HomeMy WebLinkAbout2009/01/06 Agenda Packet
der penalty of p€l'rjury thell I .....
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. . . the City of Chuta Isla In e 1
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Cheryl Cox, Mayor
Rudy Ramirez, Councilmembe... James D. Sandoval, City Manager
John McCann, Councilmembe..- Bart Miesfeld, City Attorney
Pamela Bensoussan, Councilmember Donna Norris, City Clerk
Steve Castaneda, Councilmember
January 6,2009
4:00 P.M.
Council Chambers
City Hall
276 Fourth Avenue
CALL TO ORDER
ROLL CALL: Councilmembers: Bensoussan, Castaneda, McCann, Ramirez, and Mayor Cox
PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
PUBLIC COMMENTS
Persons speaking during Public Comments may address the Council on any subject
matter within the Council's jurisdiction that is not listed as an item on the agenda. State
law generally prohibits the Council from discussing or taking action on any issue not
included on the agenda, but, if appropriate, the Council may schedule the topic for future
discussion or refer the matter to staff. Comments are limited to three minutes.
CONSENT CALENDAR
(Items 1-3)
The Council will enact the Consent Calendar staff recommendations by one motion,
without discussion, unless a Councilmember, a member of the public, or staff requests
that an item be removed for discussion. If you wish to speak on one of these items, please
fill out a "Request to Speak" form (available in the lobby) and submit it to the City Clerk
prior to the meeting. Items pulled from the Consent Calendar will be discussed
immediately following the Consent Calendar.
I. APPROVAL OF MINUTES of September 23 and September 30, 2008.
Staff recommendation: Council approve the minutes.
2. WRITTEN COMMUNICATIONS
Memorandum from Councilmember Steve Castaneda requesting an excused absence
from the City Council Meeting of December 16, 2008.
Staff recommendation: Council excuse the absence.
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3. ORDINANCE OF THE CITY OF CHULA VISTA ESTABLISHING THE
DEVELOPMENT AND PROCESSING AND IMPACT FEE PAYMENT PLAN
PROGRAM (SECOND READING AND ADOPTION)
Adoption of the ordinance establishes a Development and Processing and Impact Fee
Payment Plan Program. This ordinance was introduced on December 16, 2008. (City
Engineer/Engineering Director, Planning and Building Director, Finance Director)
Staff recommendation: Council adopt the ordinance.
PUBLIC HEARINGS
The following item(s) have been advertised as public hearing(s) as required by law. If
you wish to speak on any item, please fill out a "Request to Speak" form (available in the
lobby) and submit it to the City Clerk prior to the meeting.
4. CONSIDERATION OF AMENDED REASSESSMENTS FOR REASSESSMENT
NUMBERS 1658-1, 1658-743, 1658-411, AND 1658-412 FOR REASSESSMENT
DISTRICTS 2001-1 AND 2001-2
Staff recommendation: Council open the public and continue it to January 13, 2009.
ACTION ITEMS
The ltem(s) listed in this section of the agenda will be considered individually by the
Council and are expected to elicit discussion and deliberation. If you wish to speak on
any item, please fill out a "Request to Speak" form (available in the lobby) and submit it
to the City Clerk prior to the meeting.
5. CONSIDERATION OF AUTHORIZATION FOR THE CITY MANAGER TO
IMPLEMENT THE BUDGET REDUCTION PLAN
As previously reported to Council, current revenue and expenditure projections indicate
budgetary shortfalls of $3.9 million and $20.0 million for fiscal years 2008-2009 and
2009-2010, respectively. In early December, the Interim City Manager submitted a
budget reduction plan for Council's consideration. This plan was the subject of the
December 4 Council Budget workshop and was discussed again at the December 9 and
16 Council Meetings. The plan has now been revised to reflect additional cost savings
measures and minor adjustments with no impact on anticipated budget savings. Approval
of the resolutions will authorize the City Manager to begin implementing the proposed
budget reduction plan which identifies over $20.0 million in expenditure reductions that
will bring the expenditures in line with projected revenues.
Several factors will impact how this plan is ultimately implemented - including the
proposed sales tax increase, the early retirement program, and the continuing discussions
with the bargaining groups. As these items are resolved, the budget reduction plan will
be adjusted with the goal of providing those services most essential to our residents while
minimizing employee layoffs. Approval of the plan as proposed will allow the City to
move forward in the most fiscally prudent manner while still allowing the flexibility to
make necessary adjustments. (City Manager)
Page 2 - Council Agenda
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January 6, 2009
Staff recommendation: Council adopt the following resolutions:
A. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
AUTHORIZING THE CITY MANAGER TO IMPLEMENT THE BUDGET
REDUCTION PLAN AS DESCRIBED IN ATTACHMENT A EXCLUDING
THE PROPOSED CLOSURE OF P ARKW A Y POOL AND GYMNASIUM
B. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
AUTHORIZING THE CITY MANAGER TO IMPLEMENT THE BUDGET
REDUCTION PROPOSALS FOR THE CLOSURE OF PARKWAY POOL
AND GYMNASIUM
C. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
DIRECTING STAFF TO PURSUE A SALES TAX INITIATIVE
D. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
DIRECTING STAFF TO PURSUE A UTILITY USERS TAX INITIATIVE
OTHER BUSINESS
6. CITY MANAGER'S REPORTS
7. MAYOR'S REPORTS
A. Ratification of the appointments of Betsy (Grace) Cory and Sassan Rahimzadeh
to the Resource Conservation Commission.
B. Consideration of City Council regional and committee assignments.
C. Council consideration of support staff in the Office of Mayor and Council
(Mayor Cox and Councilmember Castaneda).
8. COUNCIL/AGENCY MEMBERS' COMMENTS
CLOSED SESSION
Announcements of actions taken in Closed Session shall be made available by noon on
Wednesday following the Council Meeting at the City Attorney's office in accordance
with the Ralph M Brown Act (Government Code 54957. 7).
9. CONFERENCE WITH LEGAL COUNSEL REGARDING INITIATION OF
LITIGATION PURSUANT TO GOVERNMENT CODE SECTION 54956.9(c):
One Case
10. CONFERENCE WITH LEGAL COUNSEL REGARDING EXISTING LITIGATION
PURSUANT TO GOVERNMENT CODE SECTION 54956.9(a):
Yolanda Aguirre Y. City ofChula Vista. et al. San Diego Superior Court, Case No. 37-
2007 -00070355-CU-PO-SC.
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January 6, 2009
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11. CONFERENCE WITH LABOR NEGOTIATORS PURSUANT TO GOVERNMENT
CODE 54957.6
· Agency designated representatives: Jim Sandoval, Scott Tulloch, Marcia Raskin,
Bart Miesfeld, Rod Betts, Maria Kachadoorian, Leah Browder
· Employee organizations: CVEA, IAFF, POA, WCE, Mid-Management,
Professional and Unrepresented Groups
ADJOURNMENT to the Adjourned Regular Meeting of January 8, 2009 at 6:00 p.m. in the
Council Chambers.
Materials provided to the City Council related to any open-session item on this agenda are
available for public review at the City Clerk's Office, located in City Hall at 276 Fourth Avenue,
Building 100, during normal business hours.
In compliance with the
AMERICANS WITH DISABILITIES ACT
The City of Chula Vista requests individuals who require special accommodations to access,
attend, and/or participate in a City meeting, activity, or service, contact the City Clerk's Office
at (619) 691-5041 or Telecommunications Devices for the Deaf (TDD) at (619) 585-5655 at
least forty-eight hours in advance for meetings and five days for scheduled services and
activities. California Relay Service is also available for the hearing impaired.
Page 4 - Council Agenda
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Jannary 6, 2009
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MINUTES OF A REGULAR MEETING OF THE
CITY COUNCIL OF THE CITY OF CHULA VISTA
September 23, 2008
6:00 P.M.
A Regular Meeting of the City Council of the City of Chula Vista was called to order at 6:02
p.m. in the Council Chambers, located in City Hall, 276 Fourth Avenue, Chula Vista, California.
ROLL CALL:
PRESENT: Councilmembers Castaneda, McCann, Ramirez, Rindone, and Mayor Cox
ABSENT:
Councilmembers: None
ALSO PRESENT: Assistant City Manager Tulloch, Interim City Attorney Miesfeld, Interim
City Clerk Norris, and Deputy City Clerk Bennett
PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
SPECIAL ORDERS OF THE DAY
. PRESENTATION BY MAYOR COX OF A PROCLAMATION COMMENDING MR.
JAMES M. GALLIHER AS THE 2008 VETERAN OF THE YEAR
Mayor Cox read the proclamation and Deputy Mayor Rindone presented it to Mr. Galliher.
CONSENT CALENDAR
(Items 1 through 11)
Items 4 and 6 were removed from the Consent Calendar for discussion by members of the public;
and Items 5, 8, 10, and II, were removed from the Consent Calendar for Council discussion.
Deputy Mayor Rindone stated that he would abstain from voting on the minutes of July 22, 2008.
Councilmember Castaneda stated that he would abstain from voting on Items 3 and 4.
1. APPROVAL OF MINUTES of July 22 and July 23,2008.
Staff recommendation: Council approve the minutes.
2. RESOLUTION NO. 2008-217, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA AMENDING THE APPENDIX TO THE LOCAL
CONFLICT OF INTEREST CODE AND DESIGNATING FILERS FOR PURPOSES
OF ABI234
The Political Reform Act requires every local agency to review its Conflict of Interest
Code biennially to determine if it is accurate or, alternatively, that the Code must be
amended. The proposed Resolution adopts an amended appendix to the City's Conflict
of Interest Code, listing the officials and designated employees of the City who are
required to file periodic statements of economic interest and the disclosure categories
under which each such official and designated employee is required to file. (Interim City
Attorney/Interim City Clerk)
Staff recommendation: Council adopt the resolution.
Page 1 - Council Minutes
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September 23, 2008
DRAFT
CONSENT CALENDAR (Continued)
3. A. RESOLUTION NO. 2008-218, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA ACCEPTING BIDS AND AWARDING THE CONTRACT
FOR THE CIVIC CENTER LIBRARY CHILLER PLANT TURBOCOR RETROFIT
PROJECT IN THE CITY OF CHULA VISTA, CALIFORNIA (CIP NO. GG202B) TO
EMCOR SERVICES, INC./MESA ENERGY SYSTEM, INC.
B. RESOLUTION NO. 2008-219, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA AUTHORIZING THE APPROPRIATION OF ANY SDG&E
REBATE FUNDS AND/OR UNUSED CONTINGENCIES IN THE CIVIC CENTER
LIBRARY CHILLER PLANT TURBOCOR RETROFIT PROJECT (CIP NO. GG202B)
TO CAPITAL IMPROVEMENT PROJECT NO. GGl95 (4/5THS VOTE REQUIRED)
Since the summer of 2006, the chiller plant at the Civic Center Library has been
experiencing equipment shutdowns and failures on a regular basis. The system was
checked for all the normal problems that could be associated with the alarms and system
shutdowns that were experienced. The chiller plant was identified for an energy upgrade
and retrofit as part of the City of Chula Vista's Phase 1 Loan agreement with SDG&E
and the California Energy Commission. (City Engineer/Engineering Director)
Staff recommendation: Council adopt the resolutions.
4. Item 4 was removed from the Consent Calendar.
5. Item 5 was removed from the Consent Calendar.
6. Item 6 was removed from the Consent Calendar.
7. RESOLUTION NO. 2008-227, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA ACCEPTING $805,971 FROM THE U.S. DEPARTMENT
OF HOMELAND SECURITY AND APPROPRIATING SAID FUNDS TO THE
POLICE GRANT FUND FOR OPERATION STONEGARDEN (4/5THS VOTE
REQUIRED)
Since the events of September 11, 2001, the interception of terrorists and their weapons
attempting entry across the nation's borders has become the priority mission of the U.S.
Department of Homeland Security. Grant funding via "Operation Stonegarden" has been
awarded to the San Diego County region to facilitate regional partnerships and enhance
border enforcement capabilities. In coordination with the U.S. Customs and Border
Protection and grant administration by the County of San Diego, the Police Department
has been allocated $805,971. (Police Chief)
Staffrecommendation: Council adopt the resolution.
8. Item 8 was removed from the Consent Calendar.
Page 2 - Council Minutes
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September 23. 2008
DRAFT
CONSENT CALENDAR (Continued)
9. RESOLUTION NO. 2008-229, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA ACCEPTING $623,000 FROM THE CALIFORNIA OFFICE
OF TRAFFIC SAFETY FOR THE "OPERATION CRACK DOWN ON ILLEGAL
STREET RACING" PROJECT, ADDING ONE POLICE AGENT TO THE
AUTHORIZED STAFFING LEVEL OF THE POLICE DEPARTMENT AND
APPROPRIATING FUNDS THEREFOR (4/5THS VOTE REQUIRED)
The Police Department has been awarded grant funding from the California Office of
Traffic Safety to positively address the escalating mortality associated with San Diego
illegal street racing involved crashes. "Operation Crack Down on Illegal Street Racing"
is an inter-agency law enforcement task force represented by members from 12 San
Diego law enforcement agencies, with a Police Agent and an hourly/part-time Public
Safety Analyst coordinating the regional efforts. (Police Chief)
Staff recommendation: Council adopt the resolution.
10. Item 10 was removed from the Consent Calendar.
II. Item II was removed from the Consent Calendar.
ACTION:
Mayor Cox moved to approve staffs recommendations and adopt the balance of
the Consent Calendar, Items 1,2,3,7, and 9. Deputy Mayor Rindone seconded the
motion and it carried 5-0, except Item I (the minutes of July 22, 2008), which
carried 4-0-I,with Deputy Mayor Rindone abstaining, and Item 3, which carried
4-0-1, with Councilmember Castaneda abstaining.
ITEMS REMOVED FROM THE CONSENT CALENDAR
4. RESOLUTION NO. 2008-220, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA ACCEPTING BIDS AND AWARDING THE CONTRACT
FOR THE POLICE DEPARTMENT VARIABLE SPEED LOOP PLANT RETROFIT
PROJECT IN THE CITY OF CHULA VISTA, CALIFORNIA (CIP NO. GG202D) TO
ALPHA MECHANICAL SERVICES, INe.
The Police Department facility chiller plant was identified for an energy upgrade and
retrofit as part of the City ofChula Vista's Phase I Loan agreement with SDG&E and the
California Energy Commission. Adoption of the resolution would award a contract to
Alpha Mechanical Services, Inc. to retrofit the chiller plant at the Police Department. It
is anticipated the retrofit will increase energy savings wand will bring the chiller in
conformance with energy savings guidelines and standards. (City Engineer/Engineering
Director)
Staff recommendation: Council adopt the resolution.
Mayor Cox noted that the speaker slip submitted for Item 4 was intended for Item 5.
ACTION:
Mayor Cox moved to approve staffs recommendation and offered Resolution No.
2008-220, heading read, text waived. Deputy Mayor Rindone seconded the
motion and it carried 4-0-1, with Councilmember Castaneda abstaining.
Page 3 - Council Minutes
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September 23, 2008
DRAFT
ITEMS REMOVED FROM THE CONSENT CALENDAR (Continued)
5. A. RESOLUTION NO. 2008-221, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA APPROVING AN AGREEMENT BETWEEN THE CITY
OF CHULA VISTA AND WALKSANDIEGO IN THE AMOUNT OF $194,310 TO
ANALYZE WALKABILITY SURROUNDING ALL PUBLIC ELEMENTARY
SCHOOLS WITHIN THE CITY OF CHULA VISTA EXCEPT ALLEN SCHOOL,
CHULA VISTA HILLS, HALECREST, HILLTOP, LAUDERBACH,
MONTGOMERY, SALT CREEK, AND VISTA SQUARE ELEMENTARY SCHOOLS
B. RESOLUTION NO. 2008-222, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA APPROVING AN AGREEMENT BETWEEN THE CITY
OF CHULA VISTA AND WALKSANDIEGO IN THE AMOUNT OF $194,310 TO
ANALYZE WALKABILITY SURROUNDING LAUDERBACH AND
MONTGOMERY ELEMENTARY SCHOOLS
C. RESOLUTION NO. 2008-223, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA APPROVING AN AGREEMENT BETWEEN THE CITY
OF CHULA VISTA AND WALKSANDIEGO IN THE AMOUNT OF $194,310 TO
ANALYZE WALKABILITY SURROUNDING ALLEN SCHOOL, CHULA VISTA
HILLS, AND SALT CREEK ELEMENTARY SCHOOLS
D. RESOLUTION NO. 2008-224, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA APPROVING AN AGREEMENT BETWEEN THE CITY
OF CHULA VISTA AND WALKSANDIEGO IN THE AMOUNT OF $194,310 TO
ANALYZE WALKABILITY SURROUNDING HILLTOP AND VISTA SQUARE
ELEMENTARY SCHOOLS
E. RESOLUTION NO. 2008-225, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA APPROVING AN AGREEMENT BETWEEN THE CITY
OF CHULA VISTA AND WALKSANDIEGO IN THE AMOUNT OF $194,310 TO
ANALYZE WALKABILITY SURROUNDING HALECREST ELEMENTARY
SCHOOL
In 2006, City staff applied for a Community-Based Transportation Planning Grant to
fund 36 walking audits around elementary schools within the City. The walking audits
would gather resident opinions and desires for pedestrian-related improvements within
their neighborhoods and would be facilitated by WalkSanDiego, a local grassroots, non-
profit organization focused on improving walkability throughout the region. (City
Engineer/Engineering Director)
Staff recommendation: Council adopt the resolutions.
It was noted that due to the proximity of the project to properties owned by Councilmembers,
they would abstain from voting as follows: Councilmember Ramirez - Item 5B, Councilmember
McCann - Item 5C, Councilmember Castaneda - Item 5D, and Mayor Cox - Item 5E.
Kevin O'Neill, Chula Vista resident, spoke in opposition to expenditure of the funds for a walk-
ability study, stating that it was a waste of money with no positive results.
Page 4 - Council Minutes
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September 23, 2008
ITEMS REMOVED FROM THE CONSENT CALENDAR (Continued)
DRAFT
City Engineer Hopkins clarified that the proposed study was largely the result of public outcry
about inadequate infrastructure and associated safety concerns. He explained that the goal of the
project was to quantify and identify the greatest needs for walkability and to secure the grants.
ACTION:
Councilmember Castaneda moved to approve staffs recommendation and offered
Resolution No. 2008-221, heading read, text read. Councilmember Ramirez
seconded the motion and it carried 5-0.
Councilmember Castaneda requested clarification from staff about the Decision Maker Conflict
portion of the staff reports, and he proposed that the matter be scheduled for discussion at a
future Council Meeting to ensure accuracy about the location of Councilmembers' properties.
ACTION:
ACTION:
ACTION:
ACTION:
Councilmember McCann moved to approve staffs recommendation and offered
Resolution No. 2008-222, heading read, text waived. Councilmember Castaneda
seconded the motion and it carried 4-0-1, with Councilmember Ramirez
abstaining.
Deputy Mayor Rindone moved to approve staffs recommendation and offered
Resolution No. 2008-223, heading read, text waived. Councilmember Castaneda
seconded the motion and it carried 4-0-1, with Councilmember McCann
abstaining.
Deputy Mayor Rindone moved to approve staffs recommendation and offered
Resolution No. 2008-224, heading read, text waived. Councilmember Ramirez
seconded the motion and it carried 4-0-1, with Councilmember Castaneda
abstaining.
Councilmember Castaneda moved to approve staffs recommendation and offered
Resolution No. 2008-225, heading read, text waived. Councilmember McCann
seconded the motion and it carried 4-0-1, with Mayor Cox abstaining.
6. RESOLUTION NO. 2008-226, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA AUTHORIZING THE PURCHASE OF PRINTER TONER
CARTRIDGES FROM CORPORATE EXPRESS IMAGING AND COMPUTER
GRAPHIC SUPPLIES AND SERVICE AND THE PURCHASE OF SERVICE AND
MAINTENANCE OF CITY PRINTERS FROM MWB BUSINESS SYSTEMS IN
ACCORDANCE WITH TERMS AND CONDITIONS OF CITY OF CHULA VISTA
REQUEST FOR PROPOSAL 12-07/08REVl FOR A ONE-YEAR TERM BEGINNING
OCTOBER I, 2008 AND ENDING SEPTEMBER 30, 2009, AND AUTHORIZING
THE PURCHASING AGENT TO APPROVE FIVE ONE-YEAR EXTENSIONS OF
THE TERM THROUGH SEPTEMBER 30, 2014
A request for proposal for printer toner cartridges and service and maintenance of printers
was advertised and posted electronically. The objective was to contract with vendors
who could provide quality customer service and the best competitive pricing. Adoption
of the resolution authorizes the award of the printer toner cartridge contract to Corporate
Express, and the service and maintenance of printers to MWB Business Systems.
(Finance Director)
Staff recommendation: Council adopt the resolution.
Page 5 - Council Minutes
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September 23, 2008
DRAFT
ITEMS REMOVED FROM THE CONSENT CALENDAR (Continued)
Bob Thomas, Chula Vista resident, asked the Council to ensure that bids awarded were the best
value for the City, not just the lowest bid, including costs incurred when lowest bid awardees
went out of business. He also cautioned the Council about entering into long-term contracts.
Purchasing Agent Brooks responded to the comments by Mr. Thomas, stating that the proposed
contract would be in the best interests of the City. She stated that the City has had a long-term
relationship with the proposed contract awardees. She further clarified that the contract would
be for one year, with firm pricing, and would include the option to renew for five one-year
periods.
ACTION:
Deputy Mayor Rindone moved to approve staff's recommendation and offered
Resolution No. 2008-226, heading read, text waived. Councilmember Ramirez
seconded the motion and it carried 5-0.
8. RESOLUTION NO. 2008-228, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA ACCEPTING $525,000 FROM THE CALIFORNIA OFFICE
OF TRAFFIC SAFETY AND APPROPRIATING SAID FUNDS TO THE POLICE
GRANT FUND FOR THE DUI PROSECUTION AND AWARENESS PROGRAM
(4/5THS VOTE REQUIRED)
The Police Department has been awarded grant funding from the California Office of
Traffic Safety to develop a program focused on the vertical prosecution of traffic related
cases including DUI offenders, hit and run collisions and injury/fatal collisions. This
program will also involve a regional collaboration of local agencies conducting
DUI/driver license checkpoints and saturation patrols with the goal of reducing the
number of alcohol-involved collisions in the South Bay region. (Police Chief)
Staffrecommendation: Council adopt the resolution.
Councilmember Ramirez spoke about a portion of the grant funding that would go towards
prosecutor fees, and asked staff whether or not prosecutor fees should be the responsibility of the
District Attorney's Office. Police Chief Emerson responded that in this particular case, the City
was partnering with the District Attorney's Office to ensure prosecution at a higher level.
Furthermore, he stated the grant would include overtime for Police Department employees who
work DUI enforcement.
ACTION:
Councilmember Ramirez moved to approve staff's recommendation and offered
Resolution No. 2008-228, heading read, text waived. Councilmember McCann
seconded the motion and it carried 5-0.
10. A RESOLUTION NO. 2008-230, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA APPROVING A MEMORANDUM OF UNDERSTANDING
BETWEEN THE CITY OF CHULA VISTA AND HILLTOP MIDDLE SCHOOL FOR
THE PROVISION OF AFTER-SCHOOL RECREATIONAL PROGRAMMING
Page 6 - Council Minutes
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September 23, 2008
DRAFT
ITEMS REMOVED FROM THE CONSENT CALENDAR (Continued)
B. RESOLUTION NO. 2008-231, RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF CHULA VISTA APPROVING A MEMORANDUM OF UNDERSTANDING
BETWEEN THE CITY OF CHULA VISTA AND CHULA VISTA MIDDLE SCHOOL
FOR THE PROVISION OF BEFORE-SCHOOL AND AFTER-SCHOOL
RECREATIONAL PROGRAMMING
Two middle schools in the Sweetwater Union High School District have awarded
contracts to the City of Chula Vista for the provision of before and after-school
recreational programming. Hilltop Middle School and Chula Vista Middle School will
provide the sites and funding for the program. Adoption of the resolutions approves the
Memorandums of Understanding between the City and the schools. (Recreation
Director)
Staff recommendation: Council adopt the resolutions.
Deputy Mayor Rindone requested that prior to the matter being brought forward to the Council
next year, staff work with the Sweetwater Union High School District (SWUHSD) to seek
funding to reinstate the before- and after-school recreational programming for all six schools in
the district. Recreation Director Martin responded that staff was working closely with the
district to seek additional funding to re-instate the program for all six schools.
ACTION:
Deputy Mayor Rindone moved to approve staff's recommendation and offered
Resolution Nos. 2008-230 and 2008-231, headings read, text waived.
Councilmember Ramirez seconded the motion and it carried 4-0-1, with
Councilmember Castaneda abstaining.
II.
RESOLUTION NO. 2008-232, RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF CHULA VISTA AUTHORIZING THE RELEASE OF
CERTAIN DOCUMENTS RELATING TO THE PAYMENT OF
COUNCILMEMBER CASTANEDA'S LEGAL FEES AND WAIVING THE
EVIDENTIARY PRIVILEGES AND GOVERNMENT CODE PROTECTIONS
ATTACHED TO THOSE DOCUMENTS
At the September 16, 2008 City Council meeting, Councilmember Ramirez requested
that staff agendize an item to discuss the payment of legal fees for Councilmember
Castaneda. This item has been prepared in response to that request. By adopting the
resolution, Council would authorize the release of certain memoranda prepared in
connection with the payment of Councilmember Castaneda's legal fees and waive the
evidentiary privileges and Government Code protections attached to those documents.
(Interim City Attorney)
Staff recommendation: Council take action as it deems appropriate.
Page 7 - Council Minutes
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September 23, 2008
DR AFT
ITEMS REMOVED FROM THE CONSENT CALENDAR (Continued)
Scott Vinson, Chula Vista resident, expressed concern over the City paying for Councilmember
Castaneda's legal fees, and questioned why the Councilmember did not pay his legal fees from
campaign funds or his personal money.
Mark Croshier, Chula Vista resident, stated that taxpayers should not have to pay
Councilmember Castaneda's legal fees. He suggested that the Public Defender's office be
accountable for payment of the fees.
Juan Gonzalez, Chula Vista resident, stated that the $194,000 expenditure for Councilmember
Castaneda's legal fees could have gone a long way in improvement projects for the City.
Paula Whitsell, Chula Vista resident, spoke in opposition to the City's payment of
Councilmember Castaneda's legal fees, stating that the matter was conducted without input from
the taxpayers, and that it appeared that the City was not working for the good of the people. She
asked the Council to pay the money back to the taxpayers.
Michael Gorski, Chula Vista resident, spoke in opposition to the City's payment of
Councilmember Castneda's legal fees. He stated that legal fees were not related to the duties of
a Councilmember.
Gabriel Gutierrez, Chula Vista resident, spoke in opposition to the expenditure of public funds
for payment of Councilmember Castaneda's legal fees. She stated that decisions to use public
funds should be made in public.
Steven Zamora, Chula Vista resident, spoke in opposition to the use of City tax dollars for
Councilmember Castaneda's legal fees, and requested that the Council release the related
documents and reconsider its decision to pay the fees.
Jim Pennington, Chula Vista resident, asked that the Council not reopen the issue of paying
Councilmember Castaneda's legal fees, since his legal fees were paid in accordance with law and
City policy.
Peter Watry, Chula Vista resident, stated that the District Attorney's Office ought to pay for
Councilmember Castaneda's legal fees.
Reiner Leal, Chula Vista resident, spoke in opposition to the City's payment of Councilmember
Castaneda's legal fees, and asked the Council to have Councilmember Castaneda pay his own
legal fees.
Kevin O'Neill, Chula Vista resident, asked that the Council place the matter on the next Council
agenda in order to provide the public the opportunity to review the documents and speak to the
Issue.
Page 8 - Council Minutes
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September 23, 2008
DRAFT
ITEMS REMOVED FROM THE CONSENT CALENDAR (Continued)
John Moot, Chula Vista resident, stated that it was not appropriate for the matter of
Councilmember Castaneda's legal fees to be discussed in Closed Session. He stated that the only
proper way to address the matter would be to hold a public hearing.
Patricia Aguilar, Chula Vista resident, spoke in favor of releasing the documents related to the
Council's decision for payment of Council member Castaneda's legal fees. She spoke in support
of the proposed resolution and suggested that staff prepare a resolution to force the District
Attorney's Office to reimburse the City for legal fees.
Jerry Scott, Chula Vista resident, stated that the matter of Councilmember Castaneda's legal fees
should not be an issue since he was found not guilty.
Jose Preciado, Chula Vista resident stated that Councilmember Castaneda was found innocent,
and it was important for the citizens to be supportive and respectful of elected officers even if
they did not agree. He spoke of the need to move forward as a nnited City, and he thanked
Councilmember Castaneda for his service to the City.
Councilmember Castaneda left the dais at this time.
Councilmember Ramirez moved to draft a resolution, requesting on behalf of the City Council of
the City of Chula Vista, that the District Attorney's Office reimburse the Chula Vista citizens for
its persecution of the people of Chula Vista since the commencement of its activities with the
Public Integrity Unit.
Interim City Attorney Miesfeld stated that the motion by Councilmember Ramirez could not be
discussed at this time, and that it would need to be placed on an agenda for a future Council
Meeting for discussion by the Council.
Councilmember Ramirez requested that staff place on the next Council agenda, a request to the
District Attorney's office to reimburse the City of Chula Vista for the Public Integrity Unit's
activities in the City.
ACTION:
Councilmember Ramirez moved to adopt Resolution No. 2008-232, heading read,
text waived. Councilmember McCann seconded the motion.
Interim City Attorney Miesfeld clarified that adoption of the resolution would approve the
release of the following three separate memorandums: 1) Letter to the Council from Interim City
Attorney Miesfeld, dated July 15, 2008 regarding Councilmember Castaneda's formal request
for payment of legal fees; 2) Letter to Interim City Attorney Miesfeld, from Steven B.
Quintanilla, Special Counsel, Green, de Bortnowsky & Quintanilla, LLP, dated July 8, 2008
regarding reimbursement of attorneys fees and other legal costs, and; 3) Letter to Interim City
Attorney Miesfeld, from James P. Lough, Special Counsel, dated August 8, 2008, regarding the
Castaneda attorney fee issue. Mr. Miesfeld added that Special Counsel Steven Quintanilla was
present at the meeting to address any questions.
Councilmember McCann requested that Mr. Quintanilla provide his opinion to the Council.
Page 9 - Council Minutes
{A-C(
September 23, 2008
DRAFT
ITEMS REMOVED FROM THE CONSENT CALENDAR (Continued)
Mr. Quintanilla recommended that since his comments would cover the three referenced
memorandums, Council should first consider adoption of the resolution to waive the
confidentiality privilege for the three memorandums.
ACTION: Councilmember McCann called for the vote.
Deputy City Attorney Maland further clarified that the proposed resolution identified two of the
referenced memorandums, but did not identify the third memorandum dated August 8, 2008
from James P. Lough, regarding procedural matters, and should therefore be made part of the
motion, should the Council choose to include it.
ACTION:
Councilmember Ramirez moved to adopt Resolution No. 2008-232, amended to
include the memorandum from James. P. Lough, dated August 8, 2008 regarding
procedural matters. Councilmember McCann seconded the motion and it carried
4-0-1, with Councilmember Castaneda abstaining.
Special Counsel Quintanilla addressed the issue of whether or not it was appropriate for the
Council to discuss the payment of Councilmember Castaneda's legal fees in Closed Session,
stating that it was very clear in this case, that it was appropriate and legal for the Council to
consider the matter in Closed Session as a potential litigation item. He stated that based upon the
City Charter, the City had a duty to provide for the defense of any City official who was charged
with a crime, or being sued civilly in a matter that involved their office. He further explained the
findings that would permit the City to pay legal fees incurred by a City official, as provided for
in Government Code Section 995.8.
At 8:27 p.m., Mayor Cox announced a recess of the Council meeting. The meeting reconvened
at 8:53 p.m. with all members present.
PUBLIC COMMENTS
The following members of the public spoke in support of the proposed MMC Peaker Power
Plant:
Javier Saunders, San Diego resident, representing the Mexican American Business
Professional Association
Jim Biddle, Chula Vista resident
Robert Borboa, Chula Vista resident
Juan Diaz, San Diego resident, did not speak, but submitted a public comment card in support of
the MMC Peaker Power Plant.
The following members of the public spoke in opposition to the MMC Peaker Power Plant:
Theresa Acerro, Chula Vista resident, representing Southwest Chula Vista Civic
Association
Diana Vera, Chula Vista resident
Guillermo Lopez, Chula Vista resident
Hugo Ivan Salazar, Chula Vista resident, representing Communities Taking Action
Steven Pavka, Chula Vista resident
Page 10 - Council Minutes
September 23, 2008
/A~/O
DR AFT
PUBLIC COMMENTS (Continued)
Ted Kennedy spoke with respect to Item 7 on the agenda, and about the recent alleged misuse of
"Operation Stonegarden" grant funding by Otero County. He recommended that the City closely
monitor how its portion of the grant funding allocation by the U.S. Department of Homeland
Security would be used. He then spoke about the proposed MMC Peaker Plant, stating that
residents who reside within 1,000 feet of the plant would be most negatively impacted by
pollutants.
Councilmember Ramirez requested that the Police Chief schedule a meeting with both he and
Mr. Kennedy, for clarification about the Operation Stonegarden grant funding.
Kevin O'Neill, Chula Vista resident, clarified a recent statement he made before the California
Energy Commission about the MMC Peaker Power Plant, stating that he co-owned a piece of
property that would allow the plant by right, and that he was in favor of siting a re-powered plant
at that location, and was speaking against his own economic interest. With respect to the
selection process for a new City Manager, Mr. O'Neill asked the Council not to rush to the
selection, to find the right person with a fresh set of eyes, and someone who was not immersed in
the City's politics.
OTHER BUSINESS
12. CITY MANAGER'S REPORTS
Assistant City Manager Tulloch announced that the heater problem at Lorna Verde Pool was
resolved, and the pool was ready for immediate use. He also announced that there would be no
Council Workshop scheduled for October 2, 2008, since the California Energy Commission
evidentiary hearing was scheduled for that date, commencing at 10:00 a.m. and expected to
conclude after 8:00 p.m.
13. MAYOR'S REPORTS
A.
Ratification of the appointment of Charlene Tressler to the Child Care
Commission.
B.
Ratification of appointment of Keith Blum to the Veterans Advisory Commission.
C.
Ratification of the appointment of David Garza to the Youth Action Council.
ACTION:
Mayor Cox moved to ratify the three appointments. Deputy Mayor Rindone
seconded the motion and it carried 5-0.
Councilmember McCann requested that commission applications be included in the Council
packets. Further discussion ensued regarding whether or not personal information would need to
be redacted from the applications. Interim City Attorney Miesfeld responded that the City
Attorney's Office would provide the Council with an information memorandum with suggestions
on the matter from a legal standpoint.
Page 11 - Council Minutes
September 23, 2008
(A-(/
DRf"FT
OTHER BUSINESS (Continued)
Mayor Cox reminded everyone that there would be no Council Meeting on September 30, 2008.
She also stated that Beautify Chula Vista was scheduled for October 4, 2008 at Otay Park,
commencing at 8:00 a.m., with online registration at www.beautifychulavista.org, and that
Christmas in October was scheduled for October 11, 2008.
14. COUNCIL COMMENTS
Councilmember Ramirez talked about his recent public office hours meeting to discuss issues
related to traffic near Southwestern Community College. He thanked Deputy Mayor Rindone
and other City staff for their attendance and input at the meeting.
Councilmember Castaneda spoke in support of Councilmember Ramirez's referral to the City
Attorney, that the City disclose all legal fees that had been paid by the City and its taxpayers, and
why they had been paid, and that the matter be agendized as soon as possible. He spoke in
support of the decision by the Council to waive confidentiality of documents relating to payment
of his legal fees. He then spoke about his interest to ensure that the City had full disclosure of
the documents and all of the issues surrounding all investigations, grand juries, prosecutions or
threatened prosecutions by the District Attorney's office, which had cost the taxpayers hundreds
of thousands of dollars, and he was hopeful that the community would support Council's review
ofthe documents.
Councilmember McCann thanked Mr. Galliher for his dedicated service, and he thanked the
Veterans Commission for nominating and supporting Mr. Galliher.
Deputy Mayor Rindone congratulated and recognized Mr. Galliher for his dedicated service, and
recognized all the veterans who have made a difference.
Deputy Mayor Rindone congratulated the Chula Vista Rotary Club on its recent fundraiser event
at the Otay Ranch Town Center. He also spoke about his participation at a community meeting
regarding access through the rear gate at Southwestern College by students, due to the
construction in the area. He expressed appreciation to Dr. Chopra who provided a guarantee that
the gate would be closed on or before October 15th and would eliminate a lot of associated
traffic issues in the neighborhood. He recognized Councilmember Ramirez for arranging the
community meeting.
The Council convened in Closed Session at 9:35 p.m.
CLOSED SESSION
15. PUBLIC EMPLOYEE APPOINTMENT PURSUANT TO GOVERNMENT CODE
SECTION 54957
Title: City Clerk
No reportable action was taken on this item.
Page 12 - Council Minutes
September 23, 2008
iA-I1--
DRAFT
CLOSED SESSION (Continued)
16. PUBLIC EMPLOYEE APPOINTMENT PURSUANT TO GOVERNMENT CODE
SECTION 54957
Title: City Manager
ACTION:
Deputy Mayor Rindone moved to appoint Assistant City Manager Scott Tulloch
as Interim City Manager. Councilmember McCann seconded the motion and it
carried 5-0.
ACTION:
Councilmember Ramirez moved to adjust the Assistant City Manager's annual
salary upward by five percent while he performs the duties of Interim City
Manager. Councilmember Castaneda seconded the motion and it carried 3-2,
with Mayor Cox and Deputy Mayor Rindone opposed.
ACTION:
Councilmember McCann moved to begin the search for a permanent City
Manager pursuant to the following schedule:
September 24, 2008 - Human Resources Director to e-mail the City
Council the posting used to recruit the former City Manager for review.
September 25, 2008 - Human Resources Director to post advertisement
for City Manager.
September 30, 2008 - Special Meeting of the City Council to obtain
public input regarding City Manager recruitment; Closed Session:
Evaluation of Interim City Manager.
October 7, 2008 - Closed Session: City Council evaluation of candidate
applications for City Manager.
Councilmember Castaneda seconded the motion and it carried 3-2, with Mayor
Cox and Deputy Mayor Rindone opposed.
17. CONFERENCE WITH LEGAL COUNSEL REGARDING SIGNIFICANT EXPOSURE
TO LITIGATION PURSUANT TO GOVERNMENT CODE SECTION 54956.9(b)
Three cases
Case No. I: No reportable action was taken.
Case No.2:
ACTION: Councilmember Castaneda moved to reject former City Manager Garcia's
demand of a one-time $195,000 payment from the City to the former City
Manager. Councilmember McCann seconded the motion and it carried
3-2, with Mayor Cox and Deputy Mayor Rindone opposed.
Case No.3: The item was removed from the agenda.
Page 13 - Council Minutes September 23, 2008
{A - 13
DRAFT
CLOSED SESSION (Continued)
18. CONFERENCE WITH LEGAL COUNSEL REGARDING EXISTING LITIGATION
PURSUANT TO GOVERNMENT CODE SECTION 54956.9(a)
A. Deanna Mary, et aI. v. City of Chula Vista, et aI., United States District Court,
Case No. 06 CV 1460 JAH(BLM)
B. Deanna Mory, et aI. v. City of Chula Vista, et aI., United States District Court,
Case No. 07-CV-0462 JLS (BLM)
No reportable action was taken on these items.
ADJOURNMENT
At 1:16 a.m., Mayor Cox adjourned the meeting to the next Regular Meeting of October 7,2008
at 4:00 p.m. in the Council Chambers.
~
.-------Lorraine Bennett, CMC, Deputy City Clerk
?J
Page 14 - Council Minutes
{A-ILf
September 23, 2008
DRAFT
DRAFT
MINUTES OF A SPECIAL MEETING OF THE
CITY COUNCIL OF THE CITY OF CHULA VISTA
September 30, 2008
4:00 P.M.
A Special Meeting of the City Council of the City of Chula Vista was called to order at 4:02 p.m.
in the Council Chambers, located in City Hall, 276 Fourth Avenue, Chula Vista, California.
ROLL CALL:
PRESENT: Councilmembers Castaneda, McCann, Ramirez, Rindone, and Mayor Cox
ABSENT: None
ALSO PRESENT: Interim City Manager Tulloch, Interim City Attorney Miesfeld, Interim
City Clerk Norris, and Deputy City Clerk Bennett
PLEDGE OF ALLEGIANCE TO THE FLAG AND MOMENT OF SILENCE
ACTION ITEM
I. PUBLIC INPUT REGARDING DESIRED CHARACTERISTICS FOR THE POSITION
OF CITY MANAGER
Mayor Cox introduced and recognized recently appointed Interim City Manager, Scott Tulloch.
Mayor Cox provided her opinion on the recruitment process for appointment of a City Manager,
stating it would be irresponsible for the Council to accelerate a recruitment of the City's top
administrator without performing a thorough search for a City Manager. She spoke of the need
to restore credibility to the process of selecting a qualified candidate for City Manager.
Deputy Mayor Rindone spoke in support of the comments by Mayor Cox, and stated the need for
a transparent process. He asked that the Council permit an expedited but not truncated process to
seek a qualified, experienced City Manager with city government experience.
Councilmember Castaneda stated that the City could not afford a headhunter for the City
Manager recruitment process, and he believed that City staff possessed the expertise to perform
the recruitment. He then requested public input on the matter.
Councilmember Ramirez spoke in support of administering the City Manager recruitment
process in-house. He stated that he was confident of his ability to judge the applicants'
qualifications, and that it was his duty and responsibility as a Councilmember to make the best
possible selection for the City.
Jim Biddle, Chula Vista resident, was opposed to any rush decision by the Council for selection
of a City Manager.
Page 1 - Special Council Meeting
September 30, 2008
{B-1
DRAFT
DRAFT
ACTION ITEM (Continued)
Chris Lewis, Bonita resident, spoke of the need for candidates for City Manager to have
leadership qualities, the ability to build and sustain consensus among all players in every
situation, and to be of spotless moral character. He asked the Council to take its time with the
selection process, and he did not see the necessity for a decision prior to the upcoming elections.
He stated that expediting the hiring process would leave questions in the minds of the public.
Larry Breitfelder, Chula Vista resident, spoke in support of giving the Council the benefit of the
doubt in its selection of a City Manager.
Kevin O'Neill, Chula Vista resident, spoke in opposition to hiring local talent for City Manager.
He stated that the qualities of a City Manager should include professionalism, and to be
independent of the Council. He stated that it was unnecessary to hire a new City Manager
immediately or in a precipitous manner, and to consider a candidate who would not be tainted.
Theresa Acerro, Chula Vista resident, spoke of the need for a City Manager who would uphold
the City's Mission Statement, create consensus in the community, be respectful of the citizens,
have values, have the courage to stand up for all communities, hold policies and goals in high
regard, and insist on enforcement against heavy industrial uses in light industrial zones.
Carlos F. Lopez, Chula Vista resident, representing Communities Taking Action, spoke of the
need for a City Manager who would look at the City as a whole. He stated that the City Manager
and City Council's failure to assist the children on the south side of the City had left him with no
alternative but to serve a recall on Mayor Cox and Councilmember McCann.
Diana Vera stated that Mr. Lopez had spoken on her behalf.
Ted Kennedy, Chula Vista resident, submitted to the Council, copies of the International
City/County Management Association (ICMA) Code of Ethics, and he asked the Council to
study the process of hiring a City Manager and get it right.
Scott Vinson, Chula Vista resident, questioned the rush to hire a City Manager. He stated that
the qualities of a City Manager would include the ability to balance and re-balance a budget, and
knowledge about redevelopment and labor negotiations. He questioned the relationship that a
local-hire would have on the current City staff, contractors and developers in a rapidly changing
economy and current budget crisis.
Diego Vargas, Chula Vista resident, spoke of a City Manager who would be a leader, promote
accountability and continuous improvements. He stated that the hiring process should not be
rushed, but the decision should not be delayed until after the November election.
David Krogh, Chula Vista resident, stated that the qualities of a City Manager would include
competency, professionalism, impartiality, and possess prior City Manager experience. Given
the general state of the economy, the City budget, and the Council, he suggested consideration by
the Council to appoint Interim City Manager Tulloch as Acting City Manager until such time
that the Council could arrive at a unanimous selection of a City Manager.
Page 2 - Special Council Meeting
September 30, 2008
iB-2-
DRAFT
DP ~,FT
ACTION ITEM (Continued)
Discussion ensued among the Council about the process and timeline for hiring a City Manager,
and the types of qualities to look for.
Mayor Cox stated that the Interim City Manager would have all the authority of a City Manager,
and decisions to be made would be brought before the Council in accordance with the City
Charter. She assured the community and those who did business with the City, that no break in
the current policy of the City was anticipated, and that the Council looked forward to working
with Interim City Manager Tulloch until a new City Manager was selected.
OTHER BUSINESS
2. CITY MANAGER'S REPORTS
Interim City Manager Tulloch noted two items on the dais, the Pay and Display parking meters
flyer announcing the effective date for the new parking meter enforcement of October 6, 2008;
and a memorandum to the Mayor and Council from staff, dated September 30, 2008, regarding
retention of the full-time schedule in the Planning and Building Department's permit center
counter hours.
3. MAYOR'S REPORTS
Mayor Cox reminded everyone about the Beautify Chula Vista event on October 4, 2008, 8:00
a.m. at Otay Park, with pre-registration for the event at www.beautifychulavista.org.
4. COUNCIL COMMENTS
Deputy Mayor Rindone:
Five New Flyer buses (report ofMTS action)
Deputy Mayor Rindone announced the purchase by the Metropolitan Transit System, of five new
natural gas buses for the City to replace the existing diesel buses. The release of the new buses
was scheduled for February 2009.
Deputy Mayor Rindone also asked Interim City Manager Tulloch to request the Code
Enforcement staff to remove any campaign signs placed in the public right of way, and to
encourage candidates to refrain from placing their signs in the public right of way.
Councilmember Ramirez announced that his next public office hours meeting was scheduled for
October 6, 2008 at 6:00 p.m. in the Council Chambers to discuss the topic of redevelopment.
Councilmember McCann thanked the public for attending the Council meeting. He invited the
community to participate in the Beautify Chula Vista event on October 4, 2008.
Mayor Cox recessed the meeting to convene in Closed Session at 5:33 p.m.
Page 3 - Special Council Meeting
/6-3
September 30. 2008
DRAFT
DRAFT
CLOSED SESSION
5. PUBLIC EMPLOYEE PERFORMANCE EVALUATION PURSUANT TO
GOVERNMENT CODE SECTION 54957
Title: City Manager
This item was removed from the agenda and was not discussed.
6. CONFERENCE WITH LEGAL COUNSEL REGARDING SIGNIFICANT EXPOSURE
TO LITIGATION PURSUANT TO GOVERNMENT CODE SECTION 54956.9(b)
One case.
No reportable action was taken on this item.
ADJOURNMENT
At 6:10 p.m., Mayor Cox adjourned the meeting to the next Regular Meeting of October 7, 2008
at 4:00 p.m. in the Council Chambers.
.J-::...
-
~
Lorraine Bennett, CMC, Deputy City Clerk
Page 4 - Special Council Meeting
/6-Lf
September 30, 2008
~(~
-.-
"- - --
------ -
~~=~
Councilmember Steve Castaneda
City Of Chula Vista
276 Fourth Avenue
Chula Vista, Ca 91910
619.691.5044 - 619.476.5379 Fax
MEMO
ON OF
CHULA VISfA
Tuesday, December 16, 2008
TO:
Mayor and City Councilmembers
RE:
City Manager, City Clerk, City Attorney
Councilmember Steve ca~
Absence from Office
cc:
FROM:
Please excuse my absence, due to personal matters, from the City Council Meeting of
December 16, 2008. Thank you.
~-/
ORDINANCE NO. "'\G ",NO "'OO?i\Ot-l
/"'f'lNO P,tAOIr.
ORDINANCE OF THE CITY o~EIcHDLA VISTA
ESTABLISHING THE DEVELOPMENT AND PROCESSING
IMPACT FEE PAYMENT PLAN PROGRAM
WHEREAS, the City of Chula Vista (City) requires the payment of various types of
development impact fees to help address the impacts of new development; and
WHEREAS, on August 7, 1990, pursuant to Ordinance No. 2384, the City Council
established the Telegraph Canyon Drainage Fee; and
WHEREAS, Ordinance No. 2384 requires that the Telegraph Canyon Drainage Fee be
paid before the approval by the City of the development project, or if not paid at the time of
approval of the final map or parcel map, the fee must be paid before the issuance of the first
building permit for the development; and
WHEREAS, on December 9, 1997, pursuant to Ordinance No. 2716, the City Council
establish the Poggi Canyon Sewer Basin Development Impact Fee; and
WHEREAS, Ordinance No. 2716 requires that the Poggi Canyon Sewer Basin
Development Impact Fee be paid in cash upon the issuance of a building permit; and
WHEREAS, on January 5, 1999, pursuant to Ordinance No. 2767, the City Council
established the Otay Ranch Village 1 and 5 Pedestrian Bridge Development Impact Fee; and
WHEREAS, Ordinance No. 2767 requires that the Otay Ranch Village 1 and 5 Pedestrian
Bridge Development Impact Fee be paid prior to the issuance of building permits for residential
development projects; and
WHEREAS, on Febmary 18, 2003, pursuant to Ordinance No. 2898, the City Council
established the Pedestrian Bridge Development Impact Fee Program for Otay Ranch Village 11;
and
WHEREAS, Ordinance No. 2898 requires that the Pedestrian Bridge Development
Impact Fee for Otay Ranch Village 11 be paid in cash upon the issuance of a residential building
pem1it; and
WHEREAS, Chapter 3.32 of the Chula Vista Municipal Code establishes the Residential
Constmction Tax; and
WHEREAS, the Residential Constmction Tax requires that the tax be paid upon the
app lication for a building permit; and
3-1
Ordinance No.
Page :2
WHEREAS, Chapter 3.50 of the Chula Vista Municipal Code establishes the
Development Impact Fees to Pay for Various Public Facilities (PFDIF); and
WHEREAS, the PFDIF requires that the fee be paid upon the issuance of a building
pennit; and
WHEREAS, Chapter 3.54 of the Chula Vista Municipal Code establishes the
Transportation Development Impact Fee for the Eastern Territories of the City (TDIF) and
Chapter 3.55 of the Municipal Code establishes the Western Transportation Development Impact
Fee (WTDIF); and
WHEREAS, both the TDIF and the WTDIF require that the fee be paid upon the issuance
of a building permit; and
WHEREAS, Section 13.14.090 of the Chula Vista Municipal Code establishes the
Sewage Capacity Charge; and
WHEREAS, the City recognizes that the payment of fees represents a substantial
financial commitment for many projects; and
WHEREAS, the City recognizes that establishing a payment plan for certain fees may
assist in the development of projects; and
WHEREAS, this Ordinance establishes a payment plan for certain development
processing and impact fees for a specified period of time.
NOW THEREFORE, the City Council of the City ofChula Vista does ordain as follows:
Section I. Environmental Review
The City's Environmental Review Coordinator has reviewed the proposed activity for
compliance with the California Environmental Quality Act (CEQA) and has determined that the
activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines;
therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines the activity is not
subject to CEQA.
Sectlon 2. Purpose
The City Council of the City of Chula Vista desires to encourage the constmction of
residential and nonresidential development projects within the City. The City Council finds that
the early payment of certain impact fees for new development creates such a barrier to such
development and desires, by the adoption of this Chapter, to ease such barrier by establishing a
payment plan for certain development impact fees.
3-2
Ordinance No.
Page 3
Section 3. Definitions
"Applicant" means the owner of the real property or the developer with an approved
development project who seeks a development impact fee payment plan pursuant to this
Ordinance.
"Approved Residential Development Project" means a market rate residential development
consisting of single-family or multifamily residential units sold or rented at prevailing market
rates and free of any affordability restrictions which has received final discretionary action by the
City and which is in compliance with all environmental requirements due prior to issuance of a
building pennit.
"Approved Development Project" means a nonresidential development which has received
final discretionary action by the City and which is in compliance with all environmental
requirements due prior to issuance of a building permit.
Section 4. Development Impact Fees Subject to the Payment Plan Program
Notwithstanding the provisions of Chapters 3.32, 3.54 and 3.55 of the Chula Vista Municipal
Code and the Ordinances listed below, the provisions of this Ordinance shall apply only to the
following development impact fees:
(a) the Sewer Capacity Fee codified in Section 13.14.090 of the Chula Vista Municipal
Code;
(b) the Residential Constmction Tax codified in Chapter 3.32 of the Chula Vista Municipal
Code;
(c) the Development Impact Fees to Pay for Various Public Facilities codified in Chapter
3.50 of the Chula Vista Municipal Code;
(d) the Eastern Area Transportation Development Impact Fee codified in Chapter 3.54 of
the Chula Vista Municipal Code;
(e) the Western Transportation Development Impact Fee codified in Chapter 3.55 of the
Chula Vista Municipal Code;
(f) the Telegraph Canyon Drainage Fee established on August 7, 1990 pursuant to
Ordinance No. 2384;
(g) the Poggi Canyon Sewer Basin Development Impact Fee established on December 9,
1997, pursuant to Ordinance No. 2716;
(h) the Otay Ranch Village 1 and 5 Pedestrian Bridge Development Impact Fee established
on January 5,1999, pursuant to Ordinance No. 2767; and
3-3
Ordinance No.
Page 4
(i) and the Pedestrian Bridge Development Impact Fee Program for Otay Ranch Village 11
established on February 18, 2003, pursuant to Ordinance No. 2898.
Section 5. Establishment of the Development Impact Fee Payment Plan Program
(a) The Development Impact Fee Payment Plan Program is established for those
development impact fees listed in Section 4.
(b) The Development Impact Fee Payment Plan Program shall apply only to Approved
Residential Development Projects and Approved Development Projects as defined in
this Ordinance.
(c) An Applicant may file an application with the City to request a payment plan for any or
all of those development impact fees listed in Section 4.
(d) The Applicant shall deposit with the City an amount to be determined by the City
Manager for an Approved Residential Development Project or an Approved
Development Project at the time the building permits are issued. No building permit
shall be issued for an Approved Residential Development Project or an Approved
Development Project subject to this Ordinance unless the Applicant has paid this
deposit.
(e) The Applicant, and the owner of the property, if different, shall be required to enter into
an agreement with the City, in a form approved by the City Attorney, agreeing to the
payment plan.
(f) The maximum period for any payment plan pursuant to this Chapter is twelve (12)
months from the date of issuance of building permits. This period may be extended once
for twelve (12) months at the discretion of the City Manager. Any additional extensions
shall be at the discretion of the City Council.
(g) All fees subject to the Development Impact Fee Payment Plan Program shall be paid in
full the earlier of: (1) the City's approval and signature on the final inspection card by
the Director of Planning and Building, or designee, for an Approved Residential
Development Project; or (2) the issuance of the certificate of occupancy for an Approved
Development Project; or (3) the end of the maximum period described in subsection (f)
of this Section 5.
Section 6. Agreement Shall Constitute a Lien
The Applicant and the owner of the property, if different, shall execute a Development
Impact Fee Payment Plan Program Agreement with the City. The Agreement shall be recorded
by the City and shall constitute a lien against the property for the payment of the fees. The City
Manager shall execute the Agreement on behalf of the City.
Once the obligation is paid in full, the City shall record a Release ofthe Lien.
3-4
Ordinance No.
Page 5
Section 7. Determination of the Amount of Development Impact Fees
The amount of development impact fees owed by the Applicant shall be determined by the
City pursuant to the provisions outlined in the Municipal Code or in the ordinances establishing
the fees. These amounts shall be fixed as of the date of the execution of the Development Impact
Fee Payment Plan Agreement by the City. The amounts of these fees shall not change as long as
the Applicant is in full compliance with all provisions and requirements of this Ordinance and
the Development Impact Fee Payment Plan Program Agreement. If, however, the Applicant fails
to comply with all the provisions and requirements of this Ordinance or the Agreement, the City
may adjust the development impact fees to reflect the current rates for the fees.
Section 8. Not Transferable
The City's approval of a Development Impact Fee Payment Plan is not transferable to any
other project. even if the Applicant is the same and the other project would qualify for the
Development Impact Fee Payment Plan Program.
Section 9. Recordation Costs
The Applicant shall pay all costs of recordation of documents required pursuant to this
Ordinance and the Development Impact Fee Payment Plan Program Agreement at the execution
of the Development Impact Fee Payment Plan Program Agreement by the City.
Section 10. Expiration of this Ordinance
This Ordinance shall take effect thirty days after final passage and shall expire on
December 31, 2010, and as of that date, is repealed.
Presented by
Approved as to form by
Richard A. Hopkins
Director of Engineering
Lr!~. il- h~ ~'1'-
Bart C. Miesfeld G
City Attorney
3-5
CITY COUNCIL
AGENDA STATEMENT
~\~ CITY OF
.~CHULA VISTA
ITEM TITLE:
SUBMITTED BY:
REVIEWED BY:
1/06/09, Item~_
PUBLIC HEARING CONSIDERA TION OF AMENDED
REASSESSMENTS FOR THE REASSESSMENT NUMBERS 1658-1,
1658-743, 1658-41 I, AND 1658-412 FOR REASSESSMENT
DISTRICTS 2001-1 AND 2001-2
A) RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA CONFIRMING AMENDED REASSESSMENTS
WITHIN REASSESSMENT DISTRICT NO. 2001-1 AND
DIRECTING ACTIONS WITH RESPECT THERETO
B) RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA CONFIRMING AMENDED REASSESSMENTS
WITHIN REASSESSMENT DISTRICT NO. 2001-2 AND
DIRECTING ACTIONS W~THRE PECT THERETO
DIRECTOR OF EN~ERING('/-;
CITY MANAGER
ASSISTANT CITY ANAGER ~7
4/STHS VOTE: YES D NO [8]
It is recommended the public hearing be continued to the meeting of January 13,2009.
4-1
CITY COUNCIL
AGENDA STATEMENT
.:S-~f::. CITY OF
- - - (HULA VISTA
JANUARY 6, 2009, Item~
ITEM TITLE:
C.
RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA AUTHORIZING THE CITY MANAGER
TO IMPLEMENT THE BUDGET REDUCTION PLAN AS
DESCRIBED IN ATTACHMENT A EXCLUDING THE
PROPOSED CLOSURE OF P ARKW A Y POOL AND
GYMNASIUM
RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA AUTHORIZING THE CITY MANAGER
TO IMPLEMENT THE BUDGET REDUCTION PROPOSALS
FOR THE CLOSURE OF P ARKW A Y POOL AND
GYMNASIUM
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA DIRECTING STAFF TO PURSUE A SALES
TAX INITIATIVE
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA DIRECTING STAFF TO PURSUE A
UTILITY USERS!: T. IATIVE
CITY MANAGER
-
ASSISTAL'{T CITY. AGER C;;
A.
B.
D.
SUBMITTED BY:
REVIEWED BY:
4/5THS VOTE: YES D NO ~
SUMMARY
As previously reported to Council, current revenue and expenditure projections indicate
budgetary shortfalls of $3.9 million and $20.0 million for fiscal years 2008-09 and 2009-10,
respectively. In early December, the Interim City Manager submitted a budget reduction
plan for Council's consideration. Tbis plan was the subject of the December 4 Council
Budget workshop and was discussed again at the December 9 and 16 Council Meetings.
The plan has now been revised to reflect additional cost savings measures and minor
adjustments with no impact on anticipated budget savings. Approval of the resolution will
5-1
JANUARY 6, 2009, Item~
Page 2 of 18
authorize the City Manager to begin implementing the proposed budget reduction plan. The
proposed budget reduction plan identifies over $20.0 million in expenditure reductions that
will bring the expenditures in line with projected revenues.
Several factors will impact how this plan is ultimately implemented - including the
proposed sales tax increase, the early retirement program, and the continuing discussions
with the bargaining groups. As these items are resolved, the budget reduction plan will
be adjusted with the goal of providing those services most essential to our residents while
minimizing employee layoffs. Approval of the plan as proposed will allow the City to
move forward in the most fiscally prudent manner while still allowing the flexibility to
make necessary adjustments.
ENVIRONMENTAL REVIEW
The Environmental Review Coordinator has reviewed the proposed activity, approval of
the Proposed Budget Reduction Plan for the City, Redevelopment Agency, Housing
Authority, for compliance with the California Environmental Quality Act (CEQA) and
has determined that the activity is not a "Project" as defmed under Section 15378 of the
State CEQA Guidelines because it involves only the allocation of funding; therefore,
pursuant to Section l5060(c)(3) of the State CEQA Guidelines the activity is not subject
to CEQA.
RECOMMENDATION
That City Council approve the resolutions with Council member Castaneda abstaining
from Resolution B.
BOARDS/COMMISSION RECOMMENDATION
Not Applicable.
DISCUSSION
As previously reported to Council, the City is projecting budget shortfalls of $3.9 million
in the current fiscal year and $20.0 million annually beginning in fiscal year 2009-10.
The five-year revenue and expenditure forecast indicates that the projected budget gap is
an ongoing structural issue requiring permanent solutions. In early December, the
Interim City Manager submitted a budget reduction plan for Council's consideration.
The plan reflected a significant reduction in force, as nearly 80% of the City's budget is
allocated to personnel costs. The budget reduction plan was the subject of the December
4, 2008 Council Budget Workshop and was discussed again at the December 9 and 16
Council Meetings.
The following report largely presents the same information as the previous budget
reduction plan, updated to reflect a number of changes detailed below. This plan will be
considered by the City Council at the January 6, 2009 Council meeting and if necessary
the January 8 Council Workshop. The proposed budget-balancing plan described herein
includes the elimination of 166.5 positions and may result in as many as 129 layoffs. The
5-2
JANUARY 6, 2009, Item~
Page 3 of 18
recommended personnel reductions impact all departments and bargaining groups and
will result in significantly lower levels of service being provided to the community. In
order to give as much advance notice to impacted employees as possible, it is
recommended that the City Council approve the proposed budget reduction plan.
Budget Reduction Plan Modifications
The updated budget reduction plan reflects adjustments to the Economic Development
program and City Clerk's Office, as well as a correction in the proposed reductions in the
Recreation Department.
. The initial budget reduction plan included the elimination of a Principal
Economic Development Specialist. Since the development of the budget
reduction plan, the department has identified SDG&E grant funding to fully offset
the cost of this position. The Principal Economic Development Specialist has
therefore been removed from the proposed reductions.
. The initial budget reduction plan included the elimination of a half-time Senior
Office Specialist, resulting in the cessation of the City's passport application
services. The City Clerk indicates that there are sufficient revenues generated by
the passport application program to offset the cost of this position. The Senior
Office Specialist has been removed from the proposed reductions.
. The Proposed Personnel Reductions by Department summary that was included as
an attachment to this report incorrectly reflected the elimination of a Recreation
Supervisor II; the position recommended for elimination is a Recreation
Supervisor III. This change is now reflected in the attached summary.
In addition to the changes listed above, the plan also reflects the following cost saving
measures:
. Elimination of the management cost of living adjustments scheduled for January
2010; the implementation of this proposal is estimated to save $390,000 in fiscal
year 2009-10.
. Department consolidations resulting in the elimination of two executive
management positions (Director of Budget & Analysis and Director of
Engineering); the implementation of this proposal is estimated to save
approximately $500,000 in fiscal year 2009-10.
. Elimination of the Coastal and Environmental Policy Consultant that will save
approximately $118,000 in fiscal year 2009-10.
In total these proposals are projected to save approximately $1.0 million.
The proposed budget reduction plan will eliminate the projected $20.0 million budget gap
in fiscal year 2009-10, and result in significant service impacts to the community. In
order to reduce these service impacts, pursuit of additional revenues via a combination of
fee and tax increases is recommended. All processing and service fees will be reviewed
and brought forward to Council for modification as appropriate. In addition, voter
consideration of both a local sales tax increase and an update of the existing Utility
User's Tax (UUT) is recommended. Approval of an updated UUT will protect an
5-3
JANUARY 6, 2009, Iteml
Page 4 of 18
existing revenue stream, threatened by an outdated ordinance, while a local sales tax
increase would result in additional revenues to begin restoring services. Consideration of
both measures in the same election would be the most efficient use of resources. At this
time it is recommended that the approximately $1.0 million in savings resulting from the
reductions listed above be used to offset the cost of bringing forth a Sales Tax initiative
and an update of the City's Utility Users Tax before the voters in order to generate new
revenues and secure existing ones.
Fiscal Status
As discussed in detail at the November 17 Budget Workshop, the City is projecting
budget gaps of $3.9 million and $20.0 million in fiscal years 2008-09 and 2009-10
respectively (see below). These large gaps are primarily the result of significant
decreases in most major revenues coupled with rapidly rising personnel costs as
determined by negotiated Memorandums of Understanding with the City's four collective
bargaining units.
Projected General Fund Budget Gap
In Thousands (000)
FY 2008-09 FY 2009-10 Percent
Projected Base Budget Change
Revenues
Expenditures
Projected Gap
$
$
$
137,329 $
141,200 $
(3,871) $
134,249
154,217
(19,968)
-2.2%
9.2%
General Fund Revenues
The following table compares fiscal year 2008-09 budgeted revenues, updated fiscal year
2008-09 revenue projections and fiscal year 2009-10 projections. Revenues are currently
projected to come in $5.5 million dollars below budget (3.9%) in fiscal year 2008-09 and
are projected to drop another $3.1 million (2.2%) in fiscal year 2009-10.
5-4
JANUARY 6, 2009, Item~
Page 5 of 18
General Fund Revenue Projections
In Thousands (000)
FY2008-09 FY2008-09 FY2009-10
Revenue Source Budget Projected Projected Change
Property $ 30,232 $ 29,932 $ 28,795 -3.9%
Sales $ 29,678 $ 26,890 $ 26,352 -2.0%
MVLF $ 20,216 $ 20,134 $ 19,372 -3.9"10
Franchise Fee $ 8,732 $ 9,663 $ 9,759 1.0%
Other Local Taxes $ 12,039 $ 12,023 $ 12,048 0.2%
Charges for Services $ 7,963 $ 7,280 $ 7,585 4.0%
Transfer In $ 12,272 $ 11,048 $ 11,272 2.0%
Other Revenue $ 11,617 $ 10,809 $ 10,063 -7.4%
Use of Money & Prop $ 2,421 $ 2,053 $ 1,876 -9.5%
Fines,F orfeitures & Penalties $ 1,494 $ 1,722 $ 1,693 -1.7%
Rev from Other Agencies $ 5,397 $ 5,036 $ 4,541 -10.9"10
Licenses & Permits $ 801 $ 740 $ 893 17.1%
Total General Fund $ 142,863 $ 137,329 $ 134,249 -2.2%
Property Taxes
In developing the budget for the current fiscal year, property tax revenues were projected
to increase 3.9%, however, due to declining assessed property values and the slow down
in new home construction, the actual growth is only 2.2%. Through January 2008 the
City's aggregate property values have dropped $1.1 billion as a result of reassessments.
In the current year the impact of the decline in assessed values was partially mitigated by
the addition of the SR 125 with an assessed valuation of $600 million. Based on the most
current information provided by the County Assessor's Office, property tax revenue is
projected to decrease by 3.9% in fiscal year 2009-10 as a result of the continued decline
in housing values and additional requests for reassessments of residential properties.
Assessed Value 1990 to 2010 (projected)
.(\.nnual Percentage Change
25%
20%
15%
10%
5%
0%
-5%
-10%
oo~~ro~~oo~oooooom~oo~oooowoooo
__ Chula Vista -- County Overall
5-5
-10%
-15%
-20%
JANUARY 6, 2009, Item~
Page 6 of 18
Motor Vehicle License Fees
Motor Vehicle License Fees are based on the ownership of a registered vehicle and are
administered through the State of California. In 1998, the State Legislature reduced the
fee from 2% to 0.65%, resulting in a negative impact to local governments. The State
replaced these funds with offsetting property tax revenues. As a result of this change,
MVLF is susceptible to changes in assessed value - combined with property taxes 36%
of the City's total revenues are now susceptible to fluctuations in property assessed
values.
Sales Taxes
Decreases in sales tax revenue reflect historical lows being reported for consumer
confidence. The ongoing housing and credit crisis combined with continued job loss do
not point to a quick recovery in this revenue source. The fiscal year 2008-09 budget
assumed a moderate 2% increase for sales tax revenue. However, due to the worsening
economic condition coupled with poorer than expected sales tax numbers in the most
recent quarter, sales tax revenue is now projected to decrease by 5% in the current fiscal
year and an additional 2% decrease next fiscal year. As can be seen on the chart below,
most jurisdictions in the County are experiencing even worse declines in sales tax
revenues than Chula Vista,
Sales Tax Comparison
Second Quarter Calendar Year (April- June)
20%
15%
10%
5%
0%
-5%
Source: MuniServices
z r 0 '1J (j) m r (j) [!] m (j) () () (j) < (j) 3" 0 ()
!!l. '" ~ 0 " "' " 0 :J " w I " 0;' " 1il 0
3 ::! :J " ;;: iil () 9. :J ~ C :J Iii :J "C ~
o' 0 Iii in '" " 0
:J 0 ;;: " ;;: :J '" :J ~. 3. 0- r 0 0 ~ :J :J
'!!. :J " '< " c. "' " 0 Iii CD w J> c;;' c;;' ~ "' "
~ 0: " :J
Gl n OJ "' c. < co co 0: c.
() a 0 0 CD 0 0 OJ CD 0
~ "' " (ij '"
< " :;; () "
'" :::r 0 "
c: :::r
:J
.:<:
5-6
JANUARY 6, 2009, Item~
Page 7 of18
Fiscal Year 2009-10 Base Budget
The General Fund budget for fiscal year 2009-10 is projected at $154.2 million, an 8%
increase over fiscal year 2008-09. The table below summarizes the budget changes by
category .
General Fund Expenditure Summary by Category
In Thousands (000)
FY2008-09 FY2009-10
Category Budget Budget Difference %Change
Personnel Services $ 113,663 $ 121,812 $ 8,149 7.2%
Supplies and Services $ 15,539 $ 16,983 $ 1,444 9.3%
Other Expenses $ 1,523 $ 948 $ (576) -37.8%
Operating Capital $ 388 $ 388 $ 0.0%
Debt ServiceiTransfers Out $ 6,654 $ 8,745 $ 2,092 31.4%
Utilities $ 5,084 $ 5,341 $ 257 5.1%
Total Operating Budget $ 142,852 $ 154,217 $ 11,366 8.0%
The fiscal year 2009-2010 base budget reflects:
. Full funding for all Council approved positions
. All scheduled step increases and cost ofliving adjustments
. No budgeted salary savings (providing for a more conservative base budget)
. Higher flex/insurance costs
. Increased equipment replacement costs and higher fleet maintenance and fuel
costs
. Higher public liability expenditures
. Shifts the budget for public liability expenditures from the Other Expenses budget
category to the Transfers Out budget category
. Higher attorney services costs
Departmental Net Cost
Net cost is defined as program expenditures less program revenues. This difference
shows the portion of program costs that are supported by General Fund discretionary
revenues (i.e. sales tax, property tax, MVLF). Currently, discretionary revenues
represent $105 million or 74% of total General Fund revenues. As seen in the following
chart, 75% oftotal General Fund discretionary revenues are allocated to public safety and
5-7
JANUARY 6, 2009, Item~
Page 8 of 18
public works services, making it very difficult to absorb major reductions in discretionary
revenues without impacting these service areas.
General Fund Net Cost by Department
Recreation
$3.7M
3% Library
$6.0M
6%
Support Depts
$16.3M
15%
Planning &
Building
$O.8M
1%
Engineering
-$OAM
0%
Note: Support Departments include: City Council, City Clerk, City Attorney, Administration, Information
and Technology Services, Human Resources, and Finance.
Summary of Proposed Budget Reductions
Over the past two years the City has made significant adjustments in an effort to bring
expenditures in line with projected revenues. The Council adopted fiscal year 2007-08
budget incorporated a budget reduction plan that reduced net cost expenditures by
approximately $10.1 million. The expenditure reductions included such measures as the
elimination of 34.25 vacant positions, extending the mandatory furlough program to all
management staff, confidential staff, and members of the Western Council of Engineers,
and increasing salary savings by actively managing vacancies.
During the last fiscal year, the City went through two budget reduction processes as the
City's financial outlook continued to worsen. In total, these two processes resulted in a
net cost reduction of $26.1 million and the. elimination of 145 permanent benefited
positions. These reductions impacted the City's General Fund, Fleet Management Fund,
and Development Services Fund as well as the Redevelopment Agency and Housing
Authority. Most recently, Council approved the elimination of 10.5 positions in the
Development Services Fund in order to reduce expenditures to mitigate revenue shortfalls
resulting from the slowdown in development. The elimination of these positions has
resulted in 12 employee layoffs to date. The number of layoffs would have been much
larger if not for an ongoing hiring freeze, the elimination of most vacant positions and
two early retirement incentive programs.
5-8
JANUARY 6, 2009, Item ::5
Page 9 of 18
As the fiscal situation has worsened, City management has worked with department
directors to develop a plan that addresses the projected budget deficits in both the current
fiscal year and in fiscal year 2009-10. The process began with labor and employee
briefings in late October. These briefings were followed by an employee focus group
that developed cost saving ideas that were forwarded to department directors; department
directors then considered the feasibility of incorporating these measures into the overall
budget reduction plan for the department. Finally, as with previous processes, employee
suggestions were encouraged and sought at all levels of the organization. The resulting
proposed budget reduction plan brings into balance the General Fund, Development
Services Fund, and the Redevelopment AgencylHousing Authority.
The tables on the following page summarize the personnel reductions that have been
approved by City Council to date and the further staffmg reductions that are now being
proposed.
5-9
JANUARY 6, 2009, Item2
Page 10 of 18
Summary of Previous and Proposed Personnel Reductions by Department
FY 2006-07 Previous Proposed Percent
Department Staffmg Reductions Reductions Reduction
Library 68.75 -18.00 -17.50 -52%
Recreation & Nature Center 43.25 -4.75 -15.50 -47%
Administration 28.00 -2.00 -10.00 -43%
Planning & Building 91.50 -33.00 -5.50 -42%
Human Resources 25.50 -5.00 -5.50 -41%
Engineering 74.00 -21.50 -7.50 -39%
Redevelopment AgencylHousing 18.00 -1.00 -6.00 -39%
Finance 33.50 -8.00 -3.00 -33%
ITS 28.00 -4.00 -5.00 -32%
City Attorney 14.00 -2.00 -2.00 -29"10
Public Works 260.00 -18.50 -44.00 -24%
City Clerk 8.50 -1. 00 -1.00 -24%
Fire 152.00 -17.00 -9.00 -17%
Police 364.50 -25.00 -34.00 -16%
City COlIDCil 15.00 -1.00 -1.00 -13%
Animal Shelter 22.25 -2.00 0.00 -9%
CBAG 17.00 3.00 0.00 18%
Total 1263.75 -160.75 -166.50 -26%
Notes: Staffing totals for FY 2006-07 have been adjusted to reflect current program structures. Staffing
figures for Public Works include positions budgeted in the General Fund, Development Services Fund,
Fleet, Environmental Services, Transit, and Sewer funds. Staffmg figures for Engineering include positions
budgeted in the General Fund, Development Services Fund, and Sewer funds. Staffing figures for Planning
and Building include positions budgeted in the General Fund and Development Services Fund.
Summary of Previous and Proposed Personnel Reductions by Bargaining Unit
FY 2006-07 Previous Proposed Percent
Bargaining Unit Slafrmg Reductions Reductions Reduction
Professional 81.50 -10.00 -2050 -37%
Management 146.00 -32.00 -20.00 -36%
WCE 37.00 -7.00 -5.00 -32%
CVEA 609.25 -98.75 -87.00 -30%
Confidential 31.00 -5.00 -2.00 -23%
POA 247.00 -7.00 -23.00 -12%
IAFF 11200 -1.00 -9.00 -9%
Total 1263. 75 -160.75 -166.50 -26%
5-10
..
JANUARY 6, 2009, Item~
Page II ofl8
The last table in this section summarizes the net cost reductions by department being
proposed for fiscal year 2009-10.
Summary of Proposed Net Cost Reductions by Department
FY 2009-10 Proposed Net Cost Percent
DepartmentlFund Prelim Budget Reduction Reduction
Administration $ 4,506,648 $ (1,679,000) -37%
City Attorney $ 2,758,467 $ (644,000) -23%
Recreation & Nature Center $ 6,567,246 $ (1,475,000) -22%
Library $ 8,289,824 $ (1,682,000) -20%
ITS $ 4,128,335 $ (805,000) -19%
Public Works $ 23,948,671 $ (4,114,000) -17%
City Clerk $ 1,282,467 $ (209,000) -16%
Human Resources $ 4,309,655 $ (633,000) -15%
Engineering $ 4,994,273 $ (739,000) -15%
Planning & Building $ 3,651,709 $ (464,000) -13%
Finance $ 3,025,143 $ (341,000) -11%
Police $ 50,064,782 $ (5,372,000) -11%
Fire $ 23,582,251 $ (2,300,000) -10%
City Council $ 1,522,730 $ (118,000) -8%
Non Departmental $ 9,457,930 $ (390,000) -4%
Animal Shelter $ 2,112,614 $ 0%
Boards and Commissions $ 14,736 $ 0%
Total General Fund $ 154,217,481 $ (20,965,000) -14%
Other Funds:
Redevelopment AgencylHousing $ 8,875,694 $ (725,000) -8%
Development Services Fund $ 8,801,768 $ (1,010,000) -11%
Summary of Service Impacts by Department
A brief summary of the anticipated service impacts resulting from the recommended
budget reductions organized by department is included as Attachment A. Following is a
bulleted list of some of the more significant service impacts the community is anticipated
to experience:
Public Safety
. Elimination of the patrol Community Service Officer Program will shift
low level calls for service handled by CSOs to Patrol Officers, impacting
the department's ability to meet GMOC thresholds.
5-11
JANUARY 6, 2009, Item~
Page 12 of 18
. Elimination of the K-9 program may result in increased risk for regular
patrol officers and lengthened on-scene times, resulting in time delays.
. Elimination of the Street Team and the JUDGE unit will essentially end
the City's proactive patrol program and specialized enforcement efforts.
. Reduction of Police Agents from the Investigations Division will affect
follow-up fmancial, auto theft, and property crime investigations as well
as participation in regional task forces.
. Community relations and outreach will be severely impacted by the
elimination of the Public Information Officer. There will no longer be any
proactive media contact from the Police Department.
. Cross staffing the Urban Search and Rescue vehicle will result in
decreased specialized rescue capabilities and coverage. Response times
may also increase.
. Cross staffmg of Truck 51 may result in increased response times.
Community Services
. Closure of the Parkway Gymnasium will displace numerous programs and
activities.
. Closure of the Parkway Pool will require the elimination of safety-related
programs and activities that cannot be accommodated at Lorna Verde
Pool.
. Diversion programs and activities for middle school at-risk youth would
be eliminated, potentially resulting in increased contacts with law
enforcement.
. Reduction in public service levels at Norman Park Center, including
elimination of some seruors and low-income programs such as blood
pressure screemngs.
. Closure of the Nature Center.
. Reduction of hourly budget will result in reduction or elimination of some
drop-in and fee-free activities at recreation centers; decreased supervision
in and around facilities; potential reduction in operating hours; and
potential reduction in swimming classes, recreational swimming, and adult
lap swimming.
. Closure of the Eastlake Library.
. Two-day a week closures and holiday weekend closures of the Civic and
South Libraries.
. Transfer of the STRETCH and DASH program to another vendor.
5-12
JPJ\nJAJRY6,2009,fiem~
Page 13 of 18
. Elimination of all library programs, including story times, Foreclosure
Workshops, arts exhibits, musical performances, and film festivals.
. Elimination of library public outreach, including community events, fliers,
posters, news releases, and calendars.
. Suspended operation of the Heritage Museum.
. Reduced support for both the library's public computers and internal
computers systems for cataloging, billing, materials management, etc.
Downgrading the department website to static, unchanging information.
Maintenance Services
. Elimination of traffic signal maintenance position will impact preventative
maintenance program citywide. May result in an increase in
malfunctioning traffic signals, thereby causing traffic congestion and
delays.
. Elimination of street maintenance positions will result in an overall
reduction in street reconstruction staff of 50% (cumulative including fiscal
year 2007-08 budget reductions). Backlogs for litter and trash pickup will
increase.
. Elimination of a legend crew will potentially reduce the safety and
effectiveness of parking and traffic controls throughout the city. Need to
reassign staff to this task may impact delivery of service in other units.
. Elimination of a graffiti crew will result in delayed removal of graffiti.
. Elimination of urban forestry positions will increase delays in clearing
right-of-way obstructions or tree and trip concerns.
. Elimination of storm drain maintenance positions may result in non-
compliance with the City's NPDES permit.
. Elimination of NPDES positions will hinder the City's ability to
implement various NPDES required programs and may result in the non-
compliance with the City's NPDES permit.
. Elimination of park maintenance positions will result in further
degradation of service levels at parks.
. Elimination of the Park Ranger Program will reduce weekend service,
eliminate park and ball field monitoring, and eliminate oversight of the
Park Reservation Program.
. Elimination of construction and repair positions will result in increased
deferred maintenance of City buildings.
. Elimination of custodial positions will result in reduced services citywide
at recreation centers, libraries, Police and Fire facilities, and other public
buildings. Department's ability to assist in the setup and takedown of
special events will be further impaired.
. Staffmg reductions in Traffic Engineering will eliminate speed surveys,
accident investigations, and support for the Traffic Safety Commission.
5-13
JANUARY 6, 2009, Item~
Page 14 of 18
Development Services
· Elimination of Advance Planning positions will impact the department's
level of effort in implementing the Otay Valley Regional Park and the
Historic Preservation Program.
· Transfer of one Code Enforcement Officer from the Mobile Home
inspection Program to the Residential Abandoned Property Program will
result in the responsibility of the inspection program being returned to the
State and would reduce the City's ability to address complaints within
mobile home parks.
· Reduction of building positions in the Development Services Fund will
result in increased response times to requests for service.
· Elimination of a planning position in the Development Services Fund will
significantly impact the department's efforts in implementing zoning
docwnents.
Administration
· Elimination of the Office of Communications will impact media relations
and public information efforts including publications and web content.
· Elimination of support to outside economic development organizations
will reduce or eliminate each organization's ability and incentive to
promote Chula Vista, represent the City's interests, and refer business
development leads to the City. The City's ability to compete with other
cities for economic development opportunities related to jobs and tax
revenue growth and diversification will also be severely limited.
· Elimination of a webmaster position will negatively impact roll-out of
additional e-govemment applications.
· Reduced staffing in the Purchasing Division will result in delays in
reviewing and approving contracts, issuing formal bids, processing
requisitions, and processing payments to vendors.
Reorganizations
A nwnber of departments are being reorganized in order to flatten the
organization, reduce the nwnber of management positions, and create additional
budget savings. The updated budget reduction plan reflects the merger of the
Office of Budget and Analysis with the Finance Department; this merger results
in the elimination of the Director of Budget and Analysis, an Executive
Management position. The Public Works and Engineering departments are being
merged into a single department, this allows for the elimination of the Director of
Engineering, an Executive Management position.
Other reorganizations are also being considered in order to put in place a new
streamlined organization. These reorganizations may necessitate some changes in
classifications and compensation; these changes will be incorporated into the
proposed fiscal year 2009-10 budget.
5-14
JANUARY 6, 2009, Item~
Page 15 ofl8
Revenue Enhancements
The proposed budget reduction plan will eliminate the projected $20.0 million budget gap
in fiscal year 2009-10, and result in significant service impacts to the community.
Securing additional revenues via a combination of fee and tax increases is one means of
reducing these service impacts. Voter consideration of both a local sales tax increase and
an update of the existing Utility User's Tax (DUT) is therefore recommended. The
proposed tax measures are described below:
Sales Tax
The sales tax rate currently applied in the City of Chula Vista is 7.75%. Of this amount,
the City receives 1%. A general purpose tax increase of half a percent (0.50%) is
recommended, with a 20 year program sunset. This increase is projected to generate
approximately $11.3 million in additional revenues on an annual basis; with actual
revenues determined by economic conditions. Should an election occur on May 5 and
pass, the City would begin realizing new revenues in late calendar year 2009 at an
estimated value of$5.5 million for fiscal year 2009-10. The additional revenues resulting
from a local general purpose tax would be available to restore City services impacted by
recent budget reductions. In the community briefmgs and Council workshops,
community members expressed support for increasing sales tax in order to continue to
fund public services.
Utility Users Tax NUT)
Chula Vista's Utility Users' Tax (ooT) was adopted in 1970 as a means to help fund
public services and capital improvement projects through the City's General Fund. The
City receives UUT based on the usage of natural gas, electricity and telecommunications.
In fiscal year 2006-07, the total ooT received was approximately $7.0 million, which
represents 4.3% of General Fund revenues. The current rates charged are .00919 per
therm of natural gas, .0025 per kilowatt hour, and 5% on telephone services. There are
over 150 cities in California with a Utility Users Tax. City staff is recommending that
the UUT on telecommunications be updated due to a recent IRS decision, pending legal
challenges concerning a perceived loophole in the current ordinance and changes in
technology which have put this funding at risk. The legal challenges pose the most
serious and immediate threats to existing ooT ordinances for cities taxing
telecommunication services due to references to the Federal Excise Tax. The City of Los
Angeles, Long Beach, County of Los Angeles and City of Sacramento are currently in
litigation over this issue. A trial court decision is expected in late 2008 or early 2009,
and a possible appellate court decision in late 2009. An adverse ruling in any of these
pending actions may further jeopardize the City's current ooT ordinance.
Election Process
Consideration of both measures in the same election would be the most efficient use of
resources and is therefore recommended. The next election date for a possible vote is
May 5, 2009 (for a General Tax with a fiscal emergency declared, or, a Special Tax), a
designated mail ballot election date, per the California State Election Code. In order to
meet the deadlines associated with this date, the Council must call the election placing
the measure(s) on the ballot by January 27, 2009. The estimated cost for a mail ballot is
5-15
JANUARY 6, 2009, Iteml
Page 16 of 18
$255,000 to $285,000. As previously described, additional savings totaling
approximately $1 million have been identified in the budget reduction plan before
Council. Staff recommends using these savings to [mance an election, if authorized by
Council.
Other Revenue Enhancements
At the December 16, Council Meeting staff presented options for increasing franchise
fees, development fees, and updating the master fee schedule. Staff will continue to work
on the proposed adjustments for these fees and bring forth individual staff reports within
the next six months for Council consideration.
Implementation of Budget Reduction Plan
Several factors will impact how this plan is ultimately implemented - including the
proposed sales tax increase, the early retirement program, and the continuing discussions
with the bargaining groups. As these items are resolved, the budget reduction plan will
be adjusted with the goal of providing those services most essential to our residents while
minimizing employee layoffs. Approval of the plan as proposed will allow the City to
move forward in the most fiscally prudent manner while still allowing the flexibility to
make necessary adjustments. Due to significant reductions that have been made over the
past two years the City to bring expenditures in line with revenue projections, there are
very few programs and services that would not be considered core services. It is
important to note that even with the early retirement program, the approval of a sales tax
measure, and salary concessions from the bargaining groups it is unlikely that the City
would be able to avoid layoffs and services reductions but the impact of these reductions
would be reduced.
The proposed budget reduction plan would result in $3.9 million of savings in fiscal year
2008-09, if implemented by April 10, 2009. The plan would result in ongoing annual
savings of $20.0 million beginning in fiscal year 2009-10. The recommended budget
reductions are projected to be sufficient to correct the annual ongoing structural budget
deficit of $20.0 million. The budget reduction plan will result in the elimination of 166.5
positions and may result in as many as 129 layoffs.
In order to allow employees as much advance notice as possible, it is recommended that
Council approve the proposed budget reduction plan. This will allow the City to issue
advance layoff notices to employees affected by the budget reduction plan on January 12,
2009. Impacted employees will then receive layoff notices on March 27. Employee
layoffs would be effective April 10 if there were no changes to the proposed budget
reduction plan.
Approval of the proposed budget reduction plan will also allow staff to move forward
with the necessary adjustments to the fiscal year 2009-10 baseline budget. The proposed
budget reduction plan reflects significant changes to the baseline budget and will take
some time to incorporate into the fiscal year 2009-10 budget. As required by the City
5-16
JANUARY 6, 2009, Item~
Page 17 of18
Charter, the City Manager must submit a proposed budget to the City Council by
May 26, 2009 at least thirty-five days before the beginning of the fiscal year.
If Council calls for an election on a local sales tax increase, and the measure is approved
by the voters, it would be possible to restore some of the reductions made to close the
$20.0 million gap. However, the new revenue generated by the increase in local sales tax
would not be received until partway through fiscal year 2009-10. If layoffs were delayed
until May in order to know the results of the mail ballot this would leave a budget gap in
the current fiscal year. Staff recommends using the approximately $1.0 million in new
savings identified earlier in this report to help mitigate the impact to reserves. In essence,
the General Fund reserves would be impacted in the current fiscal year for the cost of the
election and the costs associated with delaying the employee layoffs but additional
proposed reductions would help mitigate the impact to reserves in fiscal year 2009-10.
General Fund Reserves are projected to end the current fiscal year at $5.3 million if no
changes are made to the current budget; this information was included in the Quarterly
Financial Report for the Quarter Ended September 30, 2008 presented to Council at the
November 17 Council meeting.
Reserves - July 1. 2008
Projected Revenues & Transfers In
Expenditures & Transfers Out
Projected Deficit
Projected Fund Balance as of June 30, 2009
Percenta e of Operatin Budget
$
$
$
9.3
137.3
141.3
(4.0)
5.3
3.5%
DECISION MAKER CONFLICT
Staff has reviewed the property holdings of the City Council and has found that potential
conflicts exist in that Council Member Castaneda has property holdings within 500 feet of
Parkway Pool and Gymnasium, the proposals related to the proposed closure of Parkway
Pool and Parkway Gymnasium are excluded from Resolution A and will be considered
separately as Resolution B.
FISCAL IMPACT
The proposed budget reduction plan would result in $3.9 million of savings in fiscal year
2008-09, if implemented by April 10, 2009. The plan would result in ongoing annual
savings of $20.0 million beginning in fiscal year 2009-10. The recommended budget
reductions are projected to be sufficient to correct the annual ongoing structural budget
deficit of $20.0 million. The budget reduction plan will result in the elimination of 166.5
positions and may result in as many as 129 layoffs.
5-17
JANUARY 6, 2009, Item~
Page 18 of18
If Council calls for an election on a local sales tax increase, and the measure is approved
by the voters, it would be possible to restore some of the reductions made to close the
$20.0 million gap. The cost associated with the election, estimated in the range of
$255,000 to $285,000, would be an impact to the current year reserves but reductions
have been identified in fiscal year 2009-10 to replenish the reserves for these costs. In
addition, ongoing negotiations with the City's bargaining groups and the early retirement
program may impact the fmal implementation of the budget reduction plan. As these
outstanding items are resolved, the budget reduction plan will be adjusted with the goal
of minimizing employee layoffs and protecting public services while acting in a
fmancially prudent manner. As identified in the quarterly report, the General Fun
Reserves are projected to be impacted by approximately $3.9 million if no changes are
made - the proposed budget reduction plan addresses the budget gap but savings will
depend on the actual positions and programs eliminated and the final implementation
date.
ATTACHMENTS
Attachment A: Summary of Proposed Budget Reductions
Attachment B: Proposed Personnel Reductions by Department
5-18
Summary of Proposed Budget Reductions
City Council/Mayor
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
Attachment A
$
$
$
$
118,600
118,600
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
15.00
(1.00)
-6.7%
Service Impacts:
During the Council deliberations on the budget reduction plan, City Council indicated support to
eliminate the Coastal and Environmental Policy Consultant position. The savings resulting from
the elimination of this position are now reflected in the proposed budget reduction plan though
the service impacts resulting from the elimination of this position are not yet included in this
report.
City Clerk
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
171,000
171,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffmg
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
7.50
( 1.00)
-13.3%
Service Impacts:
In 2007, the City Clerk's office was staffed with 8.5 full time equivalent positions. Due to recent
budget reductions, one half-time position became dedicated to passport services, one full time,
mid-management position was cut, and one full time executive position frozen. These cuts have
resulted in delays in meeting state mandates, such as campaign statement review, fulfillment of
requests for records and information; and in preparing City Council minutes. The proposed
5-19
Attachment A
elimination of the Assistant City Clerk will cause continued delays in providing these services.
With the exception of passport services, all functions of the City Clerk's office are essential to
the City's operations and to meeting state mandates, and therefore should not be eliminated. The
passport services function is fully revenue offset and therefore not recommended for elimination.
City Attorney
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
644,000
644,000
Personnel Full Time Equivalents (FTEs)
A uth 0 rized F TE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
12.00
(2.00)
-16.7"10
Service Impacts:
The City Attorney's Office authorized staffmg level was reduced from 14 positions to 12
positions as part of the fiscal year 2008-09 budget. This proposal would eliminate another 2
positions from the City Attorney's Office for a combined staffmg reduction of 4 positions, or
29%, over the past two fiscal years. The elimination of 2 additional positions would eliminate
specialized legal expertise in certain areas including redevelopment, employment, ADA,
conflicts and labor law. The elimination of attorney and support staff positions will result in
extended legal project completion time and will cause the inability to perform non-essential
projects. The proposed downgrading of two currently vacant positions will reduce the
experience and expertise level of attorneys providing advice and support. Potential increase in
the use of outside counsel may be required for projects requiring specialized legal knowledge or
projects constrained by time sensitive requirements.
5-20
Attachment A
Administration
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
1,341,800
204,000
135,000
1,680,800
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffmg
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
26.00
(10.00)
-38.5%
Service Impacts:
The Administration Department is currently comprised of five divisions - City Manager's
Office, Economic Development, Communications, Budget and Analysis, and Conservation and
Environmental Services. While the Administration Department is a single department the role of
these five divisions is separate and distinct and for that reason the impact of the budget
reductions are presented by division.
City Manager's Office - The elimination of two management positions in the City Manager's
Office will result in the elimination of the City's legislative analysis and governmental relations
program and will necessitate shifting additional duties related to coordinating the agenda process
to the City Clerk's Office.
Economic Development - As part of the budget-balancing plan, the City will be eliminating
support to outside economic development organizations at the local, regional and state level.
These include the South County Economic Development Council, San Diego Regional
Economic Development Corporation, San Diego Connect and Team California. Eliminating the
support to these non-profits will reduce or eliminate each organization's ability and incentive to
promote Chula Vista, represent the City' s interests and refer business development leads to the
City. In some cases, the City may lose a seat on the organization's Board of Directors and the
ability to influence the organization's priorities and positions. In addition, all funding for
economic analysis of potential projects including the Regional Technology Park, promotions,
printing and binding, and travel will be eliminated. This will severely limit the City's ability to
compete with other cities for economic development opportunities related to jobs and tax
revenue growth and diversification.
Budget and Analvsis - The Office of Budget & Analysis will be consolidated with the Finance
Department, resulting in the elimination of the Director of Budget and Analysis, an executive
management position. The elimination of the vacant Special Projects Manager position
(formerly Grants Manager position) will negatively impact the number of grant proposals written
and received as well as the City's ability to pursue potential new sources of revenues including
impact fees and user fees. The elimination of two of the Budget Office's six analyst positions
5-21
Attachment A
will negatively impact the quality of budget services provided to departments, the City Manager,
the City Council and Citizens. These services include budget development, budget analysis
(including economic and trend analyses), fiscal impact modeling, special studies, monthly budget
monitoring and reporting (including report development), quarterly revenue and expenditure
projections, performance measurement, and monthly budget and performance reviews between
City Manager and departments.
Communications - Chula Vista's Office of Communications is the official source of news and
information about the City. Staff members communicate important information about the City's
policies, programs and services to residents, businesses, visitors and employees. The office
serves as a resource for the media, oversees the City's Internet and Intranet websites, and
coordinates special events on public property.
Communications' staff members provide creative services for the City departments in the areas
of graphic design, photography, videography, copywriting, editing and marketing. Most of the
City's printed materials that reach the public are designed, written or reviewed by the
Communications staff. The office produces CV Connect, the City's online newsletter, and takes
the lead on coordinating design and content for both the external and internal Chula Vista
websites. Staff produces all city brochures, publications, invitations, flyers, news releases,
events-related materials and certain advertisements. Communications also manages the contract
for videotaping City Council meetings and produces a bulletin board of services and events for
TV cable broadcasts.
The Office of Communications manages media relations, which includes: wntmg and
distributing news releases; scheduling interviews and news conferences; and answering inquiries
from reporters. Communications is responsible for archiving news reports-both print and
broadcast-and providing copies of coverage when requested. All staff members serve as public
information officers during an emergency.
Communications provides a number of event-related services. Through the City's permitting
process, event organizers can coordinate City services through special events and block party and
professional filming permits.
Losing four out of five positions would severely limit the City's public information and media
relations efforts. Departments requiring brochures, informational pamphlets, web design
assistance, barmers, flyers and invitations as well as marketing and promotional collateral would
have no option but to outsource their requests at great expense or do without. The City would
lose its photography, video production and virtual tour capability. Due to the City's liability
exposure, other departments would be tasked with directly working with outside agencies and
residents to manage the permitting process for special events, block parties and film requests.
Fewer news releases would be distributed; published and broadcast news reports would no
longer be pulled and archived; City Council meetings would not be archived; the Intranet and
Internet would not be updated regularly; Council Chambers and conference room reservations
and logistics would be assigned to another department; and the production and broadcasting of
the rotating bulletin board would end.
5-22
Attachment A
The public does not realize that the Office of Communications promotes and markets City
departments and their programs. Without the Communications team, many citizens will not be
aware of any new services, programs, or events in the City and their community.
Information Technology Services
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
555,000
250,000
805,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffmg
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
24.00
(5.00)
-20.8%
Service Impacts:
The armual computer replacement fimd has been reduced or eliminated for the past several years.
The City has computers that are as slow as 1 GHZ single core processors and more than 6 years
old still in use. These computers will not be replaced unless they completely fail to operate or
are so slow that they become unusable. This will impact many of the staff that are doing more
with less.
ITS will be eliminating two microcomputer/network support professionals. These staff members
handle all of the network-related calls for service from the users and are on call seven days per
week 24 hours per day to assist with support calls for Police dispatch, Fire related calls and for
the Library. At the same time, service calls are anticipated to increase because the computers
that City staff are using are antiquated and need more support. In addition, these staff members
handle many special projects during the course of the year, many of which require multiple staff
to assist and the projects can span many months. ITS is currently working on installing a records
management system for the Police Department. This project requires 3 new servers and 38 new
computers. The microcomputer support staff handles these installations. The resolution times
for non-critical support issues are anticipated to go from 1-2 days to 2-3 days on average.
ITS will be eliminating one of our four application support professionals. This will result in
programming delays, mostly in the area of Permits Plus, Business License processing, and
custom applications for the Police Department.
ITS will be eliminating one of two webmaster positions. The position that is being eliminated is
filled by the person who wrote and implemented the online brochure for the Recreation
Department as well as the citizen scheduling applications for fmger print appointments in Police
5-23
Attachment A
and passport applications in the Clerk's Office. Roll-out of additional e-government applications
will be negatively impacted.
Human Resources
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
587,000
46,000
633,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
20.50
(5.50)
-26.8%
Service Impacts:
The budget balancing plan includes the elimination of 5.5 full time equivalent positions from the
Human Resources Department: two in Operations; two in Risk Management; one in Benefits;
and 0.50 in department wide support. These reductions, coupled with prior staff reductions
represent a 42% decrease in staff without a co=ensurate decrease in workload. To follow is a
brief summary of the anticipated service impacts by program.
Operations - Staff in this division has already absorbed the workload of four positions previously
cut from the Operations and Benefits programs. The further reductions now proposed will result
in delays in the delivery of services such as the recruitment and testing of safety and civilian
positions and an inability to provide benefit and payroll support for the remaining workforce in a
timely manner. Testing and selection processes must result in a valid and reliable test that meets
the EEOC Uniform Guideline (4/5ths rule) to avoid disparate impact that would risk violating
Title VII. With less staff, this will become more and more difficult to accomplish.
Additionally, the City has spent a significant amount of time and resources over the past eight
years to align the classification and compensation structure. The citywide reorganization and
reassignment of duties as a result of the proposed budget and program reductions will require the
city to spend the same amount of time and effort to ensure the new city structure meets FLSA
guidelines and is fair and equitable in order to avoid a wide array of employment liability issues.
Risk Management - The loss of a Senior Risk Management Specialist (Safety) will have city and
co=unity wide impact. The City's ability to address safety issues on a proactive preventative
basis will be severely limited. The City can expect to see an increase in the number of
preventable work related injuries/illnesses that in addition to affecting the lives and well being of
employees and their families may result in city-wide loss of productivity and increased workers'
5-24
Attachment A
compensation claim and insurance costs. Staff at public facilities will be relied upon to identify
and mitigate safety issues.
The loss of a Senior Risk Management Specialist (Loss Control) will result in the City's inability
to pursue financial restitution from parties who have damaged city property or who have tied up
police and fire resources as a result of alcohol related accidents. We have successfully collected
$1.8M since the program's inception in 2001. Collection efforts will be limited to insured
parties only.
Emplovee Benefits - This operational section has already sustained a 50% reduction in staff.
The further reductions in this division will result in delays in processing bi-weekly payroll
transactions, including benefits and MOD related matters, and will increase the potential for over
or under payments to employees and benefit providers. Additionally, staff will not be able to
identify and implement benefit options that may save the City money in the long run.
Finance
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
341,000
341,000
Personnel Full Time Equivalents (FTEs)
Authorized F TE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
25.50
(3.00)
-11.8%
Service Impacts:
The last rounds of cuts in the Finance Department have resulted in an overall 22 percent decrease
in staffmg for the Department. The previous cuts have occurred in the Administrative,
Operations and Treasury divisions. At this time, further reducing staffing levels in these areas
would inhibit our ability to meet our annual reporting deadlines and continue to be in compliance
with Federal, State, Local fmancial reporting deadlines. Therefore, the next round of major cuts
will occur in the Purchasing division, specifically the Purchasing Agent and Procurement
Specialist positions. The impacts will be felt in the timeliness in reviewing and approving
contracts, issuing formal bids, processing requisitions, and processing of payments to vendors.
In addition to those cuts a vacant Accounting Assistant position within Accounts Payable will
also be cut but the workload will have to be allocated to existing staff. This will be
accomplished by a reorganization of the remaining staff within the Purchasing division. In
effect, this round of cuts will reduce purchasing staff by 60 percent, to 2 positions. With the
overall reduction of the 3 positions, the Finance Department will be down to 22 positions, which
represents a 33 percent reduction in staffmg levels from fiscal year 2006-07 and reflective of the
staffmg levels of 1987.
5-25
Attachment A
Planning and Building
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
693,000
73,000
175,000
941,000
Personnel Full Time Equivalents (FTEs)
Authorized F TE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
58.50
(5.50)
-9.4%
Service Impacts:
As part of the budget reduction plan the Planning and Building Department is eliminating two
positions in the Advance Planning program. The loss of these positions will negatively impact
the department's level of effort in:
· Seeking financial resources for implementation of Otay Valley Regional Park
· Adoption and implementation of the Historic Preservation program
· Timely review of development projects for General Plan consistency and for sites with
historic resources
. Timely processing of applications for historic designations
· Loss of clerical support for Advance Planning and GMOC
The budget reduction plan also includes the transfer of one Code Enforcement Officer from the
Mobile Home Inspection Program to the Residential Abandoned Property Program. The transfer
of this position would result in the responsibility of the inspection program being returned to the
State Office of Housing and Community Development and would reduce the City's ability to
address complaints within mobile home parks.
The budget reduction plan also includes expenditure reductions in the Development Services
Fund, including the elimination of 3.5 positions from the Building section. The loss of these
positions will negatively impact the department's level of effort in:
· Timely research and retrieval of building records and response to Public Records Act
requests
· Meeting established performance goals for next day inspections
· Providing expeditious resolution to conflicts arising in the building plan check and
inspection process
· Providing policy and code recommendations to City Council on building construction
matters (e.g. Green Building standards, accessibility)
5-26
Attachment A
One position is recommended for elimination in the Planning section. The elimination of this
position will significantly impact the department's work efforts on the preparation of
implementing zoning documents including Zoning Ordinance updates, zoning actions to address
inconsistencies with the General Plan, and periodic review and monitoring of General Plan
implementation.
Engineering
Stunmary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Stunmary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
1,023,000
1,023,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing
Proposed FTE Reduction Stunmary
% Reduction in Personnel FTEs
52.50
(7.50)
-14.3%
Service Impacts:
The Engineering Department will be consolidated with the Planning & Building and Public
Works Departments resulting in the elimination of the Director of Engineering, an executive
management position.
In the Engineering Department most of the positions are revenue offset. Only the services within
two of the lines of business are significantly impacted by this proposed budget. The first is the
Traffic Division that traditionally covers about 47% of its work from various dedicated accounts.
The remaining General Fund work that will be eliminated includes: Speed surveys (which
support tickets issued by police that are challenged in court), accident investigations, and support
for the traffic safety commission. In addition, there is no funding anticipated for traffic related
public inquiries and council referrals including: Traffic calming, signing and striping, parking,
sight distance, etc. The second line of business proposed for budget reductions is Building and
Parks construction unit as workload has already decreased and is projected to decrease further.
5-27
Attachment A
Public Works
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
4,212,000
152,000
4,364,000
Personnel Full Time Equivalents (FTEs)
AuthorizedFTE Staffmg
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
241.50
(44.00)
-18.2%
Service Impacts:
Provided below is a summary of our Budget Reduction Proposals by Program. It is important to
note that these proposed reductions primarily represent cuts that will impact "core" services.
Traffic Signal and Street Light Program - Eliminating a position will impact preventative
maintenance (PM) for traffic signals citywide. PM's benefit the City in the long-term by
reducing maintenance costs. This cut will result in potentially increasing malfunctions of traffic
signals, thereby causing traffic congestion and delays.
Street Maintenance Program - In fiscal year 2000-01, six positions were added to the Street
Maintenance Program to catch up with providing street maintenance services citywide. Since
that time, the city's streets (lanes) have increased by 224 miles or 25%. In December of 2007,
two positions were eliminated due to budget reductions. With this cut of three positions, five of
the six staff added in fiscal year 2000-01 would be eliminated. Overall, street reconstruction will
be reduced by 50%. Backlogs for litter and trash pickup will increase resulting in a negative
appearance of the City.
StriPing and Signing Program - Eliminating one of two 2-person legel1d crews will potentially
reduce safety and the effectiveness of parking and traffic controls throughout the city. The
elimination of one crew will impact the remaining striping crew as street striping and legend
painting go hand in hand. In order to maintain a viable street painting program, remaining staff
from other sections may be utilized as a legend crew, thereby impacting the delivery of services
from other units.
Eliminating one position from a 2-person Sign Crew will result ill a backlog for deferred
maintenance associated with traffic sign repairs and maintenance.
Graffiti Program - Eliminating one of two 2-person Graffiti Crews will result in the City no
longer being able to meet the 48-hour removal requirement. Therefore, the City's graffiti
ordinance will need to be revised to reflect a 120-hour or five-day removal requirement. When
graffiti is not promptly removed, it invites even more markings and criminal activity, creating an
5-28
Attachment A
atmosphere that deteriorates the City's quality of life. Research consistently demonstrates that
prompt graffiti removal plays a key role in reducing graffiti levels.
Urban Forestrv Program - Eliminating three positions will increase delays in clearing right-of-
way obstructions or tree and trip concerns. Some of these impacts are summarized below:
. Roadway clearance requests for line of sight will be delayed from 30-45 days to 60-120
days.
. Trimming of young trees will be eliminated (only complaints trims will be addressed).
. Response to other complaints will be delayed from 3-6 weeks to 10-12 weeks.
Storm Drain Program - These five positions were approved in fiscal year 2007-08 to help the
City comply with the new NPDES permit. The increased requirements with regard to NPDES
were imposed by the State without providing the necessary funding. The new NPDES Permit
requires inspection and cleaning of trash and debris from the City's storm drainage systems,
including catch basins, storm drain inlets, open channels, culverts, detention basins, etc. Non-
compliance could potentially result in notices of violation and fmes.
NPDES Program - These three positions are needed to help the City comply with the new
NPDES permit. The Municipal Permit requires the City to implement various program
components to minimize the discharge of pollutants from construction, residential, commercial,
industrial, and municipal activities to the receiving waters of the State. These program
components include:
. Public education and outreach to increase awareness of water quality and watershed
protection issues;
. Inspection of industrial, commercial, construction, and municipal facilities and activities
in order to ensure compliance with water quality regulations and requirements;
. Enforcement of the above facilities and activities as necessary;
. Responding to reported violations of the City's Storm Water Management and Discharge
Control Ordinance;
. Review of development project submittals to ensure compliance with current
development and re-development storm water laws and regulations;
. Annual reporting of water quality and watershed protection activities to the Regional
Water Quality Control Board; and
. Participating in regional and watershed activities as required by the NPDES Municipal
Permit.
Park Maintenance Program - In fiscal year 2007-08, the Parks Division had 7 gardener positions
eliminated due to budget reductions. The current budget cuts include eliminating two additional
gardener positions, raising the total number of gardener positions cut to 9. This means that 9 of
10 gardeners added since fiscal year 2000-01 to maintain the new parks will have been cut. At
the same time, the City has moved forward with the development of a new community park in
San Miguel Ranch. Upon its completion, service levels at other parks will further degrade as we
account for this increased workload.
Park Ranger Program - The Park Ranger Program will be eliminated with these cuts; thereby
reducing weekend services, eliminating park and ball field monitoring, and eliminating oversight
5-29
Attachment A
of the Park Reservation Program, which ensures those individuals, groups, etc. who make park
shelter reservations get their reserved space.
Construction and Repair Program - Eliminating five positions will eliminate painting and stucco
and drywall repairs for City buildings and would mean potentially delayed responses to
complaints, electrical repairs (notably those associated with exposed wiring or copper wire thefts
throughout the City) and lack of repairs to wood structures. One of these positions was added
when the Department agreed to take on the installation, removal, transport and storage of City
holiday lighting. The City had previously contracted this activity out to a private entity. The
Construction and Repair Program has undertaken that effort despite the position never being
filled.
Two years ago, staff advised that the City was significantly under-funding its building
maintenance activities based on recognized national standards. These reductions further
exacerbate that problem.
Custodial Services Program - The Custodial Program lost 8.12 full time equivalents in fiscal
year 2007-08 due to budget reductions. With these additional cuts, seven additional staff would
be eliminated; thereby impacting services citywide at the recreation centers, libraries, Police and
Fire facilities, and other public buildings. In addition, special or dynamic tasks that occur
randomly such as floor refmishing, completing setup, delivering tables and chairs for various
events, etc. would be reduced due to the availability of staff.
Building Services Communications Program - This position primarily outfits Police and Fire
vehicles. Therefore, eliminating this position will require staff to contract for this service as one
of two positions was cut in fiscal year 2007-08 due to budget reductions. Contracting may
impact Police and Fire services.
Administration Program - Eliminating a position will impact fiscal support for Public Works,
which will result in delays in processing purchase orders and payments for vendors.
Development Services Fund - Due to the slowdown in development, this proposal will result in
little or no service level reduction unless development and capital improvement projects pick up.
5-30
Attachment A
Police
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
4,084,000
1,108,000
180,000
5,372,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
339.50
(34.00)
-10.0%
Service Impacts:
Although the Police Department has made every effort to minimize the service level impacts to
the citizens of Chula Vista, the impact of the proposed cuts will mean moderate to significant
reductions in many areas of service including: Direct Service; Proactive Patrol; Investigative
Services and Community Relations/Outreach.
Direct Service - Direct service impacts include the elimination of the patrol Community Service
Officer Program. This will result in reductions in priority response times, especially at the
priority one and two response thresholds. With the elimination of the CSO program in Patrol,
approximately 4,000 or more reports will be redirected to sworn officers which will divert them
to low priority report calls thus delaying response times to other higher priority calls.
Additionally, elimination of the K-9 program will result in increased risk for regular patrol
officers and lengthened on-scene times, which will also result in response time delays. K-9's are
utilized in situations where suspects are hiding or have barricaded themselves in a building. The
K -9 is brought in to seek out the suspect and contain them. It should be noted that the core
uniformed patrol (sworn officers) has been left intact.
Proactive Patrol - Proactive patrol will essentially be eliminated as a course of regular business
with the demise of the Street Team and JUDGE unit. These proactive teams address specific
crime issues and assist patrol. The Street Team provides focused proactive enforcement to deal
with issues like robberies, assaults and other crime and disorder issues that require specialized
response. The JUDGE unit deals with gangs and drug enforcement issues. Under a cooperative
agreement with the Department of Probation, the JUDGE unit provides enhanced enforcement
resources to address drug and gang crimes. Any specialized enforcement efforts to deal with the
issues that were previously covered by the Street Team or JUDGE will now have to be handled
either via special overtime or via specialized grants. Both are problematic due to restricted
overtime funds and minimal grant opportunities to tackle these issues. The JUDGE unit currently
receives approximately $126,000 in revenue to offset their costs.
Investigative Services - Investigative Services will be impacted significantly. Specialized
detectives will be eliminated including the Computer Forensic Agent, Financial Crimes Agent,
Auto Theft Agent and the elimination of the Narcotics Enforcement Team. The Computer
5-31
Attachment A
Forensic Agent handles very technical investigations involving the use of computers. Often
times, detectives fmd computers at a crime scene which may contain evidence and the Computer
Forensic Agent is called in to secure any data on the disk, or to remove data from damaged or
unreadable media. With the loss of this position, the City could incur substantial costs to send out
to a third party computer forensic lab. Financial crimes are the fastest growing crime in the
United States. Due to the nature of the investigations and the complexity of the cases, specialized
training is required to work the cases. Auto theft represents 50% of the City's Part I crime totals.
A trained auto theft detective is imperative to work the over 2,400 cases received each year. Any
cases involving fmancial crimes or auto theft will now be reviewed by general detectives. The
Narcotics Enforcement Team has already lost two detectives through previous budget reductions,
and with the elimination of the remaining two detectives and one sergeant, street level narcotics
investigations will be significantly reduced and only investigated under special circumstances.
Communitv Relations/Outreach - Community Relations includes not only professional staff that
normally handles citizen inquiries, attending community meetings and events, and facilitating
communication between the citizens and the Police Department, but also media relations and
responses to "Freedom of Information Act" requests. The Community Relations Unit and Public
Information Officer positions were created in response to concerns from the community, City
Council and City Manager that the Police Department was not meeting expectations for quality
community interaction. Any community outreach will now be handled by officers of various
units as time permits. Additionally, there is potentially an increase in overtime expenditures in
order to provide even a basic level of community interaction, as field officers will be utilized to
attend meetings. Relations with the media will also be strained as the PIO was created to provide
a consistent, identifiable source for information. Now media information will be primarily
handled by Lieutenants on the various patrol shifts, which is the primary reason why the PIO
position was created in the first place. There will no longer be any proactive media contact from
the Police Department.
Support - Included in the decrement list are several support positions that playa critical part in
the day-to-day operations of the police Department. The Community Service Officer in the
Family Protection Unit registers and tracks sex offenders in Chula Vista. There are over 300
documented sex offenders in Chula Vista and this position tracks their location and liaisons with
various law enforcement and court related agencies to ensure these offenders are registered and
their location in our city is known. This function will now be handled by a detective, which will
reduce the amount of time that detective can spend dealing with sex crimes, domestic/elder abuse
and other family crimes. The Public Safety Analyst position provides critical support to the
entire enforcement component of the Police Department. Through a research based strategic
analysis of crime and disorder issues, the Public Safety Analysts are able to focus our limited
enforcement contingent on significant issues throughout the community. In addition, the Public
Safety Analysts are also a key component to the Department being able to secure much needed
grant funding. Over the last several years, Public Safety Analysts have been able to secure nearly
$1.5M in enforcement grants for the City. The Training and Development Manager provides
coordination of the Departments training program. With 244 officers, a well coordinated and
targeted training program is essential to reduce liability to the City and increase safety to the
Officers. There are also two juvenile programs that are contracted through South Bay
Community Services that help identify troubled youth and put them back on track to be
5-32
Attachment A
contributing members of the community. With an over 98% success rate (based upon
recidivism), these programs are essential in reducing crimes involving youth.
Frozen/V acant Positions - There are currently several frozen and vacant positions in the Police
Department that must be maintained (Communications Manager, Jail Manager, Senior Fiscal
Office Specialist, Police Dispatcher, Facilities and Supplies Specialist and K-9 Officer).
First, the Communications Manager manages the Police Dispatch Center. In fiscal year 2007-08,
the department cut the Lieutenant who managed both the technology unit and the dispatch center
and civilianized the dispatch function. In fiscal year 2008-09, the position was frozen and
Lieutenants from Patrol currently divide up supervision of the dispatch center along patrol shift
hours. This is problematic as there is no sole supervisory source to handle personnel issues and
consistency in supervision is an issue. Additionally, the department is getting ready for a major
technology upgrade to the entire dispatch center and needs a dedicated professional who
understands the complexities and intricacies of a dispatch center. Cutting this position would
have far reaching effects including adding additional risk to officers and citizens.
The Jail Manager position has been temporarily filled with a Lieutenant from Patrol. Because of
the high liability of the operation and the need for a supervisor who is specifically experienced
and knowledgeable in jail operations, the department strongly recommends filling the Jail
Manager position.
The Senior Fiscal Office Specialist for the department is currently filled with an hourly
employee. Since the elimination of both the full time Facilities and Supplies Specialist and the
Senior Management Analyst, this position has become even more critical to the fiscal operations
of the department. Currently this position handles all of the purchase orders, direct payments,
billings, inventory control, petty cash, and the equipment and supplies (receiving) two days a
week.
The Facilities and Supplies Specialist is also currently filled with an hourly employee. This
position handles the centralized equipment and supplies intake for the department, including
tracking all of the specialized equipment for the department, maintaining a stock of frequently
needed items, and coordinating building maintenance issues. This position was reduced to a half-
time position and the Senior Fiscal Office Specialist is able to provide limited coverage on days
when the Facilities and Supplies Specialist isn't working.
The Police Dispatcher position is critical as the dispatch center is currently below the
recommended number of dispatchers based upon the Dispatch Staffmg Model. Currently the
Dispatch center handles well over 450,000 incoming calls (both emergency and non-emergency)
to the dispatch center every year. Since FY 2004, there has been a 13% increase in the number of
calls into the dispatch center. With each opening left vacant, overtime increases in order to cover
the empty shift.
There is one K-9 position currently vacant and the program is among the departmental
reductions. Impacts are discussed under "Direct Service" impacts above.
5-33
Attachment A
Fire
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
2,300,000
2,300,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
135.00
(9.00)
-6.7%
Service Impacts:
Cross Staffmg of Urban Search and Rescue - This proposal would designate the four positions
per day that currently staff the urban search and rescue vehicle (USAR 53) at Fire Station Three
as supplemental staffmg by eliminating USAR 53 from continuous service and placing it at
Station Seven to be "cross staffed" with personnel from Truck 57. These four positions would be
used to backfill daily vacancies that occur at other fire stations within the department. This will
result in at least $1.4 million in savings that would occur from not having to pay overtime to
backfill for vacancies due to leave.
Currently, Fire Station Seven provides service delivery through a three-person engine company
(E57) and a four-person truck company (T57). Each resource is capable of responding to calls
for service independently or simultaneously, as dictated by call volume or the call for service
type (Structure FirelMulti-casualty IncidentlRescue). In addition, USAR 53 is currently staffed
with four personnel and responds as a primary resource in its district. USAR 53 also responds to
all structure fires in addition to assigned Truck Companies. Station Seven would continue to
operate with a "cross staffing" model that would staff either the truck or USAR 53 assigned to
Station Seven's coverage. Engine 57 would move to Station Three and provide first in coverage
of to that district.
The elimination of USAR 53 from continuous service will result in decreased specialized rescue
capabilities and coverage. The Station Seven district will not have an apparatus with fire attack
capabilities and therefore initiating an attack on fires will be delayed. Residents may be affected
with potential increased response times, because an extra unit will be required on structure fires.
However, the residents of the eastern territories will be impacted to a larger extent because the
proposed staffmg decrease will affect Station Seven that is located in the eastern section of the
city. Response times may also increase, as second and third calls for service will take longer to
respond to due to one less unit being available for coverage.
Cross Staffmg of Truck 51 - After cross staffing has occurred between Truck 57 and USAR 53,
the only apparatus that can be used in order to further reduce costs while avoiding the closure of
a fire station is Truck 51. The following is the most likely scenario to be recommended by the
Fire Department:
5-34
Attachment A
. Layoff 9 personnel in the suppression division of the Fire Department by eliminating the
Engine 52 crew.
. Move Truck 51 from Station 1 to Station 2 and cross staff the Truck and Engine.
. Truck 51 crews will service calls in Station 2 with either the Truck or Engine as needed.
. Engine 52 responds to 1,626 calls for service annually (4.45 daily).
. Brush 52 would need to be relocated to another station.
A substantial impact to this proposal will also be the default of the SAFER grant, which will
require repayment of $790,000. In order to fully realize the cost savings of this proposal it will
require the immediate elimination of the 9 FTE's to compensate for the SAFER grant repayment.
Beginning in fiscal year 2010 a savings of !.I million dollars will be realized.
The following are the impacts of eliminating E52's crew and moving Truck 51 to Fire Station 2.
. Increase in GMOC response times due to lack of coverage for secondary calls for service
in Station 1 and 2.
. Increase in Truck response times on the west due to Truck 51 being committed on a call
for service in Station 2.
. Will affect monthly training scheduling due to lack of resources in the west.
. Impact to automatic aid resources (use of resources from other cities).
. Possible ineligibility for future Federal Grants as result of default on SAFER grant.
. Increase wear and tear on Truck 51 as it will become a primary response vehicle and
deliver upwards of2,000 calls for service annually.
Recreation
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
1,459,000
16,000
1,4 75,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
38.50
(15.50)
-40.3%
5-35
Attachment A
Service Impacts:
The budget reduction plan includes significant reductions to the Recreation Department; the
service impacts of those reductions are summarized below by program.
Public Services
· The Parkway Gymnasium would be closed. Numerous programs and activities would be
displaced with no proximate alternative location.
Program Services
. The Parkway Pool would be closed. Safety-related programs and activities that cannot be
accommodated at Lorna Verde Pool would be eliminated. The cost to re-open the pool at
later date is estimated at $175,000.
· Diversionary programs and activities for middle school at-risk youth would be
eliminated, potentially resulting in increased contacts with law enforcement.
· Significant reduction in public service levels at Norman Park Center. Some seniors and
low income programs such as blood pressure screenings would be eliminated.
· Developmentally and physically disabled clients may be unable to participate in certain
programs due to transportation issues; these individuals require highly specialized
programming that may not be available elsewhere locally.
Nature Center
· The Nature Center would be closed. Potentially could impact future Bayfront projects, as
the Nature Center was part of the mitigation plan for future development. Unknown
ramifications and liabilities regarding grants, contractual agreements and donor
agreements. Animals would need to be relocated or transferred in order to avoid
euthanasia, as no animals are suitable for release into the wild. Significant expense
would be required t<;> prepare infrastructure and equipment for long-term inactivity and
potential future re-opening.
Administration
· Administrative and supervisory responsibilities would need to be absorbed in other areas,
non-core functions would be deferred, and departmental representation in numerous
community collaborative efforts would be eliminated.
Department Wide
. Reduction of hourly budget will result in reduction or elimination of some drop-in and
fee-free activities at recreation centers, decreased supervision in and around facilities,
potential reduction in operating hours, potential reduction in swimming classes,
recreational swimming, and adult lap swimming.
5-36
Library
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
Attachment A
$
$
$
$
1,611 ,000
71,000
1,682,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
50.75
(17.50)
-34.5%
Service Impacts:
The proposed cuts to the Chula Vista Public Library will result in the closure of the Eastlake
Library; two-day a week closures and holiday weekend closures of Civic and South Libraries;
transfer of the STRETCH and DASH program to another vendor; elimination of all programs
(e.g., story times, Foreclosure Workshops, arts exhibits, classical guitar performances, film
festivals, etc.) and public outreach (community events, fliers, posters, news releases, calendars);
suspending operations of the Heritage Museum; minimal local history support; minimal support
for both the library's public computers and internal computer systems for cataloging, billing,
materials management, etc.; and downgrading of department website to static, unchanging
information.
Redevelopment Agency and Housing Authority
Summary ofBuciget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
Total Net Cost Reduction
$
$
$
$
725,000
725,000
Personnel Full Time Equivalents (FTEs)
A uth 0 rized F TE Staffing
Proposed FTE Reduction Summary
% Reduction in Personnel FTEs
17.00
(6.00)
-35.3%
Service Impacts:
The State of California, in fiscal years 2004-05, 2005-06 and 2008-09 required the Chula Vista
Redevelopment Agency to shift tax increment revenues to the State Educational Revenue
Augmentation Fund (ERAF). For fiscal year 2004-05 and fiscal year 2005-06, the Agency
5-37
Attachment A
borrowed funds from the California Statewide Communities Development Authority to make its
ERAF payments. Financing the fiscal years 2004-05 and 2005-06 ERAF shifts was necessary to
maintain funding for ongoing redevelopment projects. To make its fiscal year 2008-09 ERAF
payment, the Agency proposes to maintain existing vacancies as well as delay redevelopment
and capital improvement projects. The Agency understands the State of California's ongoing
and worsening budget problems and their continued reliance on tax increment takeaways. The
Agency therefore assumes the State will ask for additional ERAF payments in the future. To be
prepared for these additional requests the Agency proposes to make structural changes to the
organization and eliminate five full time positions. The elimination of these five positions
allows the Agency to handle additional ERAF shifts or fund redevelopment projects and
programs. The budget reductions for fiscal year 2009-10 may impact the Agency's ability to
continue redevelopment programs like "Southwest United in Action".
5-38
Proposed Personnel Reductions by Department
Attachment B
TOTAL FTE TOTAL FTE
CLASSIFICATION BARG UNIT REDUCTION VACANT
Administration
Director of Budget and Analysis EXEC -1.00
Administrative Technician CVEA -1.00
Executive Assistant to the City Manager PROF -1.00
Governmental Relations Liaison 8M -1.00
Graphic Designer CVEA -1.00
Principal Management Analyst PROF -1.00
Senior Graphic Designer PROF -1.00
Senior Management Analyst PROF -1.00
Special Events Planner PROF -1.00
Special Projects Manager 8M -1.00 1.00
Total Administration -10.00 1.00
City Attorney
Assistant City Attorney 8M 1.00
Deputy City Attorney II PROF 1.00
Deputy City Attorney III 8M -1.00
Deputy City Attorney III 8M -1.00
Executive Secretary CONF -1.00
Senior Assistant City Attorney EXEC -1.00 1.00
Total City Attorney -2.00 1.00
City Clerk
Assistant City Clerk 8M -1.00 1.00
Total City Clerk -1.00 1.00
City Council
Coastal and Environmental Policy Consultant PROF -1.00 1.00
Total City Conncil -1.00 1.00
Engineering
Director of Engineering EXEC -1.00
Associate Engineer WCE -1.00
Associate Engineer WCE -1.00
Engineering Technician I CVEA -1.00
Landscape Architect PROF -0.50
Landscape Planner II CVEA 1.00
Senior Civil Engineer WCE -1.00 1.00
Senior Office Specialist CVEA -1.00 1.00
5-39
Proposed Personnel Reductions by Department
Attachment B
TOTAL FTE TOTAL FTE
CLASSIFICATION BARG UNIT REDUCTION VACANT
Landscape Planner II (DSF) CYEA -1.00
Senior Civil Engineer (DSF) WCE -1.00 1.00
Total Engineering -7.50 3.00
Finance
Accounting Assistant CYEA -1.00 1.00
Procurement Specialist CYEA -1.00
Purchasing Agent SM -1.00 1.00
Total Finance -3.00 2.00
Fire
Fire Captain IAFF -3.00
Fire Engineer IAFF -3.00
Firefighter IAFF -3.00
Total Fire -9.00
Human Resources
Benefits Technician CONF -1.00 1.00
Fiscal Office Specialist CYEA -0.50 0.50
Human Resources Analyst PROF -1.00
Principal Human Resources Analyst PROF -1.00
Senior Risk Management Specialist PROF -1.00 1.00
Senior Risk Management Specialist PROF -1.00
Total Human Resources -5.50 2.50
Information Technology Services
Administrative Secretary CYEA -1.00
Info Tech Support Specialist PROF -1.00
Info Tech Support Specialist PROF -1.00
Senior Application Support Specialist PROF -1.00
Webmaster CYEA -1.00
Total Information Technology Services -5.00
Library
Assistant Library Director SM -1.00 1.00
Delivery Driver CYEA -0.50
Education Services Supervisor CYEA -3.00 1.00
Librarian I CYEA -0.50 0.50
5-40
Proposed Personnel Reductions by Department
Attachment B
TOTAL FTE TOTAL HE
CLASSIFICATION BARG UNIT REDUCTlON VACANT
Librarian VII CVEA -0.50
Librarian III CVEA 1.00
Library Assistant CVEA -0.50
Library Associate CVEA -2.00
Library Associate CVEA -1.00
Library Associate CVEA -1.00
Library Associate CVEA -1.00
Library Associate CVEA -0.50 0.50
Library Digital Services Manager MM -1.00
Literacy and Programming Coordinator MM -1.00
Principal Librarian MM -1.00
Senior Education Services Supervisor CVEA -1.00
Senior Librarian MM -1.00
Senior Office Specialist CVEA -1.00 1.00
Senior Office Specialist CVEA -1.00
Total Library -17.50 4.00
Planning and Building
Secretary CVEA -1.00
Senior Planner PROF -0.50
Senior Planner PROF -0.50
Building Inspector II (DSF) CVEA -1.00
Office Specialist (DSF) CVEA -0.50
Senior Planner (DSF) PROF -1.00
Assistant Director of Building & Housing (DSF) SM -1.00
Total Planning and Building -5.50 0.00
Police
Community Service Officer CVEA -3.00 2.00
Community Service Officer CVEA -1.00
Latent Print Examiner CVEA -1.00 1.00
Office Specialist CVEA -1.00
Peace Officer POA -4.00
Peace Officer POA -4.00
Peace Officer POA -1.00
Peace Officer POA -1.00
Peace Officer POA -3.00
Police Agent POA -1.00
5-41
Proposed Personnel Reductions by Department
Attachment B
TOTAL FTE TOTAL FTE
CLASSIFICATION BARG UNIT REDUCTION VACANT
Police Agent POA -1.00
Police Agent POA -1.00
Police Agent POA -1.00
Police Agent POA -1.00
Police Agent POA -1.00
Police Agent POA -1.00
Police Community Relations Specialist CYEA -2.00
Police Sergeant POA -1.00
Police Sergeant POA -1.00
Police Sergeant POA -1.00
Police Training & Dev Supervisor PROF -1.00
Public Infonnation Officer (PD) PROF -1.00
Public Safety Analyst CYEA -1.00
Total Police -34.00 3.00
Public Works
Construction and Repair Position CYEA -1.00
Carpenter CYEA -1.00
Custodial & Facilities Manager MM -1.00 1.00
Custodial Supervisor CYEA -1.00
Custodian CYEA -4.00
Electrician CYEA -1.00 1.00
Electronic/Equipment Installer CYEA -1.00
Engineering Technician II CYEA -1.00
Environmental Health Specialist CYEA -1.00
Equipment Operator CYEA -1.00
Fiscal Office Specialist CYEA -1.00
Gardener IIII CYEA -2.00 1.00
Lead Custodian CYEA -1.00
Maintenance Worker I/II CYEA -2.00 2.00
Maintenance Worker I/II CYEA -1.00 1.00
Maintenance Worker IIII CYEA -1.00 1.00
Maintenance Worker IIII CYEA -1.00
Maintenance Worker IIII CYEA -1.00
Maintenance Worker IIn CYEA -1.00
Painter CYEA -1.00
Painter CYEA -1.00
Parks & Open Space Manager SM -1.00
5-42
Proposed Personnel Reductions by Department
Attachment B
TOTAL FTE TOTAL FTE
CLASSIFICATION BARG UNIT REDUCTION VACANT
Parks Supervisor
Principal Civil Engineer
Public Works Manager
Senior Electrician
Senior Maintenance Worker
Senior Maintenance Worker
Senior Maintenance Worker
Senior Maintenance Worker
Senior Maintenance Worker
Senior Park Ranger
Senior Tree Trimmer
Stann water Compliance Inspector
Traffic Devices Technician
Tree Trimmer
Tree Trimmer
Principal Civil Engineer (DSF)
Senior Civil Engineer (DSF)
Senior Landscape Inspector (DSF)
Senior Public Warks Inspector (DSF)
Total Public Works
Recreation
Administrative Secretary
Aquarist
Aquatic Supervisor II
Assistant Director of Recreation
Nature Center Grounds Maintenance Worker
Nature Center Maintenance Specialist
Nature Center Program Manager
Nature Center Program Manager
Recreation Supervisor I
Recreation Supervisor II
Recreation Supervisor II
Recreation Supervisor III
Registered Vetennary Technician
Senior Office Specialist
Senior Recreation Manager
Total Recreation
5-43
eVEA -1.00
MM -1.00
MM -1.00
CVEA -1.00 1.00
CVEA -1.00 1.00
eVEA -1.00 1.00
eVEA -1.00 1.00
CVEA -1.00
CVEA -1.00
CVEA -1.00
CVEA -1.00
eVEA -1.00 1.00
eVEA -1.00 1.00
CVEA -1.00
CVEA -1.00
MM 1.00
weE -1.00
CVEA -1.00
eVEA -1.00
-44.00 13.00
CVEA -1.00
CVEA -0.75
eVEA -1.00
SM -1.00
CVEA -1.00
CVEA -1.00
PROF -2.00
PROF -1.00
CVEA -1.00
eVEA -1.00
CVEA -1.00
eVEA -1.00 1.00
CVEA -0.75
CVEA -1.00
MM -1.00 1.00
-15.50 2.00
Proposed Personnel Rednctions by Department
Attachment B
TOTAL FTE TOTAL FTE
CLASSrFICATION BARG UNIT REDUCTION VACA1'iT
Redevelopment Agency and Housing Authority
Director of Redevelopment and Housing
Principal Project Coordinator
Project Coordinator VII
Project Coordinator II
Senior Fiscal Office Specialist
Senior Secretary
Total Redevelopment and Housing
EXEC -1.00 1.00
PROF -1.00
CVEA -1.00 1.00
CVEA -1.00 1.00
CVEA -1.00
CVEA -1.00 1.00
-6.00 4.00
Total Proposed Personnel Rednctions -166.50 37.50
5-44
..
RESOLUTION NO. 2008-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA AUTHORIZING THE CITY MANAGER TO IMPLEMENT THE
BUDGET REDUCTION PLAN AS DESCRIBED IN ATTACHMENT A
EXCLUDING THE PROPOSED CLOSURE OF PARKWAY POOL AND
GYMNASIUM
WHEREAS, the City is currently projecting General Fund budgetary gaps of $3.9
million and $20.0 million for fiscal years 2008-09 and 2009-10 respectively; and
WHEREAS, staff previously presented City Council with detailed descriptions of
potential budget reductions on December 4, December 9 and December 16, 2008 at Council
Budget workshops and Council Meetings; and
WHEREAS, the budget reduction plan has been revised to reflect additional cost savings
measures; and
WHEREAS, the budget reduction proposals described in Attachment A would result in
an annual General Fund savings of$20,707,888; and
WHEREAS, the budget reduction proposals described in Attachment A would result in
an annual Redevelopment Agency/Housing Fund savings of $725,000; and
WHEREAS, the budget reduction proposals described in Attachment A would result in
an annual Development Service Fund savings of $1,010,000.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City ofChula
Vista does hereby authorize the City Manager to proceed with the budget reduction proposals as
described in Attachment A, excluding the proposed closure of Parkway Pool and Gymnasium.
Presented by
Approved as to form by
James D. Sandoval
City Manager
./: Bart
~\!city PI.
5-45
RESOLUTION NO. 2008-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA
VISTA AUTHORIZING THE CITY MANAGER TO IMPLEMENT THE
BUDGET REDUCTION PROPOSALS FOR THE CLOSURE OF P ARKW A Y
POOL AND GYMNASIUM
WHEREAS, the City is currently projecting General Fund budgetary gaps of $3.9
million and $20.0 million for fiscal years 2008-09 and 2009-10 respectively; and
WHEREAS, staff previously presented City Council with detailed descriptions of
potential budget reductions on December 4, December 9 and December 16, 2008 at Council
Budget workshops and Council Meetings; and
WHEREAS, the budget reduction plan has been revised to incorporate comments made
at the above mentioned workshops and meetings to reflect additional cost savings measures; and
WHEREAS, the budget reduction proposals for the closure of Parkway Pool and
Gymnasium listed in Attachment A would result in an annual General Fund savings of $257,114.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula
Vista does hereby authorize the City Manager to proceed with the budget reduction proposals for
the closure of Parkway Pool and Gymnasium as described in Attachment A.
Presented by
Approved as to form by
James D. Sandoval
City Manager
Bart
:rV'''city
5-46
RESOLUTION NO. 2008-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
DIRECTING STAFF TO PURSUE A SALES TAX INITIATIVE
WHEREAS, the City is currently projecting General Fund budgetary gaps of $3.9
million and $20.0 million for fiscal years 2008-09 and 2009-10 respectively; and
WHEREAS, staff previously presented City Council with detailed descriptions of
potential budget reductions on December 4, December 9 and December 16, 2008 at Council
Budget workshops and Council Meetings; and
WHEREAS, a proposed sales tax increase that is able to be placed on the ballot on May
5, 2009 will generate additional revenue in fiscal year 2009-10 and can be used to mitigate
proposed program and personnel reductions; and
WHEREAS, Council must first declare a fiscal emergency to call for a mail ballot
election for a general sales tax initiative; and
WHEREAS, should Council declare a fiscal emergency Council must then call the
election by January 27,2009 in order to have a general sales tax initiative mail ballot election for
May 5, 2009.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula
Vista does hereby authorize staff to pursue a sales tax initiative.
Presented by
Approved as to form by
James D. Sandoval
City Manager
5-47
RESOLUTION NO. 2008-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA
DIRECTING STAFF TO PURSUE A UTILITY USERS TAX INITIATIVE
WHEREAS, the City is currently projecting General Fund budgetary gaps of $3.9
million and $20.0 million for fiscal years 2008-09 and 2009-10 respectively; and
WHEREAS, staff previously presented City Council with detailed descriptions of
potential budget reductions on December 4, December 9 and December 16, 2008 at Council
Budget workshops and Council Meetings; and
WHEREAS, a proposed utility users tax initiative would allow the City to modernize the
ordinance and to secure existing revenue streams; and
WHEREAS, a proposed general utility users tax increase that is able to be placed on a
mailed ballot on May 5, 2009 will generate additional revenue in fiscal year 2009-10; and
WHEREAS, Council must first declare a fiscal emergency to call for a mail ballot
election for a general utility users tax initiative; and
WHEREAS, should Council declare a fiscal emergency Council must then call the
election by January 27, 2009 in order to have a general utility users tax initiative mail ballot
election for May 5, 2009.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula
Vista does hereby authorize staff to pursue a utility users tax initiative.
Presented by
Approved as to form by
James D. Sandoval
City Manager
5-48
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Mayor and City Council
City Of Chula Vista
276 Fourth Avenue
Chula Vista, Ca 91910
619.691.5044 - 619.476.5379 Fax
o ~ ~ ~ ~ wi ~Inl
II DEe 1 5 2008 ~I
MEMO
COUNCil OFFICES
"A VlilTA ,..
(llY OF
CHULA VISTA
December 15, 2008
TO:
City Council
FROM:
Lorraine Bennett, Deputy City Clerk
Mayor Cheryl cox~
Jennifer Quijano, Constituent Services Manage~
Bio's and applications for the Resource Conservation Commission
CC:
VIA:
RE:
Sassan Rahimzadeh and Betsy (Grace) Cory have been recommended for appointment
to the Resource Conservation Commission. The ratification is scheduled for the
January 6, 2009 Council meeting. Attached are the applications and below is additional
background information.
Sassan Rahimzadeh has been a resident of Chula Vista for the past 13 years. Sassan
is the Owner/President of ARYA Dry Cleaners with 5 locations in Chula Vista. Sassan
is active in Chula Vista Rotary, South Bay YMCA, Eastlake Educational Foundation and
South Bay Community Services. As a business owner, Sassan has taken additional
steps to reduce his businesses chemical use by 80% by implementing new technologies
and machines and also started a metal hanger recycle program with Allied Waste at his
business locations. Sassan is married and raising two daughters, ages 6 and 12.
Betsy (Grace) Cory has been a resident of Chula Vista for the past 8 years. Betsy is
currently employed by the Chula Vista Elementary School District as a speech aide at
Veterans and Vista Square elementary school. Betsy is also a retired City Clerk from
Northern California. Betsy is active in the Chula Vista Garden Club, the City's
Naturescape program and Your Community Your Environment Your Choice. She is
also active in Audubon Society, Project Wildlife, Native Plant Society and Canyons
Coalition. Betsy's yard at her home is a certified wildlife habitat.
7;t
CHULA VISTA CITY COUNCIL REGIONAL AND COMMITTEE ASSIGNMENTS
The information below regarding assignments currently held and possible vacancies is in draft
form. Discussion during MAYOR'S REPORTS at the City Council meeting of January 6,2009, will
permit corrections to this information and discussion for requests for assignment to currently
vacant or to-be-vacated committees.
Mayor Cheryl Cox
Automated Regional Justice Information System (ARJIS)
Chula Vista City & Schools Task Force
Chula Vista Veterans Home Support Foundation
League of California Cities (LCC) Executive Committee, San Diego Imperial County Division
Metropolitan Wastewater Commission (Metro)
San Diego Association of Governments (SANDAG) Board of Directors
SANDAG Executive Committee
US Conference of Mayors
Council Chargers Relocation Subcommittee (wi McCann)
Council Budget Subcommittee (wi McCann)
Council Energy Subcommittee (wi Castaneda)
City of Chula Vista Legislative Committee (formerly wi Rindone)
Deputy Mayor John McCann
Chula Vista City & Schools Task Force
Otay Valley Regional Park (OVRP) Policy Committee and POM (Preserve Owner Manager)
representative
South County Economic Development Council (EDC)
Chula Vista Veterans Home Support Foundation Alternate
International Council for Local Environmental Initiatives (ICLEI) Alternate
Metropolitan Transit System Board of Directors (MTS) Alternate
San Diego Association of Governments (SANDAG) Board of Directors 2nd Alternate
SANDAG Regional Planning Committee Alternate
Council Chargers Relocation Subcommittee (wi Cox)
Council Budget Subcommittee (wi Cox)
Councilmember Steve Castaneda
Inter-Agency Water Task Force
International Council for Local Environmental Initiatives (ICLEI)
Metro Wastewater Commission (Metro) Alternate
San Diego Association of Governments (SANDAG) Energy Working Group Alternate
Council Energy Subcommittee (wi Cox)
Council Public Safety Subcommittee (wi Ramirez)
Councilmember Rudy Ramirez
Council Public Safety Subcommittee (wi Castaneda)
South County Economic Development Council (EDC) Alternate
Vacancies
San Diego Association of Governments (SANDAG) Bayshore Bikeway Committee
Inter-Agency Water Task Force Alternate (formerly Rindone)
San Diego Association of Governments SANDAG 1st Alternate (formerly Rindone)
South County Economic Development Council (EDC) Alternate
League of California Cities (LCC) San Diegollmperial County Division Executive Committee
Alternate (formerly Rindone)
City of Chula Vista Legislative Committee (formerly Rindone)
rl
7~
MEMO
~~~
~
~~~~
CITY OF
CHULA VISTA
Office of the City Clerk
DATE:
December 17, 2008
FROM:
Honorable Mayor and City Council
Donna Norris, CMC, City Clerk bn
TO:
SUBJECT: Special Election costs
At the December 16, 2008 City Council meeting, Mayor Cox and Councilmember Ramirez asked what the cost
would be to include a second measure on a ballot for a Special Election.
The costs below are preliminary estimates based on past elections that may be similar in scope to a Special odd-
year election. Since the Governor has not yet called a statewide election, the County Registrar of Voters has not
prepared their own cost estimates. Participating jurisdictions share the costs of consolidated elections, and it is
not known at this time if any jurisdictions will choose to consolidate with a June 2009 election or how many items
may be placed on the ballot if the election is called.
Stand-alone Elections (Estimates were updated December 19,2008):
Type of Election Chula Vista's Chula Vista's
estimated cost for estimated cost for
1 Measure 2 Measures
Special - All Mail $255,000- $265,000 -
(Chula Vista only) $275,000 $285,000
Special - Polls $525,000- $535,000 -
(Chula Vista only) $600,000 $610,000
Consolidated Elections:
Type of Election Chula Vista's Chula Vista's
estimated cost for estimated cost for
1 Measure 2 Measures
Special - Consolidated $1.1 million- $1.75 million-
with State (if State has $1.3 million $1.95 million
I measure)
Special - Consolidated $540,000 - $735,000 -
with State (if State has $580,000 $775,000
4 measures)
Special - Consolidated $290,000 - $530,000 -
with State (if State has $330,000 $570,000
8 measures)
At the December 16, 2008 Council meeting, I mentioned that if the State calls a Special Election with multiple
ballot measures, the City's cost of placing a measure on the same ballot would decrease a little with each State
measure. The State's deadline to call a Special Election for June 2 is January 5, so we should know more at that
time.
If you have any questions, please do not hesitate to call me.
276 Fourth Avenue, Chula Vista, CA 91910
www.chulavistaca.gov
(619) 691-5041
fax (619) 585-5774
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-
CIIT OF
CHUIA VISTA
CHULA VISTA BOARDS & COMMISSIONS
LIBRARY BOARD OF TRUSTEES
December 17, 2008
Honorable Mayor Cheryl Cox
Honorable Council members
City of Chula Vista
276 Fourth Avenue
Chula Vista, CA 91910
Dear Mayor and Councilmembers:
As members of the Library Board of Trustees, members of the Friends of the Library
Umbrella Board and members of the Chula Vista Public Library Foundation, we have
become aware of budget reductions that will affect the entire City of Chula Vista,
including the Library.
The Library is again being asked to give up a substantial portion of their budget to
include the closing of the EastLake Branch. At this time, the City does not meet their
obligations for libraries to the Growth Management Oversight Commission. If we close
the EastLake branch, it will reduce library services and be further out of compliance
especially since the City has delayed building the Rancho del Rey Library branch. We
respectfully request that you re-evaluate priorities for the residents of Chula Vista.
Libraries are where children, teens, and adults come to read, study, use the Internet
and ask questions. We need Literacy programs where children and adults can learn to
read without embarrassment and ridicule from their peers. In recent years, we have
had over 100 students pass the test to become US Citizens. When we start closing
libraries, we cut off a significant and integral part of the City's assets, something we may
never recuperate from. The American Library Association said it best, "... libraries are
an essential public good and are fundamental institutions in democratic societies...
intellectual freedom is a basic democratic privilege, and the ALA defends the right of
library users to read, seek information and speak freely, as guaranteed by the First
Amendment".
Chula Vista Public Library
365 F Street, Chula Vista, CA 91910
619-691-4408
fax 619-427-4246
December 17, 2008
Honorable Mayor Cheryl Cox
Honorable Councilmembers
Page 2
The Library Board of Trustees, the Friends of the Library and the CVPL Foundation ask
you spare any additional cuts to our library system. We thank you for your
consideration.
Additionally, we also strongly urge Mayor and Council to begin a search for options to
bring in additional revenue instead of cutting needed staff, programs, and services. We
need the City of Chula Vista to again be one of the finest cities in the State of California.
Sincerely,
~v~
Eduardo Valerio, Chair
Library Board of Trustees
~y(~
Joan Roseman, President
Friends of the Library
kr~
Dency Souval
CV Public Library Foundation
Chula Vista Public Library
365 F Street, Chula Vista, CA 91910
619-691-4408
fax 619-427-4246
South Boy Family YMCA
Childcore Services Department
New Rate Sheet effective 6/08
The full monthly rate is due in advance and includes scheduled holidays. No make up days will be
allowed due to the need to maintain licensing ratios. Registration Fee is $35.00. Change of program
fee is $35.00. A 2 week notice is required to terminate program.
ALL RATES ARE BASED ON THE WEEKLY RATE TIMES THE # OF WEEKS THA T SCHOOLIS IN
SESSION THAT MONTH.
Full Time Rates:
B/ A School Age
$105.00 per week - can use care before and after school
AM School Age
$81.00 per week - can use care when site opens until school begins for the doy
PM School Age
$94.00 per week - can use care ofter school is dismissed until site closes
Kinder AM/PM
$122.00 per week - can use before kindergarten begins
for the day and after Kindergarten is dismissed until site doses
Kinder - Plan 2
$104,00 per week - can use after Kindergarten dismissal
until close if Site ha~ AM Kinder program OR can use
when Site opens until PM Kindergarten begins if Site has
PM Kindergarten program.
NOTE: Sites vary as to which Kindergarten class they provide childcare services for. Check with childcare
staff @ (619) 421-BB05 for more information.
Hourly rote conversion is $8.00 an hour for qualifying agencies information only.
Part Time Rates:
Priority will be given to parents paying full time rates. Part Time Rates can be offered at all sites
except sites that are full to capacity. Rates apply to both Traditional and Year Round School Sites. In
order to maintain proper ratios at sites, MWF enrollees may only come on Monday, Wednesday and
Friday. TTH enrollees may only come Tuesdays and Thursdays.
B/A School Age MWF $77.00 per week - can use before and after school on MWF only
B/ A School Age TTH $56.00 per week - can use before and after school TTH only
Kinder MWF $88.00 per week - can use before and after Kindergarten session
depending on Site Kinder operating hours MWF only
Kinder TTH $65.00 per week - can use before and after Kindergarten session
depending on Site Kinder operating hours TTH only
Early Enrichment Center Preschool Full Time: $175.00 Preschool half day $115.00 6:30 om- 12pm w/lunch
Preschool 3 Day: $126.00
Preschool 2 Day: $95.00
Hourly rate conversion is $9.00 on hour for qualifying agencies information only.
South Bay Family YMCA Childcare Programs
Fact Sheet
LICENSED CHILDCARE IS OFFERED ATTHE FOLLOWING SITES:
CHULA VISTA
Allen
Arroyo Vista
Casillas
Clear View
Cook
CV Hills
Discovery
Eastlake
Feaster
Hedenkamp
Heritage
NATIONAL CITY
OlivewQod
Hilltop
Liberty
Marshall
McMillin
Olympic View
Rosebank
Salt Creek
Sunnyside
Tiffany
Veteran's
Wolf Canyon
We provide Onsite before and ofter school care for Kindergarten
and Elementary School Age children. Our licensed onsile childcare
programs provide care on minimum school days.
Hours of operations are Monday - Friday, offered both in the AM
tram 6:00am to School bell and after school dismissal to 6:30 p.m.
Kindergorteners are serviced at most sites, but vary depending on
enrollment - see below. Hours of operation olso vary depending on
school regular hours of operation.
Registration forms are available at our Main Facility located off
Paseo Magda. There is a registration fee of $35.00 per child.
Children who drop and re-enroll in the same school year will be
charged a registration fee each lime they re-enroll.
The Earlv Enrichment Center is located in Chula Vista on the
campus of Vista Square Elementary.
We provide an enriched developmentally appropriate program for
children 18 months - 5 years.
Hours of Operation are Monday - Friday from 6:00 a.m. - 6:00 p.m.
Registration forms are available at our Main Facility located at 1201
Paseo Magda.
FREE EXTENED DAY PROGRAMS (KIDZ CONNECTION) fS
OFFERED AT THE FOLLOWING SAFE NEIGHBORHOOD SITES:
CHUlA VISTA
Castle Park
Chula Vista Community Charter"
Rohr"
Vista Square *
.. = Offers Morning Program, hour and a half before school starts.
We service Elementary School Age children and maintain a 1 to 20
ratio.
Hours of operations ore Monday - Friday, after school dismissal to
6:00 p.m. When schools are not in session program is not operating.
Registration forms are taken on site during program hours of operation.
School:
Allen
Room 502
Arroyo Vista
Room 805
Casillas
Auditorium
Clear View
Port. 901
Cook
Room 704
CVHills
Room 800
Discovery
Room 605
Eastlake
Room 705
Feaster
Room 201
Heritage
Room 201
Hedenkamp
Room 200
Hilltop
Room 701
Uberty
Room 200
Marshall
Auditorium
McMillin
Room 201
Olivewood
Port. 1
Olympic View
Room 803
Rosebank
Auditorium
Salt Creek
Room 200
Sunnyside
Room 605
Tiffany
Port. T-8
EEC
Room 713
Veterans
Room 200
Wolf Canyon
Room 200
KINDERS
07-0B
Kinder class serviced:
NONE
ALL DAY KINDER
ALL DAY KINDER
starts after Fall Break
NONE
NONE
AM
ALL DAY KINDER
storts after Fall Break
NONE
NONE
AM
AM
AM
AM
NONE
AM
AM
AM
NONE
NONE
NONE
NONE
PRESCHOOL
2-5 Years
AM
ALL DAY KINDER
WHEREAS, the Finance Director further reports that the available General Fund reserves
for Fiscal Year 2008 -2009 would be reduced to $5.4 million and that for Fiscal Year 2009 -2010
there would be insufficient reserves to offset the projected deficit in Fiscal Year 2009 -2010.
NOW, THEREFORE, the City Council of the City of Chula Vista does hereby find and
declare that a fiscal emergency exists and identifies the nature of this fiscal emergency to be the
projected budget imbalance and reduced available General Fund reserves for Fiscal Year 2008-
2009 and insufficient available General Fund reserves to offset the projected budgetary deficit in
Fiscal Year 2009 -2010, which are anticipated to result from the lower than estimated General
Fund revenues in Fiscal Year 2008 -2009 and increased Fiscal Year 2009 -2010 expenditures.
Presented by Approved as to form by
James D. Sandoval
City Manager
Bart rte_
City Attorney
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Chula Vista
at its meeting held on the day of , 2009, by the following roll call vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
CHERYL COX, MAYOR
ATTEST:
DONNA NORRIS, CMC
CITY CLERK
I, City Clerk of the City of Chula Vista, do hereby certify the foregoing to be a true and exact
copy of Resolution No. — A Resolution of the City Council of the City of
Chula Vista Declaring a Fiscal Emergency
CITY CLERK
J WAnomey\MichaelSh\BudgetTiscalEmerge ncyResolution- Final.doc
1 -6