HomeMy WebLinkAbout2009/01/13 Item 6CITY COUNCIL
AGENDA STATEMENT
ITEM TITLE:
A. RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AUTHORIZING THE CITY MANAGER TO
Iii IPLEMENT THE BUDGET REDUCTION PLAN
EXCLUDLtiG THE PROPOSED CLOSURE OF P.~RKWAY
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
GYMNASNM
SUBMITTED BY: CITY MANAGER
REVIEWED BY: ASSISTANT CITY ANAGER ~ ~ -
4/STHS VOTE: YES ~ ivO
SUrIVLARY
Current revenue and expenditure projections indicate General Fund budgetary shortfalls of
$3.9 million and $20.0 million for fiscal yeazs 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, 2008 Council Budget
workshop and the December 9 and December 16, 2008, and January 6, 2009 Council
1~Ieetings.
The plan before Council tonight has been updated by the City Manager to reflect additional
cost saving measures, including department reorganizations. Approval of the resolutions
will authorize the City Manager to begin implementation of the budget reduction plan. The
budget reduction plan identifies sufficient expenditure reductions to correct the stnictural
imbalance in the General Fund.
6-1
JANUARY 13, 2009, Item p
Page 2 of 8
ENVIRONMENTAL REVIEW
The Environmental Review Coordinator has reviewed the proposed action 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
because the action only involves fiscal issues which do not involve any commitment to
any specific project which may result in a potentially significant physical impact on the
environment; therefore, pursuant to Section 15060(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
The City is projecting budget shortfalls of $3.9 million in the current fiscal yeaz and
$20.0 million annually beginning in fiscal yeaz 2009-2010 for the General Fund. The
five-yeaz 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
reflects a significant reduction in force, as nearly 80% of the City's budget is allocated to
personnel costs.
The Budget Reduction Plan has been updated by the City Manager to reflect additional
cost saving measures, including several department reorganizations. The Budget
Reduction Plan identifies sufficient expenditure reductions to correct the structural
imbalance in the General Fund.
While the focus of the discussion to date has been on the General Fund, staff had
previously noted that the Development Services Fund and the Redevelopment Agency
are also anticipated to have budgetazy shortfalls. The Budget Reduction Plan includes
cost saving measures to address the projected shortfalls in these funds.
The 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.
6-2
J_AN-VARY 13, 2009, Item
Page 3 of 8
Fiscal Status
The City is projecting budget gaps of $3.9 million and $20.0 million for the General Fund
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)
Revenues $ 137,329 $ 134,249 -2.2%
Expenditures $ 141,200 $ 154,217 9.2%
Projected Gap $ (3,871) $ (19,968)
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.
General Fund Revenue Projections
In Thousands (000)
Property $ 30,232 $ 29,932 $ 28,795 -3.9%
Sales $ 29,678 $ 26,890 $ 26,352 -2.0%
N1VLF $ 20,216 $ 20,134 $ 19,372 -3.9%
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. $ 1.1,272 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,Forfeitures&Penalties $ 1,494 $ 1,722 $ 1,693 -1.7%
Rev from Other Agencies $ 5,397 $ 5,036 $ 4,541 -10.9%
Licenses&Permits $ 801 $ 740 $ 893 17.1%
Total General Fund $ 142,863 $ 137,329 $ 134,249 -2.2%
6-3
JANUARY 13, 2009, Item
Page4of8
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?%. 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)
Annual Percentage Change
25%
20%
15%
10%
5°/a
0%
-5%
-10%
au a_i ac aJ as 95 9ti 9/ 98 99 00 01 02 03 04 05 O6 07 08 09
--~-Chula Vista -~--County Overal I
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 Legislahire reduced the
fee from 2% to 0.65%, resulting in a negative impact to local governments. The State
replaced those funds with offsetting property tax revenues, resulting in MVLF being
susceptible to changes in assessed value. Combined with property taxes, 36% of the
City's total revenues are now susceptible to fluctuations in assessed property 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 and poorer than expected sales tax numbers in the most recent
6-4
JANUARY 13, 2009, Item (p
Page ~ of 8
quarter, sales tax revenue is now projected to decrease by 5% in the current fiscal year
and an additional 2% decrease is projected for next fiscal year. As can be seen on the
following chart, 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%
-10%
-15%
-20%
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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)
Personnel Services $ 113,663 $ 121,812 $ 8,149 7?%
Supplies and Services $ 15,$39 $ 16,983 $ 1,444 9.3%
Other Expenses $ 1,523 $ 948 $ (576) -37.8%
Operating Capital $ 388 $ 388 $ - 0.0%
Debt Service/Transfers 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%
6-5
JA~~ICIARY 13, 2009, Item
Page 6 of 8
The fiscal year 2009-2010 base budget reflects:
• Full funding for all Council approved positions
• All scheduled step increases and cost of living 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% of total General Fund discretionary revenues are allocated to public safety and
public works services, making it very difficult to absorb major reductions in discretionazy
revenues without impacting these service areas.
General Fund Net Cost by Department
Ponce
$4Q.BM1
3cJ%
$1s.slal
16 a
Support Depts
$16.31
15°,'0
Planning &
building
$~pS/M
1 Y9
Engineering
-$t7.4M
a~~
Note: Support Departments include: City Council, City Clerk, City Attorney, Administration, Information
and Technology Services, Human Resources, and Finance.
6-6
Fre Recreation
$21.SM $3.7M
JANUARY 13, 2009, Item
Page 7 of 8
Implementation of Budget Reduction Plan
The proposed Budget Reduction Plan is included as Exhibit A to this report. It is
important to note that several factors will impact how this plan is ultimately implemented
- including the early retirement program, continuing discussions with the bargaining
groups; and revenue enhancements. 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 forwazd 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, revenue enhancements, and salazy concessions from the
bargaining groups it is unlikely that the City would be able to avoid layoffs and service
reductions but the impact of these reductions would be minimized.
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 by the end of
January. Impacted employees will then receive layoff notices in March. Employee
layoffs would be effective in April 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
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.
As reported in the first quarterly financial report, the General Fund reserves as of July 1,
2008 total $93 million. Should the City take no corrective action in the current fiscal
year to address the projected budget gap, the reserves would drop to $5.3 million. The
remaining reserve level would not be sufficient to offset the projected deficit of $20.0
million in fiscal year 2009-2010.
Keserves - July 1, 2008 $ 9.3
Projected Revenues & Transfers In 137.3
Expenditures 8 Transfers Out (141.3;
Projected Deficit $ (q,O)
Projected Fund Balance as of June 30, 2009 $ 5.3
Percentage of Operating Budget 3.5%
6-7
JANUARY 13, 2009, Item
Page 8 of 8
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 Pazkway
Pool and Parkway Gymnasium are excluded from Resolution A and will be considered
separately as Resolution B.
FISCAL IMPACT
Ongoing negotiations with the City's bazgaining groups, the eazly retirement program,
and revenue enhancements may impact the final 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 financially prudent manner. As identified in the quarterly report, the General Fund
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
Exhibit A: Proposed Budget Reduction Plan
6-8
Exhibit A -Budget Reduction Plan will be
provided prior to Tuesday's Council meeting.
The Budget Reduction Plan maybe updated to
reflect changes to the plan provided January 6,
2009.
s-s
RESOLUTION NO. 2009-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AUTHORIZING THE CITY MANAGER TO
IlVIPLEMENT THE BUDGET REDUCTION PLAN
EXCLUDING THE PROPOSED CLOSURE OF PARKWAY
POOL AND GYMNASIUM
WHEREAS, the City is currently projecting General Fund budgetary gaps of 53.9 million
and $20.0 million for fiscal years 2008-2009 and 2009-2010 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 Plan, attached as Exhibit A hereto, includes sufficient
savings to address the projected budget gaps in the General Fund, Redevelopment Agency/
Housing Fund, and Development Services Fund; and
WHEREAS, the City Manager will present the City Council a revised budget reduction
plan for review with the adjustments to positions and programs detailed should the financial
outlook change or if additional savings are identified.
NOW, THEREFORE, BE FI RESOLVED that the City Council of the City of Chula
Vista does hereby authorize the City Manager to proceed with the Budget Reduction Plan as
described in Exhibit A, excluding the proposed closure of Parkway Pool and Gymnasium.
Presented by Approved as to form by
James D. Sandoval Bart Mie ld
City Manager ~`~City Attorney
6-10
RESOLUTION NO. 2009-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AUTHORIZING THE CITY MANAGER TO
IbIPLEMENT THE BUDGET REDUCTION PROPOSALS FOR
THE CLOSURE OF PARKWAY POOL AND GYMNASNM
WHEREAS, the City is currently projecting General Fund budgetary gaps of 53.9 million
and $20.0 million for fiscal yeazs 2008-2009 and 2009-2010 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 the Budget Reduction Plan would result in an annual General Fund savings
of $257,114.
WHEREAS, the City Manager will present the City Council a revised Budget Reduction
Plan for review with the adjustments to positions and programs detailed should the financial
outlook change or if additional savings are identified.
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 the Budget Reduction Plan.
Presented by
James D. Sandoval
City Manager ~'L
6-17
Approved as to form by
~e ~ ~~( ~~~,~ ~
RESOLUTION N0.2009-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AUTHORIZING THE CITY MANAGER TO
IMPLEMENT THE BUDGET REDUCTION PLAN
WHEREAS, the City is currently projecting General Fund budgetary gaps of $3.9 million
and $20.0 million for fiscal years 2008-2009 and 2009-2010 respectively; and
WHEREAS, staff previously presented City Council with a financial update and detailed
descriptions of potential budget reductions on November 17, 2008 (Council Budget Workshop),
December 4, 2008 (Council Budget Workshop), December 9, 2008 (Council Meeting),
December 16, 2008, (Council Meeting), and January 6, 2009 (Council Meeting); and
WHEREAS, the Budget Reduction Plan has been revised to reflect additional cost
savings measures; and
WHEREAS, the Budget Reduction Plan, attached as Exhibit A hereto, includes sufficient
savings to address the projected budget gaps in the General Fund, Redevelopment Agency/
Housing Fund, and Development Services Fund; and
WHEREAS, the City Manager will present the City Council a revised budget reduction
plan for review with the adjustments to positions and programs detailed should the financial
outlook change or if additional savings are identified. These adjustments may be the result of
successful negotiations with the City's employee bargaining groups, employees choosing to
participate in the early retirement program or other measures.
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 Plan as
described in Exhibit A.
Presented by Approved as to form by
James D. Sandoval
City Manager
/. art felc~
ity Attorney
RESOLUTION NO. 2009-007
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AUTHORIZING THE CITY MANAGER TO
IMPLEMENT THE BUDGET REDUCTION PLAN
EXCLUDING THE PROPOSED CONTINUATION OF
SERVICES 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 2008/2009 and 2009/2010 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 Plan, attached as Exhibit A hereto, includes sufficient
savings to address the projected budget gaps in the General Fund, Redevelopment Agency/
Housing Fund, and Development Services Fund; and
WHEREAS, the City Manager will present the City Council a revised budget reduction
plan for review with the adjustments to positions and programs detailed should the financial
outlook change or if additional savings are identified.
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 Plan as
described in Exhibit A, excluding the proposed continuation of services of Parkway Pool and
Gymnasium.
Presented by Approved as to form by
James D. Sandoval
City Manager
Bart C. Miesfeld
City Attorney
RESOLUTION N0.2009-008
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA AUTHORIZING THE CITY MANAGER TO
IMPLEMENT THE BUDGET REDUCTION PROPOSALS FOR
THE CONTINUATION OF SERVICES 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 2008/2009 and 2009/2010 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 the Budget Reduction Plan would result in an annual General Fund savings
of $257,114; and
WHEREAS, the City Manager will present the City Council a revised Budget Reduction
Plan for review with the adjustments to positions and programs detailed should the financial
outlook change or if additional savings are identified.
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 continuation of services of Parkway Poo] and Gymnasium as described in the Budget
Reduction Plan.
Presented by Approved as to form by
James D. Sandoval
City Manager
Bart C. Miesfeld
City Attorney
MEMO
Office of the City Manager
DATE: January 13, 2009
f0: Honorable Mayor and City Council
FROM: Jim Sandoval, City Manage
SUBJECT: Budget Reduction Ylan Exhibit
~~~r,
__._...
CITY OF
CHULA VISTA
The attached Exhibit for Item 6 is identical to the item that has been before you on two }previous occasions. `fhe only
exceptions are the removal from the cut list of items that have been restored due to successful negotiations with two of our
unions.
Staff' will walk you through the changes this evening.
276 Fourth Avenue, Chula Vista, CA 91910 www.chulavistaca.gov ~ (619) 69]-5037 tax (Gl9) 409-5884
Exhibit A -Budget Reduction Plan
Summary
Over the last few years the City of Chula Vista has experienced a precipitous decline in
revenues due to the slumping economy, the housing and credit crisis, and the slowdown
in development activity. The City made significant program and personnel reductions
during this time in order to bring expenditures in line with a lower revenue base.
However, the City's financial outlook has continued to deteriorate and is facing a $3.9
million deficit in fiscal year 2008-2009 and an estimated $20.0 million deficit in fiscal
year 2009-2010 for the City's operating fund. In addition, budget deficits are also
projected for the Development Services fund and the Redevelopment Agency/Housing
Authority funds. To follow is the City Manager's plan to take corrective action to bring
expenditures in line with projected revenues for these funds.
It is important to note that several factors will impact how this plan is ultimately
implemented -including the early retirement program, continuing discussions with the
bargaining groups, and revenue enhancements. 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.
Most recently two of the City's bargaining groups, the Chula Vista Employees
Association (CVEA) and the Western Council of Engineers (WCE), have agreed to give
up the Cost of Living Adjustments scheduled for January 2009 and January 2010. The
Budget Reduction Plan has been updated to reflect this change - it is anticipated that the
General Fund will save approximately $640k in Fiscal Year 2008-2009 and $1.9 million
in Fiscal Year 2009-2010 with a potential ongoing annual savings of approximately $2.6
million beginning with the 2010-2011 Fiscal Year.
The salary concessions will allow the City to remove several proposals from the budget
reduction plan. The net value of these cuts totals approximately $2.6 million and
includes a total of 30 positions, two of which are vacant. In order to give CVEA and
WCE the full annual value of these wage concessions, the City is recommending
eliminating $2.6 million from the budget reduction plan, though the estimated savings for
Fiscal Year 2009-2010 totals $1.9 million. The programs that would be restored are
summarized below:
Community Services
• Restores proposed reductions to hours of operation at the South and Civic Center
library branches
• Continues operation of Parkway Pool
• Continues operation of Parkway Gymnasium
• Line staffing for Eastlake Library -continued operation of the Eastlake Library
branch requires a supervisor position and restoring hourly staffing
Exhibit A -Budget Reduction Plan
Maintenance Services
• Graffiti Abatement crew
• Urban Forestry, tree trimming crew
• Striping and Signing, legend crew
• Pazk Ranger program
• NPDES (storm water) crew
• Custodial Services crew
• Construction and Repair position
• Public Works Communications (Electronic Equipment Installer)
• Staffing for Traffic Engineering and Project Design
Page 2 of 31
The following table reflects the positions that are no longer reflected in the Budget
Reduction Plan:
Positions Removed from the Budget Reductiou Plan
1•
CVEA ~ ,~ ,
Libra Branch O erations Libra Associate -1.00 0.50
Libra Branch O erations Libra Assistant -0.50
Libra Branch O erations Libra Associate -0.50
Libra Branch O erations Senior Office S ecialist -1.00 1.00
Libra Branch O erations Librarian I -0.50 0.50
Libr Branch O erations Librarian 1/II -0.50
Libra Branch O erations Libra Associate -1.00
Libra Branch O erations Libra Associate -2.00
Public Works Administration Fiscal Office S ecialist -1.00
Public Works Bld Services Comm Electronic/E ui ment Installer -1.00
Public Works Construction/Re air Construction & Re air osition -1.00
Public Works Custodial Services Custodial Su ervisor -I.00
Public Works Custodial Services Lead Custodian -1.00
Public Works Custodial Services Custodian -4.00
Public Works Graffiti Removal Sr Maintenance Worker -1.00
Public Works Graffiti Removal Maintenance Worker I/II -1.00
Public Works NPDES En ineerin Tech II -1.00
Public Works NPDES Environmental Health S ec -1.00
Public Works Park Ran er Parks Su ervisor -1.00
Public Works Park Ran er Sr Park Ran er/hourl aides -1.00
Public Works Stri in & Si in Sr Maintenance Worker -1.00
Public Works Stri in & Si nin Maintenance Worker I/II -1.00
Public Works Urban Forest Tree Trimmer -1.00
Public Works Urban Forest Sr Tree Trimmer -1.00
Recreation Parkwa Pool A uatic Su v II -1.00
Exhibit A -Budget Reduction Plan
Page 3 of 31
Recreation Parkwa Rec Ctr Rec Su v. I -I.00
Subtotal CVEA -28.00 2.00
WCE
En ineerin Pro'ect Desi n Associate En ineer -1.00
En ineerin Traffic/Trans ortation Associate En ineer -1.00
Subtotal WCE -2.00 0.00
Total
-30.00 2.00
Note: the City Manager will present the City Council a revised budget reduction plan for review with the
adjustments to positions and programs detailed should the financial outlook change or if additional savings
are identified. Modifications to the plan will be consistent with the agreements with the bargaining groups.
The Budget Reduction Plan previously presented to Council included the elimination of
166.5 positions and could have resulted in as many as 129 layoffs. Thanks to the
cooperation of CVEA and WCE, 30 positions have been removed from the Budget
Reduction Plan. The updated Budget Reduction Plan now reflects the elimination of
136.5 positions and may result in 101 layoffs. The City continues to work with employee
groups to further mitigate the proposed employee layoffs.
The Budget Reduction Plan includes significant program and personnel reductions that
impact all departments and bargaining groups -these changes will result in significantly
lower levels of service being provided to the community. These reductions are especially
difficult given the reductions the City has made over the past two years 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. In September 2008, 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 positions through these
various processes 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.
Exhibit A -Budget Reduction Plan
Page 4 of 31
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 2009-2010. 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. As with previous processes, employee
suggestions were encouraged and sought at all levels of the organization.
The City Council first considered the Budget Reduction Plan at the December 4, 2008
Council Workshop and has been discussed at the Council Meetings of December 9 and
16, 2008 and January 6, 2009. At these meetings, Council has heard public comments
and provided staff with direction on the proposed Budget Reduction Plan. The proposed
Budget Reduction Plan brings into balance the General Fund, Development Services
Fund, and the Redevelopment Agency/Housing Authority. The updated Budget
Reduction Plan does not mitigate all of the issues that have been highlighted during
public comments but the City has made some progress in restoring community programs
and maintenance programs that impact the standard of living for Chula Vista residents.
The following tables summazize the personnel reductions that have been approved by
City Council to date through previous budget reduction processes and the staffing
reductions that are now being proposed.
Exhibit A -Budget Reduction Plan
Page 5 of 31
Summary of Previous and Proposed Personnel Reductions by Department
Administration 28.00 -2.00 -10.00 -43%
Recreation & Nature Center 43.25 -4.75 -13.50 -42%
Planning & Building 91.50 -33.00 -5.50 -42%
Library 68.75 -18.00 -10.50 -41%
Human Resources 25.50 -5.00 -5.50 -41%
RedevelopmentAgency/Housing 18.00 -1.00 -6.00 -39%
Engineering 74.00 -21.50 -5.50 -36%
Finance 33.50 -8.00 -3.00 -33%
1TS 28.00 -4.00 -5.00 -32%
City Attorney 14.00 -2.00 -2.00 -29%
City Clerk 8.50 -1.00 -1.00 -24%
Public Works 260.00 -18.50 -25.00 -17%
Fire 152.00 -17.00 -9.00 -17%
Police 364.50 -25.00 -34.00 -16%
City Council 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 -136.50 -24%
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. Staffing 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
Professional 81.50 -10.00 -20.50 -37%
Management 146.00 -32.00 -20.00 -36%
WCE 37.00 -7.00 -3.00 -27%
CVEA 609.25 -98.75 -59.00 -26%
Confidential 31.00 -5.00 -2.00 -23%
POA 247.00 -7.00 -23.00 -12%
IAFF 112.00 -1.00 -9.00 -9%
Total 1263.75 -160.75 -136.50 -24%
Exhibit A -Budget Reduction Plan
Page 6 of 31
The last table in this section summarizes the net cost reductions by department being
proposed for fiscal year 2009-2010.
Administration $ 4,506,648 $ (1,680,800) -37%
Non Departmental $ 9,457,930 $ (2,290,000) -24%
City Attorney $ 2,758,467 $ (644,000) -23%
Recreation & Nature Center $ 6,567,246 $ (1,319,300) -20%
ITS $ 4,128,335 $ (805,000) -19%
Human Resources $ 4,309,655 $ (633,000) -15%
Library $ 8,289,824 $ (1,135,400) -14%
City Clerk $ 1,282,467 $ (171,000) -13%
Planning & Building $ 3,651,709 $ (463,700) -13%
Engineering $ 4,994,273 $ (565,000) -11%
Finance $ 3,025,143 $ (341,000) -11%
Police $ 50,064,782 $ (5,372,000) -11%
Public Works $ 23,948,671 $ (2,350,700) -10%
Fire $ 23,582,251 $ (2,300,000) -10%
City Council $ 1,522,730 $ (118,600) -8%
Animal Shelter $ 2,112,614 $ - 0%
Boards and Commissions $ 14,736 $ - 0%
Total General Fund $ 154,217,481 $ (20,189,500) -13%
Other Funds:
Redevelopment Agency/Housing $ 8,875,694 $ (725,000) -8%
Development Services Fund $ 8,801,768 $ (1,011,000) -11%
Summary of Proposed Budget Reductions by Department
To follow is a summary of the proposed budget reductions by depaztment; the summary
includes the proposed reduction and the anticipated service impacts. The summaries
below reflect the impacts for all funds -for example the Planning and Building reflects
the proposed reductions for the General Fund and the Development Services Fund.
Summary of Proposed Net Cost Reductions by Department
Exhibit A -Budget Reduction Plan
Page 7 of 31
City Council/Mayor
Summary of Budget Reductions:
Personnel Services Reduction Summary
Other Expenditure Reduction Summary
Revenue Enhancements
118,600
Total Net Cost Reduction
$ 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 $ 171,000
Other Expenditure Reduction Summary $ -
Revenue Enhancements $ -
Total Net Cost Reduction $ 171,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 7.50
Proposed FTE Reduction Summary (1.00)
Reduction in Personnel FTEs -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 elimination of the Assistant City Clerk will cause
continued delays in providing these services. With the exception of passport services, all
Exhibit A -Budget Reduction Plan
Page 8 of 31
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 City Clerk indicates the
passport services function is fully revenue offset and therefore not recommended for
elimination.
Summary of Budget Reductions:
Personnel Services Reduction Summary $ 644,000
Other Expenditure Reduction Summary $ _
Revenue Enhancements $ _
Total Net Cost Reduction $ 644,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 12.00
Proposed FTE Reduction Summary (2.00)
Reduction in Personnel FTEs -16.7%
Service Impacts:
The City Attorney's Office authorized staffing level was reduced from 14 positions to 12
positions as part of the fiscal year 2008-2009 budget. This proposal would eliminate
another 2 positions from the City Attorney's Office for a combined staffing 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.
Exhibit A -Budget Reduction Plan
Administration
Page 9 of 31
Summary of Budget Reductions:
Personnel Services Reduction Summary $ 1,341,800
Other Expenditure Reduction Summary $ 204,000
Revenue Enhancements $ 135,000
Total Net Cost Reduction $ 1,680,800
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 26.00
Proposed FTE Reduction Summary (10.00)
Reduction in Personnel FTEs -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.
Citv 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. Economic Development functions will be consolidated with the Planning
and Building Department.
Budget and Analysis -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
Exhibit A -Budget Reduction Plan
Page 10 of 31
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 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
azeas 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: writing 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, banners, 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
Exhibit A -Budget Reduction Plan
Page 11 of 31
logistics would be assigned to another department; and the production and broadcasting
of the rotating bulletin board would end.
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 $ 555,000
Other Expenditure Reduction Summary $ 250,000
Revenue Enhancements $ -
Total Net Cost Reduction $ 805,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 24.00
Proposed FTE Reduction Summary (5.00)
Reduction in Personnel FTEs -20.8%
Service Impacts:
The annual computer replacement fund 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.
Exhibit A -Budget Reduction Plan
Page 12 of 31
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 finger print
appointments in Police and passport applications in the Clerk's Office. Roll-out of
additional e-government applications will be negatively impacted.
Human Resources
Summary ofBudget Reductions:
Personnel Services Reduction Summary $ 587,000
Other Expenditure Reduction Summary $ 46,000
Revenue Enhancements $ _
Total Net Cost Reduction $ 633,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 20.50
Proposed FTE Reduction Summary (5.50)
Reduction in Personnel FTEs _26,g%
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 commensurate 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/Sths
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.
Exhibit A -Budget Reduction Plan
Page 13 of 31
Risk Mana eg ment -The loss of a Senior Risk Management Specialist (Safety) will have
city and community 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' 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.
Employee 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 MOU 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 $ 341,000
Other Expenditure Reduction Summary $ -
Revenue Enhancements $ -
Total Net Cost Reduction $ 341,000
Personnel Full Time Equivalents (FTEs)
A uthorized F TE S taffing 25.50
Proposed FTE Reduction Summary (3.00)
Reduction in Personnel FTEs -11.8%
Service Impacts:
The last rounds of cuts in the Finance Department have resulted in an overall 22 percent
decrease in staffing for the Deparhnent. 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 financial reporting deadlines.
Therefore, the next round of major cuts will occur in the Purchasing division, specifically
Exhibit A -Budget Reduction Plan
Page 14 of 31
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 staffing levels from fiscal year 2006-07 and reflective of the staffing
levels of 1987.
Planning and Building
S ummary of B udget Reductions:
Personnel Services Reduction Summary $ 693,000
Other Expenditure Reduction Summary $ 73,000
Revenue Enhancements $ 175,000
Total Net Cost Reduction $ 941,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 58.50
Proposed FTE Reduction Summary (5.50)
Reduction in Personnel FTEs -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 Sign Enforcement Program to the Residential Abandoned Property Program.
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:
Exhibit A -Budget Reduction Plan Page I S of 31
• 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)
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
Summary of Budget Reductions:
Personnel Services Reduction Summary $ 848,500
Other Expenditure Reduction Summary $ -
Revenue Enhancements $ -
Total Net Cost Reduction $ 848,500
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 52.50
Proposed FTE Reduction Summary (5.50)
Reduction in Personnel FTEs -10.5%
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.
The Traffic Division 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 proposed
reductions in the Development Services Fund are due to the slowdown in development;
this proposal will result in little or no service level reduction unless development and
capital improvement proj ects pick up.
Exhibit A -Budget Reduction Plan
Public Works
Summary of Budget Reductions
Personnel Services Reduction Summary $ 2 448 900
> >
Other Expenditure Reduction Summary $ 152,000
Revenue Enhancements $ -
Total Net Cost Reduction $ 2,600,900
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 241.50
Proposed FTE Reduction Summary (25.00)
Reduction in Personnel FTEs -10.4%
Page 16 of 31
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 Sienal and Street Lieht 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 yeaz 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.
Urban Forestrv Program -Eliminating one position 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 designated for elimination 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
Exhibit A -Budget Reduction Plan
Page 17 of 31
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 fines.
NPDES Program -This one position is 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;
Pazk Maintenance Program - In fiscal year 2007-08, the Pazks Division had 7 gardener
positions eliminated due to budget reductions. The current budget cuts include
eliminating 2 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 forwazd 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.
Construction and Repair Program -Eliminating four positions will eliminate painting and
stucco and drywall repairs for City buildings and would mean potentially delayed
responses to complaints, and electrical repairs (notably those associated with exposed
wiring or copper wire thefts throughout the City). 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.
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.
Exhibit A -Budget Reduction Plan
Police
Page 18 of 31
Summary ofBudget Reductions:
Personnel Services Reduction Summary $ 4,084,000
Other Expenditure Reduction Summary $ 1,108,000
Revenue Enhancements $ 180,000
Total Net Cost Reduction $ 5,372,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 339.50
Proposed FTE Reduction Summary (34.00)
Reduction in Personnel FTEs -] p,p%
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.
Exhibit A -Budget Reduction Plan
Page 19 of 31
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 Forensic Agent handles very technical investigations involving the use of
computers. Often times, detectives find 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 financial 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.
Community 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 play a 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.
Exhibit A -Budget Reduction Plan
Page 20 of 31
Over the last several years, Public Safety Analysts have been able to secure nearly $1.SM
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 contributing members of the community. With an over 98% success rate
(based upon recidivism), these programs are essential in reducing crimes involving youth.
Frozen/Vacant 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 2008-2009, 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 is not
working.
The Police Dispatcher position is critical as the dispatch center is currently below the
recommended number of dispatchers based upon the Dispatch Staffing Model. Currently
Exhibit A -Budget Reduction Plan
Page 21 of 31
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.
Fire
Summary ofBudget Reductions:
Personnel Services Reduction Summary $ 2,300,000
Other Expenditure Reduction Summary $ -
Revenue Enhancements $ -
Total Net Cost Reduction $ 2,300,000
Personnel Full Time Equivalents (FTEs)
A uthorized F TE S taffing 135.00
Proposed FTE Reduction Summary (9.00)
Reduction in Personnel FTEs -6.7%
Service Impacts:
Cross Staffing 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 staffing 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 athree-person engine
company (E57) and afour-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 Fire/Multi-casualty Incident/Rescue). 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
Exhibit A -Budget Reduction Plan
Page 22 of 31
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 lazger extent because the proposed staffing 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 Staffin of Truck 51 -After cross staffing has occurred between Truck 57 and
USAR 53, the only appazatus 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:
• 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 1.1 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 of 2,000 calls for service annually.
Exhibit A -Budget Reduction Plan
Recreation
Page 23 of 31
Summary of Budget Reductions:
Personnel Services Reduction Summary $ 1,303,300
Other Expenditure Reduction Summary $ 16,000
Revenue Enhancements $ -
Total Net Cost Reduction $ 1,319,300
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 38.50
Proposed FTE Reduction Summary (13.50)
Reduction in Personnel FTEs -35.1%
Service Impacts:
The budget reduction plan includes significant reductions to the Recreation Department;
the service impacts of those reductions are summarized below by program.
Program Services
• 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 to 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.
Exhibit A -Budget Reduction Plan
Page 24 of 31
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.
Summary of Budget Reductions:
Personnel Services Reduction Summary $ 1,064,400
Other Expenditure Reduction Summary $ 71,000
Revenue Enhancements $ _
Total Net Cost Reduction $ 1,135,400
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 50.75
Proposed FTE Reduction Summary (10.50)
Reduction in Personnel FTEs -20.7%
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.
Exhibit A -Budget Reduction Plan
Page 25 of 31
Redevelopment Agency and Housing Authority
Summary of Budget Reductions:
Personnel Services Reduction Summary $ 725,000
Other Expenditure Reduction Summary $ -
Revenue Enhancements $ -
Total Net Cost Reduction $ 725,000
Personnel Full Time Equivalents (FTEs)
Authorized FTE Staffing 17.00
Proposed FTE Reduction Summary (6.00)
Reduction in Personnel FTEs -35.3%
Service Impacts:
The State of California, in fiscal years 2004-2005, 2005-2006 and 2008-2009 required the
Chula Vista Redevelopment Agency to shift tax increment revenues to the State
Educational Revenue Augmentation Fund (ERAF). For fiscal year 2004-2005 and fiscal
year 2005-2006, the Agency borrowed funds from the Califomia Statewide Communities
Development Authority to make its ERAF payments. Financing the fiscal years 2004-
2005 and 2005-2006 ERAF shifts was necessary to maintain funding for ongoing
redevelopment projects. To make its fiscal year 2008-2009 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-
2010 may impact the Agency's ability to continue redevelopment programs like
"Southwest United in Action".
Summary of Proposed Personnel Reduction by Department
The following table reflects the proposed personnel reductions by department. In order to
highlight the changes to the plan, the 30 positions that have been restored because of the
CVEA and WCE salary concessions remain on the proposed personnel reduction list but
are represented with a strikeout.
Exhibit A -Budget Reduction Plan Page 26 of 31
Administration
Administrative Technician CVEA -1.00 0.00
Director of Budget and Analysis EXEC -1.00 0.00
Executive Assistant to the City Manager PROF -I.00 0.00
Governmental Relations Liaison SM -1.00 0.00
Graphic Designer CVEA -1.00 0.00
Principal Management Analyst PROF -1.00 0.00
Senior Management Analyst PROF -1.00 0.00
Special Events Planner PROF -].00 0.00
Special Projects Manager SM -1.00 1.00
Senior Graphic Designer PROF -1.00 0.00
Total Administration -10.00 1.00
City Attorney
Assistant City Attorney SM 1.00 0.00
Deputy City Attorney II PROF L00 0.00
Deputy City Attorney III SM -1.00 0.00
Deputy City Attorney III SM -1.00 0.00
Executive Secretary CONF -1.00 0.00
Senior Assistant City Attorney EXEC -1.00 1.00
Total City Attorney -2.00 1.00
City Clerk
Assistant City Clerk SM -1.00 1.00
Total City Clerk -1.00 1.00
City Council
Coastal & Environmental Policy Consultant PROF -1.00 1.00
Total Ci[y Council -1.00 1.00
Engineering
Director of Engineering EXEC -1.00 0.00
Engineering Technician 1 CVEA -1.00 0.00
Landscape Architect PROF -0.50 0.00
Landscape Planner II (DSF) CVEA -1.00 0.00
Senior Civil Engineer WCE -1.00 1.00
Landscape Planner II CVEA 1.00 0.00
Senior Civil Engineer (DSF) WCE -1.00 L00
Senior Office Specialist CVEA -1.00 1.00
Note: Strikeout items represent the positions that are being restored from the budget reduction plan
Exhibit A -Budget Reduction Plan
Page 27 of 31
~,~,~,~,~:~.o Ong; nee av~E -gee e:ee
~~~,,..:..,.-~-,r..,.:..oe_ "~ -1-00 0.00
Total Engineering -5.50 3.00
Finance
Accounting Assistant CVEA -1.00 1.00
Procurement Specialist CVEA -1.00 0.00
Purchasing Agent SM -1.00 1.00
Total Finance -3.00 2.00
Fire
Fire Captain
Fire Engineer
Firefighter
IAFF -3.00 0.00
IAFF -3.00 0.00
IAFF -3.00 0.00
Total Fire -9.00 0.00
Human Resources
Benefits Technician CONF -1.00 1.00
Fiscal Office Specialist CVEA -0.50 0.50
Human Resources Analyst PROF -1.00 0.00
Principal Human Resources Analyst PROF -1.00 0.00
Senior Risk Management Specialist PROF -1.00 I.00
Senior Risk Management Specialist PROF -1.00 0.00
Total Human Resources -5.50 2.50
Information Technology Services
Administrative Secretary
Info Tech Support Specialist
Info Tech Support Specialist
Senior Application Support Specialist
Webmaster
CVEA -1.00 0.00
PROF -1.00 0.00
PROF -1.00 0.00
PROF -1.00 0.00
CVEA -1.00 0.00
Total Iuformation Technology Services
Library
Assistant Library Director
Delivery Driver
Education Services Supervisor
Librarian III
Library Associate
-5.00 0.00
SM -1.00 1.00
CVEA -0.50 0.00
CVEA -3.00 1.00
CVEA 1.00 0.00
CVEA -1.00 _ 0.00
Note: Strikeout items represent the positions that are being restored from the budget reduction plan
Exhibit A -Budget Reduction Plan Page 28 of 31
Library Digital Services Manager MM -1.00 0.00
Literacy and Programming Coordinator MM -1.00 0.00
Senior Education Services Supervisor CVEA -].00 0.00
Senior Librarian MM -1.00 0.00
Senior Office Specialist CVEA -1.00 0.00
"ter `'~ x.39 9.39
f-V€A -930 9:99
:, ~:.._r "~""*"~..nt EYEA -~50 9:90
!.:'~,rw:~ ai5"vociaic 6'-V-llt -~09 9:9A
'~""'~~~e 6V£~4 -1-00 9:00
:. ~r-_aa r~ -1-09 &S9
L ~:n:y s.,.,.~..«_ ~~ -939 939
Principal Librarian MM -1.00 0.00
senio.• nr".-°.~-~~~"'~"'*s' EVEf>_ x-99 x-99
Total Library -10.50 2.00
Planning and Building
Secretary CVEA -1.00 0.00
Senior Planner PROF -0.50 0.00
Senior Planner PROF -0.50 0.00
Building Inspector II (DSF) CVEA -1.00 0.00
Office Specialist (DSF) CVEA -0.50 0.00
Senior Planner (DSF) PROF -I.00 0.00
Asst Dir of Building & Housing (DSF) SM -1.00 0.00
Total Planning and Building -5.50 0.00
Police
Community Service Officer
Community Service Officer
Latent Print Examiner
Office Specialist
Peace Officer
Peace Officer
Police Agent
Police Agent
Police Agent
Police Agent
Police Agent
Police Community Relations Specialist
CVEA -3.00 2.00
CVEA -1.00 0:00
CVEA -1.00 1.00
CVEA -1.00 0.00
POA -1.00 0.00
POA -1.00 0.00
POA -1.00 0.00
POA -1.00 0.00
POA -1.00 0.00
POA -1.00 0.00
POA -1.00 0.00
CVEA -2.00 0.00
Note: Strikeout items represent the positions that are being restored from the budget reduction plan
Exhibit A -Budget Reduction Plan Page 29 of 31
Police Training & Dev Supervisor PROF -1.00 0.00
Public Information Officer (PD) PROF -1.00 0.00
Public Safety Analyst CVEA -1.00 0.00
Peace Officer POA -4.00 0.00
Peace Officer POA -4.00 0.00
Peace Officer POA -3.00 0.00
Police Agent POA -1.00 0.00
Police Agent POA -1.00 0.00
Police Sergeant POA -I.00 0.00
Police Sergeant POA -1.00 0.00
Police Sergeant POA -1.00 0.00
Total Police -34.00 3.00
Public Works
Carpenter CVEA -1.00 0.00
Custodial & Facilities Manager MM -1.00 1.00
Electrician CVEA -1.00 1.00
Equipment Operator CVEA -1.00 0.00
Gardener 1/If CVEA -2.00 1.00
Maintenance Worker I/11 CVEA -2.00 2.00
Maintenance Worker I/11 CVEA -1.00 1.00
Maintenance Worker I/II CVEA -1.00 1.00
Maintenance Worker 1/II CVEA -1.00 0.00
Painter CVEA -I.00 0.00
Painter CVEA -I.00 0.00
Principal Civil Engineer MM -1.00 0.00
Principal Civil Engineer (DSF) MM 1.00 0.00
Senior Civil Engineer (DSF) WCE -1.00 0.00
Senior Electrician CVEA -1.00 I.00
Senior Landscape Inspector (DSF) CVEA -1.00 0.00
Senior Maintenance Worker CVEA -1.00 1.00
Senior Maintenance Worker CVEA -1.00 1.00
Senior Maintenance Worker CVEA -1.00 1.00
Senior Public Works Inspector (DSF) CVEA -I.00 0.00
Stormwater Compliance Inspector CVEA -1.00 1.00
Traffic Devices Technician CVEA -1.00 1.00
Tree Trimmer CVEA -1.00 0.00
!. ,... + o .....:« n,..:.:,.., 6V~A -1-09 9.90
f~a<~te~jal&+per~iser ~Pr -}:99 &99
Note: Strikeout items represent the positions that are being restored from the budget reduction plan
Exhibit A -Budget Reduction Plan Page 30 of 31
"..gin -a:ee ase
?/acct:c.::,>~~:p:nent-'T:Tst°'a:n. C~€A -1-:00 9:00
:b.. w-.-n.~iiciriaa-.i~irii (~c --1-88 9.~
L~ ~
-
8
0 9
.~
1
8
+y:.~..~.ul vfC••••`cc-o~ii~
EVE'-A 1
/
1/
~
-cvV 1
l
/
~
voV
r,r..: ««,._.,....._ TT /,._v,.- r/T E~r~(-{~ -1-88 9:88
l~T..: ~.~..«.. «.... TV~.L..-I/Tl n`~ -1288 999
Parks & Open Space Manager SM -1.00 0.00
Purl=; °"P~~T C"-~" -1-09 9.90
Public Works Manager MM -1.00 0.00
c...:~_,.~,,:«« ..............~_,.__ ~~ -
1-
0
9 8:99
1
l
~l
1 1
S::i:,: n,._,=°>~a:'s"~ C~Ezh -1~~0 8:99
~__:,.~,»~~ee-ra~.T:,er "~,'~^ -1-:09 9.68
T_.~ ^~-:~ --)-99 8-98
Total Public Works -25.00 13.00
Recreation
Administrative Secretary CVEA -1.00 0.00
Aquarist CVEA -0.75 0.00
Assistant Director of Recreation SM -1.00 0.00
Nature Center Grounds Maint Worker CVEA -1.00 0.00
Nature Center Maintenance Specialist CVEA -1.00 0.00
Nature Center Program Manager PROF -2.00 0.00
Nature Center Program Manager PROF -1.00 0.00
Recreation Supervisor II CVEA -1.00 0.00
Recreation Supervisor l1 CVEA -1.00 0.00
Recreation Supervisor lll CVEA -1.00 1.00
Registered Veterinary Technician CVEA -0.75 0.00
Senior Office Specialist CVEA -1.00 0.00
Senior Recreation Manager MM -1.00 1.00
.".ti,:u~^' C~ -1-98 9.99
pccrcut.~,,.,~r-l C~ -x-:99 8:88
Total Recreation -13.50 2.00
Redevelopment Agency and Housing
Dir of Redevelopment and Housing EXEC -].00 1.00
Principal Project Coordinator PROF -1.00 0.00
Note: Strikeout items represent the positions that are being restored from the budget reduction plan
Exhibit A -Budget Reduction Plan
Project Coordinator I/11
Project Coordinator II
Senior Fiscal Office Specialist
Senior Secretary
Total Redevelopment and Housing
Page 31 of 31
CVEA -L00 1.00
CVEA -1.00 L00
CVEA -L00 0.00
CVEA -1.00 1.00
-6.00 4.00
Note: Strikeout items represent the positions that are being restored from the budget reduction plan
TOTAL PROPOSED REDUCTIONS BY FUND