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HomeMy WebLinkAboutReso 2009-007RESOLUTION 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 the 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 s D. Sandoval Manager Resolution No. 2009-007 Page 2 PASSED, APPROVED, and ADOPTED by the City Council of the City of Chula Vista, California, this 13th day of January 2009 by the following vote: AYES: Councilmembers: Bensoussan, Castaneda, Ramirez, and Cox NAYS: Councilmembers: McCann ABSENT: Councilmembers: None ATTEST: ,~ ~~~~ Donna R. Noms, CMC, City Clerk STATE OF CALIFORNIA COUNTY OF SAN DIEGO CITY OF CFNLA VISTA Ch~ Ma or rY > I, Donna R. Noms, City Clerk of Chula Vista, California, do hereby certify that the foregoing Resolution No. 2009-007 was duly passed, approved, and adopted by the City Council at a regulaz meeting of the Chula Vista City Council held on the 13th day of January 2009. Executed this 13th day of January 2009. /"~ D~ T~ Donna R. Noms, CMC, City Clerk Resolution No. 2009-007 Page 3 Exhibit A -Budget Reductiou Plau 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 yeaz 2008-2009 and an estimated $20.0 million deficit in fiscal yeaz 2009-2010 for the City's operating fund. In addition, budget deficits aze 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 eazly retirement program, continuing discussions with the bazgaining groups, and revenue enhancements. As these items aze 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 bazgaining 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 Yeaz 2008-2009 and $1.9 million in Fiscal Yeaz 2009-2010 with a potential ongoing annual savings of approximately $2.6 million beginning with the 2010-2011 Fiscal Yeaz. 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 aze 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 Yeaz 2009-2010 totals $1.9 million. The programs that would be restored aze summarized below: Community Services • Restores proposed reductions to hours of operation at the South and Civic Center library branches • Continues operation of Pazkway 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 staffmg Resolution No. 2009-007 Page 4 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 aze no longer reflected in the Budget Reduction Plan: Positions Removed from the Budget Reduction Plan ~~ CVEA Libr Branch O erations Libr Associate -1.00 0.50 Libr Branch O erations Lib Assistant -0.50 Libr Branch O erations Libr Associate -0.50 Libr Branch O erations Senior Office S ecialist -1.00 1.00 Libr Branch O erations Librazian I -0.50 0.50 Libr Branch O erations Librarian UII -0.50 Libr Branch O erations Libr Associate -1.00 Library Branch O erations Libr Associate -2.00 Public Works Administration Fiscal Office S ecialist -1.00 Public Works Bld Services Comm ElectronicB ui ment Installer -1.00 Public Works Construction/Re air Construction & Re air osition -1.00 Public Works Custodial Services Custodial Su ervisor -1.00 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 Pazk Ran er Patks Su ervisor -1.00 Public Works Park Ran er Sr Pazk Ran er/hourl aides -1.00 Public Works Stri in & Si in Sr Maintenance Worker -1.00 Public Works Stri in & Si in Maintenance Worker UII -1.00 Public Works Urban Fores Tree Trimmer -1.00 Public Works Urban Fores Sr Tree Trimmer -1.00 Recreation Parkwa Pool A uatic Su v II -1.00 Resolution No. 2009-007 Exhibit A -Budget Reduction Plan Page 5 Page 3 of 3 r Recreation Parkwa Rec Ctr Rec Su v. I -1.00 Subtotal CVEA -28.00 2.00 WCE En neerin Pro'ect Desi Associate En 'neer -1.00 En ineerin Traffic/Irans ortation Associate En 'neer -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 fmancia] outlook change or if additional savings are identified. Modifications to the plan will be consistent with the agreements with the bazgaining 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 aze especially difficult given the reductions the City has made over the past two yeazs in an effort to bring expenditures in line with projected revenues. The Council adopted fiscal yeaz 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 vazious processes has resulted in 12 employee layoffs to date. The number of layoffs would have been much lazger if not for an ongoing hiring freeze, the elimination of most vacant positions and two eazly retirement incentive programs. Resolution No. 2009-007 Pa e 6 ~xhibit 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 yeaz and in fiscal yeaz 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 forwazded 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 fast 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 heazd 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 standazd of living for Chula Vista residents. The following tables summarize the personnel reductions that have been approved by City Council to date through previous budget reduction processes and the staffing reductions that aze now being proposed. Exhibit A -Budget Reduction Plan Resolution No. 200pp9-007 Page 5 of 3~ge 7 Summary of Previous and Proposed Personnel Reductions by Department Administration 28.00 -2.00 -10.00 -43% Recreation & Nat~se 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% Redevelopment Agency/Housing 18.00 -1.00 -6.00 -39% Engineering 74.00 -21.50 -5.50 -36% Finance 33.50 -8.00 -3.00 -33% ITS 28.00 -4.00 -5.00 -32% City Attorney 14.00 -2.00 -2.00 -29% 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 curzent 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 Genera] Fund, Development Services Fund, and Sewer funds. Staffing figures for Planning and Building include positions budgeted in the Genera] 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% Resolugution No. 2009-007 Pag~xhibit 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 yeaz 2009-2010. aammtstrauon S 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 $ - p% Boazds 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 department; 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 Resolution No. 2009-007 p e9 Page 7 of City Council/Mayor Summary of Budget Reductions: Personnel Services Reduction Summary $ 118,600 Other Expenditure Reduction Summary $ - Revenue Enhancements $ - Total Net Cost Reduction $ 118,600 Personnel Full Time Equivalents (FTEs) Authorized FTE Staffing 15.00 Proposed FTE Reduction Summary (I.00) Reduction in Personnel FTEs -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 aze now reflected in the proposed budget reduction plan though the service impacts resulting from the elimination of this position aze not yet included in this report. City Clerk Summary of Budget Reductions Personnel Services Reduction Summary $ 171,000 Other Expenditure Reduction Summary $ - Revenue Enhancements $ - TotalNet Cost Reduction $ 171,000 Personnel Fu11 Time Equivalents (FTEs) Authorized FTE Staffmg 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 Resolution No. 2009-007 Pag~ 10bit A -Budget Reduction Plan Page 8 of 31 functions of the City Clerk's office aze 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. City Attorney Summary ofBudget Reductions: Personnel Services Reduction Summary $ 644,000 Other Expenditure Reduction Summary $ _ Revenue Enhancements $ _ Tota] Net Cost Reduction $ 644,000 Personnel Full Time Equivalents (FTEs) A uthorized F TE S taffing 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 yeaz 2008-2009 budget. This proposal would eliminate another 2 positions from the City Attorney's Office for a combined staffmg reduction of 4 positions, or 29%, over the past two fiscal yeazs. The elimination of 2 additional positions would eliminate specialized legal expertise in certain azeas 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 Summary of Budget Reductions Resolution No. 2009-007 Page 9 0~3~ I 1 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 Staffmg 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. City Manager's Office -The elimination of two management positions in the City Manager's Office will result in the elimination of the City's legislative analysis and governmental relations program and will necessitate shining 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 Pazk, 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 Departrnent. 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 Resolution No. 2009-007 Pag~x~ibit 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 Intemet and Intranet websites, and coordinates special events on public property. Communications' staff members provide creative services for the City departments in the areas of graphic design, photography, videography, copywriting, editing and mazketing. Most of the City's printed materials that reach the public aze 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 boazd 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 azchiving 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 mazketing 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 perntting 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 azchived; City Council meetings would not be azchived; the Intranet and Internet would not be updated regulazly; Council Chambers and conference room reservations and Exhibit A -Budget Reduction Plan Resolution No. 2009-007 Page 13 Page 11 of 31 logistics would be assigned to another department; and the production and broadcasting of the rotating bulletin boazd would end. The public does not realize that the Office of Communications promotes and mazkets 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 S ummary of B udget 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 aze 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 aze so slow that they become unusable. This wdll impact many of the staff that aze 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 Librazy. At the same time, service calls aze anticipated to increase because the computers that City staff aze using aze antiquated and need more support. In addition, these staff members handle many special projects during the course of the yeaz, 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 Depamnent. 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 azea of Pernuts Plus, Business License processing, and custom applications for the Police Department. Resolution No. 2009-007 Page 14 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 Proposed FTE Reduction Summary Reduction in Personnel FTEs 20.50 (5.50) -26.8% Service Impacts: The budget balancing plan includes the elimination of 5.5 full time equivalent positions from the Human Resources Department: two in Operations; two in Risk Management; one in Benefits; and 0.50 in department wide support. These reductions, coupled with prior staff reductions represent a 42% decrease in staff without a 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 dispazate 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 yeazs 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 Resolution No. 2009=007 Page 15 Page 13 of 31 Risk Mana¢ement -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 fmancial 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. Emnloyee 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 ofBudget Reductions Personnel Services Reduction Summary $ 341,000 Other Expenditure Reduction Summary $ - Revenue Enhancements $ - Total Net Cost Reduction $ 341,000 Personnel Full Time Equivalents (FTEs) Authorized FTE Staffing 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 Department. The previous cuts have occurred in the Administrative, Operations and Treasury divisions. At this time, further reducing staffmg levels in these azeas would inhibit our ability to meet our annual reporting deadlines and continue to be in compliance with Federal, State, Local fmancial reporting deadlines. Therefore, the next round of major cuts will occur in the Purchasing division, specifically Resolution No. 2009-007 Pa e 16 ~xhibit 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 yeaz 2006-07 and reflective of the staffing levels of 1987. Planning and Building Summary of Budget Reductions: Personnel Services Reduction Summary $ 693,000 Other Expenditure Reduction Summary $ 73,000 Revenue Enhancements $ 175,000 Total Net Cost Reduction $ 941,000 Personnel Ful] Time Equivalents (FTEs) A utho rized F TE S taffing 5 8.50 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 Pazk • 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 Resolution No. 2009-007 Page 17 Page i 5 of 31 • Timely reseazch 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 standazds, 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 Di~~sion 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 aze 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, pazking, sight distance, etc. The proposed reductions in the Development Services Fund aze 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. Resolution No. 2009-007 Pag 18 ~`xlubit A -Budget Reduction Plan Public Works Page 16 of 31 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 Staffmg Proposed FTE Reduction Summary Reduction in Personnel FTEs 241.50 (25.00) -10.4% 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 yeaz 2000-01, six positions were added to the Street Maintenance Program to catch up with providing street maintenance services citywide. Since that time, the city's streets (lanes) have increased by 224 miles or 25%. In December of 2007, two positions were eliminated due to budget reductions. With this cut of three positions, five of the six staff added in fiscal year 2000-O1 would be eliminated. Overall, street reconstruction will be reduced by 50%. Backlogs for litter and trash pickup will increase resulting in a negative appeazance 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 aze summarized below: • Roadway cleazance 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 yeaz 2007-08 to help the City comply with the new NPDES permit. The increased requirements with regazd 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 Resolution No. 2009-007 Page 19 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 perntit. The Municipal Permit requires the City to implement vazious 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 awazeness 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 Dischazge Control Ordinance; Pazk Maintenance Program - In fiscal yeaz 2007-08, the Parks Division had 7 gazdener 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 yeaz 2000-01 to maintain the new pazks will have been cut. At the same time, the City has moved forwazd with the development of a new community pazk in San Miguel Ranch. Upon its completion, service levels at other parks will further degrade as we account for this increased workload. Construction and Renair 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 yeazs 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. Resolution No. 2009-007 Pa ZZQ . ~xhibrt 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 Tota] Net Cos[ Reduction $ 5,372,000 Personnel Full Time Equivalents (FTEs) Authorized FTE Staffing 339.50 Proposed FTE Reduction Summary (34.00) Reduction in Personnel FTEs -10.0% Service Impacts: Although the Police Department has made every effort to minimize the service level impacts to the citizens of Chula Vista, the impact of the proposed cuts will mean moderate to significant reductions in many azeas of service including: Direct Service; Proactive Patrol; Investigative Services and Community Relations/Outreach. Duect Service - Duect 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 regulaz patrol officers and lengthened on-scene times, which will also result in response time delays. K-9's aze utilized in situations where suspects aze hiding or have bamcaded 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 regulaz 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 dmg enforcement issues. Under a cooperative agreement with the Department of Probation, the JUDGE unit provides enhanced enforcement resources to address dmg 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 aze 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 Resolution No. 2009-007 Page 21 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 Nazcotics Enforcement Team. The Computer Forensic Agent handles very technical investigations involving the use of computers. Often times, detectives fmd computers at a crime scene which may contain evidence and the Computer Forensic Agent is called in to secure any data on the disk, or to remove data from damaged or unreadable media. With the loss of this position, the City could incur substantial costs to send out to a third party computer forensic lab. Financial crimes are the fastest growing crime in the United States. Due to the nature of the investigations and the complexity of the cases, specialized training is required to work the cases. Auto theft represents 50% of the City's Part I crime totals. A trained auto theft detective is imperative to work the over 2,400 cases received each yeaz. 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 pemuts. 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 proacfive media contact from the Police Deparmient. Support -Included in the decrement list aze 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 aze 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 reseazch based strategic analysis of crime and disorder issues, the Public Safety Analysts aze able to focus our limited enforcement contingent on significant issues throughout the community. In addition, the Public Safety Analysts aze also a key component to the Department being able to secure much needed grant funding. Resolution No. 2009-007 Pa e 22 ~xhibit A -Budget Reduction Plan Page 20 of 31 Over the last several yeazs, Public Safety Analysts have been able to secure neazly $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 tazgeted training program is essential to reduce liability to the City and increase safety to the Officers. There aze also two juvenile programs that aze 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 aze essential in reducing crimes involving youth. Frozen/Vacant Positions -There aze 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 yeaz 2007-08, the department cut the Lieutenant who managed both the technology unit and the dispatch center and civilianized the dispatch function. In fiscal yeaz 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 faz 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 departrnent 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, drrect 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 Resolution No. 2009-007 Page 23 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 aze 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 utho rized F TE S taffing 13 5.00 Proposed FTE Reduction Summary (9.00) Reduction in Personnel FTEs -6.7% Service Impacts: Cross Staffine of Urban Seazch and Rescue -This proposal would designate the four positions per day that currently staff the urban seazch 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 departrnent. This will result in at least $1.4 million in savings that would occur from not having to pay overtime to backfil] 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 IncidenURescue). 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 appazatus ResolZZu44tion No. 2009-007 Pag~xlu~bit A -Budget Reduction Plan Page 22 of 31 with fue attack capabilities and therefore initiating an attack on fires will be delayed. Residents may be affected with potential increased response times, because an extra unit will be required on structure fires. However, the residents of the eastern territories will be impacted to a larger extent because the proposed staffmg decrease will affect Station Seven that is located in the eastem 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 Staffine of Truck 51 -After cross staffmg 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 yeaz 2010 a savings of 1.1 million dollazs will be realized. The following aze 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 weaz and teaz on Truck 51 as it will become a primary response vehicle and deliver upwazds of 2,000 calls for service annually. Exhibit A -Budget Reduction Plan Recreation Resolution No. 2009-007 Pagge 25 Page 23 of 31 Summary of Budget Reductions: Personnel Services Reduction Summary Other Expenditure Reduction Summary Revenue Enhancements Total Net Cost Reduction $ 1,303,300 $ 16,000 $ - $ 1,319,300 Personnel Full Time Equivalents (FTEs) Authorized FTE Staffing Proposed FTE Reduction Summary Reduction in Personnel FTEs 38.50 (13.50) -35.1% Service Impacts: The budget reduction plan includes significant reductions to the Recreation Department; the service impacts of those reductions aze summarized below by program. Proeram 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 regazding 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 prepaze infrastructure and equipment for long-term inactivity and potential future re-opening. Administration • Administrative and supervisory responsibilities would need to be absorbed in other azeas, non-core functions would be deferred, and departrnental representation in numerous community collaborative efforts would be eliminated. Resol~ut~ion No. 2009-007 Pag~ 2~5bit 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 guitaz performances, film festivals, etc.) and public outreach (community events, fliers, posters, news releases, calendazs); 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 Resolution No. 2009-007 Page 27 Page 25 of 31 Redevelopment Agency and Housing Authority Summary ofBudget 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 yeazs 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 yeaz 2004-2005 and fiscal yeaz 2005-2006, the Agency borrowed funds from the California Statewide Communities Development Authority to make its ERAF payments. Financing the fiscal yeazs 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. T$e 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 prepazed 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 yeaz 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. Resoluttion No. 2009-007 Pag~ 7~_bit 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 -1.00 0.00 Governmental Relations Liaison SM -I.00 0.00 Graphic Designer CVEA -1.00 0.00 Principal Management Analyst PROF -I.00 0.00 Senior Management Analyst PROF -1.00 0.00 Special Events Planner PROF -1.00 0.00 Special Projects Manager SM -1.00 1.00 Senior Graphic Designer PROF -I.00 0.00 Total Administration -10.00 1.00 City Attorney Assistant City Attorney SM 1.00 0.00 Deputy City Attorney II PROF 1.00 0.00 Deputy City Attorney III SM -1.00 0.00 Deputy City Attorney III SM -1.00 0.00 Executive Secretary COIv-F -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 Cterk -1.00 1.00 City Council Coastal & Environmental Policy Consultant PROF -1.00 L00 Total City Council -1.00 1.00 Engineering Director of Engineering EXEC -1.00 0.00 Engineering Technician I CVEA -1.00 0.00 Landscape Architect PROF -0.50 0.00 Landscape Planner II (DSF) CVEA -1.00 0.00 Senior Civi] Engineer WCE -1.00 L00 Landscape Planner II C VEA 1.00 0.00 Senior Civil Engineer (DSF) WCE -7.00 1.00 Senior Office Specialist CVEA -L00 1.00 Note: Strikeout items represent the positions that are being restored from the budget re duction plan Exhibit A -Budget Reduction Plan Resolution No. 2009-007 Pagge 29 Page 27 of 31 ",~ -x-09 9-0A -I-08 0.00 Total Engineering -5.50 3.00 Finance Accounting Assistant ~ CVEA -L00 1.00 Procurement Specialist CVEA -1.00 0.00 Purchasing Agent SM -1.00 I.00 Total Finance 3.00 2.00 Fire Fire Captain Fire Engineer Fvefighter 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 1.00 Senior Risk Management Specialist PROF -L00 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 Information 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 -L00 _ 0.00 Note: Strikeout items represent the positions that are being restored from the budget reduction plan Resolution No. 2009-007 PagBe~~it 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 -1.00 0.00 Senior Librarian IvfM -1.00 0.00 Senior Office Specialist CVEA -1.00 0.00 ~~ ESA X39 039 ~~ ESA -9:SA 9:00 L~ r : ESA X39 0-00 ~~ eft x-00 9:90 sseeiate t E-1-')<A -1-09 9~0 Li "..Vrm-~--rxa~oc~ctc ' _ -1-99 9~9 ~ ~--_z°n°~'^<"°"°" CAA X38 939 Principal Librarian MM -1.00 0.00 _ _. y~~ Total Library -10.50 2.00 Planning and Building Secretary Senior Planner Senior Planner Building Inspector II (DSF) Office Specialist (DSF) Senior Planner (DSF) Asst Dir of Building & Housing (DSF) Total Planning and Building Police Community Service Officer CommutuTy 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 -1.00 0.00 PROF -0.50 0.00 PROF -0.50 0.00 CVEA -L00 0.00 CVEA -0.50 0.00 PROF -1.00 0.00 SM -1.00 0.00 -5.50 0.00 CVEA -3.00 2.00 CVEA -1.00 0:00 CVEA -L00 L00 CVEA -1.00 0.00 POA -1.00 0.00 POA -1.00 0.00 POA -L00 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 Resolution No. 2009-007 P gge 31 Page 29 031 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 -1.00 0.00 Police Sergeant POA -L00 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 L00 Electrician CVEA -1.00 1.00 Equipment Operator CVEA -1.00 0.00 Gazdener IQI CVEA -2.00 1.00 Maintenance WorkerI/II CVEA -2.00 2.00 MaintenanceWorketI/II CVEA -1.00 1.00 Maintenance WorkerI/II CVEA -1.00 1.00 Maintenance WorkerI/II CVEA -1.00 0.00 Painter CVEA -1.00 0.00 Painter CVEA -1.00 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 1.00 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 L00 Senior Public Works Inspector (DSF) CVEA -L00 0.00 Stormwater Compliance Inspector CVEA -1.00 1.00 Traffic Devices Technician CVEA -1.00 L00 Tree Trimmer CVEA -1.00 0.00 E~E-t1 x-00 9:90 E~atedial-sxgeFViser ~/t X99 9:08 Note: Strikeout items represent the positions that are being restored from the budget reduction plan Resol3ut?ion No. 2009-007 PagBe~? it A -Budget Reduction Plan Page 30 of 31 ~t 6~€A -49e 9-9e Eu~ -1:9e 9-ge ~ -1-ee e:ee -~.ee 9:9A C~£A -1,9e aes ~~ ~A -1~e A eA ~_:_.,,_ , ~/t -1-00 9:89 _.~__«.__.__ ..,,..._..,.. EV€A -1-80 &99 Pazks & Open Space Manager ~ SM -1.00 0.00 : ::;:~ ~apc~i}gor ~ -~:~ 9~9 Public Works Manager . ~ MM -1.00 0.00 ., _.._ C~ -1-88 9:98 ~.~,~-..o„« ~ c E'.£A x-.90 9:99 ._ __ .-. ,. -~--....W.a,. c CAA -1-98 9~9 ,...:c.~ T- T ~ -1-88 9~0 _.~R "~ -1-.A9 9-89 Total Public Works -25.00 13.00 Recreation Administrafive Secretazy 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 R CVEA -L00 0.00 Recreation Supervisor III CVEA -1.00 L00 Registered Veterinary Technician CVEA -0.75 0.00 Senior Office Specialist CVEA -1.00 0.00 Senior Recreation Manager A NLM -1.00 1.00 ... .. e:.. C .,yu..~oupeii~oPzx ~ L~£A X98 9~9 r _ .. .,.-__ . ~~z ~ -1-98 9~9 Total Recreation -13.50 2.00 Redevelopment Agency and Housing Dir of Redevelopment and Housing EXEC -1.00 1.00 Principal Project Coordinator PROF -I.00 0.00 Note: Strikeout items represent the positions that are being restored from the budget reduction plan --- J Exhibit A -Budget Reduction Plan Resolution No. 2009-007 Page 33 Page 31 of 31 Project Coordinator UII CVEA -L00 1.00 Project Coordinator II CVEA -1.00 1.00 Senior Fiscal Office Specialist CVEA -1.00 0.00 Senior Secretary CVEA -1.00 1.00 Total Redevelopment and Rousing -6.00 4.00 Note: Strikeout items represent the positions that are being restored from the budget reduction plan TOTAL PROPOSED REDUCTIONS BY FUND