sign abatements Multi-family housing inspections Residential Abandoned Property Registration program Complaint-based inspections Hotel/Motel inspections Mobile Home park inspections Proactive code enforcement inspections RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $962,128 $1,081,711 $1,013,825 $1,252,171 Supplies and Services $39,760 $35,247 $52,455 $54,821 Other Expenses $10,805 $10,730 $16,300 $16,300 Utilities $4,266 $4,452 $697 $842 Expenditure Totals $1,016,959 $1,132,140 $1 ,083,277 $1,324,134 Revenue Totals $867,549 $548,614 $1,131,201 $735,086 ,'~.~" , .--"-~- ~-~..~- ce.".,'"-,,,-_,_',,",._",,^,, -",,'..c."',.,. "_......".__,,_._L._S.''-,,''''.'-_~,, .'="..""".,,,""""."'7..... .... ,..,.... .~_.,-----", "' ".,',....."-.-",."-,,,'=''",..:'''''~.,,,,.,.,, _.._,','_,.,_.._'~_' -.c..':=-,,-,,:c.-""" ,-,' .~'_.'''.- Authorized Full Time Positions 10.00 11.00 11.00 10.00 Authorized Hourly Positions 0.75 0.75 0.50 0.00 MAJOR ACCOMPLISHMENTS . Implementation of the Residential Abandoned Property Program, which has become a model for over 100 cities in the State, and is under review by State legislature to potentially become state law. . Passage and implementation of the Temporary Signs in the Public Right of Way ordinance to assist the citizens and the business community with additional opportunities to advertise goods and services. 165 PLANNING AND BUILDING KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of businesses brought into N/A N/A 173 190 compliance within 180 days (building without permit) # of code enforcement inspections 13,914 14,589 15,645 16,000 performed # of code enforcement cases 2,452 2,329 2,600 3,000 % of mobile home park violations 90% 80% 80% 80% abated within 6 months % of apartment inspection violations 64% 60% 80% 80% abated within 60 days % of annual hotel I motel inspection 86% 80% 80% 80% violations abated within 90 days % of legitimate complaints resulting in 79% 80% 80% 80% compliance within 30 days # of vehicles abated from private 1,027 824 880 900 property annually # of illegal signs removed annually 5,000 4,000 2,500 2,000 # of properly permitted yard sales 1,741 1,617 1,300 1,650 annually 166 ENGINEERING MISSION STATEMENT The mission of the Engineering Department is to advance the public health and safety of our diverse community by ensuring reliable and well-managed infrastructure through the efficient and ethical delivery of innovative and professional engineering services. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $5,494,352 $5,065,857 $4,871,276 $4,468,416 Supplies and Services $342,748 $260,373 $394,874 $164,281 Other Expenses $121,340 $79,276 $130,000 $0 Utilities $1,137,805 $1,168,077 $1,288,894 $2,976 Expenditure Totals $7,096,245 $6,573,583 $6,685,044 $4,635,673 Revenue Totals $6,581,582 $6,967,966 $6,101,801 $5,878,140 Authorized Full Time Positions 51,00 51,00 41.00 33.50 Authorized Hourly Positions 0.00 1.75 0.50 1.00 Note 1: The fiscal year 2008-09 budget reflects the implementation of the budget reduction plan, the transfer of positions to Public Works as a result of the reorganization of the maintenance and development services departments, and the transfer of positions to the development services fund. These reductions are offset by the transfer of 16.5 positions from the General Services Department. 167 ENGINEERING ORGANIZATIONAL CHART __ ____n_.~ Capital i Management & ! Development I Building & Park Construction Project Design I I Survey Services Infrastructure Services Infrastructure Planning Wastewater Engineering I Engineering l_____________ 1 Finance & I Administration : Traffic Engineering 168 Real Property Services Subdivisions Permits Landscape Arch itectu re Transportation Planning , ENGINEERING STRATEGIC GOALS DELIVER TIMELY & QUALITY PROJECTS ~ By fiscal year 2008-09, 85% of departmental managed capital improvement projects will be completed on time and within budget. Status: A majority of the department's managed capital improvement projects for prior years have been completed on time and within budget, however, an actual system to determine the percentage is not in place. ~ By fiscal year 2007-08, the Engineering Department will develop a comprehensive budget reporting system for capital improvement projects. Status: It was planned that an RFP will be issued in FY07-08 for a comprehensive budget reporting system for capital improvement projects. However, due to budgetary constraints, the funding was unavailable to proceed. It is anticipated that staff will potentially modify an existing system or create a new system with the assistance of IT in FY 2008-09. INCREASE CUSTOMER SATISFACTION AND IMPROVE COMMUNICATION ~ By fiscal year 2007 -08, we will obtain staff feedback on management communication during evaluation time to better assess internal communication. Status: We hope to develop the intemal reporting systems during fiscal year 2008- 09. Budget constraints may necessitate pushing this back one year. ~ By fiscal year 2007-2008, we will conduct surveys of our customers at the end of major projects in order to improve communication. Status: General SeN/ces plans to conduct surveys of our customers at the end of major projects. Actual survey is not yet complete. 169 ENGINEERING STRATEGIC GOALS INCREASE EMPLOYEE TRAINING & CAREER DEVELOPMENT ~ By fiscal year 2007-08, the Engineering Department will establish training programs by position. Status: Training has been limited due to implementation of budget contingency plans in fiscal year 2007-08. INFRASTRUCTURE MAINTENANCE ~ By 2007, 90% of customer requests for services will receive an initial response within 24 hours. Status: In FY 2007-08, initial responses were provided within 48 hours to approximately 90% of customer requests INFRASTRUCTURE PLANNING ~ By 2008, 100% of the City's infrastructure assets will be inventoried. Status: In FY 2006-07, the first City Council Workshop on Infrastructure Asset Management was held covering two of the City's most significant assets: pavement and drainage. A second workshop for utility wire undergrounding and missing (pedestrian) infrastructure (sidewalks, curbs, gutters, pedestrian ramps) was conducted in February 2008.. A third workshop on Infrastructure Financing is projected for FY 2008-09. Approximately 90% of the City's infrastructure assets have been inventoried. The remaining assets will be more expensive to inventory because they would require field verification or work by the City's Operations staff (for storm drains that could not be accessed, for example). 170 ENGINEERING STRATEGIC GOALS TRAFFIC ENGINEERING ~ By 2007, injury producing traffic accidents occurring each calendar year will account for less than 4.0 accidents per 1,000 population. Status: Final accident data for calendar year 2006 indicates an injury accident rate of 3.29 per 1,000 residents. As a result, Traffic Engineering has set a new goal of less than 3.29 injury accidents per 1,000 residents by the end of calendar year 2009, when several traffic safety oriented grant funded projects should be complete. Although City staff has not yet received all of the 2007 accident data from the State of California, the most current data available indicates an injury accident rate of 2. 12 per 1,000 residents through the month of September 2007. ~ 75% of Chula Vista residents surveyed will indicate awareness of any traffic safety education campaigns implemented during FY 08-09. Status: Staff currently plans to repeat the 'Stop on Red" campaign implemented in FY 07-08. Random surveys completed by the Police Department have resulted in a high of 72% awareness for the programs implemented thus far. Engineering staff will be working with the Police Department to create new campaigns for bicyclists and pedestrians. ~ All roadways and intersections will consistently be maintained at acceptable levels of service as described by the Grow1h Management Oversight Commission (GMOC). Status: Currently, 3 segments have reached unacceptable levels by GMOC standards. It is our goal to return these segments to acceptable levels by the end of FY 08-09. Post SR-125 opening studies are currently being prepared. 171 ENGINEERING LINE OF BUSINESS: FINANCE & ADMINISTRATION The purpose of the Finance and Administration line of business is to provide financial and administrative support services to city staff, the development community, and the public to ensure fiscal responsibility and integrity. CORE SERVICES Accounts payable and receivable Agreements and contracts CIP budget and report Departmental administrative support Development impact fee formations Invoices, bills, and payables Personnel and clerical services Special district administration Special district formations Agenda statement review Capital budget management Department administration Development impact fee audits Development impact fee updates Operating budget management Records management Special district audits Tax levies RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,050,496 $801,405 $988,264 $897,686 Supplies and Services $120,052 $59,431 $144,015 $61,609 Utilities $2,379 $1,537 $338 $1,588 Expenditure Totals $1,172,927 $862,373 $1,132,617 $960,883 Revenue Totals $1,817,268 $1,690,963 $1,695,589 $4,550,393 ~'~~-.""'- .-., , .,-"'~' _::c:= "","""","",,,., Authorized Full Time Positions 9.00 9.00 8.00 7.00 Authorized Hourly Positions 0.00 0.25 0.00 0.00 MAJOR ACCOMPLISHMENTS . Special District audits resulting in infrastructure purChases of $23M. . Community Facilities District, Open Space District, and Assessment District levy of $30,400,822. 172 ENGINEERING KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED $ value of Special District audits $17,888,238 $21,445,403 $23,606,988 $18,885,550 completed # of developer deposit accounts 343 396 408 420 managed $ value of Special Districts $31,859,826 $31,476,170 $31,610,498 $31,312,847 administered # of Special District audits completed 16 23 25 20 $ value of deposit accounts managed N/A $3,064,500 $3,113,579 $3,205,158 173 ENGINEERING LINE OF BUSINESS: CAPITAL MANAGEMENT & DEVELOPMENT The purpose of the Capital Management and Development Line of Business is to provide project development and management services to City departments, the public, and the development community so they can realize safe, efficient, quality capital facilities. CORE SERVICES Architectural/landscape concepts Boundary surveys CAD drawings Public relation services Topographic surveys CIVIL DESIGN SERVICES Curbs Facilities Gutters Sidewalks Assessment district formations Boundary/easement determinations Project management Standards and procedures Drainage Grading Roadways RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $140,441 $150,071 $161,548 $2,245,445 Supplies and Services $1,197 $790 $2,672 $45,048 Utilities $355 $316 $3 $703 Expenditure Totals $141,993 $151,178 $164,223 $2,291 ,196 Revenue Totals $145,262 $180,033 $132,150 $452,299 t".,.",,,,,,,."'" . . "....'" .....,'"".,;.""".....~; ."""'.".-:;:,;..,\"" ",..,'~,',-,'~'~", . , Authorized Full Time Positions 0.00 1.00 1.00 16.50 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Continued Energy Efficiency Projects; Police Department Retro commissioning program is complete. The report is favorable making recommendations for small modifications to the building costing us $6,005 which will reflect in an energy savings of 5.1 % of electricity use (123,447 kWh savings or $12,108 per year) and 20.2% of gas use for the facility (9,738 174 ENGINEERING therms, saving $9,568 per year). Plans are completed for the South Library for the replacement of old compressors to the new Turbo Compressors. Plans completed for the Civic Center Library for a new energy efficient chiller using the new Turbo Compressors. Contracts for re lamping using energy efficient lights in various locations within the City is in progress. . Completion of the following projects: Orange Avenue missing improvements, Civic Center Phase 3, REAS Slurry seal project ($2M), Chip Seal with Dig-outs ($3.5M), Emerson Drainage ($2.9M), Moss Street Sewer Improvements ($1.5M), Second Avenue Drainage Improvements ($1.5M), Otay Park Improvements ($1.6M), Civic Center Library re-carpeting, North Pony League Improvements at Eucalyptus Park. . Projects in construction and/or design are: First Avenue Assessment District, missing improvements on L Street, Otay Recreation Center Expansion. . On-going infrastructure rehabilitation projects include streets, sidewalks, sewers and storm drains KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % projects completed on time N/A N/A 85% 85% % projects completed on budget N/A N/A 85% 85% % survey requests completed on time N/A N/A 90% 90% % survey requests completed on N/A N/A 90% 90% budget 175 ENGINEERING LINE OF BUSINESS: INFRASTRUCTURE SERVICES The purpose of the Infrastructure Services line of business is to ensure that the City's infrastructure will adequately serve the community now and in the future by creating asset inventories, completing condition assessments, developing prioritization strategies, and identifying funding sources for programs to maintain and upgrade our municipal infrastructure. CORE SERVICES Council/Constituent Referrals FEMA determinations and floodplain management Infrastructure funding acquisition and management I nfrastructure Reports s Pavement inventory, condition assessment and database management * Pedestrian ramp inventory and database management Technical Study reviews Drainage deficiency prioritization Infrastructure financing plans Infrastructure inventories Legislative Review Pedestrian and bikeway plans Regional issue participation/ responses Utility Undergrounding Program RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $851,597 $803,938 $408,627 $410,468 Supplies and Services $18,122 $19,670 $3,059 $3,710 Utilities $3,161 $1,557 $236 $113 Expenditure Totals $872,880 $825,165 $411,922 $414,291 Revenue Totals $1,387,377 $1,240,330 $882,350 $324,726 .. -~- :::':'-'-"''-''"'.-.'''- _~:~'=2;;':C~<:C- -ce.''",''''''",'''''' '''''''''''C-.--n ,",""7""'=" ""'="'7"""~_-." Authorized Full Time Positions 8.00 7.00 3.00 3.00 Authorized Hourly Positions 0.00 0.25 0.00 0.00 MAJOR ACCOMPLISHMENTS . Council Workshop #1 on Infrastructure Asset Management focusing on pavement and drainage was held on April 5, 2007. Council approved the Drainage Project Priority List and Endorsed the Pavement Management System. 176 ENGINEERING . Council Workshop #2 on the Infrastructure Management Program focusing on missing and deficient infrastructure and utility undergrounding was held on February 7, 2008. Council. . Council Workshop #3 on Infrastructure Financing will be scheduled at some point during FY08/09. . A new floodplain ordinance was adopted by Council on December 4, 2007 and approved by FEMA in January 2008. . On December 4,2007, Council set the date by which properties along L Street between Monserate Ave. to Nacion Ave. Council also approved of a proposed change to the Municipal Code allowing for a the inclusion of utility laterals in the undergrounding contract, thereby decreasing the amount of time needed for the undergrounding process. . The State approved the City's plan for the use of $3.67 million of Proposition 1 B pavement funds. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of Council! Constituent referrals 38 65 50 50 completed Linear feet of pavement included in 142,400 0 253,700 300,000 pavement rehabilitation contract $ value of competitive infrastructure $0 $789,660 $1,400,000 $2,170,000 funding grants received 177 ENGINEERING LINE OF BUSINESS: REAL PROPERTY The purpose of the Real Property line of business is to provide professional real property, surveying, and engineering services for the public including management of the entitlement process and the creation of financing systems for the construction and long-term maintenance of public infrastructure. CORE SERVICES Legal descriptions and exhibit plats Real property services Right-of-way engineering services Vacations/excess land management Monument inspections Right-of-way acquisition/relocations Title research/documentation RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $288,331 $296,833 $273,282 $299,074 Supplies and Services $1,916 $1,555 $4,377 $3,280 Utilities $446 $569 $283 $0 Expenditure Totals $290,693 $298,957 $277 ,942 $302,354 Revenue Totals $188,685 $228,789 $172,661 $112,659 " ,,,,,,,,,.-,.,,,,-,,,,.,, """ =c= "'"...._.".".~[D=. -~.,.,,--c7 --- ~.~~'" ~''''~''''--:==Z='~k::'''''"",,-''.c''' ~z_.~,mu_w,.,"". ._'''___~.''-__.c..~_"_ Authorized Full Time Positions 3.00 3.00 2.00 2.00 Authorized Hourly Positions 0.00 0.25 0.25 0.00 KEY PERFORMANCE MEASURES # Real property acquisition activities (e.g.) row, easments, right of entry) 178 ENGINEERING LINE OF BUSINESS: TRAFFIC & TRANSPORTATION The purpose of the Traffic and Transportation line of business is to promote public safety, health and mobility on the City's transportation system. CORE SERVICES Traffic inventory data management Traffic signal modifications Council/Constituent Referrals Streetlight design Traffic control equipment and software systems maintenance Traffic signal design Traffic signal timing Accident data management Regional issue responses Technical study review RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,544,591 $1,391,327 $1,330,284 $615,744 Supplies and Services $157,183 $164,391 $211,347 $50,634 Other Expenses $121,340 $79,276 $130,000 $0 Utilities $1,129,764 $1,162,543 $1,286,478 $572 Expenditure Totals $2,952,878 $2,797,536 $2,958,109 $666,949 Revenue Totals $444,572 $1 ,355,409 $675,790 $438,063 .~L:Z:,.~'-L,;,:,,~,,:,\,:',,=,,:Z:Jz;-::zZ::;Z;::'=E=l'=::::':::.:~,._w_ .. "-',",dj.;,', ',',,'--,',-,,'--."- ~'- -"-'''-''.--'.'.'-''-'~''--'''''-'.--.'.'-''='''-.'''' =CK=.==....c= _ .._-"--~.~~_~==~~,.,.~~.-"--~.c Authorized Full Time Positions 15.00 16.00 13.00 5.00 Authorized Hourly Positions 0.00 0.50 0.25 1.00 MAJOR ACCOMPLISHMENTS . Activation of 19 new traffic signals and 350 roadway streetlights. . Completion of the multi-agency South Bay fiber optic interconnect project along Fourth Avenue allowing better traffic signal communications along this corridor. . 27% decrease in injury accidents in the first quarter of 2007 compared to the first quarter of 2006. . 179 ENGINEERING . Implementation of Traffic Safety Education Campaign ("Stop on Red" and "Slow Down, Chula Vista!"). . 1-805 traffic enhancement construction projects from East H Street to Main Street recognized for Excellence in Large Transportation Projects (American Public Works Association) and as Outstanding Civil Engineering Project (American Society of Civil Engineers). KEY PERFORMANCE MEASU RES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of items taken to Safety Commission # of streetlights maintained .. # of traffic signals maintained 25 8,156 220 14 8,720 237 18 9,000 273 20 9,157 285 180 ENGINEERING Number of constituent requests and council referrals completed. Requests & Referrals Completed Notes: A proactive approach to traffic engineering has resulted in a marked decrease in constituent requests and council referrals since fiscal year 2005-06. This trend of decreased demand is expected to continue in the future. Description: Number of capital improvement projects advertised. Capital Improvement Projects Advertised 10 8 6 4 2 o FY05 FY06 FY08 FY07 Description: 400 350 300 250 200 150 100 50 o FY05 FY06 FY07 FY08 181 Notes: In fiscal year 2006-07, a significant number of planned capital improvement projects were deferred to fiscal year 2007- 08 as a result of a recent change to the American's with Disabilities Act (ADA) guidelines. These guidelines require additional public 182 PUBLIC WORKS I MISSION STATEMENT The mission of the Public Works Department is to provide and manage the City's infrastructure, parks and open space through high quality operations, maintenance and construction in order to optimize mobility, public and environmental health and safety. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $14,865,314 $15,716,385 $13,216,690 $17,263,189 Supplies and Services $3,242,849 $3,357,310 $3,268,988 $4,071,950 Other Expenses $17,240 $18,189 $20,600 $130,600 Operating Capital $127,578 $156,336 $0 $0 Utilities $1,382,302 $1,652,164 $1,595,920 $3,319,910 Expenditure Totals $19,635,283 $20,900,384 $18,102,198 $24,785,649 Revenue Totals $16,219,533 $15,525,509 $11,759,131 $9,064,733 . Authorized Full Time Positions 186.00 186.50 150.50 195.75 Authorized Hourly Positions 15.25 12.25 11.00 9.00 Note 1: Staffing and budget figures above reflect department totals. Staffing and budget figures for current lines of business are presented on the following pages. Since some lines of business may no longer exist, the sum of the staffing and budget figures at the line of business level may not equal the above totals. Note 2: The fiscal year 2008M09 budget reflects the implementation of the budget reduction plan and the transfer of 15.0 positions to the development services fund, these reductions are offset by the transfer of 68.75 positions from the General Services Department as a result of the reorganization of the maintenance and development services departments. 183 PUBLIC WORKS ORGANIZATIONAL CHART Public Works Infrastructure Maintenance Inspection Services Parks & Open Space Maintenance Fleet Management Animal Care Facility Street Maintenance Striping & Signing NPDES Park Maintenance Garage Operations Facility Management Graffiti Removal Urban Forestry Landscape Inspection Open Space Equipment Replacement Storm Drain Maintenance Wastewater Maintenance Construction Inspection Transit Traffic Devices 184 PUBLIC WORKS STRATEGIC GOALS ADVANCE RESPONSIBLE PET OWNERSHIP ~ By FY 2009-10, there will be a reduction in the number of animals that come into the ACF, and every adoptable animal will be placed. Status: The number of adoptions and intakes has remained relatively the same as last fiscal year. Current live animal release rates are 82% for dogs, 47% for cats and 79% for other species. We anticipate at the end of FY07-08 that the number of impounds will be 7,127 and the number of adoptions will be 2,992. ENCOURAGE INNOVATIVE SERVICES & CAREER DEVELOPMENT ~ By fiscal year 2007-08, we will obtain staff feedback on management communication during evaluation time to better assess internal communication. Status: We hope to develop the intemal reporting systems during fiscal year 2008- 09. Budget constraints may necessitate pushing this back one year. ~ By fiscal year 2006-07, the Public Works Department will initiate an employee recognition program for implemented innovative ideas. Status: The Custodial group has an annual award within their group, the 'Mark Allen Spirit Award'. Due to reorganization in FY 2007-08, the department wide recognition program will be re-evaluated in FY 2008-09. We will continue to look at other ideas and opportunities to increase our employee recognition. ~ By fiscal year 2007-08, Public Works will establish training programs by position. Status: Training has been limited due to implementation of budget contingency plans in fiscal year 2007-08. 185 PUBLIC WORKS STRATEGIC GOALS ENVIRONMENTAL REGULATIONS [!] By FY 2011-12, the Department will report to Council the long term cost of providing flood control maintenance within environmentally sensitive and other regulated areas. Status: The completion of environmental studies for various environmentally sensitive and other regulated areas citywide (Phase 2) has been postponed until the availability of funding for Phases 1 & 2. [!] By FY 2010-11, the Department will obtain the necessary permits to maintain 8 priority detention basins and one critical channel segment in order to reduce flooding potential. Status: Due to funding constraints, this study (Phase 1) has been delayed. Staff will continue to request funding through the CIP process until funds become available. GRAFFITI [!] By FY 2006-07, the Department will use routing software to ensure that all graffiti is removed within 48 hours of notification. Status: This Strategic Goal has been met. Public Works has utilized routing software since July of 2007. Implementation of the ArcLogistics Route software has allowed the department to: - Improve graffiti removal services throughout the community through efficient routing; - Promptly respond to work orders, as 88% of graffiti is abated within 48 hours of notification; - Increase the number of graffiti removal stops daily; and - Create more efficient route territories or areas with balanced workloads for crews. 186 PUBLIC WORKS STRA TEGle GOALS INFRASTRUCTURE MAINTENANCE [!] By FY 2009-10,90% of litter in the right of ways will be removed within 3 days of service requests through the use of a dedicated departmental crew. Large items (sofas, chairs, appliances, etc.) will be picked up the same day. Status: The Strategic Plan originally identified that this objective be implemented in FY 2006-07. However, due to funding constraints, implementation has been delayed until FY 2009-10. Currently, 47% of litter is picked up within 3 days of request. [!] By 2007, 90% of customer requests for services will receive an initial response within 24 hours. Status: In FY 2006-07, initial responses were provided within 24 hours to approximately 90% of customer requests. [!] By FY 2007-08, to improve public safety, 100 % of higher volume and higher speed roads will be re-striped semi-annually. Status: This Strategic Goal is currently being met with existing crews. [!] By FY 2009-10,90 % of potholes on high speed roads (four lanes and larger) will be repaired within two days of notification and the department will maintain the current backlog for the pothole repair of all other streets at four weeks. Status: The Strategic Plan originally identified that this objective be implemented in FY 2006- 07. However, due to funding constraints, implementation has been delayed until FY 2009-10. Currently, only 4% of potholes on high-speed roads are repaired within two days of notification. The current backlog for pothole repair is six weeks. 187 PUBLIC WORKS STRA TEGle GOALS MAINTAIN SAFE, CLEAN, CONVENIENT AND EFFICIENT FACILITIES ~ By fiscal year 2007-08, the Public Works Department will inventory 100% of facilities. Status: Due to budgetary constraints, the Department was unable to move forward with developing a comprehensive building preventive maintenance plan. However, it is anticipated that we will evaluate options in FY2008-09 with existing Construction and Repair staff. ~ The Public Works Department will endeavor to reduce the utility usage rate (kilowatts, therms, and cubic feet). Status: Public Works is utilizing a grant from the San Diego Regional Energy Office to identify energy saving projects. Projects have been identified and will continue to be implemented through fiscal year 2008-09. ~ The Public Works Department will strive to reduce injury rate for both the public and employees (methodology to be determined). Status: A citywide safety committee has been formed and is supervised by Human Resources. That committee identifies potential safety issues and reports back to departments. We handle requests for service as best we can, however, given budget contingency cutbacks, hiring freezes and under-funding of construction and repair efforts, those problem areas that do not have a funding source tend not to be addressed. 188 PUBLIC WORKS STRA TEGle GOALS TECHNOLOGY ~ By FY 2010-11, Automatic Vehicle Locator equipment will be installed in 60% of identified departmental vehicles and an additional 40% by FY 2012-13. Status: Due to funding constraints, implementation has been delayed until FY 2011-12. ~ By FY 2007-08, the Department will seek CIP funding to augment existing funding arrangements for the purchase and installation of additional central irrigation control systems and associated weather stations. Status: Through the CIP process, staff received funding in FY 2007-08 to add weather stations at Rohr and All Seasons Parks. The weather station at Rohr Park will be installed by May of 2008. All Seasons Park is currently in the design phase and is anticipated to be constructed in FY2009110; the weather station for this park will be installed at that time. 189 PUBLIC WORKS LINE OF BUSINESS: ADMINISTRATION The purpose of the Administration line of business is to provide personnel and infrastructure management support services to employees and the public so that employees can successfully complete their work and the public can benefit from Department managed amenities and services. CORE SERVICES Contract administration services Personnel and clerical support services Service request responses Administration of Graffiti Abatement Program Park reservations Plan/document reviews Work Management System administration Administration of Adopt-A-Park Program RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,282,827 $1,323,491 $1,381,952 $1,474,703 Supplies and Services $87,224 570,812 $52,135 $49,980 Operating Capital $3,345 $0 $0 $0 Utilities $416,746 $425,443 $453,662 $457,304 Expenditure Totals $1,790,142 $1,819,747 $1,887,749 $1,981,987 Revenue Totals $949,045 $186,613 $210,017 $360,099 mru~ry...".,,' -~ --~---".~'--~.-'-"-'.-"-."----'-_..'-- -~~ -'-""~_~.'m ,,' -. ".,~,~"~~~,~~~---- Authorized Full Time Positions 12.00 11.50 11.50 13.00 Authorized Hourly Positions 0.50 1.00 1.50 1.50 MAJOR ACCOMPLISHMENTS . Launched a new web-based application for submitting citizen initiated work requests throughout the city. All requests will be automatically integrated into our Work Management System for review. . With the assistance from the Information and Technology Services Department, implemented an online park reservation system. . Provided business management services to all Public Works' divisions. 190 PUBLIC WORKS KEY PERFORMANCE MEASURES % of park reservation customers "satisfied with services" 191 PUBLIC WORKS LINE OF BUSINESS: INFRASTRUCTURE MAINTENANCE The purpose of the Infrastructure Maintenance line of business is to provide maintenance services to the public so they can receive the benefits of safe, clean and dependable public streets, sidewalks, City trees, wastewater and stormwater systems. CORE SERVICES Lateral Repairs Sewer repairs Street light maintenance Traffic signal maintenance Pothole repairs Sidewalk Repairs Street striping, legends & crosswalks Cleaning of storm drain inlets, catch basins & channels Urban forestry services; tree trimming, planting and removal Pump maintenance services (e.g. water features, public pools & sewer lift stations) RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $6,677,662 $7,093,844 $4,525,708 $5,228,750 Supplies and Services $2,163,437 $2,294,578 $2,045,634 $2,071,704 Other Expenses $17,240 $18,189 $20,600 $130,600 Operating Capital $124,233 $156,336 $0 $0 Utilities $67,745 $62,093 $65,062 $1,341,124 Expenditure Totals $9,050,317 $9,625,040 $6,657,004 $8,772,178 Revenue Totals $11,360,411 $11,440,831 $8,024,880 $6,154,141 ='~<"'" ., -, ",-" ,....""-",,."'" ""',~J,~ ..".,"-,.,...,,"''$..........'.U:;K- Authorized Full Time Positions 90.00 90.00 62.00 59.00 Authorized Hourly Positions 3.50 2.50 1.75 0.00 MAJOR ACCOMPLISHMENTS . Installed emergency vehicle preemption, video detection systems, and upgraded pedestrian facilities at approximately 50 traffic signals citywide. . 21 new traffic signals (10 related to SR125 interchanges) and 214 new streetlights were activated citywide. 192 PUBLIC WORKS KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of linear feet of sewers cleaned 126% 100% 100% 100% % of streets re-striped per schedule 100% 100% 100% 100% % of woody trees trimmed (under 18% 16% 25% 25% program jurisdiction) % of critical inlets inspected and 100% 100% 100% 100% cleared prior to and during rain events % of all potholes repaired within 20 38% 10% 20% 20% working days of service request 193 PUBLIC WORKS LINE OF BUSINESS: STORMWATER COMPLIANCE The purpose of the Stormwater Compliance line of business is to provide inspection, enforcement, education, contract and permit administratio services to the developers and City departments so they can comply with stormwater regulations, so the public receives the benefits of cleaner water. CORE SERVICES Construction, industrial, commercial, and municipal facility inspections Regional compliance coordination activities Investigations and follow-ups Violation notices RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $581,776 $596,537 $724,370 $819,978 Supplies and Services $12,320 513,298 $180,669 $181,173 Utilities $0 $671 $265 $0 Expenditure Totals $594,096 $610,506 $905,304 $1,001,151 Revenue Totals $698,433 $99,986 $13,360 $40,996 '''" C=Z5DC" Authorized Full Time Positions 5.00 5.00 7.00 7.00 Authorized Hourly Positions 0,25 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Development of new programs for the reduction of pOllution in storm water discharges to the San Diego Bay and the City's creeks and rivers. 194 PUBLIC WORKS LINE OF BUSINESS: PARKS & OPEN SPACE The purpose of the Parks and Open Space line of business is to provide inspection, maintenance and management services to the public so they can enjoy clean and safe open space and recreational environments. CORE SERVICES Park shelter reservations & security services Fences and wall maintenance Golf course contract administration Open space maintenance Park maintenance Baseball and soccer field renovations & repairs Plant and tree removals for fire/safety protection Contract administration Field inspections Landscape maintenance Park furnishings repairs Water monitoring and conservation RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Expenditure Totals Revenue Totals $4,294,758 $872,557 $886,601 $6,053,916 $1,358,691 $4,659,659 $867,103 $1,153,447 $6,680,209 $1,384,932 $4,885,494 $871,336 $1,076,931 $6,833,761 $1,597,595 $4,400,705 $788,354 $1,160,358 $6,349,417 $1,649,723 Personnel Services Supplies and Services Utilities "-L=':2::2l::;"'2'2!':Z~-YL'''''''''--''-'--'''~~;';"'Z~-S,~",,,,~~''',,,,,__c.__~" ,-,-,-'-'''''''''''?L'2I:;;;S':Z,:C2'"" "'-.. .-.-"".-.nliUZSLC':.;:72 ,.,.,,,,;;"2~=L-2:;::a-w:%:,,, !;:::3:l.::s:."--':.~-"''',-,-:.'';==_'7:':;C=- Authorized Full Time Positions Authorized Hourly Positions 59.00 8.75 59.00 7.00 55.00 6.50 50.00 7.00 MAJOR ACCOMPLISHMENTS . Complete renovation of Otay Park in conjunction with Engineering & General Services, which included: new tot lot, swings, softball field, soccer field, irrigation system, improved drainage, and new planters and trees . Awarded a $100,000 grant for installing rubberized mulch in planters at the Civic Center, Downtown area, and Cottonwood, Breezewood, & Lorna Verde Parks. 195 PUBLIC WORKS . Approximately 68 acres of new Open Space landscaped areas were turned over to the City for maintenance. Through part of a $213,000 grant, 396 (out of a projected 700) trees were planted in park and open space areas citywide. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of parks restrooms cleaned daily (7 days a week) % of sports field turf renovated annually 100% 100% 100% 100% 22% 19% 20% 10% 196 PUBLIC WORKS LINE OF BUSINESS: FACILITY MANAGEMENT & MAINTENANCE The purpose of the Facility Management and Maintenance Line of Business is to provide custodial, maintenance, construction and repair services to city staff, the public and outside entities so they can enjoy safe, clean, efficient and well-maintained facilities and special events. CORE SERVICES Back flow inspections Emergency responses Facility cleaning services Maintenance and repair of facility equipment New facility plan reviews Safety inspections Special events setups and takedowns Essential services - light, power, heat, cooling, water System remodels - HVAC, electrical, plumbing Construction support services Energy retrofits Graffiti eradication Materials storage (warehousing) Project management Security systems - locks, electronic access Termite and pest control treatments Installations - new equipment, structural changes, HVAC systems Major maintenance projects - floor refinishing, window washing, pressure washing RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services ($41) $0 $0 $3,885,305 Supplies and Services $0 $0 $0 $602,775 Utilities $0 $0 $0 $292,172 Expenditure Totals ($41) $0 $0 $4,780,252 Revenue Totals $0 $0 $0 $76,274 ".,.,,,,-.,.,,,,,,,,.=-,,--,,,,,.-,,..,,.,..,,,., "'--'~,"- ,..", "',"2222X2="" ,.,,- ,~-".~, ,---_.,~--. ___. ,-,-,-,-..-,.".---."",,,,.,>. FT' ,,--,,~ __.._____.x__..'_,=.._..""".~~~'--_._"w_ ~,_'-'...,.~~--'-'"..,~...,.,," -"'~._"'.="'-"'~ ~".,.,'-".,"-,., "-,-~.,~~._,'-,.,.,'--- Authorized Full Time Positions 0.00 0.00 0.00 46.50 Authorized Hourly Positions 0.00 0.00 0.00 0.00 Note 1: This section was transferred from General Services to Public Works as part of the reorganization of the maintenance and development services departments. MAJOR ACCOMPLISHMENTS . Extensive Facilities clean up after 2007 Firestorm. 197 PUBLIC WORKS . Management of contract services at the Chula Vista Community Youth Center from Recreation. . Implemented infection control measures through proper sanitization and Personal Protective Equipment, most recently with the staph infection virus. . Remodel of Fire Station # 5 interior spaces, kitchen, restrooms, dormitories and television room. . Remodel of Fire Station # 1 kitchen. . Re-installation of numerous park electrical systems, which had been destroyed after approximately $40,000 worth of copper wire theft. . Installation of all downtown holiday lighting by department staff at a savings of $50,000 relative to the cost previously charged by outside vendor. . Installation of new electrical systems at Park Way and Loma Verde Pools resulting in significant energy savings. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % facilities that are clean prior to N/A N/A 85% 85% (daily) opening % priority 1 projects completed within N/A N/A 85% 85% the fiscal year 198 PUBLIC WORKS LINE OF BUSINESS: ANIMAL CARE FACILITY The purpose of the Animal Care Facility Line of Business is to provide educational, animal care and regulatory services to future and current pet owners and the general public so they can enjoy safe, compatible and healthy animals and a safe community. CORE SERVICES Animal medical services (vaccinations, etc.) Dog licensing Euthanasia's Impounds Animal adoption services Animal control services (retrieval, quarantine, etc.) Customer responses Educational outreach and facility tours Grief counseling Adoption events Animal behavior assessments RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $1,453,749 Supplies and Services $0 $0 $0 $377,964 Utilities $0 $0 $0 $68,952 Expenditure Totals $0 $0 $0 $1,900,665 Revenue Totals $0 $0 $0 $783,500 .. ,,,,~""...,.,,,......._,,-. F_._.=_...._.""',"""'\\;,"-,.,"".,,..,_,~:."-_ -'"---~.__.._-_.,,,~"',... - '''- '"",-,~<:,' ,"'-'''".",;,,',-;; \,,,,,,,',__":,;,,,""'-,c,,,-,.c;,,,(- ',:"",,,,;..,,'"", "-,;;'';'''''-'.'''';',."",,,',i(,'-'.''' :"'.""" ,,,.,,--,,,--"-',' Authorized Full Time Positions 0.00 0.00 0.00 20.25 Authorized Hourly Positions 0.00 0.00 0.00 0.00 Note 1: This section was transferred from General Services to Public Works as part of the reorganization of the maintenance and development services departments. MAJOR ACCOMPLISHMENTS . Completed the remodel of the critical care unit of the Animal Care Facility. . Established medical protocols pursuant to State Licensing requirements. . Completed comprehensive review of Animal Care Facility operations. . South Bay animals spayed/neutered by the Neuter Scooter Spay Neuter Bus. . Approximately 50% increase in donation revenues as compared to FY 2006-07. 199 PUBLIC WORKS . 75 % decrease in pet adoption returns. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of adoptable animals placed # of animals impounded N/A N/A 3,132 6,827 2,992 7,127 3,000 7,000 200 11 - Police Fire en o )> r -< m )> ;0 N o o CD PROPOSED BUDGET PUBLIC SAFETY DEPARTMENTS 201 POLICE I MISSION STATEMENT The mission of the Chula Vista Police Department is to enhance the quality of life in the City of Chula Vista by: - Providing a proactive and professional level of police service ensuring safety through commitment, integrity and trust - Managing resources effectively - Treating all persons with fairness, respect and dignity - Maintaining a partnership with the community to meet contemporary and future challenges SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $41,057,453 $44,976,184 $46,677,468 $43,710,485 Supplies and Services $3,614,508 $3,781,795 $3,507,818 $3,372,822 Other Expenses $70,771 $66,421 $90,945 $75,000 Operating Capital $198,225 $374,301 $0 $0 Utilities $399,437 $426,876 $517,426 $492,211 Expenditure Totals $45,340,394 $49,625,578 $50,793,657 $47,650,518 Revenue Totals $7,525,276 $8,967,144 $7,499,579 $7,132,942 '''"'',,'' ,mc'mcy""",,,,,z",,ccz,,,,,,CCY',, ='""3''7'''''',,m, ,."."",==~".,,-, '....'''''.'.T''"' '''---=-.'---'''''- ",..'" "q"', " """"",'2T Authorized Full Time Positions 360.50 381.50 366.50 337.50 Authorized Hourly Positions 24.25 15.25 16.25 9.00 Note 1: The fiscal year 2008-09 budget reflects the implementation of the budget reduction plan. Note 2: The fiscal year 2007-08 budget reflects the transfer of the California Border Aliiance Group (CBAG) out of the General Fund. Note 3: The decrease in the fiscal year 2005M06 position count compared to fiscal year 2004-05 reflects the transfer of the Animal Care Facility to the General Services Department. 203 POLICE ORGANIZATIONAL CHART L Police Patrol Operations Investigations Adminlstratlv~ Services I I Resource Management Property Crimes Professional Fiscal Operations Standards Patrol Traffic RATT Street Team Juvenile/SRO TeGhnOIOgY--l - -I I Family Protection Un~ I I ! , _w._,_.___.____~ Communications Crimes of Violence I Special Investigations I Unit I Narcotics Enforcement Team ~ , , , , , , Research & Evaluation Crime Lab Pollee Support Services .Pu-bliclnform~tlon J Community Relations Jail Operations 204 POLICE STRATEGIC GOALS CITIZEN SATISFACTION ~ By 2007, overall citizen satisfaction with the Department will be 95%. Status: The Department reported to the City Council that the overall citizen satisfaction rate for the 2007 Resident Opinion Survey was 94%. For historical perspective, the 2005 Resident Opinion Survey results indicated an 89% overall satisfaction rate from the citizens of Chula Vista. In fiscal year 2009, funding for the Resident Opinion Survey was eliminated. The Department will resume the Resident Opinion Survey once additional funding for the program can be secured. DEPARTMENT STAFFING ~ CVPD will achieve a 100% fill rate in authorized sworn and civilian actual staff positions by 2007. Status: The Police Department has achieved 100% fill rate in authorized sworn positions. However, due to several positions being frozen as part of the fiscal year 2008-09 budget, the Department will not be able to achieve 100% fill rate in civilian staff positions. 205 POLICE STRA TEGle GOALS ENHANCED COMMUNITY POLICING AND PROBLEM SOLVING ~ Through the CVPD community policing and problem solving strategies, the crime index rate of Chula Vista will be lower than the average for all cities within the San Diego region each year through 2007, specifically: - Auto theft rate will be reduced by 20% to 7.8 annually; - Part 1 violent crime rate will be reduced by 20% to 3.2 annually Status: The Auto theft rate for fiscal year 2006-07 was 9.6 auto thefts per thousand population, which represents a 0.5 increase over fiscal year 2005-06. The Part 1 violent crime rate for 2006-07 was 4.0 violent crimes per thousand population, which represents a 0.2 decrease from fiscal year 2005-06. The Department is currently seeking alternative funding such as donations or corporate sponsorship to fund a citywide auto theft program. Without sponsors, the Department will not be able to implement a City-wide auto theft reduction program. In order to meet these aggressive goals, additional staffing will be necessary to implement the various projects required to reduce the Part 1 violent crime rate and to reduce the auto theft rate throughout the City. Because of funding constraints, these programs have not been initiated. IMPROVED CUSTOMER SERVICE ~ By July 2007, customers and partners will experience improved service as evidenced by: - 100% of reports for Part 1 crimes being completed, entered and filed within 24 hours - 100% of reports for Part 2 crimes being completed, entered, and filed within 72 hours Status: The Police Support Services unit which processes the reports for the department had three positions eliminated due to budgetary reductions (total for fiscal year 2008 and fiscal year 2009). As such, these goals will not be obtainable as staffing levels in the Police Support Services unit are inadequate to attain these goals. 206 POLICE STRATEGIC GOALS IMPROVING RESIDENTS' FEELINGS OF SAFETY 00 Through the CVPD community policing and problem solving strategies, residents' overall feelings of safety will be: - 90% for transit locations by 2007 - 95% for public parks by 2007 - 95% for commercial areas by 2007 Status: The 2007 Resident Opinion Survey revealed the following information -Residents overall feeling of safety at transit locations - 67% (65% in 2005) -Residents overall feeling of safety at parks - 86% (81 % in 2005) -Residents overall feeling of safety at commercial locations - Daytime - 88% (87% in 2005) Night - 57% (54% in 2005) Although there have been small increases in the publics feeling of safety at these locations, the departments ability to adequately address these issues has been reduced. Decreases in available grants and budget reductions throughout the department, including the elimination of 17.5 civilian and 10 sworn positions from the department will have a direct impact on the department's ability to significantly improve these survey findings. 207 POLICE STRA TEGle GOALS RESPONSE TIMES [!] CVPD will meet GMOC requirements for Priority 1 & 2 response times while maintaining a quality level of service. Status: The Department has achieved GMOC Priority One response time thresholds in fiscal year 2005-06 as reported to the GMOC during their annual GMOC Annual Report to the City Council. The Department did not meet Priority Two response times in fiscal year 2005-06 as was detailed in the same report. The Department is currently examining ways to improve Priority Two response times to meet GMOC thresholds. Increasing staffing at the patrol level is the primary way to improve response times. The department has not been able to implement any staffing increases as recommended by the Patrol Staffing Model since 2005 due to fiscal restraints. The Police Department developed additional priority call thresholds in the Department's Strategic Business Plan for 2005 - 2009. These were developed in order to improve customer satisfaction with lower level priority 3 and 4 calls. Due to fiscal constraints, the Department is unable to adequately address these goals at this time. 208 POLICE LINE OF BUSINESS: ADMINISTRATIVE SERVICES The purpose of the Administrative Services line of business is to provide professional and technical management involving community outreach, administrative, personnel, and police support services to the community, city partners, the police department, and allied agencies so they can make well-informed decisions, operate more efficiently and effectively, and have their needs met in a prompt and courteous manner. CORE SERVICES City Jail Crime prevention Evidence control In Custody Drug Treatment Program Professional training Recruitment and nackgrounds FORCE OPTIONS Community relations Employee recognition Forensic services Legal services Public information Truth verification Defensive tactics Non-lethal weapons POLICE SUPPORT SERVICES Front counter operations Records LiveScan POLICE VOLUNTEERS Mounted reserves Police reserves Police explorers Senior volunteer patrol PROFESSIONAL STANDARDS Internal affairs Policies and procedures 209 POLICE RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $4,667,891 $5,141,947 $5,461,657 $4,868,546 Supplies and Services $1,533,798 $1,585,279 '$1,423,203 $1,316,490 Other Expenses $70,771 $66,421 $90,945 $75,000 Operating Capital $0 $70,929 $0 $0 Utilities $399,437 $426,288 $517,426 $492,211 Expenditure Totals $6,671,897 $7,290,864 $7,493,231 $6,752,247 Revenue Totals $778,722 $895,873 $1,598,493 $1,312,322 ,.....,."'..."~'.,,=.,,, .~~"",,';!.'gS=c:;.3;c;c;Si:::'...:.."::::= ""-...--.....- -------.-~.""".~~.~~-...,,-.~--- - ---~---- ----.~.--- ~""c - --'---~---,.'"'.._''''''=52-::.~' -.:'"';::Zi':,2:'::?"-.""""",,,,,,'G"SDZ __ .~_.~'_'''''''''~''_''.'"c .. .- ~-_._~ ."~,""--",,,,'''-,-, Authorized Full Time Positions 53.00 57.00 58.00 48.00 Authorized Hourly Positions 20.00 11.75 12.25 5.75 MAJOR ACCOMPLISHMENTS . Completed a major revision of the departments Policy and Procedures manual, including updating policies and procedures to reflect current legal requirements" The manual will be converted to an electronic format allowing all Police Department staff to have access to via computeL . The 100th apartment community attended the Crime Free Multi-Housing Program's management training class" This program is designed to reduce pOlice Calls for Service, reduce criminal activity, and to increase the quality of life for the residents" In addition, two apartment community re-certification events and one new property certification were completed" . Implemented the Automated Fingerprint Identification System and added hundreds of finger and palm prints of local individuals with criminal backgrounds to the database, resulting in better quality control of finger and palm print input and more rapid and accurate database searches" . Achieved 100% staffing in the sworn ranks" 210 POll C E KEY PERFORMANCE MEASURES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % Average jail occupancy for regular inmates (Based upon 24 available beds) % Average jail occupancy for ICDTP program (Since program inception in December of 2006) # of Community Events Attended # of career fairs attended % staff fill-rate for civilian # of background investigations Ratio Citizen complaints per 1000 Police Contacts N/A N/A N/A N/A N/A N/A N/A 82% 100% 70% 56% 85% 100% 473 550 500 23 5 5 89% 90% 100% 197 100 100 0.22 0.23 0.00 Description: 100% staff fill-rate for sworn Sworn Staffing Percentage of Authorized 103% 102% 101% 100% 99% 98% 97% FY05 FY06 FY07 FY08 211 Notes: The Department has achieved full-staffing in the sworn ranks and has also implemented the Over Hire Program in order to significantly reduce the time between a sworn vacancy occurring and a fully trained Officer assuming those duties. In the past, it was common for a total of up to 18 months to pass before a fully trained Officer would fill the vacancy. For fiscal year 2008-09 the staff fill rate for sworn is estimated at1 01 %. POLICE LINE OF BUSINESS: OPERATIONS The purpose of the Operations line of business is to provide initial response, professional assessment, and emergency resolution services to the community, visitors, and partners of the City of Chula Vista so they can receive a prompt, timely, and fair response and feel safe in a low crime environment. CORE SERVICES Community Patrol Mobile Field Force - crowd control Special Weapons & Tactics (SWAT) " Technology program POLICE DISPATCH Community patrol training Police service dogs Street crime/gang suppression 911 emergency operators SPECIAL EVENTS General phone inquiries Event coordination Traffic control TRAFFIC OPERATIONS ~ DUI enforcement Q Traffic safety/speed enforcement Towinglimpound services RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $23,511,049 $26,598,452 $28,940,339 $27,050,179 Supplies and Services $1,262,420 $1,547,537 $1,454,602 $1,526,888 Operating Capital $2,319 $38,608 $0 $0 Expenditure Totals $24,775,788 $28,184,596 $30,394,941 $28,577 ,067 Revenue Totals $3,234,785 $3,918,300 $4,038,250 $3,423,250 -,,:-,"'----.:"""'-'" "'''''''''~''' Authorized Full Time Positions 199.00 211.00 212.00 204.00 Authorized Hourly Positions 0.75 0.25 0.25 0.00 MAJOR ACCOMPLISHMENTS . Successfully and safely evacuated various areas in eastern Chula Vista during the Harris Fires. 212 POLICE . Completed transition to Panasonic Toughbook Mobile Data Computers in all patrol vehicles giving Patrol officers unparalled computer access to maps, up-to-the-minute crime information, email, reports and other web based information which assists officers while on patrol. . The Street Team/Gang Suppression Unit obtained 250 felony arrests and 36 dangerous weapons being taken off the streets. . Received approximately $900,000 in grants from the Office of Traffic Safety (OTS) allowing the Chula Vista Traffic Bureau to conduct 26 DUI checkpoints and numerous other drivers' license, seat belt, and other traffic check points. Along with the successful "Slow Down Chula Vista" anti-speeding campaign, these efforts resulted in a 43.74% increase in total traffic citations, 66.48% increase in hazardous traffic citations, and a 37% decrease in traffic fatalities. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of hazardous citations written N/A 10,859 13,573 14,252 % of residents who feel safe in N/A 57% N/A N/A business areas at night % of residents who feel safe in their N/A 63% N/A N/A neighborhood at night % of residents who feel safe at home N/A 85% 85% 100% at night % of Residents satisfied/very satisfied N/A 94% N/A N/A with services provided % of calls where P-2 response time N/A 43% 48% 0% standards are met % of calls where P-1 response time N/A 86% N/A N/A standards are met 213 POll C E Description: FBI Part 1 Violent Crime Index - Crime Rate per 1,000 population Chula Vista Violent Crime Rate Notes: The FBI Part 1 Violent Crime Rate has fallen 22% over the last six years (2001 - 2007). The FBI Part 1 Violent Crime Rate for fiscal year 2006-07 was 4.0. For fiscal year 2007-08 the FBI Part 1 Violent Index - Crime rate per 1,000 population is estimated at 4.05. The projection for fiscal year 2008-09 is 4.03. 4.35 4.3 4.25 4.2 4.15 4.1 4.05 4 3.95 3.9 3.85 FY05 FY06 FY07 FY08 Description: Citizen Initiated Calls for Service Citizen Initiated Calls for Service 75,000 74,500 74,000 73,500 73,000 72,500 72,000 J FY05 FY06 FY07 FY08 214 Notes: Priority 2 calls-far-service have increased by 18% since FY2003. Does not include officer initiated calls. POLICE LINE OF BUSINESS: INVESTIGATIONS The purpose of the Investigations line of business is to provide prevention, intervention, and apprehension services to citizens, community, and law enforcement partners so they can receive prompt and professional resolution to criminal cases and fulfill specific requests and other public safety needs to ensure a safe community. CORE SERVICES Domestic violence consultations Search/arrest warrant executions Juvenile Services - School Resource Officers Parolee-at-Iarge sweeps Sexual predator registrant tracking CRIMINAL INVESTIGATIONS Crimes of violence Property crimes SPECIAL OPERATIONS Alcohol Beverage Control compliance Police regulated business licensing/ permitting Task Force operations Family protection Narcotics enforcement Special Operations Unit RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $9,191,469 $9,836,653 $10,609,094 $10,605,070 Supplies and Services $566,059 $517,738 $558,060 $493,377 Operating Capital $0 $53,036 $0 $0 Utilities $0 $588 $0 $0 Expenditure Totals $9,757,528 $10,408,015 $11,167,154 $11,098,447 Revenue Totals $1,505,146 $2,204,168 $1,760,750 $2,317,008 77 Authorized Full Time Positions 74.50 81.50 81.50 76.00 Authorized Hourly Positions 1.75 2.25 1.75 2.75 MAJOR ACCOMPLISHMENTS . Detectives closed a large residential burglary ring which was responsible for over 40 home 215 POLICE robberies. . Detectives from the Special Investigations Unit, in conjunction with investigators from other Federal, State and Local law enforcement agencies, were able to make nearly $3,000,000 in seizures related to drug smuggling/sales. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of SRO Activities for FY 2007 N/A 20,788 21,827 22,918 Ratio of SRO Officers to Schools N/A 0.34 0.33 0.00 (does not include 2 Sergeants) % of stolen property recovered N/A 50% 42% 0% % Crime clearance rate/solvability- N/A 16% 17% 0% FBI Index Description: 5,000 Number of cases assigned including Child Protective Services referrals CVPD Investigations Workload Notes: The caseload for 2008 has grown significanlly.iFor fiscal year 2006-07, the Investigations caseload was 18,343. The projection for fiscal year 2007-08 is 19,260, and the estimate for fiscal year 2008-09 is 20,223 25,000 20,000 15,000 10,000 o FY05 FY06 FY07 FY08 216 POLICE LINE OF BUSINESS: RESOURCE MANAGEMENT The purpose of the Resource Management line of business is to provide financial, analytical, and technological services to the police department so they can have the information and resources they need to make strategic and operational decisions and achieve program goals. CORE SERVICES Inventory management Police technology Quality review audits Survey development and administration FINANCIAL AND RESOURCE MANAGEMENT Budget administration New technology evaluation Program analyses Research and analysis Grant administration RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $2,195,201 $1,657,762 $1,666,378 $1,186,690 Supplies and Services $241,040 $120,141 $71,953 $36,067 Operating Capital $195,906 $0 $0 $0 Expenditure Totals $2,632,147 $1,777,904 $1,738,331 $1,222,757 Revenue Totals $611,683 $101,413 $102,086 $80,362 -;;:::::::::'-::;;;;:=:::nc;:',::;2.;;;:.-;;L:Z:::'::::Z.:r:J:'Zi"i':;Z;C:C::, "'__",.,c.~ .== c..-Z""'EZ=Zd 2'.,::;c'2ZO::::;:ZS..,.,...',",,""T......,.'..TT'7..:. "Z'2L-:;::zr;;;;===:;;-,,::7!?'TI!C:."::;:L' ",.:-,-.:.z;;;':,::ii=_C~2'L.: Authorized Full Time Positions 18.00 15.00 15.00 9.50 Authorized Hourly Positions 1.75 1.00 2.00 0.50 MAJOR ACCOMPLISHMENTS . Secured over $1.3M in grant funds for the Department. . In order to improve customer service and reduce wait times for reports, the department implemented on-line reporting. During the first four months that on-line reporting was available, the public filed 172 reports on-line. . In coordination with Traffic Unit and the Engineering Department, implemented "Slow Down Chula Vista" comprehensive anti-speeding campaign. 217 POLICE . Negotiated agreements with two hotels to ensure compliance with public safety standards specified in the Motel/Hotel Ordinance. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of programs within budget expenditure targets % of Department Personnel funded by non-general fund sources N/A 93% 95% 100% N/A 10% 16% 0% Description: % of revenue realized Percentage Revenue Realized 20% Notes: For fiscal year 2006-07 the percentage of department revenue realized compared to budget was at 93%. The projection for fiscal year 2007-08 is 95%; the estimate for fiscal year 2008-09 is also 95%. 120% 100% ~. 80% 60% 40% 0% FY05 FY06 FY07 FY08 218 FIRE MISSION STATEMENT The mission of the Chula Vista Fire Department is to protect life, environment, and property. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $19,091,759 $20,935,077 $22,417,615 $20,384,213 Supplies and Services $1,606,207 $1,514,066 $2,198,986 $2,189,566 Other Expenses $0 $27,000 $0 $0 Operating Capital $412,268 $24,626 $0 $0 Utilities $195,145 $217,471 $202,684 $193,640 Expenditure Totals $21,305,379 $22,718,240 $24,819,285 $22,767,419 Revenue Totals $1,711,222 $1,618,481 $1,460,413 $1,275,253 '-..'-"-.~-~-~- ---- :-,,,.,,,,,-:,,._,,,.,-;.~.., _.,-'--~-'--"~.,'-"', _,_,._',,,,-.,,'"'_"~'-",-,c.~."-." .,.~.' em_'''''. - - .- -'--~- .- ,----~~~~, ". Authorized Full Time Positions 141.00 151.00 153.00 135.00 Authorized Hourly Positions 1.25 1.75 1.50 3.25 ORGANIZATIONAL CHART I Fire I I I I Administration Operations Prevention Emergency Operations Management 219 FIRE STRATEGIC GOALS CLASS ONE FIRE DEPARTMENT 00 By fiscal year 2007-08, Chula Vista residents, visitors, and businesses will be served by a Class 1 Fire Department as defined by the Insurance Service Organization (ISO). Components of a Class One Fire Department include a state of art: - Fire Communications Center - Management Structure - Fire and Rescue Services - Deployment Structure -Training Program - Apparatus and Equipment - Prevention and Code Enforcement Programs - Emergency Medical Services Status; The feasibility of attaining Class 1 status is studied in the Fire Facility Master Plan. Specific recommendations regarding the necessary resources needs to pursue Class 1 status will be brought forward by the Fire Department when the Fire Facility Master Plan is presented. The Fire Facility Master Plan has been completed and will be presented for City Council review and approval in the first quarter of FY 2008-09. 220 FIRE STRATEGIC GOALS COMMUNITY RISK REDUCTION ~ By fiscal year 2006, through community risk reduction education and engagement with the public the Chula Vista Fire Department will reduce property loss, increase survivability, reduce accidents, reduce injuries, reduce false 911 calls for service, and increase public awareness of fire department services. Status: The Fire Department's Public Education Specialist position was reduced as part of the City's FY 2007-08 mid-year budget reduction process. This position had been previously frozen due to budget constraints. As a result, the Fire Department did not have the opportunity to implement any proactive community risk reduction and educational programs that engage the public. FIRE BASED EMERGENCY MEDICAL SERVICES ~ Chula Vista residents and visitors will have a full level of fire based Emergency Medical Services available. By fiscal year 2006-07, every person calling 911 with a medical emergency will receive appropriate Emergency Medical Services (EMS), including Advanced Life Support (ALS), from the Chula Vista Fire Department. Status: The specific recommendations with respect to the delivery of future Advanced Life Support (ALS) seNices are studied in the in the Department's ALS Study. This study has been completed and discusses the preferred delivery system for the provision of ALS services to the community. The Fire Department will present this study and the resulting recommendations with respect to ALS service delivery implementation in the first quarter of FY 2008-09. 221 FIRE STRA TEGle GOALS RESPONSE TIMES I!l By fiscal year 2008-09, customers calling 911 will have: a fire engine, on the scene within 6.5 minutes of 911 call-time, 90% of the time, when required. - A first alarm assignment (3 engines, 1 truck, 1 battalion chief) on the scene for a fire or other major incident within 10.5 minutes, 90% of the time. - Advanced Life Support (ALS) transport, on the scene when needed, within 8.5 minutes, 90% of the time. -Basic Life Support (BLS) transport, on the scene when needed, within 15 minutes, 90% of the time. Status: The specific recommendations with respect to the resources required for meeting these performance standards are discussed in the Fire Department's Facility Master Plan Study. The Fire Facility Master Plan has been completed. This Plan addresses and recommends the specific resources required to meet response time targets. This plan will be presented in the first quarter of FY 2008-09 for council adoption. 222 FIRE STRATEGIC GOALS TRAINING l!J By fiscal year 2007-08 Chula Vista Fire Department will have established training priorities and have the facilities, equipment and technology for Fire Department training that: - Is delivered with minimal interruption to fire resource and personnel availability - Decrease % of time fire resources are out of state - Meetslexceeds local, state, and federal established standards - % of all staff who meet and exceed standards - Increase safety while decreasing injury rate Status: The Fire Department Training Division has ensured that 100% of all fire department employees meet established mandatory local, state, and federal training requirements in the following areas: Emergency Medical Technician, Hazardous Materials First Responder Operations, Incident Command Systems, and National Incident Management System. The department has also been able to train personnel to levels that exceed these requirements with other Califomia State Fire Marshal certified training. The Fire Department will be conducting a firefighter recruit academy in the first quarter of FY 2008-09 in order to fill current vacant positions. 223 FIRE LINE OF BUSINESS: ADMINISTRATION The purpose of the Administration Line of Business is to provide facilities, apparatus, equipment, training, and other organizational support services to Chula Vista Fire Department personnel so they can achieve operational results for customers. CORE SERVICES Administrative reports Computer maintenance services Facility administration Hardware and software training services Staffing coordination Background checks Driver certification services Grants management Operational and financial audits System management services RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,919,819 $1,924,323 $1,973,748 $1,423,552 Supplies and Services $414,177 $295,794 $334,770 $271,979 Other Expenses $0 $27,000 $0 $0 Operating Capital $0 $7,402 $0 $0 Expenditure Totals $2,333,996 $2,254,519 $2,308,518 $1,695,531 Revenue Totals $263,701 $137,554 $35,542 $168,160 ,<"<-,,.......... %02 Authorized Full Time Positions 13.00 13.00 13.00 9.00 Authorized Hourly Positions 0.00 0.25 0.00 0.25 MAJOR ACCOMPLISHMENTS . Achieved full staffing of fire suppression staff. . Successfully reimbursed for funds in excess of $600k in order to offset personnel and equipment costs that resulted from the Firestorm 2007 emergency. . Successfully administered Homeland Security and other Federal and State grants totaling $1.0 million; enabling the department to offset staffing costs, acquire specialized training, and purchase equipment with no General Fund costs. 224 FIRE . Successfully transferred fire communication dispatching services to the City of San Diego allowing the City of Chula Vista to generate ongoing budgetary savings in excess of $700k. . Negotiated a three-year contract extension with AMR for the provision of emergency medical and ambulance transport services. This contract extension will enable Chula Vista residents to continue to receive quality medical response and ambulance transport services at competitive rates. KEY PERFORMANCE MEASURES % of times alerting systems function properly (all devices operate) 225 FIRE LINE OF BUSINESS: OPERATIONS The purpose of the Operations Line of Business is to provide fire, rescue, and emergency medical services to the community so they can be assured protection of life, environment, and property. CORE SERVICES Basic life support medical responses Emergency medical reports national fire incident reporting services Infectious disease control services Medical system maintenance services Operations and performance analysis Urban search and rescue coordination services Fire responses Medical supply distributions Medical training reports Suppression technical consultations RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $16,112,790 $17,887,776 $19,085,680 $17,834,592 Supplies and Services $909,089 $977,935 $1,568,508 $1,643,019 Operating Capital $41,970 $17,224 $0 $0 Utilities $195,145 $217,471 $202,684 $193,640 Expenditure Totals $17,258,994 $19,100,406 $20,856,872 $19,671,251 Revenue Totals $547,040 $874,569 $500,542 $496,950 ","""'''-''''',",-', '~C'..,','_",'c..-.','_".c. b.",~~~.~=~~ C=CC==',== <'C:2-::"~"'~"""""~"""'- . Authorized Full Time Positions 118.00 127.00 127.00 117.00 Authorized Hourly Positions 1.25 1.50 1.50 2.00 MAJOR ACCOMPLISHMENTS . Achieved 24 hour per day staffing of Urban Search and Rescue vehicle (USAR 53) with certified and qualified personnel. . Successfully met the GMOC standard of responding to 80% of the priority 1 emergency calls within 7.0 minutes. The Fire Department responded to 88% of the priority 1 emergency calls within 7.0 minutes. 226 FIRE . Achieved performance improvements in turnout times as a result of the department's continued effort to implement its performance measurement program as outlined in the department's strategic plan. . Successfully managed the Firestorm 2007 emergency that resulted in minimal property damage and no loss of life to the community. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of Emergency Medical Responses N/A 70% 72% 100% within 6.5 minutes % of 'other response' NO CODE calls N/A 87% 89% 100% responded to within 12 minutes % of 'other response' CODE calls N/A 48% 50% 0% responded to within 6.5 minutes % of property saved N/A 88% 88% 100% % of emergency medical patients N/A 98% N/A N/A whose condition stabilizes and/or improves during our care (from initial contact to transfer of patient to higher medical authority) % of Fire and Medical call processed N/A 71% 73% 100% within 72 seconds of receipt of call % of structure fires that are responded N/A 73% 75% 100% to within 10.5 minutes with a full first alarm assignment 227 FIRE LINE OF BUSINESS: PREVENTION The purpose of the Prevention Line of Business is to provide investigation, community development, code enforcement and education services to the residential and business community so they can live and operate safely. CORE SERVICES Code and performance base consultations Customer information responses Expert testimonies Origin and cause determinations (fire investigations) Public education classes Complaint and hazard inspections Employee and public training classes Failure analysis Permit inspections RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $933,529 $1,080,404 $1,235,682 $1,126,068 Supplies and Services $72,737 $67,572 $67,777 $50,843 Operating Capital $48,995 $0 $0 $0 Expenditure Totals $1,055,261 $1,147,976 $1,303,459 $1,176,911 Revenue Totals $426,720 $579,269 $924,329 $610,143 illG'."",~"'"v="",-c~,',n,., "", ""&;'~""',,,,~,,,,,';','..~:;:Z==-;'C::;.:".": '''.'''-,-- .. --~~- ....... .....,... '-"'. .- -., ccZ '- - -~-,._"-,_..,,;, '~~~2C =C"=,c' ,..oi'.;.",,' .-C-,. -'-"""'."" """,'Z "_~"".c Authorized Full Time Positions 10.00 11.00 12.00 9.00 Authorized Hourly Positions 0.00 0.00 0.00 1.00 MAJOR ACCOMPLISHMENTS · Completion of Urban Wildland Interface Code [UWIC] & Implementation Plan - a comprehensive plan proactively mitigate potential wildland fire hazards. · Commenced work on the Fire Protection Plan for the development of the Bayfront Project that will ensure that bayfront development is achieved within fire protection standards. 228 FIRE . Provided services that allowed developers the ability to plan, construct, and open their doors to the public for the following major projects: - Otay Ranch Town Center and Winding Walk commercial development projects - Mater Dei High School - Various large multi-family and senior residential housing units on both the west and eastern sections of the City. . Achieved City Council approval for an updated master fee schedule that will ensure adequate reimbursement of costs for services rendered. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of totai property value lost in fire incidents % of plan reviews conducted within established timeframes N/A 12% 12% 0% N/A 50% 52% 100% 229 FIRE LINE OF BUSINESS: EMERGENCY MANAGEMENT The purpose of the Emergency Management Line of Business is to provide planning, training, coordination, and consultation services to the community, businesses, and City employees so they can plan, mitigate, respond to and recover from natural and human-caused disasters. CORE SERVICES Citywide and inter-agency disaster response plans Community emergency response ream Emergency management training Grant management Community education presentations Disaster Preparedness Plans Emergency operation center Hazard mitigation plans RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $125,621 $42,575 $122,505 $0 Supplies and Services $210,204 $172,765 $227,931 $223,725 Operatin9 Capital $321,303 $0 $0 $0 Expenditure Totals $657,128 $215,340 $350,436 $223,725 Revenue Totals $473,761 $27,089 $0 $0 '",," .. --,-",- -. Authorized Full Time Positions 0.00 0.00 1.00 0.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . The Fire Department's budget was reduced by one Disaster Preparedness Manager position as a result of FY 2007-08 mid-year budget reductions that were approved. This position was responsible for coordinating citywide emergency management services as well as the Citizen Emergency Response Team (CERT). The Fire Department will be coordinating the delivery of emergency management related services with other City departments within existing resources. 230 , FIRE KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of activations in which Emergency Operations Center staffing and operational standards are attained N/A N/A N/A N/A 231 232 " - Library en () )> r -< m )> :;0 N o o CD PROPOSED BUDGET COMMUNITY SERVICES DEPARTMENTS Recreation 233 RECREA TION MISSION STATEMENT The mission of the Recreation Department is to enrich our community through recreational opportunities and services. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $4,017,035 $4,727,998 $5,044,077 $4,858,588 Supplies and Services $665,890 $932,261 $1,071,709 $809,512 Other Expenses $0 $0 $0 $64,500 Operating Capital $40,049 $0 $0 $38,480 Utilities $455,976 $507,861 $559,554 $586,645 Expenditure Totals $5,178,950 $6,168,119 $6,675,340 $6,357,725 Revenue Totals $1,746,613 $2,292,661 $2,813,913 $2,695,511 ~---,--_...~-.---_.,~-~~- ==. ,=..~ =.='ccCC==c.'CO' " ,.,,'" ~",,_....cc., . =='CC'..c.....='== _._-_.~_....- -----~_.~._.... __".,.:c.-,--._.,._,..."",,,:,,_,,"-_~u_ Authorized Full Time Positions 34.00 34.00 34.00 38.50 Authorized Hourly Positions 36.00 37.75 58.25 60.50 Note 1: The fiscal year 2008-09 budget reflects the implementation of the budget reduction plan, these reductions are offset by the addition of the Nature Center to Recreation. 235 RECREA liON ORGANIZATIONAL CHART Recreation Administration Swimming & Sports Senior & Youth Services Recreation Facilities Nature Center Community Outreach ~~atics I Norman Park d Otay Recreation Special Interest Center Center Programs L After School Program Parkway Senior Info & Lorna Verde Parkway Pool Referral Recreation Center Recreation Center Lorna ver~ Therapeutics Salt Creek Montevalle Pool I Recreation Center Recreation Center Athletics Mobile ] I Veterans Parkway Gym Management Recreation Recreation Center Youth Middle School I Chula Vista Heritage Park Athletics Program Women's Club Community Center , c Ball field Management Park & Rec Commission 236 RECREA liON STRATEGIC GOALS FISCAL STABILITY l!J By FY 2011-12, increase departmental revenue recovery from 36% to 40% by implementing new programs, maximizing class and program sizes, optimizing facility use and reviewing fees. Status: Programs and fees are estimated to recover 39 % of Department costs in FY 07-08, up from an average recovery of 36% in prior years. l!J By 2010, increase the Nature Center's revenue by 15% Status: The Nature Center continues to implement and offer a greater variety of exhibits and programs, as well as facility rental opportunities to maximize revenue potential. Examples include: outreach and marketing, special events and private tours RECREATIONAL OPPORTUNITIES l!J To provide a wide range of recreational opportunities for the community by maintaining the policy of three acres of parkland per 1,000 residents. Status: Planning of new parks continues for the Eastern Urban Center, Otay Ranch, Otay Valley Regional Park, Urban Core and Bayfront. Two parks which should begin construction soon are All Seasons and Mt. San Miguel. STRONG AND SAFE NEIGHBORHOODS l!J To promote strong and safe neighborhoods by providing safe, open and inviting recreational facilities and comprehensive programs to the community. Status: Over 2, 700 programs, classes and events were offered in FY 2007 and 2008. Over 3,000 children enrolled in Learn to Swim classes in FY 2007 and were given skills that could save their lives. 237 RECREA liON LINE OF BUSINESS: ADMINISTRATION The purpose of the Administration line of business is to provide direction, facilities, equipment, training and other organizational support services to the Recreation Department. Administration also provides input and recommendations regarding park and recreation facility planning and development. CORE SERVICES Budget administration Contract administration Friends of Nature Center support New parks and recreation facility plann ing/desig n/construction Parks and Recreation Commission support Community outreach Emergency operations center support Friends of Parks and Recreation support Otay Valley Regional Park (OVRP) staff support Parks and Recreation Master Plan implementation and administration Recreation administration PurchasingNendor Payment Staff training RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $982,672 $1,027,357 $1,032,262 $935,872 Supplies and Services $123,195 $179,510 $189,509 $70,354 Operating Capital $12,987 $0 $0 $0 Utilities $3,521 $2,719 $512 $620 Expenditure Totals $1,122,375 $1,209,586 $1,222,283 $1,006,846 Revenue Totals $49,119 $48,167 $35,470 $35,813 ~"-'~"/'''''P''''''''''~''~''':i"''t;;; , '.'".~ .M.m -,._.~ - ~_,_e - -~----~ ~. .... -<(">".~-- "..''''-~'' "k"._".C3~ ~--_._, Authorized Full Time Positions 8.00 8.00 8.00 7.00 Authorized Hourly Positions 0.25 0.00 0.00 0.75 MAJOR ACCOMPLISHMENTS . More than $400,000 in volunteer hours augmented service provision. · Total attendance at Recreation facilities and programs increased to 1.8 million. 238 RECREA liON KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % revenue recovery Total recreation attendance 36% 1,053,452 36% 1,781,833 39% 1,800,000 39% 1,850,000 239 RECREA TlON LINE OF BUSINESS: AQUATICS AND SPORTS The purpose of the Aquatics and Sports Line of Business is to provide adult and youth recreation programming including youth and adult team sports and swimming lessons. Inherent in this, is the opportunity for everyone to participate, learn and gain social, as well as physical, skills. CORE SERVICES Aquatic safety outreach Learn to swim lessons Parkway Family Aquatic Center Pool rentals Youth and adult sports Field allocations and rentals Loma Verde Aquatic Center Parkway Gym management Private swim lessons Youth Sports Council RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $963,938 $1,019,977 $1,057,394 $838,592 Supplies and Services $139,293 $167,118 $169,051 $143,990 Operating Capital $114 $0 $0 $0 Utilities $193,089 $177,514 $203,528 $204,633 Expenditure Totals $1,296,434 $1,364,609 $1,429,973 $1,187,215 Revenue Totals $652,889 $654,145 $871,815 $722,400 -'.~~ .~~~., '-'-.-'~,-- Authorized Full Time Positions 6.00 7.00 6.00 5.00 Authorized Hourly Positions 17.25 16.75 19.00 18.75 MAJOR ACCOMPLISHMENTS . Provided more diversified programming schedules at both pools, resulting in increased attendance in certain programs by as much as 20%. . Utilized grant funding to provide formal swimming lessons for 350 low income youth through the Elementary Learn-to-Swim program. . Coordinated the use of City fields by Youth Sports Council organizations for more than 36,000 hours. 240 . RECREA liON . Expanded Youth and Adult Athletic Leagues and programs, offering programming on both the East and West side of town, and utilizing the indoor soccer facility at Salt Creek. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % Sports Leagues customer N/A 95% 95% 100% satisfaction(good or excellent) Total enrollment Sports 10,365 122,077 123,000 123,000 Leagues(Aduit, Youth, Middle School) % Aquatics customer satisfaction 95% 95% 96% 90% (good or excellent) Total attendance Aquatics 173,863 142,581 160,000 170,000 241 RECREA TlON LINE OF BUSINESS: SENIOR AND YOUTH SERVICES The purpose of the Senior and Youth Services Line of Business is to provide recreation programming to these target populations by providing after school programs and older adult activities. CORE SERVICES After School programs Club Teen Connect Middle School sports Norman Park Center Satellite programs for seniors Classes for older adults Information and referral Mobile Recreation Outreach programs RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $546,036 $612,701 $663,783 $461,065 Supplies and Services $89,996 $101,060 $134,287 $57,615 Operating Capital $26,878 $0 $0 $0 Utilities $43,682 $47,767 $42,324 $42,530 Expenditure Totals $706,592 $761,528 $840,394 $561,210 Revenue Totals $228,122 $316,865 $263,424 $211,140 ".......,... ,- -"'.H...%. ",.__",' ~'--"-."..'- ,~"-- ~. -~--" '''"' ,~,\,' .. '-.~..,- Authorized Full Time Positions 4.00 4.00 4.00 3.00 Authorized Hourly Positions 6.50 6.50 9.25 9.50 MAJOR ACCOMPLISHMENTS · Served more than 2,000 individuals through Mobile Recreation Program. · Added One-on-One Therapeutic Basketball program serving 20 + participants. · Developed Community Resource Volunteer Program. The volunteers speak at senior residences, mobile home parks and to senior social groups and provide information on health related issues and available programs and services through Norman Park Center 242 RECREA liON . Information & Referral services assisted 9,708 seniors by answering questions, providing referrals, scheduling appointments and assisting in the completion of necessary forms. . 100 active monthly volunteers with 12,000+ hours of annual service at Norman Park Center. . Expanded Fitness programming at Norman Park Center (NPC) with Pilates Classes and Joint Mobility Workshops. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % customer/student satisfaction(good 92% 95% 95% 90% or excellent) Total attendance days of Middle 125,098 114,796 115,000 115,000 School after school % Senior customer satisfaction (good 93% 95% 95% 90% or excellent) Total attendance days of Senior 111,619 105,757 105,000 110,000 Programs 243 RECREA TlON LINE OF BUSINESS: RECREATION FACILITIES The purpose of the Recreation Facilities Line of Business is the operation of community centers and other facilities for the provision of recreation programming and rentals for the community. CORE SERVICES Chula Vista Community Youth Center Heritage Community Center Montevalle Community Center Otay Recreation Center Parkway Gymnasium Veterans Park Center Chula Vista Woman's Club Loma Verde Recreation Center Norman Park Center Parkway Community Center Salt Creek Community Center RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,524,389 $2,067,963 $2,290,638 $1,892,213 Supplies and Services $313,406 $484,573 $578,862 $444,153 Operating Capital $70 $0 $0 $0 Utilities $215,684 $279,861 $313,190 $278,411 Expenditure Totals $2,053,549 $2,832,396 $3,182,690 $2,614,777 Revenue Totals $816,483 $1,273,485 $1,643,204 $1,408,058 ~;"c= '~'-...;; ... ,.~ ". .~-'.'< Authorized Full Time Positions 16.00 15.00 16.00 15.00 Authorized Hourly Positions 12.00 14.50 30.00 31.50 MAJOR ACCOMPLISHMENTS · Rental revenues at Salt Creek Recreation Center are up by 248% over the previous year and the Fitness Center continues to have a steady flow of participants with 1,758 members, 743 of which are renewals. The Fitness Center has generated $65,308 in revenue since it opened in 2006. 244 RECREA liON . The Community Youth Center was designated an evacuation site due to the October 2007 wildfires throughout the county. Over 500 evacuees took refuge in the Youth Center and CVHS gymnasiums. 250 volunteers assisted with the shelter efforts over three days and hundreds of donations were made by citizens & local businesses to the site, which was superbly managed by Recreation Department staff. . Parkway Community Center continued to host the highly successful, and free, "Fun to Be Fit" classes, which encourage youth to be physically active, have an understanding of healthy food alternatives, and to help fight childhood obesity. Over 600 Chula Vista youth have participated in the classes since January 2007. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED 95% 95% 1,250,000 90% Total recreation facility attendance % customer satisfaction (good or excellent) 611,374 92% 1,173,002 1,200,000 245 RECREA liON LINE OF BUSINESS: NATURE CENTER The purpose of the Chula Vista Nature Center is to serve the public by providing a quality nature center/living museum in order to promote coastal resource conservation and environmental stewardship through education. CORE SERVICES Captive breeding program for Clapper Rail Environmental conservation education Nature trails Energy demonstration site Guided bird walks and tours RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $ 730,845 Supplies and Services $0 $0 $0 $93,400 Other Expenses $0 $0 $0 $64,500 Operating Capital $0 $0 $0 $38,480 Utilities $0 $0 $0 $60,451 Expenditure Totals $0 $0 $0 $987,676 Revenue Totals $0 $0 $0 $318,100 ,",,",,;L'.,. .,,",,""". .. - &/, <....." ,"'''''''-.'.0_.''':' ,-'~,,--, .~, . """''''~',,'''" - "-_.---'-'-'-'~~ -=3'20 "",-,,- '--""'20.,_",.,.",,,,,,[,-, "" ,"""c.'" --""'"=>>l(~,' Authorized Full Time Positions 0.00 0.00 0.00 8.50 Authorized Hourly Positions 0.00 0.00 0.00 0.00 KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED Number of Volunteer hours N/A 8,550 8,975 9,000 Total attendance 55,589 63,433 64,000 70,000 % Nature Center customer satisfaction 96% 93% 95% 100% (good or excellent) 246 LIBRARY MISSION STATEMENT The mission of the Chula Vista Public Library is to increase knowledge and enrich lives within the community. We accomplish this by connecting people equitably to responsive programs, services and resources in a manner that reflect the ideals of a democratic society. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $7,426,318 $7,599,376 $7,996,350 $6,425,542 Supplies and Services $1,924,641 $1,667,143 $1,535,225 $1,261,165 Other Expenses $8,738 $750 $0 $0 Utilities $320,681 $374,787 $395,814 $397,219 Expenditure Totals $9,680,378 $9,642,056 $9,927,389 $8,083,926 Revenue Totals $2,035,463 $2,437,078 $2,255,624 $2,114,943 "-""~..,,,",,.' "-,::-L"':.=:s:r=",,:zt:::z:;;::'''''''''-'-\z::, ~-...~ --." H~_'~ <,...;.,,,-,,,..,,, "-'-"--'-"'''''''''J{i'[E?'''~:'''''-''', w, ~--- ..c......EC~ Z5........<F..ZZ= c,-==,,_..,' Authorized Full Time Positions 70,75 70,75 66.25 50,75 Authorized Hourly Positions 51.00 49.75 54.00 58.00 247 LIBRARY ORGANIZATIONAL CHART I Library I I I I I I Literacy & Branch After School Technical & Programs Operations Programs Digital Services Community - Civic Center STRETCH I I- Collection Outreach Branch Ops Development "- Cultural Arts Museum DASH I I- Cataloging Commission "- Library South Chula Vista L Digital Programs Branch Ops Services L Literacy Eastlake Branch Ops 248 LIBRARY STRATEGIC GOALS LIBRARY ~ By FY 2008-09, increase the number of Literacy Program and General Program participants by 5% to 24,500. Status: The Library is undertaking a full audit of literacy and general programming, including benchmarking against international best-in-class models, national trends, customer and employee input, and evaluation of on-site professional expertise to develop and launch both new programs and improved programs. ~ Continually provide optimal Library programs and services to the community. Status: The Civic Center and Eastlake branch libraries will expand hours of operation (eight additional hours and two additional hours respectively) to better serve the public. The Library has also instituted priority, selection, cataloging and processing of "Marketplace" materials within two working days. A system-wide library programming unit has been formed to coordinate adult, teen, children's and arts and culture programs at all branches and within the community. The Literacy program will be re-established and, in addition to developing and delivering literacy programming, literacy components will be incorporated into all programs. The Library monitors its quality of service through a mystery shopper survey conducted annually and will be introducing an enhanced customer survey function. 249 LIBRARY STRATEGIC GOALS [!] By FY 2008-09, increase the number of active Library card users by 5% to 165,000. Status: The Library is developing measurement tools that will allow us to capture this indicator of customer use. The data will be analyzed to develop additional survey tools to better understand frequency of use, reasons for return visits, and customer input for more responsive services and programs. An enhanced outreach plan will target specific populations with customized services and programs with the goal of increasing utilization of all that the public library system has to offer. 250 LIBRARY LINE OF BUSINESS: ADMINISTRATION The purpose of the Administration line of business is to support the successful operation of the Library Department through effective planning, analyses, sponsorship/grant development, a vibrant volunteer program, employee and customer survey, business management, and promotion/public relations. CORE SERVICES Attractive, structurally sound, safe, and environmentally friendly library facilities Fundraising, sponsorship and grant Development Internal fiscal monitoring Operations surveys and analysis Volunteer recruitment, training and coordination Facilities planning services General administrative services Operational and financial planning Resource/personnel management RESOURCE SUMMARY 2005.06 2006.07 2007.08 2008.09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $655,018 $742,457 $712,242 $660,126 Supplies and Services $238,069 $153,505 $77,803 $64,017 Other Expenses $0 $750 $0 $0 Utilities $537 $432 $400 $0 Expenditure Totals $893,624 $897,144 $790,445 $724,143 Revenue Totals $98,989 $375,977 $146,624 $35,000 "~w,,, .'. ~ ="~",,,,,,,=,,,,,,,,,,,,,,,,,,",,,,,~,,,,,,".,,,",~"-"" "',.,,'.......,..<.'...'., D.;.\,,*"''' . '';''.'h""m"",,",,,,,-,-.,,,, """,." ""~..~..._,,., . Authorized Full Time Positions 4.50 5.50 6.50 4.50 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Raised over $88,000 in donations to support Library services and infrastructure. . The Library's materials recovery service recovered $178,000 in returned materials and cash. . 396 Volunteers provided more than 31,700 hours of service to enhance library services. 251 LIBRARY . Implemented a major restructuring of Library staffing and service delivery, resulting in the restoration of library hours, re-establishment of a formal Literacy Program, creation of a centralized program development unit, establishment of a standardized shift bidding process, and centralized scheduling. KEY PERFORMANCE MEASURES 252 LIBRARY LINE OF BUSINESS: TECHNICAL AND DIGITAL SERVICES The purpose of the Technical and Digital Services line of business is to build and maintain a quality materials collection, facilitate the Library's successful use of innovative digital technology and to create and manage an efficient and effective technological infrastructure that supports the delivery of excellent customer service. CORE SERVICES Automated checkout systems Library material collection: Books, CDs, DVDs Materials handling systems Provide information to the community Materials catalog database Materials inventory control Public computer stations RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $850,406 $951,069 $822,482 $867,445 Supplies and Services $949,683 $988,190 $905,338 $767,723 Utilities $5,636 $10,423 $9,196 $9,090 Expenditure Totals $1,805,725 $1,949,683 $1,737,016 $1,644,258 Revenue Totals $58,339 $155,238 $58,338 $5,000 ;a;".",~".,T=.~ili"W:bL"''''':'''~'=""''-'<;.:"~:::,;,,,,.:,''.. ,....-:..,,,..,,.....,--' LX~-..-,.,._-._..,.:......-' "'...'.-....->.u' 'ii.c-..Ti~ "0' .~ ". .~.'--.;;,..'"'' Authorized Full Time Positions 10.00 13.00 9.00 9.00 Authorized Hourly Positions 3.50 2.75 3.75 4.25 MAJOR ACCOMPLISHMENTS . Cataloged and added over 11,900 Spanish language items to the collection. . Cataloged and added over 89,000 new and donated items to the collection. . Implemented e-commerce, enabling the public to pay library fees and fines online by credit card. . Launched a new catalog interface, incorporating new technologies such as tag clouds and advanced searching mechanisms similar to those used by Amazon.com. 253 LIBRARY . Redesigned the library's website to be more intuitive for the public and easily updated by library staff. . Supported the development of the library's 426,000 items collection. KEY PERFORMANCE MEASURES 2005-06 ACTUAL 2006-07 ACTUAL 2007-08 2008-09 ESTIMATED PROJECTED # of items added to the Library collection 102,431 85,763 55,135 65,000 254 LIBRARY LINE OF BUSINESS: LITERACY AND PROGRAMS The purpose of the Literacy and Programs line of business is to provide programs that respond to the Community's literacy, information and cultural needs, encourage healthy lifestyles, and to expand interest in reading and learning through the use of compelling materials, current technologies, and effective programming. CORE SERVICES Art and cultural programs Community outreach and participation Internal communication and training Support for departmental efficiency studies Children's, teen and adult programs Curriculum support databases Literacy programs RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $673,618 $673,803 $398,276 $531,757 Supplies and Services $472,368 $296,197 $136,885 $37,822 Other Expenses $8,738 $0 $0 $0 Utilities $1,182 $715 $604 $797 Expenditure Totals $1,155,906 $970,715 $535,765 $570,376 Revenue Totals $239,456 $277,355 $15,250 $12,500 ~"'''C'''''''.''~ ",.""",",.-" ""~",""''''-''~~''''''''' ,~",,";,\""''''~' ,.">-.,, ;;,.."OC/,"" .""",-"o...,",.,_~.,,,.'~','~,',:, Authorized Full Time Positions 8.00 6.00 3.00 5.00 Authorized Hourly Positions 1.50 1.00 1.00 0.50 MAJOR ACCOMPLISHMENTS . In partnership with the School District, hosted a weekly nutritional class for 22 adults and 30 children. . Received the 2007 California Library Association 2007 PR Excellence Award for Programming for the "Book Bug" public relations efforts. . Provided online after school tutoring and homework help to a total of over 2,000 children and teens. 255 LIBRARY . The Youth Action Committee was revamped and has become a teen voice in Chula Vista and organized the first Teen Theatre Slam in partnership with South Bay YMCA. . The sixth annual Battle of the Books drew the participation of over 100 4th graders from 11 elementary schools. . Almost 4,700 children participated in the library's Summer Reading Program. . Hosted 30 adults each weekday for the Adult Continuing Education classes for English language learning and citizenship preparation. . Formed a partnership with the South Bay Children's Museum to provide additional free programming to the public. . Enacted the Fit for Life Grant ($7,500 award), which emphasized healthy lifestyle objectives for youth and their family members. KEY PERFORMANCE MEASURES # of preschoolers attending programs in the Library 256 LIBRARY LINE OF BUSINESS: AFTER SCHOOL PROGRAMS The purpose of the After School Programming line of business is to provide free programs and services, in partnership with the Chula Vista Elementary School District (CVESD), that foster individual academic success. CORE SERVICES Mentoring Character-building curriculum Physical fitness instruction Tutoring Curriculum development Structured dance activities RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $1,794,965 $1,745,033 $2,159,158 $1,852,745 Supplies and Services $199,133 $172,164 $329,503 $316,659 Utilities $12,409 $9,472 $1,200 $698 Expenditure Totals $2,006,507 $1.926,669 $2,489,861 $2,170,102 Revenue Totals $1,301,818 $1,308.781 $1,704,993 $1,773,193 .. "".'='}'.,,,.."'i,,~,,',::rrm2,,",,,~"'--''$.~''",''''~='ci;'''',, ,.,..<."""-'"....']<",.,,, ."",,,,,,cd"""- ,,,,,,",,,,,,,..,,,,,,,,=,.~,", Cd'~'O.'" """""', ','~ '.'iE7'''mG'''''''=Y;""","'~''-~"""=>=,, Authorized Full Time Positions 6.00 6.00 6.00 5.00 Authorized Hourly Positions 30.50 31.50 35.25 41.50 MAJOR ACCOMPLISHMENTS . Introduced new character-building curriculum for 5th & 6th graders in the STRETCH program. . Expanded the Healthy Lifestyles curriculum from an 8-week program to a year-round program at DASH Plus sites. . Added a 33rd site to our After School programming services: DASH opened at Wolf Canyon Elementary School in September 2007. . Two new activities/components (Volleyball and dance-based activities) incorporated into the DASH/DASH+ Curriculum and STRETCH Curriculum. 257 LIBRARY KEY PERFORMANCE MEASURES Rating on annual Satisfaction Survey (% good or excellent) 258 LIBRARY LINE OF BUSINESS: BRANCH OPERATIONS The purpose of the Branch Operations line of business is to connect people equitably to free, responsive, and innovative programs, collections, and technologies that increase knowledge and enrich lives CORE SERVICES Answer wide array of customer questions Chula Vista Heritage Museum Foster community partnerships Operate the City's three branch libraries (Civic, South and Eastlake) CDs & DVDs Books Computer Stations Internet access Research materials RESOURCE SUMMARY 2005.06 2006.07 2007.08 2008.09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $3,283,604 $3,268,418 $3,663,895 $2,513,469 Supplies and Services $63,319 $55,097 $83,394 $74,944 Utilities $300,917 $353,744 $384,164 $386,634 Expenditure Totals $3,647,840 $3,677 ,259 $4,131,453 $2,975,047 Revenue Totals $336,861 $319,727 $330,419 $289,250 ;:o:.i7:r:;:'Cc'{Q;L!3EE:SW:S'&:S:SWl'i1!!EERI0:T;DSTfiZ::':E?'1iTIiS;:,..,J:T:::;:.d:,,;S'G'E:.Ei2iYi!l:TI:ITS ';:::;':":C:LG;r;IT[~",,,,,,,c:,.>:t;,.=y 'Fd,:;.:.:';t2;"CY.'Z!'T,::J.ki;;.."",,,,,-"'T C:2JZ:=E==JZ:::;;m':':_::':'':~'=' Authorized Full Time Positions 41.25 38.25 39.75 27.25 Authorized Hourly Positions 15.50 14.50 14.00 11.75 MAJOR ACCOMPLISHMENTS . Opened the historic Rohr exhibit at the Chula Vista Heritage Museum and participated in the successful installation of the Drop Hammer Artifact on Third Avenue. . Added over 200 digital audiobooks to the material collection. This collection of titles has a 100% circulation rate. . Increased EastLake Library's Japanese Language book collection by 43%. . Added the first ever Filipiniana collection to the EastLake Branch, which includes books, CDs, and DVDs. 259 LIBRARY . Re-engineered the materials check-in process at the Civic Center Branch Library to reduce materials return-to-shelf times from 4 days to 1 day. . Added 19 new Internet computers at the South Chula Vista Branch Library for adults and children using grant funds from the Bill and Melinda Gates Foundation. KEY PERFORMANCE MEASURES 260 PROPOSED BUDGET DEVELOPMENT SERVICES FUND 261 " - en o )> r -< m )> ;0 f\J o o CD DEVELOPMENT SERVICES FUND The Development Services fund accounts for revenues and expenditures related to the processing of development plans and permits. The fund is comprised of seven lines of business providing direct services to property owners, developers, and the City as required for the entitlement and/or improvement of property. The services provided encompass all development activities, including land use entitlements; public infrastructure, open space, and landscape planning; public infrastructure construction and grading permits; building permits; and inspection of all permitted projects. The fund consists of four divisions: Planning, Building, Engineering, and Public Works. The fund structure by division (including authorized staffing) is illustrated below. Planning Administration ' Building Administration Planning & Bldg - 49.5 FTE Community Planning Building Pian Review Development Planning Building Field Inspection PSB Front Counter 263 The lines of business in the Development Services fund often work collaboratively, particularly in the completion of large projects. The Otay Ranch Town Center, which opened in October 2006, is an example of one such project. All transactions for the applicant were processed by the Development Services Counter, Development Planning completed the land-use entitlements for the applicant, Development Engineering reviewed and permitted the public infrastructure for the project (streets, curbs, sewers, etc.) and the project's grading plans, Public Works Inspection inspected the public infrastructure improvements and grading, and Building Services approved construction plans and completed structural inspections and private infrastructure inspections. Landscape Architecture ensured the public landscaping and streetscape surrounding the Town Center was consistent with the character of the community. Historically, all development processing revenues posted to the City's General fund, which also accounted for all development services staffing and associated expenditures. Beginning in fiscal year 2008-09, all development funded staff will be budgeted directly in the Development Services fund, with all processing revenues posting to the new fund as well. Consolidating all development service cost centers in a single fund more clearly isolates development related costs and revenues from General fund supported services; thereby making the nexus between development related activities, costs, fees, and revenues more transparent. This will also assist in identifying any structural imbalances as development fluctuates, with the goal of avoiding impacts to the General fund reserves. REVENUES Development revenues have been a significant revenue source for the City during the last 10 years. In fiscal year 2007-08, development revenues represented 7.1% of total General fund revenues. Development related revenues consist of two categories: development processing fee revenues and deposit based revenues. Development processing fee revenues include building permits, planning fees, other building department fees, and engineering fees. Deposit based revenues are generated through staff time reimbursements related to specific projects. As seen on the chart below, development activity has dropped significantly in recent years from a high of 3,600 in 2004 to an estimated 600 in 2008. For budgeting purposes during fiscal year 2008-09, a total of 600 residential units per year are assumed in projecting development related revenues. 264 Deposit Based Revenues '" $9 c $8 .2 $7 ,- :;; $6 $5 $4 $3 $2 $1 $- 2001 2002 2003 2004 2005 2006 2007 2008 'Actual revenues from 2001 through 2007. 2008 revenues are per current departmental projections. Development Activity Residential Building Permits Issued By Fiscal Year 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 1998 1999 2000 2001 2002 2003 .Single Family 2004 2005 2006 .Multi-Family 2007 2008 est. 2009 est. Actual Building Permits issued from fiscal year 1997-98 to 2006-07. Forecasted Building Permits issued for fiscal year 2007-08 and 2008-09. In March 2007, the City Council adopted a new Planning and Building fee schedule. The new fees, prepared by an expert consultant and supported by the Building Industry Association, were calculated to recover the full cost of the services provided by these lines of business, thereby ensuring that new development pays for itself. As such, resources dedicated to development can be adjusted to meet demand, as reflected by the revenue flow. There are multiple revenue sources to the Development Services fund, but it is primarily dependent on fees and charges, as shown in the chart below. Transfers-in reflect Council approved General fund subsidies for water heater and gas line replacement and photovoltaic permits. 26S Development Services Fund Revenues Licenses and Permits 22% Transfers In 4% Charges for Servi ces 61% Other Revenue 13% EXPENDITURES As illustrated in the following chart, expenditures in the Development Services fund are weighted toward staffing, much the same as the City's overall budget. Capital expenditures for infrastructure improvements are included in the Capital Improvement Budget, although staff in the Development Services fund generate revenue through charges to capital improvement projects. Transfers-out reimburse the General fund for citywide overhead for all four divisions, and departmental overhead for the Engineering and Public Works divisions. Citywide overhead includes support costs associated with Finance, Human Resources, Information Technology Services, Budget and Analysis, Custodial Services, and City Attorney. Department overhead includes the costs associated with the Director, Assistant Director, and clerical staff for Engineering and Public Works. 266 Development Services Fund Expenditures Personnel Services 80% Serv ices & Supplies 4% I Transfers Out 16% The following chart shows the expenditure budget distribution by division within the Development Services fund. Planning and Building services represent 63% of fund expenditures, Engineering services represent 20%, and Public Works inspection services represent 17%. Development Services Fund Expenditures By Department Public Works 17% P&B Admin 8% Planning 25% Engineering 20% Building 30% 267 268 DEVELOPMENT SERVICES SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $8,478,579 Supplies and Services $0 $0 $0 $468,533 Utilities $0 $0 $0 $21,923 Transfers Out $0 $0 $0 $1,768,865 Expenditure Totals $0 $0 $0 $10,737,900 Revenue Totals $0 $0 $0 $10,877 ,685 " , ',S,,", Authorized Full Time Positions 0.00 0.00 0.00 72.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 Note 1: The fiscal year 2008.09 budget reflects the establishment of the Development Services Fund, these positions were previously budgeted in Planning & Building, Public Works, Engineering, and General Services. ORGANIZATIONAL CHART Development Services Fund Planning & Building Public Works Permits Planning Administration Subdivisions Landscape Architecture Transportation Planning 269 DEVELOPMENT SERVICES STRA TEGle GOALS CUSTOMER RELATIONS l!l By 2010, serve 25% of customers via Internet, versus the public counter at the Public Services Building. Status: In FY 2007-08, approximately 19% of our zoning queries were handled on the E-Zoning link on the City's website. This was a 10% increase over the prior year. DEVELOPMENT ENGINEERING l!l By 2007, 90% of development plan reviews will be completed within established turnaround timeframes. Status: In FY 2006-07 year-to-date, 63% of 49 development plan reviews completed were completed within the established turnaround goal of 100 total days in-house. However, the average time required to complete development plan reviews met the turnaround timeframe of 100 days. GENERAL PLAN VISION AND GOALS l!l By 2010, add 28,600 jobs to the local economy. Status: In FY 2007-08, development in Chula Vista created or maintained an estimated 700 jobs in the local economy. This was a decrease from the FY 2006-07 level of 1,500 due to economic market downturns, and the drop in building activity. l!l By 2010, create 7,200 additional homes, of which 10% will be Affordable Housing. Status: In FY 2005-06 and FY 2006-07, 2,252 new homes were completed. In FY 2007-08, 463 units are estimated to be completed, 10% of which were affordable housing. 270 . DEVELOPMENT SERVICES STRA TEGle GOALS I!l By 2010, add $15.5 Million in annual retail sales tax to the General Fund. Status: In FY 2007-08, added $6.2 Million in estimated retail sales tax. I!l By 2010, add $3 Million to the City's annual share of revenue from property tax. Status: In FY 2005-06 and FY 2006-07, the City has increased the City's annual share of revenue from property tax by $1,044,689 through building construction. In FY 2007-08, $233,109 was added in estimated property tax. 271 DEVElOPMENT SERVICES LINE OF BUSINESS: ADMINISTRATION & SPECIAL PROJECTS The purpose of the Administration and Special Projects line of business is to provide administration and support to the Planning and Building Department and maintain department- wide systems. CORE SERVICES Department management and operations Emergency preparedness program Grants administration Public notices and translations Special projects Work programs Departmental strategic planning Financial management Implementation of automation strategies Records management and automation Staff support for Boards and Commissions Zoning code update RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $1,346,731 Supplies and Services $0 $0 $0 $206,882 Utilities $0 $0 $0 $1,829 Transfers Out $0 $0 $0 $214,743 Expenditure Totals $0 $0 $0 $1,770,185 Revenue Totals $0 $0 $0 $1,759,367 "'1=% ",'....x..,...........~.~," ,..,',' Authorized Full Time Positions 0.00 0.00 0.00 10.50 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . 188 FEMA training courses completed in FY06-07 by 66 staff, for an average of 2.8 Federal Disaster Preparedness certificates per employee, representing 73% of department staff. . Advertised 67 project specific public notices, all of which were also translated into Spanish. . Accela GIS went live in April 2008 at the counter, a tool giving staff direct access to view geographic representations of all land-use, zoning, and infrastructure information associated with a parcel, permit, inspection, or plan, thereby enhancing customer service. 272 DEVELOPMENT SERVICES KEY PERFORMANCE MEASU RES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of planning case files digitized # of images digitized annually % of permanent record digitizing goal attained (200,000 records) % of department staff trained in Federal emergency preparedness 757 00 220,869 110% 1,845.00 301,270 9.00 12,210 0.00 182,000 151% 1% 91% N/A 46% 48% 50% Description: Planning & Building Records Digitized Planning & Building Records Digitized Notes: 60,000 50,000 40,000 30,000 20,000 10,000 o FY05 FY06 FY07 FY08 273 DEVELOPMENT SERVICES LINE OF BUSINESS: DEVELOPMENT PLANNING The purpose of the Development Planning line of business is to act as the primary interface with the public for all required land use and design review permits outside of Otay Ranch; and to guide implementation of the Otay Ranch community plans to ensure projects when constructed follow the principles of smart growth set forth in the planning stages. CORE SERVICES Design Manual updates EIR reviews and preparation Landscape Manual updates Specific Planning Area (SPA) plans Zoning Map updates Development plan reviews General Development Plan (GDP) Local Coastal Program updates Zoning Code updates RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $2,068,660 Supplies and Services $0 $0 $0 $44,051 Utilities $0 $0 $0 $2,866 Transfers Out $0 $0 $0 $338,476 Expenditure Totals $0 $0 $0 $2,454,053 Revenue Totals $0 $0 $0 $3,013,538 '''''>Y''1 """,:"",,,,,,-., .~-c.o--"' ,-",.~ Authorized Full Time Positions 0.00 0.00 0.00 18.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Completed the planning for High Tech High. . Completed 25 administrative and 30 public hearing entitlements. . Ongoing administrative entitlement processing of the Towncenter at Otay Ranch. . Ongoing implementation of Otay Ranch Village 2 through design review of neighborhood plans. 274 DEVELOPMENT SERVICES . Eastern Urban Center SPA Plan and EIR are under review and preparation. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of major and minor permit reviews N/A N/A N/A 80% completed on time # other planning entitlement 191 194 148 149 applications # large family daycares 14 20 12 10 # of initial environmental reviews 28 39 19 47 # of conditional use permits 102 97 47 43 275 DEVELOPMENT SERVICES LINE OF BUSINESS: BUILDING SERVICES The purpose of the Building Services line of business is to provide plan review and project inspection services related to building permits. CORE SERVICES Archiving building permits Building inspection training sessions Building permits Plan review audits from consultants and staff Plan reviews Building inspection audits Building inspections Emergency preparedness training sessions Plan review training sessions Special inspections RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $1,482,348 Supplies and Services $0 $0 $0 $82,929 Utilities $0 $0 $0 $14,736 Transfers Out $0 $0 $0 $242,256 Expenditure Totals $0 $0 $0 $1,822,269 Revenue Totals $0 $0 $0 $1,909,700 '" Authorized Full Time Positions 0.00 0.00 0.00 14.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . All staff in the Emergency Operations Center obtained Incident Command System (ICS) 300 certifications. 276 DEVELOPMENT SERVICES KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of building inspections performed % of construction inspection requests responded to on next workday # of hours of training per week for building inspection and plan review staff 60,128 53,483 38,000 38,000 98% 98% 95% 98% 2 1 Description: % of Building Permit Plan Reviews On-Time % of Building Permit Plan Reviews On-Time Notes: 90% 88% 86% 84% 82% 80% 78% 76% 74% 72% FY05 FY06 FY07 FY08 Description: Annual Building Inspections Per Inspector Annual Building Inspections Per Inspector Notes: 7,000 6,000 5,000 4,000 3,000 2,000 1,000 o FY05 FY06 FY07 FY08 277 DEVELOPMENT SERVICES LINE OF BUSINESS: COUNTER OPERATIONS The purpose of the Counter Operations line of business is to act as the primary Development Services interface with the public and development industry for the Planning and Building Department and provide information related to the processing and issuing of building and planning permits. CORE SERVICES Applicant assistance Building permits Over-the-counter permits Permit/property research services Building code interpretation Customer contacts Permit and entitlement fee collection Plan check RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $699,234 Supplies and Services $0 $0 $0 $9,080 Transfers Out $0 $0 $0 $109,908 Expenditure Totals $0 $0 $0 $818,222 Revenue Totals $0 $0 $0 $278,000 ",,",,",""" ,-.""'.' .-. ".""'~"~".?"'.""" - ,.._.....c. '-"-"-',,,,-,,,~,,,,,'>"."'''~-~'' ""-'-'''--~' Authorized Full Time Positions 0.00 0.00 0.00 6.50 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Implemented cross training for all counter staff. . Implemented new fee schedule. . Implemented a recorded surveillance system for staff security. . Implemented Q-Matic, an automated system for tracking customer wait times, transaction times, and managing counter staff performance. . Implemented a Customer Service Plan for the Development Services Counter. 278 DEVELOPMENT SERVICES . Launched E-Zoning, an automated tool for researching property without needing to wait in line at the counter. . Opened newly remodeled Development Services Counter, which combines the functions of Building, Planning, Code Enforcement, Business License and Engineering into one convenient location. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED Average waiting time for counter N/A 9 10 10 customers (minutes) % of customer surveys reporting N/A 90% 90% 90% satisfied or better % of customer phone calls returned N/A 60% 90% 90% within 24 hours 279 DEVELOPMENT SERVICES LINE OF BUSINESS: DEVELOPMENT ENGINEERING The purpose of the Development Engineering line of business is to provide professional engineering services for the public including management of the entitlement process and the creation of financing systems for the construction and long-term maintenance of public infrastructure. CORE SERVICES Construction and grading permit approvals Counter services Grading and improvement plan reviews Planning & Building Dept project reviews Traffic related permit approvals TRANSPORTATION PLANNING Council/Constituent referrals Development and maintenance agreement! Parcel and subdivision map reviews Special district creation Utility permit approvals Circulation Plan General Plan transportation element updates, amendments, re-zonings RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $1,207,269 Supplies and Services $0 $0 $0 $24,850 Utilities $0 $0 $0 $1,446 Transfers Out $0 $0 $0 $373,860 Expenditure Totals $0 $0 $0 $1,607,425 Revenue Totals $0 $0 $0 $1,747,365 """'''''' - - ~-~ ---- .. ~ '-,"C"_ -~~ ---~-~-"- ~ ,--,-'-'-'-'"-,-~,-,,,'--'.,.,,-,~-- ,,,," -~"- ,__c.-"" Authorized Full Time Positions 0.00 0.00 0.00 9.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Preparation of post SR-125 Report. . Opening of the SR-125. . Establishment of Western Transportation Development Impact Fee (WTDIF). 280 DEVELOPMENT SERVICES . Bayfront Environmental Impact Report. . Implementation of revised Bond tracking system. . First Final A Map for Otay Ranch Village Two recorded. . Annexed Otay Ranch Village Two to existing Pedestrian Bridge Development Impact Fee area for Otay Ranch KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of plan reviews completed within established turnaround time (100 days) % of counter customer surveyed reporting satisfied or better 57% 63% 50% 50% N/A N/A 80% 80% 281 DEVElOPMENT SERVICES LINE OF BUSINESS: LANDSCAPE ARCHITECTURE The purpose of the Landscape Architecture line of business is to provide development review and project management services to City staff, the development community and the public so they can enjoy quality developments that are constructed expeditiously and responsibly. CORE SERVICES Inspections Plan reviews/checks Standards and Procedures Park Master Plans Project management RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $350,621 Supplies and Services $0 $0 $0 $3,200 Utilities $0 $0 $0 $378 Transfers Out $0 $0 $0 $112,989 Expenditure Totals $0 $0 $0 $467,188 Revenue Totals $0 $0 $0 $412,925 -~~-------"" - "'"' -",,""" <- -W"'7'.-' ."",-,",-" - ----- ,', -'-~-~~~_._- Authorized Full Time Positions 0.00 0.00 0.00 3.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . The preliminary stages of park & landscape planning review of the Eastern Urban Center. . In construction, McCandliss Park (PR-179) - Upgrading ADA accessibility to the park with a new play area and improved lighting. . Completion of Lauderbach Park (PR295) Phase 1 Improvements (Enclosure of the part of the park for use by the boys and girls club is complete) and in construction, Phase 2 (New restroom, new play area lighting upgrades and misc. small improvements around the park). The project is a joint effort between the Community, Engineering & General Services and Police Crime Prevention Officers to increase use of the park. 282 DEVElOPMENT SERVICES . The completion and opening of the Otay Park Improvements (PR284) - new softball/soccer field, new play areas, new grading & drainage, new walkway network, new planting & irrigation, new performance/gathering area and new lighting. KEY PERFORMANCE MEASU RES 2005-06 ACTUAL 2006-07 ACTUAL 2007-08 2008-09 ESTIMATED PROJECTED % landscape plan reviews completed within established turnaround time 90% 90% 283 DEVELOPMENT SERVICES LINE OF BUSINESS: PW INSPECTION SERVICES The purpose of the Inspection Services line of business is to provide inspection, enforcement, education, contract and permit administration services to the developers and City departments so they can comply with City construction standards, so the public receives the benefits of durable and safe public infrastructure. CORE SERVICES Code violation investigations Construction site traffic control safety inspections Inspections Contract administration Plan reviews RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $0 $1,323,716 Supplies and Services $0 $0 $0 $97,541 Utilities $0 $0 $0 $668 Transfers Out $0 $0 $0 $376,633 Expenditure Totals $0 $0 $0 $1,798,558 Revenue Totals $0 $0 $0 $1,756,789 '''.'-" .~, ..".".... ,,<= ~C. .~. -.--,~ Authorized Full Time Positions 0.00 0.00 0.00 11.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS · Completion of drainage improvements in Emerson Street from First Avenue to Fifth Avenue in conjunction with Engineering & General Services. · Completion of sidewalk and street reconstruction and pavement preservation work on Otay Lakes Road between Bonita Road and Ridgeback Road in conjunction with Engineering & General Services. · Completion of approximately $5 million in pavement preservation projects in conjunction with Engineering & General Services. 284 DEVELOPMENT SERVICES . Coordination with South bay Expressway for the December 2007 opening of SR-125 in conjunction with Engineering & General Services. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of traffic controls on major and arterial roads inspected once a day. Actual = 1384, Required = 1431 N/A 97% 100% 100% 285 286 TI - Redevelopment Agency Funds Housing Authority Funds (f) () )> r -< m )> ;0 I\J o o CD PROPOSED BUDGET REDEVELOPMENT AND HOUSING FUNDS 287 REDEVELOPMENT AGENCY FUNDS The Chula Vista Redevelopment Agency was created on October 24, 1972 by City Council Ordinance. The goals of the Redevelopment Agency are to reduce blight and to encourage new development, reconstruction, and rehabilitation of residential, commercial, industrial, and retail uses. Since the Agency's creation, the City has adopted and amended six project areas to encompass a total of approximately 3,563 acres of City territory. Current land uses within these areas are mostly commercial and industrial, but also include residential (primarily high and medium-high density) and public uses (e.g., governmental administrative centers, corporation yards, streets, etc.). In 1979 and 2000, the City financially merged the various project areas into two primary configurations: (1) the Merged BayfrontfTown Centre I Redevelopment Project Area (1979) and (2) the Merged Chula Vista Redevelopment Project Area (2000). The merger of project areas allows the Agency to pool tax increment revenues generated in different project areas and leverage them appropriately to create benefit for the entire merged project area. The following provides a brief historical summary of the Agency's two merged project areas. 289 MERGED BAYFRONT/ToWN CENTRE I PROJECT AREA Following its creation in 1972, the Agency's initial focus and resources were dedicated to the City's waterfront and the historic downtown Third Avenue business corridor. On July 16, 1974, the City adopted the Bayfront Original Project Area, which encompassed approximately 637 acres of territory east of the mean high tide line. ". A REOIVHOPM(NT oo!"- PROIEO AREAS Two years later, the City adopted the Town Centre I Project Area, encompassing approximately 138 acres of territory located along and around the downtown Third Avenue business corridor. In July 1979, the two project areas were consolidated into a single Merged BayfrontfTown Centre I Redevelopment Project Area to "pool" resources and issue bonds for financing redevelopment activities. To help facilitate planning efforts along the waterfront, the City adopted the Bayfront Amended Project Area in 1998, adding approximately 398 acres of territory west of the mean high tide line to the Merged BayfrontfT own Centre I Project Area MERGED CHULA VISTA PROJECT AREA As the City's population and economic growth expanded to the south and east during the next thirty years, the City incorporated additional urbanized territories to project areas to leverage expanding development trends to address growing housing and infrastructure needs. t The Town Centre II Original Project Area was adopted in 1978 and included the Chula Vista Shopping Center along with a number of commercial properties along the Broadway business corridor. In 1988, additional territory was added through adoption of the Town Centre II Amended Project Area. 290 In 1983, the City adopted the Otay Valley Project Area to capture and leverage revenues generated in the City's Auto Park Specific Plan areas. It encompasses 771-acres and contains light industrial, entertainment and large retail uses, including the Cricket Wireless Amphitheater, Knott's Soak City water park, the Chula Vista Auto Park and a 25-acre Chula Vista Public Works Center. In 1985, the City annexed approximately 2,500 acres known as the Montgomery Area. The Southwest Project Area was established in 1990 to help address the area's historical infrastructure issues as an unincorporated County community. Additional territory was added to that area in 1991 through the adoption of the Southwest Amended Project Area. It is the largest project area at 1,050 acres, primarily featuring small family-run industrial and commercial uses, along with residential development. In 2004, the City approved a new Project Area called the Added Area that includes approximately 494 acres of property that is generally contiguous to the other existing Project Areas and provides opportunities for increased collection of tax increment revenues. Expansion of the Project Area also enables the Agency to more consistently implement redevelopment projects in the majority of the commercially zoned areas in the western part of Chula Vista, particularly Broadway and Third Avenue where (in many areas) the Agency previously did not have redevelopment authority. The RDA focuses on the development of sustainable neighborhoods through a variety of investments such as: . Crime reduction through elimination of blight, . Improve infrastructure and public facilities, . Provide funds for valuable public services, . Support small business and enhance job opportunities, . Revive business districts and downtowns 291 HOUSING SET ASIDE In addition to the plans, activities, and projects just described in the redevelopment work programs, the facilitation and financing of affordable housing in the project areas is an important and mandatory function of redevelopment. As tax increment revenues are generated in redevelopment project areas, 20 percent of the gross revenue stream is immediately set aside and placed in the Low and Moderate Income Housing Fund. Those funds, pooled with other federal and state resources and tax credits, provide an important financing tool to assist in the development of income-restricted, affordable housing projects. Low and Moderate Income Housing Funds also provide important financing for: . Housing programs, including First Time Homebuyer . Land purchases for affordable housing . Rehabilitation of existing multifamily housing Annual deposits into the Low and Moderate Housing Fund for the next five years are currently estimated to range from $2.7 million in fiscal year 2008-09 to $2.9 million in fiscal year 2012-13. Low and Moderate Housing Fund monies may be spent anywhere in the City of Chula Vista. To promote safe and sanitary affordable housing in western Chula Vista, however, the Agency should focus and prioritize these important resources within redevelopment project areas in neighborhoods of greatest need. The construction of new affordable housing within project areas is also required by statute. State redevelopment law contains an inclusionary housing requirement that provides that at least 15 percent of all new and substantially rehabilitated dwelling units developed within a redevelopment project area be available at affordable housing costs to, and occupied by, persons and families of low and moderate income (Health and Safety Code S33413(b)). Of this 15 percent, at least 60 percent must be available to low and moderate income persons or families. At least 40 percent must be available to very low income persons or families. 292 RDA BUDGET SUMMARY The Agency receives tax increment revenues resulting from increases in the assessed valuation within the redevelopment project areas over the base year assessed valuation. Tax increment revenues (prior to pass throughs) for fiscal year 2008-09 are projected at $14.1 million, an increase of $1 million over fiscal year 2007-08 estimates. Tax Increment Revenue III $16 C $14 .2 ;;;; $12 :E $10 $8 $6 $4 $2 $0 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 Estimate FY 08-09 Projected Note 1: Tax Increment Revenues are reflected prior to pass throughs to other agencies. Note 2: Fiscal year 2003-04 tax increment contained a one-time adjustment of Unitary Tax revenue of $1.3 million related to the South Bay power plant. The Agency budget is organized into two distinct groupings of funds. The groupings are Redevelopment Agency Project Area Funds and Tax Agreement and Debt Service Funds. The Project Area Funds are the primary operating funds for the Redevelopment Agency. The Tax Agreement and Debt Service funds are used to pay for Agency debt service on its outstanding Tax Allocation Bonds, Certificates of Participation and the Advances and other debt of the Agency. Also included in this group are funds to make payments for the negotiated tax agreements with the County of San Diego, County Office of Education, Sweetwater Unified High School District, Chula Vista Elementary School District and Southwestern Community College District. FUND DESCRIPTIONS The Agency budget is organized into two distinct groupings of funds. The groupings are the Redevelopment Agency Project Area Funds and Tax Agreement IDebt Service Funds. Fund 611 and 651 Redevelopment Proiect Area Funds The Project Area Funds are the primary operating funds for the Redevelopment Agency. This fund accounts for revenue received from tax increment within the redevelopment project areas and is used to fund operating expenditures, debt service, and Agency capital projects. 293 Tax Agreement and Debt Service Funds The Tax Agreement and Debt Service funds are used to pay for Agency debt service on its outstanding Tax Allocation Bonds, Certificates of Participation and the Advances and other debt of the Agency. Also included in this group are funds to make payments for the negotiated tax agreements with the County of San Diego, County Office of Education, Sweetwater Unified High School District, Chula Vista Elementary School District and Southwestern Community College District. Fund 689 - RDA 2000 Tax Allocation Bonds This is the Redevelopment Agency 2000 Tax Allocation Bonds (Merged Redevelopment Project) in the amount of $17,000,000. The Merged Redevelopment Project was created on August 22, 2000, pursuant to an amendment to the redevelopment plans for the three of the Agency's four existing redevelopment projects, the Town Centre II Project Area, the Otay Valley Project Area and the Southwest Project Area. The Bonds were issued to provide funds for the repayment of certain obligations of the Merged Redevelopment Project and other interfund loans, and for general redevelopment purposes. The term of the Bonds is through the year 2030. Fund 695 - 2006 Senior Tax Allocation Refunding Bonds. Series A In July 2006, the Redevelopment Agency issued the 2006 Senior Tax Allocation Bonds, Series A in the amount of $13,435,000 to refinance the Agency's outstanding BayfrontfTown Centre Redevelopment Project 1994 Senior Tax Allocation Refunding Bonds Series A (the "1994 A Bonds). The original bonds were issued to finance improvements in the BayfrontfTown Centre Project Areas. The Annual Debt Service is paid from property tax increment generated in the project areas. The term of the bonds runs through 2027. Fund 696 - 2006 Subordinate Tax Allocation Refunding Bonds. Series B In July 2006, the Redevelopment Agency issued the 2006 Subordinate Tax Allocation Bonds, Series B in the amount of $12,325,000 to refinance the Agency's outstanding BayfrontfTown Centre Redevelopment Project 1994 Senior Tax Allocation Refunding Bonds Series D (the "1994 D Bonds) and the 1994 Subordinate Tax Allocation Refunding Bonds, Series C (the 1994 C Bonds) The original bonds were issued to finance improvements in the BayfrontfTown Centre Project Areas. The Annual Debt Service is paid from property tax increment generated in the project areas. The term of the bonds runs through 2021. 294 Fund 693 - 2005 Taxable Revenue Bonds Series A - CRNERAF Loan Proqram In April 2005, the Agency entered into a Loan Agreement with the California Statewide Communities Development Authority to borrow the amount of $765,000. This amount was used to pay the Agency's portion of the 2005 Educational Revenue Augmentation Fund (ERAF) to the County of San Diego pursuant to Section 33681.12 of the California Health and Safety Code. Fund 694 - 2006 Taxable Revenue Bonds Series A - CRNERAF Loan Proqram In April 2006, the Agency entered into a Loan Agreement with the California Statewide Communities Development Authority to borrow the amount of $930,000. This amount was used to pay the Agency's portion of the 2006 Educational Revenue Augmentation Fund (ERAF) to the County of San Diego pursuant to Section 33681.12 of the California Health and Safety Code. 295 296 REDEVELOPMENT AGENCY MISSION STATEMENT The mission of the Redevelopment Agency is to orchestrate the revitalization of declining neighborhoods, to attract new businesses to the area, and provide residents with open space, walkable neighborhoods, and affordable housing. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $244 $61 $792,609 $989,894 Supplies and Services $577,611 $521,206 $507,987 $519,103 Other Expenses $17,689,356 $37,834,072 $11,082,488 $9,708,852 Utilities $5,495 $3,335 $1,413 $1,300 Transfers Out $2,498,539 $22,410,824 $2,831,142 $5,458,884 CIP Project Expenditures $904,519 $172,419 $2,000,000 $221,364 Expenditure Totals $21,675,764 $60,941,917 $17 ,215,639 $16,899,397 Revenue Totals $11,856,834 $54,087,954 $15,404,208 $15,506,533 C'__'___~____'_~.____~______"___________"__'_____"_"'_.__..'0.._.'..,...., ."--_.-,..' ,~~~-.~- .~-~- -~----.~----- .. ....cc.. ~"--~~'~~,_-~.,~~'~''''-',...'' -" Authorized Full Time Positions 0.00 1.00 6.00 10.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 Note 1: Prior to fiscal year 2007-08, Redevelopment and Housing staff were included as part of the Community Development Department budget. ORGANIZATIONAL CHART .._._-~- I Redevelopment! , ' f' 1..---r~=.L__-- ICL_BayfrO_~_un..~..wn.6.._'.~.. entre I i l Sou~~~~~~c II j J Otay Valley Project Areas IR~~';;~~;';;~tA~;~~~J I n.. ......... .1.... .... -1 Debt Service I Funds I ......._.,...___.... ..__..._J 1- Fund 68~l RDA 2000 Tax I. ~._~~o~_~_t~~_~~~-_~_~~___. I Funds 695-696 --I I 06 Refunding Tax , Allocation Bonds (A&B) I '-----__-------1 ! Funds 693-694 J' ERAF Bonds FY 04-05 & FY 05-06 ____u__'.___.m.w._-.__.________ ---Fu~d-~~-1--U mW----'-l Long-Term I i Advances DSF-RDA __ J 297 REDEVElOPMENT AGENCY STRA TEGle GOALS REVITALIZE WESTERN CHULA VISTA I!l By fiscal year 2008-09, enter into five development agreements for the construction of new housing and retail space on property located along the Third Avenue corridor and the E Street Trolley Station adding 100 new units and 100,000 square footage of additional commercial and industrial space. Status: Over the past three years, the Agency has entered into a number of Exclusive Negotiating Agreements (ENAs) with qualified developers. The timelines for the ENAs were aligned with the proposed dates of adoption of the General Plan Update and the Urban Core Specific Plan. The Urban Core Specific Plan unfortunately took much longer than originally anticipated. The delay coupled with a nationwide recession has proven problematic for many of the developers working with the Agency. As a result, of the thirteen ENAs executed, only the ENA with Wakeland Housing & Development Corporation was completed with the Los Vecinos project now under construction, and two ENAs remain active, Voyage LLC and Galaxy Commercial Holding Corporation. 298 REDEVELOPMENT AGENCY LINE OF BUSINESS: REDEVELOPMENT The purpose of the Redevelopment line of business is to provide leadership and support to the City's Redevelopment Agency in revitalizing adopted redevelopment project areas, with a special focus on reversing deteriorating economic and physical conditions; redeveloping blighted, underutilized, and vacant properties; improving infrastructure and public facilities; and producing revenues through the development of job generating properties. CORE SERVICES Acquire real property Build or improve roads, utilities, & public facilities Eliminate blight Preserve open spaces Revitalize waterfronts Stimulate private reinvestment Attract new jobs & business Create affordable housing New legislation/policy review Rehabilitate homes & businesses Specific plans Transform hazardous waste sites (brownfields) into productive uses RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $244 $61 $792,609 $989,894 Supplies and Services $569,045 $518,606 $493,987 $504,103 Other Expenses $14,480,901 $7,537,299 $6,391,378 $4,696,906 Utilities $5,495 $3,335 $1,413 $1,300 Transfers Out $1,361,141 $8,786,523 $1,946,767 $5,158,884 CIP Project Expenditures $904,519 $172,419 $2,000,000 $221,364 Expenditure Totals $17 ,321,345 $17,018,243 $11,626,154 $11,572,451 Revenue Totals $8,929,562 $8,154,583 $11,219.723 $11,584,587 Authorized Full Time Positions 0.00 1.00 6.00 10.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Completed Gateway Phase II - creating more than 100,000 square feet of new commercial office space. 299 REDEVELOPMENT AGENCY . Completion of Parking Management Study. . Submitted application for EPA Brownfield Assessment Grant. . Awarded EPA Brownfield Assessment Grant ($400,000). . Extended the Letter of I ntent with Gaylord Enterprises for a resort conference center on the Bayfront. . Initiated Southwest Community Strengthening Strategies effort. . Significant progress on completion of Parking Implementation Plan. . Completed the transfer of the Rados property to BF Goodrich for expansion of their facility. . Completed Gateway Phase 11- creating more than 100,000 square feet of new commercial office space. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED # of new housing units produced N/A N/A 0.00 0.00 # of public outreach and education N/A N/A 175 150 meetings $ Tax Increment Revenue N/A N/A $13,100,000 $13,500,000 300 REDEVELOPMENT AGENCY LINE OF BUSINESS: DEBT SERVICE FUNDS The purpose of the Debt Service Fund line of business is to account for debt related to the Redevelopment Agency used to finance a wide variety of projects; property tax increment revenues fund the tax allocation bonds. RESOURCE SUMMARY 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Supplies and Services $8,566 $2,600 $14,000 $15,000 Other Expenses $3,208,455 $30,296,773 $4,691,110 $5,011,946 Transfers Out $1,137,398 $13,624,302 $884,375 $300,000 Expenditure Totals $4,354,419 $43,923,674 $5,589,485 $5,326,946 Revenue Totals $2,927,272 $45,933,371 $4,184,485 $3,921,946 .......... ....c. ......... . Authorized Full Time Positions 0.00 0.00 0.00 0.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 MAJOR ACCOMPLISHMENTS . Refunded 1994 Senior Tax Allocation Refunding Bonds, Series A, C, and D saving the Agency approximately $550,000 annually or approximately $4.8 million over the remaining 20 years of the bonds. 301 . 302 , ., HOUSING AUTHORITY FUNDS The Housing Authority was formed in 1993. A Housing Authority can provide tax-exempt bond financing, own and operate housing, and operate various housing programs. The Chula Vista Housing Authority does not own or operate housing, and the Section 8 rental assistance programs including Public Housing are operated in Chula Vista by the County of San Diego Housing Authority. The staff of the Housing Authority provides comprehensive housing services for the City. The Housing Funds are comprised of the Chula Vista Housing Authority, Community Development Block Grant (CDBG) Housing Program Fund and Low and Moderate Housing Fund. The Chula Vista Housing Authority fund is the clearinghouse for all housing related staff activity. Personnel expenses are budgeted here, and are reimbursed by various other funds such as the Low and Moderate Income Housing Fund, and CDBG Fund. The City's CDBG Housing Program Fund includes costs for loans to low-income families for housing rehabilitation. The Low and Moderate Income Housing Fund accounts for a statutorily required 20 percent set-aside of tax increment revenue earned by the Agency for development of affordable housing. As tax increment revenues are generated in redevelopment project areas, 20 percent of the gross revenue stream is immediately set aside and placed in the Low and Moderate Income Housing Fund. Those funds, pooled with other federal and state resources and tax credits, provide an important financing tool to assist in the development of income-restricted, affordable housing projects. The Housing Funds will receive $900,000 in staff time reimbursements for administering the City's CDBG and HOME grants and for monitoring of bond covenants for affordable housing bonds issued by the City's Housing Authority. 303 The Housing Authority focuses on the development of sustainable neighborhoods through a variety of investments such as: . Production of affordable housing and home ownership opportunities . Revive business districts and downtowns . Clean-up of contaminated properties . Neighborhood beautification such as upgrading facades and sidewalks FUND DESCRIPTIONS The Housing Authority budget is a clearinghouse for several Housing Funds. Housing Funds The Housing Funds are comprised of the Chula Vista Housing Authority, CDBG Housing Program Fund and Low and Moderate Housing Fund. Fund 313 Chula Vista Housing Authoritv The Chula Vista Housing Authority accounts for all housing related activities not considered eligible for reimbursement by the Low and Moderate Income Housing Fund. Fund 311 CDBG Housing Program Fund The CDBG Housing Program Fund accounts for the revolving loan program (Community Housing Improvement Program) that lends money to low-income families for housing rehabilitation. Fund 317 Low and Moderate Income Housing Fund The Low and Moderate Income Housing Fund accounts for the statutorily required 20% set- aside of tax increment revenue earned by the Agency for development of affordable housing. 304 HOUSING AUTHORITY MISSION STATEMENT The mission of the Housing Authority is to implement affordable housing programs pursuant to the City's General Plan and Housing Element while also managing the COBG and HOME programs. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $653,604 $823,324 Supplies and Services $149,445 $88,598 $248,887 $270,080 Other Expenses $444,305 $475,863 $1,071,529 $1,234,254 Operating Capital $481,041 $100,362 $221,000 $6,000 Utilities $1,589 $0 $720 $800 Transfers Out $150,404 $299,079 $1,733 $275,842 Non-CIP Project Expenditures $0 $0 $5,570,000 $0 Expenditure Totals $1,226,784 $963,902 $7,767,473 $2,610,300 Revenue Totals $2,212,008 $2,753,686 $3,395,684 $3,900,931 7 -'~:'",_'",C;_':_"':::'-:::':C;'='~",,""__',':'Z;:':-b.",,"d:'._,;'''___''':'.:C::':::::';_':Z== ._".~- "~",,-,,,.:,,- "-. .. . '..",.~'~:;'"'-''''''''''_''-_'':k;"''' :_"'-"'-""~"-" '_~r:'-,-":" :'.Y"-',,,,';.,,_'..;c.;S"~ :"",.,,,._,"-,-,:,,-, " -"-.,,,,---,., ------ Authorized Full Time Positions 0.00 0.00 5.00 7.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 ORGANIZATIONAL CHART Housing Authority Fund 313 Chula Vista Housing Authority Fund 315 ROA Housing Program Fund Fund 317 Low & Mod Income Housing Fund 305 HOUSING AUTHORITY STRA TEGle GOALS IMPROVING QUALITY OF LIFE ~ Ensure a policy framework that addresses the revitalization of western Chula Vista and assists in the creation of housing opportunities for very low, low, and moderate-income families. Status: The Housing Element was approved by the City Council and State of Califomia in fiscal year 2006-07. The first policy work the Department initiated was the Mobile Home Closure Ordinance. Work on the proposed ordinance paused in the Fall of 2007. In 2007-08 Housing and Redevelopment staff initiated the next phase of policy work to address Inclusionary Housing and Density Bonus. Conclusion of this work will occur in 2008-09. ~ By 2010, create 100 new affordable units, an 8% increase over the existing supply. Status: Two projects were approved and initiated construction in the 2007-08 fiscal year. One project in the southwest, Los Vecinos, consists of 42 affordable units has removed a blighted motel and will include many sustainable "green" features. Another project in Otay Ranch, The Landings, consists of 92 3 bedroom units. Both projects should be completed in the 2008-09 fiscal year. The City Council approved a condominium conversion in early fiscal year 2007-08. The project will consist of 41 units for moderate-income buyers. And in 2007-08 a contractor was selected to operate the City's Down payment Assistance Program. The program provides proactive home loan counseling and down payment assistance for low-income buyers. A workshop for foreclosure prevention was held in Chula Vista in 2007-08 attended by over 200 people. 306 HOUSING AUTHORITY CORE SERVICES Affordable housing projects Contract administration & monitoring Financial reconciliation Grant Administration Inciusionary housing compliance Mobilehome rent review Reporting Community outreach (bilingual) Down payment program Funding compliance Home rehabilitation program Long-range planning for Housing New legislation/policy review MAJOR ACCOMPLISHMENTS . Funding for public services that helped over 5,500 Chula Vista residents. . Rental Assistance provided to 13 households. . Housing rehabilitation assistance completed for 14 households. . Affordable housing project (92 units) approved and construction started in Otay Ranch. . Section 108 loan of $9.5m secured through the U.S. Dept. of Housing & Urban Development, work on Castle Park Sidewalks started. . Approved approximately $5.5 million of Low and Moderate financial assistance to the energy- efficient affordable housing (42 units) project (Los Vecinos) and construction started in SW Chula Vista. 307 HOUSING AUTHORITY KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED Public Services number of people N/A N/A 550,000% 550,000% served CHIP Loans Processed N/A N/A 40 50 # Affordable housing units N/A N/A 535 800 monitored/in compliance # of Affordable housing units built N/A N/A 41 134 $ Low and Moderate Income Housing N/A N/A $2,300,000 $2,700,000 Fund Revenues Increase in supply of new affordable N/A N/A 42 N/A housing units 308 11 - SEWER FUNDS C/) o )> r -< m )> ;0 N o o CD PROPOSED BUDGET 309 The sewer enterprise funds account for revenues and expenditures related to the City's sewer programs, including maintenance and expansion of the City's conveyance system and payment of San Diego Metro wastewater treatment costs. SEWER FUNDS SEWER FUNDS AT A GLANCE Number of Billing Accounts: Miles of Pipe Managed: Daily Treatment Rights (MGDs*): Average Daily Treatment (MGDs*): Annual Treatment Cost: 47,545 486 21 17 $18.4 million 'Million gallons per day The City of Chula Vista provides wastewater conveyance and treatment services to approximately 47,545 billing accounts, including residential and non-residential uses. The wastewater generated by Chula Vista customers is collected and sent to treatment facilities in the South Bay and Point Loma through the City's extensive sewer collection system, which consists of 13 pump stations and over 486 miles of sewer pipe. The San Diego Metropolitan Wastewater System provides wastewater treatment services to the City of Chula Vista on a contract basis ($18.4 million in fiscal year 2008- 09). The City is currently analyzing options to secure sufficient treatment capacity to see the City through build out. This treatment capacity may be provided by either purchasing additional treatment capacity in the San Diego Metro Wastewater System or construction of a wastewater Pictured above: Point Lorna Treatment Facility 311 reclamation plant in Chula Vista. The following figure illustrates the City's current trunk sewer network, which conveys flows to the San Diego Metro trunk sewer (shown in red). \U .....- ( ,~ \ - Main Street/Salt Creek Sewers Salt Creek Trunk Sewer Telegraph Canyon Trunk Sewer Poggi Canyon Trunk Sewer San Diego MWWD Spring Valley Trunk Sewer San Diego Otay MWWD City of Chula Vista Boundary - - - - - - '"'\ r OJ The City of Chula Vista offers exceptional wastewater services to the community. For example, in 2006, the City experienced only 4 sewer spills, or 1.0 spill per 100 miles of pipe. This is less than 50% of the regional average of 2.1 spills per 100 miles of pipe, as reported in the San Diego Regional Water Quality Board Executive Officer's Report, dated May 2007. The quality of services provided is also reflected in community opinion, as evidenced in the 2006 Citizen Survey. In this study, respondents were asked how they felt about the services they receive from the City of Chula Vista. Responses were then compared to other jurisdictions with populations of 150,000 residents or more. According to the survey results, an above average number of respondents reported satisfaction with the wastewater services provided by the City. Continuing to provide this exceptional level of service in the future will create significant challenges, including: 1. Securing sufficient treatment capacity in the Metro System or building a wastewater treatment plant to meet the demands of additional growth; and 2. Maintaining a growing and aging infrastructure system. The City's sewer service charges offset the cost of the operations and maintenance of the City's wastewater conveyance system, as well as San Diego Metro wastewater treatment charges. With an expanding and aging wastewater conveyance system, it is necessary to add additional maintenance crews in the near future. The costs of these new crews; additional capital purchases to increase the efficiency of existing crews; anticipated increases in Metro sewer charges; and the 312 slowdown in development activity' are all elements considered in the new sewer rate schedule adopted by Council in February 2008. Authorization of additional maintenance crews and related capital equipment were brought to Council for consideration in conjunction with approval of the sewer rate study. Enhancements incorporated in the rate analysis are as follows: Enhancement Implementation Description Initial Ongoing Date Costs Additional utility October 2007 Two (2) Pump Crew utility vehicles $137,551 $22,402 vehicles Replace sewer July 2007 Replace two (2) push cameras $ 15,100 $ 0 lateral cameras July 2008 Replace two (2) push cameras $ 15,100 $ 0 Replace two (2) pipe locators & $ 4,260 $ 0 Pipe locators & July 2007 transmitters transmitters Purchase three (3) additional pipe locators and transmitters $ 6,390 $ 0 Impact attenuator July 2007 Dump truck mounted attenuator $ 38,627 $ 0 with arrow board 1 Senior Maintenance Worker $ 17,621 $ 70,484 Two-person sewer April 2008 Maintenance Worker 1111 $ 14,298 $57,193 main cleaning crew Services & Supplies $ 14,375 $ 57,500 Capital $332,500 $ 0 Total Budget Enhancements $595,822 $207,579 All of the above budget enhancements were approved by Council and implemented in fiscal year 2007-08. In fiscal year 2007-08 the City transitioned its sewer funds from 'special revenue' funds to 'enterprise' funds. Enterprise funds may be used to report any activity for which a fee is charged to external users for goods or services, and are appropriate in situations wherein there is either a legal requirement or policy decision to recover costs of providing services for an activity. This change complies with the GFOA recommended accounting structure, should the City decide to issue bonds for capital improvements solely guaranteed by sewer fees and charges in the future. Fiscal year 2007-08 was also the first year in which non-General funded positions (wastewater maintenance crews and wastewater engineering) were budgeted directly in the Sewer Service Revenue fund. Previously, these positions were budgeted in the General fund, which was then , Sewer rates calculations assume annual increases in wastewater demand, resulting from development activity. Recent slowdowns in development activity have resulted in fewer customers than assumed in the most recent sewer rate study. The sewer service rates must be revised to reflect the slower rate of development now occurring in the City. 313 reimbursed through a series of inter-fund transfers. Only those positions 100% funded by sewer funds were transferred out of the General fund and budgeted directly in the Sewer Service Revenue fund ($3.9 million in fiscal year 2008-09). In addition to personnel costs, all supplies and services, capital, and utilities budgets associated with these positions were also transferred from the General fund to the Sewer Service Revenue fund ($0.5 million in fiscal year 2008-09). The remaining wastewater-related General fund positions continue to be offset via inter-fund transfers ($4.4 million budgeted in fiscal year 2008-09). As a result of these accountingi budgeting changes, the fiscal year 2008-09 budget for the sewer enterprise funds is not directly comparable to budgets prior to fiscal year 2007 -08. FUND DESCRIPTIONS Fund 411 - Sewer Income Fund This fund is used to account for all revenues collected to recover the City's costs incurred constructing the public wastewater system. The funds are collected from new properties receiving a permit to connect to the City's wastewater collection system. The owner or person making the application for connection pays fees to the City as designated in the master fee schedule. All funds received may be used only for the acquisition, construction, reconstruction, maintenance and operation of sanitation or sewerage facilities, or to reimburse a subdivider or any person who has constructed sewer facilities benefiting other properties. The fund may also be used to reimburse the City for any expense incurred in connection with the construction and installation of any sewer facility including engineering work and acquisition of rights-of-way. Fund 412 - Special Sewer Fund The Special Sewer Fund is used to account for the sale of the City's excess Metropolitan Sewerage capacity. Fund 413 - Trunk Sewer Capital Reserve Fund The Trunk Sewer Capital Reserve Fund is used to account for sewerage facility participation fees received from the owner or person applying for a permit to develop or modify the use of any residential, commercial, industrial or other property, which is projected to increase the volume of flow in the City's sewer system, as determined by the City Engineer. All revenue derived from the sewerage facility participation fee shall be used solely for: 314 1. Paying the cost and expense to repair, replace or enlarge trunk sewer facilities of the City so as to enhance efficiency of utilization and/or adequacy of capacity to serve the needs of the City, or; 2. Paying the cost and expense to plan and/or evaluate any future proposals for area-wide sewage treatment and/or water reclamation systems or facilities. The City Council can appropriate the funds for another purpose, provided such purpose shall be for the planning, design, construction, maintenance or operations of sewage collection or treatment or water reclamation purposes or incidental there Fund 414 - Sewer Service Revenue Fund The Sewer Service Revenue Fund is used to account for all monies collected from the monthly sewer service charge. Monies in this fund may be used for any and all sewer related activities. The primary use of these funds is the payment of the City's annual San Diego Metropolitan Sewer Capacity and Maintenance fees and to pay the operational costs of the 'in-city' sewer collection system. Fund 428 - Sewer Facilitv Replacement Fund A portion of the revenues derived from the monthly sewer service charge is deposited into the Sewerage Facilities Replacement Fund. Monies in this fund are used solely for the purpose of paying the cost of refurbishment and/or replacement of structurally deficient sewerage facilities including related evaluation, engineering, and utility modification costs. The City Council can appropriate the funds for another purpose provided such purpose is for the construction, maintenance, or operation of sewers or incidental thereto, including any charge for its collection. Funds 431. 432. 433 - Sewer Development Impact Fee Funds These fees are levied against new development in specific areas of the City, based upon the sewer facility their project will impact. The monies collected are used to fund construction of public improvements designed to increase the capacity of the subject facilities, allowing the City to maintain service levels with increased demand. Included DIF programs are the Telegraph Canyon Sewer Basin DIF, the Poggi Canyon Sewer Basin DIF, and the Salt Creek Sewer Basin DIF. 315 316 SEWER FUNDS SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $3,604,332 $3,932,384 Supplies and Services $15,551,861 $16,082,820 $19,818,662 $19,609,513 Other Expenses $103,787 $117,880 $119,091 $119,091 Operating Capital $0 $14,992 $735,388 $735,388 Utilities $179 $171 $10,057 $10,057 Transfers Out $13,204,165 $10,069,111 $6,570,610 $5,341,221 CI P Project Expenditures $3,602,626 $1,481,249 $3,501,300 $1,928,501 Expenditure Totals $32,462,618 $27,766,223 $34,359,440 $31,676,155 Revenue Totals $33,694,153 $31,565,038 $37,723,722 $35,495,075 """,~,.",,,.,:,,c,o.,L:2!,2;:,>,,,,,,,:,,,'",,,,.aa=,,,,,.,,,,""'",cLC.S:;,,;.:.<_..,,'_''':::' ,.,,,,,,, :z;;::;:;~~,-~""=~_,,-,,,,",",'2: =","c==='"""".' """",,-";",.",, ""-'Y,;;.",-"""-"""",",,, - ,,"",."'k'""E~ Authorized Full Time Positions 0.00 0.00 43.00 46.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 Note 1: The fiscal year 2008-09 proposed budget reflects the transfer of 1 Associate Engineer from the Engineering Department to the Sewer Service Revenue Fund (Fund 294) and the addition of a Maintenance Worker and a Senior Maintenance Worker approved by Council mid-year. Note 2: The fiscal year 2007-08 amended budget reflects the direct budgeting of 43 Wastewater Engineering and Wastewater Maintenance positions in the Sewer Service Revenue Fund (Fund 294). ORGANIZATIONAL CHART I Sewer I Enterprise Funds I I Fund 414 I I Sewer Capital I Sewer Service Fund Funds Wastewater Wastewater Fund411 Fund412 Engineering Maintenance Special Sewer Special Sewer Income Fund Fund Sewer Sewer Fund413 Fund 428 Billing Operations Trunk Sewer Capital Sewer Facility Reserve Fund Replacement Fund Fund 431, 432, 433 Trunk Sewer DIFs 317 SEWER FUNDS STRATEGIC GOALS INFRASTRUCTURE MAINTENANCE 00 By 2015, wastewater maintenance staff will complete video inspections of the City's entire wastewater collection system. Status: The Video Sewer Inspection project was established in fiscal year 2004- 05 to evaluate the condition of the pipes and structures that make up the wastewater collection system, to determine if the system is structurally adequate. To determine the true condition of the sewer system, approximately 200,000 linear feet of video inspections are conducted annually. The specific facilities to be inspected each year are based upon a schedule prepared by the Wastewater Engineering group. Additional inspections are also performed in accordance with a systemic . maintenance approach. Wastewater Maintenance crews have televised approximately 884K linear feet (167 miles) of sewer lines through fiscal year 2006- 07. This represents approximately 35% of the entire sewer collection system; leaving 1.6 million linear feet (311 miles or 65% of the collection system) yet to be televised. 318 SEWER FUNDS STRATEGIC GOALS TREATMENT CAPACITY ACQUISITION 00 By 2010, acquire an additional 5 MGD (Million Gallons per Day) of treatment capacity rights in the Metro Sewer System or begin the design build process for the construction of a wastewater reclamation plant. Status: As the City continues to grow to its full General Plan potential; acquisition of additional sewer capacity rights in the Metro Sewer System will be necessary. The City's rights in the Metro system presently total 21 MGDs. At currently projected development rates, staff anticipates this capacity seeing the City through approximately 2015. In order for the City to meet the needs associated with the City's full build-out potential, acquisition of an additional 5 MGD of capacity will be necessary, for a total capacity of 26 MGDs. To date, staff has examined a number of possible solutions, including acquisition of additional capacity rights within the Metro Sewer System, installation of an independent sewer treatment facility in Chula Vista, and temporary capacity leasing arrangement with other participating agencies pending the completion of planned Metro facilities. Staff is in the process of determining the most viable and cost- effective solution for the provision of additional treatment capacity. Current indications are that acquiring additional treatment capacity rights may cost the City up to $75 Million, in 2007 dollars. During fiscal year 2008-09, City staff will work with Council and management to determine the best course of action, based upon the findings of the recently completed studies. Staff will work to implement the chosen option (capacity acquisition from Metro or new treatment facility) and ensure that it is implemented in the most cost effective manner, both maximizing the financial benefits to the City and minimizing future risks. 319 SEWER FUNDS STRA TEGle GOALS WASTEWATER ENGINEERING ~ By 2009, a Sewer System Management Plan (SSMP) will be adopted. Status: Based on the current pace of work, the SSMP will be completed ahead of the 2009 State Water Resources Control Board mandated completion date. The City is currently using the California Integrated Water Quality System, an on-line system used for reporting sewer system overflows. The Wastewater Engineering Section is working closely with Public Works Operations staff to draft the section of the plan that deals with operations and maintenance procedures as well as the emergency response procedures. ~ By FY 2008-09, a functional Fats, Oils and Grease (FOG) Monitoring Program will be in place. Status: The implementation of a FOG Program is one of the elements of the Wastewater Discharge Requirements mandated by the State Water Resource Control Board and is on track for a 2009 implementation. The goal of this program is to limit the discharge of grease from food establishments into the City's wastewater collection system. This program is being implemented in three phases - verification, education and enforcement. The program is currently in the initial phase of implementation - the verification phase. Utilizing information from the City's Geographic Information System (GIS), a database of all the restaurants within the wastewater collection system has been created and initial target areas have been defined. Questionnaires were sent to restaurants to determine the level of pre- treatment currently occurring. Staff has compiled the data collected from questionnaire responses. Upon conclusion of this exercise staff will work with those establishments without pre-treatment devices to educate them and to help bring them into compliance with the City's Municipal Code. Concurrent with this effort, staff has drafted an implementation plan and is coordinating other City staff with vested interests in this effort. 320 SEWER FUNDS LINE OF BUSINESS: SEWER CAPITAL PROJECT FUNDS The purpose of the Capital Project Funds line of business is capital construction and acquisition, as financed by the Special Sewer Income fund, the Special Sewer Fund, the Trunk Sewer Capital Reserve Fund, the Sewer Facility Replacement Fund, and three Trunk Sewer Development Impact Fee funds. CORE SERVICES Infrastructure capacity enhancing capital improvements Facility repair I replacement capital improvements Provision of treatment capacity Construction of new conveyance systems RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED 0.00 0.00 $117,880 $977,461 $1,166,396 $2,261,737 $7,987,012 "^ 's_,~Tj,-,""".>-""'" '" 0.00 0.00 $119,091 $1,149,295 $3,501,300 $4,769,686 $9,336,707 ,,;;.\(~'iC;2~ZY~- w,~_.-, v. ~,- .-<.;,,,;';"'-'-"""'.., --",- '_&"n,,~____._'_ __,,, ","',' , -0;;:;.".";" -"'-~,illB;;>'-'"" $119,091 $869,768 $1,913,501 $2,902,360 $7,108,060 0.00 0.00 Other Expenses Transfers Out CIP Project Expenditures Expenditure Totals Revenue Totals $103,787 $4,581,079 $3,529,028 $8,213,894 $9,175,946 Authorized Full Time Positions Authorized Hourly Positions 0.00 0.00 321 SEWER FUNDS LINE OF BUSINESS: SEWER SERVICE The purpose of the Sewer Service line of business is to ensure that the City's wastewater collection system will adequately serve the community now and in the future by providing infrastructure maintenance services; monitoring the flow in the system; completing condition assessments; developing prioritization strategies for needed infrastructure improvements; managing the supporting fee mechanisms which provide the funding for the various programs and projects needed to maintain our wastewater collection system; and paying for wastewater treatment services. CORE SERVICES WASTEWATER ENGINEERING " Capacity studies Development impact / technical study reviews Groundwater batch discharge monitoring Infrastructure flow monitoring Sewer fund management g Sewer System Management Plan management service " Wastewater treatment flow compliance monitoring WASTEWATER MAINTENANCE Capital wastewater improvement projects Fats, Oils and Grease Trap (FOG) program management Industrial waste discharge monitoring Sewer billing / customer support Sewer rehabilitation program management Wastewater treatment (annual cost of approximately $19M) % 24/7 emergency responses Cleaning of hydraulic and mechanical systems Inspections Plan reviews Repairs (laterals and mains replaced / serviced) Utility mark outs " Concrete repairs " Lateral installations Rain patrols G Spill containment and clean-ups 322 SEWER FUNDS RESOURCE SUMMARY 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services Supplies and Services Operating Capital Utilities Transfers Out CIP Project Expenditures Expenditure Totals Revenue Totals $0 $15,551,861 $0 $179 $8,623,086 $73,598 $24,248,724 $24,518,207 0.00 0.00 ::C-.-:"-:, '~_,'~==.~ ."9..- .J->,- Authorized Full Time Positions Authorized Hourly Positions $0 $16,082,820 $14,992 $171 $9,091,650 $314,853 $25,504,486 $23,578,026 ...,...,.",".--........,..-- -- ,~~~,,_.~~".~,.~ 0.00 0.00 $3,604,332 $19,818,662 $735,388 $10,057 $5,421,315 $0 $29,589,754 $28,387,015 43.00 0.00 $3,932,384 $19,609,513 $735,388 $10,057 $4,471,453 $15,000 $28,773,795 $28,387,015 46.00 0.00 Note 1: The fiscal year 2007-08 proposed budget reflects the direct budgeting of 43 Wastewater Engineering and Wastewater Maintenance positions in the Sewer Service Revenue Fund (Fund 294). MAJOR ACCOMPLISHMENTS . Adopted a new Sewer Rate Schedule to ensure that sufficient revenues are collected to offset planned expenditures. . Updated pipe condition assessment process and databases associated with the on-going Sewer Rehabilitation Program. . Partnered with Sweetwater Authority and Otay Water Authority in a Joint Feasibility Study for the construction of a Wastewater Reclamation Plant for the City of Chula Vista. . On-going development of a Fats, Oils and Grease Trap Monitoring Program. . Preparation of the Sewer System Management Plan. 323 SEWER FUNDS KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED % of emergency service requests N/A 100% 100% 100% responded to within 45 minutes during working hours % of spill volume recovered N/A 76% 90% 90% % of linear feet of sewers cleaned N/A 100% 100% 100% % of customer calls responded to 100% 100% 100% 100% within one business day # of miles of sewer lines evaluated 69 46 38 44 # of flow meter installations 33 48 48 51 # of customer inquiries 480 480 960 480 # of sewer service billing accounts 46,542 47,000 47,545 48,080 managed # of miles of pipe managed 459 476 486 494 324 11 - TRANSIT FUNDS en () )> r -< m )> ;0 f\) o o CD PROPOSED BUDGET 325 TRANSIT FUNDS The Chula Vista Transit (CVT) is an independent municipal transit system with the Chula Vista City Council as its governing board. CVT forms part of the Metropolitan Transit System (MTS), which is a network of local and regional transit operators. The MTS provides a seamless transit system composed of local, regional and ADA paratransit services. MTS coordinates fares, transfers, routes and information services to the region. Transit staff also works closely with the San Diego Association of Governments (SANDAG) - the region's transit funding, planning and policy setting agency. Since the latest system restructuring, via the MTS Comprehensive Analysis (September 2006 and January 2007), the efficiency of the transit system has improved. Though there are fewer bus routes and less coverage throughout the City, the routes that are in operation are in very productive corridors and have improved frequency of service (every 15 minutes on most routes). There were 2,532,110 total passengers in the first three quarters of fiscal year 2007-08, an increase of 1.9% compared to same period in fiscal year 2006-07. More importantly, transit saw an 8.0% increase in passengers per revenue mile for the same period. Revenue passengers increased by 17.5%. FUNDING Chula Vista Transit operating funds come from a combination of State Transportation Development Act (TDA) funds (a Y. of 1 percent of the State Sales Taxes) and passenger fares, which are used for operations and for capital programming. Prior to July 2001, the City received a direct allocation 327 of its TDA funds, but in 2001 regional transit funds were consolidated under the Metropolitan Transit Development Board (MTDB), now the MTS. The funding consolidation allows the City to participate in available Federal Transit Administration (FTA) capital funds programs. The City has received significant capital project funding from MTS over the last few years, which has allowed Transit to purchase equipment, vehicles, and parts to keep the transit system operational. These funds have also been used to make improvements to transit centers and bus stops in order to keep both our internal and external customers happy. CVT operations and capital programming contains no General Fund contribution. The CVT's operating and capital programming costs are funded by SANDAG Consolidated TDA Article 4.0 funds and Federal Transit Administration 5307 funds. All City Staff costs are reimbursed by the SANDAG funds. Transit staff's goal is to maximize the effectiveness of transit funds while recognizing the revenue constraints facing the region. Since the funding consolidation, Transit staff actively participates in the SANDAG/MTS budget process. Along with the region's other Transit agencies, City Transit staff presents its proposed operating budgets. Various budget meetings are held and budgets are adjusted according to the available funds and SANDAG Board funding policies. STATISTICS Operated by City of Chula Vista by contract with private bus contractor Routes 6 Six local routes most within Chula Vista city limits, with Service some service in unincorporated areas of the County (Bonita). Square Miles Served 48 FY 2006-07 Total 3,357,668 Passengers (37) buses (25) 40-foot, CNG New Flyers Fleet Size (1) 35-foot, Diesel Orion (3) 35-foot, Diesel Gillig (6) 3D-foot CNG EI Dorado Nationals (2) 40-foot Diesel New Flyers 328 ~ J" I "' II R I h 1-- Ij ! ,..... i..r't!iI .1 t.\!lh_ I, I~ ~'b~iinlltlf1 n I ij 'In, \. If ,I. I" ,. /It., l~ ,I. lIJ I~ I! IJ fi,ii .. / / ~ " -\ L dl F \ ...- '. /":- I "~b ./'. . - < , ... \. , 0)..... l ~~ \. .u v/l \ III~. .h ...11....,..... . ['Ii \ J..1 ...1.... ..d! /" , \ l.~\ ...,!!- ';v)f:-- \11 \ . '- '" ~\ -<.. \ 'i"" Y'" .- & ~~ ~ Iii Ii t Ii d II ! ! i . .lllli~ ~i~ -id ~u ~Ii ~~ ~~ ! hh h! h~ am h~ ua U U I III I If ~l . I i I I !i! iIHlllb".hJt I !i!dlh !~Lualf oJ .. . '1' lD" '.. ~ . ._. tI " ~,!IIIef .!~ \5 ...~" ~d , I \ \ .j . l: Ii. /rh' ....... ~f' HI j .... ... z~, ;; 330 TRANSIT MISSION STATEMENT The mission of Chula Vista Transit is to provide safe, convenient, cost effective and dependable public transportation in the City of Chula Vista. SUMMARY OF DEPARTMENT RESOURCES 2005-06 2006-07 2007 -08 2008-09 ACTUAL ACTUAL AMENDED PROPOSED Personnel Services $0 $0 $355,251 $362,424 Supplies and Services $5,883,981 $5,549,321 $1,101,878 $858,075 Other Expenses $1,471,051 $1,544,852 $401,590 $144,841 Operating Capital $0 $0 $3,600 $0 Utilities $182,498 $192,938 $205,912 $171,621 Transfers Out $146,111 $22,618 $13,410 $95,316 CIP Project Expenditures $98,423 $147,140 $0 $0 Expenditure Totals $7,782,064 $7,456,869 $2,081,641 $1,632,277 Revenue Totals $6,818,664 $6,410,311 $2,600,185 $1,829,847 =~"""TI'cEi!\I1:.AL.<."""",,,,,,">.<',,, ,,="",,~' "',~~,,"~':c."" ""-"""cL'" ,-. 'L",ZIT!.IF. -,,~~,~====-----~-,--.," ~~..,~~""....c..'"-.,,,,-_."'_,,_,,-,,-,' Authorized Full Time Positions 0.00 0.00 3.00 3.00 Authorized Hourly Positions 0.00 0.00 0.00 0.00 Note 1: The FY 2007-08 budget include the transfer of 3 positions that were previously budgeted in the General fund and reimbursed out of the Transit fund as other expenses. Note 2: Beginning in FY 2007-08, MTS is contracting directly with Verolia Transportation as the transit provider, rather than using the City as a pass through agency. This eliminates approximately $4.8 million in revenue and $5.1 million in expenditures from the Transit budget. ORGANIZATIONAL CHART Transit Transit Coordinator Asst. Transit Coordinator I Administrativ~ l Technician 331 TRANSIT STRA TEGle GOALS TRANSIT 00 Efficient and effective use of transit funds Status: Through March 2008, we have improved our Total Passengers per Revenue Miles by 7.5% compared to the same period last fiscal year. This is a key number in evaluating the efficiency of our service and the effective use of transit funds. Additionally, Revenue Passengers per Revenue Mile has increased by 24.0% compared to the same period last fiscal year. 00 Responding to the community's transit needs Status: Minor schedule changes have been implemented to improve efficiency. Scheduled trips to Southwestem College have been added to meet passenger demand. We have shortened run time where needed and added trips where service had previously been missing. 00 Continuously improve our customer service. Status: Customer service continues to be a top priority for the Transit Division as we push our contractor to monitor safety issues, on-time performance, and overall customer service from our front-line employees. Our buses are consistently very clean and we have not received any complaints from our riders. Transit staff has focused on bus stop amenities for our riders by adding bus shelters to our most utilized bus stops. 332 TRANSIT CORE SERVICES Bus routes Bus stop facilities: bus stop signs, benches / shelters, trash receptacles MTS Regional Coordination Activities Contract administration services: bus operations, transit centers and trolleys Passenger bus trips Passenger Buses MAJOR ACCOMPLISHMENTS . Implemented City/MTS joint procurement for transit services. . Successfully implemented the Metropolitan Transit System's Comprehensive Operational Analysis (COA) with positive ridership and fare revenue results. . Installed 103 bus benches since 2006. . Constructed 37 bus shelters and ADA passenger landing areas since 2006. KEY PERFORMANCE MEASURES 2005-06 2006-07 2007-08 2008-09 ACTUAL ACTUAL ESTIMATED PROJECTED Ridership numbers 3,274,431 3,357,669 3,509,341 3,600,755 % Fare recovery 38% 40% 37% 36% . .. . % of bus stop departures from time 96% 95% 92% 95% points (specific bus stops along a route) are within 0 to 5 minutes 333 334 11 - FLEET FUND (j) () )> r -< m )> ;0 I\) o o CD PROPOSED BUDGET 335 FLEET FUND The Fleet Fund is an internal service fund which like other internal service funds is used to finance and account for goods, special activities, and services performed by one City department for other City departments on a cost reimbursement basis. The Fleet Management fund consists of two functions, Central Garage Operations, and Equipment Replacement. Funds are collected on an annual basis through each affected department's operating budget and deposited in the Fleet Management Fund. The Central Garage Operations function maintains the City's fleet of vehicles, both through City equipment mechanics and through contracts with local vendors for more specialized maintenance work, such as major transmission and air conditioning repairs. All City vehicles are maintained by the Central Garage, including those associated with safety services, streets and sewers, parks and open space, and the library. Services provided include maintenance of the vehicles, vehicle fuel, and other specialized services not directly related to any single vehicle. The budget for the Fleet Management functions is $5.4 million. This represents a decrease of $300,000, or 5.5%, over last fiscal year's amended budget. This decrease is the result of reduction in personnel (4 positions have been eliminated) and supplies and services. These decreases may result in vehicle maintenance delays. The following chart illustrates recent fuel cost incurred by the City, as compared with average fuel costs throughout the State of California. As shown below, the City has seen a doubling of fuel costs between fiscal year 2002-03 and fiscal year 2007-08. 337 .. r:: .2 $2.50 i $2.00 ~ ::l '6 $1.50 r:: " ~ w $1.00 Qi ::l "- $0.50 $3.50 r:: $300 .!! c;; Cl $2.50 " " ." $2.00 0.. Qi ::l $1.50 "- Cl > $1.00 <( .. 'c ~ $0.50 g c;; $- u $- ~oo ~~ ~~ ~OO ~~ ~~ ~OO ~W ~OO Actual Actual Actual Actual Actual Actual Actual Projected Adopted _ Fuel. Oil, & Lubricants =CNG -<>- CA AI.g $ I Gallon In 1985, the City Council authorized establishment of a vehicle replacement policy and fund to provide for the planned replacement of the City's vehicular equipment (Resolution 1985-11984). Funds for replacement are collected annually from each affected department; with dollar amounts determined by the vehicle's estimated "life" and estimated replacement cost. In accordance with the City's vehicle replacement guidelines, staff is recommending the replacement of 33 vehicles, at a total cost of $1,010,214. A list of vehicles recommended for replacement in Fiscal Year 2008-09 follows this fund's activity summary report. The City has a fleet of approximately 610 vehicles that are maintained by Central Garage staff with an estimated replacement value of $29 million. Of these vehicles, 77 are owned by the Sewer Enterprise Fund, with an estimated replacement value of $4.1 million. All equipment maintenance and replacement costs associated with these vehicles are budgeted directly in the Sewer Enterprise Fund. 338 FLEET MGMT INTERNAL SERVICE 390 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1" $7,195,848 $3,215,920 $2,460,281 $2,628,475 EXPENDITURES Personnel Services 1,190,296 1,234,822 1,083,974 918,335 Supplies and Services 2,928,964 3,042,400 3,071,637 3,226,523 Other Expenses 1,435,436 1,103,375 400 900 Capital 749,400 549,685 43,700 1,244,485 Utilities 8,054 6,574 1,100 549 Transfers Out 2,443,278 42,418 0 32,531 TOTAL EXPENDITURES $8,755,428 $5,979,275 $4,200,811 $5,423,324 REVENUES Use of Money & Property 187,155 97,739 118,207 50,000 Other Revenue 4,588,345 5,125,896 4,250,798 5,161,168 ESTIMATED TOTAL REVENUES $4,775,500 $5,223,636 $4,369,005 $5,211,168 NET FUND ACTIVITY ($3,979,928) ($755,639) $168,194 ($212,156) ENDING AVAILABLE FUND BALANCE" $3,215,920 $2,460,281 $2,628,475 $2,416,319 *Estimated Available Fund Balance 339 flEET MGMT INTERNAL SERVICE 390 STAFFING SUMMARY - 391 FY 2007-08 FY 2007-08 FY 2008-09 FY 2008-09 BUDGET CATEGORY ADOPTED MIDYEAR AMENDED PROPOSED Equipment Maintenance Manager 1.00 1.00 Equipment Mechanic 5.00 (2.00) 3.00 Fire Apparatus Mechanic 2.00 2.00 Fiscal Office Specialist 1.00 1.00 Fleet Manager 1.00 (1.00) Mechanic Assistant 2.00 2.00 Senior Equipment Mechanic 2.00 (1.00) 1.00 TOTAL AUTHORIZED POSITIONS 14.00 (3.00) (1.00) 10.00 340 LIST OF VEHiClES RECOMMENDED FOR REPLACEMENT Fiscal Year 2008-09 DEPARTMENT YEAR/MAKE/MODEL CURRENT FY09 MILEAGE COST Development Services - CII Development Services - CII Fire General Services General Services Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Police Public Works Public Works Public Works Public Works 2002 FORD TAURUS 2001 FORD RANGER EXT. CAB 4X4 2002 CHEVROLET TAHOE 2003 FORD F250 ANIMAL CONTROL 2003 FORD F250 ANIMAL CONTROL 2000 TOYOTA CAMRY 2002 MITSUBISHI GALANT 2002 MAZDA PROTEGE 2003 FORD CROWN VICTORIA 2003 FORD CROWN VICTORIA 2003 FORD CROWN VICTORIA 2004 FORD CROWN VICTORIA 2006 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 2006 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 1998 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 2006 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 2006 FORD CROWN VICTORIA 2006 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 2005 FORD CROWN VICTORIA 2004 FORD EXPEDITION 4X4 OUTFITTING PATROL VEHICLES 2000 FORD F350 2005 FORD RANGER 2000 FORD F550 SIGN TRUCK 1998 GMC PATCH TRUCK 81,554 90,307 91,936 136,665 92,073 129,442 91,408 89,209 106,346 111,146 100,665 96,453 98,171 106,115 106,755 82,760 105,037 101,255 109,294 102,688 104,423 82,817 100,453 84,197 101,960 99,514 110,802 82,884 115,441 99,363 97,218 8098 hrs 5553H $18,100 $24,514 $36,300 $37,100 $37,100 $18,100 $18,100 $18,100 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $35,400 $30,000 $29,800 $17,900 $61,200 $128,500 341 342 .,., - CAPITAL PROJECT FUNDS en () ):> r -< m ):> ;0 r\J o o CD PROPOSED BUDGET 343 CAPITAL PROJECT FUNDS Capital Projects Funds are utilized to account for resources used for the acquisition and construction of capital facilities by the City, with the exception of those assets financed by proprietary funds. ASSESSMENT DISTRICT IMPROVEMENT FUNDS These funds were established as depositories for monies received from issuance of bonds for various assessment districts. The monies are used to finance the construction of public works improvements in the related districts. Included in this group are funds 501 through 518. DEVELOPMENT IMPACT FEES These funds were established as depositories for various development impact fees. The fees are levied against all new development in the City in order to pay for the construction or improvement of public facilities as a result of City grow1h. Included in this group are the following funds: Funds 542 - Teleqraph Canvon DrainaQe Development Impact Fee This fee is levied against new development in specific areas of the City, based upon the drainage facility their project will generate an impact on. The monies collected are used to fund construction of public improvements designed to increase the capacity of the subject facilities, allowing the City to maintain service levels with increased demand. Funds 567-582 - Public Facilities Development Impact Fees The Public Facilities Development Impact Fee (PFDIF) is levied against new development throughout the City to mitigate the impacts of growth on the City's public services. The monies collected are used in the construction of new, and renovation of existing, public 345 facilities. Fund 587 - Otav Ranch Pedestrian Bridqe DIF The Otay Ranch Pedestrian Bridge DIF is levied against all new development in Otay Ranch Villages 1, 2, 5, and 6 to fund the construction of pedestrian bridge improvements, as necessitated by growth in these villages. Fund 588 - Otav Ranch Villaqe 11 Pedestrian Bridqe DIF The Otay Ranch Village 11 Pedestrian Bridge DIF is levied against all new development in Otay Ranch Village 11 to fund the construction of pedestrian bridge improvements, as necessitated by growth in this village. Fund 591 - Transportation Development Impact Fee The Transportation Development Impact Fee (TDIF) is levied against all new development in the City east of 1-805 to fund the construction of transportation improvements, as necessitated by growth in the eastern portion of the City. Fund 593 - Western Transportation Development Irnpact Fee The Western Transportation Development Impact Fee (W-TDIF) is levied against all new development in the City west of 1-805 to fund the construction of transportation improvements, as necessitated by growth in the western portion of the City. .. 346 OTHER TRANSPORTATION FUNDS Included as a part of this group are the following: Fund 723 - Bicvcle Facilities This fund is a depository for local Transportation Development Act funds, Article 3.0, received from the County for the purpose of bicycle related programs; these funds must be applied for. Fund 735 - Transportation Partnership This fund is a depository for the revenues received from the State and Local Transportation Partnership Program. Funds must be spent on street purposes. Fund 737 - Transportation Equitv Act 21 This fund is a depository for revenues received from the federal government under the Transportation Equity Act of the 21 st Century. Funds must be spent on street purposes. Fund 739 - Traffic Conqestion Relief This fund is a depository for revenues allocated to the City under Streets and Highways Code Section 2182 and Revenue and Taxation Code Section 7104. Funds must be expended for maintenance or reconstruction of public streets and roads no later than the end of the fiscal year following the fiscal year in which the allocation is received. Any funds not expended within that period must be returned to the State Controller. Fund 741 - Proposition 1 B Hiqhwav Safetv This fund is a depository for revenues received from the State government under Proposition 1B (The Highway Safety, Traffic Reduction, Air Quality, and Port Security Act), as approved by voters in the November 2006 general election. Funds must be spent on street purposes. 347 MISCELLANEOUS CAPITAL IMPROVEMENT PROGRAM FUNDS Included as part of this group are the following: Funds 713 and 714 - Capital Improvement Proiect Funds The Capital Improvement Funds were established to set aside monies for capital improvement projects. These funds do not generate revenues from any source except by transfer from other funds and interest earned on monies in the funds. Monies transferred to the funds are expended for budgeted capital improvement projects and monies remaining after completion of a project are transferred back to the fund from which the project was originally financed. Fund 715 - Park ACQuisition and Development This fund is a depository for fees collected from subdividers for the purpose of providing park and recreational facilities directly benefiting and serving the residents of the regulated subdivision. These funds are collected pursuant to Chapter 17.10 of the Chula Vista Municipal Code, in accordance with authority granted by Section 66477 of the California Government Code. Fund 717 - Residential Construction Tax This fund is a depository for fees levied for the construction, replacement, or conversion of all dwelling units within the City including hotels and motels, collected pursuant to Chapter 3.32 of the Chula Vista Municipal Code. Fund 725 - Industrial Development Authoritv This fund was established to account for staff costs in assisting in the issuance of industrial development bonds. A fee of 1/8th of 1 % is charged to reimburse costs incurred. 348 ASSESS DIST IMPROVEMENT FUNDS 500 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1. $1,920,963 $2,131,467 $2,272,391 $2,392,066 EXPENDITURES Supplies and Services 0 0 25,000 0 Transfers Out 41,000 8,937 0 16,000 TOTAL EXPENDITURES $41,000 $8,937 $25,000 $16,000 REVENUES Use of Money & Property 54,158 95,694 116,026 0 Development Impact Fees 125,171 2 0 0 Other Revenue 72,175 54,165 28,649 28,472 ESTIMATED TOTAL REVENUES $251,504 $149,861 $144,675 $28,472 NET FUND ACTIVITY $210,504 $140,924 $119,675 $12,472 ENDING AVAILABLE FUND BALANCE. $2,131,467 $2,272,391 $2,392,066 $2,404,538 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 501 Otay Lakes Rd AD 88-2 Improv 0 0 0 0 503 East H St AD 87-1 Improv 0 0 0 0 507 Otay Valley Rd AD 90-2 Improv 0 0 12,500 0 511 Otay Vly Rd Fee Recovery Dist 0 0 0 0 512 EL Greens II AD 94-1 Improv 0 0 12,500 0 515 Twin Oaks Ave AD 96-1 Improv 30,000 6,894 0 10,000 516 Oxford St AD 97-1lmprov 11,000 2,043 0 6,000 517 AD2004-1 Dixon Drive 0 0 0 0 518 AD2005-1 Tobias Drive 0 0 0 0 TOTAL EXPENDITURES $41,000 $8,937 $25,000 $16,000 REVENUES 501 Otay Lakes Rd AD 88-2 Improv 0 0 0 0 503 East H St AD 87-1 Improv 0 0 0 0 507 Otay Valley Rd AD 90-2 Improv 2,363 4,290 5,138 0 511 Otay Vly Rd Fee Recovery Dist 148,813 38,406 45,874 0 512 EL Greens II AD 94-1 Improv 26,412 47,373 57,166 0 515 Twin Oaks Ave AD 96-1 Improv 7,316 6,214 8,671 6,347 516 Oxford St AD 97-1 I mprov 8,594 2,280 2,988 2,043 517 AD2004-1 Dixon Drive 58,006 12,489 14,448 10,070 518 AD2005-1 Tobias Drive 0 38,809 10,390 10,012 *Estimated Available Fund Balance 349 ASSESS DIST IMPROVEMENT FUNDS 500 TOTAL REVENUES NET FUND ACTIVITY $251,504 $210,504 $149,861 $140,924 $144,675 $119,675 $28,472 $12,472 *Estimated Available Fund Balance 350 TELEGRAPH CANYON DRAINAGE DIF FUND 542 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE. JULY 1* $5,176,398 $5,294,609 $5,539,017 $4,304,960 EXPENDITURES Transfers Out 2,116 1,731 1,027 69 CIP Project Expenditures 27,267 14,375 1,466,170 0 TOTAL EXPENDITURES $29,383 $16,107 $1,467,197 $69 REVENUES Use of Money & Property 145,256 259,977 233,140 0 Development Impact Fees 537 537 0 0 Transfers In 1,801 0 0 0 ESTIMATED TOTAL REVENUES $147,594 $260,514 $233,140 $0 NET FUND ACTIVITY $118,211 $244,408 ($1,234,057) ($69) ENDING AVAILABLE FUND BALANCE* $5,294,609 $5,539,017 $4,304,960 $4,304,891 *Estimated Available Fund Balance 351 PUBLIC FACILITIES DIF FUNDS 560 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE -JULY 1. $23,514,230 $20,541,458 $4,843,825 -$6,748,240 EXPENDITURES Personnel Services 48,322 0 0 0 Supplies and Services 310,096 294,784 42,987 206,500 Other Expenses 921,962 542,484 454,857 754,857 Capital 684,363 302,991 645,683 40,000 Utilities 11,682 0 0 0 Transfers Out 5,791,119 9,346,703 4,745,965 5,290,210 CIP Project Expenditures 16,802,747 9,741,309 8,632,640 (68,328) TOTAL EXPENDITURES $24,570,291 $20,228,271 $14,522,132 $6,223,239 REVENUES Use of Money & Property 492,375 990,858 (142,365) 0 Development Impact Fees 17,934,536 2,130,562 3,072,432 6,854,425 Other Revenue 3,163,319 848,315 0 0 Transfers In 7,289 560,904 0 48,201 ESTIMATED TOTAL REVENUES $21,597,519 $4,530,638 $2,930,067 $6,902,626 NET FUND ACTIVITY ($2,972,772) ($15,697,633) ($11,592,065) $679,387 ENDING AVAILABLE FUND BALANCE. $20,541,458 $4,843,825 ($6,748,240) ($6,068,853) FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 DEPT # DEPT DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 567 DIF-Adamo Property Acquisition 571 General Administration 572 Civic Center Expansion 573 Police Facilities Remodel 574 Corporation Yard Relocation 575 Library for Eastern Territory 576 Fire Suppression Sys Expansion 577 Geographic Information System 578 Mainframe Computer Expansion 579 Telephone Switch Expansion 581 Records Management System 582 Recreation Facilities TOTAL EXPENDITURES REVENUES *Estimated Available Fund Balance 42,748 962,781 4,581,910 2,288,132 1,879,348 3,064,560 1,870,036 57,980 8,263 18,064 863 9,795,606 $24,570,291 352 44,030 580,611 3,915,496 2,131,919 1 ,486,094 5,543,042 5,360,953 41,926 o 245,811 o 878,389 $20,228,271 45,351 470,076 10,383,261 1,786,797 1,669,325 50,000 59,682 o o o o 57,640 $14,522,132 46,712 841,634 2,442,618 1,771,564 1,143,856 25,000 183 o o o o (48,328) $6,223,239 PUBLIC FACILITIES DIF FUNDS 560 567 OIF-Adamo Property Acquisition 571 General Administration 572 Civic Center Expansion 573 Police Facilities Remodel 574 Corporation Yard Relocation 575 Library for Eastern Territory 576 Fire Suppression Sys Expansion 577 Geographic Information System 578 Mainframe Computer Expansion 579 Telephone Switch Expansion 581 Records Management System 582 Recreation Facilities TOTAL REVENUES NET FUND ACTIVITY "Estimated Available Fund Balance 13,658 506,746 6,829,046 3,769,547 2,632,844 2,655,438 1,191,408 25,320 24,404 23,457 22,283 3,903,368 $21,597,519 ($2,972,772) 353 -..:-.- 22,684 228,525 1,514,438 512,764 476,385 605,734 526,269 278,074 74,028 5,158 177,803 108,778 $4,530,638 ($15,697,633) " 19,224 106,673 1,936,925 458,753 309,408 629,625 (531,385) o o o o 844 $2,930,067 ($11,592,065) o 489,150 1,936,700 1,516,350 519,801 960,950 787,500 o o o o 692,175 $6,902,626 $679,387 PEDESTRIAN BRIDGE DIF FUNDS 580 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1" $2,518,230 $3,153,621 $2,934,389 $3,144,092 EXPENDITURES Other Expenses 4,794 639,089 172,074 1,079,566 TOTAL EXPENDITURES $4,794 $639,089 $172,074 $1,079,566 REVENUES Use of Money & Property 77,754 157,161 142,011 0 Development Impact Fees 562,431 262,696 239,766 421,178 ESTIMATED TOTAL REVENUES $640,185 $419,857 $381,777 $421,178 NET FUND ACTIVITY $635,391 ($219,232) $209,703 ($658,388) ENDING AVAILABLE FUND BALANCE" $3,153,621 $2,934,389 $3,144,092 $2,485,704 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 587 DIF-OR Village Pedestrian Ramp 595 638,763 172,074 1,076,366 588 OR Vlg11 Pedestrian Bridge DIF 4,199 326 0 3,200 TOTAL EXPENDITURES $4,794 $639,089 $172,074 $1,079,566 REVENUES 587 DIF-OR Village Pedestrian Ramp 47,466 78,207 71,748 171,178 588 OR Vlg11 Pedestrian Bridge DIF 592,719 341,650 310,029 250,000 TOTAL REVENUES $640,185 $419,857 $381,777 $421,178 NET FUND ACTIVITY $635,391 ($219,232) $209,703 ($658,388) *Estimated Available Fund Balance 354 TRANSPORTATION DIF FUNDS 590 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1" $26,048,241 $25,344,282 $25,817,119 $19,005,827 EXPENDITURES Supplies and Services 62,360 105,726 299,864 211,000 Other Expenses 500,280 842,479 2,580,917 580,916 Capital 0 60,542 0 0 Transfers Out 8,263 7,008 4,156 180,277 CIP Project Expenditures 5,407,361 456,252 5,376,355 191,411 TOTAL EXPENDITURES $5,978,264 $1,472,007 $8,261,292 $1,163,604 REVENUES Use of Money & Property 768,336 1,224,924 1,000,000 0 Development Impact Fees 4,413,680 719,921 450,000 750,000 Other Revenue 85,000 0 0 0 Transfers In 7,289 0 0 180,000 ESTIMATED TOTAL REVENUES $5,274,305 $1,944,844 $1,450,000 $930,000 NET FUND ACTIVITY ($703,959) $472,837 ($6,811,292) ($233,604) ENDING AVAILABLE FUND BALANCE" $25,344,282 $25,817,119 $19,005,827 $18,772,223 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 591 Transportation DIF 5,978,264 1,472,007 8,261,292 983,604 593 Western Transportation DIF Fund 0 0 0 180,000 TOTAL EXPENDITURES $5,978,264 $1,472,007 $8,261,292 $1,163,604 REVENUES 591 Transportation DIF 5,274,305 1,944,844 1,450,000 750,000 593 Western Transportation DIF Fund 0 0 0 180,000 TOTAL REVENUES $5,274,305 $1,944,844 $1,450,000 $930,000 NET FUND ACTIVITY ($703,959) $472,837 ($6,811,292) ($233,604) "Estimated Available Fund Balance 355 MISC CAPITAL PROJECT FUNDS 700 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY l' $51,905,969 $50,256,122 $45,267,584 $42,219,496 EXPENDITURES Other Expenses 0 100,000 50,000 25,000 Transfers Out 1,020,201 721,392 756,365 681,358 CIP Project Expenditures 33,222,222 15,266,983 8,012,575 (95,413) TOTAL EXPENDITURES $34,242,423 $16,088,374 $8,818,940 $610,945 REVENUES Other Local Taxes 668,761 393,650 152,860 200,000 Use of Money & Property 1,356,184 2,688,192 2,118,396 0 Development Impact Fees 13,330,770 7,980,398 3,499,596 1,000,000 Other Revenue 12,977 37,596 0 0 Transfers In 17,223,884 0 0 0 ESTIMATED TOTAL REVENUES $32,592,576 $11,099,836 $5,770,852 $1,200,000 NET FUND ACTIVITY ($1,649,847) ($4,988,538) ($3,048,088) $589,055 ENDING AVAILABLE FUND BALANCE' $50,256,122 $45,267,584 $42,219,496 $42,808,551 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 713 Capital Improvement Projects 0 0 0 0 714 CI P - Fiscal Agent 17,166,917 12,303,540 4,470,243 0 715 Park Acquisition & Development 15,888,388 1,961,649 1,328,790 (27,542) 717 Resid. Construction/Conversion 1,187,118 1,823,186 3,019,907 638,487 725 Indus!. Development Authority 0 0 0 0 TOTAL EXPENDITURES $34,242,423 $16,088,374 $8,818,940 $610,945 REVENUES 713 Capital Improvement Projects 0 0 0 0 714 CI P - Fiscal Agent 17,466,715 860,937 200,000 0 715 Park Acquisition & Development 14,290,456 9,638,675 5,297,454 1,000,000 717 Resid. Construction/Conversion 835,159 599,788 272,860 200,000 725 Indus!. Development Authority 246 436 538 0 TOTAL REVENUES $32,592,576 $11,099,836 $5,770,852 $1,200,000 NET FUND ACTIVITY ($1,649,847) ($4,988,538) ($3,048,088) $589,055 *Estimated Available Fund Balance 356 . OTHER TRANSPORTATION PROGRAM FUNDS 730 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1" $1,886,331 $1,703,415 $1,491,495 -$5,071,138 EXPENDITURES Supplies and Services 0 134,619 0 0 Other Expenses 0 220,929 0 0 Transfers Out 33,850 1,731 1,027 69 CIP Project Expenditures 2,073,132 2,470,154 7,308,898 6,912,000 TOTAL EXPENDITURES $2,106,982 $2,827,433 $7,309,925 $6,912,069 REVENUES Use of Money & Property (45,920) 415,642 243,025 0 Revenue from Other Agencies 1,966,602 2,131,919 504,267 12,164,388 Other Revenue 0 67,952 0 0 Transfers In 3,384 0 0 0 ESTIMATED TOTAL REVENUES $1,924,066 $2,615,514 $747,292 $12,164,388 NET FUND ACTIVITY ($182,916) ($211,920) ($6,562,633) $5,252,319 ENDING AVAILABLE FUND BALANCE" $1,703,415 $1,491,495 ($5,071,138) $181,181 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 723 Bicycle Facilities 298,991 289,499 451,832 150,000 735 Transportation Partnership 4,107 309,028 41,739 69 736 Other Transportation Program 1,767,005 120,824 3,121,852 5,568,000 737 Trans Equity Act - 21 24,672 0 17,139 215,000 738 Cal Trans STIP 12,207 0 0 0 739 Traffic Congestion Relief Fund 0 2,108,082 177,363 979,000 741 Prop 1 B Hwy Safety 0 0 3,500,000 0 TOTAL EXPENDITURES $2,106,982 $2,827,433 $7,309,925 $6,912,069 REVENUES 723 Bicycle Facilities 96,714 68,570 310,513 291,319 735 Transportation Partnership 11,499 10,983 3,077 0 736 Other Transportation Program 1,767,219 244,458 393,079 6,995,300 737 Trans Equity Act - 21 (48,408) 52,739 17,139 215,000 738 Cal Trans STIP 85,548 9,295 0 0 739 Traffic Congestion Relief Fund 11,494 2,229,468 23,484 1,000,000 741 Prop 1 B Hwy Safety 0 0 0 3,662,769 TOTAL REVENUES $1 ,924,066 $2,615,514 $747,292 $12,164,388 *Estimated Available Fund Balance 357 OTHER TRANSPORTATION PROGRAM FUNDS 730 NET FUND ACTIVITY ($182,916) ($211,920) ($6,562,633) $5,252,319 *Estimated Available Fund Balance 358 PROPOSED BUDGET DEBT SERVICE FUNDS 359 " - C/) o )> r -< m )> ;0 I\J o o to DEBT SERVICE FUNDS The debt service requirement for the City and the Redevelopment Agency is $16.7 million for fiscal year 2008-09. This represents an increase of approximately $115,000 from the fiscal year 2007- 08 amended budget of $16.6 million. Debt service payments are made from various City and Agency Funds in accordance with the legal documents governing each borrowing. Present debt is in the form of Certificates of Participation, Pension Obligation Bonds, Long Term Notes, Lease-Purchase Obligations, Tax Allocation Refunding Bonds, and Tax Allocation Bonds. Debt has been issued by the City to finance a wide variety of projects, including the construction of the new Public Works Center and the new Police Facility, parking facilities, refurbishment of the Chula Vista Shopping Mall, property acquisitions, building remodeling, and equipment and software acquisition. Annual debt service costs are borne primarily by the General Fund, with the exception of the Tax Allocation Refunding Bonds and the Tax Allocation Bonds, which are funded by property tax increment revenues in the Redevelopment Agency. To follow is a brief description of the debt service funds. Fund 441 - 1994 Pension Obliqation Bonds The 1994 Pension Obligation Bonds in the amount of $16,786,532 were issued to provide funds to pay the City's unfunded liability in the California Public Employees Retirement System. The bonds are a debt of the City General Fund and the City is obligated by Retirement Law to make the bond payments without specification of funds. The term of the bonds is through fiscal year 2011-12. 361 Fund 442 - CDBG Section 108 Loan In June of 2007, the City received a loan of $9.5 million from the U.S. Department of Housing and Urban Development (HUD), under the Section 108 program. These funds will be repaid with a portion of the City's annual CDBG allocation, over the next 20 years. The funds will be used for the 'Castle Park Infrastnucture Project'. The Section 108 loan is an 'advance' of future CDBG entitlement funds, and, as such, is repaid with a portion of the City's annual entitlement. Fund 446 - Notes Pavable Adamo A January 1994 note payable for $370,000 to Mr. and Mrs. Adamo as part of the purchase price for property located adjacent to the Civic Center. The term of the note is twenty years. Fund 448 - 2000 Certificates of Participation Series A This Certificate of Participation Series A of 2000 in the amount of $25,255,000. Certificates were issued to provide funds to improve the City's 800 MHZ emergency communication system and to construct and improve the City's Corporation Yard. The term of the Certificates is through the year 2020. Fund 449 - San Diego Countv Regional Communication Svstems On March 7, 2000, the Chula Vista City Council authorized the City to join the San Diego County Regional Communications Systems (RCS). The City's portion of the infrastnucture is $2,809,405 plus financing costs. This is payable over a period of 14 years commencing on January 1, 2001 through January 1,2014. Fund 450 - 2002 Certificates of Participation - Police Facilitv Proiect In June 2002, the Public Financing Authority issued the 2002 COP in the amount of $60,145,000 to finance the construction of the City's new Police Headquarters. The source of repayment of the certificates is the lease payments to be made by the General Fund and PFDIF to the Public Financing Authority. The term of the certificates is through the year 2032. Fund 471 - 2003 Refunding Certificates of Participation In August 2004, the Public Financing Authority issued the 2003 COP in the amount of $11,320,000 to prepay the outstanding $7,215,000 principal balance of the 1993 Refunding Certificates of Participation and the outstanding $2,140,000 principal balance of the 1993 Certifications of Participation. The source of repayment of the certificates is the lease payments to be made by the City to the Public Financing Authority. The term of the certificates is through the year 2013. 362 Fund 472 - 2004 Certificates of Participation - Civic Center Proiect - Phase 1 In August 2004, the Public Financing Authority issued the 2004 COP in the amount of $37,240,000 to finance the construction and equipping of certain improvements to the Civic Center complex and to provide funds for infrastructure improvements in westem Chula Vista. The source of repayment of the certificates is the lease payments to be made by the General Fund and PFDIF to the Public Financing Authority. The term of the certificates is through the year 2034. Fund 473 - 2006 Certificates of Participation-Civic Center proiect Phase 2 In March 2006, the Public Financing Authority issued the 2006 COP in the amount of $20,325,000 to finance the construction and equipping of additional improvements to the Civic Center complex and for the renovation of the City's Nature Center. 363 364 DS - CITY FUNDS 440 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE -JULY l' -$13,853,602 -$14,193,384 -$14,674,461 -$14,650,361 EXPENDITURES Supplies and Services 0 2,475 2,475 2,500 Other Expenses 3,132,044 3,203,341 2,710,365 3,961,234 Transfers Out 0 0 626,896 48,201 TOTAL EXPENDITURES $3,132,044 $3,205,816 $3,339,736 $4,011,935 REVENUES Use of Money & Property 57 60 8 0 Transfers In 2,792,205 2,724,678 3,363,828 3,862,247 ESTIMATED TOTAL REVENUES $2,792,262 $2,724,739 $3,363,836 $3,862,247 NET FUND ACTIVITY ($339,782) ($481,077) $24,100 ($149,688) ENDING AVAILABLE FUND BALANCE' ($14,193,384) ($14,674,461) ($14,650,361) ($14,800,049) FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 441 1994 Pension Obligation Bond 2,148,435 2,272,435 2,371,755 2,462,913 442 COBG Section 108 Loan 0 0 0 787,058 446 Notes Payable Adamo Property 42,747 44,030 45,351 46,712 449 SO Co Regional Comm Systems 295,734 295,734 295,734 295,734 451 Long-term Advances OSF - City 645,128 593,617 626,896 419,518 TOTAL EXPENDITURES $3,132,044 $3,205,816 $3,339,736 $4,011,935 REVENUES 441 1994 Pension Obligation Bond 2,150,987 2,272,515 2,369,225 2,462,913 442 COBG Section 108 Loan 0 0 0 637,370 446 Notes Payable Adamo Property 42,748 44,030 45,351 46,712 449 SO Co Regional Comm Systems 295,739 295,739 295,742 295,734 451 Long-term Advances OSF - City 302,788 112,455 653,518 419,518 TOTAL REVENUES $2,792,262 $2,724,739 $3,363,836 $3,862,247 NET FUND ACTIVITY ($339,782) ($481,077) $24,100 ($149,688) "'Estimated Available Fund Balance 365 DS - CV PUBLIC FINANCING AUTHORITY FUND 470 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1" $11 ,784,225 $13,636,569 $13,038,806 $13,046,573 EXPENDITURES Supplies and Services 3,000 17,679 13,650 28,800 Other Expenses 9,934,181 10,694,159 10,577,323 10,512,247 Transfers Out 17,195,138 0 0 0 TOTAL EXPENDITURES $27,132,319 $10,711,838 $10,590,973 $10,541,047 REVENUES Use of Money & Property 479,242 613,855 335,439 0 Other Revenue 20,325,000 0 0 0 Transfers In 8,180,421 9,500,219 10,263,301 10,441,083 ESTIMATED TOTAL REVENUES $28,984,663 $10,114,075 $10,598,740 $10,441,083 NET FUND ACTIVITY $1,852,344 ($597,763) $7,767 ($99,964) ENDING AVAILABLE FUND BALANCE" $13,636,569 $13,038,806 $13,046,573 $12,946,609 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 448 2000 COP Ser A-Fin Project 2,122,782 2,124,500 2,125,672 1,868,484 450 2002 COP Police Facility Proj 3,908,821 3,913,746 3,916,471 3,916,846 471 2003 Refunding Cert of Part 1,621,605 1,468,900 1,296,875 1,076,825 472 2004 COP Civ Ctr Proj Phase I 1,630,329 2,399,964 2,394,402 2,400,393 473 2006 COP Civ Ctr Proj Phase 2 17,848,782 804,728 857,553 1,278,499 TOTAL EXPENDITURES $27,132,319 $10,711,838 $10,590,973 $10,541,047 REVENUES 448 2000 COP Ser A-Fin Project 2,523,471 2,190,904 1,998,865 1,768,520 450 2002 COP Police Facility Proj 4,151,740 4,034,826 3,795,188 3,916,846 471 2003 Refunding Cert of Part 1,661,248 1,480,438 1,333,276 1,076,825 472 2004 COP Civ Ctr Proj Phase I 322,458 2,366,414 2,470,788 2,400,393 473 2006 COP Civ Ctr Proj Phase 2 20,325,746 41,492 1,000,623 1,278,499 TOTAL REVENUES $28,984,663 $10,114,075 $10,598,740 $10,441,083 NET FUND ACTIVITY $1,852,344 ($597,763) $7,767 ($99,964) *Estimated Available Fund Balance 366 T1 - OTHER FUNDS en o )> r -< m )> ;0 I'V o o CD PROPOSED BUDGET 367 OTHER FUNDS The funds included in this section include miscellaneous Special Revenue and Internal Service funds. Special Revenue Funds are used to account for proceeds derived from specific revenue sources, which are legally restricted to expenditures for special purposes. Internal Service Funds are used to finance and account for goods, special activities, and services performed by one City department for other City departments on a cost reimbursement basis. Internal Service Funds account for the activities of centralized vehicle and equipment maintenance, worker's compensation, and insurance. To follow is a brief description of special revenue funds. TRANSPORTATION FUNDS Included in this group are the following funds: Fund 221 - Gas Tax This fund accounts for the receipt and expenditure of all monies received from the State under Street and Highway Code Sections 2106, 2107, 2107.5. The allocations must be spent for street maintenance or construction and a limited amount for engineering. Historically, these monies were deemed highly restrictive insofar as expenditure, but with adoption of AB1502 effective January 1, 1978 most of the money can be used for any street purpose. In the past the total revenue received has been expended on a 50-50 basis, i.e. about one-half of the money for road construction and the other half for maintenance. While such a policy is desirable, greater utilization of the fund for street maintenance and other street related operation costs is possible. 369 Fund 225 - Traffic Siqnal Fee This fund accounts for the receipt and expenditure of fees collected from private developers for financing and I or installation of new traffic signals, as required by City of Chula Vista Council Policy 478-01 Fund 227 - Transportation Sales Tax This fund was established to account for the receipt and disbursement of all transportation sales tax (TransNet) revenues for the City. In November 1987, San Diego County voters first approved the Transportation Program (TransNet). In November of 2004, voters approved a 40-year extension of the program, which funds transportation improvements throughout the region via a half-cent local sales tax. The City's allocation of regional funds is based upon population and the number of local street and road miles maintained by the City. PARKING FUNDS Included as part of this group are the following funds: Fund 241 - Parkinq Meter Parking Meter Fund revenues are generated through two sources: coin deposits from parking meters located in the downtown area, and parking citation payments for expired meter violations. These funds pay for the coin collection and maintenance of the meters, the parking enforcement staff that monitors the downtown area, and general upkeep and sign age of the downtown parking lots. Fund 243 - Town Centre I Parkinq This fund is used to account for revenues from an in-lieu parking fee. This in-lieu parking fee applies to any developer of a new commercial building or addition to an existing commercial building within the Downtown Parking District. Use of monies in this fund is restricted to the purchase or development of parking sites. 370 PUBLIC SAFETY FUNDS Included in this group are the following funds: Fund 245 - Traffic Safetv This fund is a depository for all monies derived from vehicle code fines, excluding parking violations. The fines are collected through the County court system and remitted to the City monthly. These monies may be expended only for traffic control devices and equipment and maintenance thereof or for the maintenance, improvement or construction of public streets. Fund 251 - Supplemental Law Enforcement Services This fund accounts for the Supplemental Law Enforcement grant funds awarded to the Police Department; these funds can be used to supplement general fund appropriations for Police related personnel, overtime, and equipment expenditures. Fund 252 - Police Department Grants This fund includes the California Border Alliance Group (CBAG) and miscellaneous police grants. CBAG is funded with federal funds. While CBAG employees are technically City of Chula Vista employees they do not work in the City of Chula Vista nor do they provide direct services for the City of Chula Vista; the City serves only as a fiscal agent for CBAG. Fund 254 - Local Law Enforcement Block Grant Funds This fund accounts for federal Justice Assistance Grant funds awarded to the Police Department; these funds can be used to supplement general fund appropriations for Police related personnel, overtime, and equipment expenditures. Fund 256 - Asset Seizure This fund is a depository for assets seized under Federal statutes through the process of "equitable sharing" of drug money and real property. By law these funds may only be used for law enforcement purposes and are intended to supplement, not supplant, existing funds. 371 LIBRARy/CULTURAL ARTS FUNDS Included in this group are the following funds: Fund 261 - California Librarv Service Act The California Library Services Act (CLSA) helps public libraries provide coordinated reference services and provides reimbursement for interlibrary loans of materials and loans to nonresident borrowers through the Transaction Based Reimbursement program, also known as the Direct Loan program. The Chula Vista Public Library participates in the Universal Borrowing provision of CLSA that reimburses the City for any over-the-counter loan service to the residents of all other California public library jurisdictions (Direct Loan). The Interlibrary Loan program reimburses the City for handling costs when books are lent to other California libraries. Fund 262 - Public Librarv Foundation Fund The Public Library Foundation Act (PLF) is a funding formula under which the State contributes funding for basic local library services, under specified conditions, to assure the availability to every resident of the state an adequate level of public library service regardless of the taxable wealth of the local jurisdiction providing the service. The legislation provides that to every library jurisdiction which allocates to its public library at least as much local funding as it had the previous year, the state will award a dollar amount equal to the proportional share of the total amount allocated for the Public Library Foundation program based on the population of the library's service area as certified by the State Librarian for that fiscal year. The annual funding is dependent upon appropriations made by the legislature and the Governor. Fund 267 - McCandliss Awards The Gayle McCandliss Fund was established in 1991 shortly after she passed away. Consistent with her wishes, it was established as a perpetual fund to recognize and provide monetary support or recognition to individuals or groups who make substantial contribution to the arts in the City of Chula Vista. SUNDRY GRANT FUNDS Included as part of this group are the following funds: Fund 268 - State Recreation Grants 372 This fund was established to account for the receipt and disbursement of all State Recreation Grants received by the City. Fund 272 - Federal Grants Fund This fund was established to account for the receipt and disbursement of all Federal Grants received by the City Fund 273 - State Grants Fund This fund was established to account for the receipt and disbursement of all State Grants received by the City (excluding Recreation related grants). ENVIRONMENTAL SERVICES AND CONSERVATION FUNDS Included as part of this group are the following funds: Fund 281 - Waste Manaqement and Recyclinq Revenue for the Waste Management fund is generated by a variety of grants which are used to implement, operate and educate the public on waste diversion, recycling, environmental actions and impacts. Current grant programs include litter reduction and bottle and can recycling programs; a regional used motor oil and oil filter recycling program; regional household hazardous waste program, regional universal waste program, and a regional needles and sharps disposal program. Fund 282 - Environmental Services The Environmental Services fund is a depository for revenue that is generated primarily by a 5% surcharge (AB 939 fees) applied to the refuse rates for residential and commercial customers. The surcharge is authorized by the State to recover the costs of developing and implementing source reduction, recycling, and composting programs that are implemented to meet the State mandate to divert 50% of all waste generated annually in the City from landfills. The fund also includes two annual flat fees paid by the franchise hauler under the franchise agreement to cover litter container costs and to support the programs public education and enforcement service costs. Fund 285 - Enerqy Conservation Fund Revenue for the Energy Conservation fund is generated by grants and inter-agency agreements for specific energy conservation projects. For fiscal year 2008-2009, the energy 373 conservation fund reflects the budget for the SDG&E energy conservation grant. This grant funds energy conservation programs for local residents, businesses, and City operations that reduce the amount of natural gas and electricity consumed. COMMUNITY DEVELOPMENT BLOCK GRANT FUNDS These funds are depositories of grant entitlement monies received from the Department of Housing and Urban Development including funds 311, 312, 314, 321, 323, and 325. The purpose of these monies is for community development projects; eligible activities include those that: Benefit low and moderate income people. Eliminate slums and blight Alleviate conditions posing a serious health and/or safety hazard. OPEN SPACE DISTRICT FUNDS These funds are a depository for all monies received for all flat rate property tax assessments levied against benefiting property owners for all maintenance of open space areas. Included in this group are funds 342 through 389. The total assessment amount for each Open Space District is calculated each year based upon the cost of providing services within the district. This assessment rate is limited to the prior year's amount, increased by the lesser of two local indexes. It has recently become evident that these indexed increases are not effectively keeping pace with the actual costs of providing these services to the property owners. In the next two years, staff will look at potential solutions, including both possible cost savings and increased assessment revenues. It is staffs intention to proactively address this concern while minimizing any impact on property owners. STORM DRAIN FUND Fund 301 - Storm Drain Revenue Storm Drain Revenue Fund is a depository for all monies collected from the monthly storm drain service charge, in accordance with Chapter 14.16 of the Chula Vista Municipal Code. Monies in this fund may be used for storm drain purposes. 374 To follow is a brief description of the internal service funds. Fund 231 - Workers Compensation This fund is a depository for contributions made from the General Fund to pay for annual costs related to workers' compensation liabilities including the provision of an appropriate reserve to pay uninsured claims costs. The City is self-insured for amounts up to $1.0 million per claim. The amount of the reserve and the required annual transfer is determined by the Director of Finance, based on experience and consultation with the Risk Manager. Fund 341 Public Liabilitv Trust Fund This fund is a depository for contributions made from the General Fund to provide an appropriate reserve level to pay for uninsured and deductibles for public liability losses. The City is self-insured for amounts up to $250,000 per claim. Fund 232 Flexible Spendina Account This fund is used to account for employee health, medical, and dependent care benefits. 375 376 TRANSPORTATION FUNDS 220 FUND SUMMARY FY 2005.06 FY 2006.07 FY 2007.08 FY 2008.09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE. JULY 1" $17,974,979 $18,890,816 $19,389,239 $1,900,933 EXPENDITURES Other Expenses 5,831 95,888 51,646 15,009 Transfers Out 3,869,748 4,176,440 4,274,136 4,269,538 CIP Project Expenditures 5,823,071 4,152,682 28,246,717 4,053,287 TOTAL EXPENDITURES $9,698,650 $8,425,010 $32,572,499 $8,337,834 REVENUES Other Local Taxes 4,200,000 3,210,000 9,171,000 4,577,000 Use of Money & Property 526,006 875,066 1,037,182 0 Revenue from Other Agencies 3,971,169 4,143,109 4,109,022 4,142,716 Charges for Services 1,895,618 683,742 766,989 551,241 Other Revenue 0 11,517 0 0 Transfers In 21,694 0 0 0 ESTIMATED TOTAL REVENUES $10,614,487 $8,923,434 $15,084,193 $9,270,957 NET FUND ACTIVITY $915,837 $498,423 ($17,488,306) $933,123 ENDING AVAILABLE FUND BALANCE" $18,890,816 $19,389,239 $1,900,933 $2,834,056 FUND DETAIL FY 2005.06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 221 Gas Tax 4,909,162 4,972,162 4,538,784 4,093,590 222 Federal Aid to Urban 1,583 0 0 0 225 Traffic Signal 989,404 1,138,015 4,402,769 (352,751 ) 226 CMAQlTraffic Signal (2,006) 0 0 0 227 Transportation Sales Tax 3,800,507 2,314,833 23,630,946 4,596,995 TOTAL EXPENDITURES $9,698,650 $8,425,010 $32,572,499 $8,337,834 REVENUES 221 Gas Tax 4,046,906 4,115,295 4,119,522 4,142,716 222 Federal Aid to Urban 0 0 0 0 225 Traffic Signal 2,020,147 962,200 954,777 551,241 226 CMAQ/Traffic Signal (13,201) 105 0 0 227 Transportation Sales Tax 4,560,635 3,845,834 10,009,894 4,577,000 TOTAL REVENUES $10,614,487 $8,923,434 $15,084,193 $9,270,957 NET FUND ACTIVITY $915,837 $498,423 ($17,488,306) $933,123 *Estimated Available Fund Balance 377 PARKING FUNDS 240 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1* $126,249 $159,034 $169,017 $198,915 EXPENDITURES Personnel Services 81,407 18,937 24,992 34,670 Supplies and Services 14,204 17,079 15,371 26,613 Other Expenses 213,044 266,725 281,620 277,365 Utilities 16,797 16,696 17,450 24,504 Transfers Out 2,630 2,264 1,358 127 CIP Project Expenditures 0 0 10,288 202,996 TOTAL EXPENDITURES $328,082 $321,702 $351,079 $566,276 REVENUES Licenses and Permits 34,083 24,729 30,500 37,000 Fines, Forfeitures, Penalties 59,668 60,047 79,683 76,053 Use of Money & Property 265,208 246,909 255,794 248,719 Other Revenue 0 0 15,000 0 Transfers In 1,908 0 0 0 ESTIMATED TOTAL REVENUES $360,867 $331,684 $380,977 $361,772 NET FUND ACTIVITY $32,785 $9,983 $29,898 ($204,504) ENDING AVAILABLE FUND BALANCE* $159,034 $169,017 $198,915 ($5,589) FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 241 Parking Meter 328,082 321,702 340,791 554,140 243 Town Centre I-Parking District 0 0 10,288 12,136 TOTAL EXPENDITURES $328,082 $321,702 $351,079 $566,276 REVENUES 241 Parking Meter 360,135 330,335 364,643 361,772 243 Town Centre I-Parking District 732 1,349 16,334 0 TOTAL REVENUES $360,867 $331,684 $380,977 $361,772 NET FUND ACTIVITY $32,785 $9,983 $29,898 ($204,504) "Estimated Available Fund Balance 378 PARKING FUNDS 240 STAFFING SUMMARY - 241 FY 2007-08 FY 2007-08 FY 2008-09 FY 2008-09 BUDGET CATEGORY ADOPTED MIDYEAR AMENDED PROPOSED TOTAL AUTHORIZED POSITIONS 0.50 - - 0.50 Parking Meter Technician 0.50 0.50 379 , PUBLIC SAFETY FUNDS 250 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1" $291,727 $279,197 $656,916 $1,165,356 EXPENDITURES Personnel Services 0 3,407 2,490,359 2,534,498 Supplies and Services 0 102,725 124,220 82,967 Other Expenses 591,517 3,913 2,032 0 Capital 0 49,654 61,330 100,125 Transfers Out 748,844 866,885 673,134 654,140 TOTAL EXPENDITURES $1,340,361 $1,026,583 $3,351,075 $3,371,730 REVENUES Fines, Forfeitures, Penalties 517,504 842,214 784,180 532,920 Use of Money & Property 14,654 36,080 47,266 0 Revenue from Other Agencies 795,673 426,009 3,028,069 2,868,952 Other Revenue 0 100,000 0 0 ESTIMATED TOTAL REVENUES $1,327,831 $1,404,302 $3,859,515 $3,401,872 NET FUND ACTIVITY ($12,530) $377,719 $508,440 $30,142 ENDING AVAILABLE FUND BALANCE" $279,197 $656,916 $1,165,356 $1,195,498 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 245 Traffic Safety 527,984 513,600 534,144 534,140 251 Suppllaw Enforcement Services 465,923 0 0 0 252 Police Department Grants 0 93,724 2,550,940 2,606,404 254 Local Law Enf Block Grant 125,594 65,974 127,001 11,061 256 Asset Seizure 220,860 353,285 138,990 220,125 TOTAL EXPENDITURES $1,340,361 $1,026,583 $3,351,075 $3,371,730 REVENUES 245 Traffic Safety 518,759 850,149 801,240 532,920 251 Suppl Law Enforcement Services 493,610 22,840 29,646 0 252 Police Department Grants 749 192,975 2,550,940 2,640,766 254 Local Law Enf Block Grant 122,345 101,467 127,001 11,061 256 Asset Seizure 192,368 236,871 350,688 217,125 TOTAL REVENUES $1,327,831 $1,404,302 $3,859,515 $3,401,872 NET FUND ACTIVITY ($12,530) $377,719 $508,440 $30,142 *Estimated Available Fund Balance 380 PUBLIC SAFETY FUNDS 250 STAFFING SUMMARY - 252 FY 2007-08 FY 2007-08 FY 2008-09 FY 2008-09 BUDGET CATEGORY ADOPTED MIDYEAR AMENDED PROPOSED CBAG Administrative Analyst II CBAG Analyst CBAG Budget Manager CBAG Deputy Executive Director CBAG Director Of SO LECC CBAG Executive Assistant CBAG Executive Director CBAG Graphic DesignerlWebmaster CBAG Lead Programmer Analyst CBAG Management Assistant CBAG Meth Strike Force Coordinator CBAG Micro Computer Specialist CBAG Network Administrator I CBAG Network Manager CBAG Program Analyst CBAG Program Manager CBAG RCFL Network Engineer 100 100 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 (100) 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 TOTAL AUTHORIZED POSITIONS 21.00 - (1.00) 20.00 381 LIBRARY jCUl TURAl ARTS FUNDS 260 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE -JULY 1" $78,238 $203,391 $391,740 $198,091 EXPENDITURES Personnel Services 5,652 9,252 0 0 Supplies and Services 30,894 8,294 0 400 Other Expenses 4,700 1,200 1,200 1,200 Transfers Out 145,259 199,124 31,110 25,000 CIP Project Expenditures 0 0 330,485 102,644 TOTAL EXPENDITURES $186,505 $217,870 $362,795 $129,244 REVENUES Use of Money & Property 5,349 17,089 18,866 0 Revenue from Other Agencies 305,409 388,230 149,380 134,000 Other Revenue 900 900 900 900 ESTIMATED TOTAL REVENUES $311,658 $406,219 $169,146 $134,900 NET FUND ACTIVITY $125,153 $188,349 ($193,649) $5,656 ENDING AVAILABLE FUND BALANCE" $203,391 $391,740 $198,091 $203,747 FUND DETAil FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 261 California Library Service Act 92,817 88,216 359,595 127,644 262 Public Library Act 84,988 128,454 2,000 0 265 CA Dept of Education Sect. 321 7,500 0 0 0 267 McCandliss Cultural Arts 1,200 1,200 1,200 1,600 TOTAL EXPENDITURES $186,505 $217,870 $362,795 $129,244 REVENUES 261 California Library Service Act 216,878 272,320 167,428 134,000 262 Public Library Act 85,930 130,302 50 0 265 CA Dept of Education Sect. 321 7,500 1,875 0 0 267 McCandliss Cultural Arts 1,350 1,722 1,668 900 TOTAL REVENUES $311,658 $406,219 $169,146 $134,900 NET FUND ACTIVITY $125,153 $188,349 ($193,649) $5,656 *Estimated Available Fund Balance 382 SUNDRY GRANT FUNDS 270 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY l' $53,432 $249,180 -$692,120 -$627,910 EXPENDITURES Personnel Services 0 0 144,581 28,730 Supplies and Services 0 143,801 200,000 104,734 Other Expenses 0 230,664 0 0 Capital 0 45,346 24,085 0 CIP Project Expenditures 1,024,840 975,547 1,505,949 (110,000) TOTAL EXPENDITURES $1,024,840 $1,395,358 $1,874,615 $23,464 REVENUES Use of Money & Property 0 (37) 0 0 Revenue from Other Agencies 408,213 454,094 1,915,001 621,374 Other Revenue 668,906 0 23,824 0 Transfers In 143,469 0 0 0 ESTIMATED TOTAL REVENUES $1,220,588 $454,058 $1,938,825 $621,374 NET FUND ACTIVITY $195,748 ($941,300) $64,210 $597,910 ENDING AVAILABLE FUND BALANCE' $249,180 ($692,120) ($627,910) ($30,000) FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 268 State Recreation Grants 1,024,840 975,547 1,193,074 (140,000) 272 Federal Grants Fund 0 174,906 168,666 133,464 273 State Grants Fund 0 244,905 512,875 30,000 TOTAL EXPENDITURES $1,024,840 $1,395,358 $1,874,615 $23,464 REVENUES 268 State Recreation Grants 1,220,588 147,442 1,144,088 487,910 272 Federal Grants Fund 0 129,560 214,012 133,464 273 State Grants Fund 0 177,055 580,725 0 TOTAL REVENUES $1,220,588 $454,058 $1,938,825 $621,374 NET FUND ACTIVITY $195,748 ($941,300) $64,210 $597,910 *Estimated Available Fund Balance 383 CONSERVATION FUNDS 280 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1" $15,184 $117,903 -$152,073 $0 EXPENDITURES Personnel Services 27,489 93,985 232,822 517,300 Supplies and Services 235,234 277,446 398,198 1,494,392 Other Expenses 12,867 15,559 146,153 299,621 Utilities 0 0 771 627 Transfers Out 0 0 0 84,042 CIP Project Expenditures 0 51,909 872,179 0 TOTAL EXPENDITURES $275,590 $438,899 $1,650,123 $2,395,982 REVENUES Use of Money & Property (111) 1,388 0 0 Revenue from Other Agencies 365,553 167,535 1,728,837 1,333,212 Charges for Services 0 0 0 850,400 Other Revenue 12,867 0 73,359 217,400 ESTIMATED TOTAL REVENUES $378,309 $168,923 $1,802,196 $2,401,012 NET FUND ACTIVITY $102,719 ($269,976) $152,073 $5,030 ENDING AVAILABLE FUND BALANCE" $117,903 ($152,073) $0 $5,030 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 281 Waste Management & Recycling 239,520 225,291 281,217 476,120 282 Environmental Services Fund 0 0 0 1,062,992 285 Energy Conservation 36,070 213,607 1,368,906 856,870 TOTAL EXPENDITURES $275,590 $438,899 $1,650,123 $2,395,982 REVENUES 281 Waste Management & Recycling 345,978 (42,696) 436,337 476,342 282 Environmental Services Fund 0 0 0 1,067,800 285 Energy Conservation 32,331 211,619 1,365,859 856,870 TOTAL REVENUES $378,309 $168,923 $1,802,196 $2,401,012 NET FUND ACTIVITY $102,719 ($269,976) $152,073 $5,030 "Estimated Available Fund Balance 384 CONSERVATION FUNDS 280 STAFFING SUMMARY - 282 FY 2007-08 FY 2007-08 FY 2008-09 FY 2008-09 BUDGET CATEGORY ADOPTED MIDYEAR AMENDED PROPOSED Environmental Services Program Manager Recycling Specialist II 1.00 2.00 1.00 2.00 TOTAL AUTHORIZED POSITIONS - 3.00 - 3.00 385 STORM DRAIN REVENUE FUND 301 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE -JULY l' $902,755 -$87,917 $84,354 -$94,719 EXPENDITURES Supplies and Services 144,417 185,354 420,961 256,850 Other Expenses 31,000 0 0 0 Utilities 3,092 2,266 0 1,000 Transfers Out 1,518,225 311,837 440,098 290,548 CIP Project Expenditures 19,749 0 115,569 0 TOTAL EXPENDITURES $1,716,483 $499,457 $976,628 $548,398 REVENUES Licenses and Permits 190,989 115,163 51,372 138,945 Fines, Forfeitures, Penalties 3,500 9,300 17,700 0 Use of Money & Property 9,734 (1,095) 2,088 0 Charges for Services 519,356 548,360 726,395 441,715 Transfers In 2,232 0 0 0 ESTIMATED TOTAL REVENUES $725,811 $671,728 $797,555 $580,660 NET FUND ACTIVITY ($990,672) $172,271 ($179,073) $32,262 ENDING AVAILABLE FUND BALANCE' ($87,917) $84,354 ($94,719) ($62.457) *Estimated Available Fund Balance 386 COMM DEV BLOCK GRANT FUNDS 320 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1. -$2,324,812 -$1,104,845 $865,499 $813,178 EXPENDITURES Supplies and Services 54,712 14,243 9,300 65,349 Other Expenses 1,085,456 467,206 1,306,821 445,400 Capital 0 0 0 400,000 Transfers Out 233,234 9,501 2,500 679,124 CIP Project Expenditures 2,510,634 1,288,716 11,979,984 385,423 Non-CIP Project Expenditures 1,164,928 772,753 857,616 452,882 TOTAL EXPENDITURES $5,048,964 $2,552,418 $14,156,221 $2,428,178 REVENUES Use of Money & Property 23,4 79 10,609 67,255 0 Revenue from Other Agencies 6,245,377 4,206,565 14,036,645 2,968,482 Other Revenue 75 1,053 0 0 Transfers In 0 304,534 0 0 ESTIMATED TOTAL REVENUES $6,268,931 $4,522,761 $14,103,900 $2,968,482 NET FUND ACTIVITY $1,219,967 $1,970,344 ($52,321 ) $540,304 ENDING AVAILABLE FUND BALANCE. ($1,104,845) $865,499 $813,178 $1,353,482 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 311 CDBG Housing Program 999 1,124 2,500 499,400 312 Job Hsg Ballncentive Grt Prog 1,660,178 1,053 0 0 314 Emergency Shelter Grant Prog 166,677 86,318 88,095 88,169 321 Home Program 96,909 204,696 1,188,000 96,997 323 CDBG Sec 108 Loan Fund 0 0 0 0 325 CDBG Program - Income Projects 733,645 8,377 10,150 0 333 FY2000 Comm Dev Block Grant 2,390,556 2,250,849 12,867,476 1,743,612 TOTAL EXPENDITURES $5,048,964 $2,552,418 $14,156,221 $2,428,178 REVENUES 311 CDBG Housing Program 1,413 30,142 0 225,582 312 Job Hsg Ballncentive Grt Prog 1,652,061 9,190 0 0 314 Emergency Shelter Grant Prog 165,531 90,458 88,095 88,169 321 Home Program 1,951,008 2,289,126 1,136,221 906,542 323 CDBG Sec 108 Loan Fund 0 0 0 0 325 CDBG Program - Income Projects 20,658 (1,323) 2,242 0 "Estimated Available Fund Balance 387 COMM DEV BLOCK GRANT FUNDS 320 333 FY2000 Comm Dev Block Grant TOTAL REVENUES NET FUND ACTIVITY "Estimated Available Fund Balance 2,478,260 $6,268,931 $1,219,967 388 2,105,169 $4,522.761 $1,970,344 12,877,342 $14,103,900 ($52,321 ) 1,748,189 $2,968,482 $540,304 COMM DEV BLOCK GRANT FUNDS 320 NON-CIP PROJECTS DETAIL FY 2008.09 HOUSING CDBG PROPOSED ADDI . First Time Homebuyer Program Caring Neighbors - Home Repair Casa Neuva Vida Community Access Program CV Beacon Center - Youth Prevention and Diversion CV Boys and Girls Club. Youth Prevention and Diversion CV PAL - Youth Prevention and Diversion Fair Housing Services Family Resource Center Family Violence Treatment Program HVAC Project Interfaith Shelter Network KidCare Express III Mobile Medical Unit Project Hand Regional Task Force on the Homeless Rehabilitation Services SBCS - Youth Prevention and Diversion South Bay Adult Day Health Care Center Transportation South Bay Family YMCA. Youth Prevention and Diversio Therapeutic Recreation Services Thursday's Meal WizKidz Program NON-CIP PROJECTS TOTAL 389 $7,048 $0 $83,769 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $90,817 $0 $20,000 $0 $11,000 $7,783 $14,413 $5,000 $35,000 $35,000 $34,000 $30,000 $10,350 $27,000 $7,380 $1,000 $3,500 $39,550 $11,000 $29,854 $17,936 $10,000 $12,299 $362,065 $7,048 $20,000 $83,769 $11,000 $7,783 $14,413 $5,000 $35,000 $35,000 $34,000 $30,000 $10,350 $27,000 $7,380 $1,000 $3,500 $39,550 $11,000 $29,854 $17,936 $10,000 $12,299 $452,882 OPEN SPACE DISTRICT FUNDS 350 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE. JULY 1" $8,544,306 $9,587,870 $10,922,948 $9,463,779 EXPENDITURES Supplies and Services 2,949,658 3,464,640 5,211,117 6,346,920 Other Expenses 1,425,135 1,468,208 1,733,025 1,803,948 Utilities 987,078 1,238,310 1,941,177 2,209,035 Transfers Out 74,595 0 0 0 TOTAL EXPENDITURES $5,436,466 $6,171,159 $8,885,319 $10,359,903 REVENUES Use of Money & Property 244,179 483,663 489,158 0 Other Revenue 6,235,851 7,022,574 6,936,992 10,359,903 ESTIMATED TOTAL REVENUES $6,480,030 $7,506,237 $7,426,150 $10,359,903 NET FUND ACTIVITY $1,043,564 $1,335,078 ($1,459,169) $0 ENDING AVAILABLE FUND BALANCE" $9,587,870 $10,922,948 $9,463,779 $9,463,779 FUND DETAIL FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND # FUND DESCRIPTION ACTUAL ACTUAL PROJECTED PROPOSED EXPENDITURES 342 CFD 11-M RHR McMillin 3,009 28,739 76,155 56,174 343 CFD 12-M Vlg7 0 3,360 200,596 414,000 344 CFD 13-M Vlg2 0 0 6,000 4,050 345 CFD 12M - OR Village 7 0 3,360 4,200 477,836 351 Town Centre Landscaping Dist I 0 0 0 0 352 Bay Blvd Landscaping Dist 8,095 9,064 8,000 15,377 353 Eastlake Maintenance Dist #1 221,122 204,123 266,671 231,571 354 Open Space District #1 59,536 53,502 64,535 68,617 355 Open Space District #2 12,557 11,663 13,468 14,781 356 Open Space District #3 45,113 57,928 52,983 44,254 357 Open Space District #4 68,056 69,613 79,337 86,375 358 Open Space District #5 28,616 29,269 37,225 40,217 359 Open Space District #6 18,556 17,632 20,794 22,670 361 Open Space District #7 13,045 17,237 13,759 13,258 362 Open Space District #8 52,418 57,024 59,369 63,878 363 Open Space District #9 60,143 60,055 72,728 59,037 364 Open Space District #10 63,993 69,822 73,445 78,962 365 Open Space District #11 120,688 113,392 130,749 150,518 366 Open Space District #13 0 0 0 0 *Estimated Available Fund Balance 390 OPEN SPACE DISTRICT FUNDS 350 367 Open Space District #14 263,505 262,580 319,945 339,280 368 Open Space District #15 16,762 13,190 18,725 21,188 369 Open Space District #17 4,617 3,652 3,207 3,478 371 Open Space District #18 107,245 99,165 117,417 121,152 372 Open Space District #20 998,276 1,001,323 1,135,273 1,173,652 373 Open Space District #23 44,691 53,979 50,768 58,720 374 Open Space District #24 19,962 18,085 24,407 25,571 375 Open Space District #26 7,863 7,183 7,404 9,104 376 Open Space District #31 83,755 83,775 108,006 117,060 377 Open Space District #33 0 0 0 0 378 CFD 07M-Eastlk 1\ Woods, Vista 188,992 355,193 462,692 591,781 379 CFD 08M-Vlg 6 McM & Oty Ranc 334,115 571,742 873,464 958,664 380 CFD 09M OR Vlg 1\ 231,074 397,610 788,474 920,056 381 CFD 09M-OR Vlg 1\ Brookfld She 0 0 0 0 382 CFD 99-2 Otay Ranch Vlg 1 We 444,396 462,664 732,472 737,002 383 Town Ctr Business Imprv Distr 0 0 0 0 386 Otay Ranch Acquisition Dist 44,406 139,852 135,679 450,000 387 CFD 98-3 Sunbow 2 662,496 737,067 878,891 991,464 388 Comm Facility 97-1 (Otay Rnch) 1,146,007 1,067,648 1,939,532 1,895,650 389 Otay Ranch Village 1,2,6,7,12 63,357 90,668 108,949 104,506 TOTAL EXPENDITURES $5,436,466 $6,171,159 $8,885,319 $10,359,903 REVENUES 342 CFD 11-M RHR McMillin 29,267 31,151 6,345 56,174 343 CFD 12-M VIg7 0 386,852 295,492 414,000 344 CFD 13-M VIg2 0 0 36,579 4,050 345 CFD 12M - OR Village 7 0 332,246 146,491 477,836 351 Town Centre Landscaping Distl 557 1,051 1,042 0 352 Bay Blvd Landscaping Dist 15,613 20,295 17,773 15,377 353 Eastlake Maintenance Dist #1 261,077 258,618 252,981 231,571 354 Open Space District #1 66,391 58,585 72,887 68,617 355 Open Space District #2 12,457 12,958 13,512 14,781 356 Open Space District #3 43,090 45,816 48,440 44,254 357 Open Space District #4 76,606 77,311 81,288 86,375 358 Open Space District #5 36,820 29,552 44,689 40,217 359 Open Space District #6 18,736 19,182 27,502 22,670 361 Open Space District #7 12,586 13,368 13,281 13,258 362 Open Space District #8 56,801 63,924 65,154 63,878 363 Open Space District #9 60,857 63,301 62,927 59,037 364 Open Space District #1 0 69,665 74,889 73,396 78,962 365 Open Space District #11 104,520 99,022 147,125 150,518 366 Open Space District #13 14 14 22 0 367 Open Space District #14 304,613 316,733 314,391 339,280 368 Open Space District #15 15,289 14,966 20,527 21,188 369 Open Space District #17 4,752 3,864 5,074 3,478 *Estimated Available Fund Balance 391 OPEN SPACE DISTRICT FUNDS 350 371 Open Space District #18 114,960 88,165 91,972 121,152 372 Open Space District #20 1,107,180 934,667 916,090 1,173,652 373 Open Space District #23 45,631 49,592 44,897 58,720 374 Open Space District #24 22,707 19,203 21,138 25,571 375 Open Space District #26 5,625 7,952 9,064 9,104 376 Open Space District #31 95,989 79,151 87,805 117,060 377 Open Space District #33 0 0 0 0 378 CFD 07M-Eastlk II Woods, Vista 225,409 167,043 227,810 591,781 379 CFD 08M-Vlg 6 McM & Oty Ranc 362,540 295,971 409,116 958,664 380 CFD 09M OR Vlg II 829,902 500,122 423,767 920,056 381 CFD 09M-OR Vlg II Brookfld She 0 0 0 0 382 CFD 99-2 Otay Ranch Vlg 1 We 59,214 591,456 546,988 737,002 383 Town Ctr Business Imprv Distr 642 (1,334) 145,412 0 386 Otay Ranch Acquisition Dist 63,100 63,329 329,470 450,000 387 CFD 98-3 Sunbow 2 500,985 879,696 847,729 991,464 388 Comm Facility 97-1 (Otay Rnch) 1,757,418 1,822,890 1,503,200 1,895,650 389 Otay Ranch Village 1,2,6,7,12 99,017 84,635 74,774 104,506 TOTAL REVENUES $6,480,030 $7,506,237 $7,426,150 $10,359,903 NET FUND ACTIVITY $1,043,564 $1,335,078 ($1,459,169) $0 *Estimated Available Fund Balance 392 WORKERS COMPENSATION FUND 231 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE. JULY l' $1,610,476 $1,432,008 $1,584,024 $1,597,281 EXPENDITURES Supplies and Services 580,239 683,414 664,072 539,840 Other Expenses 2,088,368 2,069,161 2,167,367 2,550,000 TOTAL EXPENDITURES $2,668,607 $2,752,575 $2,831,439 $3,089,840 REVENUES Other Revenue 2,490,139 2,904,591 2,844,696 2,821,917 ESTIMATED TOTAL REVENUES $2,490,139 $2,904,591 $2,844,696 $2,821,917 NET FUND ACTIVITY ($178,468) $152,016 $13,257 ($267,923) ENDING AVAILABLE FUND BALANCE' $1,432,008 $1,584,024 $1,597,281 $1,329,358 *Estimated Available Fund Balance 393 flEXIBLE SPENDING ACCOUNT FUND 232 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUOGET CATEGORY ACTUAL ACTUAL PROJECTEO PROPOSED AVAILABLE FUND BALANCE - JULY 1" $78,106 $71,249 $27,199 $20,564 EXPENDITURES Personnel Services 260,999 265,739 282,000 310,000 Supplies and Services 0 54,375 26,072 14,889 Capital 5,217 0 0 0 TOTAL EXPENDITURES $266,216 $320,114 $308,072 $324,889 REVENUES Other Revenue 259,359 276,064 301,437 310,000 ESTIMATED TOTAL REVENUES $259,359 $276,064 $301,437 $310,000 NET FUND ACTIVITY ($6,857) ($44,050) ($6,635) ($14,889) ENDING AVAILABLE FUND BALANCE" $71,249 $27,199 $20,564 $5,675 "Estimated Available Fund Balance 394 \ PUBLIC LIABILITY TRUST FUND 341 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1" $755,304 $755,304 $755,304 $45,304 EXPENDITURES Other Expenses 0 0 710,000 0 TOTAL EXPENDITURES $0 $0 $710,000 $0 NET FUND ACTIVITY $0 $0 ($710,000) $0 ENDING AVAILABLE FUND BALANCE" $755,304 $755,304 $45,304 $45,304 *Estimated Available Fund Balance 395 TECHNOLOGY REPLACEMENT FUND 393 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY l' $1,613,107 $642,939 $176,088 $0 EXPENDITURES Capital 556,418 734,677 179,307 0 Transfers Out 1,000,000 0 0 0 TOTAL EXPENDITURES $1,556,418 $734,677 $179,307 $0 REVENUES Use of Money & Property 46,550 (2,025) 3,219 0 Other Revenue 539,700 269,851 0 0 ESTIMATED TOTAL REVENUES $586,250 $267,826 $3,219 $0 NET FUND ACTIVITY ($970,168) ($466,851 ) ($176,088) $0 ENDING AVAILABLE FUND BALANCE' $642,939 $176,088 $0 $0 *Estimated Available Fund Balance 396 STORES INVENTORY FUND 395 FUND SUMMARY FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 BUDGET CATEGORY ACTUAL ACTUAL PROJECTED PROPOSED AVAILABLE FUND BALANCE - JULY 1" $43,496 $51,610 $45,191 $9,346 EXPENDITURES Other Expenses 153,147 130,713 110,000 0 Transfers Out 0 0 42,653 0 TOTAL EXPENDITURES $153,147 $130,713 $152,653 $0 REVENUES Use of Money & Property 1,277 2,331 2,878 0 Other Revenue 159,984 121,963 113,930 0 ESTIMATED TOTAL REVENUES $161,261 $124,294 $116,808 $0 NET FUND ACTIVITY $8,114 ($6,419) ($35,845) $0 ENDING AVAILABLE FUND BALANCE" $51,610 $45,191 $9,346 $9,346 *Estimated Available Fund Balance 397 398 " - PRO P 0 5 E D BUDGET en () )> r -< m )> ;0 I\J o o CD CAPITAL IMPROVEMENT PROGRAM Capital Improvement Program Summary Revenue Summary Expenditure Summary Capital Improvement Projects Summary 399 CAPITAL IMPROVEMENT PROGRAM SUMMARY To follow is the fiscal year 2008-09 Capital Improvement Program (CIP). The program outlined herein was developed with two main goals in mind. The first was to build upon the City's growing recognition of the need for additional commitment and funding for infrastructure preservation efforts. The second goal was to recognize the changing fiscal position of the City and downturn in development related capital revenues. While there are still several development related capital projects in the program, the overall CIP sought to balance both the types of projects and the geographical locations, particularly in eastern Chula Vista, where projects would occur to best meet the needs of the City and its residents, businesses and visitors. Significant funding is dedicated to on- going infrastructure rehabilitation projects. These include streets, sidewalks and sewers. In particular, street related rehabilitation projects are predominant in this program. These projects occur on a citywide basis and are part of a comprehensive process that the City performs every year to assess the most cost efficient manner to preserve and rehabilitate the City's streets. Last year, the City completed the implementation of a comprehensive pavement management system. All of the City's streets were inspected and rated based on a number of criteria. This system will form the basis for the development of future pavement rehabilitation projects. 401 CASTLE PARK CAPITAL IMPROVEMENT PROJECT SECll0N 106 lOAN IMPROVEMENTS /......." / NON-SECTION 108 IMPROVEMENfS / Art"" " / CENSUS TRACT AND BOUtol)ARY . + In addition to the street rehabilitation effort, the City continues to focus significant attention and resources on street improvements in western Chula Vista. A number of projects have been undertaken in the past four years including over $10 million of street rehabilitation projects as well as significant sidewalk improvements. That effort will continue and will also include the formation of assessment districts on a number of streets in the Castle Park neighborhood. During fiscal year 2006-07, the city successfully completed the process for obtaining a $9.5 million loan from the US Department of Housing and Urban Development for street improvements in the Castle Park neighborhood. Those loan proceeds became available to the City in June of 2008. A number of street improvement projects are moving forward including work on First Avenue between Naples Street and Palomar Street, Glenhaven Way west of First Avenue, Oxford Street between Third Avenue and First Avenue and Second Avenue between Naples Street and Palomar Street. Once these projects on the main streets in the neighborhood are completed, any remaining funds will be utilized on local streets in the neighborhood. While this focus on infrastructure continues, the City has also engaged in a large facility construction program. Since 2002, the City has undertaken over $63 million of new park and recreation facility construction. In FY 2007-08 the reconstruction of Otay Park was completed. It is anticipated that construction activities will commence on Mt. San Miguel Community Park and All 402 \ Seasons Park in San Miguel Ranch and Otay Ranch, respectively. Over 151 acres of new parkland and 58,000 square feet of new recreation center space will have been added between 2002 and the end of fiscal year 2007-08 The $50 million renovation of the Civic Center Complex is nearly complete. Phase 1, the new City Hall, opened on time in December of 2005 and Phase 2, the renovation of the Public Services Building opened in February of 2007. With respect to Phase 3, the renovation of the former Police Department, the facility was opened in May 2008. Not all staff scheduled to occupy the building have moved in as the lack of funding for furniture has delayed the full occupancy of the building. Efforts are underway to inventory and assess the condition and compatibility of the City'sexisting furniture stock to determine whether it can be relocated and configured to serve the other staff that is scheduled to move into the building within the parameters of the project budget. The Human Resources Department is operating within the building. Future relocations will be undertaken as funding within the project becomes available. Should that funding not materialize, a significant portion of the building may remain vacant. The design of the Rancho Del Rey Library is complete and construction is planned to commence as soon as sufficient Public Facilities Development Impact Fees (PFDIF) are generated. Given the economic conditions within the construction/development industry, it is not possible at this point in time to estimate a construction schedule. 403 404 CIP REVENUE SUMMARY In the fiscal year 2008-09 Capital Improvement Program, there are a number of key funding sources; to follow is a brief description of some of the most programmed funding sources. TRANSPORTATION SALES TAX Transportation Sales Tax (TransNET) funds are derived from sales tax revenues that are collected by the State specifically for use on transportation related projects. The regional metropolitan planning agency, San Diego Association of Governments (SANDAG) programs these funds to municipalities within San Diego County. Revenues vary from year to year depending on the amount of sales tax available to the region and the number and costs of projects for which municipalities request funding. The revenue approved for municipalities is based on the specific cost estimates that are required to be submitted as part of the request for funding. In fiscal year 2008-09, Transportation Sales Tax capital expenditures are $4.6 million. Of that amount, $3.0 million is programmed for pavement rehabilitation. A number of smaller traffic congestion improvement projects and transportation planning efforts are also funded from TransNET. This is also the first year that the City is required to spend a minimum of 70% of its TransNET receipts on congestion reducing projects. This limits the City's use of these funds for minor pavement rehabilitation efforts. The City intends to explore the possibility of dedicating additional amounts to minor pavement efforts (projects with less than a one inch thick overlay) with SANDAG in the future. 405 TRANSPORTATION GRANTS Transportation grant application periods are open annually to municipalities, to competitively apply for a limited amount of resources. These funds are intended to assist municipalities in funding needed infrastructure. In fiscal year 2008-09, grant award expenditures are proposed at $5.6 million. SEWER FACILITY REPLACEMENT FUND The Sewer Facility Replacement Fund is a fee based revenue source that all properties pay each month as part of their sewer bills. The funds can be utilized to replace, rehabilitate or upgrade existing sewer facilities. In fiscal year 2008-09, a total of $2.0 million is proposed to be funded. There are actually $2.4 million of projects receiving funding, while the funding for two projects, the Sewer Replacement at Freeway Crossings (-$.3 million) and Drainage Basin East of Second Avenue (-$.1 million) is being eliminated. Among the projects receiving funding are the annual rehabilitation program ($1.8 million) and North 5th Street Sewer Improvements ($.6 million). TRAFFIC SIGNAL FEE The Traffic Signal Fee is a trip based development impact fee that is charged with the issuance of building permits for new construction. The fee can be utilized for the installation and upgrade of traffic signals throughout the City. In fiscal year 2008-09, the budget contemplates lowering the total funding from the fund by $.4 million. Traffic Signal Fees are down, as are all development related revenues, and the projects list for the fund have been re-prioritized. The elimination of funding is recommended for a number of projects while funding is recommended for the Audible Pedestrian Signal Upgrades ($.2 million) and Traffic Signal and Streetlight Maintenance ($.2 million). PROPOSITION 1 B HIGHWAY FUNDS In 2006-07, the voters of the state approved Proposition 1 B. This proposition included funds to be provided to cities within the state for local roadway improvements. The City will receive a total of approximately $7 million directly, $3.6 million in fiscal year 2008-09 and the remaining half in fiscal year 2009-10. The entire amount of the fiscal year 2008-09 allocation has been programmed for pavement rehabilitation. 406 PROPOSITION 42 (TRAFFIC CONGESTION RELIEF FUND) Several years ago, the voters approved Proposition 42, which provided funding for cities to improve streets. The funds can only be utilized for street improvements and the City has utilized these funds to augment its annual pavement rehabilitation efforts. In fiscal year 2008-09, the amount budgeted from this fund for this purpose is $1 million. It should be noted that there is the possibility that some of these funds may be withheld by the state which would affect the City's pavement rehabilitation efforts. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDS Each year the City receives approximately $1.9 million in CDSG funds. Of this amount, approximately $1.1 million is available for capital improvement projects. The City will be receiving Section 108 loan funds in June of 2008 for the Castle Park street improvement projects; the debt service on that loan will be paid back from the City's annual allotment of CDSG funds. This will reduce the amount of CDSG funds available for other capital projects to $.4 million. All of these funds are programmed for ADA Curb Ramp efforts. The following chart summarizes the funding sources for the Capital Improvement Program for fiscal year 2008-09. Fiscal Year 2008-2009 Expenditures by Funding Source Transportation Grants 40.5% Miscellaneous 0.1% Sewer Funds 14.0% Developmenl I m pact Fees 0.5% Redevelopment Funds 1.7% 407 408 CIP EXPENDITURE SUMMARY The capital budget complements the operating budget by providing funding for major capital projects. The fiscal year 2008-09 Capital Improvement Program (CIP) plan includes $13,723,885 in funding. It should be noted that there are significantly more expenditures expected in fiscal year 2008-09 as previously budgeted projects continue to move forward. The $13.7 million stated above represents new appropriations. The majority of the funding recommended with the adoption of the budget pertains to the rehabilitation/improvement of existing facilities. The chart below provides a breakdown, by project type, of the total $13.7 million of appropriations proposed with this budget. Fiscal Year 2008-09 CIP Budget by Project Type Other Projects/Gen Govt.lMisc. 1.0% Sewer 15.4% 409 BUILDING AND PARK PROJECTS It is estimated that the total cost of building and park construction over the next 5 to 15 years will exceed $100 million, which includes the completion of the renovations to the Civic Center Complex, Rancho Del Rey Library, various recreational facilities, new and renovated parks, new and renovated fire stations and other projects. The funding sources for these projects will include development impact fees (DIF), residential construction tax (RCT), redevelopment funds (RDA), grants and the General Fund. With respect to the Civic Center, the project has been fully appropriated with the exception of the funding for the purchase of furniture. Due to cost escalations as a result of asbestos within the former police department and City generated changes to the floor plan of the buildings, all funds appropriated to the project are dedicated to completing construction activities. Any funds remaining at the conclusion of construction will be utilized to attempt to furnish the building to the extent that funding will allow. Efforts are underway to inventory and redesign the furniture plan with the furniture stock that is currently available to the City. The Civic Center Renovations, a $50.1 million renovation of the entire Civic Center Complex will be complete from a construction standpoint in August of 2008. The first phase, the new City Hall, was completed on schedule and under budget in the fall of 2005. Upon the completion of the City Hall, 410 the second phase, the complete renovation of the Public Services Building commenced. That phase, which also included site improvements in Memorial Way was completed on budget and about a month behind schedule. Significant issues relating to the existing roof and the soil conditions below the area of the building that formerly housed the Council Chambers caused the brief delay in the project's completion. The PSB reopened in February 2007. The third phase of the project is the renovation of the former Police Department. The Human Resources Department moved into the building on May 5, 2008. The remaining occupants are awaiting the resolution of the furniture issues. The building is intended to house the Redevelopment Agency and Housing Authority, Human Resources Department, Recreation Department, Information Technology Services Department, portions of the Building and Planning Department, and the Credit Union. The final component to the Civic Center project will be the construction of a new Fire Station NO.1. The Civic Center Renovations master plan envisioned the Fire Station moving across F Street to the site of the current Ken Lee Building and employee parking lot. No funding source has been identified for this project. Another major project is the construction of the Rancho del Rey Library, which will be one of four branch libraries serving the four corners of the City. The 31,129 square-foot facility will be a full- service library, with a capacity of up to 130,000 books, audio-visual materials and newspapers and magazines. Besides some 28,000 items in Spanish, there will also be unique cultural heritage collections focusing on Filipino, Pan-Asian and Hispanic cultures in reflection of the community's diversity. The estimated cost of the project is $19.1 million. The design of the library has been completed. Due to the slowdown in development activities, the fund balance of the PFDIF (which is responsible for 100% of the costs of the project) is not sufficient to move forward to construction. It is unknown when sufficient PFDIF revenues will be available to commence construction. 411 In addition to building construction, the City is in the midst of an unprecedented park development and construction program. In the past five years, numerous major neighborhood parks, including Cottonwood Park, Heritage Park, Breezewood Park, Harvest Park and Santa Venetia Park in Otay Ranch and Sunset View Park in Eastlake Greens were completed in fiscal 'rl._____ year 2004-05. In fiscal year 2005-06, (.:=== Harborside Park, the first new park in ..~ .~-=- ====. western Chula Vista in over 25 years and , - >----- -~ "l ;;;.~=...__._ Mountain Hawk Park in Eastlake Vistas . ~I_~____--- d I dd' . h --', _~ ~=~,,:.::--- __~~-=.-- were complete. n a Itlon to t ese :=.,~:-,:::.::-~., . '. ",,' . ~!:~..:~-~.,;:::-:~.::; neighborhood parks, three large community '-::::".!===- \ , .!::- ==.- - parks were also opened to the public. . tI .. ....... fiNAL DRAFT MASTER PLAN " lit. ',.. .lInllt " These parks were Veterans Park, Salt Creek Park and Montevalle Park. All three of these facilities included recreation centers. Several other neighborhood parks were completed in fiscal year 2006-07 including, Horizon Park and Winding Walk Park in Otay Ranch. The new neighborhood park in Village 7 of Otay Ranch, named All Seasons Park, ($2.5 million) has seen its master plan approved and design is nearing completion. The renovations of Otay Park ($1.9 million) were completed in the spring of 2008. Also, the design of Mt. San Miguel Park, a community park in San Miguel Ranch ($7.0 million), has been completed. Lastly, as development of the Otay Ranch continues, it is anticipated that design efforts on the large Otay Ranch Community Park (70+ acres) will get underway. ;: :' In J> Z ;: (;) c '" r n o I- 3: c Z -i -< 11 J> :0 " INFRASTRUCTURE PROJECTS The infrastructure portion of the CIP budget contains significant funding for a variety of infrastructure improvements. As discussed above and elsewhere within the City's budget, a substantial amount of the funding is focused on infrastructure improvements in the western portion of the City and preservation of infrastructure citywide. With the adoption of the fiscal year 2004-05 budget, the City Council approved a financing plan for infrastructure improvements in western Chula Vista. This financing plan revolved around a two- pronged financing program. One element of the program was a $9 million bond issue that would be 412 repaid from the City's Residential Construction Tax (RCT) revenues. That financing was completed in late summer of 2004. This portion of the financing was earmarked for drainage and park improvements. With the receipt of those funds, work has started on a number of drainage projects in western Chula Vista. A total of $4.7 million of the financing was dedicated to drainage improvements. Work on a number of projects has already been completed and efforts to rehabilitate the City's corrugated metal pipe (CMP) system are ongoing. The balance of these funds, utilized to construct Harborside Park ($2.1 million), Otay Park renovations ($1.9 million) and improvements to Lauderbach Park ($.6 million), have been completed. The second portion of the financing is a $9.5 million loan through the US Department of Housing and Urban Development's (HUD) Section 108 loan program. The loan would be repaid through the City's annual Community Development Block Grant (CDBG) entitlement from HUD. This portion of the financing is earmarked for street improvements in the Castle Park area. The City formally submitted its application for the loan in May of 2006 and the loan was approved in fiscal year 2006- 07. The loan funds became available to the City in June of 2008. With the approval of the loan, work has commenced on the projects. The City Council directed that the main streets in the neighborhood proceed first; therefore efforts on First Avenue, Oxford Street and Second Avenue are moving forward. Also moving forward is Glenhaven Way. This street is not a main street in the neighborhood; however, it intersects with First Avenue, has sufficient signatures on the assessment district formation petition and offers some economies of scale. Other major efforts are the City's annual pavement management program that will be funded at a level of $3.0 million. This effort is augmented by funds previously appropriated (approximately $12 million are being carried over into the new fiscal year) and contracts continue to be issued. In the coming years the city will be seeking other revenue sources to try to maintain a similarly high level of reinvestment in our pavement citywide. 413 The City is also fortunate to be the recipient of four federal transportation grants totaling $5.6 million. Those funds will be utilized on North Broadway Reconstruction ($2.2 million grant, $3.0 million total), Palomar Gateway ($2.0 million grant, $2.2 million total), Harborside Elementary Pedestrian Improvements ($.5 million grant, $.6 million total) and Intersection Safety Improvements ($.9 million grant, $1.0 million total). Also included in the budget is funding for new ADA accessible curb ramps ($390,000), Bicycle Master Plan ($150,000), Urban Core Bicycle and Pedestrian Access Plan ($270,000), 15/H Street Interchange Improvements ($540,000), Traffic Signal and Maintenance ($350,000), Sewer Rehabilitation ($1.8 million) North 5th Street Sewer Improvements ($580,000). The budget also includes funding for three major studies including the TDIF Update ($125,000), WTDIF Update ($125,000) and Sewer Capacity Analysis ($250,000). CIP PROJECT GEOGRAPHICAL BALANCE Council has indicated that one of its primary goals in the coming years is a continued focus on capital and infrastructure needs in the western portion of the City. For this discussion, the term western refers essentially to those areas of the City west of Interstate 805. As a sub-area in the western portion of the City, the projects that are specific to the Montgomery area are broken out separately. Also, a category of projects has been developed that is called Citywide. The types of projects that are typified by Citywide are the annual pavement rehabilitation program, sidewalk rehabilitation program, ADA Curb ramp program, CMP rehabilitation/replacement and sewer facility rehabilitation program. As the eastern portion of the City continues to rapidly develop, there is a substantial need for infrastructure improvements. Developers, as part of their development approval obligations, construct many of the improvements that occur in the eastern portions of the City. For this reason, those projects which provide public benefit are not part of the City's CIP program. The actual amounts proposed for the four geographical areas are depicted below: Location Fiscal Year 2008-09 Percentage Citywide $6,872,278 50% Eastern CV ($ 387,698) (3%) Western CV $7,239,305 53% Total $13,723,885 100% 414 * Location Fiscal Year 2008-09 Percentage Western CV (non-Montgomery) $4,547,293 63% Montgomery $2,692,012 37% Total $7,239,305 100% Given the nature of the citywide projects, it is safe to say that 50 % to 60% of those expenditures typically occur in western Chula Vista though this can change from year to year. Assuming that 50% holds true, then nearly 80% of the capital expenditures programmed for fiscal year 2008-09 are earmarked for western Chula Vista and Montgomery. It must also be noted that the eastern Chula Vista projects that the City itself undertakes are overwhelmingly funded by development impact fees or other revenues directly related to development activities (Traffic Signal FundITDIF), thus leaving significant revenue streams available to fund projects in the western portion of the City. It is also noteworthy that there are several projects currently being designed that have not been fully appropriated for construction. These would include the $9.5 million of Section 108 Loan funds that will be utilized on street improvements in the Castle Park neighborhood (Montgomery), the construction costs of the Rancho Del Rey Library, the construction costs of Mt. San Miguel Community Park and the construction costs of All Seasons Park (East Chula Vista). 415 416 CAPITAL IMPROVEMENT BUDCET Funding Summary by Project Type DRAINAGE FY 2008-09 PROPOSED DR120 DR133 DR160 DR165 Drainage Basin elo Second Drainage Improvements - Emerson Street F Street Drainage Facilities 04/05 CMP Rehab/Replacement - Phase 2 DRAINAGE TOTAL ($102,692) $216 $39,609 ($60) ($62,927) LIBRARY FY 2008-09 PROPOSED LB137 Radio Frequency Identification Inventory Control System LB142 New Library Master Planning and Implementation LIBRARY TOTAL ($97,356) $200,000 $102,644 417 CAPITAL IMPROVEMENT BUDGET Funding Summary by Project Type LOCAL STREETS FY 2008-09 PROPOSED STL201 Block Act-Planning STL238 Pavement Rehabilitation - Future Allocations STL280 Palomar Gateway STL286 Sidewalk Improvement - Otay Lakes Road STL313 CDBG Street & Drainage Improvements STL323 Pedestrian Master Plan STL324 Sidewalk Safety Program FY 07 STL326 Cross Gutter Replacement- Various Locations STL336 Sidewalk Safety Program STL340 Pavement Rehabilitation FY 06 - 07 (revised) STL344 New Bicycle Master Plan Update STL345 New Minor Pavement Rehabilitation - FY 2008-09 STL346 New Sidewalk Installation - FY 2008-09 STL347 New ADA Curb Ramps - FY 2008-09 STL348 New Urban Core Bicycle and Pedestrian Access STL349 New Urban Core Bicycle and Pedestrian Access STL350 New Major Pavement Rehabilitation - Future Years STL351 New ADA Curb Cuts Annual Allocation STL902 Sidewalk Safety Program-Future Allocation STL999 North Broadway Reconstruction LOCAL STREETS TOTAL $0 $341,231 $2,200,000 ($84,582) ($4,577) $61,000 ($100,000) ($40,960) ($50,000) ($341,231) $150,000 $1,410,000 $1,630,000 $200,000 $390,000 $270,000 $0 $0 $0 $0 $6,030,881 MAJOR STREETS FY 2008-09 PROPOSED STM354 STM361 STM362 STM363 1-5 Multi-Modal Corridor Imp. Study 1-5/H Street Interchange Improvements OLR & East H Street Ped Study Metro System Upgrade - Consultant Services MAJOR STREETS TOTAL $3,073,995 $0 $540,000 ($38,907) $3,575,088 418 CAPITAL IMPROVEMENT BUDGET Funding Summary by Project Type OTHER PROJECTS FY 2008-09 PROPOSED OP202 OP206 OP208 OP212 New OP214 New CIP Advanced Planning General Services Automation -Auto Cad Upgrade CIP Mgmt and Equip Purchase Parking Meter Replacement Program Parking District Improvements OTHER PROJECTS TOTAL $60,000 ($15,928) ($40,000) $190,360 $134,000 $328,432 PARKS AND RECREATION FY 2008-09 PROPOSED PR212 PR249 PR250 PR270 PR284 PR297 PR299 PR300 Outdoor Sports Courts Renovation Harborside Park at Oxford Montevalle (Rolling Hills) Community Park Montevalle Recreation Center Otay Park Improvements Eucalyptus Basketball Court Greg Rogers Park Restroom Replace Exercise @ Bonita Long Canyon PARKS AND RECREATION TOTAL $0 ($5,081) ($52,542) ($68,328) ($83,204) $3,694 ($180,874) $0 ($386,335) PUBLIC SAFETY FY 2008-09 PROPOSED PS149 Police Facility Master Plan/Expansion PUBLIC SAFETY TOTAL ($1,764) ($1,764) REDEVELOPMENT FY 2008-09 PROPOSED RD241 Storefront Improvements REDEVELOPMENT TOTAL $100,000 $100,000 419 CAPITAL IMPROVEMENT BUDGET Funding Summary by Project Type SEWER FY 2008-09 PROPOSED SW205 SW243 SW247 SW255 New SW256 New SW257 New SW258 New SW999 Telegraph Cyn Trunk Sewer Imp., Bay Blvd & J SI. Sewer Replacement @ Freeway Crossings Sewer Rehabilitation - FY 2008-09 Robinhood Ranch II Pump Station Improvements North 5th Street Sewer Replacement Sewer Capacity Analysis Sewer Rehabilitation - Annual Allocation Traffic Signal Interconnect SEWER TOTAL ($11,989) ($304,231) ($299,927) $1,845,000 $50,000 $580,000 $250,000 $0 $2,108,853 420 CAPITAL IMPROVEMENT BUDCET Funding Summary by Project Type TRAFFIC FY 2008-09 PROPOSED TF263 TF279 TF295 TF310 TF321 TF325 TF328 TF329 TF332 TF333 TF338 TF344 TF348 TF350 TF351 TF353 TF354 TF356 TF359 TF360 TF363 New TF364 New TF366 New TF367 New TF368 New TF999 Install Internally Illuminated Street Name Signs Traffic Signal Detection Replacement Program Emergency Preemption at Sixteen Intersections Citywide Traffic Count Program Transportation Planning Program Audible Pedestrian Signal Modifications Traffic Management Center Signing and Striping Program Uninterruptible Power Supply Replacement Replace City Street Signs (Non-Illuminated) I 805 Direct Access Ramp, Hand E. Palomar Accessible Ped Signal Fac/Upgrades Traffic Signal Optimization Traffic Signal Device Rplmct Program Traffic Congestion Relief Program Major Intersection Safety Program Otay Mesa Trans. System Improvements SR 54 Corridor and Arterial Ops Western TDIF Update Highway Safety Improvement Program - Major Intersections TDIF Update Traffic Signal & Streetlight Maintenance Urban Core Level of Service Study Harborside Elementary Pedestrian Imps. Harborside Elementary Pedestrian Imps. Street Light Installation - Various Streets TRAFFIC TOTAL ($237,465) ($59,960) ($66,244) ($68,419) $0 $100,000 ($187,249) ($180,182) $55,000 ($49,760) $0 $50,000 $187,249 $150,000 ($26,678) ($100,000) $75,000 $30,000 $30,000 $1,000,000 $125,000 $125,000 $352,721 $50,000 $575,000 $0 $1,929,013 GRAND TOTAL - ALL PROJECTS $13,723,885 421 422 PRO P 0 5 E D BUDGET SUMMARY TABLES Fund Appropriations by Department and Expenditure Category Schedule of Revenues Fund Balance Projections Schedule of Interfund Transfers Authorized Positions by Department 423 11 - en () )> r -< m )> ;0 '" o o CD PROPOSED BUDGET FISCAL YEAR 2008-09 FUND APPROPRIATIONS BY DEPARTMENT AND EXPENDITURE CATEGORY 425 en c s: s: )> ;c -< --I )> OJ r m en PROPOSED EXPENDITURES BY DEPARTMENT / CA HGORY Fiscal Year 2008 - 2009 PERSONNEl SUPPLIES & OTHER OPERATING TRANSFERS CIP NON-ClP TOTAL DEPT I FUND SERVICES SERVICES UTILITIES EXPENSES CAPITAL OUT PROJECTS PROJECTS FY2008-09 01100 City Council 1 ,207,907 102,272 1,444 1,311,626 02000 Boards and Commissions 14,736 14,736 03000 City Clerk 758,106 212,985 844 971,935 04000 City Attorney 2,144,906 285,168 1,560 2,431,633 05000 Administration 3,906,214 344,402 2,274 4,252,889 06000 Information Technology Srvcs 2,746,843 669,875 57,479 350,000 3,824,196 07000 Human Resources 2,665,628 1,331,089 3,367 776,000 4,776,083 08000 Finance 2,551,379 182,340 4,224 2,737,943 09000 Non-Departmental (1,923,930) 277,101 18,200 340,000 6,653,596 5,364,967 12000 Planning and Building Services 2,114,060 94,202 1,676 136,300 2,346,239 13000 Engineering 4,468,416 164,281 2,976 4,635,675 14000 Police 43,710,485 3,372,822 492,211 75,000 47,650,517 15000 Fire 20,384,213 2,189,566 193,640 22,767,419 .. 16000 Public Works 17,263,189 4,071,950 3,319,910 130,600 24,785,651 N " 17000 Recreation 4,858,588 809,512 586,645 64,500 38,480 6,357,723 18000 Library 6,425,542 1,261,165 397,219 8,083,926 100 GENERAL FUND TOTAL 113,281,646 15,383,466 5,083,669 1,522,400 388,480 6,653,596 142,313,158 221 Gas Tax 4,269,200 (175,610) 4,093,590 225 Traffic Signal 15,009 338 (368,098) (352,751) 227 Transp Sales Tax Fund 4,596,995 4,596,995 231 Workers Compensation 539,840 2,550,000 3,089,640 232 Flexible Spending Account 310,000 14,889 324,889 236 Development Services Fund 8,478,579 468,533 21,923 1,768,865 10,737,900 241 Parking Meter 34,670 26,613 24,504 277,365 127 190,860 554,139 243 Tel-Downtown Parking District 12,136 12,136 245 Traffic Safety 534,140 534,140 252 Police Dept Grants Fund 2,534,498 71,906 2,606,404 254 Local Law Enforc blk Grant Pro 11,061 11,061 256 Asset Seizure 100,125 120,000 220,125 261 California Library Services Ac 25,000 102,644 127,644 267 McCandliss memorial Cult Arts 400 1,200 1,600 268 State Recreation Grants (140,000) (140,000) 272 Federal Grants Fund 28,730 104,734 133,464 PROPOSED EXPENDITURES BY DEPARTMENT / CATEGORY Fiscal Year 2008 - 2009 PERSONNEl SUPPLIES & OTHER OPERATING TRANSFERS CIP NON.CIP TOTAL DEPT / FUND SERVICES SERVICES UTILITIES EXPENSES CAPITAL OUT PROJECTS PROJECTS FY200B.09 273 State Grants Fund 30,000 30,000 281 Waste Mgmt & Recycling 61,364 397,756 17,000 476,120 282 Environmental Services 333,148 645,175 627 84,042 1,062,992 285 Energy Conserv Fund 122,788 451,461 282,621 856,870 301 Storm Drain Revenue 256,850 1,000 290,548 548,398 311 COSG Housing Program Fund 51,400 48,000 400,000 499,400 313 CV Housing Authority Fund 823,324 42,800 158,740 1,024,864 314 Emergency Shelter Grnt Prog 4,400 83,769 88,169 317 RDA Low & Mod Income Housing 227,280 800 1,234,254 6,000 117,102 1,585,436 321 Home Program Fund 10,949 72,000 7,000 7,048 96,997 333 Comm Dev Block Grant Fund 3,000 321,000 672,124 385,423 362,065 1,743,612 342 CFO l1-M RHR McMillin 30,780 13,020 12,374 56,174 343 CFD 12-M Village 7 238,121 109,000 66,879 414,000 ". 344 CFO 13M - OR Village 2 150 3,900 4,050 '" co 345 CFD 12M Village 7 Otay Ranch 280,119 121,220 76,497 477,836 352 Bay Blvd Ldscpng Dist Fund 2,130 6,967 6,280 15,377 353 Eastlake Maintenance District 122,211 71,190 38,170 231,571 354 Open Space District #1 34,573 22,157 11,887 68,617 355 Open Space District #2 8,657 3,378 2,746 14,781 356 Open Space District #3 19,615 16,415 8,224 44,254 357 Open Space District #4 52,342 20,196 13,837 86,375 358 Open Space District #5 22,792 10,342 7,083 40,217 359 Open Space District #6 10,251 7,927 4,492 22,670 361 Open Space Oisloct #7 5,485 4,761 3,012 13,258 362 Open Space District #8 35,827 17 ,584 10,467 63,878 363 Open Space District #9 29,612 21,057 8,368 59,037 364 Open Space District #1 0 47,604 18,518 12,840 78,962 365 Open Space District #11 91,441 33,383 25,694 150,518 367 Open Space District #14 180,151 105,350 53,779 339,280 368 Open Space District #15 9,934 7,079 4,175 21,188 369 Open Space District #17 Fund 1,950 560 968 3,478 371 Open Space District #18 Fund 62,681 38,996 19,475 121,152 372 Open Space District #20 Fund 712,092 270,238 191,322 1,173,652 373 Open Space District #23 Fund 39,809 8,665 10,246 58,720 PROPOSED EXPENDITURES BY DEPARTMENT / CATEGORY Fiscal Year 2008 - 2009 , PERSONNEL SUPPLIES & OTHER OPERATING TRANSFERS CIP NON-CIP TOTAL DEPT I FUND SERVICES SERVICES UTILITIES EXPENSES CAPITAL OUT PROJECTS PROJECTS FY2008-09 374 Open Space District #24 Fund 11,533 9,595 4,443 25,571 375 Open Space District #26 4,700 2,551 1,853 9,104 376 Open Space District #31 Fund 58,312 39,411 19,337 117,060 378 CFD Q7M Improvement Areas 314,315 107,871 169,595 591,781 379 CFD 08M Village 6 537,256 208,213 213,195 958,664 380 CFD 09M OR Vlg II Brookfld She 582,968 171,746 165,342 920,056 382 CFD 99-2 Otay Ranch Vlg 1 We. 489,129 130,028 117,845 737,002 386 Olay Ranch Preserve 407,462 42,538 450,000 387 CFD 98-3 Sunbow 2 628,243 206,764 156,457 991,464 388 Community Facility Dst 97-1 OR 1,217,935 375,292 302,423 1,895,650 389 Otay Ranch Village 1,2,6,7,12 56,740 29,561 18,205 104,506 391 Central Garage Fund 918,335 3,208,197 549 400 108,000 4,235,481 392 Equip Replacement Fund 18,326 500 1,136,485 32,531 1,187,842 .. 401 Bayfront Trolley Station TDA 57,000 19,003 26,676 102,679 " '" 402 Transit CVT 362,424 801,075 152,618 118,165 94,423 1,528,705 403 Transit Capital Projects 893 893 412 Special Sewer (50,304) (50,304) 413 Trunk Sewer Capital Reserve (66,220) (66,220) 414 Sewer Service Revenue 3,932,384 19,609,513 10,057 735,388 4,471,453 15,000 28,773,796 428 Sewer Facility Replacement 149,212 2,030,025 2,179,237 431 Tele Cyn Sewer Basin Plan Dif 35,000 35,000 432 Poggi Cyn Sewer Basin DIF 10,000 470,556 480,556 433 Salt Creek Sewer Basin DIF 74,091 250,000 324,091 441 1994 Pension Obligation Bond 2,500 2,460,413 2,462,913 442 CDBG Section 108 Loan 787,058 787,058 445 Notes Payable Adamo Property 45,712 46,712 448 2000 COP Ser A-Fin Project 5,000 1,863,484 1,868,484 449 San Diego Co. Reg Comm Syste 295,734 295,734 450 2002 COP Police Facility Proj 5.500 3,911,346 3,916,846 451 Long-term Advances DSF - City 371,317 48,201 419,518 471 2003 Refunding Cert of Part 5,300 1,071,525 1,076,825 472 2004 COP Civ Ctr Proj Ph I 7,000 2,393,393 2,400,393 473 2006 COP Civ Ctr Proj Ph 2 6,000 1,272,499 1,278,499 515 Twin Oaks Ave AD 96-1 Imprvmn 10,000 10,000 PROPOSED EXPENDITURES BY DEPARTMENT / CATEGORY Fiscal Year 2008 - 2009 PERSONNEL SUPPLIES & OTHER OPERATING TRANSFERS OP NON-CIP TOTAL DEPT / FUND SERVICES SERVICES UTILITIES EXPENSES CAPITAL OUT PROJECTS PROJECTS FY2008-09 516 Oxford 8t AD 97-1 Improvement 6,000 6,000 542 Tele Cyn Drainage Plan Dif Fun 69 69 567 Dev Impct Fee-Adamo Prop Acq 46,712 46,712 571 PFDIF General Administration 76,500 754,857 10,000 277 841,634 572 PFDIF - Civic Center Expansion 45,000 2,397,618 2,442,618 573 Police Facilities Remodel 25,000 1,746,564 1,771,564 574 Corporation Yard Relocation 25,000 20,000 1,098,856 1,143,856 575 Library for Eastern Territory 25,000 25,000 576 Fire Suppression Sys Expansion 183 183 582 Recreation Facilities 10,000 10,000 (68,328) (48,328) 587 Otay Ranch VLG Ped Ramp D1F 1,076,366 1,076,366 588 OR VIg11 Pedestrian Bridge DIF 3,200 3,200 591 Transportation DIF 211,000 580,916 180,277 11,411 983,604 .. 593 Western TDIF 180,000 180,000 w a 611 Redev Bayfrnt/Town elr I Fund 259,103 1,000 1,541,551 2,253,416 100,000 4,155,070 651 So WesUTwn Ctr IIIOty Vly Prj 989,894 245,000 300 3,155,355 2,905,468 121,364 7,417,381 689 2000 TAB (Merged Project Area) 5,000 1,268,760 1,273,760 691 Long-term Advances DSF - RDA 1,405,000 300,000 1,705,000 693 05 Tax Rev Bnd A (CRA/ERAF L 98,704 98,704 694 06 Tax Rev Bnd A (CRA/ERAF L 124,972 124,972 695 06 Sr Tax Alice Ref Bnds Ser A 5,000 1,067,345 1,072,345 696 06 Sub Tax Alloc Ref Bnds SerB 5,000 1,047,165 1,052,165 715 Park Land Acquisition Fund 25,000 (52,542) (27,542) 717 Resident. Construct/Conver Fnd 681,358 (42,871) 638,487 723 Bicycle Facilities Fund 150,000 150,000 735 Transportation Partnership 69 69 736 Other Transportation Programs 5,568,000 5,568,000 737 Trans Equity Act - 21 Fund 215,000 215,000 739 Prop42 Traf Congestion Relief 979,000 979,000 GRAND TOTAL ALL FUNDS 132,211,686 49,717,048 7,525,085 35,036,701 2,914,478 31,844,958 13,723,885 452,882 273,426,722 SCHEDULE OF REVENUES en c ~ ~ )> ;u -< -t )> OJ r m en PROPOSED BUDGET FISCAL YEAR 2008-09 431 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007.08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 100 GENERAL FUND PrODertv Taxes 3000 Property Tax 18,134,869 22,192,789 26,667,759 :?~,Q!!:;,gl~ 39~~.~ TOTAL $18,134,869 $22,192,789 $26,667,759 $29,085,274 $30,232,365 Other Local Taxes 3010 Sales Tax 23,600,000 26,715,515 28,827,393 3020 Franchise Fees 9,837,800 9,492,759 8,813,064 3030 Utility Taxes 6,579,578 6,363,446 6,981,762 3040 Business License Tax 1,185,187 1,234,912 1,237,316 3050 Transient Occupancy Tax 2,268,944 2,336,204 2,551,570 3070 Real Property Transfer Tax 2,439,190 2,122,860 1,423,599 TOTAL $45,910,699 $48,265,696 $49,834,703 $49,637,264 $50,448,928 .. Licenses and Permits w w 3100 Licenses 105,408 117,381 129,834 3120 Dev I Improvement Permits 3,210,092 2,697,584 2,198,701 3140 Regulatory Permits 334,210 401,576 402,001 TOTAL $3,649,710 $3,216,541 $2,730,536 $3,126,254 $800,693 Fines, Forfeitures. Penalties 3200 Community Appearance Penalties 197,942 458,749 536,687 3210 Law Enforcement Penalties 148,739 168,900 261,611 3240 Parking Penalties 273,171 307,647 302,480 3250 Other Penalties 205,049 208,893 214,483 TOTAL $824,901 $1,144,189 $1,315,261 $1,347,272 $1,361,250 Use of Monev & Property 3300 Investment Earnings 1,044,926 279,277 769,851 3310 Sale of Real Property 123 361 0 3320 Sale of Personal Property 13,742 11,182 51,845 3330 Rental/Lease of Equipment 137,472 123,365 105,608 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 3350 Rental/Lease of Land and Space 423,664 578,075 949,142 91 ' rIm I@ ~l~' . 3370 Rental/Lease of Buildings 435,460 505,661 478,859 Pllfllfgfllf~~lW~ if,;::}.:...... ."......i.!k:fK;,~ ."", ......./1# TOTAL $2,055,387 $1,497,921 $2,355,304 $2,266,690 $2,420,686 Revenue from Other Aaencies 3010 Sales Tax 720,941 777,551 779,959 3400 State Grants 821,142 797,928 347,927 3440 State Tax Sharing 250,606 275,999 278,746 3460 Motor Vehicle License Fees 13,941,204 18,354,839 17,676,035 3470 State Subvention-Booking Fees 269,192 305,049 0 3480 State Reimbursements 4,485 773,879 139,730 3500 Federal Grants 2,215,218 2,656,964 4,112,263 3580 Federal Reimbursements 83,467 97,138 115,352 3600 Other Agency Grants 108,467 46,110 148,733 ... 3690 Other Agency Revenue 1,145,566 1,330,798 1,333,531 w ... TOTAL $19,560,288 $25,416,255 $24,932,277 $25,357,743 $25,300,977 CharQes for Services 3700 Zoning Fees 7,539,149 8,162,093 8,391,777 3720 Document Fees 27,698 45,301 30,378 3730 Plan Checking Fees 1,760,972 1,951,512 1,907,116 3740 Inspection Fees 124,098 168,880 162,324 3750 Filing Fees 228 0 0 3770 Other Dev Fees 9,152 16,595 31,277 3800 Animal Shelter Contracts 6,655 8,930 257,120 3820 Infonmation Systems Services 16,242 12,114 3,362 3830 Services to the Port District 953,058 544,810 690,963 3840 Youth Center Utilities Reimb 39,144 35,181 20,918 3900 Recreation Program Fees 757,219 836,950 1,157,311 3950 Class Admission Fees 309,698 360,164 558,680 3970 Referral Fees 41,589 68,902 359,849 4200 Staff Services Reimbursements 1,869,142 1,999,799 1,993,135 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 4300 Fees for Other Services 1,028,870 1,023,739 694,876 ;);;;t;Ql!~,!,l~:; ;)k?~~,!lQ9 TOTAL $14,482,914 $15,234,970 $16,259,086 $14,509,135 $7,889,729 Other Revenue 4410 DIF Reimbursements 1,620,897 1,359,035 1,334,227 4420 Transit Reimbursements 844,585 762,460 820,426 4430 Redev Agency Reimbursements 3,933,859 4,406,759 4,319,107 4440 Open Space/Assess Dist Reimb 1,660,065 1,822,198 1,783,466 4450 CIP Reimbursements 3,870,831 4,333,556 5,024,531 4460 CDBG/Home Reimbursements 1,044,783 1,567,320 1,275,441 4480 Other City Funds Reimbursement 995,498 2,614,407 1,760,685 4600 Assessments 3,689 3,693 3,695 4700 Collection Charges 183,391 150,673 220,912 4800 Sale of Goods 51,440 57,385 80,677 .. 4900 Other Revenue 3,229,578 2,489,702 2,166,647 '" '" TOTAL $17,438,616 $19,567,188 $18,789,814 $14,529,797 $11,586,058 Transfers In 5221 Tlr In from Gas Tax Fund 3,096,211 3,858,092 4,167,878 5236 Tlr In from Dev Services Fund 0 0 0 5245 Tfr In from Traffic Safety 633,645 527,984 513,600 5256 Tlr In from Asset Seizure Fund 200,000 0 134,341 5261 Tlr In from CA Library Service 92,112 74,612 70,670 5262 Tlr In from Public Library 84,276 70,647 128,454 5282 Tlr In from Environmental Serv 0 0 0 5294 Tlr In from Sewer Service Rsrv 7,961,050 8,581,664 9,056,173 5301 Tlr In from Storm Drain Rev 996,694 1,357,355 309,690 5313 Tlr in from CV Hsng Authority 0 147,000 0 5333 Tlr In frm CDBG 0 232,235 0 5391 Tlr In from Central Garage 29,562 31,188 32,124 5392 Tlr In from Equip Replacement 0 2,400,000 0 5393 Tlr In from Tech Repl Fund 0 1,000,000 0 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED ... '" '" 5395 5402 5414 5572 5574 5575 5576 5611 5651 5691 5713 5714 5723 5733 Tlr In from Central Stores Tlr In from TransitlCVT Fund Tfr In from Sewer Service Rsrv Tlr In from PFDIF-Civic Center Tlr In from Corp Yard Relocate Tlr In from Lib East Territory Tlr In from Fire Supr Sys Expn Tlr In from RDA BFfTC I Tlr In from SWfTCII/OV Proj Tlr In from L T Adv DSF-RDA Tlr In from CIP Fund Tlr In from CIP w/Fiscal Agent Tlr In from Bike Facilities Fd Tlr In from Swr Facility Repl TOTAL 15,000 0 0 0 119,767 0 0 0 0 1,030,387 0 0 334,546 0 0 288,262 2,154,748 4,000,000 475,224 0 0 385,443 15,000 0 0 0 0 0 0 0 797 0 0 0 391,311 0 0 31,734 0 82,990 281,079 267,053 $15,706,199 $21,274,416 $18,679,983 $137,763,583 $157,809,965 $161,564,724 7,142,187 4,200,000 3,210,000 459,656 526,006 875,066 11,665 0 0 3,919,208 3,984,265 4,075,451 79,528 (13,096) 67,657 1,266,882 1,895,618 683,742 24,302 0 6,000 0 0 5,517 0 21,694 0 $12,903,428 $10,614,487 $8,923,434 TOTAL -100 GENERAL FUND 220 TRANSPORTATION FUNDS 3010 3300 3400 3440 3500 3770 4440 4450 5000 Sales Tax Investment Earnings State Grants State Tax Sharing Federal Grants Other Dev Fees Open Space/Assess Dlst Relmb CIP Reimbursements Transfers In TOTAL - 220 TRANSPORTATION FUNDS 'M:fI~r,~'_~~'r#iC'!l;!rvrc'r:~ "'''lJ'A___W''_1Ii~_ ,:~%1~B;;%pa~:_'}J%j%Y4'.~}0 ""/" ' , ::~""/'''''''''~''''''<< <1tfJg!~4$S~1~1""h;,,:2Il>2gt!:P;;?Lti',,~,,;,~~?k }(!)%t:;%4nJ',ffijr~41&1&ff49!i,t g;U;IT:;j;",Yi,~'H)YfD-tY-:ifi:t0t'f1Q;'ti, ~! " iX6~ft%}:,ffiFG;qi'1; !;,':f:.f!Ct7..lji;A ..'.",,\ 1:J)Xi ;'j;!)';Cz{!'!titx(t,iti4;iz:lsgj;igiY'; "O"i ,,;:;,:<<~.",:, ''!fi(O,';;; ''''':;;:;' 'iY5,;i31i?g:r:'&;YkQSC 2';:( 'iA';,-/;:,;()'; )ii::J:jH,'k'2;:~i:j:,:k;K1i:g,n:: S:'.')<"'M:'ti}"');; {;~,;Q.",; )::",k;;g:S~:;42ifS)!j(\~~!7;o;,;'$ ;'<;?:;'F,l"}&,~~~~~f{ :t.:::}'i;fZ,f(}*';K*{~;;;g:>:i~-<j :d'S"rEi; kt::~;QgQt.i """':'ri'iJ;:i1Jq.;@;};:;S(}{i'iig))j t' ;2U:i-%;YAgirtS~;;Z%;'tf;fi)Q/'; ';''..:(>>+:?'~;#d;,~,:QV; :,'"<i:.L2,X::<fpi :;'>'{I;.,O;'; "":,<;;?,':fi~ii;.iii,;1;kg/ t'!',;\;'iAitIT;"'-,8,::::_Q, $10,528,853 ":;;c:kd/k;,t:'VJ,: J:;>,p:', t:':<"tei)/'j'';:';'; ;?''"Y;P'L; $12,272,473 $150,388,282 $142,313,158 :., .,;l/;1,1I1M!ili )';. i;!';~,m;9lIP;, ,i;:e,J,ii_,8;il;;,t,i111~1 F&HlxjIJJ;~~k;j*;gf,,&fi~;{;: "':';;;1;,t;iAj$Jj:~#I}_~*i%i4Wili1kjIR~~f;;~;rfl~_i;j' ..;:;:~:.iMIQi~€:;i!;~i<l!g.'lclf:l; "p'%HV;r"!I'W":;tiJfif'!i-iXf'n?* rM7',I";/"'1:;$!Ii':if%'W4liiV4'i'C ", i.}Fi:8,J';\bfpft;';f#i#i~A1i~jfdG;$.!bg@4#4:%k*Viffi+t%';S9:{1, ';,:-;<t;ii*D1L~x~~~gif:2!'$f$;i:gXt;I;~~f:t:~~:l{'; /A'Pir;'m;'*:rz:5;;i:tk1fi,?~,tD:;: Yiif';'::::;,.';::", 3U'(>, >';\~i:iYkJ;Wf:~~;},;~R~~':&i,: ;:,)>Yt82;7*',;'}I;;U?:/dt'g..;;: ";;i>,:;-;0':'2:;:I&~rQ(S!Wl,~Il;:*: 1: tkyi)Ei'i[~:($Si;;[fiM2i,A,!::' $15,084,193 $9,270,957 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 4480 4900 231 WORKERS COMPENSATION Other City Funds Reimbursement Other Revenue 0 0 5,168 3,785,506 2,490,139 2,899,423 $3,785,506 $2,490,139 $2,904,591 215,979 259,359 276,064 $215,979 $259,359 $276,064 0 0 0 $0 $0 $0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $0 $0 $0 TOTAL - 231 WORKERS COMPENSATION 4900 232 FLEXIBLE SPENDING ACCOUNT Other Revenue TOTAL - 232 FLEXIBLE SPENDING ACCOUNT 3300 233 TAX REVENUE ANTICIPATION NOTES Investment Earnings ... '" --J TOTAL - 233 TAX REVENUE ANTICIPATION NOTES 236 DEVELOPMENT SERVICES FUND 3120 3700 3720 3730 3740 3770 4410 4430 4440 4450 4460 4480 5000 Dev /Improvement Permits Zoning Fees Document Fees Plan Checking Fees Inspection Fees Other Dev Fees DIF Reimbursements Redev Agency Reimbursements Open Space/Assess Dist Reimb CIP Reimbursements CDBG/Home Reimbursements Other City Funds Reimbursement Transfers In TOTAL - 236 DEVELOPMENT SERVICES FUND , 90,000, 50,000 2,794,696 ' , 2;771,917 $2,844,696 $2,821,917 301,437 $301,437 310,000 $310,000 MOO $5,408 .,:"",:"./:;. , 0 $0 , ,,;, ,,9, ,.J!:,?~AQQ, ';'jr.:,tyiist:!i'lEiJFJ{ ji;~~hrt ':;;r:;&i~'~'~~~~~;U' ;;;";VH:,.;....\;+ ;+X@C;j},QI~;; ;:.tW::tJt;;:i :Y$~j}!~,~L; ,~t;,/ijl,:;:::tit,;i%;i;4; *i;~,i&f:; !+>);&,'~*~~~::; ":/L:'/'1i0;1:i0j';gt: ;'}0;;49j; 0!;'Slit:b;iR\t;,i~0;~il.!::; " ;,0;,; ""<,.8,QQO dO' "2a1;1W >':ii'ilf;ffX~;i~';iisI'';lirff:0A:g;:?1 @~&tl%rj*0)ff;~~t.,12 ';ij! 'ii'if;@i':k!;2t'iF2jtt~;'~fd :c. :;&;b;fJi:+;0rfft~tf,f~gT;5 '; ;, ,),;;;,9~" "iZ1P'i!?J:>? ; 0 ' ')52:732 0.." 170,000 . .; .0;7. ~414,5QO $0 $10,877,685 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 240 PARKING FUNDS 3160 3240 3300 3350 4390 5000 Other Permits Parking Penalties Investment Earnings Rental/Lease of Land and Space In Lieu Parking - Te I Transfers In TOTAL - 240 PARKING FUNDS 250 PUBLIC SAFETY FUNDS ... w CD 3210 3300 3400 3500 3690 4900 Law Enforcement Penalties I nvestment Earnings State Grants Federal Grants Other Agency Revenue Other Revenue TOTAL - 250 PUBLIC SAFETY FUNDS 260 L1BRARY/CUl TURAl ARTS FUNDS 3300 3400 3440 3500 4900 35,996 34,083 24,729 46,939 59,688 60,047 4,146 4,982 9,575 264,841 260,226 237,334 0 0 0 0 1,908 0 $351,922 $360,867 $331,684 512,006 517,504 842,214 19,208 14,654 36,080 454,604 485,752 0 135,937 122,887 191,548 565,709 187,034 234,461 0 0 100,000 $1,687,464 $1,327,831 $1,404,302 ;;?11!tJ;f:;{11I;0~_Jjil~!@jIEI~i~ fi3fi#J3m2w~Q';AlPisq t3JW#?}TWJ!gg:S$F:;Z~~'t"ih "",''''Y/,i/1i",'':ft!d:fM~;Jd ".y;;:i;,74Ai:%Jgjgy"'~0 ;:; ;E0,:*:*#,~,7f01~1'1 JK3#;%Sij~1R5.f~?ii41fa~;~5: .' ;j;;~;:~J,1~~ ,j~E:;: :eg,4ll,~1g, ,.. ""j;:: i;:e(~tj;mlQ};-JT:-t:!;t;-:-piJ:(-j;:K--i;n::Xj"gj;~:f+ '",0 ,j',,; .' ",0 $380,977 $361,772 ',," ,J~.,1llll:, :' , "i/'!i.)$~~, : ~?;?'l!6"" , ,'0 ::;:rs0J-Itri?:;;:%ii!>i e:<t~1x{4;f:l,@i,-\i'-:;S_-}Lj't,P.<-:- " 2,68M~7 217,125 ',", :'0 2,en,,941; .. 350,128 f-}i,;,;ig:;~i-':fp'; "xi"fi $3,859,515 $3,401,872 /'".:.,'".\';'(; ";""""".,.:;/',.'.'i; Investment Earnings State Grants State Tax Sharing Federal Grants Other Revenue TOTAL - 260 LIBRARY/CULTURAL ARTS FUNDS 1,073 5,349 147,493 141,195 180,036 156,714 5,625 7,500 350 900 $334,577 $311,658 17,089 188,086 198,269 1,875 900 $406,219 . ';'1S;$ll!}..' SEiB},ti?lUnio:y :;8'K.;<1;%~~%j!:i;:i:ltA;L' ji';; ;:'ij:'fII;~*\;;%,:IE;X:;5;Jj.};;~tQVj; ',,'; ;1AQ:....n" ,; ::4 ;';:,;.",,(,nnn ';'''h",,,,,,,''.',:i!'.ZYJf~H.'...,,.:.,.,,/:.;:(..'.,,.g!{;f€:;.:jJi,,~~,. .' ':j~~r%~~~;;'.~~~;~f~L $169,146 $134,900 FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED - 3300 Investment Earnings 3400 State Grants 3500 Federal Grants 4480 Other City Funds Reimbursement 4900 Other Revenue 5000 Transfers In TOTAL - 270 SUNDRY GRANT FUNDS 280 CONSERVATION FUNDS ... '" "' 3300 3400 3500 3600 3700 4300 4480 4900 Investment Earnings State Grants Federal Grants Other Agency Grants Zoning Fees Fees for Other Services Other City Funds Reimbursement Other Revenue TOTAL - 280 CONSERVATION FUNDS 0 0 255,255 408,213 0 0 0 668,906 0 0 0 143,469 $255,255 $1,220,588 (2,245) (111) 236,307 356,927 0 8,626 0 0 0 0 0 0 0 12,867 93 0 $234,155 $378,309 (37) 324,534 129,560 o o o $454,058 o 1.700,989 , 214',012' o 4'87,910 ;;"f:;)...~.~.~.' , .. 0 o o $621.374 ;"!;;,.:';f::;0b,~+8':;QD.\; ~,824, ' ,0 $1,938,825 1,388 (44,084) o 211,619 o o o o $168,923 ',:0" ': 0 '4$3,li51/:$;, 47!l.U2 ";;:;';>;;},~h:AQf;\ {~,:5~t i'5{i;00..;):iini::~%0();; 1.29.5(2~.L t 85ll,~70 "~'I 0 '1..2.000 \'\i>Y .:;n'iiii?1.j'Q.;.;,'::Y ;i,/-;::;>,;~~,4QQ;; '~,',70~7;{:' "/217;1IQl:l, if 2.7116 ", 0 $1,802,196 $2,401.012 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 301 STORM DRAIN REVENUE 3120 Dev I Improvement Permits 261,027 190,989 115,163 3230 Environmental Fines Penalties 14,300 3,500 9,300 3300 Investment Earnings 28,660 9,734 (1,095) 3720 Document Fees 15 0 0 4020 Storm Drain Fees 511,122 519,172 548,360 4200 Staff Services Reimbursements 0 184 0 5000 Transfers In 0 2,232 0 TOTAL - 301 STORM DRAIN REVENUE $815,124 $725,811 $671,728 310 HOUSING PROGRAM FUNDS ')',;:i&f.i!0IY;;J+;ph5ifX~m7%t0gtlE5t11b%tzH!fi~~$;'SS '"-,'-,Jf";-..,-4'%.,,,,,i'l*D'v,. ",:,-_"",-"""",,,,';#.,A':;~~,... '/,,:1l,tWl:, ' :';,' ,0 >-")::\fgYX&):t7~_$!1 ~:;g0;iiJlfX)UN&; :;i;,:4!;-;~tt;QJ, i -C;:_;:4/:;>id;;dj1i~i%;J),;Q;>>!;;'-02;& ,\f\t;'6i-Si 3C::'JZX::(t;:, 72($,395 ' , ',441;715 ,,0,,:,0, ,.'''' '''0 ' "'0 $797,555 $580,660 .. .. o 3000 3300 3310 3350 3700 4300 4430 4460 4480 4900 5000 1,675,273 197,240 o 30,600 o o o o 2,600 99,513 4,259 $2,009,485 Property Tax Investment Eamings Sale of Real Property Rental/Lease of Land and Space Zoning Fees Fees for Other Services Redev Agency Reimbursements CDBG/Home Reimbursements Other City Funds Reimbursement Other Revenue Transfers In TOTAL - 310 HOUSING PROGRAM FUNDS 1,968,228 156,381 o 31,294 o 42,047 o o o 10,020 4,038 $2,212,008 2,294,709 278,938 88,088 24,592 o 58,897 o o o 7,337 1,124 $2,753,686 , ", ,:"'l"A'>R,' ,,' ,'/2"""""" }'l<';J'~4,~il!~':"",,,/_._,.i_'/_.~-!~;~ :,Xi:::</,Jl;E!::{~j;'l~~~~;*~'5zg:i~141,-I;~::;r i',:::;'k;lZ';;g::1{~i?blli:;zwlho:l:t i;,!giJr:-::':(> :;Y-f:n,;jf7,::;:'g(-Q::> , "18,836"'fl ,,' <""18.636 ;:';k}z\I~]f~11;8I~i41Th!v:ijitdg~E2$;;1I~J;g,:-,ri "',<:;,<~xe:,Jllj661'7.Ui SF>>K'i;qYPif7*63i4l~:s $3,890,841 $3,900,931 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008.09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 320 COMM DEV BLOCK GRANT FUNDS 3300 3400 3500 4480 4900 5000 Investment Earnings State Grants Federal Grants Other City Funds Reimbursement Other Revenue Transfers In TOTAL - 320 COMM DEV BLOCK GRANT FUNDS 350 OPEN SPACE DISTRICT FUNDS .. .. 3300 4440 4450 4600 Investment Earnings Open Space/Assess Dist Reimb CIP Reimbursements Assessments TOTAL - 350 OPEN SPACE DISTRICT FUNDS 390 FLEET MGMT INTERNAL SERVICE 3300 3320 4420 4480 4900 Investment Earnings Sale of Personal Property Transit Reimbursements Other City Funds Reimbursement Other Revenue TOTAL - 390 FLEET MGMT INTERNAL SERVICE 22,419 23,479 10,609 1,600 1,660,178 0 3,555,819 4,585,199 4,206,565 0 0 1,053 93 75 0 170,000 0 304,534 $3,749,931 $6,268,931 $4,522,761 237,682 244,179 483,663 (46) 0 0 0 0 0 5,143,149 6,235,851 7,022,574 $5,380,785 $6,480,030 $7,506,237 124,436 157,631 97,739 216 29,524 0 755,399 784,103 724,983 48,378 41 ,465 36,177 5,099,267 3,762,777 4,364,736 $6,027,696 $4,775,500 $5,223,636 67,255 o 14,036,645 o $14,103,900 489,158 ~"'/'{;.I/ ';'.:O~',' , '''''3.Poo' 6,933,932 $7,426,150 o o 2,008,482 $2,968,482 :;';;:('0 ;';"}j': '>;P;'C): ',',;.,y" "';';;'';X!2;o t 10,3~,903 $10,359,903 '1;i.}+Lk1:l!~Qi':F; ';Y;;'-)X/:X'?,-'i/'; ""0: '/, }~2,9li2 ~3,1t2 , 3,sgs,Ql, $4,369,005 <JsJ'it;g;tQ: ,qa,@ 649,~ ;0 4,520,2.1,2 $5,211,168 SCHEDULE OF REVENUES FY 2004.05 FY 2005.06 FY 2006.07 FY 2007.08 FY 2008.09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 393 TECHNOLOGY REPLACEMENT 3300 4000 4900 Investment Earnings Sewer Fees Other Revenue 48,717 46,550 144 0 540,100 539,700 $588,961 $586,250 1,102 1,277 147,816 159,984 $148,918 $161,261 TOTAL - 393 TECHNOLOGY REPLACEMENT 395 STORES INVENTORY 3300 4900 Investment Earnings Other Revenue TOTAL. 395 STORES INVENTORY (2,025) o 269,851 $267,826 2,331 121,963 $124,294 ,;:'8P:,,;':; ;'Ti;Zt'jlil~ii~ ;;'ti\;/sIi'8[LfC'1;]7 ;:{,'!;';;;:ii! ""{:_'iii ;i:"~'f;;;:iIfi~tf:K.QiJ:i; ,Yj/;';i;;Y;/\' "o";],/:Q: '.' O' . 0 $3,219 $0 2.~7B, 113,930 $116,808 o o $0 400 TRANSIT FUNDS .. 3300 Investment Earnings 56,485 78,606 167,734 .. N 3400 State Grants 4,231,446 4,190,049 3,677,603 3690 Other Agency Revenue 1,971,311 0 0 3700 Zoning Fees 310,332 0 0 4300 Fees for Other Services 2,425,531 2,526,486 2,433,007 4900 Other Revenue 19,049 0 131,967 5000 Transfers In 0 23,523 0 TOTAL.400 TRANSIT FUNDS $9,014,154 $6,818,664 $6,410,311 '/!,E';:'?';';~.Mi:;; S {::/,},;, 1.1~.6&2 '" .,', .D, ,,, ; ,0 4;16,DOQ ", '" :0 ';',;!i,{i!!#2;yM~tt~1~R;;g;~;;;;:;';;j {:i:';?1EI41fl'i0ilpii'i , 1;08Q,331 ' "1;~11,~ . ~,,,,,1~I!IA2l": :";"':':"0'9 ""ii\;:E';:';::Al;!,ir:PA"t',g:f7<;; ;,:t;t?~,j'/;;; <7:?fZ:Q;' $2,588,292 $1,829,847 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 410 SEWER FUNDS 3000 Property Tax 0 150 0 3300 Investment Earnings 702,318 614,598 1,339,325 3700 Zoning Fees 0 0 0 4000 Sewer F aas 25,531,324 26,150,042 28,100,484 4040 Industrial Waste Fees 12,510 9,190 7,775 4100 Pump Station Fees 45,525 27,806 20,307 4410 DIF Reimbursements 0 0 0 4430 Redev Agency Reimbursements 0 0 0 4450 CIP Reimbursements 183,638 135,622 113,525 4460 CDBG/Home Reimbursements 0 0 0 4600 Assessments 974 6,076 1,938 4700 Collection Charges 149,948 303,802 257,947 ... ... 4900 Other Revenue 0 0 0 '" 5000 Transfers In 5,912,115 4,689,364 755,579 TOTAL - 410 SEWER FUNDS $32,538,352 $31,936,650 $30,596,880 ,108" . 0 1,295,429; 1.094,525 ',14.017:, '" 30.680 ,28,7~;ll64; '~3.06I,3110 " 0, ",,0 23.994 0 24.723 45,000 4.000 0 62.055 ' 100,000 ,'1;16,~, ,0 MsO it',', ;0 " ,.251;llOQ.: ; j, .,~17.232 ,2,000' 'z. " 0 149.212 :; 619,768 430 SEWER DIF FUNDS $30,628,168 $35,274,785 3300 4350 Investment Earnings Sewer I Drainage DIF 234,439 1,417,782 $1,652,221 TOTAL - 430 SEWER DIF FUNDS 289,715 1,516,499 $1,806,214 414,878 556,161 $971,038 446,859 52Z;412 $969,271 o 220,290 $220,290 440 DS - CITY FUNDS 453 2,607,914 $2,608,367 3300 5000 Investment Earnings Transfers In TOTAL-440 DS-CITYFUNDS 57 2,792,205 $2,792,262 60 2,724,678 $2,724,739 ,8 ' , 0 , 3,3SM28 ", 3.862,247 $3,363,836 $3,862,247 SCHEDULE OF REVENUES , FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 470 DS - CV PUBLIC FINANCING AUTHORITY 3300 4900 5000 Investment Earnings Other Revenue Transfers In 446,986 37,275,254 5,288,438 $43,010,678 479,242 20,325,000 8,180,421 $28,984,663 TOTAL - 470 DS - CV PUBLIC FINANCING AUTHORITY 500 ASSESS DIST IMPROVEMENT FUNDS 613,855 o 9,500,219 $10,114,075 \:fSC'/j:'fiij);'f~~i;l :P;f;il:cIrj;j1%;}*Af,(*;jf;Etj;~,ij 'Y;-;U;'S;',gY%!f:$:.'jiiij,;g'sMrL/ 1YE;~S;;E::;%3h:\ft'!21jJtg:.:: , 10~.3(),1.. 10.441.083 $10,598,740 $10,441,083 ,,':.;:; ,0 , ,0 28.47:2 3300 4340 4600 Investment Earnings Transportation DIF Assessments 32,393 54,158 618,422 125,171 11,947 72,175 $662,762 $251,504 139,898 145,256 537 537 0 1,801 $140,435 $147,594 TOTAL - 500 ASSESS DIST IMPROVEMENT FUNDS ... ... ... 542 TELEGRAPH CANYON DRAINAGE DIF 3300 4350 5000 Investment Earnings Sewer I Drainage DIF Transfers In TOTAL - 542 TELEGRAPH CANYON DRAINAGE DIF 560 PUBLIC FACILITIES DIF FUNDS 95,694 2 54,165 $149,861 259,977 537 o $260,514 , 11&,,026,' ,0" ' ,: ~,l!ill, , $144,675 '-','.A"".,) $28,472 233.140, '0, o " ,0 \'xj ~Si,;l:~sfZ;fu;%I~i l;i; :j~,giJ.1A:Z;;Z; '"Ri)f::jiig':.; $233,140 $0 3300 Investment Earnings 800,027 492,375 990,858 4330 Public Facilities DIF 13,019,244 17,934,536 2,130,562 4450 CIP Reimbursements 0 0 53,279 4480 Other City Funds Reimbursement 0 3,138,140 0 4900 Other Revenue 0 25,179 795,036 5000 Transfers In 6,820,450 7,289 560,904 TOTAL - 560 PUBLIC FACILITIES DIF FUNDS $20,639,721 $21,597,519 $4,530,638 ;"';;i;Cjf;{!M:'1&IE;j$:{,02t;;i4r2it;:;ftlii;tK"~,W4Q,'" ":;~.07~~ff:;;;lg~~ll f '::'2%',i;;;;:~i~r{~A?~\;S~~_(tt%'i':2;}iJivtgl'2@:11?IJlA;i :<:','::;",:mUi~gi*;,$4*.0i[;g~:;i;jtT~J~$?2i~JB1iliWii' Y;,,~FSi%!%j11i"ji*fl1!;~~%t~B@1 )r::ft{k~;4XQvJg&f'.%Ij!;':4 ':";:'.{yn;}'+;::ii>f;t~S,f{:jt~i:;;:';~,: ;?!&i?lnf:~~~3 $2,930,067 $6,902,626 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 3300 4380 580 PEDESTRIAN BRIDGE DIF FUNDS Investment Earnings OR Pedestrian Bridge DIF 67,361 77,754 157,161 404,112 562,431 262,696 $471,473 $640,185 $419,857 1,576,185 768,336 1,224,924 1,510,244 4,413,680 719,921 394,276 0 0 3,364,705 85,000 0 12,470,570 7,289 0 $19,315,980 $5,274,305 $1,944,844 2,753,695 3,876,643 6,076,772 1,910,274 699,468 598,004 639,050 0 0 0 0 0 0 17 0 0 0 0 0 0 0 89,724 80,133 11,087 769,076 1,054,414 47,304 675,000 263,708 4,000,347 $6,836,819 $5,974,383 $10,733,513 TOTAL - 580 PEDESTRIAN BRIDGE DIF FUNDS 590 TRANSPORTATION DIF FUNDS 3300 4340 4410 4900 5000 ... ... '" Investment Earnings Transportation DIF DIF Reimbursements Other Revenue Transfers In TOTAL - 590 TRANSPORTATION DIF FUNDS 600 REDEVELOPMENT AGENCY FUNDS 3000 3300 3310 3700 3720 4360 4430 4480 4900 5000 142,011 239,766 $381,777 ,1,opo,0Q0 450,000 "";:;::5AjI:rtD;;:.~;;<>)t},;:::' "':\:j',"};&s(;silf!# , :0, '* $1,450,000 o 421,178 $421,178 o 750,000 :' '",0 <:jt,))SA-,5'18if~ 180,OPO $930,000 Property Tax Investment Earnings Sale of Real Property Zoning Fees Document Fees Bayfront Fine Arts Fee Redev Agency Reimbursements Other City Funds Reimbursement Other Revenue Transfers In 6,636.606, ~11,451,~!8 "!!114;~!;'; ;,':f:~:}~~' >7:'/:1&0;;;; .};-;t;f}t?i~IIIt%: ;.i)?," Y4j:~Ir;;:t*?Jr~D;> :~;~.6: '. , ': ,::/40 <;;;;jt;{);i!tj~}Q:tj,' ',if: \;,:" Tf16:gii::!t1{m:p-i '25:000' " , ;; ":Y6 :3:j;;~"f-,,':";,I<,;>;';9iO ;:::-.,j:;j/};;Jh;flOS:;.>"ilyQ, 6,88$ , 0 '0 ': () TOTAL - 600 REDEVELOPMENT AGENCY FUNDS $6,787,492 $11,584,587 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 3000 3300 670 SWTAXAGREEMENT FUNDS Property Tax Investment Earnings 975,153 31,689 $1,006,842 1,237,036,H),1~,11lO..<, >,:0 56,788 .63;194'." :, .'0 840,161 20,406 $860,567 $1,293,824 TOTAL - 670 SW TAX AGREEMENT FUNDS 680 DEBT SERV - REDEV AGENCY FUNDS 3000 3300 4480 4900 5000 ... ... '" Property Tax Investment Earnings Other City Funds Reimbursement Other Revenue Transfers In 3,670,208 3,584,859 2,327,101 206,021 209,870 386,438 0 0 257,507 0 0 25,760,000 2,594,685 1,081,010 17,373,177 $6,470,914 $4,875,739 $46,104,223 1,063,050 668,761 393,650 1,370,260 1,356,184 2,688,192 5,654,987 13,330,770 7,980,398 120,000 12,977 37,596 32,524,318 17,223,884 0 $40,732,615 $32,592,576 $11,099,836 TOTAL - 680 DEBT SERV - REDEV AGENCY FUNDS 700 MISC CAPITAL PROJECT FUNDS 3060 3300 4370 4900 5000 Residential Construction Tax Investment Earnings Park Acquisition & Develop Fee Other Revenue Transfers In TOTAL -700 MISC CAPITAL PROJECT FUNDS $1,259,384 $0 3.335M:I ' " 1'?Mn' '7-* .,0, '0 o " 7",000 , . ',0 " " :':,0 , : 3,847,,916 $3,522,979 $3,921,946 1,52.11flO 200,000 .,".,..,.....J.'....,.,.....:.".;........'.........,.'/".......,.,..:.,.',:'.:'.....,.:",.".. ;>.;Vn(,~:;ji3;,I:mI"&;7j~::C+;!)0,;&kg':,,r;k;k;,;{Q>; '3,499,596 .,o '1,000,000 $5,770,852 $1,200,000 SCHEDULE OF REVENUES FY 2004-05 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FUND/ACCOUNT ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED 730 OTHER TRANSPORTATION PROGRAM FUNDS 3300 3400 3500 3600 4480 4900 5000 .. .. " Investment Earnings State Grants Federal Grants Other Agency Grants Other City Funds Reimbursement Other Revenue Transfers In (56,981) (45,920) 415,642 0 86,625 2,108,082 14,538,378 1,791,677 23,837 0 88,300 0 0 0 59,662 0 0 8,290 0 3,384 0 $14,481,397 $1,924,066 $2,615,514 $375,689,224 $342,606,160 $327,473,833 TOTAL - 730 OTHER TRANSPORTATION PROGRAM FUNDS GRAND TOTAL ALL FUNDS 243.025 6,104 " 1~,242 ' 303,921 ' o o o Yi,jA 5,152,169 , 6;120,300 291,319 ;>>ZO o '0 $747,292 $12,164,388 $278,858,118 $284,317,241 448 FUND BALANCE PROJECTIONS en c s: s: )> ;0 -< -I )> m r rn en PROPOSED BUDGET FISCAL YEAR 2008-09 449 FUND BALANCE PROJECTIONS EST AVAIL ESTIMATED ESTIMATED ESTIMATED ADOPTED EST AVAIL 06/30/2008 REVENUES/ TOTAL OP EXP/ CIP/NON- 06/30/2009 FUND DESCRIPTION FUND BAL TFRS IN RESOURCES TFRS OUT CIP BUDGET FUND BAL GENERAL FUND 100 General Fund 7,491,758 142,313,158 149,804,916 (142,313,158) I,4!ltI~ 236 Development Services Fund 0 10,877,685 10,877,685 (10,737,900) /t~!fi~ TOTAL-GENERAL FUND 7,491,758 153,190,843 160,682,601 (153,051,058) 7,631,543 REDEVELOPMENT AGENCY & HOUSING AUTHORITY Tax Aareement and Debt Service Funds 689 2000 Tax Alloc Bond (RDA Proj) 2,118,651 1,273,760 3,392,411 (1,273,760) . ~,11~i~1 691 Long-term Advances DSF - RDA (36,726,564) 300,000 (36,426,564) (1,705,000) (3~,1~1i$;f)'o!l) 693-694 ERAF Bonds FY05 and FY06 156,648 223,676 380,324 (223,676) 695-696 06 Refunding Tax Allocation Bonds (A & B) 3,533,476 2,124,510 5,657,986 (2,124,510) ... TOTAL (30,917,789) 3,921,946 (26,995,843) (5,326,946) (32,322,789) ~ Redevelopment Proiect Area Funds 611 Redev BayfronUTown Centre I (3,454,644) 4,155,070 700,426 (4,055,070) (100,000) 641 Redev Fine Arts 30,454 30,454 651 So WesUTwn Ctr II/Oty Vly 0 7,429,517 7,429,517 (7,296,017) (121,364) 652 RDA 2000 TABs Project Fund 3,915,178 3,915,178 671-675 SW Proj Acrea Taxing Agreement 147,419 147,419 TOTAL 638,407 11,584,587 12,222,994 (11,351,087) (221,364) 650,543 Housina Funds 313 CV Housing Authority 379,346 1,171,182 1,550,528 (1,024,864) 315 RDA Housing Program 3,730,072 3,730,072 317 RDA Low & Mod Income Housing 3,469,502 2,729,749 6,199,251 (1,585,436) TOTAL 7,578,920 3,900,931 11,479,851 (2,610,300) 8,869,551 TOTAL - REDEVELOPMENT AGENCY & HOUSING AUTHORITY (22,700,462) 19,407,464 (3,292,998) (19,288,333) (221,364) (22,802,695) ENTERPRISE FUNDS 401 Transit Funds Bayfront Trolley Station TDA o 102,679 102,679 (102,679) o FUND BALANCE PROJECTIONS EST AVAil ESTIMATED ESTIMATED ESTIMATED ADOPTED EST AVAil 06/30/2008 REVENUES/ TOTAL OP EXP/ CIP/NON- 06/30/2009 FUND DESCRIPTION FUND BAl TFRS IN RESOURCES TFRS OUT ClP BUDGET FUND BAl 402 Transit CVT 0 1,727,168 1,727,168 (1,528,705) 403 Transit Capital Projects 210,034 210,034 (893) TOTAL 210,034 1,829,847 2,039,881 (1,632,277) 407,604 Sewer Funds 411 Sewer Income 1,844,439 1,844,439 412 Special Sewer 371,465 371,465 50,304 413 Trunk Sewer Capital Reserve 16,844,420 5,359,462 22,203,882 66,220 414 Sewer Service Revenue 1,404,088 28,387,015 29,791,103 (28,758,795) (15,000) 428 Sewer Facility Replacement 1,300,606 1,528,308 2,828,914 (149,212) (2,030,025) 431 Tel Cyn Sewer Basin Plan DIF 1,029,870 51,500 1,081,370 (35,000) 432 Poggi Cyn Sewer Basin DIF 1,877,140 93,750 1,970,890 (480,556) 433 Salt Creek Sewer Basin DIF 656,813 75,040 731,853 (324,091 ) ... 543 Tel Cyn Sewer Pump Flows DIF 3,060 3,060 '" '" TOTAL 25,331,901 35,495,075 60,826,976 (29,747,654) (1,928,501 ) 29,150,821 TOTAL - ENTERPRISE FUNDS 25,541,935 37,324,922 62,866,857 (31,379,932) (1,928,501) 29,558,425 SPECIAL REVENUE FUNDS TransDortation Funds 221 Gas Tax (48,000) 4,142,716 4,094,716 (4,269,200) 175,610 225 Traffic Signal 389,649 551,241 940,890 (15,347) 368,098 227 Transportation Sales Tax 1,559,284 4,577,000 6,136,284 (4,596,995) TOTAL 1,900,933 9,270,957 11,171,890 (4,284,547) (4,053,287) 2,834,056 Parkina Funds 241 Parking Meter 164,564 361,772 526,336 (363,280) (190,860) 243 Town Centre I-Parking District 34,351 34,351 (12,136) TOTAL 198,915 361,772 560,687 (363,280) (202,996) (5,589) Public SafelY Funds 245 Traffic Safety 596,040 532,920 1,128,960 (534,140) 251 Suppl Law Enforcement Services 218,912 218,912 252 Police Department Grants 99,999 2,640,766 2,740,765 (2,606,404) FUND BALANCE PROJECTIONS EST AVAil ESTIMATED ESTIMATED ESTIMATED ADOPTED EST AVAil 06/30/2008 REVENUES/ TOTAL OP EXP/ CIP/NON- 06/30/2009 FUND DESCRIPTION FUND BAl TFRS IN RESOURCES TFRS OUT CIP BUDGET FUND BAl 254 Local Law Enf Block Grant 37,230 11,061 48,291 (11,061) 256 Asset Seizure 213,175 217,125 430,300 (220,125) TOTAL 1,165,356 3,401,872 4,567,228 (3,371,730) 1,195,498 Library and Cultural Arts Funds 261 California Library Service Act 177,732 134,000 311,732 (25,000) (102,644) 262 Public Library Act 1,249 1,249 265 CA Dept of Education Sect. 321 2,353 2,353 267 McCandliss Culturat Arts 16,757 900 17,657 (1,600) TOTAL 198,091 134,900 332,991 (26,600) (102,644) 203,747 Sundry Grant Funds 268 State Recreation Grants (627,910) 487,910 (140,000) 140,000 .. 272 Federal Grants Fund 0 133,464 133,464 (133,464) '" '" 273 State Grants Fund 0 (30,000) TOTAL (627,910) 621,374 (6,536) (133,464) 110,000 (30,000) Conservation Funds 281 Waste Management & Recycling 0 476,342 476,342 (476,120) 282 Environmental Services Fund 0 1,067,800 1,067,800 (1,062,992) 285 Energy Conservation 0 856,870 856,870 (856,870) TOTAL 2,401,012 2,401,012 (2,395,982) 5,030 Community Development Block Grant 311 CDBG Housing Program 366,320 225,582 591,902 (499,400) 314 Emergency Shelter Grant Prog 2,995 88,169 91,164 (4,400) (83,769) 321 Home Pro9ram 408,732 906,542 1,315,274 (89,949) (7,048) 325 CDBG Program - Income Projects 39,708 39,708 333 FY2000 Comm Dev Block Grant (4,577) 1,748,189 1,743,612 (996,124) (747,488) TOTAL 813,178 2,968,482 3,781,660 (1,589,873) (838,305) 1,353,482 Open Space District Funds 342 CFD ll-M RHR McMillin 34,877 56,174 91,051 (56,174) 343 CFD 12-M Vlg7 478,388 414,000 892,388 (414,000) 344 CFD 13-M VI92 30,579 4,050 34,629 (4,050) FUND BALANCE PROJECTIONS EST AVAil ESTIMATED ESTIMATED ESTIMATED ADOPTED EST AVAil 06/30/2008 REVENUES/ TOTAL OP EXP/ CIP/NON- 06/30/2009 FUND DESCRIPTION FUND BAl TFRS IN RESOURCES TFRS OUT ClP BUDGET FUND BAl 345 CFD 12M - OR Village 7 471,177 477,836 949,013 (477,836) 351 Town Centre Landscaping Dist I 23,139 23,139 352 Bay Blvd Landscaping Dist 30,172 15,377 45,549 (15,377) 353 Eastlake Maintenance Dist #1 303,891 231,571 535,462 (231,571) 354-376 Open Space District #1 - #31 2,669,518 2,511,772 5,181,290 (2,511,772) 378 CFD 07M-Eastlk II Woods, Vista 409,189 591,781 1,000,970 (591,781) 379 CFD 08M-Vlg 6 McM & Oty Ranch 371,937 958,664 1,330,601 (958,664) 380 CFD 09M OR Vlg II 749,471 920,056 1,669,527 (920,056) 382 CFD 99-2 Otay Ranch Vlg 1 We 354,988 737,002 1,091,990 (737,002) 383 Town Ctr Business Imprv Distr 150,771 150,771 386 Otay Ranch Acquisition Dist 477,835 450,000 927,835 (450,000) 387 CFD 98-3 Sun bow 2 512,364 991,464 1,503,828 (991,464) .. 388 Comm Facility 97-1 (Otay Rnch) 2,366,647 1,895,650 4,262,297 (1,895,650) '" .. 389 Otay Ranch Village 1,2,6,7,12 28,836 104,506 133,342 (104,506) TOTAL 9,463,779 10,359,903 19,823,682 (10,359,903) 301 Storm Drain Revenue (94,719) 580,660 485,941 (548,398) 9,463,779 ",{U~ .,."..,.... ..;._": :., ,-,,,-".~ ,.~: .. INTERNAL SERVICE FUNDS 231 Workers Compensation 1,597,281 2,821,917 4,419,198 (3,089,640) 232 Flexible Spending Account 20,564 310,000 330,564 (324,889) 341 Public Liability Trust 45,304 45,304 391 Central Garage 2,628,475 5,211,168 7,839,643 (5,423,324) 393 Technology Replacement 0 395 Stores Inventory 9,346 9,346 TOTAL -INTERNAL SERVICE FUNDS 4,300,970 8,343,085 12,644,055 (8,838,053) '<,,,?O;,,,,,, <';ih~~};& "'';i.;X;>J41tfifl.A?~ ',!%K0i.~11;" ';,A16"'.(o ;,~'7l'""..t}ff\~)( '-'L;~:i;G;_W'(Ti&1';ftXP; """'!-~' ,....,.</J-,..,....,,;.,;.,... ..... ,-, ,'AC"",,)t,h'''''':::- 3,806,002 CAPITAL PROJECTS FUNDS 501 503 507 Assessment District Funds Otay Lakes Rd AD 88-2 I mprov East H St AD 87-1 Improv Otay Valley Rd AD 90-2 Improv 95,924 126,839 83,471 95,924 126,839 83,471 FUND BALANCE PROJECTIONS EST AVAil ESTIMATED ESTIMATED ESTIMATED ADOPTED EST AVAil 06/30/2008 REVENUES/ TOTAL OP EXP/ CIP/NON- 06/30/2009 FUND DESCRIPTION FUND BAl TFRS IN RESOURCES TFRS OUT CIP BUDGET FUND BAL 511 Otay Vly Rd Fee Recovery Dist 856,754 856,754 512 EL Greens II AD 94-1 Improv 1,055,140 1,055,140 515 Twin Oaks Ave AD 96-1 Improv 24,964 6,347 31,311 (10,000) 516 Oxford 5t AD 97-1 Improv 14,832 2,043 16,875 (6,000) 517 AD2004-1 Dixon Drive 84,943 10,070 95,013 518 AD2005-1 Tobias Drive 49,199 10,012 59,211 TOTAL 2,392,066 28,472 2,420,538 (16,000) 2,404,538 Development Impact Fee Funds 542 Tel Cyn Drainage Plan DIF 4,304,960 4,304,960 (69) 567-582 DIF - Public Facilities (6,748,240) 6,902,626 154,386 (6,291,567) 68,328 587 DIF-OR Village Pedestrian Ramp 1,085,365 171,178 1,256,543 (1,076,366) 588 OR Vlgll Pedestrian Bridge DIF 2,058,727 250,000 2,308,727 (3,200) ... 591 Transportation DIF 19,005,827 750,000 19,755,827 (972,193) (11,411) '" '" 593 Western Transportation DIF Fund 0 180,000 180,000 (180,000) TOTAL 19,706,639 8,253,804 27,960,443 (8,343,396) (123,083) 19,493,965 Other Transportation Funds 723 Bicycle Facilities (141,319) 291,319 150,000 (150,000) 735 Transportation Partnership 18,481 18,481 (69) 736 Other Transportation Program (1,427,300) 6,995,300 5,568,000 (5,568,000) 737 Trans Equity Act - 21 0 215,000 215,000 (215,000) 739 Traffic Congestion Relief Fund (21,000) 1,000,000 979,000 (979,000) 741 Prop 1 B Hwy Safety (3,500,000) 3,662,769 162,769 TOTAL (5,071,138) 12,164,388 7,093,250 (69) (6,912,000) 181,181 Misc Capital Proiect Funds 714 CIP - Fiscal Agent 1,118,650 1,118,650 715 Park Acquisition & Development 40,855,489 1,000,000 41,855,489 (25,000) 52,542 717 Resid. Construction/Conversion 235,335 200,000 435,335 (681,358) 42,871 725 Indust. Development Authority 10,022 10,022 TOTAL 42,219,496 1,200,000 43,419,496 (706,358) 95,413 42,808,551 TOTAL - CAPITAL PROJECTS FUNDS 59,247,063 21,646,664 80,893,727 (9,065,823) (6,939,670) 64,888,235 FUND BALANCE PROJECTIONS EST AVAil ESTIMATED ESTIMATED ESTIMATED ADOPTED EST AVAil 06/30/2008 REVENUES/ TOTAL OP EXP/ CIP/NON- 06/30/2009 FUND DESCRIPTION FUND BAl TFRS IN RESOURCES TFRS OUT CIP BUDCET FUND BAl DEBT SERVICE FUNDS Debt Service - City Funds 441 1994 Pension Obligation Bond 568 2,462,913 2,463,481 (2,462,913) 442 COBG Section 108 loan 0 637,370 637,370 (787,058) 446 Notes Payable Adamo Property 2 46,712 46,714 (46,712) 449 SO Co Regional Comm Systems 174 295,734 295,908 (295,734) \1,1~ 451 Long-term Advances OSF - City (14,651,105) 419,518 (14,231,587) (419,518) (1~~1;;11l') TOTAL (14,650,361 ) 3,862,247 (10,788,114) (4,011,935) (14,800,049) Debt Service - CV Financinq Authoritv 448 2000 COP Ser A-Fin Project 2,618,457 1,768,520 4,386,977 (1,868,484) *,~1&'~~ 450 2002 COP Police Facility proj 4,498,006 3,916,846 8,414,852 (3,916,846) <f,~i~ '" 471 2003 Refunding Cert of Part 1,473,345 1,076,825 2,550,170 (1,076,825) 1{~'l~ '" '" 472 2004 COP Civ Ctr proj Phase I 2,599,966 2,400,393 5,000,359 (2,400,393) ~~;~ 473 2006 COP Civ Ctr Proj Phase 2 1,856,799 1,278,499 3,135,298 (1,278,499) 1,llg!,~!lll TOTAL 13,046,573 10,441,083 23,487,656 (10,541,047) 12,946,609 TOTAL - DEBT SERVICE FUNDS (1,603,788) 14,303,330 12,699,542 (14,552,982) (1,853,440) GRAND TOTAL ALL FUNDS 85,295,099 284,317,241 369,612,339 (259,249,957) (14,176,767) 96,185,616 SCHEDULE OF INTERFUND TRANSFERS en c s: s: )> ;0 -< -I )> OJ r m en PROPOSED BUDGET FISCAL YEAR 2008-09 457 SCHEDULE OF INTERFUND TRANSFERS FY 2008-09 FUND/ACCOUNT DESCRIPTION PROPOSED 100 GENERAL FUND ... '" '" 221 Gas Tax 236 Development Services Fund 245 Traffic Safety 256 CA Library Service 261 Public Library 282 Environmental Services Fund 301 Storm Drain Revenue 313 CV Housing Authority 391 Central Garage 402 TransiUCVT Fund 414 Sewer Service Revenue 651 SWfTClI/OV proj 691 L T Adv DSF RDA TOTAL TRANSFERS IN -100 GENERAL FUND 236 DEVELOPMENT SERVICES FUND 100 General Fund 414 Sewer Service Revenue TOTAL TRANSFERS IN - 236 DEVELOPMENT SERVICES FUND 313 CV HOUSING 317 RDA Low & Mod Income 321 Home Program 333 CDBG TOTAL TRANSFERS IN - 313 CV HOUSING 413 TRUNK SEWER CAPITAL RESERVE 432 Poggi Canyon Sewer Basin DIF TOTAL TRANSFERS IN - 413 TRUNK SEWER CAPITAL RESERVE Staff Time Reimbursement and Equipment Overhead Reimbursement Staff Time Reimbursement and Equipment Staff Time Reimbursement and Equipment Staff Time Reimbursement and Equipment Staff Time Reimbursement and Equipment Staff Time Reimbursement Staff Time Reimbursement Staff Time Reimbursement Staff Time Reimbursement Staff Time Reimbursement Overhead Reimbursement TCII Loan Repayment to Bay1ront A.~ltJPO 1 ;1~.Q65 ." ;.~:~;;11W. .12."""" . '".,...,.."..;.,~~.~:. . ....1.~J!Jl9 JL,E;iiyj{iiliifrrllllgy ":'Ja~~~ ../.1:l~ . '."".,..,."".. i:iSn~.~~v:( . ;.:/t.llt~ .''I\~~.~: ;},fKya;;@iy~:;tH~il . . ". 300.\100 $12.272,473 General Fund subsidy to Development Services Fund Staff Time Reimbursement .... '. ~.Q.110 ....x <};;:h7;;f:::J!:;.~I~,f~ $414,500 Staff Time Reimbursement Staff Time Reimbursement Staff Time Reimbursement 116;ltQ6 .7.Q.110 '.J.3tKM $158,740 Interest payment on $1.7M transferred by Trunk Sewer (Reso 188 . 479;5~ $470,556 SCHEDULE OF INTERFUND TRANSFERS FY 2008-09 FUND/ACCOUNT DESCRIPTION PROPOSED 414 SEWER SERVICE REVENUE 428 Sewer Facility Replacement TOTAL TRANSFERS IN - 414 SEWER SERVICE REVENUE 441 1994 PENSION OBLIGATION BOND Staff Time Reimbursement - Video Inspection $149,212 100 General Fund TOTAL TRANSFERS IN - 441 1994 PENSION OBLIGATION BOND 442 CDBG SECTION 108 LOAN Debt Service Payment - Pension Obligation Bond 2,462,1113 $2,462,913 333 Community Dev Block Grant TOTAL TRANSFERS IN - 442 CDBG SECTION 108 LOAN Debt Service Payment - Section 108 Loan ... en o 446 NOTES PAYABLE ADAMO PROPERTY $637,370 567 DIF Adamo Property Debt Service Payment - Parking Lot Acquisition Cost TOTAL TRANSFERS IN - 446 NOTES PAYABLE ADAMO PROPERTY 448 2000 COP SER A-FIN PROJECT $46,712 100 General Fund 574 Corporation Yard Relocation TOTAL TRANSFERS IN - 448 2000 COP SER A-FIN PROJECT 449 SD CO REGIONAL COMM SYSTEMS Debt Service Payment- Corporation Yard Debt Service Payment - Corporation Yard $1,768,520 100 Generai Fund TOTAL TRANSFERS IN - 449 SD CO REGIONAL COMM SYSTEMS 450 2002 COP POLICE FACILITY PROJ Debt Service Payment - 800Mhz Backbone Cost $295,734 100 General Fund 573 Police Department Facility Remodel TOTAL TRANSFERS IN - 450 2002 COP POLICE FACILITY PROJ Debt Service Payment - Police Facility Debt Service Payment - Police Facility $3,916,846 SCHEDULE OF INTERFUND TRANSFERS FY 2008-09 FUND/ACCOUNT DESCRIPTION PROPOSED 451 LONG-TERM ADVANCES DSF - CITY 100 General Fund 301 Storm Drain Rev 433 Salt Creek Sewer Basin DIF 515 Twin Oaks Assessment District 96-1 516 Oxford St Assessment District 97-1 TOTAL TRANSFERS IN - 451 LONG-TERM ADVANCES DSF - CITY Debt Service Payment - Animal Shelter Debt Serv Pymt - Trunk Sewer Capl Res-Reso 18996 Debt Serv Pymt - Trunk Sewer Capl Res-FYOO-01 Budget Reso Debt Serv Pymt - Trunk Sewer Capl Res-Reso 18873 Debt Serv Pymt - Trunk Sewer Capl Res-Reso 18795 / 1M "''''', "'d':';';~~;~~" /~.~ ""~""" :';:<<~;';'h;1,~~'" , i1o.nnn "'.,/,...;.;_.."..l:'f)'l"!~, ,;,\>;QQO $419,518 471 2003 REFUNDING CERT OF PART .. ~ 100 General Fund 225 Traffic Signal 241 Parking Meter Fund 301 Storm Drain Revenue 317 Low & Moderate Income Housing 391 Central Garage 403 SCOOT Capital Projects 414 Sewer Service Reserve 542 Telegraph Canyon Drainage DIF 571 Public Facilities DIF 573 Police Department Facility Remodel 576 Fire Supression System Expansion 591 Transportation Development 611 Redevelopment Agency BFfTC I 651 Redev Agency SWfTClI/OV Proj 717 Residential Construction Tax 735 Transportation Partnership TOTAL TRANSFERS IN - 471 2003 REFUNDING CERT OF PART Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease Debt Service - 03 Refunding COP RDA 93 COP Debt Service - 03 Refunding COP RDA 93 COP Debt Service Payment - Financial System Lease Debt Service Payment - Financial System Lease /2:5:; Fz;iiltil&x;; ~.' 4fl1":11W;)%Jj0;:~>' 'iII-; ;-::1A:r-1~1' '<~':;'ifiEK;!t111D>{~ iii)::!i:~1} '/";~f;i{tli[f'iiigi;ii;if': TS;!,~llij!j~tffi'ii.Jir:; 11;1' -!r11~_ .;;,!/;:tifi'::itd%fktfP75', '1:- ","ArE . i';-":'('2,xt-r"'Y'{$&l"""%?'ilSB:' ,- i::fS:;0:i;&wffIE:!li.~g8: <:,:Y,'0gf$m;k{~I.i1Mfr2 -:I_ii__ -{:tIn:;.'''''" :;/::;)i/';A\':/k11,j:f;?l~iX "YBSfj{11;;€Ei:S$;::;!f5nilif'l Y>\;;E\%';::'~'~%3tE_{/ <;<:;;0}jJ~fl!flfi_4:1 ..7t;.i:P,SI!iHli1:/ ;aig0~[Ki~;'i!irfifflFt~~t ;;...'.;>f:;;>;H:ij0:;@t~0rlit;} $1,076,825 SCHEDULE OF INTERFUND TRANSFERS FY 2008-09 FUND/ACCOUNT DESCRIPTION PROPOSED 472 2004 COP CIV CTR PROJ PHASE I 100 General Fund 572 Public Facilities DIF - Civic Center 717 Residential Construction Tax Debt Service - Civic Center Phase 1 Debt Service - Civic Center Phase 1 Debt Service - Western Chula Vista Infrastructure """'~',~B" ;':;"',,&,;;:&&;%A .' i. "'_',hi ';i/:i4W'>$i0,)k _ ,'- ,'-idY; ';p4'~~i ,-,!j:E^:y!j~j~i/-1~j TOTAL TRANSFERS IN - 472 2004 COP CIV CTR PROJ PHASE I $2,400,393 473 2006 COP CIV CTR PROJ PHASE 2 100 General Fund 572 Public Facilities DIF - Civic Center Debt Service - Civic Center Phase 2 Debt Service - Civic Center Phase 2 ',?Il!i,M6' '.9""""'''' ",:Y:f!'#l!!:J:f~,_ TOTAL TRANSFERS IN - 473 2006 COP CIV CTR PROJ PHASE 2 $1,278,499 574 CORPORATION YARD RELOCATION ... en '" 451 Long-term Advances DSF - City Debt Service - Animal Shelter TOTAL TRANSFERS IN - 574 CORPORATION YARD RELOCATION 48,201 $48,201 593 WESTERN TDIF 591 Trasnportation DIF TOTAL TRANSFERS IN - 593 WESTERN TDIF FY09 CIP Adopted Budget , / 180,000 $180,000 689 2000 TAX ALLOC BOND (RDA PROJ) 651 So WesllTwn Ctr/Otay Valley TOTAL TRANSFERS IN - 689 2000 TAX ALLOC BOND (RDA PROJ) Debt Service - Merged Redevelopment Project , "'1 000 17A1\ ;-;,-/';/1/",-;!lMJWAf-~;> ; $1,199,760 691 LONG-TERM ADVANCES DSF - RDA 651 Redev Agency SWfTClI/OV Proj TOTAL TRANSFERS IN - 691 LONG-TERM ADVANCES DSF - RDA TCII Loan Repayment to Bayfront --s;j&$PJ;tf:Xjl~{;g $300,000 693 05 TAX REV (ERAF) 611 Redev BayfronllTown Ctr 651 So WesllTwn Ctrll/Otay Valley TOTAL TRANSFERS IN - 693 05 TAX REV (ERAF) Debt Service payment Debt Service payment ~:~!pjJi#!1IB:l1f~(4 ;:&t4t'~JIi~-~; $98,704 SCHEDULE OF INTERFUND TRANSFERS FY 2008-09 FUND/ACCOUNT DESCRIPTION PROPOSED 694 06 TAX REV (ERAF) 611 Redev BayfrontfTown Glr 651 So WestfTwn Glrll/Olay Valley TOTAL TRANSFERS IN - 694 06 TAX REV (ERAF) Debl Service payment Debt Service payment . ! .. 76.l\P8 . 46,114 $124,972 695 06 SR TABS SER A 611 Redev BayfrontfT own Glr TOTAL TRANSFERS IN - 695 06 SR TABS SER A Debt Service payment 1,072,345 $1,072,345 696 06 SR TABS SER B 611 Redev BayfrontfTown Glr TOTAL TRANSFERS IN - 696 06 SR TABS SER B Debt Service payment !;. 1,052,165 $1,052,165 .. '" '" GRAND TOTAL ALL FUNDS $31,844,958 ~ ~ 464 AUTHORIZED POSITIONS BY DEPARTMENT en c s: s: )> ;c -< -I )> OJ r m en PROPOSED BUDGET FISCAL YEAR 2008-09 465 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 CLASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET MAYOR & COUNCIL MAYOR & COUNCIL TOTAL 1.00 1.00 1.00 4.00 100 1.00 1.00 4.00 14.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 4.00 14.00 Chief of Staff Coastal/Environmental Policy Consultant Constituent Services Manager Councilperson Executive Secretary Mayor Office Specialist (Mayor/ at will) Senior Council Assistant CITY CLERK Administrative Secretary 1.00 1.00 Assistant City Clerk 1.00 1.00 City Clerk 1.00 1.00 Deputy City Clerk 1.00 1.00 Records Manager 1.00 1.00 Records Specialist 1.00 1.00 Senior Deputy City Clerk 1.00 (1.00) Senior Office Specialist 0.50 0.50 Senior Records Specialist 1.00 1.00 CITY CLERK TOTAL 8.50 (1.00) 7.50 CITY ATTORNEY City Attorney 1.00 1.00 Deputy City Attorney il 2.00 (1.00) 1.00 Deputy City Attorney III 4.00 4.00 Executive Secretary 1.00 1.00 Legal Assistant 3.00 (1.00) 2.00 Senior Assistant City Attorney 2.00 2.00 Senior Legal Assistant 1.00 1.00 CITY A TIORNEY TOTAL 14.00 (2.00) 12.00 ADMINISTRATION Administrative Secretary Administrative Technician Assistant City Manager Assistant Director of Budget & Analysis City Manager Director of Budget And Analysis 1.00 1.00 2.00 1.00 1.00 1.00 (1.00) 1.00 1.00 1.00 1.00 1.00 1.00 467 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 ADOPTED MIDYEAR PROPOSED PROPOSED CLASSIFICATION BUDGET CHANGES CHANGES BUDGET Director of Communications 1.00 1.00 Director of Conservation & Environmental 1.00 1.00 Services Economic Development Officer 1.00 1.00 Environmental Resource Manager 1.00 1.00 (1.00) 1.00 Environmental Resource Specialist 1.00 1.00 Executive Assistant to the City Manager 1.00 1.00 Executive Secretary 1.00 1.00 Fiscal Management Analyst 3.00 1.00 4.00 Government Relations Liaison 1.00 1.00 Grants Development Manager 1.00 1.00 Graphic Designer 1.00 1.00 Principal Economic Development Specialist 1.00 1.00 Principal Management Analyst 1.00 1.00 Senior Economic Development Specialist 1.00 (1.00) Senior Graphic Designer 1.00 1.00 Senior Management Analyst 1.00 1.00 Senior Secretary 1.00 1.00 Special Events Planner 1.00 1.00 ADMINISTRATION TOTAL 19.00 4.00 3.00 26.00 INFORMATION TECHNOLOGY Administrative Secretary 1.00 1.00 Applications Support Manager 1.00 (1.00) Director of Information Technology Services 1.00 1.00 GIS Specialist 4.00 (1.00) 3.00 GIS Supervisor 1.00 1.00 Information Technology Support Manager 1.00 1.00 Information Technology Support Specialist 8.00 (1.00) (1.00) 6.00 Operations & Telecommunications Manager 1.00 1.00 Senior Applications Support Specialist 2.00 2.00 Senior Information Technology Support 2.00 2.00 Specialist Senior Programmer Analyst 2.00 2.00 Systems/Database Administrator 1.00 (1.00) Telecommunications Specialist 1.00 1.00 Webmaster 2.00 2.00 INFORMATION TECHNOLOGY TOTAL 28.00 (2.00) (3.00) 23.00 HUMAN RESOURCES Administrative Secretary Assistant Director of Human Resources 1.00 1.00 1.00 1.00 468 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 ClASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Benefits Manager 1.00 1.00 Benefits Technician 2.00 2.00 Chief Learning Officer 1.00 (1.00) Director of Human Resources 1.00 1.00 Fiscal Office Specialist 0.50 0.50 Human Resources Analyst 3.00 3.00 Human Resources Operations Manager 1.00 1.00 Human Resources Technician 1.00 1.00 Office Specialist 1.00 (1.00) Principal Human Resources Analyst 2.00 (1.00) 1.00 Risk Manager 1.00 1.00 Senior Fiscal Office Specialist 2.00 (1.00) 1.00 Senior Human Resources Analyst 1.00 1.00 Senior Risk Management Specialist 5.00 5.00 Senior Secretary 1.00 (1.00) HUMAN RESOURCES TOTAL 25.00 (4.50) 20.50 FINANCE Accountant 2.00 (1.00) (1.00) Accounting Assistant 8.00 (1.00) 2.00 9.00 Accounting Technician 3.00 3.00 Accounting Technician 1.00 1.00 Administrative Secretary 1.00 (1.00) Assistant Director of Finance 1.00 1.00 Associate Accountant 2.00 2.00 Business License Representative 1.00 1.00 Collections Supervisor 1.00 (1.00) Director of Finance 1.00 1.00 Fiscal Operations Manager 1.00 1.00 Fiscal Services Analyst 1.00 (1.00) Procurement Specialist 2.00 2.00 Purchasing Agent 1.00 1.00 Senior Accountant 1.00 1.00 Senior Accounting Assistant 1.00 (1.00) Senior Business License Representative 1.00 (1.00) Senior Procurement Specialist 1.00 1.00 Storekeeper 1.00 (1.00) Treasury Manager 1.00 1.00 FINANCE TOTAL 31.00 (4.00) (2.00) 25.00 469 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 CLASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDCET CHANCES CHANCES BUDCET GENERAL SERVICES Animal Adoption Counselor 1.25 (1.25) Animal Care Assistant 6.50 (6.50) Animal Control Manager 1.00 (1.00) Animal Control Officer 500 (5.00) Animal Control Officer Supervisor 1.00 (1.00) Assistant Surveyor II 1.00 (1.00) Associate Engineer 4.00 (4.00) Building Projects Manager 3.00 (3.00) Building Services Manager 1.00 (1.00) Carpenter 1.00 (1.00) Construction & Repair Manager 1.00 (1.00) Custodial & Facilities Manager 1.00 (1.00) Custodial Supervisor 4.00 (4.00) C ustod ia n 15.00 (15.00) Deputy Director of General Services 2.00 (2.00) Director of General Services 1.00 (1.00) Electrician 3.00 (3.00) Electrician/Equipmentlnstaller 2.00 (2.00) Electronics Technician 2.00 (2.00) Electronics Technician Supervisor 1.00 (1.00) Environmental Services Program Manager 1.00 (1.00) HVAC Technician 3.00 (3.00) Land Surveyor 1.00 (1.00) Landscape Architect 2.00 (2.00) Landscape Inspector 2.00 (2.00) Landscape Planner II 4.00 (3.00) (1.00) Lead Custodian 6.00 (7.00) 1.00 Locksmith 2.00 (2.00) Office Specialist 4.50 (4.00) (0.50) Painter 2.00 (2.00) Plumber 2.00 (2.00) Principal Management Analyst (1.00) 1.00 Recycling Specialist I 1.00 (1.00) Recycling Specialist II 1.00 (1.00) Registered Veterinary Technician 1.00 (1.00) Senior Administrative Secretary 1.00 (1.00) Senior Animal Care Assistant 1.00 (1.00) Senior Civil Engineer 2.00 (2.00) Senior Electrician 1.00 (1.00) Senior Engineering Technician 1.00 (1.00) Senior Fiscal Office Specialist 1.00 (1.00) 470 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 ClASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Senior HVAC Technician 1.00 (1.00) Senior Landscape Inspector 1.00 (1.00) Senior Management Analyst 1.00 (1.00) Senior Office Specialist 2.00 (2.00) Storekeeper 1.00 (1.00) Survey Technician II 1.00 (1.00) GENERAL SERVICES TOTAL 102.25 (99.75) (2.50) COMMUNITY DEVELOPMENT Assistant Director of Community Development Community Development Specialist II Director of Community Development Planning & Housing Manager Principal Community Development Specialist Senior Administrative Secretary Senior Community Development Specialist Senior Fiscal Office Specialist Senior Management Analyst Senior Secretary COMMUNITY DEVELOPMENT TOTAL PLANNING & BUILDING 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 13.00 (1.00) (1.00) (1.00) (1.00) (1.00) (1.00) (3.00) (1.00) (1.00) (2.00) (13.00) Administrative Technician 1.00 (100) Advanced Planning Manager 1.00 1.00 Assistant Director of Building & Housing 100 (1.00) Assistant Director of Planning 1.00 (1.00) Assistant Planner 1.00 (1.00) Associate Planner 8.50 (5.50) (1.00) 2.00 Building Inspector II 9.00 (9.00) Building Inspector III 2.00 (2.00) Code Enforcement Manager 1.00 1.00 Code Enforcement Officer I 1.00 (1.00) Code Enforcement Officer II 5.00 1.00 6.00 Code Enforcement Technician 1.00 (1.00) Deputy Building Official 1.00 (1.00) Development Automation Specialist 1.00 (1.00) Development Planning Improvement Manager 1.00 (1.00) Development Planning Manager 1.00 (1.00) Development Services Technician II 8.50 (8.50) Development Services Technician III 1.00 (1.00) Director of Planning & Building 1.00 (1.00) 471 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 ClASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Landscape Planner II 1.00 (1.00) Office Specialist 0.50 (0.50) Plan Check Supervisor 1.00 (1.00) Planning Technician 2.00 2.00 Plans Examiner 4.00 (4.00) Principal Management Analyst 1.00 (1.00) Principal Planner 6.00 (5.00) 1.00 Secretary 2.00 (1.00) 1.00 Senior Administrative Secretary 1.00 (1.00) Senior Building Inspector 2.00 (2.00) Senior Code Enforcement Officer 200 2.00 Senior Office Specialist 3.00 (2.00) 1.00 Senior Planner 5.00 (5.00) Senior Planning Technician 1.00 1.00 Senior Plans Examiner 1.00 (1.00) Senior Secretary 1.00 (1.00) PLANNING & BUILDING TOTAL 80.50 (60.50) (2.00) 18.00 ENGINEERING Administrative Analyst II 2.00 2.00 Administrative Secretary 1.00 (1.00) Assistant Director of Engineering 1.00 1.00 Assistant Surveyor II 1.00 1.00 Associate Engineer 1000 (1.00) 9.00 Building Project Manager 2.00 2.00 Deputy Director of Engineering 1.00 (1.00) Development Services Technician 2.00 (2.00) Director of Engineering 1.00 (1.00) Director of Engineering I City Engineer 1.00 1.00 Engineering Technician I 1.00 1.00 Engineering Technician II 2.00 (2.00) Fiscal Office Specialist 1.00 (1.00) Land Surveyor 1.00 1.00 (1.00) 1.00 Landscape Architect 0.50 0.50 Principal Civil Engineer 3.00 (1.00) 2.00 Principal Management Analyst 1.00 1.00 Real Property Manager 1.00 1.00 Secretary 1.00 1.00 Senior Administrative Secretary 1.00 1.00 Senior Civil Engineer 4.00 1.00 5.00 Senior Engineering Technician 2.00 2.00 Signal Systems Engineer II 1.00 1.00 472 AUTHORIZED POSITIONS BY DEPARTMENT Survey Technician II 1.00 1.00 Traffic Devices Technician 4.00 (4.00) Traffic Devices Technician Supervisor 1.00 (1.00) Transportation Engineer w/Certificate 1.00 (1.00) ENGINEERING TOTAL 41.00 (5.50) (2.00) 33.50 POLICE Administrative Services Manager 1.00 1.00 Chief of Police 1.00 1.00 Community Service Officer 11.00 (4.00) 7.00 Crime Laboratory Manager 1.00 1.00 Detention Facility Manager 1.00 1.00 Evidence Control Assistant 3.00 (1.00) 2.00 Facility & Supply Specialist 1.00 (0.50) 0.50 Fiscal Office Specialist 1.00 (1.00) Forensics Specialist 2.00 2.00 Latent Print Examiner 3.00 3.00 Office Specialist 2.00 (1.00) 1.00 Parking Enforcement Officer 2.00 2.00 Peace Officer 153.00 (1.00) (1.00) 151.00 Police Agent 59.00 (5.00) (1.00) 53.00 Police Captain 3.00 3.00 Police Communications Systems Manager 1.00 1.00 Police Community Relations Specialist 2.00 2.00 Police Data Specialist 3.00 3.00 Police Dispatcher 24.00 (4.00) 20.00 Police Dispatcher Supervisor 6.00 6.00 Police Lieutenant 11.00 (2.00) 9.00 Police Records Specialist 6.50 (1.00) 5.50 Police Records Transcriptionist 4.00 (1.00) (1.00) 2.00 Police Sergeant 25.00 (1.00) 1.00 25.00 Police Services Officer 14.00 (2.00) 12.00 Police Support Services Manager 1.00 1.00 Police Technology Specialist 1.00 1.00 Police Training and Development Supervisor 1.00 1.00 Public Information Officer (PD) 1.00 1.00 Public Safety Analyst 5.00 5.00 Range Master 0.50 0.50 Secretary 7.50 (1.50) (2.00) 4.00 Senior Administrative Secretary 1.00 1.00 Senior Fiscal Office Specialist 2.00 2.00 Senior Management Analyst 1.00 (1.00) 473 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 ClASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Senior Office Specialist 5.00 (1.00) 4.00 Senior Police Data Specialist 1.00 1.00 Senior Public Safety Analyst 1.00 1.00 Training Programs Specialist 1.00 1.00 POLICE TOTAL 366.50 (23.50) (5.50) 337.50 FIRE Administrative Secretary 1.00 1.00 Administrative Services Manager 1.00 1.00 Assistant Fire Chief 1.00 1.00 Deputy Fire Chief 2.00 (1.00) (1.00) Emergency Services Coordinator 1.00 (1.00) Facility & Supply Specialist 1.00 1.00 Fire Battalion Chief (112 Hr) 6.00 6.00 Fire Battalion Chief (80 Hr) 1.00 1.00 Fire Captain (112 Hr) 33.00 33.00 Fire Captain (80 Hr) 2.00 (1.00) 1.00 Fire Chief 1.00 1.00 Fire Communications Manager 1.00 (1.00) Fire Dispatcher 8.00 (8.00) Fire Dispatcher Supervisor 2.00 (2.00) Fire Engineer (112 Hr) 33.00 33.00 Fire Engineer (80 Hr) 2.00 2.00 Fire Inspector I 4.00 (1.00) 3.00 Fire Inspector II 2.00 1.00 (1.00) 2.00 Fire Marshal 1.00 1.00 Fire Prevention Engineer 2.00 (1.00) 1.00 Firefighter (112 Hr) 41.00 41.00 Firefighter (80 Hr) 1.00 1.00 Office Specialist 1.00 1.00 Public Education Specialist 1.00 (1.00) Public Safety Analyst 1.00 1.00 Secretary 2.00 (1.00) 1.00 Senior Fire Inspector 1.00 1.00 Senior Office Specialist 1.00 1.00 FIRE TOTAL 153.00 (17.00) (1.00) 135.00 PUBLIC WORKS Administrative Secretary Administrative Services Manager Animal Adoption Counselor 1.00 1.00 1.25 1.00 1.00 1.25 474 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 CLASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Animal Care Assistant 6.50 6.50 Animal Control Manager 1.00 1.00 Animal Control Officer 4.00 4.00 Animal Control Officer Supervisor 1.00 1.00 Assistant Director of Public Works 1.00 1.00 Assistant Director of Public Works Operations 1.00 (1.00) Associate Engineer 1.00 (1.00) Carpenter 1.00 1.00 Construction & Repair Manager 1.00 1.00 Custodial & Facilities Manager 1.00 1.00 Custodial Supervisor 4.00 4.00 C ustod ia n 14.50 14.50 Director of Public Works 1.00 1.00 Director of Public Works Operations 1.00 (1.00) Electrician 3.00 3.00 Electrician/Equipment Installer 1.00 1.00 Electronics Technician 2.00 2.00 Electronics Technician Supervisor 1.00 1.00 Engineering Technician 1.00 (1.00) Engineering Technician II 1.00 1.00 Environmental Health Specialist 2.00 2.00 Equipment Operator 3.00 3.00 Fiscal Office Specialist 2.00 2.00 Gardener I 15.00 (6.00) 9.00 Gardener II 13.00 3.00 16.00 HVAC Technician 3.00 3.00 Lead Custodian 7.00 7.00 Locksmith 2.00 2.00 Maintenance Worker I 13.00 (5.00) (1.00) 7.00 Maintenance Worker II 8.00 3.00 11.00 Office Specialist 3.50 3.50 Open Space Inspector 6.00 6.00 Open Space Manager 1.00 1.00 Painter 2.00 2.00 Parks & Open Space Manager 1.00 1.00 Parks Manager 2.00 (1.00) 1.00 Parks Supervisor 500 5.00 Plumber 2.00 2.00 Principal Civil Engineer 1.00 1.00 Public Works Inspector I 2.00 (2.00) Public Works Inspector II 5.00 (5.00) Public Works Manager 2.00 2.00 Public Works Specialist 3.00 3.00 475 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 ADOPTED MIDYEAR PROPOSED PROPOSED CLASSIFICATION BUDGET CHANGES CHANGES BUDGET Public Works Supervisor 4.00 (1.00) 3.00 Pump Maintenance Supervisor 1.00 1.00 Pump Maintenance Technician 4.00 4.00 Registered Veterinary Technician 1.00 1.00 Senior Animal Care Assistant 1.00 1.00 Senior Civil Engineer 3.00 (2.00) 1.00 Senior Electrician 1.00 1.00 Senior Fiscal Office Specialist 1.00 1.00 2.00 Senior Gardener 9.00 9.00 Senior HVAC Technician 1.00 1.00 Senior Maintenance Worker 17.00 (3.00) 14.00 Senior Office Specialist 1.00 2.00 3.00 Senior Open Space Inspector 1.00 1.00 Senior Park Ranger 2.00 (1.00) 1.00 Senior Public Works Inspector 3.00 (3.00) Senior Public Works Specialist 1.50 (0.50) 1.00 Senior Secretary 1.00 (1.00) Senior Tree Trimmer 2.00 2.00 Signing & Striping Supervisor 1.00 1.00 Stormwater Compliance Inspector II 2.00 2.00 Traffic Devices Technician 4.00 4.00 Traffic Devices Technician Supervisor 1.00 1.00 Tree Trimmer 3.00 3.00 Tree Trimmer Supervisor 1.00 1.00 Urban Forestry Manager 1.00 (1.00) Wastewater Collections Manager 1.00 1.00 PUBLIC WORKS TOTAL 150.50 48.25 (3.00) 195.75 RECREATION Administrative Secretary 1.00 1.00 2.00 Aquarist 0.75 0.75 Aquatic Supervisor I 1.00 1.00 Aquatic Supervisor II 2.00 2.00 Aquatic Supervisor III 1.00 1.00 Assistant Director Of Recreation 1.00 1.00 Director of Recreation 1.00 1.00 Nature Center Grounds Maintenance Specialist 1.00 1.00 Nature Center Grounds Maintenance Worker 1.00 1.00 Nature Center Program Manager 3.00 3.00 Principal Recreation Manager 2.00 2.00 Recreation Supervisor I 7.00 (1.00) 6.00 Recreation Supervisor II 8.00 (1.00) (1.00) 6.00 476 AUTHORIZED POSITIONS BY DEPARTMENT Recreation Supervisor III 7.00 7.00 Registered Veterinary Technician 0.75 0.75 Senior Fiscal Office Specialist 1.00 1.00 Senior Office Specialist 1.00 1.00 Senior Recreation Manager 2.00 (1.00) 1.00 RECREATION TOTAL 34.00 5.50 (1.00) 38.50 LIBRARY Administrative Analyst II 1.00 (1.00) Administrative Secretary 1.00 1.00 After School Program Manager 1.00 (1.00) Assistant City Manager 1.00 (1.00) Assistant Library Director 1.00 1.00 Community Relations Manager 1.00 (1.00) Cultural Arts & Funds Development Manager 1.00 (1.00) Cultural Arts Coordinator 1.00 (0.50) (0.50) Delivery Driver 1.00 1.00 Director of Library 1.00 1.00 Educational Services Supervisor 4.00 (1.00) 3.00 Family and Youth Coordinator 1.00 1.00 Grants Development Manager 1.00 (1.00) Librarian I 8.50 (4.00) 4.50 Librarian II 4.50 (1.00) 3.50 Librarian III 3.50 (0.50) 1.00 4.00 Library Administrative Coordinator 1.00 1.00 Library Assistant 4.00 (3.50) 0.50 Library Associate 13.25 (1.00) 3.50 15.75 Library Digital Services Manager 1.00 1.00 Library Operations Manager 1.00 (1.00) Library Technician 4.00 (2.00) 2.00 Library Volunteer Coordinator 0.50 0.50 Literacy & Programming Coordinator 1.00 1.00 Principal Librarian 3.00 (1.00) 2.00 Secretary 2.00 (1.00) 1.00 Senior Educational Services Supervisor 1.00 1.00 Senior Librarian 3.00 1.00 (1.00) 3.00 Senior Management Analyst 1.00 (1.00) Senior Office Specialist 2.00 2.00 LIBRARY TOTAL 66.25 (12.00) (3.50) 50.75 477 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 ADOPTED MIDYEAR PROPOSED PROPOSED CLASSIFICATION BUDGET CHANGES CHANGES BUDGET NATURE CENTER Administrative Secretary Aquarist Director of The Nature Center Nature Center Grounds Maintenance Specialist Nature Center Grounds Maintenance Worker Nature Center Program Manager Registered Veterinary Technician Senior Office Specialist NATURE CENTER TOTAL GENERAL FUND SUBTOTAL DEVELOPMENT SERVICES Administrative Technician Assistant Director of Building & Housing Assistant Director of Planning Assistant Planner Associate Engineer Associate Planner Building Inspector II Building Inspector III Deputy Building Official Development Automation Specialist Development Planning Manager Development Services Counter Manager Development Services Technician II Development Services Technician III Director of Planning & Building Engineering Technician II Landscape Architect Landscape Inspector (lxfr'd from PWand eliminated) Landscape Planner II Office Specialist Plan Check Supervisor Plans Examiner Principal Management Analyst Principal Planner Public Works Inspector II Secretary Senior Administrative Secretary 1.00 0.75 1.00 1.00 1.00 3.00 075 1.00 9.50 1,156.00 478 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 ClASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET Senior Building Inspector 2.00 (1.00) 1.00 Senior Civil Engineer 4.00 (1.00) 3.00 Senior Engineering Technician 1.00 1.00 Senior Landscape Inspector 1.00 1.00 Senior Office Specialist 2.00 (1.00) 1.00 Senior Planner 6.00 6.00 Senior Plans Examiner 1.00 1.00 Senior Public Works Inspector 3.00 3.00 Senior Secretary 2.00 2.00 Transportation Engineer w/Certificate 1.00 1.00 DEVELOPMENT SERVICES TOTAL 78.50 (6.50) 72.00 PARKING METER PARKING METER TOTAL 0.50 0.50 0.50 0.50 Parking Meter Technician CBAG CBAG Administrative Analyst II 1.00 1.00 CBAG Analyst 3.00 3.00 CBAG Budget Manager 1.00 1.00 CBAG Deputy Executive Director 1.00 1.00 CBAG Director Of SD LECC 1.00 1.00 CBAG Executive Assistant 1.00 1.00 CBAG Executive Director 1.00 1.00 CBAG Graphic Designer/Webmaster 1.00 1.00 CBAG Lead Programmer Analyst 1.00 1.00 CBAG Management Assistant 1.00 1.00 CBAG Meth Strike Force Coordinator 1.00 (1.00) CBAG Micro Computer Specialist 1.00 1.00 CBAG Network Administrator I 2.00 2.00 CBAG Network Manager 1.00 1.00 CBAG Program Analyst 1.00 1.00 CBAG Program Manager 2.00 2.00 CBAG RCFL Network Engineer 1.00 1.00 CBAG TOTAL 21.00 (1.00) 20.00 ENVIRONMENTAL SERVICES Environmental Services Program Manager Recycling Specialist II 1.00 2.00 1.00 2.00 479 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 CLASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET ENVIRONMENTAL SERVICES TOTAL 3.00 3.00 REDEVELOPMENT & HOUSING Accountant 1.00 1.00 Assistant Director of Redevelopment and 1.00 1.00 Housing Community Development Specialist I 1.00 (1.00) Community Development Specialist II 2.00 (2.00) Director of Redevelopment and Housing 1.00 1.00 (formerly Director of Community Development) Housing Manager 100 (1.00) Principal Community Development Specialist 2.00 (2.00) Principal Project Coordinator 2.00 2.00 Project Coordinator II 4.00 4.00 Redevelopment and Housing Manager 1.00 1.00 Redevelopment Projects Manager 1.00 (1.00) Senior Administrative Secretary 1.00 1.00 Senior Community Development Specialist 4.00 (4.00) Senior Fiscal Office Specialist 1.00 1.00 Senior Management Analyst 1.00 (1.00) Senior Project Coordinator 4.00 4.00 Senior Secretary 2.00 (1.00) 1.00 REDEVELOPMENT & HOUSING TOTAL 11.00 7.00 (1.00) 17.00 FLEET Equipment Maintenance Manager 1.00 1.00 Equipment Mechanic 5.00 (2.00) 3.00 Fire Apparatus Mechanic 2.00 2.00 Fiscal Office Specialist 1.00 1.00 Fleet Manager 1.00 (1.00) Mechanic Assistant 2.00 2.00 Senior Equipment Mechanic 2.00 (1.00) 1.00 FLEET TOTAL 14.00 (3.00) (1.00) 10.00 TRANSIT Administrative Technician 1.00 1.00 Transit Manager 1.00 1.00 Transit Operations Coordinator 1.00 1.00 TRANSIT TOTAL 3.00 3.00 480 AUTHORIZED POSITIONS BY DEPARTMENT FY 2007-08 FY 2007-08 FY 2007-08 FY 2008-09 ClASSIFICATION ADOPTED MIDYEAR PROPOSED PROPOSED BUDGET CHANGES CHANGES BUDGET SEWER Associate Engineer 1.00 1.00 2.00 Engineering Technician II 2.00 2.00 Equipment Operator 3.00 3.00 Maintenance Worker I 8.00 1.00 g.OO Maintenance Worker II 9.00 9.00 Public Works Specialist 1.00 1.00 Public Works Supervisor 4.00 4.00 Senior Civil Engineer 1.00 1.00 Senior Fiscal Office Specialist 1.00 1.00 Senior Maintenance Worker 13.00 1.00 14.00 SEWER TOTAL 43.00 3.00 46.00 NON-GENERAL FUND SUBTOTAL 92.50 88.50 (9.50) 171.50 TOTAL AUTHORIZED POSITIONS 1,248.50 (107.00) (33.00) 1,108.50 481 482 " - PRO P 0 5 E D BUDGET (f) () )> r -< m )> ;0 I\J o o CD APPENDIX Budget Process Fiscal Policies Investment Policies Accounting Systems and Budgetary Control Debt Administration Gann Appropriations Limit Legal Debt Margin List of Acronyms Glossary 483 The fiscal year 2008-09 budget cycle began with the development of a preliminary base budget by the Office of Budget and Analysis (OBA). OBA worked closely with departments to refine the base budget and incorporate departmental changes. By early January, staff had identified a significant budgetary gap between department requested expenditures and projected revenues. Over the course of the next few months, staff prepared a balanced budget plan that sought to minimize service impacts to the community, avoid layoffs of permanent staff and rely as little as possible on one-time solutions. A detailed review of recommended budget reductions were the subject of a Council Budget Workshop in March and April 2008. BUDGET PROCESS BUDGET CALENDAR December & January: Revenue and expenditure projections prepared by OBA in conjunction with Finance and departments, resulting in the preliminary baseline budget February & March: Analysis of baseline budget to determine budgetary gap, development of budget balancing plan March & April: Council review of budget balancing strategy April & May: Development of City Manager's proposed budget May 22nd - Budget submitted to Council June 1{1" - Public budget hearings and adoption of final budget On May 22"d, the City Manager will transmit the proposed budget to the City Council for review. A final budget workshop will be held for the benefit of the public and City Council on June 1 O'h at which time the City Manager will request that the Council formally adopt the budget. Copies of the proposed budget will be made available for public review in the Office of the City Clerk and City libraries approximately 2 weeks prior to the June 1 O'h workshop. A public hearing was held prior to the adoption of the budget on June 10'h in order to provide the publiC an additional opportunity to comment on the proposed budget. 485 As set forth in the City Charter, at any meeting after the adoption of the budget, the City Council may amend or supplement the budget by motion adopted by affirmative votes of at least four members. Throughout the year, the Finance Department provides Council with quarterly fiscal status reports comparing expenditure and revenue projections to budgeted amounts, highlighting any variances and recommending corrective actions as necessary. Five year revenue and expenditure projections are also updated quarterly to account for changes in economic conditions and budget amendments and to provide Council with a long-term perspective of the City's fiscal status. GENERAL FUND BUDGET DEVELOPMENT MILESTONES . February 7,2008 The preliminary baseline budget and budget instructions were made available to departments. Departments began the process of reviewing the preliminary budget and making recommendations to amend the base budget as necessary. . March 6, 2008 An overview of the base budget and updated 5-year forecast information was presented to the City Council at the first in a series of Council budget workshops. . April 3, 2008 At the second Council Budget Workshop, staff presented an update on fiscal year 2008-09 budget and 5-year forecast. The primary purpose of the workshop was to review departmental and citywide budget balancing proposals and to receive Council feedback. These discussions were continued to the council meeting of April 15, 2008. . May 22, 2008 As required by City Charter, the City Manager's proposed budget was submitted to the City Council at least thirty-five days before the beginning of the fiscal year. Copies of the proposed budget will be made available for public review in the Office of the City Clerk and City libraries at least ten days before the public hearings, as required by City Charter. . June 10, 2008 A public hearing will be held before the adoption of the budget in order to give residents an additional opportunity to participate in the budget process. In compliance with the City Charter, a notice of these meetings will be published in the local newspaper at least ten days prior to the public hearings. Adoption of the budget requires the affirmative votes of at least three members of the Council. 486 FISCAL POLICIES This section of the budget document reiterates the fiscal policies that were reviewed and acknowledged by the City Council in January 2000. These policies form the overall framework within which the operating budget was formulated. The fiscal policies, most of which are already codified in one form or another, are not considered new or controversial, but are summarized here to assist you to better understand the basis for the resource allocation decisions that were made. A. General 1. The City's financial assets will be managed in a sound and prudent manner in order to ensure the continued viability of the organization. 2. A comprehensive operating and capital budget for all City funds will be developed annually and presented to the City Council for approval. The purpose of the annual budget will be to: a. Identify community needs for essential services. b. Identify the programs and specific activities required to provide these essential services. c. Establish program policies and goals that define the nature and level of program services required. d. Identify alternatives for improving the delivery of program services. e. Identify the resources required to fund identified programs and activities, and enable accomplishment of program objectives. f. Set standards to facilitate the measurement and evaluation of program performance. 487 3. The City's annual operating budget will be balanced whereby planned expenditures do not exceed anticipated revenues. 4. Recurring revenues will fund recurring expenditures. One-time revenues will be used for capital, reserve augmentation, or other non-recurring expenditures. 5. Accounting systems will be maintained in accordance with Generally Accepted Accounting Principles. 6. Investment policy and practice will be in accordance with State statutes that emphasize safety and liquidity over yield, including quarterly status reports to the City Council. (Council Policy) 7. City operations will be managed and budgets prepared with the goal of maintaining an available fund balance in the General Fund of no less than eight percent of the General Fund operating budget. (Council Policy) 8. General Fund fiscal status reports reflecting comparisons of actual and projected performance with budget allocations for both revenues and expenditures will be presented to the City Council on a quarterly basis. (City Charter) B. Revenue 1. The City will endeavor to maintain a diversified and stable revenue base in order to minimize the impact to programs from short-term economic fluctuations. 2. Revenue projections will be maintained for the current year and four future fiscal years, and estimates will be based on a conservative, analytical, and objective process. 3. In order to maintain maximum flexibility, except as required by law or the funding source, the City will avoid earmarking any unrestricted revenues for a specific purpose or program. 4. User fees will be imposed when appropriate and set at a level to recover the full cost of services provided which are of a special benefit to easily identified individuals or groups. 5. User fees will be reviewed and updated on an ongoing basis to ensure that program costs continue to be recovered and that the fees reflect changes in levels of service delivery. 488 6. The City will recover the cost of new facilities and infrastructure necessitated by new development consistent with State law and the City's Growth Management Program. Development Impact Fees will be closely monitored and updated to insure that they are maintained at a level adequate to recover costs. (GMOC Ordinance) 7. When considering new development alternatives, the City will attempt to determine the fiscal impact of proposed projects, annexations, etc. and insure that mechanisms are put in place to provide funding for any projected negative impacts on City operations. (GMOC Ordinance) c. Expenditures 1. Budgetary control will be exercised at the Department/category level, meaning that each department is authorized to spend up to the total amount appropriated for that department within the expenditure categories of Personnel Costs, Supplies & Services, Other Charges, and Capital. Transfers of appropriations between expenditure categories of up to $15,000 may be approved by the City Manager. Transfers of appropriations between expenditure categories in excess of $15,000, or between departments require City Council approval. (City Charter & Council Policy) 2. . Appropriations, other than for capital projects, remaining unspent at the end of any fiscal year will be cancelled and returned to Available Fund Balance with the exception of any appropriations encumbered as the result of a valid purchase order or as approved for a specific project or purpose by the City Councilor the City Manager. Appropriations for capital projects will necessarily be carried over from year to year until the project is deemed to be complete. (Council Policy) 3. The City will establish and maintain equipment replacement and facility maintenance funds as deemed necessary to ensure that monies are set aside and available to fund ongoing replacement needs. 4. The City will attempt to compensate non-safety employees at rates above the middle of the labor market as measured by the median rate for similar jurisdictions. (Council Policy) 489 D. Capital Improvement Program (CIP) 1. Major capital projects will be included in a CIP Budget reflecting a five-year period. The CIP budget will be updated annually and presented to City Council for approval. Resources will be formally appropriated (budgeted) for the various projects on an annual basis in accordance with the five-year plan. E. Capital Financing & Debt Management 1. The City will consider the use of debt financing only for one-time capital improvement projects when the project's useful life will exceed the term of the financing and when resources are identified sufficient to fund the debt service requirements. The only exception to this limitation is the issuance of short-term instruments such as tax and revenue anticipation notes, which will only be considered in order to meet legitimate cash flow needs occurring within a fiscal year. 2. The City will attempt to limit the total amount of annual debt service payments guaranteed by the General Fund to no more than ten percent of estimated General Fund revenues. 3. The City will consider requests from developers for the use of debt financing secured by property based assessments or special taxes in order to provide for necessary infrastructure for new development only under strict guidelines adopted by Council, which may include minimum value-to-lien ratios and maximum tax burdens. (Community Facility District Ordinance) 4. The City will strive to minimize borrowing costs by: a. Seeking the highest credit rating possible. b. Procuring credit enhancement such as letters of credit or insurance, when cost effective. c. Maintaining good communications with credit rating agencies regarding the City's fiscal condition. 5. The City will diligently monitor its compliance with bond legal covenants, including adherence to continuing disclosure requirements and federal arbitrage regulations. 6. In addition to externally financed debt, the City utilizes inter-fund loans whenever possible to reduce borrowing costs or provide for shorter term loans. When interest is charged on internal loans, it is done at the same rate the City earns from its investments. 490 INVESTMENT POLICIES 1.0 Purpose: This "Investment Policy and Guidelines" (the "Investment Policy") Policy is intended to provide guidelines for the prudent investment of the City of Chula Vista's (the "City") cash balances, and outline policies to assist in maximizing the efficiency of the City's cash management system, while meeting the daily cash flow demands of the City. 2.0 Policy: The investment practices and policies of the City of Chula Vista are based upon state law and prudent money management. The primary goals of these practices are: A. To ensure compliance with all Federal, State, and local laws governing the investment of public funds under the control of the Director of FinancefTreasurer. B. To protect the principal monies entrusted to the City's Finance Department. C. Achieve a reasonable rate of return within the parameters of prudent risk management while minimizing the potential for capital losses arising from market changes or issuer default. 3.0 Scope: This Investment Policy applies to all financial assets of the City of Chula Vista, as indicated in 3.1 below. These funds are accounted for in the City's Comprehensive Annual Financial Report. 491 3.1 Funds: The Director of FinancelTreasurer is responsible for investing the unexpended cash in the City Treasury for all funds, except for the employee's retirement funds, which are administered separately, and those funds which are managed separately by trustees appointed under indenture agreements. The Director of FinancelTreasurer will strive to maintain the level of investment of this cash as close as possible to 100%. These funds are described in the City's annual financial report and include: . General Fund . Special Revenue Funds . Capital Project Funds . Enterprise Funds . Trust and Agency Funds . Any new fund created by the legislative body, unless specifically exempted This Investment Policy applies to all transactions involving the financial assets and related activity of the foregoing funds. 4.0 Prudence: The standard of prudence to be used by the Director of FinancelTreasurer shall be the "prudent investor standard". This shall be applied in the context of managing an overall portfolio. The "prudent investor standard" is applied to local agencies. pursuant to California Government Code Section 53600.3 which provides, in pertinent part: " ... all governing bodies of local agencies or persons authorized to make investment decisions on behalf of those local agencies investing public funds pursuant to this chapter are trustees and therefore fiduciaries subject to the prudent investor standard. When investing, reinvesting, purchasing, acquiring, exchanging, selling, or managing public funds, a trustee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of the agency, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the agency. ..." 492 4.1 Personal Responsibility: The Director of FinancelTreasurer, Assistant Director of Finance and Treasury Manager as investment officers acting in accordance with written procedures and the Investment Policy and exercising due diligence, shall be relieved of personal responsibility for an individual security's credit risk or market price changes, provided deviations from expectations are reported to the City Council in a timely fashion and appropriate action is taken to control adverse developments. 5.0 Objective: Consistent with this aim, investments are made under the terms and conditions of California Government Code Section 53600, et seq. Criteria for selecting investments and the absolute order of priority are: 5.1 Safety: Safety of principal is the foremost objective of the investment program. Investments of the City of Chula Vista shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. To attain this objective, diversification is required in order that potential losses on individual securities do not exceed the income generated from the remainder of the portfolio. 5.2 Liquidity: The City of Chula Vista's investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements which might be reasonably anticipated and to maintain compliance with any indenture agreement, as applicable. Liquidity is essential to the safety of principal. 5.3 Return on Investments: The City of Chula Vista's investment portfolio shall be designed with the objective of attaining a market-average rate of return throughout budgetary and economic cycles (market interest rates), within the City's Investment Policy's risk parameters and the City's cash flow needs. See also Section 16.1. 6.0 Delegation of Authority: The Director of FinancelTreasurer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials. The responsibility for the day-to-day investment of City funds will be delegated to the Treasury Manager under the general direction of the Assistant Director of Finance. 493 7.0 Ethics and Conflicts of Interest: In addition to state and local statutes relating to conflicts of interest, all persons involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. Employees and investment officers are required to file annual disclosure statements as required for "public officials who manage public investments" [as defined and required by the Political Reform Act and related regulations, including Government Code Sections 81000, et seq., and the rules, regulations and guidelines promulgated by California's Fair Political Practices Commission (FFPC)]. 8.0 Authorized Financial Dealers and Institutions: The City's Director of FinancefTreasurer will maintain a list of the financial institutions and brokers/dealers authorized to provide investment and depository services and will perform an annual review of the financial condition and registrations of qualified bidders and require annual audited financial statements to be on file for each company. The City will utilize Moody's Securities or other such services to determine financially sound institutions with which to do business. The City shall annually send a copy of the current Investment Policy to all financial institutions and brokers/dealers approved to do business with the City. As far as possible, all money belonging to, or in the custody of, a local agency, including money paid to the City's Director of FinancefTreasurer or other official to pay the principal, interest, or penalties of bonds, shall be deposited for safekeeping in state or national banks, savings associations, federal associations, credit unions, or federally insured industrial loan companies in this state selected by the City's Director of FinancefTreasurer; or may be invested in the investments set forth in Section 9.0. To be eligible to receive local agency money, a bank, savings association, federal association, or federally insured industrial loan company shall have received an overall rating of not less than "satisfactory" in its most recent evaluation by the appropriate federal financial supervisory agency of its record of meeting the credit needs of California's communities, including low- and moderate-income neighborhoods. To provide for the optimum yield in the investment of City funds, the City's investment procedures shall encourage competitive bidding on transactions from approved brokers/dealers. In order to be approved by the City, the dealer must meet the following criteria: (i) the dealer must be a "primary" dealer or regional dealer that qualifies under Securities and Exchange Commission Rule 15C3-1 (Uniform Net Capital Rule); (ii)the dealer's institution must have an office in California; (iii)the dealer 494 must be experienced in institutional trading practices and familiar with the California Government Code as related to investments appropriate for the City; and (iv) all other applicable criteria, as may be established in the investment procedures. All brokers/dealers and financial institutions who desire to become qualified bidders for investment transactions must submit a "Broker/Dealer Application" and related documents relative to eligibility including a current audited annual financial statement, U4 form for the broker, proof of state registration, proof of National Association of Securities Dealers certification and a certification of having read and understood the City's Investment Policy and agreeing to comply with the Investment Policy. The City's Director of Finance/Treasurer shall determine if they are adequately capitalized (I.e. minimum capital requirements of $10,000,000 and five years of operation). 9.0 Authorized & Suitable Investments: The City is authorized by California Government Code Section 53600, et. seq., to invest in specific types of securities. Investments not specifically listed below are deemed inappropriate and prohibited: A. BANKERS' ACCEPTANCES, maximum 25% of portfolio (up to 40% with Council approval). Maximum term 180 days. Banks must have a short term rating of at least AI/PI and a long-term rating of A or higher as provided by Moody's Investors Service or Standard and Poor's Corp. No more than 30% of the agency's money may be invested in the bankers' acceptances of any one commercial bank pursuant to this section. B. NEGOTIABLE CERTIFICATES OF DEPOSIT, maximum 30% of portfolio. Maximum term 3 years, (Up to 5 years with Council approval). Banks must have a short term rating of AI/PI and a long term rating of at least a single A from a nationally recognized authority on ratings. C. COMMERCIAL PAPER, maximum 25% of portfolio. Maximum term 270 days. Commercial paper of prime quality of the highest ranking or of the highest letter and number rating as provided for by Moody's Investor Services, Standard & Poor's and Fitch Financial Services. The issuing corporation must be organized and operating within the United States, with total assets in excess of $500 million and shall issue debt, other than commercial paper, that is rated "A" or higher by Moody's, S&P and Fitch. Split ratings (I.e. A2/PI) are not allowable. No more than 10% of the outstanding commercial paper of any single corporate issue may be purchased. D. BONDS ISSUED BY THE CITY OR ANY LOCAL AGENCY WITHIN THE STATE OF CALIFORNIA. 495 Bonds must have an "A" rating or better from a nationally recognized authority on ratings. E. OBLIGATIONS OF THE UNITED STATES TREASURY United States Treasury Notes, bonds, bills or certificates of indebtedness, or those for which the faith and credit of the United States are pledged for the payment of principal and interest. There is no limit on the percentage of the portfolio that can be invested in this category. F. FEDERAL AGENCIES Debt instruments issued by agencies of the Federal government. Though not general obligations of the U.S. Treasury, such securities are sponsored by the government or related to the government and, therefore, have high safety ratings. The following are authorized Federal Intermediate Credit Bank (FICB). Federal Land Bank (FLB), Federal Home Loan Bank (FHLB), Federal National Mortgage Association (FNMA), Federal Home Loan Mortgage Corporation (FHLMC), Government National Mortgage Association (GNMA), Tennessee Valley Authorities (TVA). Student Loan Association Notes (SLMA) and Small Business Adrninistration (SBA). There is no limit on the percentage of the portfolio that can be invested in this category. G. REPURCHASE AGREEMENT, maximum term 3 months. Investments in repurchase agreements may be made, on any investment authorized in this section, when the term of the agreement does not exceed 3 months. A Master Repurchase Agreement must be signed with the bank or broker/dealer who is selling the securities to the City. H. REVERSE-REPURCHASE AGREEMENTS (Requires Council approval for each transaction) Reverse repurchase agreements or securities lending agreements may be utilized only when all of the following conditions are met: a) The security to be sold on reverse repurchase agreement or securities lending agreement has been owned and fully paid for by the local agency for a minimum of 30 days prior to sale. b) The total of all reverse repurchase agreements and securities lending agreements on investments owned by the local agency does not exceed 20% of the base value of the portfolio. c) The agreement does not exceed a term of 92 days, unless the agreement includes a written codicil guaranteeing a minimum earning or spread for the entire period between the sale of a security using a reverse repurchase agreement or securities lending agreement and the final maturity date of the same security. 496 d) Funds obtained or funds within the pool of an equivalent amount to that obtained from selling a security to a counter party by way of a reverse repurchase agreement or securities lending agreement, shall not be used to purchase another security with a maturity longer than 92 days from the initial settlement date of the reverse repurchase agreement or securities lending agreement, unless the reverse repurchase agreement or securities lending agreement includes a written codicil guaranteeing a minimum earning or spread for the entire period between the sale of a security using a reverse repurchase agreement or securities lending agreement and the final maturity date of the same security. Investments in reverse repurchase agreements, securities lending agreements, or similar investments in which the local agency sells securities prior to purchase with a simultaneous agreement to repurchase the security shall only be made with primary dealers of the Federal Reserve Bank of New York or with a nationally or state-chartered bank that has or has had a significant banking relationship with a local agency. e) For purposes of this chapter, "significant banking relationship" means any of the following activities of a bank: I. Involvement in the creation, sale, purchase, or retirement of a local agency's bonds, warrants, notes, or other evidence of indebtedness. ii. Financing of a local agency's activities. iii. Acceptance of a local agency's securities or funds as deposits. I. MEDIUM-TERM CORPORATE NOTES, maximum 20% of portfolio (30% with Council approval), with a maximum remaining maturity of five years or less. Notes eligible for investment shall be "A" rated or its equivalent or better as determined by a nationally recognized rating service. J. TIME DEPOSITS-CERTIFICATES OF DEPOSIT (non-negotiable certificates of deposit.) Maximum of 3 years. Deposits must be made with banks or savings & loan that have a short term rating of AI/PI or a long term rating of at least a single A from a generally recognized authority on ratings. K. OBLIGATIONS OF THE STATE OF CALIFORNIA Obligations must be "A" rated or better from a nationally recognized authority on ratings. 497 L. MONEY MARKET FUNDS, maximum 15% of portfolio. (Requires Council approval for each transaction) No more than 10% of the agency's surplus funds may be invested in shares of beneficial interest of anyone Money Market fund. Local agencies may invest in "shares of beneficial interest" issued by diversified management companies which invest only in direct obligations in U.S. Treasury bills, notes and bonds, and repurchase agreements with a weighted average of 60 days or less. They must have the highest rating from two national rating agencies, must maintain a daily principal per share value of $1.00 per share and distribute interest monthly, and must have a minimum of $500 million in assets under management. The purchase price of the shares may not include commission. M. THE LOCAL AGENCY INVESTMENT FUND (LAIF) LAIF is a special fund of the California State Treasury through which any local government may pool investments. The City may invest up to $40 million in this fund. Currently, the City has established two (2) agency funds through which the Director of FinancelTreasurer may invest the unexpended cash for all funds: The City of Chula Vista City Fund, and the Chula Vista Redevelopment Agency Fund. Investments in LAIF are highly liquid and may be converted to cash within 24 hours. N. INVESTMENT TRUST OF CALIFORNIA (CAL TRUST) The City may invest in shares of beneficial interest issued by the Investment Trust of California (CaITRUST), a local government investment pool established by local entities as a joint powers authority pursuant to California Government Code Sections 6509.7 and 53601 (p), provided: . CalTRUST investments are limited to the securities and obligations authorized for local agency investment pursuant to Subdivisions (a) to (n), inclusive, of California Government Code Section 53601; and . CalTRUST shall have retained an investment adviser that: . Is registered or exempt from registration with the Securities and Exchange Commission; . Has not less than five years experience investing in the securities and obligations authorized for local agency investment pursuant to subdivisions (a) to (n), inclusive, of California Government Code Section 53601; and . Has assets under management in excess of five hundred million dollars ($500,000,000). 9.1 Investment Pools: The City's Director of FinancelTreasurer or designee shall be required to investigate all local 498 government investment pools and money market mutual funds prior to investing and performing at least a quarterly review thereafter while the City is invested in the pool or the money market fund. LAIF is authorized under provisions in Section 16429.1 of the California Government Code as an allowable investment for local agencies even though some of the individual investments of the pool are not allowed as a direct investment by a local agency. 10.0 Portfolio Adjustments: Should any investment listed in section 9.0 exceed a percentage-of-portfolio limitation due to an incident such as fluctuation in portfolio size, the affected securities may be held to maturity to avoid losses. When no loss is indicated, the Director of FinancelTreasurer shall consider reconstructing the portfolio basing his or her decision on the expected length of time the portfolio will be unbalanced. If this occurs, the City Council shall be notified. 11.0 Collateralization: Under provisions of the California Government Code, California banks, and savings and loan associations are required to secure the City's deposits by pledging government securities with a value of 110 % of principal and accrued interest. California law also allows financial institutions to secure City deposits by pledging first trust deed mortgage notes having a value of 150% of the City's total deposits. Collateral will always be held by an independent third party. A clearly marked evidence of ownership (safekeeping receipt) must be supplied to the City and retained. The market value of securities that underlay a repurchase agreement shall be valued at 102% or greater of the funds borrowed against those securities and the value shall be adjusted no less than quarterly. Since the market value of the underlying securities is subject to daily market fluctuations, the investments in repurchase agreements shall be in compliance if the value of the underlying securities is brought back up to 102% no later than the next business day. The Director of FinancelTreasurer, at his or her discretion, may waive the collateral requirement for deposits that are fully insured up to $100,000 by the Federal Deposit Insurance Corporation. The right of collateral substitution is granted. 12.0 Safekeeping and Custody: All City investments shall identify the City of Chula Vista as the registered owner, and all interest and principal payments and withdrawals shall indicate the City of Chula Vista as the payee. All securities shall be safe kept with the City itself or with a qualified financial institution, contracted by the City as a third party. All agreements and statements will be subject to review annually by external auditors in conjunction with their audit. In the event that the City has a financial institution 499 hold the securities, a separate custodial agreement shall be required. All securities shall be acquired by the safekeeping institution on a "Delivery-Vs-Payment" (DVP) basis. For Repurchase Agreements, the purchase may be delivered by book entry, physical delivery or by third-party custodial agreement consistent with the Government Code. The transfer of securities to the counter party bank's customer book entry account may be used for book entry delivery. 13.0 Diversification: The City's investment portfolio will be diversified to avoid incurring unreasonable and avoidable risks associated with concentrating investments in specific security types, maturity segment, or in individual financial institutions. With the exception of U.S. Treasury securities and authorized pools, no more than 60% of the total investment portfolio will be invested in a single security type or with a single financial institution. In addition, no more than 10% of the investment portfolio shall be in securities of anyone issuer except for U.S. Treasuries and U.S. Government Agency issues. A. Credit risk, defined as the risk of loss due to failure of the insurer of a security, shall be mitigated by investing in those securities with an "A" or above rating and approved in the Investment Policy and by diversifying the investment portfolio so that the failure of anyone issuer would not unduly harm the City's cash flow. B. Market risk, defined as the risk of market value fluctuations due to overall changes in the general level of interest rates, shall be mitigated by structuring the portfOliO so that securities mature at the same time that major cash outflows occur, thus eliminating the need to sell securities prior to their maturity. It is explicitly recognized herein, however, that in a diversified portfolio, occasional measured losses are inevitable and must be considered within the context of overall investment return. The City's investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements which might be reasonably anticipated. 14.0 Maximum Maturities: To the extent possible, the City will attempt to match its investments with anticipated cash flow requirements. Unless matched to a specific cash flow, the City will not directly invest in securities maturing more than five (5) years from the date of purchase, unless, the legislative body has granted express authority to make that investment either specifically, or as a part of an investment program approved by the City Council. 500 15.0 Internal Control: The Director of Finance/Treasurer shall establish a system of internal controls designed to prevent loss of public funds due to fraud, employee error, misrepresentation by third parties, or unanticipated market changes. No investment personnel may engage in an investment transaction except as provided for under the terms of this Investment Policy and the procedure established by the Director of Finance/Treasurer. The external auditors shall annually review the investments with respect to the Investment Policy. This review will provide internal control by assuring compliance with policies and procedures for the investments that are selected for testing. Additionally, account reconciliation and verification of general ledger balances relating to the purchasing or maturing of investments and allocation of investments to fund balances shall be performed by the Finance Department and approved by the Director of Finance/Treasurer. To provide further protection of City funds, written procedures prohibit the wiring of any City funds without the authorization of at least two of the following four designated City staff: 1. Director of Finance/Treasurer 2. Assistant Director of Finance 3. Treasury Manager 4. Fiscal Operations Manager 16.0 Performance Standards: This Investment Policy shall be reviewed at least annually by the Director of Finance/Treasurer to ensure its consistency with the overall objective of preservation of principal, liquidity, and return, and its relevance to current law and financial and economic trends. All financial assets of all other funds shall be administered in accordance with the provisions of this Investment Policy. The monies entrusted to the Director of Finance/Treasurer will be held in a passively managed ("hold to maturity") portfolio. However, the Director of Finance/Treasurer will use best efforts to observe, review, and react to changing conditions that affect the portfolio, and to do so in a manner that is consistent with this Investment Policy. 16.1 Market Yield (Benchmark): The investment portfolio shall be managed to attain a market-average rate of return throughout budgetary and economic cycles, taking into account the City's investment risk constraints and cash flow. Investment return becomes a consideration only after the basic requirements of investment 501 safety and liquidity have been met. Because the investment portfolio is designed to operate on a 'hold-to-maturity' premise (or passive investment style) and because of the safety, liquidity, and yield priorities, the performance benchmark that will be used to determine whether market yields are being achieved shall be the average of the monthly LAIF rate and the 12-month rolling average 2 - Year Constant Maturity Treasury (CMT) rate. While the City will not make investments for the purpose of trading or speculation as the dominant criterion, the Director of FinancelTreasurer shall seek to enhance total portfolio return by means of ongoing portfolio and cash management. The prohibition of highly speculative investments precludes pursuit of gain or profit through unusual risk and precludes investments primarily directed at gains or profits from conjectural fluctuations in market prices. The Director of FinancelTreasurer will not directly pursue any investments that are leveraged or deemed derivative in nature. However, as long as the original investments can be justified by their ordinary earning power, trading in response to changes in market value can be used as part of on-going portfolio management. 17.0 Reporting: The Director of FinancelTreasurer shall submit a quarterly investment report to the City Council and City Manager following the end of each quarter. This report will include the following elements: . Type of investment . Institutional Issuer . Purchase Date . Date of maturity . Amount of deposit or cost of the investment . Face value of the investment . Current market value of securities and source of valuation . Rate of interest . Interest earnings . Statement relating the report to its compliance with the Statement of Investment Policy or the manner in which the portfoliO is not in compliance . Statement on availability of funds to meet the next six month's obligations . Monthly and Year-to-date Budget Amounts for Interest Income . Percentage of Portfolio by Investment Type . Days to Maturity for all Investments . Comparative report on Monthly Investment Balances & Interest Yields . Monthly transactions 502 This quarterly investment report shall be an information item for the City Council and City Manager. In addition, a commentary on capital markets and economic conditions may be included with the report. 18.0 Investment Policy Adoption: By virtue of a resolution of the City Council of the City of Chula Vista, the Council shall acknowledge the receipt and filing of this annual statement of Investment Policy for the respective fiscal year. 503 504 ACCOUNTING SYSTEMS AND BUDGETARY CONTROL The City of Chula Vista's budget provides an overview of the fiscal and operational status of the City; highlighting policy issues, decisions and proposed changes in service levels. The budget is comprised of a series of funds used to account for revenues and expenditures. These funds are generally classified as governmental or proprietary funds. Governmental funds include activities associated with the operations of the City such as the provision of library, recreation, development and public safety services. Special revenue funds, capital project funds, debt service funds and the City's general fund are different categories of governmental funds. Proprietary funds are used to account for activities often found in the private sector including enterprise funds and internal service funds. Operation of the City's transit and sewer systems are accounted for as enterprise funds. Examples of functions accounted for by internal service funds include fleet management and worker's compensation. The budget document is organized around the following major funds - General Fund, Development Services Funds, Redevelopment Agency Funds, Sewer Funds, Transit Funds, Fleet Service Funds, Capital Projects Funds, Debt Service Funds and Other Funds. Details about each of these funds can be found in the corresponding sections of the document. 505 City of Chula Vista Fund Structure Budgetary Funds Governmental Funds Proprietary Funds General Fund Enterprise Funds Intemal Service Funds Development Service Funds Debt Service Funds Sewer Funds Transit Funds Capital Projects Funds Special Revenue Funds Redevelopment Agency Funds Each fund is considered an autonomous accounting entity. Funds are used to separate the various financial activities of the City and to demonstrate compliance with specific regulations, restrictions or limitations. This may include demonstrating that restricted revenues are spent only for allowed purposes. The City's accounting records and budget are prepared and maintained using a modified accrual basis of accounting, which follows the accounting practices for governmental units as recommended by the Governmental Accounting Standards Board. Basic City operations are accounted for in the City's General Fund, with other activities accounted for in separate funds as required by law or determined by management discretion. Generally, revenues are recorded when measurable and available, and liabilities are recorded when incurred. In administering the City's accounting systems, primary consideration is given to the adequacy of internal accounting controls, which include an array of administrative procedures. These controls are designed to provide reasonable, but not absolute, assurance regarding the safeguarding of assets against loss from unauthorized use or disposition, as well as the reliability of financial records for accurate and fair presentation of financial reports. The concept of reasonable assurance recognizes that the cost of specific controls should not exceed the benefits likely to be derived from exercising the controls, and that this evaluation necessarily involves estimates and 506 judgments by management. It is believed that the City's internal accounting controls adequately safeguard City assets and provide reasonable assurance of proper recording of financial transactions. The City Charter charges the Director of Finance with the responsibility to supervise and be responsible for the disbursement of all monies and have control over all expenditures to insure that budget appropriations are not exceeded. The level of budgetary control, that is the level at which expenditures are not to exceed Council approved appropriations, is established at the department and expenditure category level (e.g., personnel services, supplies and services, capital). Within the personnel services expenditure category, the budgets for hourly personnel and overtime expenditures are also not to be exceeded. Any budget modification that would result in an appropriation increase requires City Council approval. The City Manager and Finance Director are jointly authorized to transfer up to $15,000 of appropriations between expenditure categories within a departmental budget. Any appropriations transfers between departments require City Council approval. An encumbrance (commitment) accounting system is utilized as a technique to enhance budgetary control during the year. Appropriations encumbered (committed) at year-end may be carried forward with City Manager approval and are available to be used for those commitments during the subsequent year. Unspent and unencumbered appropriations lapse at year-end and become generally available for re-appropriation the fOllowing year. 507 508 DEBT ADMINISTRATION Based on the audited financial statements for the year ended June 30, 2007, the City and the Redevelopment Agency (Agency) had borrowed funds through several long-term debt issues and had other obligations to be funded over a period of time longer than one year, which can be categorized as follows: Description Tax Allocation Bonds Pension Obligation Bonds Certificates of Participation Bond Premium Bond Discount Capital Leases Notes/Loans Payable Miscellaneous Claims Payable Compensated Absences (Employee Leave) Subtotal Advances from other Funds Total Long Term Debt Amount Outstanding $41,275,000 10,415,000 139,845,000 31,893 (481,794) 1,671,632 1,764,896 13,879,589 6.586.385 $214,987,601 53.811.347 $268 798 948 The Long-Term Debt total reflects a decrease of $1.3 million when compared to the June 2006 amount. The decrease is due to combination of a reduction in long-term debt of $5.0 million and increases in Advances from other Funds of $2.4 million and Miscellaneous Claims Payable of $1.3 million. 509 Tax Allocation Bonds ($41.3 million) Tax Allocation Bonds (TABS) are issued by the Agency and utilize tax increment revenue for debt service. The 2006 Senior TABS, Series A and 2006 Subordinate TABS, Series B were issued to refund the 1994 TABS Series A, C and D that were issued to refund prior obligations of the Bayfront and Town Center 1 project areas. The 2000 TABS were issued by the Southwest, Otay Valley and Town Center 2 project areas to finance certain redevelopment activities in those areas. Pension ObliQation Bonds ($10.4 million) The Pension Obligation Bonds represent money borrowed in 1994 to allow the City to pay down the liability to the Public Employees' Retirement System that had accumulated over many years, and for which the City was being charged a higher interest rate than was obtained by this borrowing. Certificates of Participation ($139.8 million) As of June 30, 2006, the City currently has five outstanding Certificates of Participation. The Chula Vista Public Financing Authority (Authority) issued the 2000 COP to finance improvements to the City's 800-megahertz emergency communications system and the City's Corporation yard. The 2002 COP was issued to finance the cost of constructing the City's Police Facility. In May 2003, the Authority issued the 2003 Refunding COP to defease the 1993 Refunding COP and the 1993 COP and reimburse the City for amounts it has advanced to prepay the equipment lease. The 2004 COP was issued to finance the Phase 1 reconstruction, renovation and equipping of the City's Civic Center Complex. In March 2006, the Authority issued the 2006 COP to finance the Phase 2 construction and equipping of certain improvements to the Civic Center Complex of the City and other existing City Facilities. Bond Premium ($31.893) This is the premium on the issuance of the 2004 COP Civic Center Phase 1. Original amount was $35,324. This amount is amortized over 30 years. Bond Discount (-$481.794) This is the discount on the issuance of the 2006 Refunding TABS. Original amount was $505,884. This amount is amortized over 20 years. 510 Capital Leases ($1.67 million) The Capital Leases represent two long-term lease-purchase obligations for the San Diego County Regionalized Communications System and for replacement of the library's computerized catalog and circulation system. Notes/Loans Payable ($1.8 million) The Agency participated in a Loan Agreement with the California Statewide Communities Development Authority to finance the 2005 and 2006 share of the Educational Revenue Augmentation Fund (ERAF) payments to the County Auditor ($765,000 and $930,000 respectively). In January 1994, the City entered into a note payable with a private party in order to purchase certain land for the ultimate purpose of constructing a three-level parking structure. Miscellaneous Loans Payable ($13.9 million) The Miscellaneous Claims Payable represents the probable amount of loss as estimated by legal counsel and risk management staff due to worker's compensation and general liability claims filed against the City. Compensated Absences ($6.6 million) The obligation for Compensated Absences represents the current dollar value of accumulated leave balances, primarily vacation leave, for employees that would have to be paid off if all employees terminated for whatever reason as of June 30, 2004. Advances From Other Funds ($53.8 million) Advances from Other Funds include obligations related to the Agency. The balance includes $5.0 million of funds loaned from the Bayfront/Town Center 1 Project Area to various Capital Project Funds. In addition, the Agency has entered into various loans and obligations covered under reimbursement agreements with the City totaling $25.4 million for certain lease payments and $50 million for operating purposes. These obligations have been incurred to support various redevelopment activities throughout the City. Other amounts included in Advances from Other Funds are loans from Trunk Sewer and Sewer Replacement Funds to the Storm Drain Fund ($1.6 million). The Trunk Sewer Fund has further advanced loans to the Special Assessment District Improvement Funds ($0.32 million) and to the 511 Salt Creek DIF ($16.0 million) for major sewer projects needed to support continued growth. And finally, the Corporation Yard Relocation fund advance $0.9 million to the General Fund for the Animal Shelter expansion. General Fund LonQ-Term Debt for Fiscal Year 2008-09 The General Fund's annual debt service "commitment" in fiscal year 2008-09 is approximately $12.3 million, or approximately 8.6% of the General Fund operating budget. However, it must be noted that although this amount is truly a General Fund commitment, only $6.4 million will actually be paid from General Fund resources, with the remaining $5.9 million paid from development fees, residential construction taxes, and various other funding sources. This $6.4 million represents approximately 4.5% of the General Fund operating budget, which would be considered more of an average debt burden for a local governmental entity. Annual Debt Service Obligation of the General Fund Fiscal Years 2003-04 through 2010-11 II> $14 c ~ $12 ::l!i $10 $8 $6 $4 $2 $0 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 .Civic Center Parking - Notes payable .800 Mhz - County Buy-in DShopping Mall CO P12003 Ref COP .Pension 0 b1igation Bonds .Financial Systems/2003 Ref COP .Palomar Trolley Commercial .Safety CAD/MDT System/2003 Ref COP .Library System - Cap~al Lease .800 Mhz Radio System/2003 Ref COP .Corporation Yard - 2000 COP .800 Mhz Equipment - 2000 COP .PoIice Facility - 2002 COP .Western CV ParklDrainage 2004 COP .Civic Center Expansion 2004 COP DCivic Center Expansion 2006 COP 512 GANN APPROPRIATIONS LIMIT Article XIIIB of the California Constitution, approved by the voters in 1979, imposed the concept of spending limits on local governments. This Constitutional provision and related implementing legislation specifies that annual increases in appropriations financed from "Proceeds of Taxes" are limited to a base year (1978-79) amount increased annually by an inflation factor comprised of the change in population of the City combined with the greater of the change in new non-residential construction or the change in the California per capita personal income. By definition, "Proceeds of Taxes" includes such revenues as property taxes, sales and use taxes, utility users taxes, transient occupancy taxes, and state subventions. Revenues from other sources like fees/charges and federal grants are considered "Non-Proceeds of Taxes" and are not subject to the annual spending limit. This calculation has always been perfunctory for the City of Chula Vista, since the proceeds of taxes for the City are far less than the statutory appropriation limit. The State Department of Finance and the San Diego County Assessor's Office are charged with providing the data necessary for local jurisdictions to establish their appropriation limit. According to these sources, for purposes of the fiscal year 2007-08 calculation, the population increased 1.9% and California per capita personal income increased by 4.4%. New non-residential construction increased 4.9% and was used in the formula to compute the limit since this increase was higher than the increase in California per capita personal income. 513 The fiscal year 2007 -08 Appropriation Limit has been calculated as follows: Fiscal Year 2006-07 Appropriation Limit $479,053,749 Increased by an inflation factor composed of the increases in population and per capita income change X 1.0687 Fiscal Year 2006-07 Appropriations Limit $511.957.324 The "Proceeds of Taxes" as included in the fiscal year 2007-08 Proposed Budget that are subject to the appropriations limit are estimated to be $97,543,636 (see attachment). Therefore the City has what is referred to as an appropriation "gap" of $414,413,688 ($511,957,324 - $97,543,636). Simply stated, this means that the City could collect and spend up to $414,413,688 more in taxes during fiscal year 2007-08 without exceeding the Constitutional limit. Proceeds of Taxes Compared to Legal Spending Limit III $600 c .2 $500 . ::E . . $400 . . . $300 $200 $100 $- FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07 -08 _Proceeds of Taxes -.... Lim it 514 LEGAL DEBT MARGIN Under State law, the City has a legal debt limitation not to exceed 15% of the total assessed valuation of taxable property within City boundaries. As of June 30, 2007 the City's legal debt limit is $3,201,088,940. In accordance with California Government Code Section 43605, only the City's general obligation bonds are subject to this limit. As the City of Chula Vista currently has no General Obligation Bonds outstanding it is not at risk of exceeding the legal limit. The table below summarizes the City's debt limit margin. Computation of Debt Limit Margin Fiscal Years Ended 2005 through 2007 Total Assessed Valuation June 30, 2005 June 30, 2006 June 30, 2007 $15,366,255,050 $18,472,433,685 $21,340,592,935 Debt Limitation-15% of Assessed Valuation Less: General Obligation Bonds Outstanding Legal Debt Margin $ 2,304,938,258 $ 2,770,865,053 $ $ $ 2,304,938,258 $ 2,770,865,053 $ 3,201,088,940 $ $ 3,201,088,940 515 516 LIST OF ACRONYMS ADA - American with Disabilities Act ALS - Advanced Life Support ASSE - American Society of Safety Engineers BLS - Basic Life Support BPS - Building Project Supervisor BCT - Bayfront Conservancy Trust BPM - Building Project Manager BRT - Business Response Team CAD - Computer Aided Dispatch CAFR - Comprehensive Annual Financial Report CalPERS - California Public Employees Retirement System CAST - Citizens Adversity Support Team CBAG - California Border Alliance Group CDBG - Community Development Block Grant CDFG - California Department of Fish and Game CD-ROM - Compact Disk Read Only Memory CEO - Chief Executive Officer CES - Conservation Environmental Services 517 CHIP - Community Housing Improvement Program CIP - Capital Improvement Plan/Project/Program CLSA - California Library Services Act CMP - Corrugated Metal Pipe COP - Community Oriented Policing COPS MORE - Community Oriented Policing Services Making Officer Redeployment Effective CPI - Consumer Price Index CSO - Community Service Officer CSR - Customer Service Representative CVRC - Chula Vista Redevelopment Corporation CVT - Chula Vista Transit DASH - Dynamic After School Hours DDA - Disposition and Development Agreement DIF - Development Impact Fee EDC - Economic Development Commission EDS - Economic Development Strategy EMS - Emergency Medical Services ENA - Exclusive Negotiating Agreements EOC - Emergency Operation Center ERA - Economic Research Associates ERAF - Educational Revenue Augmentation Fund FPPC - Fair Political Practices FOG - Fats, Oils and Grease FTA - Federal Transit Administration FTE - Full-Time Equivalent FY - Fiscal Year GAAP - Generally Accepted Accounting Principles 518 GASB - Governmental Accounting Standards Board GFOA - Government Finance Officers of America GIS - Geographic Information System GMOC - Growth Management Oversight Committee HAZCOM - Hazardous Communications HOA - Home Owners Association HR - Human Resources HUD - Housing and Urban Development HVAC - Heating\Ventilation\Air Conditioning IFAS - Integrated Fund Accounting System IIPP - Injury Illness Prevention Program IMA - Infrastructure Modules Applications ITS - Information Technology Services JPA - Joint Powers Authority LAD - Landscape Architecture Division LAN - Local Area Network LEAP (Community Development) - Local Employer Assistance Program LEAP (Library) - Library Educational Afterschool Program MBPS - Mega Bytes Per Second MGD - Million Gallons per Day MHZ - Megahertz MIS - Management and Information Systems\Services MOU - Memorandum of Understanding MSCP - Multiple Species Conservation Plan MTDB - Metropolitan Transit Development Board MTS - Metropolitan Transit System NCCP - Natural Community Conservation Plan 519 NPDES - National Pollution Discharge Elimination System ODT - Organizational Development and Training PSB - Public Services Building PBID - Property-based Business Improvement District PDM - Project Design and Management PFDIF - Public Facilities Development Impact Fees PLF - Public Library Foundation Act POP - Projected Oriented Policing RCS - Regional Communications System RCT - Residential Construction Tax RDA - Redevelopment Agency RFP - Request for Proposals RFQ - Request for Qualifications RVT - Registered Veterinarian Technician SANDAG - San Diego Association of Governments SANDPIPA - San Diego Pooled Insurance Policy Association SBEZ - South Bay Enterprise Zone SCADA - Supervisory Control and Data Acquisition SPA - Specific Planning Area SRA - Community Development Block Grant SRO - School Resource Officer SSMP - Sewer System Management Plan STRETCH - Safe Time For Recreation, Enrichment And Tutoring TDA - Transportation Development Act TDIF - Transportation Development Impact Fee UCSP - Urban Core Specific Plan USFWS - U.S. Fish and Wildlife Service 520 UUT - Utility Users Tax VLF - Vehicle License Fee WMS - Work Management System 521 522 GLOSSARY Accrual Basis of Accounting - The accounting basis used by the City by which transactions are recognized when they occur, regardless of the timing of cash receipts and disbursements. Accounting System - The collective set of records and procedures used to record, classify, and report information on the financial status and operations of the City. Accounts Payable - Amounts owed by the City to external entities for goods and services received. Accounts Receivable - Amounts due to the City from external entities for goods and services furnished. Adopted Budget - The title of the budget following its formal adoption by resolution of the City Council. Ad Valorem -In proportion to value, a basis for levy of taxes on property. Amended Budget - The title of the budget version that includes all amendments to the Adopted Budget approved by Council throughout the fiscal year. Appropriation - A legislative act by the City Council authorizing the expenditure of a designated amount of public funds for a specific purpose. 523 Audit - An examination of City records and accounts by an external source to check their validity and accuracy. Balanced Budget - The amount of budgeted expenditures is equal to or less than the amount of budgeted revenues plus other available sources. Bond - A certificate of debt issued by a government or corporation guaranteeing payment of the original investment plus interest by a specified future date. Budget - A spending plan and policy guide comprised of an itemized summary of the City's probable expenditures and revenues for a given fiscal year. Calendar Year (CY) - The 12-month period from January through December. Capital Expenditures - Expenditures related to the acquisition, replacement, or improvement of a section of Chula Vista's infrastructure. Capital Improvement Program - The long-range construction plan designed to foresee and address the City's future need of physical improvements or additions of a fixed or permanent nature (e.g. a new fire station, replacement of a street signal) Capital Project - Any major construction, acquisition, or renovation that increases the useful life of the City's physical assets or adds to their value. Capital Project Funds - Funds that are utilized to account for resources used for the acquisition and construction of capital facilities by the City, with the exception of those assets financed by proprietary funds. Community Development Block Grant (CDBG) Funds - Funds received from the federal government and expenditures as prescribed under the Community Development Grant Program. Debt Service Funds- Funds used for payment of interest and principal to holders of the City's various debt instruments. 524 Deferred Maintenance - A backlog of needed repairs to City facilities including facility maintenance, painting and structural repairs. Department - A basic organizational unit of government that may be sub-divided into divisions and programs. Depreciation - The expense incurred with the expiration of a capital asset. Direct Costs - Operational expenditures exclusive to a specific service or program. Discretionary Revenue - Revenues that are generated by general or specific taxing authority such as Property or Sales Taxes. Encumbrance - The designation or reserving of funds to buy an item or service. Enterprise Funds - Funds established to account for specific services funded directly by fees and charges to users such as sewer services. These funds are intended to be self-supporting. Expenditure - The actual outlay of monies set aside by appropriation for identified goods and services. Fiscal Year (FY) - The twelve-month period beginning July 1 st and ending June 30th of the subsequent calendar year. Fixed Assets - An asset with a useful life greater than three years. Fringe Benefits - This consists of the costs to provide employee benefits that include the flexible benefit program, insurance, and retirement. Full-time Equivalent Positions (FTE) - The conversion of part-time, temporary, or volunteer positions to a decimal equivalent of a full-time position based on an annual amount of 2,080 hours worked. Fund - A set of interrelated accounts to record revenues and expenditures. 525 Generally Accepted Accounting Principles - A uniform set of minimum standards for external financial accounting and reporting. Gann Appropriation Limit - A State of California mandated appropriation limit imposed on local jurisdictions. General Fund - The City's main operating fund that is used to pay for City services. General Plan - The fundamental policy document that guides the City's future growth and development. General Revenue - See Discretionary Revenues. Grants - A contribution by a government or other organization to provide funding for a specific project. Grants can either be classified as capital projects or programmatic, depending on the grant. Indirect Cost - Costs that are essential to the operation of the City but not exclusive to any specific service or program. Indirect costs are primarily associated with support departments such as City Clerk, City Attorney, Administration, Management Information Systems (MIS), Human Resources, and Finance. Infrastructure - Basic physical assets such as buildings, streets, sewers, and parks. Interest Expense - Interest costs paid by Chula Vista on loans and bonds. Internal Service Funds- Funds that are used to finance and account for goods, special activities, and services performed by one City department for other City departments on a cost reimbursement basis. Levy - To impose of collect a tax, special assessments, or charges for the support of City services. Liability - Debt or other legal obligations arising out of past transactions that will be liquidated, renewed, or refunded at some future date. 526 Memorandum of Understanding - A document detailing the outcomes of labor negotiations between the City and its various bargaining units. Municipal Code - A collection of ordinances approved by City Council. Operating Budget - Costs associated with the on-going municipal services. Ordinance - A formal legislative enactment by the City Council. Other Expenditures - All budgeted expenditures that do not fall into one of the three primary expenditure categories: Personnel, Supplies and Services, and Capital. Personnel Services Expenditures - Expenses related to employee compensation including salaries, wages, and benefits. Program Revenue - Revenues generated by a given activity. Proposed Budget - The title of the budget prior to its formal adoption by resolution of the City Council. Reserves - The portion of the General Fund balance set aside for contingencies. Resolution - A special order of the City Council that requires less legal formality than an Ordinance. Revenue - Funds received from various sources to finance expenditures. Sewer Funds- Funds that account for revenues and expenditures related to the City's sewer programs, including maintenance and expansion of the City's conveyance system and payment of Metro Sewer treatment costs. Special Revenue Funds - Funds that are used to account for proceeds derived from specific revenues sources, which are legally restricted to expenditures for special purposes. (e.g. Transportation Funds, parking Funds, Public Safety Funds) 527 Spending Plan - A preliminary budget approved by Council contingent upon subsequent adoption of appropriations. Supplies and Services Expenditures - Expenditures for supplies required for the daily operation of the City and for contractual and professional services. Transient Occupancy Tax (TOT) - A tax that is charged on occupants of hotel and motel rooms in the City. Yield - The rate of return earned on an investment based on the price paid. 528