Loading...
HomeMy WebLinkAbout2009/01/08 Additional InformationAdd,'+.oncel Lv~~OrtiY,Gt~ioh I-t-~w, 7g ~~~-°~ 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 (w/ 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 1st Alternate Council Chargers Relocation Subcommittee (w/ Castaneda) Council Budget Subcommittee (w/ 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 (w/ McCann) Inter-Agency Water Task Force Metro Wastewater Commission (Metro) Alternate San Diego Association of Governments (SANDAG) Energy Working Group Alternate Council Energy Subcommittee (w/ Bensoussan) Council Public Safety Subcommittee (w/ 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 Bensoousan International Council for Local Environmental Initiatives (ICLEI) Council Energy Subcommittee (w/ Castaneda) Council Public Safety Subcommittee (w/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 Diego/Imperial 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) l-6 -~ / 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 • 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 ~ ~•• -• ~ • - ~- -. 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 3 ~ • • ~ FY 08-09 FY 09-10 Projected Revenues $ 137.31 $ 134.25 Projected Expenditures $ 141.25 $ 154.22 Projected Deficit $ (3.94) $ (19.97) ~ •• ° Average 6.9% -0.5% -1.5% 7.6% 7.7% 1.7°k 1.9% Revenue Category Actual 2007-06 Projected 2008-09 Forecast 2009-10 Forecast 2010-11 Forecast 2011-72 Forecast 2072-13 Forecast 2013.74 Sales Tax -7.8% -5.0% -2.0% 2.0% 2.0% 2.0% 2.0% Property Tax 9.9% 2.1% -3.9% 1.8% 2.0% 2.7% 2.1% Franchise Fees 9.6% 0.0°k 1.0% 7.0% 7.0% 1.0°k 7.0% 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% 7.0 TOT 5.7% 2.0°/a 0.0% 2.0% 2.0% 2.0% 3.0% 4 Revenues $ 137.30 $ 134.25 $135.04 $ 137.55 $140.21 $142.88 E~enditures $ 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. Support Depts $16.3M 15% Planning & Building Police $O.6M $40.6M 1 390 Engineering Public Works -$0.4M $16.5M 0°~ Note: Support Departments includes City Council, City Attorney, 160 City Clerk, Administration, Finance, Human Resources and Information Technology Services 4' - ~ Fire Recreation . : F. x $21.SM $3.7M w o ~Ury _ 20/ 3% Library -r '~ ~ ~$6.OM ~3'.r',.t.. a' ~:~K~,~ i s{':. 6% Y • • • • • ~ , ~ ~ I 1 ~-• Lib2ry 68.75 -18.00 -17.50 -52% Recreation & Nature Center 43.25 x.75 -15.50 <7 Planning & Building 93.50 -35.00 -5.50 -43% Administration 28.00 -2.00 -10.00 -43% Human Resources 25.5D -5.00 -5.50 -41 Engineering 74.00 -21.50 -7.50 -39% Finance 33.50 -8.00 -3.00 -33% Ii5 28.00 -4.00 -5.00 -32 Redevelopment Agency/Housing 16.00 1.00 8.00 -31% City Clerk B.50 -1.00 -1.00 -24% City Attorney 14.00 -2.00 -2.00 -29% Public Works 260.00 -18.50 44.00 -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 -1.00 -1.00 -13% CRAG 17.00 3.00 0.00 18% Total 1263.75 -160.75 -166.50 -26% 6 ~ ~ ~ ® 9 ~ 9 ° g ~ . ~ ~ A~ . 1 P ~ { .I x l:. ~ ~ ~ • ~ Planning & Building (includes DSF) $ (2,377,757) -30% Finance $ (795,582) -22% Administration $ (1,135,394) -22% City Clerk ~ $ (249,429) -20% City Attorney $ (558,712) -20% Human Resources $ (1,085,652) -19% fTS $ (868,401) -18% Library $ (1,810,367) -18% Recreation $ (1,051,800) -16% Eng & Gen Svcs (includes DSF and Fleet) $ (3,165,481) -16% Nature Center $ (192,454) -15% City Council $ (216,861) -14% Fire $ (3,392,917) -14% Public Works (includes DSF) $ (2,340,699) -11% Police $ (4,508,903) -9% ° 0 ® ® 8 • F M ~ ~t~ ~ ~ ~ 4 S + ® Y ® ~ ~ + 11' 1 •'• ~ ~ ~ ~ ~ • ~ 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% - 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 - Closure of Parkway Pool & Gymnasium .- Increase sales tax fora Under staff review temporary period of time, consider 0.5% to 1 Increase transparency Under staff review /establish oversight committee for sales tax increase Need long term organizational Restructuring already underway with restructuring goal of streamlining organization Keep passport application Passport program remains in budget ~~ Increase program fees i.e. Staff will review all user fees; updates soccer, business license fee will be brought to the Council for consideration through out the year City should take over To be researched further ambulance service Concessions from bargaining 1. City negotiating team continues to groupsleliminate employee work with bargaining groups pay increases 2. Updated plan includes the elimination of the January 2010 salary increase for management Employees should pick up Retirement benefits are negotiated, portion of pension plan, requires concessions from bargaining Council should do same groups 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 salary 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 Mavor." ~ • . ~- Collect debt from RDA RDA continues to repay debt as funding permits Establish fee for STRETCH & Currently being researched DASH; $12 per month. Give parents opportunity to make voluntary donation Charge employees for parking, Not recommended, may create $30 per month; establish an displacement issues on surrounding enterprise fund. Graduated streets scale -more for reserved space 10 .. Eliminate car allowances and Not recommended; management cola's receive only reimbursement for January 2008 (4%), January 2009 for mileage (4%), and January 2010 (4%) have been eliminated, a mandatory furlough was also imposed reducing pay by approx 2%. Eliminate RAC and CVRC Not recommended due to no budgetary savings Eliminate jail operation Not recommended at this time, due to additional costs incurred in transporting prisoners 11 • Look at underutilized City property for lease opportunities • Add coffee cart at Civic Center and Public Works • Put ATM machine in Civic Center lobby • Provide employees with opportunity to bring forward ideas to generate savings or revenue • Master Fee Schedule • Sales Tax • Storm Water Fee • Utility Users Tax • Transient Occupancy Tax • Development Fees 12 • Franchise Fees • Early Retirement Program effective January 1, 2009 to June 26, 2009 • 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) • 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 • Current Year Deficit $4.0 m • That Council Adopt the Resolutions authorizing the City Manager to implement the budget reduction plan. Comments Written on Cards by Audience Members s ' ~~'~-' ~%e:.~; Y -pz ~,~1 tea, Page t of 4 Comments Written on Cards by Audience Members Sales Tax_Increase (' ' j ``~~// IV~ 1 ~ ~~~ 2-3% pay cut_all Chula Vista employees AND 1 % tax increase for all ~~ ~s Chula Vista residents for one year. No sales tax increase more than 1/4 ~~ S Raise sales tax ~ ~~, ~ ~. w TOT; Sales tax potential ~~,,~" S ,~ ~ `~ Su~sei~thin a 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 oyc?rciaht 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/Com 1209.htm 1/6/2009 Supporting the sales tax idea is merely postponing dealing i~with harsh reaiitv~ we can`t atforcl exoensive er~~olovees. reoardiess 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, w/ 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 all Chula 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 lay off 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. Improve Efficiency Look at everything in the city-copy machines, etc. Think of city as a business and become more efficient. r Reeenues $ 137.30 $ 134.25 $ 135.04 $ 137.55 $ 140.21 $ 142.88 E~enditu res $ 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. • 35% 30% 25% 20% 15% 10% S% 5% 0% -5% -10% -15% 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 Council S% Reserve Policy approved in 1996 ~eserres - July 1, 2008 $ 9.3 ' 'rojected Revenues & Transfers In 137.3 xpenditures S Transfers Out (141.3) 'rojected Deficit $ (4.0) Fund Balance as of June 30, 2009 ~e of Operating Budget Projected FY 2010 General Fund Deficit $ (20.0)I 'General Fund impact assumes no mid year corrections. 2 Library 68.75 -18.00 -17.50 -52% Recreation & Nature Center 43.25 -4.75 -15.50 ~7% Planning & Building 93.50 -35.00 -5.50 ~3°h Administration 28.00 -2.00 -70.00 -43% Human Resources 25.50 -5.00 -5.50 <7% Engineering 74.00 -21.50 -7.50 -39°h Finance 33.50 -8.00 -3.00 -33% ITS 28.00 x.00 -5.00 -32°h Redevelopment Agency/Housing 16.00 1.00 b.00 -31 City Clerk 8.50 -1.00 -1.00 -24% City Attorney 14.00 -2.00 -2.00 -29% Public Works 260.00 -18.50 A4.00 -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 -1.00 -1.00 -13% CBAG 17.00 3.00 0.00 78% Total 1263.75 -160.75 -166.50 -26% • Public Safety -Reduced Police staffing, elimination of proactive programs JUDGE and Street Team, Reduced Fire Department Staffing • Development & Maintenance Services -Graffiti Crew, Legend (striping) Crew, Tree Trimming Crew, Traffic Engineering staffing • Administrative & Legislative -elimination of Office of Communications, reduced support staff in Human Resources, Finance and Information Technology depts 3 • Budget Reduction Plan impacts all departments and will result in the overall degradation of City services • Community Services -Closure of Parkway Pool & Gymnasium, Closure of public hours for Eastlake Library, Closure of Nature Center That Council adopt the resolution declaring a fiscal emergency in order to create greater flexibility in establishing remedial measures to resolve the City's budget deficit.