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Home My WebLink About2009/01/06 Additional Information rr- ~ , ~. "!1 ~ ~ ") \\ {,\ " f.-,. \ II - " ~_. . .-+-1/ ~ L/ I i \ \ I ,\ ,I ~ , I -J \ CHULA VIS'TA NATURE CENTER ..... - ..... - . : :~ KOFAX DEMO MODE 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 Comments Written on Cards by Audience Members .> <''-\<) ~~,"~ e -'t--- ~\ ~~ Page 1 of 4 -rhqe.F'f Ilct;(,rj; Tf/l1 ~ /1/;,/09 CColI1l1llI1l1l~rrnt~ WIrntt~rrn orrn CC21Irrll~ by AUIlrllll~rrn~~ M:~1I1l1l b~Ir~ n('\J~\ , {y- .-' J-; - , , . .-- __ tJtY~lJV Ucl . Q, Sales Tax Increase8c.7 .> . I ,~~ '-1 V' 2-3% pay cut~Chula Vista employees AND 1% tax increase for ill[ l/ ~ Chula Vista residents for one year. :L ~ ~ No sales tax increase more than 1/4 % ~A;~~ <PJs~~V Raise sales tax TOT; Sales tax potential SU~~short period of time--hopefully only one year or max no more than 3 or 4 years sales tax increase Sales tax increase Sales tax increase A sales tax of 1 %, if it has a sunset clause, if an ~ i ht committee or commission is put into place with community stakeholder representation and invested with real accountability oversight, and finally, with the condition that the tax increase money cannot be used to pay employee salary or benefit raises or COLAs. I am suggesting 1 %, as the money raised by a lesser percent doesn't seem to be significant enough to 'lift the boat' over these tidal waves of economic losses. ~ If these workers would submit to pay cuts, then and only then would I consider supporting a City Sales Tax. A City Tax should be used to increase services or address infrastructure issues, not to continue maintaining a level of degradation in services and infrastructure that we are currently enduring. I am opposed to increasing the sales tax. I don't think it will work. http://www.chulavistaissues.org/ComI209.htm l/6/2009 Supporting the sales tax idea is merely postponing dealing with harsh realitv: we can't afford exoensive emolovees. reaardless of what other. ~ - ---------~--- -- --_._--- comparable cities pay. Other 'comparable sized' cities may have more industry, fewer homes in foreclosure, etc. Just because they (comp cities) can afford it doesn't mean we now can. Other Taxes/Revenue Broaden the tax base--strengthening the utility tax would be better than a sales tax increase Assessment Districts for library and recreation programs would be less regressive and not affect low- income people negatively Fees for false burglar alarms Sliding scale for recreation and other fees Library Video fees for shorter time i.e. $15/6 months Traffic Cameras could result in tickets The fire department employees should staff ambulances for medical calls and provide ambulance service for the city as soon as existing contract is up. Donations Donation program to donate specific books, DVDs, software, wi tax receipt & sticker in book that says "donated by" Library can host book signings and provide refreshments for members who donate large amounts Allow community volunteers to take up responsibilities of employees such as park clean up, running programs, etc. Pay Cuts/Defer Raises State employees face approx. 10% pay cut effective Feb.2009; can do same for city employees earning above $6,000/month-for short period Delay COLA (scheduled salary increases until economy improves); Long term: all employees must contribute to pension system (CALPERS currently 0 contribution per employee) 2-3% pay cut-ElLChula Vista employees AND 1% tax increase for all Chula Vista residents for one year. City Council officials: Take pay cut or give up raises City Manger should give up his $1,000 per month car allowance Eliminate all car allowances (3 comments) Fire & Police should agree that all COLAs should be given up until a firm date - 2011 These employee's deserve whatever they earn. However in these economic times and in light of the budget crisis our City now faces, the reality is we cannot continue to afford these employee's at their current rate of pay and benefits they currently earn. I think Fire & Police should do more than delay pay increases. I think they should be willing to "share the pain" by giving up some salary. I understand, and am deeply moved by, the fact that they risk their lives for us. But it looks to me like they are very well paid for this heroic career choice. They are part of our community, and benefit from our libraries, rec centers, nature center, etc. They should give up a little, not just delay pay increases or some other trade off that really just increases their pay, so that we can all weather this financial storm in a fair and equitable way. Cuts in Services City Council/Mayor take a 10-15% cut in their respective budgets Restructure city departments to make them run more efficiently; reduce overhead costs A study should be done by the finance department to verify the city saves money by having fire personnel on 56 hour weeks instead of 40 hour weeks. Close Jail Close jail and layoff all jail employees Pensions All employees including city council and mayor should start paying their 8 or 9% of the pension expense. They should get raises promised for next two years to help defer cost. This would give the city over $8 million of increased income for every future year, reduce employee pay by much less if taken before taxes. The raise will only cost $6.5 million over a two-year period. !m.Prove Efficiency Look at everything in the city-copy machines, etc. Think of city as a business and become more efficient. ~--.- I cL ~.. --- ~~ 5: -\1. Q \ "- 0 ()-Q-Q . - \ S~~\~ ~~{\~ )\;'\^'Q..~ ~ W ~ \"'k C-~0-."'\S. \ S~j ~~"\\.~. ~~loI 1:J1'7fofr t!,'ry. ~?- ~ ~~~~ ~ "'" --:.. "'- Adc:.L b OYlOv~ 'r.r; rrY'o..+~10 -3Q..ri b, 200 <1 Acy.y'O~ I +e YY\ c- - 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 ,vrrs FOR I EVERYBODY SOUTH BAY FAMILY YMCA January 6, 2009 120] l'a~e\)Magda Chula Vista. California YISlJO Tekphune (hllJ) 421-8S0.'i FAX (619;42]-3012 Ms. Lena Malilas Parent of3'd grade DASH participant Olympic View Elementary School 1220 S Greensview Drive Chula Vista, CA 91915 Dear Ms. Mafnas, 1 am writing to you in response to your letter and drawings submitted to the Mayor and City Council on December 9,2008, through the City Clerk's office. Your passion and energy is commendable, and in my opinion, we nccd more passionate, involved parcnts, like you. 1 did want to clarify a few statements that were given in your letter. The title of your letter statcd "costly YMCA programs.'.' Drawings in the submitted packet also included dollars amounts of"$200" as the fce which the YMCA charges. Thc South Bay Family YMCA charges a maximum of $105 a week for a child to be enrolled in our after- school program, with financial assistance available for all childrcn. All of our YMCA child care providcrs are licensed. As an Executive DireetorNice President for the largest child care providcr in thc county of San Diego, I have spoken to thousands of parents about how important it is to them to have a licensed individual look after their child. The South Bay Family YMCA child care program has a 14 child to 1 providcr ratio. For a child that is enrolled in our childcare program, it is a policy that we offer academic enrichment time, a fitness component, nutrition standards, health and safety and education requirements for our staff, as well as always instilling the four character development values for our organization which are caring, honesty, respect and responsibility. I also personally know how hard it is for parents to make ends meet, and that is why the South Bay Family YMCA offers financial assistance to all parents, with the opportunity to be enrolled in our after-school program for little, or nothing. We also receive State funding, where parents can apply for Stale assistance. J have taken the liberty of enclosing our program booklet, which states our pricing and fees. Thank you again for being an active parent in bettering the life of your child. If you have any questious, please do not hesitate to contact me directly at (619) 421-8805. Sincerely, ~~ TINA WILLIAMS Executive Director/Vice President South Bay Family YMCA w~4~A~~ Cc: Mayor Cheryl Cox and City Council ~ ~J ^ re<')'cI~d f'.1per. MISSIOl'< STt\'J'E\lENT: "The South Bay Family )',\lCA j, dedi[;Jt~d 10 impro\!in~ lhe quality of human life ;Jlld 10 l1cJping all people rcidize their flllk,! pmelllinl a, children of God through del'elopment of tIle spirit. mind ,Ind hody," 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 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 A ~d;+;ona..' ll'\.fvrnu:c.l--ion l-k-vYl 1 B I -& --="'\ sJA~ ~ ~.\~~O\. 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 Budget Subcommittee (wi McCann) Deputy Mayor John McCann Chula Vista City & Schools Task Force Otay Valley Regional Park (OVRP) Policy Committee & POM (Park Owner Manager) South County Economic Development Council (EDC) Chula Vista Veterans Home Support Foundation Alternate San Diego Association of Governments (SANDAG) Board of Directors 1 st Alternate Council Chargers Relocation Subcommittee (wi Castaneda) Council Budget Subcommittee (wi Cox) University Subcommittee (with Ramirez) Inter-Agency Water Task Force Alternate (with Castaneda) Councilmember Steve Castaneda Metropolitan Transit System Board of Directors (MTS) Alternate San Diego Association of Governments SANDAG 2nd Alternate Council Chargers Relocation Subcommittee (wi McCann) Inter-Agency Water Task Force Metro Wastewater Commission (Metro) Alternate San Diego Association of Governments (SANDAG) Energy Working Group Alternate Council Energy Subcommittee (wi Bensoussan) Council Public Safety Subcommittee (wi Bensoussan) Councilmember Rudy Ramirez University Subcommittee (with McCann) International Council for Local Environmental Initiatives (ICLEI) Alternate South County Economic Development Council (EDC) Alternate Councilmember Pamela Benssousan International Council for Local Environmental Initiatives (ICLEI) Council Energy Subcommittee (wi Castaneda) Council Public Safety Subcommittee (wi Castaneda) San Diego Association of Governments (SANDAG) Bayshore Bikeway Committee SANDAG Regional Planning Committee Alternate South County Economic Development Council (EDC) Alternate League of California Cities San Diegollmperial County Division Executive Committee Alternate Former Councilmember Jerry Rindone Metropolitan Transit System MTS Vice Chairman VacancieslDiscussion City of Chula Vista Legislative Committee (formerly Rindone) city of Chula Vista Legislative Committee (formerly Cox) SANDAG Transportation Subcommittee South Bay Representative Downtown Redevelopment Subcommittee (Bensoussan and Ramirez) e ~b @E%'7 @@cilluuWo ~UD@ January 6, 2009 Ie ~~~.ollDO@.Q ~~ ../ Labor and employee briefings ../ Employee focus group ../ Employee suggestions and involvement ../ November 17 Workshop . Budget overview and balancing options ../ Community and labor briefings ../ December 4 Workshop . City Manager's Proposed Budget Reduction Plan ../ December 9 Council Meeting ../ December 16 Council Meeting l-G /09' 1 ~ I., e ~~ ~ @@[}u@@]CillO@ .~~ . January 6 Council Meeting - Council approval of Budget Reduction Plan · Issue Advance Layoff Notices to Employees affected by Budget Reduction Plan · March layoff notice issued to affected employees . April implement employee layoffs in order to close current year deficit . ~ @@Cill~~O@Cill~~~ ~h ~Cill@] 0 cW @~ Eliminate Coastal & Environmental $118,000 Policy Consultant Department consolidations $500,000 Eliminate January 2010 cost of $390,000 living adjustments for Management Total estimated savings $1,008,000 2 e ~- [PB~~O @lliJ~ January 6, 2009 e @@Oll@OIDO [?(]][ffi@] ~@W@[ffi~ ~~ ~~~~@?w~D I [?\'7(OO) ~ @OOll~1 . [?\'7 'OOJ~ ~. MVLF 15% Development Rev. 1% Interfund Reimb. 6% Transfers In 8% Sales Tax 19% Franchise Fees 7% Utility Users Tax 5% TOT 2% Charges for Svcs ________ 5% Other Revenu~ Other Local Tax 9% 2% 3 I. ~ ~[f@~ [Q;@i]j@.OO ~~ ' Projected Revenues Projected Expenditures Projected Deficit FY 08-09 $ 137.31' $ 141.25 $ (3.94) FY 09-10 $ 134.25 $ 154.22 $ (19.97) e @ \1~[f @ODOO@:@~ ~~ ~~=~~ Actual Projected Forecast Forecast Forecast Forecast Forecast Revenue Category 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 Sales Tax 2.0% -1.8% -5.0% -2.0% 2.0% 2.0% 2.0% Property Tax 9.9% 2.1% -3.9% 1.8% 2.0% 2.1% 2.1% Franchise Fe~s 9.6% 0.0% 1.0% 1.0% 1.0% 1.0% 1.0% MVLF 12.0% 1.7% -3.9% 2.0% 2.0% 2.0% 2.0% Utility Users Tax 5.7% -3.5% 0.0% 1.0% 1.0% 1.0% 1.0% TOT 5.7% 2.0% 0.0% 2.0% 2.0% 2.0% 3.0% Average 6.9% -0.5% -1.5% 1.6% 1.7% 1.7% 1.9% 4 e @ )1~l? @Ofl(]]@@~ ~~ ~):7@ill' ~1J@ l@ [?'{? w)1J~1J4) HfmW~!Xit!',!,0'~~~~{~;~"~\';I~1 Re\\enues $ 137.30 $ 134.25 $135.04 $137.55 $140.21 $142.88 Expenditures $ 141.30 $ 154.22 $157.90 $'161.31 $160.18 $163.63 Deficit $ (4.00) $ (19.97) $ (22.86) $ (23.76) $ (19.97) $ (20.76) Note: Correcting structural deficit will not add to reserves. I ~ .lfi]@'il ~U I0w ~~IifIDDD@1JilU ~h ~~ ~ ~ @VIlli!iJ @lJArw~ @ ~ . .. . .@ml@iJillj] Recreation S3.7M 3% Library S6.0M 6% Support Depts S16.3M .15% Planning & Building $O.8M 1% Engineering -$OAM 0% Note: Support Departments includes City Council, City Attorney, City Clerk, Administration, Finance, Human Resources and Information Technology Services 5 e ~~ @fiQw ~(fW)~@[f@ [IDillJ@]~ ~@@JillJ~@ITi) (P[IDITi) e @OOrJVi)[Ji]i)@UW @\] [P@[f@@uuuu@fJ ~m ~cOOJ(ill@'j@]il;3 (Q)w ~~UUU I"::"!:';>rf",':,,",,~""',:t', ,~",',",,', "ftl;'\ll!tl,",>P: ~".'\ ,~,,':' ", .')iGJ!aUl:.' I ~'n ~;_'o", <-.. :F:'~~.~"~'"~~\;:~'~ ~ ~~". Library 68.75 -18.00 -17.50 -52% Recreation & Nature Center 43.25 -4.75 -15.50 -47% Planning & Building 93.50 -35.00 -5.50 -43% Administration 28.00 -2,00 -10.00 -43% Human Resources 25.50 -5.00 -550 -41% Engineering 74.00 -21.50 -7.50 -39% Finance 33.50 -8.00 -3.00 -33% ITS 28.00 -4,00 -5.00 -32% Rede\elopment Agency/Housing 16.00 1 00 -6.00 -31% City Clerk 8.50 -1.00 -100 -24% City Attomey 14.00 -2.00 -2.00 -29% Public Works 260.00 -18.50 -4400 -24% Fire 152.00 -17.00 -9.00 -17% Police 364,50 -25.00 -34.00 -16% Animal Shelter 22.25 -2.00 0.00 -9% City Council 15.00 -100 -100 -13% CBAG 17.00 300 0 00 18% Total 1263.75 -160.75 -166,50 -26% 6 e ~mJ@(f' ~ @@@~ ~@(QJOD~@m ~ ~~ [Q@[%)~~ , -" . '. . " ;~~". Pc' ,,-"'~'. '~f~ .,.. . ~'t,. 'l. ,". .,.. ,"I :reTAli.$.J "t} ';'~RERCENT1'~: , '" ,~ "". "". "'f<,"". _ . DEPARTMENT/FUND' " . ,REDUCTIONS " REDUCTION _' Planning & Building (includes DSF) Finance Administration City Clerk City Attorney Human Resources ITS Library Recreation Eng & Gen Svcs (includes DSF and Fleet) Nature Center City Council Fire Public Works (includes DSF) Police $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ (2,377,757) (795,582) (1,135,394) (249,429) (558,712) (1,085,652) (868,401 ) (1,810,367) (1,051,800) (3,165,481 ) (192,454) (216,861) (3,392,917) (2,340,699) (4,508,903) -30% -22% -22% -20% -20% -19% -18% -18% -16% -16% -15% -14% -14% -11% -9% e ~~ @@[[@(ffi)O (PODffi)@. ~@ ~~ @~ ~@(QJOD~m [Q)~ [Q@~ 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% 7 I e ~@(j' ~li\'70~ O[j])~OO. . . ~~ - Closure of Parkway Pool & Gymnasium - Closure of public hours for Eastlake Library - Reduced hours of operation at South and Civic branch libraries - Closure of Nature Center - Reduced public safety staffing in Police and Fire; reduced staffing would also eliminate proactive programs JUDGE and Street Team - Reduction of maintenance programs including 1 Graffiti Crew, 1 Legend (striping) Crew, and 1 Tree Trimming Crew - Transfer of STRETCH and DASH programs to outside vendor e ~h ~@W@ffi)(l1]@ [p@[ffi[][f[fi) Public & Council Recommendations 8 I e @@Jj]j)IJiJi)I!1IOlJOCW ~ . ~h b~scrip.tion :.,. ":' ':." "Status"",l~~: '''''c(/' "~~:: I 'f.,;,,' 11":?"I'" ~\.r'~ il I ncrease sales tax for a temporary period of time, consider 0.5% to 1 % Increase transparency /establish oversight committee for sales tax increase Need long term organizational restructuring Keep passport application Under staff review Under staff review Restructuring already underway with goal of streamlining organization Passport program remains in budget I e@0m. IJiJi)I!1I000OCW ~ ~h Increase program fees i.e. soccer, business license fee City should take over ambulance service Concessions from bargaining groups/eliminate employee pay increases Employees should pick up portion of pension plan, Council should do same Staff will review all user fees; updates will be brought to the Council for consideration through out the year To be researched further 1. City negotiating team continues to work with bargaining groups 2. Updated plan includes the elimination of the January 2010 salary increase for management Retirement benefits are negotiated, requires concessions from bargaining groups 9 I ~ @com.rJffi)(illUUOOWO@]@@@ ~h ..' I Council should forego raises Proposition A, adopted by the electorate on March 7, 2000, "the Mayor shall receive an annual salary equivalent to 66% of the sala'ry of a Judge of the Superior Court of the State of California." "The four Councilmembers shall receive, as compensation 40% of the salary of the Mayor." IJl @commmQDOi)~ O~ Collect debt from RDA Establish fee for STRETCH & DASH; $12 per month. Give parents opportunity to make voluntary donation Charge employees for parking, $30 per month; establish an enterprise fund. Graduated scale - more for reserved space RDA continues to repay debt as funding permits Currently being researched Not recommended, may create displacement issues on surrounding streets 10 I e @@xnJD[jjjj)Iill[ii)ffiW ~ ~h ' Eliminate car allowances and receive only reimbursement for mileage Eliminate RAC and CVRC Eliminate jail operation Status,"' ,",' "';"",,~, . :,' '.3"< . Not recommended; management cola's for January 2008 (4%), January 2009 (4%), and January 2010 (4%) have been eliminated, a mandatory furlough was also imposed reducing pay by approx 2%, Not recommended due to no budgetary savings Not recommended at this time, due to additional costs incurred in transporting prisoners I~ @@XillD[jjjj)Iill[ii)ffiW ~ Description ' . , , ,"""'~.f""i"'" ~~, ~" ("~J,,",,;,, H; ;"e"".. , '" ., , ," ~ "'. Establish assessment district Not recommended at this time for public safety - apply only to residential properties Establish assessment district Not recommended at this time for Eastlake Library 11 I~ @coolm@50 @@lli)mm~ · Look at underutilized City property for lease opportunities · Add coffee cart at Civic Center and Public Works · Put A TM machine i.n Civic Center lobby · Provide employees with opportunity to bring forward ideas to generate savings or revenue e~@lli3ITiJlW@O ~@W@ITiJOJJ@ ~~ @@OJJ[f@@?@ · Franchise Fees · Master Fee Schedule · Sales Tax · Storm Water Fee · Utility Users Tax · Transient Occupancy Tax · Development Fees 12 '. . IJllJlJOiIDBOil@J @[h)@O~ . · Current Year Deficit $4.0 m · Early Retirement Program effective January 1, 2009 to June 26,2009 o Per City Charter - City Manager must submit proposed budget to the City Council at least 35 days prior to beginning of each next fiscal year (May 26, 2009) I a ~@@@Oilj)OiID@Oil@@:Q] ~@Ji] ~~ o That Council Adopt the Resolutions authorizing the City Manager to implement the budget reduction plan. o The City Manager will present the City Council a revised budget balancing plan for review with the adjustments to positions and programs detailed should the financial outlook change or if additional savings are identified. 13 IT'S FOR EVERYBODY SOUTH BAY FAMILY YMCA We build strong kids, strong families, strong communities. ~~."?:.",';:;;';o.i;';~~~-"", !~ i ,~1 ~ \ -0 --cq ~ ~'-~c:.. c-E:3>-~~ I' , I' ,., / , " / ; ',.X-1 ;J-i ;1 Iffl j :"'1 j i l".j i ,1 fJ ~J b :i j J ~,l ;~j :'1 I: ! c' f i '1 :1 UNITED COAST S TAT E S GUARD ACADIEMY NEW LONDON, CONNECTICUT WlU~V. uscga. celu An ExceJ)tional Opportunity 0 A Personal Commitment 0 An Integrated Life ExJ)crience