Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
2011/06/07 Item 12
CITY COUNCIL, REDEVELOPMENT AGENCY HOUSING AUTHORITY GENDA STATEMENT „~'_ ~ ~~~// CITY OF ~' CHULA VISCA JUNE 7, 2011 Item ITEM TITLE: PUBLIC HEARING CONSIDERATION BY THE CITY COUNCIL, REDEVELOPMENT AGENCY, AND HOUSING AUTHORITY OF THE ADOPTION OF THE OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE CITY AND REDEVELOPMENT AGENCY AND THE OPERATING BUDGET FOR THE HOUSING AUTHORITY FOR FISCAL YEAR 2011- 12 A. COUNCIL RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA RESOLUTION: VISTA ADOPTING THE OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE CITY OF CHULA VISTA EXCLUDING CAPITAL IMPROVEMENT PROJECT TF375 (TRAFFIC SIGNAL MODIFICATION AT F STREET AND FOURTH AVENUE) AND OPEN SPACE DISTRICT 8 FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 OR B. COUNCIL RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA RESOLUTION: VISTA ADOPTING THE OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE CITY OF CHULA VISTA EXCLUDING CAPITAL IMPROVEMENT PROJECT TF375 (TRAFFIC SIGNAL MODIFICATION AT F STREET AND FOURTH AVENUE) AND OPEN SPACE DISTRICT 8 FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 UPDATED TO INCLUDE $150,000 FOR THE PUBLIC WORKS DEPARTMENT'S PERSONNEL SERVICES BUDGET TO INCREASE PARK RANGER HOURS BASED UPON INCREASED PICNIC SHELTER RENTAL FEES 12-1 JUNE 7, 2011, Item ~2. Page 2 of 14 C. COUNCIL RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA RESOLUTION: VISTA ADOPTING THE CAPITAL IMPROVEMENT BUDGET FOR PROJECT TF37S (TRAFFIC SIGNAL MODIFICATION AT F STREET AND FOURTH AVENUE) FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 D. COUNCIL RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA RESOLUTION: VISTA ADOPTING THE OPERATING BUDGET FOR OPEN SPACE DISTRICT 8 FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 E. COUNCIL RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA RESOLUTION: VISTA AMENDING THE COMPENSATION SCHEDULE AND CLASSIFICATION PLAN TO REFLECT THE ADDITION OF VARIOUS POSITION TITLES AS REFLECTED IN THE FISCAL YEAR 2011-12 OPERATING BUDGET F. COUNCIL RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA RESOLUTION: VISTA WAIVING THE FORMAL BIDDING PROCESS AND APPROVING THE SECOND ADDENDUM TO THE EXISTING AGREEMENT BETWEEN'THE CITY OF CHULA VISTA AND HIGHBEAM MARKETING AND AUTHORIZING AND DIRECTING THE CITY MANAGER TO EXECUTE AND IMPLEMENT SAID SECOND ADDENDUM G. REDEVELOPMENT RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY AGENCY RESOLUTION: OF CHULA VISTA ADOPTING THE OPERATING BUDGET FOR THE REDEVELOPMENT AGENCY FOR THE SOUTHWEST/ TOWNE CENTER II/OTAY VALLEY/ADDED AREA PROJECT AREA FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 H. REDEVELOPMENT RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY AGENCY RESOLUTION: OF CHULA VISTA ADOPTING THE OPERATING BUDGET FOR THE REDEVELOPMENT AGENCY FOR TOWNE CENTER I AND THE BAYFRONT PROJECT AREAS FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 12-2 JUNE 7, 2011, Item ~ 2-- Page 3 of 14 I. HOUSING AUTHORITY RESOLUTION OF THE HOUSING AUTHORITY OF THE CITY OF RESOLUTION: CHULA VISTA ADOPTING THE OPERATING BUDGET FOR THE HOUSING AUTHORITY FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 J. COUNCIL ORDINANCE ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE SECTION 2.05.010 RELATING TO THE ESTABLISHMENT OF UNCLASSIFIED POSITIONS TO ADD MARKETING AND COMMUNICATIONS MANAGER, SPECIAL EVENTS COORDINATOR, BUILDING OFFICIAL/CODE ENFORCEMENT MANAGER, DIRECTOR OF ECONOMIC DEVELOPMENT, AND CONTINUOUS IMPROVEMENT MANAGER (4/STHS VOTE REQUIRED FOR THIS ITEM) SUBMITTED BY: DIRECTOR OF FINANCE/TREASUR~~ REVIEWED BY: CITY MANAGER ASSISTANT CITY ANAGER `7~ ITEMS A - I 4/STHS VOTE: YES ^ NO ~ ITEM J 4/STHS VOTE: YES Q NO ^ SUMMARY On May 24, 2011, the City Council was provided the City Manager's proposed operating and capital improvement budgets for the City and the operating budget for the Redevelopment Agency and the Housing Authority for the 2011-12 fiscal year (ending June 30, 2012.) The City Council was presented a preliminary version of the City Managers Proposed General Fund budget at the April 14, 2011 Council Meeting. The budgets submitted at this time for formal adoption and appropriation represent the City Manager's proposed 2011-12 budgets and additional recommended changes based upon input received at the April 14tH Council meeting and at subsequent meetings with the Mayor and Council, as well as final budget adjustments. 12-3 JUNE 7, 2011, Item f~'L Page 4 of 14 ENVIRONMENTAL REVIEW The Environmental Review Coordinator has reviewed the proposed activity, Adoption and Appropriation of the City, Redevelopment Agency, and Housing Authority budgets for fiscal year 2011-12, for compliance with the California Environmental Quality Act (CECtA) and has determined that the activity is not a "Project" as defined under Section 15378 of the State CEClA Guidelines because it involves only the allocation of funding; therefore, pursuant to Section 15060(c)(3) of the State CEC1A Guidelines the activity is not subject to CECW. RECOMMENDATION Staff recommends that the City Council adopt Resolution B. The adoption of either of these resolutions will result in the adoption of the budget for most City funds. These two resolutions are identical, except that Resolution B increases the City Manager's Proposed Budget reflected in Resolution A by $150,000 to add hourly park rangers. These costs are offset by increased picnic shelter rental fees, as presented for Council's consideration in a separate Consent Item. Resolutions C-I and Ordinance J -Staff recommends that the City Council, Redevelopment Agency and Housing Authority adopt their respective resolutions and place the ordinance on first reading. BOARDS/COMMISSION RECOMMENDATION None. DISCUSSION Staff submitted the Fiscal Year 2011-12 Proposed Budget document to the City Council on May 24, 2011. As required by the City Charter, the City Manager's proposed budget was submitted to the City Council at least thirty-five days before the beginning of the fiscal year. The preliminary proposed fiscal year 2011-12 budget for the General Fund was presented to the City Council on April 14, 2011. This report summarizes the City Manager's proposed budget for fiscal year 2011-12 as amended to reflect additional recommended changes based upon input received at the April 14th Council meeting and at subsequent meetings with the Mayor and Council, as well as final budget adjustments. Proposed Budget Fiscal Year 2011-12 Attachment A, Recommended Expenditures by Department and Category, summarizes the City Manager's proposed budget for fiscal year 2011-12. The Recommended Expenditures by Department and Category has been updated to reflect the various budget adjustments. 12-4 JUNE 7, 2011, Item ~Z Page 5 of 14 The final All Funds expenditure budget submitted for fiscal year 2011-12 totals $288.6 million and includes a General Fund budget of $123.6 million. The All Funds budget for fiscal year 2011-12 also includes spending allocations for capital improvement projects totaling $22.7 million, Redevelopment Agency funds total $34.0 million and Housing Authority funds total $1.1 million. The remaining $107.2 million represents the operating budgets for various funds including Sewer, Development Services, Transit, and Debt Service Funds. Estimated All Funds revenues total $267.9 million, the Schedule of Revenues is included as Attachment B. The General Fund operating budget is balanced with estimated revenues totaling $123.6 million. These revenues include the use of $2.4 million from Economic Contingency Reserves. The total number of recommended permanent positions is 924.75 for fiscal year 2011-12. This represents a net reduction of 80.0 positions from the fiscal year 2010-11 adopted budget. Attachment C summarizes the final position counts by department and fund for fiscal year 2011-12. Attachments A and B correspond with the budgets recommended in Resolution A. Should Council approve Resolution B instead of Resolution A these budgets would be updated to include $150,000 in additional revenues and expenditures in the General Fund's Public Works Department. Changes to the Proposed Budget Due to the time it takes to put together the Fiscal Year 2011-12 Proposed Budget document there were some budget changes that were not reflected in the document. These changes are detailed by fund in Attachment D -Summary of Changes to Proposed Budget Document. The following table summarizes the total impact of these changes. Updated Fiscal Year 2011-12 Proposed Budget ~. .- . General Fund $ 123,714,187 $ 123,714,187 Budget Adjustments $ (83,467) $ (83,467) Updated General Fund $ 123,630,720 $ 123,630,720 Other Funds $ 138,578,466 $ 159,522,544 Adjustments to Other Funds $ 5,733,498 $ 5,452,661 Updated Other Funds $ 144,311,964 $ 164,975,205 Note: The projected impact to other funds reserve levels reflects the expenditure of funds collected in prior years for capital improvement projects and debt service. 12-5 JUNE 7, 2011, Item ~2- Page 6 of 14 The changes to the General Fund include a number of personnel changes that due to timing issues were not included in the Fiscal Year 2011-12 Proposed Budget document. These changes are summarized below by department: • Police Department -Police Department salary savings will be utilized to eliminate the layoff of 2.0 Peace Officer positions. It is anticipated that the salary savings will occur as part of the normal attrition pattern for the Police Department and recruitments will not be delayed in order to realize these salary savings. • Department Consolidations -Since 2009, the City has consolidated a number of departments in order to be more efficient and create cost savings. Most recently the City Manager considered the consolidation of the Information Technology Services Department with the Human Resources Department and the consolidation of the Recreation and Library Departments. After reviewing both options the City Manager's budget reflects the consolidation of the Human Resources and Information Technology Services departments, which will now be overseen by a single director. In order to effect this change, the Director of Human Resources will be reclassified to a newly created position of Director of Human Resources/Information Technology Services Departments. The position of Director of Information Technology Services has been eliminated from the proposed budget. The City Manager's Office conducted a thorough evaluation of the potential consolidation of the Library and Recreation departments; see Attachment F - Organizational Changes memo. The memo concluded that for a number of reasons it is simply not feasible that one department director would be able to successfully manage both departments. • Administration and Development Services (General Fund) -Over the next year the City will continue to focus on economic development. A key component of economic development is a cohesive marketing strategy. The Economic Development Officer budgeted in Development Services has been transferred to the Administration Department and reclassified to a Marketing and Communications Manager. This newly created position will focus on marketing the City and creating new economic development opportunities. The Marketing and Communications Manager will also be the lead communications position in the City Manager's Office. This position will be offset by an increase in projected cable and other communication revenues. The addition of the Marketing and Communications Manager will also change the focus of the current Communications Coordinator, which will be reclassified to a Special Events Coordinator. In addition to the personnel changes summarized above, the General Fund was also updated to include the following changes: 12-6 JUNE 7, 2011, Item 12- Page 7 of 14 • Recreation Department - An increase of $65,204 for utility costs and other miscellaneous expenditures at the Nature Center. These expenditures will be fully offset through a reimbursement from the Nature Center Foundation. • Public Works - An increase of $29,833 for expenditures related to the Naturescape in a box program. This program is fully offset by grant revenue. • Non-Departmental - An increase of $66,734 in revenue from the Other Transportation Program Fund to reimburse the General Fund for interest earned in a prior year. The proposed budget also reflects a reduction in the use of Economic Contingency Reserves, which was reduced from $2.6 million to $2.4 million. A transfer out of $88,633 from the General to the State Grant Fund was also added to Non Departmental. This transfer is needed to address the negative fund balance in the State Grant Fund; this fund is negative due to expenses incurred in a prior year for the Nature Center remodel. The adjustments to the City Manager Proposed General Fund budget results in a net reduction of $24,238 in expenditures and revenues, for an updated proposed General Fund budget of $126,630,720. In addition to the adjustments to the General Fund, there are several changes to other funds; these adjustments resulted in a net expenditure increase of $5,452,824 and a net revenue increase of $5,733,498. These changes are detailed by fund in Attachment D -Summary of Changes to Proposed Budget Document. Changes to Service Delivery The proposed budget for fiscal year 2011-12 reflects a net reduction of 80.0 positions when compared to the fiscal year 2010-11 adopted budget. This reduction in staffing resulted in reductions across all service areas. The fiscal year 2011-12 budget allows the City to continue to provide core services. The proposed budget will fund reasonable levels of service - it will be some time before the City is able to provide optimal levels of service. Since the implementation of the budget balancing plan in January 2011, several issues have arisen regarding City services. Staff has worked diligently to address the concerns of the Council and the community. To follow is a summary of the most notable issues. • Norman Park Center -The Recreation Department was able to restore the majority of hours of operation at Norman Park Center in the current year by reallocating staffing and through a CDBG grant. While the hours of operation were reduced for the Norman Park Center it is open to the public from 8:00 to 2:00 from Monday to Friday. The Recreation Department will continue to explore other options for funding for the Norman Park Center and other Recreation facilities. • Police -The budget reduction plan included the elimination of 15 sworn positions. Since the plan was developed, two positions are proposed to be reinstated through 12-7 JUNE 7, 2011, Item ~2- Page 8 of 14 the use of grant funding and two positions will be restored by utilizing salary savings within the Police Department budget. The Police Department has also worked to mitigate the impact to Patrol Operations by: o Patrol Staffing -The Police Department has recently implemented a geographical based policing staffing model. As part of the implementation of this new staffing model, the department reevaluated the number of hours dedicated to training in the Patrol Division. The Department has reduced the number of training hours from 100 to 60 hours per officer annually, which is well over twice the number of annual training hours required by POST (the commission on Peace Officer Standards and Training.) The reduction in time dedicated to training along with other staffing efficiencies, allowed the department to redeploy the equivalent of 5.0 positions from training to providing patrol services. o School Resource Officer Program - As part of the implementation of the budget reduction plan, the Police Department reduced the number of officers assigned to schools. The reduction in service to the schools, while not ideal, has been working successfully and the department has received positive feedback from the school districts. These changes eliminate the potential demotions and pending layoffs of two Peace Officers. The combined impact of these changes also eliminates the net loss of hours in Patrol. • Tiny Tots Program -the Recreation Department was able to maintain this program at five Recreation centers through a fee increase. • Park Ranger Program -The City Council will consider a proposal to increase picnic shelter rental fees that would then be used to restore hourly park rangers. The addition of the hourly park ranger staffing would not fully restore the program but would provide basic service levels. • Graffiti Abatement -While no additional City resources have been dedicated to this program, a successful private-public-nonprofit partnership is helping mitigate a portion of the issues resulting from the elimination of the graffiti abatement crews. The City will continue to work with community groups and private sector partners to further cement this collaborative approach to abating graffiti. Staff will reevaluate this program in the coming year and may recommend enhancing program resources if additional revenues become available. • Restoring Library Hours -The Library Department continues to work with Otay Ranch Town Center management to finalize the agreement to open a Library storefront at the Town Center. The Library storefront will provide greater accessibility than its current location at Eastlake High School as well as increased hours of operation. The increased hours of service at the Otay Ranch Town Center 12-8 JUNE 7, 2011, Item ~Z- Page 9 of 14 helps to restore a significant number of the hours that were lost as part of the budget balancing plan. However, the Library is still limited in the total number of hours as well as the amount of special programming that it is able to provide. Position Summary Resolution E authorizes an amendment to the Compensation Schedule and Classification Plan to reflect the staffing changes proposed in the fiscal year 2011-12 budget. During the development of the proposed budget, departments worked with the Human Resources Department to review positions that were working out of class due to changing job duties resulting from the various budget reductions and reorganizations. Departments worked with Human Resources to determine the appropriate classification and compensation for these reclassification requests. The proposed staffing changes are recommended based on changes to workload and scope of responsibility. It should be noted that since fiscal year 2007 the City has eliminated 339.0 permanent positions. Since that time, the City has gone through a number of reorganizations in order to adjust to lower staffing levels. In order to comply with Civil Service rules and provide fair compensation, the proposed budget for fiscal year 2011-12 includes a number of reclassifications. These reclassifications are summarized on the following table. Development Services Director of Environmental and Director of Economic (General Fund) Conservation Services Development Administration Communications Coordinator Special Events Coordinator Administration Economic Development Officer Marketing and Communications Manager Development Services Deputy Building Official Building Official/Code Enforcement Manager Human Resources Director of Human Resources Director of Human Resources/Information Technology Services Departments As a result of these staffing changes, staff is recommending the establishment of six new job titles. The new classification, bargaining group, and E-Step salary are listed below. 12-9 JUNE 7, 2011, Item ~2 Page 10 of 14 Special Events Coordinator Yes Professional-UC $3,305 Director of Human Resources/Information Technology Yes Executive $6,460 Services Departments Building Official/Code Enforcement Yes Senior Manager $5,565 Manager Continuous Improvement Manager Yes Senior Manager $4,759 The salary for the Director of Economic Development is set equal to the Director of Conservation and Environmental Services and the Special Events Coordinator is set equal to the Communications Coordinator -these changes result in a change in titles only for these two positions. The City Manager is requesting the addition of the classification of Continuous Improvement Manager This position will focus on implementing the Continuous Improvement/Lean program on a consistent basis Citywide. Implementation of this program will help the City determine appropriate service levels, develop departmental staffing analysis plans, and continue to identify and implement efficiency measures in order to provide City services in a cost effective manner. The position of Continuous Improvement Manager has not been added to the budget. Instead, the City Manager will attempt to fill this position by reorganizing existing Senior Management positions and using existing financial resources. If this does not prove to be a feasible, a midyear budget appropriation will be requested. During fiscal year 2010-11, the Police Department requested a classification review of the Civilian Background Investigator. The Human Resources conducted the review and concluded that a salary adjustment was warranted for the Civilian Background Investigator position based on the duties assigned to this position. The new salary for this position is listed on the table below. During fiscal year 2010-11, the addition of a CBAG Public Safety Analyst was approved by Council resolution. This new classification was designated to have CVEA benefits but to be an unclassified position. This is the only classification that is designated to have CVEA benefits and is unclassified. In order to limit positions designated as CVEA to those that can 12-10 JUNE 7, 2011, Item Page 11 of 14 be represented by this bargaining, staff is recommending changing the bargaining group for this position from CVEA to Confidential, unclassified. This change is consistent with the other California Border Alliance Group (CBAG) positions authorized in the budget. This position is vacant so this change will not impact a current employee. In addition to amending the Classification Plan and Compensation Schedule, Chula Vista Municipal Code Section 2.05.010 also needs to be updated to reflect the position changes impacting the unclassified positions. Chula Vista City Charter Section 500 requires that all unclassified positions not mentioned specifically in Charter Section 500 be adopted by ordinance. Adoption of the ordinance will add the position titles of Marketing and Communications Manager, Special Events Coordinator, Building Official/Code Enforcement Manager, Director of Economic Development, and Continuous Improvement Manager to Municipal Code Section 2.05.010. It should be noted that for administrative purposes, there are some position titles that are included in Chula Vista Municipal Code Section 2.05.010 but are not included in the fiscal year 2011-12 budget; these include the Assistant Chief of Police, CRAG Administrative Analyst I, CBAG Accounting Technician, CBAG Management Assistant, City Engineer, Purchasing Agent and Traffic Engineer. Highbeam Marketing The fiscal year 2011-12 budget includes $36,250 for Highbeam Marketing for the creation of a brand positioning and signature (tag) line for the City of Chula Vista. As part of this process, Highbeam Marketing will conduct testing with a representative sample of the target audience in order to validate the direction and choices. The intent of this initiative is to establish a distinctive and meaningful brand positioning for the City of Chula Vista with key audiences beyond the City's borders in San Diego County and other areas of California and Baja California. The City will continue its efforts to stabilize and improve the City's revenue base through economic development. The work performed by Highbeam Marketing is a key element in the successful marketing of the City. Staff is recommending waiving the formal bidding process and extending the contract with Highbeam Marketing to include this new scope of work. The current agreement with Highbeam Marketing is for an amount not to exceed $49,500. Staff is satisfied with the work performed to date by Highbeam Marketing and is recommending that the Council waive the formal bidding process and continue with Highbeam Marketing to develop a brand positioning and signature (tag) line for the City of Chula Vista. 12-11 JUNE 7, 2011, Item ~Z Page 12 of 14 Next Steps As discussed in the Fiscal Year 2011-12 Proposed Budget document, in addition to maintaining an acceptable level of public services, staff will be working on three major initiatives in the coming fiscal year. Those initiatives are: Implementation of the Continuous Improvement/Lean Program, Development of a Recovery and Progress Plan, and Renewed focus on Economic Development. As part of the development of the Recovery and Progress Plan, staff will update the Five Year Financial Forecast and return to Council with recommendations to allocate new resources as City revenues continue to improve. Recommendations for resource allocation will address both short-term and long- term issues. DECISION MAKER CONFLICT Staff has reviewed the property holdings of the City Council/Redevelopment Agency/Housing Authority members and has found that potential conflicts exist in that Council members have property holdings within 500 feet of the CIP projects and/or redevelopment areas listed below: • City Council Conflicts: o Council Member Castaneda -Capital Improvement Project TF375 Traffic Signal Modification at F Street and Fourth Avenue. This conflict pertains to Resolution C. o Council Member Aguilar -Open Space District 8 (Fund 362). This conflict pertains to Resolution D. • Redevelopment Agency Conflicts: o Council Member Ramirez and Castaneda -Southwest/ Towne Center II/Otay Valley/Added Area Project Area -this conflict pertains to Resolution G. o Council Member Castaneda -Towne Center I and Bayfront Project Area -this conflict pertains to Resolution H. CURRENT YEAR FISCAL IMPACT There is no fiscal impact in the current fiscal year. ONGOING FISCAL IMPACT Approval of the proposed budgets will result in the appropriation of $288.6 million in funding for the fiscal year ending June 30, 2012. This amount includes a General Fund budget of $123.6 million. General Fund revenues are projected at levels sufficient to fund 12-12 JUNE 7, 2011, Item ~Z Page 13 of 14 General Fund expenditures with no projected impact to the General Fund operating reserves. The fiscal year 2011-12 General Fund budget also reflects the use of $2.4 million in Economic Contingency Reserves. The proposed expenditures for all funds are included in the following table by fund type. Proposed Fiscal Year 2011-12 Appropriations by Fund Type (in millions) , • ~ ~ a s - ~ General Fund $123.6 Development Services Fund $6.2 Redevelopment Agency $35.2 Sewer Funds $33.8 Transit Funds $6.4 Other Funds $48.3 Capital Projects Funds $11.7 Debt Service Funds $19.6 Fleet Management $3.9 Total All Funds Budget $288.6 Included in these funds is a Capital Improvement Projects budget of $22.7 million. The proposed staffing changes detailed in Attachment C, resulted in a net reduction of 80.0 positions from the adopted fiscal year 2010-11 budget. In a separate agenda statement also scheduled for June 7th, Council will consider an increase in picnic shelter rental fees. Should Council approve the increase of the picnic shelter rental fees, staff recommends using the unanticipated revenue to restore hourly park rangers. This change results in a $150,000 increase to the Personnel Services budget of the Public Works department to be offset by a corresponding increase in revenue. This update is incorporated in Resolution B. Adoption of Resolution A adopts the budget as presented in Attachment A and does not assume the additional revenues or expenditures for the park ranger program. ATTACHMENTS: A-Recommended Expenditures by Department and Category B-Schedule of Revenues 12-13 JUNE 7, 2011, Item ~~z- Page 14 of 14 C -Proposed Staffing by Department and Fund D -Summary of Changes to Proposed Budget Document E-Contract Addendum with Highbeam Marketing F -Organizational Changes memo dated 5/17/2011 Prepared by: Maria Kachadoorian, Director of Finance/Treasurer, finance Department 12-14 Attachment A 01100 City Council 1,180,785 86,402 1,890 1,269,077 02000 Boards and Commissions 10,370 10,370 03000 City Clerk 591,532 221,921 628 814,081 04000 City Attorney 1,900,730 368,805 1,647 2,271,182 05000 Administration 1,205,937 34,400 1,472 1,241,809 06000 ITS 2,083,034 586,820 70,781 88,500 2,829,135 07000 Human Resources 1,823,939 277,492 2,826 2,104,257 08000 Finance 3,030,504 164,599 3,041 3,198,144 09000 Non-Departmental 76,113 2,182,000 162,300 200,000 9,376,742 70,000 12,067,155 10000 General Svcs/Animal Care Facility 1,609,967 491,497 47,305 2,500 2,151,270 12000 Development Services 3,021,672 188,939 12,634 10,730 3,233,975 14000 Police 38,592,229 2,516,116 430,694 129,000 41,666,039 ...+ 15000 Fire 19,830,612 1,649,023 201,234 52,226 21,733,095 N 16000 Public Works Operations 16,370,661 3,403,548 3,401,171 135,470 70,000 23,380,850 ~ 17000 Recreation 2,117,157 337,621 388,900 7,670 2,851,348 ~ 18000 Library 2,141,625 267,963 396,944 400 2,806,933 '100 GENERAL FUND TOTAL 95,576,497 12,787,516 4,961,169 448,070 356,500 9,426,968 70,000 123,630,720 221 Gas Tax 3,939,428 3,939,428 225 Traffic Signal 15,000 691,000 706,000 227 Transp Sales Taz Fund 5,740,270 5,740,270 234 Fire Equipment Lease Fund 172,216 172,216 241 Parking Meter 211,800 17,654 150,749 130,000 510,203 245 Traffic Safety 41,500 534,140 575,640 251 Supp Law Enforcement Serv Fund 410,861 410,861 252 Police Dept Grants Fund 3,908,971 614,102 4,291 119,008 4,646,372 253 Inmate Welfare Fund 20,000 20,000 254 Local Law Enf Block Grant Pro 82,114 6,774 88.888 256 Asset Seizure 299,148 325,125 120,000 744,273 261 CA Library Services Act 200,000 25,000 225,000 262 Public Library Ad 81,270 61,270 267 McCandliss Memorial Cult Arfs 400 1,200 1,600 272 Federal Grants Fund 307,499 826,178 254,336 1,388,013 274 Amer. Recovery & Reinvest. Act 393,879 702,479 206,341 204,000 250,000 1,756,699 Attachment A 281 Waste Mgmt & Recycling 93,677 237,645 331,322 262 Environmental Services 467,369 947,092 627 40,000 107,781 1,562,869 285 Energy Conservation 98,000 307,642 251 719,547 1,125,440 301 Storm Drain Revenue 261,850 769 290,463 553,082 313 CV Housing Authority 841,548 61,800 55 210,227 1,113,630 311 CDBG Housing Program 10,000 10,000 314 Emergency Shelter Grant Prog 6,101 115,926 122,027 321 HOME Program 50,750 1,011,500 500,000 9,000 1,571,250 333 CDBG FY00 32,700 299,000 787,667 2,375,222 1,660,560 5,155,349 341 Public Liability Trust 1,653,439 1,653,439 342 CFD 11-M RHR McMillin 78,579 15,540 17,719 111,638 343 CFD 12-M Otay Ranch Village 7 266,570 144,653 70,004 481,227 ~ 344 CFD 13M OR Village 2 68,147 44,500 21,838 134,485 N 345 CFD 12M OR Village 7 252,729 154,320 68,644 475,693 ~ 352 Bay 81vd Landscape Dist 2,060 6,967 6,061 15,088 ~ 353 Eastlake Maintenance Dist 1 171,565 97,381 53,195 322,141 354 Open Space District #1 33,375 29,416 13,002 75,793 355 Open Space District #2 8,948 6,045 5,091 20,084 356 Open Space District #3 20,068 19,659 7,111 46,838 357 Open Space District #4 51,905 27,441 15,742 95,088 358 Open Space District #5 34,756 15,288 10,825 60,869 359 Open Space District #6 13,883 10,823 6,497 31,203 361 Open Space District #7 7,324 5,540 4,270 17,134 362 Open Space District #8 40,913 21,330 12,643 74,886 363 Open Space District #9 42,581 23,015 12,864 78,460 364 Open Space District #10 40,971 24,335 12,682 77,988 365 Open Space District #11 95,873 43,971 25,536 165,380 367 Open Space District #14 209,089 140,938 60,009 410,036 368 Open Space District #15 13,622 9,270 5,513 28,405 369 Open Space District #17 5,056 560 3,004 8,620 371 Open Space District #18 66,122 54,596 22,055 142,773 372 Open Space District #20 ~ 880,177 343,650 212,149 1,435,976 373 Open Space District #23 27,131 8,960 6,108 42,199 374 Open Space District #24 17,229 11,395 5,474 34,098 Attachment A 375 Open Space District #26 8,504 3,491 2,989 14,984 376 Open Space District#31 68,608 52,811 21,168 142,587 378 CFD 07M-Eastlk II Woods, Vista 317,106 143,282 156,685 617,073 379 CFD 08M-Vlg 6 McM & Oty Ranch 537,682 278,260 204,393 1,020,335 380 CFD 09M-OR Vlg II Brookfld She 565,851 225,151 149,453 940,455 362 CFD 99-2 Otay Ranch Vlg 1 West 471,456 173,858 111,091 756,405 386 Otay Ranch Preserve 440,500 82,000 522,500 387 CFD 98-3 Sunbow 2 594,341 239,454 141,017 974,812 388 Community Facility Dst 97-i OR 1,508,149 473,428 334,237 2,375,814 389 Otay Ranch Village 1,2,6,7,12 7,500 5,320 2,852 15,672 391 Central Garage Fund 777,062 2,851,086 1,125 400 108,000 3,737,673 391 Equipment Replacement 18,800 64,200 87,147 170,147 398 Workers Compensation 562,000 2,919,000 3,481,000 N 401 I Bayfront Trolley Station TDA 55,500 20,260 26,676 102,436 -~ 402 Transit 153,971 5,693,599 145,106 245,761 37,849 6,276,286 ~ 408 Development Services Fund 4,646,695 265,200 15,213 23,500 1,224,416 6,175,025 413 Trunk Sewer Capital Reserve 200,000 1,350,000 1,550,000 414 Sewer Service Revenue 4,114,351 21,266,406 5,868 8,500 247,465 3,155,115 74,000 28,871,706 428 Sewer Facility Replacement 150,000 2,770,000 2,920,000 431 Tele Cyn Sewer Basin DIF 35,000 35,000 432 Poggi Cyn Sewer Basin DIF 10,000 ~ 10,000 433 Salt Creek Sewer Basin DIF 119,091 250,000 369,091 441 1994 Pension Obligation Bond 2,500 2,762,859 2,765,359 442 CDBG Section 108 Loan 745,867 745,867 446 Notes Payable Adamo Property 51,041 51,041 449 SD Co Regional Comm Systems 295,734 295,734 451 Long-term Advances DSF-City 900,000 900,000 452 KS Fire Equiptment Capl Lease 172,216 172,216 453 CEC Loan Repayment 397,569 397,569 450 2002 COP Police Facility Proj 5,000 3,913,346 3,918,34fi 471 2003 Refunding Cert of Part 4,500 1,046,273 1,050,773 472 2004 COP Civ Ctr Proj Phase I 5,000 2,392,037 2,397,037 473 2006 COP Civ Ctr Proj Phase 2 6,000 1,270,069 1,276,069 474 2010 Refunding COP 1,477,206 4,134,580 5,611,786 Attachment A 542 Tele Cyn Drainage DIF 6DD,000 600,000 567 PFDIF-Adamo Prop Acquisition 51,041 51,041 571 PFDIF General Admin 600 600 574 Corporation Yard Relocation 5,450 5,450 587 Otay Ranch VLG Ped Ramp DIF 40,OOD 40,000 588 OR VIg11 Pedestrian Bridge DIF 3,200 3,200 591 Transportation DIF 211,000 580,916 5,067,869 5,859,785 593 Western TDIF 52,694 52,894 317 Redev Low & Mod Income Housin 176,600 800 420,375 6,000 159,226 6,000,000 6,763,001 611 RDA Town Center I/Bayfront 168,800 400 885,114 3,360,687 150,000 4,565,001 651 So Westlrwn Ctr 11/Oty Vly Prj 584,934 171,150 700 1,148,175 10,029,293 150,000 12,084,253 671 SW Proj Area Tax Agmt- SUHSD 263,662 263,662 ~ 672 SW Proj Area Taz Agmt-C.O.E. 37,195 37,195 N 673 SW Proj Tax Agmt-CV Elem SD 403,193 403,193 ~ 674 SW Proj Tax Agmt-SW CC Dist 71,024 71,024 ~ 675 SW Proj Tax Agmt-County SD 645,813 645,613 691 Long-term Advances DSF -RDA 1,200,000 4,700,000 5,900,000 693 05 Tax Rev Bnd A (CRA/ERAF Ln) 98,354 98,354 694 06 Taz Rev Bnd A (CRA/ERAF Ln) 126,053 126,053 695 06 Sr Taz Alloc Ref Bond SerA 5,000 1,068,545 1,073,545 696 06 Sub Tax Alloc Ref Bond Sera 5,000 1,042,384 1,047,384 697 OS Tax Alloc Refunding Bonds 5,000 963,776 968,776 716 Wes[ern-Park Acquisition 8 Dev 25,000 25,000 717 Resident. ConstrucVConver Fnd 679,271 679,271 736 Other Transportation Programs 307,740 1,360,730 1,668,470 739 Traffic Congestion Relief Fun 500,000 2,250,000 2,750,000 GRAND TOTAL ALL FUNDS 112,457,429 55,937,758 8,024,643 34,484,083 2,392,084 44,504,350 22,729,091 8,076,486 288,605,924 Attachment B N I m ~~ ~ Property Taxes ' 3000 Property Tax 29,306,623 29,258,925 25,734,370 24,073,147 25,230,494 TOTAL $29,306,623 $29,258,925 $25,734,370 $24,073,147 $25,230,494 Other Local Taxes 3010 Sales Tax 28,304,989 25,589,021 23,674,601 25,871,834 26,400 794 3020 Franchise Fees 9,662,517 9,379,964 8,465,199 7;394,686 ! 7,533,386 3030 Utility Taxes 7,378,301 7,848,557 9,059,302 4,970,369 ;.3;240,633 3040 Business License Tax 1,237,322 1,212,126 1,177,539 1,190,000 .1,213000 3050 Transient Occupancy Tax 2,697,286 2,302,412 2,036,377 2,066,377 2 086,377 3070 Real Property TransferTax 795,606 856,658 893,116 -.850,000 849,816 TOTAL $50,076,021 $47,186,738 $45,306,134 $42,363,266 $41,324,006 Licenses and Permits 3100 Licenses 123,393 134,892 132,490 122478 132,640 3120 Dev /Improvement Permits 2,051,184 175,661 306,104 353 683 205,490 3140 Regulatory Permits 522,760 536,070 502,204 496,005 .487,500 TOTAL $2,697,337 $846,623 $940,796 $974,166 $825,630 Fines Forfeitures Penalties 3200 Community Appearance Penalties 690,194 1,573,723 1,398,661 902,103.. - 1',097,545 3210 Law Enforcement Penalties 299,199 313,611 406,017 354,067 372;850 3240 Parking Penalties 308,250 311,929 311,704 275,339 514,440 3250 Other Penalties 222,074 157,781 195,145 190,120 140,050 TOTAL $1,519,717 $2,357,044 $2,311,527 $1,721,629 $2,124,885 Use of Money & Property - 3300 Investment Earnings 1,255,159 2,852,131 1,181,319 4,687 183 100,364 3310 Sale of Real Property 154 4,430 0 150,000 100,000 3320 Sale of Personal Property 54,549 136,607 97,830 45,808 38,600 3330 Rental/Lease of Equipment 91,175 75,817 63,713 55571 .45,765 3350 Rental/Lease of Land and Space 961,262 943,956 1,001,137 1,329,354 1,083,195 _ 3370 Rental/Lease of Buildings 544,874 548,546 735,143 .576,656 694,075. TOTAL $2,907,173 $4,561,487 $3,079,142 $6,846,772 $2,061,999 Attachment B Revenue from Other Agencies 3010 Sales Tax 757,366 674,296 621,549 640,000 701,064 3400 State Grants 1,329,998 733,099 504,199 643,000 516,833 3440 Stale Tax Sharing 288,071 278,548 249,126 249,126 _ 262,650 3460 Motor Vehicle License Fees 19,796,531 19,904,630 17,702,062 16,950,697 ~. 17,201,233 3480 Slate Reimbursements 4,201 6,975 7,754 ~ 26,295 '. 7,755 3500 Federal Grants 1,686,842 1,571,784 1,640,258 972,206 860,490 3580 Federal Reimbursements 65,394 35,121 42,246 41,366 42,000 3600 Other Agency Grants 401,298 51,573 6,000 119;496 - 112,093 3690 Other Agency Revenue 1,704,993 1,715,909 11,758 _ .1,500. D TOTAL $26,034,694 $24,971,935 $20,784,952 $19,643,686 $19,704,118 Charges for Services 1 3700 Zoning Fees 6,196,145 933,869 892,645 711,211 914,328 N t 3720 Document Fees 73,680 75,478 90,556 - 58,025.. 71,923 N 3730 O Plan Checking Fees 1,429,625 87,581 119,996 117,955 83,000 3740 Inspection Fees 208,203 116,039 156,953 152,772' 121,000 3770 Other Dev Fees 11,840 1,389 4,650 3,397 0 3800 Animal Shelter Contracts 683,392 763,867 881,315 879,325 1,281,600 3820 Information Systems Services 1,541 0 0 0 0 3830 Services to the Port District 675,378 706,439 728,579 757;798 784,312 3840 Youth Center Utilities Reimb 20,262 0 0 0 -' 0 3900 Recreation Program Fees 1,011,959 1,006,952 997,312 778,560 656,310 3950 Class Admission Fees 530,402 570,028 529,485 285,246 `. - 184,630. 3970 Referral Fees 347,876 347,891 348,026 377,096 377,096 4200 Staff Services Reimbursements 2,110,668 2,053,426 2,167,582 _ .1,927,768 __._.. - --1,964,729 4300 Fees for Other Services 1,170,099 332,553 251,821 240,165 ~ 250,200 TOTAL $14,471,070 $8,995,512 $7,168,920 $8,289,336 $8,689,128 Other Revenue 4410 DIF Reimbursements 840,313 483,056 162,030 154,063 286,963 4420 Transit Reimbursements 362,818 303,145 298,591 289,636 288,857 4430 Redev Agency Reimbursements 1,984,951 698,803 566,844 212,056 366,100 4440 Open Space/Assess Dist Reimb 2,067,069 2,103,770 2,255,385 2,038,200 2,019,296 Attachment B 4450 CIP Reimbursements 4,665,576 3,743,478 5,459,199 :<4,012;027`'. '4,987,801 4460 CDBG/Home Reimbursements 1,053,480 639,833 594,749 828,664 18,000 4480 Other City Funds Reimbursement 1,567,531 3,164,283 3,160,079 1_,956,135 1,984,117 4600 Assessments 3,694 0 0 0 '0 4700 Collection Charges 256,155 436,993 388,149 291,2D9 269,271 4800 Sale of Goods 72,524 90,019 40,841 0 250 4900 Other Revenue 4,315,062 1,492,125 1,206,248 - 1,195,478 .2,977,391 TOTAL $17,189,173 $13,155,505 $14,132,115 $10,977,468 $13,198,046 Transfers In 5221 Tfr In from Gas Tax Fund 4,269,058 3,617,311 3,869,200 _ __ 3,869,200 .._. '' 3,939,428 5227 Tfr In from TransNet 0 0 0 `.850,000 0 5236 Tfr In from Dev Services Fund 0 1,642,122 945,169 1,073 702 0 N 5245 Tfr In from Traffic Safety 534,144 534,140 534,140 534,140 534,140 5256 Tfr In from Asset Seizure Fund 0 120,000 120,000 120,OOD ~ 120,OOD N 5261 J Tfr In from CA Library Service 29,110 25,000 25,783 25,000 ' 25,000 5262 Tfr In from Public Library 2,000 0 0 0 0 5282 Tfr In from Environmental Serv 0 84,042 94,410 94 410 107,781 5301 Tfr In from Storm Drain Rev 238,528 240,463 240,463 240,463 '` 240,463 5313 Tfr in from CV Hsng Authority 0 158,740 192,899 192 899 .210,227 5391 Tfr In from Central Garage 32,124 32,124 0 0 0 5393 Tfr In from Tech Repl Fund 0 0 7,382 0 0 5395 Tfr In from Central Stores 71,313 0 0 0 0 5402 Tfrlnfrom TransiUCVT Fund 0 94,423 81,997 -61,997 37,849 5408 Tfr In from Dev Svcs Fund 0 0 0 0 1,224,416 5414 Tfr In from Sewer Service Rsrv 4,560,008 3,416,993 3,111,531 3,089,583 ' 3,130,115 5651 Tfr In from SWRCII/OV Proj 0 249,923 95,220 140 429 _ 136,261 5691 Tfr In from LT Adv DSF-RDA 0 300,000 0 7,543 181 2,200,000 5736 Tfr in from Other Trans Progra 0 0 0 0 `66,734 5739 Tfr In from Prop 42 0 651,888 2,000,000 400,000 500,000 TOTAL $9,736,285 $11,167,169 $11,318,194 $18,255,004 $12,472,414 TOTAL - 100 GENERAL FUND $153,938,093 $140,502,938 $130,776,152 $131,144,476 $123,630,720 Attachment B 3010 Sales Tax 9,171,000 545,000 0 4,141,000 ' 4,347,000 3300 Investment Earnings 1,082,504 588,702 168,287 0 ' 0 3440 State Tax Sharing 4,036,861 3,721,666 3,483,625 3,683,540 ' 3,769,351 3500 Federal Grants 238,500 0 0 0 0 3770 Other Dev Fees 499,457 247,828 113,132 - 250,000 250,000 4440 Open Space/Assess Dist Reimb 1,351 2,274 2,310 0 ' 0 4480 Other City Funds Reimbursement 0 90,287 7,979 - 0 0 5000 Transfersln 0 0 0 672 0 TOTAL - 220 TRANSPORTATION FUNDS $15,029,673 $5,195,757 $3,775,333 $8,075,212 $8,366,351 1 ~ •' ~ •• J N 3300 .Investment Earnings 249,790 117,919 70,059 0 ' 0 I 3760 Other Dev Fees 12 244 864 7 735 744 7 457 802 0 0 N , , , , , , N TOTAL - 230 DEVELOPER DEPOSITS $12,494,674 $7,853,663 $7,527,861 $0 $0 •' • • 4480 Other City Funds Reimbursement 4,703 14,686 25,381 50,000 0 4900 Other Revenue 3,045,598 2,926,045 2,790,547 -2;724,474' 0 TOTAL - 231 WORKERS COMPENSATION $3,050,301 $2,940,731 $2,815,928 $2,774,474 $0 ~ • 4900 Other Revenue 265,866 260,923 274,580 310,000 0 5000 Transfers In 0 0 33,998 0 0 TOTAL - 232 FLEXIBLE SPENDING ACCOUNT $265,866 $260,923 $308,578 $310,000 $0 • • 3300 Investment Earnings 5,408 539,603 0 0 0 4900 Other Revenue 127,586 293,750 0 0 '- 0 TOTAL - 233 TAX REVENUE ANTICIPATION NOTES $132,994 $833,353 $0 $0 $0 Attachment B Other Agency Revenue TOTAL- 234 FIRE EQUIPMENT LEASE FUND 0 0 $0 $0 178,333 172,216 172,216 $178,333 $172,216 $172,216 N I N W 3120 Dev/Improvement Permits 0 1,141,111 1,252,726 3600 Other Agency Grants 0 2,304 0 3700 Zoning Fees 0 2,819,609 1,991,456 3720 DocumenlFees 0 3,136 1,395 3730 Plan Checking Fees 0 556,108 718,542 3740 Inspection Fees 0 156,818 43,613 3770 Other Dev Fees 0 1,704 3,787 4200 Staff Services Reimbursements 0 1,390 500 4410 DIF Reimbursements D 164,302 36,466 4430 Redev Agency Reimbursements 0 184,368 151,434 4440 Open Space/Assess Dist Reimb 0 196,320 17,904 4450 CIP Reimbursements 0 1,381,838 437,938 4460 CDBG/Home Reimbursements 0 128,696 37,899 4460 Other City Funds Reimbursement 0 408,733 248,708 4900 Other Revenue 0 8,156 0 5000 Transfersln 0 456,382 370,043 TOTAL - 236 DEVELOPMENT SERVICES $0 $7,610,975 $5,312,411 1,427,000 _ 0 0 0 1,834,000 `.. 0 600 0 630 409 0 55,826 .. 0 2, 000 0 230,000 0 62,200 0 220,000'' " 0 . 27,036.' : 0 346,139 0 71,143 ! 0 :224,294 I 0 _ 0 0 493;533. 0 $5,624,380 $0 3160 Other Permits 23,209 39,593 3240 Parking Penalties 73,339 143,943 3300 Investment Earnings 11,051 7,314 3350 Rental/Lease of Land and Space 238,611 359,909 4390 In Lieu Parking - TC I 16,160 12,870 4450 CIP Reimbursements 0 170 4900 Other Revenue 0 0 TOTAL - 240 PARKING $362,370 $563,799 32,533 30,000 24,000 89, 83 3 120, 700 180, 000 7,094 0 - 0 385,930 370,000 ' 376,000 0 0: 0 0 0 _ _._ 0 . ... _ _ 858 0 . 0 $516,248 $520,700 $580,000 Attachment B 1 3210 Law Enforcement Penalties 1,056,790 798,029 715,686 534,140 '- 534,140 3300 Investment Earnings 71,684 73,540 39,220 0 - 0 3320 Sale of Personal Property 0 10,566 2,564 0 0~ 3350 Rental/Lease of Land and Space 0 3,113 25,913 20,000 ~ _ 20,OD0 3400 State Grants 434,864 605,630 394,259 364,901'~;'c 569,171 3500 Federal Grants 2,281,967 3,101,963 3,048,590 5,630,699 5,281,447 3690 Other Agency Revenue 415,807 471,369 715,056 220,125 '>. 220,125 4800 Sale of Goods 0 6,108 2,238 ? 0 ` 0 4900 Other Revenue 0 2,860 0 0 0 5000 Transfers In 0 0 63,944 39,233 63,790 ~ TOTAL - 250 PUBLIC SAFETY $4,261,112 $5,073,178 $5,007,470 $6,809,098 $6,688,673 N N .1 .P 3300 InvesimentEarnings 22,049 14,124 10,427 0 '0 3440 State Tax Sharing 91,215 108,195 6,206 105,000 ~ 0 4900 Other Revenue 0 0 0 900 '" 0 TOTAL-260 LIBRARY/CULTURAL ARTS $113,264 $122,319 $16,633 $105,900 $0 3400 State Grants 1,342,385 319,020 191,104 0.... D 3500 Federal Grants 237,957 198,322 1,935,667 3,229,434 ' _.. __ 3;058,888 _.: 3600 Other Agency Grants 0 0 0 150,000 ~. 0 4900 Other Revenue 23,824 0 0 2,051600 0 5000 Transfersln 13,672 0 34,576 52 226 14D,859 TOTAL - 270 SUNDRY GRANTS $1,617,838 $517,342 $2,161,347 $5,463,260 $3,199,747 :1 • • 3300 Investment Earnings 0 3,946 11,060 0 D 3400 State Grants - 311,556 216,467 397,281 105,593' 331,322 3600 Other Agency Grants 932,951 1,237,213 1,174,357 2,334,715 1,130,440 Attachment B 3700 Zoning Fees 0 424 98 - 2,000 ' 2,000 4200 Staff Services Reimbursements 0 0 940 0 0 4300 Fees for Other Services 0 1,021,306 1,025,107 977,000 - 977,000 4480 Other City Funds Reimbursement 2,243 212,250 279,266 69 000 191,000 4900 Other Revenue 2,786 707,181 214,241 0 '. 0 5000 Transfers In 0 0 59,740 0 0 TOTAL-280 CONSERVATION $1,249,536 $3,396,787 $3,162,090 $3,488,308 $2,631,762 3120 Dev /Improvement Permits 47,303 14,394 48,907 25,000 25,000 3230 Environmental Fines Penalties 21,700 18,645 6,975 -.5,000 ' 5,000 3300 Investment Earnings 1,268 3,695 1,647 0 0 -` 4020 Storm Drain Fees 570,070 574,883 558,443 575,000 525,000 N I N TOTAL-301 STORM DRAIN REVENUE $640,341 $611,617 $615,972 $605,000 $555,000 3300 Investment Earnings 44,706 18,408 34,872 0 0 3700 Zoning Fees 32,367 2,260 0 0 ' 0 3760 Other Dev Fees 0 0 2,000,000 0 - _ 0 4200 Staff Services Reimbursements 0 0 1,000 0 0 4300 Fees for Other Services 63,083 42,104 250,730 71;000 `~.~ 71,000 4430 Redev Agency Reimbursements 352,934 347,870 440,952 544,431 ~ 465,000 4460 CDBG/Home Reimbursements 273,013 386,208 371,619 335,946 ' 312,101 4480 Other City Funds Reimbursement 0 0 0 .57,000 40,000 4900 Other Revenue 135,353 34,606 11,628 -0 : - _ 0 5000 Transfersln 0 158,740 273,237 192,699 - 210,226 TOTAL-310 HOUSING PROGRAM $901,456 $990,196 $3,384,038 $1,201,278 $1,098,327 1 • ~ • 3300 Investment Earnings 16,714 12,665 59,619 0 0 3500 Federal Grants 4,354,211 3,326,360 3,991,482 2,909,332 ~ 4,859,126 4200 Staff Services Reimbursements 0 0 100 0 0 Attachment B 4480 Other City Funds Reimbursement 0 0 1,750,671 0 _ D 5000 Transfersln 0 0 1,800,000 1,800000 _ 1653,439 TOTAL - 341 PUBLIC LIABILITY TRUST $0 $0 $3,550,671 $1,800,000 $1,653,439 1 •' ~ 3300 Investment Earnings 552,998 346,042 224,205 0 __ 0 N 4450 CIP Reimbursements 29,880 840 0 0 0 I 4600 Assessments 7,541,213 7,769,935 9,651,585 11,987,848 .11,706,936 N °~ TOTAL-350 OPEN SPACE DISTRICT $8,124,091 $8,116,817 $9,875,790 $11,987,848 $11,706,936 .~ 3300 Investment Earnings 92,548 32,308 32,001 0 0 3320 Sale of Personal Property 0 0 4,157 50 000 50,000 4420 Transit Reimbursements 781,048 654,563 397,022 480,590 329,348 4480 Other City Funds Reimbursement 29,827 42,277 38,736 0 - - 0 4900 Other Revenue 3,803,624 3,178,679 3,409,344 3,264,581 3,264,581 TOTAL - 390 FLEET MANAGEMENT $4,707,047 $3,907,827 $3,881,260 $3,795,171 $3,643,929 • • 3300 Investment Earnings 2,072 1,376 (221) 0 0 4900 Other Revenue 49,697 0 0 0 0 TOTAL-393 TECHNOLOGY REPLACEMENT $51,769 $1,376 $(221) $0 $0 •' •" 3300 Investment Earnings 2,174 0 0 0 0 4480 Other City Funds Reimbursement 0 0 124,966 D ' - u 4900 Olher Revenue 9,508,942 11,329 119,255 0 0 5000 Transfersln 0 0 0 105,000 ' 0 TOTAL - 320 COMM DEV BLOCK GRANTS $13,879,867 $3,350,354 $4,295,422 $3,014,332 $4,659,126 Attachment B 4900 Other Revenue 109,951 0 0 0 0 TOTAL - 395 STORES INVENTORY $112,125 $0 $0 $0 $0 •' • • 4480 Other City Funds Reimbursement 0 0 0 0 50,000 4900 Other Revenue 0 0 0 0 _ 2,621,648 TOTAL - 396 WORKERS COMPENSATION $0 $0 $0 $0 $2,671,648 X11 3300 Investment Earnings 184,751 92,328 37,664 0 , 0 3400 State Grants 5,303,878 3,390,228 3,357,566 1,674,790 '; 1,584,547 3690 Other Agency Revenue 74,640 0 0 0 0 - N 4300 Fees for Other Services 1,660,821 3,679,761 3,335,333 5,119,352 .4,794,175 I 4900 Other Revenue 316,059 268,420 116,509 ~ 0 ~ 0 N ~ 5000 Transfersln 0 0 0 0 .87,147 TOTAL-400 TRANSIT $7,540,149 $7,430,737 $6,847,072 $6,794,142 $6,465,869 ,~. ~ ~. 3120 Dev /Improvement Permits 0 0 0 0 ~ _ 1,189,143 3700 Zoning Fees 0 0 0 0 2,899,868 3720 Document Fees 0 0 0 0 1,650 3730 Plan Checking Fees 0 0 0 0 674,237 3740 Inspection Fees 0 0 0 0 _86,474 3770 Other Dev Fees 0 0 0 0 2,650 4410 DIF Reimbursements 0 0 0 0 94,780 4430 Redev Agency Reimbursements 0 0 0 _ 0 ~. 84,955 4440 Open Space/Assess Dist Reimb 0 0 0 0 15,000 4450 CIP Reimbursements D 0 0 0 ' 345,664 4480 Other City Funds Reimbursement 0 0 0 0 276,141 4900 Other Revenue 0 0 0 0 30,930 5000 Transfers In 0 0 0 0 ' 493,533 TOTAL-408 DEVELOPMENT SERVICES $0 $0 $0 $0 $6,175,025 Attachment B N 1 N - ~ 3120 Dev /Improvement Permits 0 0 30,946 40,000 I 40,000 3300 Investment Earnings 6,090,269 1,710,190 1,570,003 301,726 301,726 3700 Zoning Fees 13,239 25,192 25,847 18,500 -' 18,500 4000 Sewer Fees 29,097,670 30,832,846 36,109,337 .30;316,166 .32,862,700 4020 Storm Drain Fees 13 0 0 0 0 4040 Industrial Waste Fees 7,900 7,475 7,700 D D 4100 Pump Station Fees 36,563 36,488 44,587 D ' 0` 4200 Staff Services Reimbursements 0 3,316 5,083 -0 0 4410 DIF Reimbursements 21,967 35,053 4,360 0 l) 4430 Redev Agency Reimbursements 3,049 282 0 0 ' 0 4440 Open Space/Assess Dist Reimb 3,773 516 0 0 D 4450 CIP Reimbursements 64,491 76,387 51,048 15,000 15,000 4460 CDBG/Home Reimbursements 5,105 1,648 3,262 0 0 4480 Other City Funds Reimbursement 0 25,261 0 0 0 4600 Assessments 5,290 1,716 1,907 0_._ . 0 4700 Collection Charges 226,425 204,785 384,879 251,266 255,000-. 4900 Other Revenue 7,076 2,824,653 8,766,632 0 0 5000 Transfers In 174,258 597,573 83,294 150,000 150,000 TOTAL - 410 SEWER $35,757,088 $36,383,381 $47,088,885 $31,092,658 $33,642,926 1 ~ 3300 Investment Earnings 465,134 287,793 177,994 0 0 4350 Sewer /Drainage DIF 539,136 232,430 166,303 120,000 120,000 TOTAL - 430 SEWER DIF $1,004,270 $520,223 $344,297 $120,000 $120,000 1 ~ 3300 Investment Earnings 8 96 1,098 O 0 3690 Other Agency Revenue 0 0 96,432 0 ' 0 5000 Transfers In 3,855,348 4,288,388 4,157,258 4,269,261 4,727,786 TOTAL -440 DEBT SERVICE -CITY $3,855,356 $4,288,464 $4,254,788 $4,269,261 $4,727,786 Attachment B N 1 N CO TOTAL - 470 DS - CV PUBLIC FINANCING AUTHORITY $10,484,372 $9,836,694 $57,940,667 $13,682,131 $9,306,309 1 1 ~ ' • 3300 Investment Earnings 103,734 72,241 48,237 0 0 4600 Assessments 28,874 35,550 30,349 21,800 19,757 TOTAL - 500 ASSESS DIST IMPROVEMENTS $132,608 $107,791 $78,586 $21,800 $19,757 • ~' ~ 3300 Investment Earnings 278,120 191,197 125,423 0 D 4350 Sewer/DrainageDlF 0 537 0 0 D TOTAL - 542 TELEGRAPH CANYON DRAINAGE DIF $278,120 $191,734 $125,423 $0 $0 .1 ~ 3300 Investment Earnings 32,258 (151,409) 50,705 0 0 4330 Public Facilities DIF 2,861,465 695,794 1,610,071 811,250 ' 811,250 4480 Other City Funds Reimbursement 1,337,031 1,293,028 7,447 0 " 0 4900 Other Revenue 0 581 937 0 0 5000 Transfersln 0 6,728,969 5,300,000 0 0 TOTAL-560 PUBLIC FACILITIES DIF $4,230,754 $8,566,963 $6,969,160 $811,250 $811,250 :1 ~ ~ ~ 3300 Investment Earnings 138,427 63,559 48,112 0 _.. 0 4380 OR Pedestrian Bridge DIF 271,292 45,536 122,922 90,000 ' 90,000 TOTAL-560 PEDESTRIAN BRIDGE DIF $409,719 $109,095 $171,034 $90,000 $90,000 Earnings 1,171,546 684,439 358,140 0 0 ~ ~ •- 3300 Investment Earnings 579,477 473,206 430,665 0 0 4900 Other Revenue 0 0 29,380,000 0 0 5000 Transfersln 9,904,895 9,363,488 28,130,002 13,682,131 9308,309 Attachment B TOTAL-590 TRANSPORTATION DIF $1,643,259 $1,123,698 $2,265,564 $750,000 $1,066,377 N 1 W 0 3000 Property Tax 9,112,078 13,781,684 13,884,637 14,503,818 14,107,347 3300 Investment Earnings 623,400 258,293 208,439 15 000 _ 15;000 3310 Sale of Real Property 41,604 0 0 9,630,000. 0 3350 Rental/Lease of Land and Space 20,866 17,885 17,885 .17,885 17,885. 3600 Other Agency Grants 0 0 0 40,000 0 3700 Zoning Fees 2,542 0 0 _ 0 , _' 0 4360 Bayfront Fine Arts Fee 25,000 0 0 0 0 4430 Redev Agency Reimbursements 1,793 0 0 - 0 ~ 0 4450 CIP Reimbursements 0 0 30,000 30,000 30,000 4480 Other City Funds Reimbursement 0 0 40,025 0 40,OD0 4900 Other Revenue 769,921 40,792 688,644 0 .251,016 5000 Transfersln 0 6,905,068 11,012,439 4;369,734 -5,321;469 TOTAL - 600 REDEVELOPMENT AGENCY $10,597,204 $21,003,722 $25,882,069 $28,606,437 $19,782,71 B 1 3000 Property Tax 1,363,173 0 0 0 0 3300 Investment Earnings 85,569 54,207 11,792 0 0 4480 Other City Funds Reimbursement 0 0 1,338,895 0 0 5000 Transfers In 0 0 0 1,400,437 1,469,506 TOTAL - 670 SW TAX AGREEMENT $1,448,742 $54,207 $1,350,687 $1,400,437 $1,469,506 :1 ~ ~ 3000 Property Tax 3,318,076 0 0 0 0 3300 Investment Earnings 390,882 245,230 102,636 0 ,0 4480 Other City Funds Reimbursement 7,665 481 698 0 0 4900 Olher Revenue 0 21,625,000 0 0 __ 0 5000 Transfersln 1,492,586 13,236,341 4,534,122 15,814;750b. 7,911,971 4340 Transportation DIF 471,713 259,259 505,424 "750,000 772,477- 5000 Transfers In 0 180,000 1,402,000 0 293,900 Attachment B 1 1 ' • 3060 Residential Construction Tax 151,325 43,649 159,220 90,000 200,000 3300 Investment Earnings 2,146,264 1,311,340 712,411 0 , ~ 0 4370 Park Acquisition & Develop Fee 1,468,781 515,677 4,772 500,000 500,000 4480 Other City Funds Reimbursement 0 0 136,924 0 0 4900 Other Revenue 0 0 5,113 0 0 5000 Transfers In 1,102,129 0 0 10,253,499 - 200,000 TOTAL - 700 MISC CAPITAL PROJECTS $4,868,499 $1,870,666 $1,018,440 $10,843,499 $900,000 ~ 3300 Investment Earnings 115,623 227,103 64,014 0 ~ 0 N 3400 State Grants 4,047,734 940,726 3,066,447 3,742,130 - 3,371,166 m 3500 Federal Grants 205,145 1,107,820 2,834,928 0 622,150 3600 Other Agency Grants 39,661 121,833 189,638 114,300 (° 0 4480 Other City Funds Reimbursement 2,769 0 0 0 0 5000 Transfersln 0 0 1,429 24,672 0 TOTAL-730 OTHER TRANSPORTATION PROGRAMS $4,410,932 $2,397,482 $8,156,456 $3,881,102 $3,993,316 GRAND TOTAL ALL FUNDS $312,802,698 $320,843,881 $352,291,900 $305,089,119 $287,942,684 Note: Du ring fiscal years 2007-OB through 2009-10 the City transitioned the budgeti ng of staff that is fully fu nded by other funds out of the General Fund to their respective funding sources. This transition included moving staff from the General Fund to the followi ng funds: Wastewater, Redevelopment, Housing, Development Services, and Environ mental Services. This budgeting change complicates comparisons of prior year revenues. TOTAL - 680 DEBT SERV - REDEV AGENCY $5,209,209 $35,107,052 $4,637,456 $15,814,750 $7,911,971 Attachment C Chief Service Officer - 1.00 - 1.00 Constituent Services Manager 1.00 1.00 - 2.00 Councilperson 4.00 - - 4.00 Executive Secretary 1.00 - - 1.00 Mayor 1.00 - - 1.00 Office Specialist (Mayor/ at will) 1.00 - - 1.00 Senior Council Assistant 5.00 (1.00) - 4.00 CITY COUNCIL TOTAL 13.00 1.00 - 14.00 Administrative Secretary 1.00 - (1.00) - City Clerk 1.00 - - 1.00 Deputy City Clerk I 1.00 - - 1.00 Records Manager 1.00 - - 1.00 Senior Deputy City Clerk 1.00 - - 1.00 Senior Office Specialist 0.50 - (0.50) - Senior Records Specialist 1.00 - - 1.00 CITY CLERK TOTAL 6.50 - (1.50) 5.00 ~- Assistant City Attorney 1.00 - - 1.00 City Attorney 1.00 - (1.00) - City Attorney (Elected) - - 1.00 1.00 Deputy City Attorney II 2.00 - - 2.00 Deputy City Attorney III 2.00 - 1.00 3.00 Law Offce Manager 1.00 - - 1.00 Legal Assistant 2.00 - - 2.00 Senior Assistant City Attorney 1.00 - - 1.00 Senior Legal Assistant 1.00 - - 1.00 CITY ATTORNEY TOTAL 11.00 - 1.00 12.00 ~~ " • Administrative Technician 1.00 - - 1.00 Assistant City Manager 1.00 - - 1.00 City Manager 1.00 - - 1.00 Communications Coordinator 1.00 - (1.00) - Director of Conservation & Environmental 1.00 - (1.00) - Services Environmental Resource Manager 1.00 - (1.00) - Environmental Resource Specialist 1.00 - (1.00) - 12-32 Attachment C Executive Secretary 1.00 - - 1.00 Marketing & Communications Manager - - 1.00 1.00 Senior Graphic Designer 1.00 - - 1.00 Senior Secretary 1.00 - (1.00) - Special Events Coordinator - - 1.00 1.00 ADMINISTRATION TOTAL 10.00 - (3.00) 7.00 Director of Information Technology Services 1.00 - (1.00) - GIS Manager 1.00 - - 1.00 GIS Specialist 3.00 - - 3.00 Information Technology Support Manager 1.00 - - 1.00 Information Technology Support Specialist 5.00 - - 5.00 Operations & Telecommunications Manager 1.00 - - 1.00 Senior Applications Support Specialist 1.00 - - 1.00 Senior Information Technology Support 2.00 - - 2.00 Specialist Senior Programmer Analyst 2.00 - - 2.00 Telecommunications Specialist 1.00 - - 1.00 Webmaster 1.00 - (1.00) - ITS TOTAL 19.00 - (2.00) 17.00 • Benefits Manager 1.00 - - 1.00 Benefits Technician 1.00 - - 1.00 Director of Human Resources 1.00 - (1.00) - Director of Human Resources/ IT Services - - 1.00 1.00 Human Resources Analyst 3.00 - (1.00) 2.00 Human Resources Operations Manager 1.00 - - 1.00 Human Resources Technician 1.75 - (0.75) 1.00 Risk Manager 1.00 - - 1.00 Senior Fiscal Office Specialist 1.00 - - 1.00 Senior Human Resources Analyst 2.00 - - 2.00 Senior Human Resources Technician 1.00 - - 1.00 Senior Risk Management Specialist 3.00 - - 3.00 HUMAN RESOURCES TOTAL 16.75 - (1.75) 15.00 Accounting Assistant 8.00 - (1.00) 7.00 Accounting Technician 4.00 - 1.00 5.00 Administrative Services Manager 1.00 - (1.00) - 12-33 Attachment C Assistant Director of Finance Associate Accountant Budget & Analysis Manager Business License Representative Director of Finance Fiscal & Management Analyst Fiscal Operations Manager Procurement Specialist Senior Accountant Senior Procurement Specialist Treasury Manager FINANCE TOTAL 1.00 - - 1.00 2.00 - (1.00) 1.00 1.00 - - 1.00 1.00 - - 1.00 1.00 - - 1.00 3.00 - 1.00 4.00 1.00 - - 1.00 1.00 - - 1.00 1.00 - - 1.00 1.00 - - 1.00 1.00 - - 1.00 27.00 - (1.00) 26.00 .- Animal Adoption Counselor 1.50 - - 1.50 Animal Care Assistant 5.00 - - 5.00 Animal Care Facility Manager 1.00 - - 1.00 Animal Control Officer 3.00 1.00 - 4.00 Office Specialist 3.00 - (1.50) 1.50 Registered Veterinary Technician 2.00 - - 2.00 Senior Animal Care Assistant 2.00 - (1.00) 1.00 Senior Office Specialist 0.75 - - 0.75 Veterinary Assistant 1.00 - - 1.00 ANIMAL CARE FACILITY TOTAL 19.25 1.00 (2.50) 17.75 ~ ~• Administrative Technician 1.00 - - 1.00 Advanced Planning Manager 1.00 - - 1.00 Assistant City Manager 1.00 - - 1.00 Associate Planner 2.00 - (0.50) 1.50 Code Enforcement Manager 1.00 - (1.00) - Code Enforcement Officer I/II 7.00 - (1.00) 6.00 Development Services Counter Manager 1.00 - - 1.00 Director of Economic Development - - 1.00 1.00 Economic Development Officer 1.00 - (1.00) - Planning Technician 2.00 - - 2.00 Principal Economic Development Specialist 1.00 - - 1.00 Principal Planner 2.00 - - 2.00 Senior Administrative Secretary 1.00 - - 1.00 Senior Code Enforcement Officer 2.00 - - 2.00 Senior Office Specialist 1.00 - - 1.00 12-34 Attachment C DEVELOPMENT SERVICES TOTAL 27.00 - (3.50) 23.50 '• Administrative Services Manager 1.00 - - 1.00 Chief of Police 1.00 - - 1.00 Civilian Background Investigator 1.00 - - 1.00 Community Service Officer 3.00 - - 3.00 Crime Laboratory Manager 1.00 - - 1.00 Detention Facility Manager 1.00 - - 1.00 Evidence Control Assistant 2.00 - - 2.00 Facility & Supply Specialist 0.50 - - 0.50 Forensics Specialist 2.00 - - 2.00 Latent Print Examiner 2.00 - - 2.00 Parking Enforcement Officer 2.00 - - 2.00 Peace Officer 149.00 (1.00) (9.00) 139.00 Police Agent 49.00 - (2.00) 47.00 Police Captain 3.00 - - 3.00 Police Communications Systems Manager 1.00 - - 1.00 Police Data Specialist 3.00 - - 3.00 Police Dispatcher 20.00 - - 20.00 Police Dispatcher Supervisor 6.00 - - 6.00 Police Lieutenant 9.00 - - 9.00 Police Records Specialist 5.50 - - 5.50 Police Records Transcriptionist 2.00 - - 2.00 Police Sergeant 25.00 - (2.00) 23.00 Police Services Officer 12.00 - - 12.00 Police Support Services Manager 1.00 - - 1.00 Police Technology Specialist 1.00 - - 1.00 Principal Management Analyst 1.00 - - 1.00 Public Safety Analyst 3.00 - - 3.00 Range Master 0.50 - - 0.50 Secretary 4.00 - (1.00) 3.00 Senior Administrative Secretary 1.00 - - 1.00 Senior Fiscal Office Specialist 2.00 - - 2.00 Senior Office Specialist 4.00 - - 4.00 Senior Police Data Specialist 1.00 - - 1.00 Senior Public Safety Analyst 1.00 - - 1.00 Training Programs Specialist 1.00 - - 1.00 12-35 Senior Planning Technician 1.00 - - 1.00 Senior Project Coordinator 1.00 - (1.00) - Senior Secretary 1.00 - - 1.00 Attachment C POLICE TOTAL 321.50 (1.00) (14.00) 306.50 Administrative Secretary 1.00 - - 1.00 Deputy Fire Chief 3.00 - - 3.00 Facility & Supply Specialist 1.00 - - 1.00 Fire Battalion Chief 6.00 - - 6.00 Fire Captain 34.00 - 1.00 35.00 Fire Chief 1.00 - - 1.00 Fire Division Chief 1.00 - - 1.00 Fire Engineer 35.00 - (1.00) 34.00 Fire Inspector I/II 5.00 (5.00) - - Fire Inspector/ Investigator I/II - 5.00 - 5.00 Fire Prevention Engineer 1.00 (1.00) - - Fire Prevention Engineer/ Investigator - 1.00 - 1.00 Firefighter 42.00 - - 42.00 Office Specialist 1.00 - - 1.00 Public Safety Analyst 1.00 - - 1.00 Secretary 1.00 - - 1.00 Senior Fire Inspector 1.00 (1.00) - - Senior Fire Inspector/ Investigator - 1.00 - 1.00 Senior Office Specialist 1.00 - (1.00) - FIRE TOTAL 135.00 - (1.00) 134.00 •' •• " • Administrative Analyst I/II 2.00 - - 2.00 Administrative Secretary 1.00 - - 1.00 Administrative Services Manager 1.00 - - 1.00 Assistant Director of Engineering 1.00 - - 1.00 Assistant Director of Public Works 1.00 - - 1.00 Assistant Surveyor I/II 1.00 - - 1.00 Associate Engineer 10.00 - - 10.00 Building Project Manager 1.00 - - 1.00 Carpenter 1.00 - (1.00) - Construction & Repair Manager 1.00 - - 1.00 Custodial & Facilities Manager 1.00 - - 1.00 Custodial Supervisor 4.00 - (1.00) 3.00 Custodian 13.50 - (4.00) 9.50 Director of Public Works 1.00 - - 1.00 Electrician 2.00 - - 2.00 Electrician/Equipment Installer 1.00 - (1.00) - 12-36 Attachment C Electronics Technician 2.00 - (1.00) 1.00 Electronics Technician Supervisor 1.00 - (1.00) - Engineering Technician I/II 3.00 - (1.50) 1.50 Environmental Health Specialist 2.00 - - 2.00 Environmental Resource Manager - - 1.00 1.00 Environmental Resource Specialist - - 1.00 1.00 Equipment Operator 2.00 - - 2.00 Fiscal Office Specialist 2.00 - (1.00) 1.00 Gardener I/II 23.00 - (1.00) 22.00 HVAC Technician 2.00 - - 2.00 Land Surveyor 1.00 - - 1.00 Lead Custodian 7.00 - (2.00) 5.00 Locksmith 2.00 - - 2.00 Maintenance Worker I/II 13.00 - (4.00) 9.00 Open Space Inspector 5.00 - - 5.00 Open Space Manager 1.00 - - 1.00 Parks Operations Manager 1.00 - - 1.00 Parks Supervisor 5.00 - (1.00) 4.00 Plumber 2.00 - (1.00) 1.00 Principal Civil Engineer 3.00 - - 3.00 Principal Management Analyst 1.00 - (1.00) - Public Works Inspector I/II 6.00 - - 6.00 Public Works Manager 1.00 - - 1.00 Public Works Specialist 3.00 - (1.00) 2.00 Public Works Supervisor 3.00 - (1.00) 2.00 Pump Maintenance Supervisor 1.00 - - 1.00 Pump Maintenance Technician 4.00 - - 4.00 Real Property Manager 1.00 - - 1.00 Secretary 1.00 - - 1.00 Senior Administrative Secretary 1.00 - - 1.00 Senior Civil Engineer 4.00 - - 4.00 Senior Engineering Technician 2.00 - - 2.00 Senior Fiscal Office Specialist 2.00 - (1.00) 1.00 Senior Gardener 9.00 - - 9.00 Senior HVAC Technician 1.00 - - 1.00 Senior Landscapelnspector 1.00 - - 1.00 Senior Maintenance Worker 11.00 - (3.00) 8.00 Senior Management Analyst - - 1.00 1.00 Senior Office Specialist 1.00 - (1.00) - Senior Open Space Inspector 1.00 - - 1.00 Senior Park Ranger 1.00 - (1.00) - Senior Public Works Inspector 2.00 - - 2.00 12-37 Attachment C Senior Public Works Specialist Senior Secretary Senior Tree Trimmer Signal Systems Engineer I/II Signing & Striping Supervisor Stormwater Compliance Inspector I/II Survey Technician I/II Traffic Devices Technician Traffic Devices Technician Supervisor Tree Trimmer Tree Trimmer Supervisor Wastewater Collections Manager PUBLIC WORKS OPERATIONS TOTAL 1.00 - - 1.00 1.00 - - 1.00 2.00 - (2.00) - 1.00 - (0.50) 0.50 1.00 - - 1.00 1.00 - (1.00) - 1.00 - - 1.00 3.00 - - 3.00 1.00 - - 1.00 2.00 - (2.00) - 1.00 - - 1.00 1.00 - - 1.00 192.50 - (32.00) 160.50 • • 1 Administrative Secretary 1.00 - - 1.00 Aquatic Supervisor I 1.00 - - 1.00 Aquatic Supervisor II 2.00 - - 2.00 Aquatic Supervisor III 1.00 - - 1.00 Director of Recreation 1.00 - - 1.00 Fiscal & ManagementAnalyst 1.00 - (1.00) - Principal Recreation Manager 2.00 - - 2.00 Recreation Supervisor I 6.00 - (6.00) - Recreation Supervisor II 4.00 - (1.00) 3.00 Recreation Supervisor III 6.00 - (1.00) 5.00 Senior Fiscal Office Specialist 1.00 - - 1.00 RECREATION TOTAL 26.00 - (9.00) 17.00 Administrative Secretary 1.00 - - 1.00 Delivery Driver 0.50 - (0.50) - Director of Library 1.00 - - 1.00 Family and Youth Coordinator 1.00 - (1.00) - Librarian I/II 7.00 - (3.00) 4.00 Librarian III 5.00 - (2.00) 3.00 Library Administrative Coordinator 1.00 - (1.00) - Library Assistant 0.50 - (0.50) - Library Associate 15.75 - (8.25) 7.50 Library Digital Services Manager 1.00 - - 1.00 Library Technician 2.00 - (2.00) - Principal Librarian 1.00 - - 1.00 12-38 Attachment C LIBRARY TOTAL 39.75 - (18.75) 21.00 ~ •• ~ Assistant Planner 1.00 - (1.00) - Associate Engineer 3.00 - (3.00) - Associate Planner 4.00 - (4.00) - Building Inspector I/II 4.00 - (4.00) - Building Inspector III 1.00 - (1.00) - Deputy Building Official 1.00 - (1.00) - Development Planning Manager 1.00 - (1.00) - Development Services Technician I/II 2.00 - (2.00) - Development Services Technician III 2.00 - (2.00) - Engineering Technician I/II 1.00 - (1.00) - Landscape Architect 1.00 - (1.00) - Landscape Planner I/II 3.00 - (3.00) - Plans Examiner 3.00 - (3.00) - Principal Planner 2.00 - (2.00) - Secretary 1.00 - (1.00) - Senior Building Inspector 1.00 - (1.00) - Senior Civil Engineer 1.00 - (1.00) - Senior Engineering Technician 1.00 - (1.00) - Senior Office Specialist 1.00 - (1.00) - Senicr Planner 4.00 - (4.00) - Transportation Engineerw/Certificate 1.00 - (1.00) - DEVELOPMENT SERVICES FUND TOTAL 39.00 - (39.00) - •• ~ -• ~ CBAG Administrative Analyst II 2.00 - - 2.00 CBAG Analyst 3.00 - - 3.00 CBAG Deputy Executive Director 1.00 - - 1.00 CBAG Director of IV LECC - 1.00 - 1.00 CBAG Director of SD LECC 1.00 - - 1.00 CBAG Executive Assistant 1.00 1.00 - 2.00 CBAG Executive Director 1.00 - - 1.00 CBAG Graphic Designer/Webmaster 1.00 - - 1.00 CBAG Micro Computer Specialist 1.00 (1.00) 1.00 1.00 CBAG Network Administrator I/II 2.00 2.00 - 4.00 12-39 Secretary 1.00 - (1.00) - Senior Librarian 2.00 - - 2.00 Senior Office Specialist - - 0.50 0.50 Attachment C CBAG Network Manager CBAG Program Analyst CBAG Program Manager CBAG Public Safety Analyst CBAG RCFL Nelwork Engineer CBAG Senior Public Safety Analyst Peace Officer Police Agent Police Community Relations Specialist Police Sergeant Police Training and Development Supervisor POLICE DEPT GRANTS FUND TOTAL 1.00 - - 1.00 1.00 - - 1.00 2.00 - - 2.00 - 2.00 3.00 5.00 1.00 - - 1.00 - 1.00 - 1.00 1.00 1.00 1.00 3.00 1.00 - - 1.00 - - 1.00 1.00 - - 1.00 1.00 1.00 - (1.00) - 21.00 7.00 6.00 34.00 Deputy City Attorney II 1.00 - - 1.00 Legal Assistant 0.50 - - 0.50 Police Agent 2.00 - - 2.00 Police Community Relations Specialist 1.00 - (1.00) - Public Information Officer (PD) 1.00 - - 1.00 Public Safety Analyst 1.00 - - 1.00 AMER. RECOVERY 8: REINVEST. ACT TOTAL 6.50 - (1.00) 5.50 '• Environmental Services Program Manager 1.00 - - 1.00 Recycling Specialist I/II 3.00 - - 3.00 ENVIRONMENTAL SERVICES TOTAL 4.00 - - 4.00 Equipment Mechanic 3.00 - - 3.00 Fire Apparatus Mechanic 2.00 - - 2.00 Fiscal Office Specialist 1.00 - - 1.00 Fleet Manager 1.00 - - 1.00 Mechanic Assistant 2.00 - (2.00) - Senior Equipment Mechanic 1.00 - - 1.00 FLEET MANAGEMENT TOTAL 10.00 - (2.00) 8.00 Administrative Technician 1.00 - (1.00) - Transit Manager 1.00 - - 1.00 Transit Operations Coordinator 1.00 - (1.00) - 12-40 Attachment C TRANSIT TOTAL 3.00 - (2.00) 1.00 ~ •• ~ Associate Engineer - - 3.00 3.00 Associate Planner - - 5.00 5.00 Building Inspector I/II - - 4.00 4.00 Building Inspector III - - 1.00 1.00 Building Official/ Code Enforcement Manager - - 1.00 1.00 Development Planning Manager - - 1.00 1.00 Development Services Technician I/II - - 2.00 2.00 Development Services Technician III - - 2.00 2.00 Engineering Technician I/II - - 1.00 1.00 Landscape Architect - - 1.00 1.00 Landscape Planner I/II - - 3.00 3.00 Plans Examiner - - 3.00 3.00 Principal Civil Engineer - - 1.00 1.00 Principal Planner - - 2.00 2.00 Secretary - - 1.00 1.00 Senior Building Inspector - - 1.00 1.00 Senior Engineering Technician - - 1.00 1.00 Senior Office Specialist - - 1.00 1.00 Senior Planner - - 4.00 4.00 Transportation Engineer w/Certificate - - 1.00 1.00 DEVELOPMENT SERVICES FUND TOTAL - - 39.00 39.00 Associate Engineer 2.00 - - 2.00 Engineering Technician I/II 2.00 - - 2.00 Equipment Operator 3.00 - - 3.00 Maintenance Worker 1/II 18.00 - - 18.00 Public Works Specialist 1.00 - - 1.00 Public Works Supervisor 4.00 - - 4.00 Senior Civil Engineer 1.00 - - 1.00 Senior Fiscal Office Specialist 1.00 - - 1.00 Senior Maintenance Worker 14.00 - - 14.00 SEWER TOTAL 46.00 - - 46.00 ~ •' • Accountant 1.00 - - 1.00 Assistant Director of Redevelopment and 1.00 - - 1.00 Housing 12-41 Attachment C Principal Project Coordinator Project Coordinator I/II Redevelopment and Housing Manager Senior Administrative Secretary Senior Fiscal Office Specialist Senior Project Coordinator REDEVELOPMENT & HOUSING TOTAL 1.00 - - 1.00 2.00 - - 2.00 1.00 - - 1.00 1.00 - - 1.00 1.00 - - 1.00 3.00 - - 3.00 11.00 - - 11.00 TOTAL AUTHORIZED POSITIONS 1,004.75 8.00 (88.00) 924.75 12-42 Attachment D Summary of Changes From Initial Proposed Budget Document Submitted to Council on May 24, 2011 J N 1+ W ~ Police ~ Add 2.0 Police Agents; avoids POA layoffs and demotions _ $ 270,840 $ (270,840) Police Add salary savings based on normal attrition $ (270,840) $ 270,840 Human Resources Reclassify HR Director to HR and ITS Director _ _ $ 12,749 _._ $ _ (12,749) _ Information Technology Services Eliminate ITS Director and add out of class pay for ITS M_ an_ager ~ _ ~ $ (198,620) $ 198,620 Administration _ Add Marketing and Communications Manager $ _ 138,700 $ 138,700 $ - Developme nt Services Eliminate Economic Development Officer $ (221,000) $ (219,966) $ (1,034) _ Recreation Add Nature Center related expenditures -revenue offset $ 65,204 $ ,_65,204 $ _ - - --- Public Works _. _ Add Nature scape in a box grant program _ _ _ _ _ $ 29,833 $ 29,833 $ - __ _ Non Departmental Add transfer to State Grant Fund to eliminate negative fund balance _$ 88,633 $ (88,633) Non Departmental Revenue adjustment to reduce use of Economic Contingency Reserve and add transfer in from Other Transportation Fund $ (96,204) $ - $ (96,204) SUBTOTAL GENERAL FUND ADJUSTMENTS $ (83,467) $ (83,467) $ - ~ Transportation Sales Tax ~ Reduce CIP and eliminate transfer out to General Fund _ $ - $ (422,016) $ 422,016 Development Services (Fund 236) Transfer DSF from Fund 236 to Fund 408 _ $ (6,132,895) $ (6,132,895)_ $ - Parking Meter Add CIP for parking district improvements $ ~ - _ $ 130,000 $ (130,000) _ w Enforcement Services Suppl La Reduce expenditures to match available grant revenues $ - ~ _$ (16,500) $__ 16,500 _ Police Department Grants Reduce budget for vehicle purchases; purchase order issued in FY11 $ - $ (1,064,661) $ 1,064,661 Asset Seizure Add budget for replacement of Police vehicles $ _ __ - $ 225,000 $ (225,000) Act California Library Service Otay Ranch Town Center Library storefront _ $ - $ - 200,000 $ (200,000) _ State Recreation Grants Add transfer from General Fund to eliminate negative fund balance $ 88,633 $ - $ 88,633 Federal Grants Fund EPA Brownfield Assessment Grant and UASI Grant $ 745,400 $ 745,400 $ - ARRA Transfer $250,000 from Other Expenses to HVAC Energy Retrofit Phase II CIP _$ - $ (250,000) $ _ 250,000 _ ARRA Transfer $250,000 from Other Expenses to HVAC Energy Retrofit Phase II CIP ---.._ $ - $ 250,000 $ (250,000) _ ARRA Reduce expenditures to match available grant revenues $ - $ (30,000) $ 30,000 Attachment D N I Environmental Services Reclassify Recycling Specialist I to Recycling Specialist II, eliminate vehicle equipment budget, add ICLEI grant $ 5,000 $ (38,008) $ 43,008 CDBG Housing Program Reduce expenditures to match available grant revenues $ (388,000) $ (388,000) $ - CV Housing Authority Reduce expenditures to match available grant revenues $ (85,951) $ (41,000) $ (44,951) Emergency Shelter Grant Prog Increase expenditures based on new grant revenues $_ 34,006 $ ~ 34,006 $ RDA Low & Mod Income Housing Reduce expenditures to match available grant revenues $ - $ _ _(54,705) $ 54,705 Home Program Increase expenditures based on new grant revenues __ _ $ 80,350 $ 80,350 $ - _ Community Dev Block Grant Reduce expenditures to match available grant revenues $ (65,087) $ (65,087) $ - Open Space District #1S Add materials to maintain buildings and grounds budget $ 1,710 $__ 1,710 $ _ - _ Open Space District #20 Add materials to maintain buildings and grounds budget $ 12,151 $ 12,152 $ (1) Development Services (Fund 408) Budget DSF as enterprise fund __ $ 6,132,895 $ 6,132,895 $_ _ _ - Development Services (Fund 408) Historic Survey Funding _ $ 30,930 $ 30,930 $ - Development Services (Fund 408) S[rong motion instrumentation program ,_ $ 11,200 $ 11,200 $ - ____ Trunk Sewer Capital Reserve Add CIP for Main Street Sewer Improvements $ - $ 50,000 $ (50,000) Sewer Service Revenue Add budget for metro audit variances study $ - $ 350,000 $ (350,000) _. -- Corporation Yard Relocation (PFDIF) Eliminate vehicle equipment budget inadvertently carried forward from FY2011 - _$, - _ $ (78,000) _ $ 78,000 -- - Transportation DIF Add new CIP for Traffic Management -Traffic Monitoring System $ 241,006 $ ..450,000 $ (208,894) Redev Bayfront/Town Centre I Budget loan repayment from So West/Twn Ctr II/Oty Vly fund to Bayfront/Town Centre I fund; funding to be used for Third Avenue Streetscape project as authorized by Council in March 2011 ,_ _ $ 2,500,000 $ _ - $ 2,500,000 So West/Twn Ctr II/Oty Vly Budget loan repayment from So West/Twn Ctr II/Oty Vly fund to Bayfront/Town Centre I fund; funding to be used for Third Avenue Streetscape project as authorized by Council in March 2011 $ - 5 2,500,000 _ $ (2,500,000) Long-term Advances DSF -RDA _ _ Budget loan repayment from So West/Twn Ctr II/Oty Vly fund to Bayfront/Town Centre I fund; funding to be used for Third Avenue Streetscape project as authorized by Council in March 2011 $ 2,500,000 $ 2,500,000 $ - Other Transportation Program Increase budget for Willow Street Bridge Widening CIP -__ $ 22,150 - $ _. 22,150 $ - Other Transportation Program Add transfer out to General Fund and TDIF for interest earned in a prior year I $ - $ 307,740 $ (307,740) N A N Attachment D THE ATTACHED AGREEMENT HAS BEEN REVIEWED AND APPROVED AS TO FORM BY THE CITY ATTORNEY'S OFFICE AND WILL BE FORMALLY SIGNED UPON APPROVAL BY THE CITY COUNCIL i %~ ~~~~ -z Glen R. Googins City Attorney Dated: (~~~-' J SECOND ADDENDUM TO AGREEMENT BY AND BETWEEN THE CITY OF CHULA VISTA, AND HIGHBEAM MARKETING 12-46 SECOND ADDENDUM TO MARCH 18, 2010 AGREEMENT BETWEEN HIGHBEAM MARKETING AND THE CITY OF CHULA VISTA Pursuant to Article I, section (A)(2)(b) ["Additional Services"] as set forth in the Agreement between City of Chula Vista and HighBeam Mazketing LLC, to develop a public communications strategic roadmap for City of Chula Vista dated March 18, 2010 (hereinafter "Agreement"), the City and HighBeam Marketing LLC (hereinafter "Consultant") enter into this Second Addendum to that Agreement. This Second Addendum to the Agreement dated (hereinafter "Second Addendum") for the purposes of reference only, and effective as of the date last executed unless another date is otherwise specified herein and is made with reference to the following facts: RECITALS WHEREAS, the City seeks to obtain "Additional Services" from Consultant, as permitted in the March 18, 2010 Agreement. WHEREAS, the "Additional Services" consists of creation of a brand positioning statement and signature (tag) line for the City of Chula Vista. WHEREAS, Consultant was selected because of its intimate knowledge of the City of Chula Vista given their Millenia prof ect branding and identity work within the City of Chula Vista, its successful completion of the March 18, 2010 Agreement and subsequent first addendum, their extensive experience, including similaz work for other public and private entities, and their ability to complete the services in a timely manner. WHEREAS, Consultant warrants and represents that it is experienced and staffed in a manner such that it can deliver the "Additional Services" required of Consultant to City in accordance with the time frames and the terms and conditions of this Addendum. NOW, THEREFORE, BE IT RESOLVED that the City and Consultant do hereby mutually agree as follows: A. All of the Recitals above are incorporated into this Second Addendum by this reference. B. All terms in the Agreement, including exhibits, are incorporated into this Second Addendum and the parties remain bound by those terms except as modified herein. The meaning of the term "Agreement" as used in the March 18, 2010 Agreement shall include and encompass the instant Second Addendum. The Mazch 18, 2010 Agreement and subsequent first addendum are hereby incorporated by reference into this Second Addendum. 12-47 C. Consultant shall perform "Additional Services," as permitted by Article I, section (A)(2)(B), of the March 18, 2010 Agreement as stated herein, and Exhibit A of the March 18, 2010 Agreement shall be modified, by adding section 15-A to describe those "Additional Services", as follows: "15-A. Second Addendum "Additional Services": Pursuant to Article I, section (A)(2)(B), of the March 18, 2010 Agreement, Consultant shall provide the following "Additional Services": A. General Duties Consultant shall build upon the strategic public communications framework and process roadmap as developed in the March 18, 2010 Agreement and subsequent addendum to create a brand positioning and signature (tag) line for the City of Chula Vista. The intent is to establish a distinctive and meaningful brand posifioning for the City of Chula Vista with key audiences beyond the City's borders in San Diego County, as well as other areas of California, the United States and Baja California, Mexico. Importantly, this project will also establish a brand signature line for Chula Vista that is a shorthand representation of the brand positioning and which can be used in a wide range of external communications about the City of Chula Vista. B. Detailed Scope of Work: Consultant shall create and branding positioning and signature (tag) line ("Deliverables") as follows: 1. Brand Positioning Statement: The brand positioning statement will describe what makes Chula Vista a distinct and unique city in which to live, work, and visit relative to other cities in San Diego County and the larger region. This statement must enable the City to own a "position" in the tazget audience's mind that is relevant, meaningful, positive, believable, and of course differentiating. The positioning statement will guide creation of the brand identity and signature line as well as other extemal communications about the City to audiences beyond the borders of Chula Vista. It will also provide a unifying force for extemal communications about the City coming from various departments and external partners. 2. Brand Signature Line: The Brand signature line is a tangible expression of the City's brand positioning in all communications, especially to audiences beyond the City. As previously mentioned, this will be derived from the brand positioning statement. It will be unique and differentiating, as well as relevant and believable. It is imperative to avoid the trap in which the signature line could be applied to another city as easily as to Chula Vista. 12-48 3. Multiple Uses: Although the deliverables are commissioned by the City, these elements are also intended so that they maybe used by the Chula Vista Chamber of Commerce and other key partners in public communications promoting the City as a destination for business, residential living, leisure and recreation. This is an important consideration regarding a unified communication instead of fragmented messages. The deliverable shall also be able to be used by the various City Departments. 4. Audience Research: To ensure that the positioning statement and brand signature line developed are effective in achieving their desired goals, it is important to conduct research with a representative sample from the target audience. The research will be conducted in such a way as to provide for cost efficiency and general effectiveness in understanding response and preference. C. Date for Commencement of Consultant Services: This Second Addendum shall be effective (and Additional Services under this Second Addendum may commence) on the date this Second Addendum is signed by both the City and Consultant. D. Dates or Time Limits for Delivery of Deliverables: Consultant shall complete the above detailed Deliverables within 120 days of the effective date of this Second Addendum, unless otherwise agreed upon in writing by the City. E. Date for completion of services shall be as stated in section D, above. It shall be a breech of this Agreement if the deliverables are not completed within the time frames set forth in section D, unless additional time is approved, in its sole and unfettered discretion, by the City. If the City does not approve the additional time, then the City may, in its sole and unfettered discretion, terminate this Second Addendum. F. Materials Required to be Supplied by City to Consultant: None. G. Compensation: 1. Consultant shall be compensated in an amount of no more than $32,000 for the Additional Services set forth herein. Compensation shall be made in a fix fee agreement payable as follows: PAYMENT AMOUNT ESTIMATED TIMING Initial $24,000 At Second Addendum a royal Final $8,000 Project Com letion 12-49 2. For the cost of out of pocket expenses incurred by Consultant in the performance of services herein required, City shall pay Consultant at the rates or amounts set forth below: Cost or Rate O Reports, not to exceed $ $ (X) Copies, not to exceed $ $1000.00: Total not to exceed $1000 (X) Travel, not to exceed $3000.00, unless otherwise approved in Total not to writing: exceed $3000 • Mileage to be billed at the federal mileage rate. • Lodging and meal expenses to be in the "moderate" category and to be billed for actual expenses incurred. O Printing, not to exceed $ $ () Postage, not to exceed $ $ O Delivery, not to exceed $250.00: Total not to exceed $250 () Outside Services: $ O Other Actual Identifiable Direct Costs: $ not to exceed $ $ ,not to exceed $ $ H. Bill Processing: 1. Consultant's billing to be submitted for the following period of time: Monthly. 2. Day of the Period for submission of Consultant's Billing: End of the Month. 3. City's Account Number: (Signature page to follow.) 12-50 Signature Page To SECOND ADDENDUM TO MARCH 18, 2010 AGREEMENT BETWEEN HIGHBEAM MARKETING AND THE CITY OF CHULA VISTA IN WITNESS WHEREOF, City and Consultant have executed this Second Addendum to the March 18, 2010 Agreement thereby indicating that they have read and understood same, and indicate their full and complete consent to its terms: Dated: City of Chula Vista By: Attest: Donna Norris, City Clerk Approved as to form: Glen Googins, City Attorney Dated: By: James D. Sandoval, City Manager HighBeam Marketing, LLC, Mark E. Bair, CEO 12-51 Signature Page To SECOND ADDENDiM TO MARCFI 18, 2010 AGREEMENT BETWEEN ~IIGHBEAM MARlCET1NG AND TIIE CITY OF CHULA VISTA IN WITNESS WHEREOF, City and Consultant have executed this Second ,Addendum to the March 18, 2010 Agzeement thereby indicating that they have read and understood same, and indicate their full and colxzplete consent to its teams: Dated: City of Chula Vista Ey: James D. Sandoval, City Manager Attest: Donna Norris, City Clerk Appxoved as to forni: Glen Googins, City Attorney hated: IlighBeam Marketing, LLC, By~~ ~~ Mark E. Bair, CEO 12-52 Attachment F MEMO Office of the City Manager DA'L'E: May 17, 201 1 TO: Honorable Mayor and City Council FROM: Jim Sandoval, City Manager SUBJECT: Organizational Changes I~JJ ~~~r~ ~._~. ~_~ CI CHULAVISTA You may recall that in my first full month on the job, in January 2009, t made numerous organizational changes, including: Merging of Finance and Budget departments Merging of Engineering and Public Works departments Merging of Planning and Building, Redevelopment and Housing, F,conomic Development departments as well as Land Development section previously in the Engineering Department At that time, [also contemplated two other mergers, which f did not make. The first was potentially merging the Information Technology Services (ITS) Department with Human Resources. The second was merging the Departments of Library and Recreation. 1 did not enact the ITSIHuman Resources merger because at the time I felt the IT functions still required the direct oversight of a director focused pm~ely on IT. Since that time, thanks to Louie Vignapiana his Mid-Managers and staff, a number of accomplishments have been made that have stabilized the entire function. 'these include: Expanded the use of remote support [nstallation of "thin client" computers for users outside city hall, including Police Automated software upgrades The 1TS Department is now at a point where it can be folded into another department. I have combined the former ITS Department with Human Resources. Kelley Bacon is managing the new Human Resources and Information Technology Department. (See previous and new organizational charts -Attachment A). As stated previously, I had considered merging Library and Recreation. At the time, (assumed it would be a "natural fit'" since both departments provide leisure services-type programs. After initial review, however. I found out that was not the case, and I abandoned the idea. Recently, two Councilmembers have requested that I again consider the combination of the two departments. Staff and I have done a considerable amount of investigation on the pros and cons of a possible merger. The following is an overview of the analysis we performed. DITiEC'COR KF.SPONSIBILIT[F.S [f the two departments were merged, there would be only one Director. In order to deternrinc if this is feasible, we first reviewed the overall and daily duties of the two positions. 12-53 Attachment F Library Library Director Betty Waznis' overall responsibilities include managing: • 3 libraries • Chula Vista Heritage Museum • Adult Literacy Service • Serving 600,000 customers • Supervising 21 full-time employees as well as 20 hourly workers and 100 volunteers • Supporting 5 Boards/Commissions/Committees (Board of Library Trustees, Cultural Arts Commission, Youth Action Council, Friends of Chula Vista Library, Chula Vista Public Library Foundation) Recreation Recreation Director Buck Martin's overall responsibilities include managing: • 18 Softball fields (13 night-lighted) • 26 Multi-purpose fields (l Onight-lighted) • 5 Gymnasiums • 6 Community & Neighborhood Parks (direct oversight) • 61 Community & Neighborhood Parks (scheduling oversight) (This includes providing over 600 children with after school recreation programs -Attachment B) • 9 Recreation Centers • 2 Swimming Pools • 4 Boards/Commissions/Committees served (Youth Sports Council, Commission on Aging, Parks & Recreation Commission, Friends of the Chula Vista Parks and Recreation) • 1,390,000 direct public contacts annually • 126 Employees to manage (16 FT, 1 10 PT) • Executive Manager to Otay Valley Regional Parl< Joint Powers Agreement • Emergency Operations Center (EOC) -directly responsible for shelter and food for community and resource workers (i.e. 2003 and 2008 fires) All Department Heads have some day-to-day responsibilities that are similar (i.e., personnel, policy, administrative, budget, etc.). Beyond these basic responsibilities, when 1 reviewed the two positions' typical daily duties, it is clear that they are very diverse (Attachments C and D). MANAGEMENT SUPPORT Typically, the responsibility to manage personnel and assist customers and perform all other associated tasks falls on the shoulders of not only the Director but also the entire management team. Due to budget cutbacks, these management resources have been greatly diminished. RECREATION DEPARTMENT 50% Reduction) __ ___ _ _ 2006-07 2010-I1 _ _ _ _ _ _ Executive Mana er I Executive Mana er _ __ I _ Senior Mana er 1 Senior Manager _ __ 0__ _ Mid-Mana er 4 Mid-Mana er 2 Total 6 Total 3 2 >6 Fourth Avenue, Chula Vista, CA 9t910 ~ www.ch~l4vi~~ca.gov (619) 691-5031 f,,x (1197 ~I09-5RA-1 Attachment F LIBRARY DEPARTMENT 64% Reduction 2006-07 2010-I1 Executive Mana er 1 Executive Manager I Senior Mana er 4 Senior Mana er 0 Mid-Mana er 9 Mid-Mana er 4 Total 14 Total 5 As can be seen, the management resources we have to manage a combined department and supervise over 160 employees in 19 different locations would be one Director and six other managers versus the 20 that we had in 2006-07. Due to the significant overall staffing cuts, the Director and other remaining managers are also performing duties typically done by line staff. PREVIOUS CITY OF CHULA VISTA COMBINED LIBRARY/RECREATION DEPARTMENT EXPERIENCE Between 1998 and 2000, the Library and Recreation Departments were merged. They were managed by an Assistant City Manager/Library Director who was also responsible for oversight of the library and recreation functions. In the Library area, the lack of a full-time, fully focused professional Librarian/Director had many negative impacts including demoralization and loss of motivation of staff, especially the professional staff, the beginning of an I 1-year trend of the Library Department repeatedly being passed over for funding in favor of other departments and functions, loss of ability to change operationally with the speed necessary to reflect ZI'" century technology, and inability to attract high-profile community supporters. The recreation function at the time was managed by an Assistant Director, a Senior Manager and four Mid- managers. There were also four fewer recreation centers and five fewer parks at the time. We contacted individuals of both the Library and the Recreation staff who were present at the time to understand how well the merged department functioned during the two years that it was together. The following are quotes from various individuals: • Suffered from lack of recreation professional oversight and resulting lack of credibility (Library Director not a true "advocate of the profession") • Morale issues ("stepchild" syndrome) • Need for time-consuming, on-going education of Library Director regarding Recreation Department policies, procedure, best practices, histot•y, etc. • Less than 100% support fi•om Library administrative staff • Merging of office functions/procedures less than ideal • Blending of Department-wide resources problematic (proverbial second in line) • Library Director and Administration's unfamiliarity with Recreation Department staff lead to lack of confidence Sunny Shy, the Assistant Director of the Recreation Division at the time, commented that [he transition to oversight by the Assistant City Manger/Library Director, was very problematic. The Library Director had no experience in the recreation business. Attempts were made to operate the Recreation Division like [he Library Division; expecting that the Recreation Division would eventually fit into the Library model. It never did, despite countless hours of meetings and discussions. 3 i~ Fourth Avenue, Chula Vista, CA 91910 ~ www.ch 1 vi ca.gov ~ (619) 697-5031 ~ fax (619) 409-SSRd Attachment F OTHER CALIFORNIA CITIES WITH COMMUNITY SERVICES DEPARTMENTS In order to analyze the potential Library/Recreation merger more fully, we contacted 25 similar sized cities in California (Attachment E). What we found is as follows: Twenty-five like-sized cities contacted, seven with merged Commtmity Services Departments All seven cities with merged Community Services Departments had an Assistant Director Only two cities had Library as a component of Community Services o City of Ontario Community Services Agency includes • Library Director • Assistant Library Director • Recreation Director • 2 Assistant Recreation Directors o City of Anaheim Community Services Department includes • Director (Recreation Professional) • City Librarian (Executive position with compensation equivalent to Department Head) • Community Services Manager (Senior Manager position over Recreation) In essence, there was not a single size comparable city that had a combined Library/Recreation Department without either two, or the equivalent of two, executive level positions. All of the cities also had Assistant Directors positions. The Assistant Director positions have been eliminated from both of our Recreation and Library Departments. FISCAL IMPACTS The positive financial impact of a merger of the two departments could be the savings of a Director position (approximately $158,000) in the second year, after severance was paid, if no other management support was provided. It is more likely, however, to make this model work, at leapt one Assistant Director position would be needed (approximately $134,000 -Attachment F). Savings in this case would be $24,000 annually beginning in six and a half years. When the Library and Recreation were a combined department for the two years, during this period and the ensuing years, it is estimated that the Library lost up to $20 million (i.e., Rancho del Rey Library) by not having the time or knowledge to pursue available grant monies from the State of California. While we believe we are aware of what is available in outside funding, the challenge with the combined department under the responsibility of one Director would be having the time to pursue these outside monies. Recreation Director Buck Martin has over nine years brought in over $3.4 million in grants through his outreach efforts (Attachment G). These efforts have paid for items such as The Mobile Recreation Program, the Kaiser Elementary Learn - to-Swim Program and Fun-to-be Fit Programs. It is doubtful that one individual managing the two departments would have the time to be as successful. PUBLIC OUTREACH AND SPECIAL PROJECTS Both the Library and the Recreation Directors conduct a great deal of public outreach efforts and are involved in special projects to further their departments and service to the community. The Library Director is involved with: • AARP 4 ~6 Fourth Avenue, Chula Vista, CA 91910 ~ www.ch~l~av4~ca.gov ~ (619) 69]-5031 ~ fzx (619) 409-5884 Attachment F • Altrusa International, Inc. of Chula Vista • American Library Association • California Connects • California State Library • California Library Association • Chula Vista Elementary School District • Chula Vista Garden Club • Chula Vista Rotary • Collaboration of Teachet•s and Artists (COTA) • Easter Seal Society • Hi-Tech High • Junior Achievement • Laubach Literacy Council • Norman Park Senior Center • San Diego Council on Literacy • South Bay Community Services • Stein Center • Sweetwater Unified High School District The Recreation Director is involved with and sits on the board of multiple non-profit organizations including • South Bay Safety Net/Chula Vista Community Collaborative • Police Activities League • Chula Vista Elementary School Health and Wellness Collaborative • Sharp Hospital Medical Center • Chula Vista Kiwanis • San Diego Sports Commission • CPRS -California Parks and Recreation Society This level of outreach has positioned them to be able to receive grants and outside assistance for their departments. It is doubtful that one individual could cover the scope of outreach that is currently conducted. Both department Directors are also involved in special projects that are beneficial for the City. Recreation Department • Chula Vista Sports Alliance • The Care and Shelter Management component of the Emergency Operation Center • Completion of the Parks and Rec Master Plan • Completion of the updated Recreation Strategic Plan • Oversight of the RFP for the public/private partnership of the 70 acre park Library Department Development of a new temporary library branch at Otay Ranch Town Center, Re-opening achy-based Passport Acceptance Facility Overseeing the completion of the Library Facilities Master Plan, with its implications for the proposed Rancho Del Rey site. CONCLUSION Due to: the unique professional skills and experience needed to successfully manage either the Library or the Recreation function; the extremely broad scope geographically and responsibilities-wise to manage a combined department; 5 76 Fourth Avenue, Clwla Vieta, CA 91)10 ~ www.ch~l4vr~t~ca.gov f (619) 691-5031 ~ fax (619) a09SRh4 Attachment F • the lack of available hours and expertise in two fields to conduct the necessary public outreach (i.e., Library Trustees and Youth Sports Council); • lack of available management support; • The failure of the previous Chula Vista combined Library/Recreation Department experiment (1998- 2000); • the lack of even one similar viable merged department in like-sized cities to model; • the lack of available time or expertise for one person to manage two distinct functions and drive important missions (i.e., bring the Library back to prominence or manage the Chula Vista Sports Alliance); • the negligible (if any*) financial savings; I do not believe it is in the best interest of the City and our constituents to merge the two departments. 6 76 Fourth Avenue, Chula Vista, CA 91910 ~ www.ch~l'~v~i~ca.gov ~ (679) 691-5031 ~ fax (619) d095Ah4 Attachment F Attachment A • Current City of Chula Vista Organizational Structure Chart • Current Human Resources and Information Technology Services Organizational Structure Chart • October 7, 2009 Human Resources Organizational Structure Chart • August 23, 2010 ITS Organizational Structure Chart 12-59 D Human Resources & Information Technology Services HI2/ITS Director N I T O ^_~ ~ ~ ~ i IT ~ IT I IT ~ ~ ~~ ~^i Apphcanons. ~ Inform anon ~ GIS14~ebma5ter I Operations (Class, 6rnefits~ 1 O erations & 1 ~___,___,~ 1 comp, tes[ing, training. ~ Risk Management I p ~ Technology Support ~ _ ~ ~ ~ Telecommunications ~ im'erti~at~ons. policy) S ~~ i •~j LOSS COn VU e ~ `_~ ~~ E ---- 1 /~{ Safety 1 t i V ~...., _......e.l ylar 2011 i ~ ,....,.._._i ' Disability ,'~~ ~d ana;ementl t Collections U).5 hourly) u~na 3 3 .+ T ~~I// ~~ CITY OF CHULA VISTA City of Chula Vista Organizational Structure ~. T Citizens of Chula Vista Citizen Atlvisory Boards I ~ City Attorney i i-- Mayor City Council Citizen Atlvisory ' commissions City Clerk , City Manager (Administration) J N 1 O>' Assistant City Communications Assistant City Managed Manager Director of Development Services ~ ~ Police ~ Library I Publi c ~ i Development ~ 'f Works ~ I Services I ! _! r ! ! ~ Fire __ Recreation ~ Finance i ~~ Planning Building i Human Resources ~~ Information Technology ! ~ Code ~ ! Housing ~ Enforcement Redevelopment Economic Development May 2011 ~~ IntergovY ~ Engineering & i Affairs '~! Land Develop. *Darker color denotes departments --------------------------------------------------------------------------------------- ~V li ~~ Human Resources As ojOclaber 7, 1010 Kelley Bacon Director EXEC Started w126 FY07 20.5 budgeted FY 09110 14.8 FTE currently filled Teri Enos Risk Manager SM J Emma McClees Kim Stevens Sr Risk Mgmt Sr Risk Mgmt Specialist Specialist (Safety) (Disability Mgmt) PROF (1.0 FTE) PROF (0.80 FTE) Janice Galleher Sr Risk Mgmt Jan Seeley Specialist ~ Collections Supervisor (Loss Conhol) (0.5 Hourly) PROF (1 .0 FTE) UCHR Edith Quicho Benefits Manager MMCF (1.0 FTE) Gladys Ramos Benefits Technician CONF (1.0 FTE) r__________________________________________ ____ ' Sgd. Kelley Bacon Director of Human Resources Irene Mosley HR Ops Manager SM Pat Siler Sr HR Analyst Jocelyn Francisco PRCF (1.0 FTE) HR Technician CONF (1.0 FTE) PR R At aOyFTE) Kerry Bigelow Sr HR Technician CONF (1.0 FTE) Lisa Torres Sr HR Analyst PRCF (1.0 FTE) Linette Abille HR Analyst PRCF (1.0 FTE) Anna Kemery HR Analyst PRCF (7.0 FTE) Isabel Zetina Sr Fiscal Office Specialist CVEA 17.0 FTEI ~i t7 S N 7 .~ T VACANT HR Technician CONF (0.75 FTE) Amanda Duran Office Specialist (0.5 Houdy) UCHR -- Page 1 __ \1l/ i~r~: ~~ -~ CITY OF Louie Vignapiano y CHULAVISTA ITS director Information Technology Se rvices ~ As of August 23, 2010 3 .. 'T Scott Bernard Hermon Howell GIS Supervisor OperationslTelecomm Information Technology Bob Blackwelder Mgr. Support Manager Senior ProgrammerlAnalyst Telecomm. Specialist Sr IT Support Spec/Library Admin. Darrell Bo98ess Nestor (Jo) Jimenez Connie Lawthers Webmaster-Half Time Norma Frank £enior Programmer/Analyst Sr. IT Support Spec/Server John Gerstenberg Administrator GIS Specialist ~ Pat Garcia Lorenda Lee Information Technology Support Specialist Senior Programmer/Analyst Jose Mose Derek Hath GIS Specialist Jack Hurlbut Information Technology Information Technology Support Specialist. Support Specialist Jerry Quijencio Geraldine Smith GIS Specialist Rommel Reyes Information Technology Information Technology Support Specialist Support Specialist Michael Jensen Richard Estrada ITS Director `~~// AttarhmPnt F /~~ `~+ ~.~-..~. CITY Of CHULAVISTA Recreation Department Attachment B Recreation Department Afternoon Attendance at Recreation Facilities during Hours of O eration Recreation Facili School Attendance Notes Heritage Park Ctr Heritage Elementary, Otay Ranch High School & Rancho Del Rey Middle 300+ Attendance denotes foot traffic in park from surrounding schools. No gym or game room. Popular hang out is amphitheatre. (Mon & Wed) Loma Verde Ctr Loma Verde Elementary School Castle Pazk Middle/Hi School 30 ]0 Mon & Wed drop-in non ro ammed activi use Loma Verde Pool PIa round Loma Verde Elementary School 25-30 Closed except for fee-based activities or rivate rentals Montevalle Center Salt Creek Elementary Eastlake Middle School 25-30 Tues & Thu -combined attendance for ark and center Otay Rec Center Otay Elementary Castle Park Middle/Hi School 30 3 Tues & Thu -non programmed activi use/Whiz Kidz Parkway Center Rosebank, Hilltop Drive, Vista 80 Tues & Thu for free drop- Parkway G m Square, Feaster, St. Rose, CVLCC & Mueller 20 in/non programmed activity use Parkway Pool None None Closed except for fee-based activities and rivate rentals Salt Creek Center Salt Creek Elementary Eastlake High School 10 30 Wed & Sat -for free drop in/non programmed activity use (game room and gym) Veterans Park Ctr Hedenkamp, Parkview & Greg Rogers 20-25 40 Fri (4-6pm) non programmed activity use Sat (12-4) non programmed activi use 276 Fourth Avenue, Chula Vista, CA 9191p ~ www.al'~rt~'~taca.gov ~ (619) 409-5979 ~ fax (619) 409-5925 Attachment F Attachment C May 11, 2011 TO: Scott Tulloch FROM: Betty Waznis Library Director -Typical daily and weekly work This is some of what I have done in the last two weeks. It's important to point out that losing 75% of the library staff means that one or two staff absences require everyone, including myself, to step in. I think the time is past when you could have a "niche" skill or attribute. You need to be able to do some of everything and a lot of things well. I do practice the "leader as servant" philosophy, because I have seen over the course of my career how effective and motivating it is. Your staff will give you 1000% when they see you involved and informed, right there with them, enabling them to grow and do their best. At the same time, you can't allow yourself to be overwhelmed with details or operational matters, and need to effectively delegate. One of my challenges and balancing acts is to identify and isolate time for planning and strategic thinking. L Met with Digital Services Manager. Reviewed progress of electronic record overlay with Digital Services Manager. This allows records to be automatically downloaded to library catalog from vendor, obviating a considerable amount of manual work. After 3 months of work nd coordination with 2 vendors and our IT dept, she reported on a successful trial, so we can go ahead and now use this process. 2. Discussed fiscal close schedule with senior manager. Analyzed budget status. 3. With Digital Services Manager, analyzed usage figures and cost per use and decided on offer from state library to support homework help database at only 25% of cost, leaving us to pick up 75%. Decided to let it go -can't afford it. 4. Heavily involved right now in details for Chula Vista Public Library Foundation Fundraiser, to be held on May 21. I serve as President. 13 board members check in with me frequently via phone and email on a variety of details. Pitched with a few others on Saturday to hang posters on Third Avenue. Two planning meetings held. 5. Attended the Historic Home Tour on Saturday Apri130 in the Hilltop area. I always want to show support for our own support groups; this event was 12-65 Attachment F sponsored by the Museum Board, one of the chapters of the Friends of the Library.. 6. Chaired phone conference meeting of the Executive Boazd of th blic~a Cooperative Library System (San Diego and Imperial County p libraries). I serve as chair. Finalized details for grant project, already awarded, that will allow the librazy to offer free downloadable books for Kindle, Nook, etc, coming in July. Thrs is a consortial purchase with a complicated technical and logistical roll-out. AlsoWe m Y no longer have possible/probable loss of state Librazy funding - money to support interlibrary delivery between sys eem stemanusing what on our own with a decentralized hub and spoke typ Y to take over we have in place? Also discussed entrepreneurial oppofimity administration of a neighboring system, assuming their financial reserves and strengthening our own system. 7. As staff liaison, attended meeting of the Board of the Friends of the Chula Vista Library. Solidified~Y { heltlfrlllin book budget gapsnA listed in $35,000+ in the coming p for funds, to take place in planning the Friends' first direct mail campaign summer. Reviewed probable scenarios for FOL assistance at opening of Otay -book sale, sign up new members, assist in library card sign up to help manage what we think will be a big response. 8. As staff liaison, attended meeting of Cultural Arts Commission at South Office of Arts and Culture they az eeeling unneeded. is no money and no 9. Made brief "Special Order of the Day" presentation to Council for winners of the Battle of the Boolcs, a cooperative program ante is and oachesded and spoke at a sepazate reception for the students, p attendance around 100. 10. Began to write the staff report for the Library Facilities Master Plan presentation to Council on June 14. 11. Spoke at an evening meeting of the CVESD PTA Presidents. Described library presentation available for programs and meetings, reviewed Otay Ranch project, and promoted summer reading outreach at Otay Ranch Mall. Touched base with Francisco Escobedo. 12. Held a brief staff meeting for library staff. Updated them on Otay Ranch, described our mission, oppor[uruties and challenges, went over timeline, tallced about staffing, answered questions. 12-66 Attachment F 13. Followed up on complaint from Museum Boazd in regard to building lock; discussed with Public Works -matter was settled. 14. Talked to State library consultant about possible state budget scenarios for FY 2011-12. 15. Followed up with discussion with South manager about optiort sior the Adult Literacy Service in FY 11-12 if no state funding supp forthcoming. 16. to move~ou of Eastlake tolOtay Answcered quespion soneinvent rynt plans timeline, IT matters, etc. 17. Met with Tim Colby, General Manager of Otay Ranch Town Center with Scott and Glen Googins, for an overview of proposed contract for library lease at Otay Ranch Town Center. 18. Met with library managers to firm up timeline, schedule, and responsibilities list for move out of Eastlake Library. 19. Arranged for site visit with the Passport Service District Office manager. Communicated with library staff involved in passport service and IT liaison. Met with City Clerk staffer who is transferring from City Clerk office with her new supervisor, discussed schedules, deop ~ nttschedule. expectation and culture. Established opening date, app Requested and reviewed subsequent interior signage from City Graphic Artist. Sent info to Communications office for press release. 20. Met with Gary Halbert and Todd Galarneau of McMillan. Todd wanted to discuss implicafions of the draft Facilifles Master Plan and what is means for the proposed library at the EUC. 21. Monthly budget review with budget analyst. The library has an offsite "loaner" budget analyst, who also works for two other departments. 22. Attended kickoff session for the top-to-bottom review of the GMOC threshold standazds. Started to review document that needs comments and responses. 23 need improvement; discussed and decided onbresponse. peff o~anCe might 24. Kept up with email lists and publications from California Lib Assoc, Public Library Assoc, and American Libraries Association, looking for 12-67 Attachment F ideas that we can use, solutions to common problems, free training opporhuuties, trends, etc. 25. Completed and delivered a performance evaluation. 26. Phone conference with San Diego County Library -discussed possibility of joint procurement contract for savings and efficiency i2-sa Attachment F ~`(~~ Attachment C ~~ -,~-~ ~~.~~. CHUTAVISTA Recreation Department Recreation Director • On a day-to-day basis, provide direction, leadership and general oversight to the City's Recreation Department. Facilitate the development of strategy and policy in collaboration with the City Manager's Office and other City departments, ensuring that the City's mission, Council direction and core values are incorporated into operational activities and services. Represent the City in the community and the region with regard to policy and operational initiatives. Plan, formulate and implement short and long term goals for park and recreation activities. • Establish and implement operational policies and procedures. Establish and maintain a working environment conducive to positive morale, quality, creativity and teamwork. Write and also review reports, budgets, goals, and policies proposed by staff. • Promote interest in parks and recreation programs through publicity, joint programs with various community groups, and public contact; speak before citizens groups, students and other organizations. • Prepare, review, analyze and present operational budgets; prepare the department's capital improvement budget. • Oversee and direct review and evaluation of the department's overall operating effectiveness. Serve as the liaison to the Parks and Recreation Commission and the Commission on Aging. • Develop grant applications and requests for proposals; prepare, review service contracts and manage the joint use agreement with the Sweetwater Union High School District regarding Eastlake High School/Chula Vista Community Park and Rancho Del Ray Middle School/Discovery Community Park; administer and monitor the use of grant funds. Provide administrative support and oversight to the Youth Sports Council that serves 23 youth organizations providing sports activities for upwards of 10,000 children in our community. Plan, organize and supervise park and facility design to ensure we are following the Parks Master Plan, which is a component of the General Plan. Involved with and serve as a board member on multiple non-profit boards within the city that provide health and wellness support to all our citizens: ---- 276 Fourth Avenue, Chula Vista, CFA 91910 ~ www.chulavietaca.gov ~, (619) 4095979 ~ fax (G 19) 409-5925 a Attachment F o South Bay Safety Net/Chula Vista Community Collaborative made up of the San Diego County Health and Human Services Department, Chula Vista Elementary School District, Sweetwater Union High School District, South Bay YMCA, South Bay Community Services and Family Health Centers. o Police Activities League o Chula Vista Elementary School Health and Wellness Collaborative o Sharp Hospital Medical Center Responsible for administrative support for the non-profit "Friends of Chula Vista Parks and Recreation" board. This involves recruitment of board members, helping them write grants, working with their Treasurer to prepare their monthly fiscal reports, overseeing all of their fund raising activities including the "Chula Vista Community Fun Run, and managing their Kaiser "Elementary Learn to Swim" grant. In the last five years, the Friends raised approximately $400,000. All of these monies go back into supporting the Recreation Department's mission of "Enriching our community through recreational opportunities and services." Our Friends board, through their support, has provided resources that have enabled us to teach over 5,000 fourth graders how to swim. They have funded a majority of our "Fun, Free, Fit" programs that had been eliminated from the budget. The Friends are the lead agency in the application for the development of the AmeriCorps operational grant, and are working with a number of other South Bay health and wellness non-profits to capture additional work force to provide services to the community. Represent the City as the Executive Manager to the Joint Powers Agreement between the County and the City of San Diego in the development and day-to-day operation of the Otay Valley Regional Park. Oversee the newly created Chula Vista Sports Alliance made up of our community partners: U.S. Olympic Training Center, Southwestern Community College, Sweetwater Union High School District and the Chula Vista Chamber of Commerce. Our mission is to promote youth and amateur sports, special events and competitions, and create positive economic impacts through Sporting/Recreational events within the Chula Vista region. • Continued involvement with the Chula Vista Nature Center working with their newly reconstituted board and management team to ensure we are doing everything we can based on our resources to support their mission of educating the region on the importance of environmental stewardship. This would include fund raising and doing what we can to help market and promote their programs. • When recreational issues, concerns, and complaints within the community arise, ensure they are addressed immediately. Continually looking for ways to best manage the concerns of our citizens to meet their needs as it relates to our parks and recreational programming. • Responsible for the "Care and Shelter Management" component of the Emergency Operation Center (EOC). Working collaboratively with the Sweetwater Union High School and Chula Vista Elementary School Districts and the American Red Cross to provide temporary housing and resources during mandatory evacuations within our community and region. 276 Fourth Avenue, Chula Vista, CA 91)10 ~ www.ch`ulavistaca.gov ~ (619) 409-5979 ~ fax (6:19) 409-5925 Attachment F Attachment D CITY OF CHULA VISTA - _ ;: ,. DIRECTOR OF RECREATION To plan, organize, direct and review the activities and operations of the Recreation Department; to coordinate assigned activities with other departments and outside agencies; and to provide highly responsible and complex administrative support to the City Manager. DISTINGUISHING CHARACTERISTICS The Duector level recognizes classes with full responsibility for the administration of a major department. ' SUPERVISION RECEIVED AND EXERCISED Receives policy direction from the City Manager. Exercises direct supervision over assigned management, supervisory, professional, technical and clerical personnel. EXAMPLES OF ESSENTIAL DUTIES -Duties may include, but aze not limited to, the following: Develop, plan and implement department goals and objectives; recommend and administer policies and procedures. Coordinate Department activities with those of other departments and outside agencies and organizations; provide staff assistance to the City Manager and City Council; prepare and present staff reports and other necessary correspondence. Direct, oversee and participate in the development of the Department's work plan; assign work activities, projects and programs; monitor work flow; review and evaluate work products, methods and procedures. Supervise and participate in the development and administrafion of the recreation budget; direct the forecast of additional funds needed for staffing, equipment, materials and supplies; monitor and approve expenditures; implement mid-yeaz adjustments. Select, train, mofivate and evaluate personnel; provide or coordinate staff training; conduct performance evaluations; implement discipline procedures; maintain discipline and high standards necessary for the efficient and professional operation of the Department. Represent the Department to outside groups and organizations; participate in outside community and professional groups and committees; provide technical assistance as necessary. 12-71 Attachment F CITY OF CFIiJLA VISTA Director of Recreation Research and prepare technical and administrative reports and studies; prepare written correspondence as necessary. Build and maintain positive working relationships with co-workers, other City employees and the public using principles of good customer service. Perforrn related duties as assigned. MINIMLIM QUALIFICATIONS Knowledge of: Principles and practices of organization, administration, budgeting and personnel management. Principles and practices of recreation, aquatics and senior services operations, procedures and resources. Principles and practices of planning and directing professional recreation work. Principles and practices of leadership, motivation, team building and conflict resolution. Pertinent local, State and Federal laws, rules and regulations. Organizational and management practices as applied to the analysis and evaluation of programs, policies and operational needs. Principles and practices of organization, administration and personnel management. Principles and practices of budget preparation and administration. Principles of supervision, training and performance evaluation. Abili to: 1272 Attachment F CITY OF CHULA VISTA Director of Recreation Plan, direct and control the administration and operafions of the recreation department. On a continuous basis, analyze budget and technical reports; interpret and evaluate staff reports; know laws, regulations and codes; observe performance and evaluate staff; problem solve department related issues; remember various rules and procedures; and explain and interpret policy. On a continuous basis, sit at desk and in meetings for long periods of time. Intermittently twist to reach equipment sunounding desk; perform simple grasping and fine manipulation; use telephone, and communicate through written means. Develop and implement department policies and procedures. Gain cooperation through discussion and persuasion. Successfully develop, control and administer departmental budget and expenditures. Analyze problems, identify altemaflve solutions, project consequences of proposed actions and implement recommendations in support of goals. Interpret and apply City policies, procedures, rules and regulations. Communicate cleazly and concisely, both orally and in writing. Supervise, train and evaluate assigned personnel. Establish and maintain effective working relationships with those contacted in the course of work. Experience and Training Any combination of experience and training that would provide the required knowledge and abilities is qualifying. Atypical way to obtain the required knowledge and abilities would be: Experience: Seven years of increasingly responsible recreation related experience, including four years of administrative and management responsibility. 1273 Attachment F CITY OF CHULA VISTA Director of Recreation TrairunQ: Equivalent to a Bachelor's degree from an accredited college or university with major course work in Public Administration, Recreation, or a related field. PHYSICAL DEMANDS On a continuous basis, sit at desk for long periods of time, intermittently twist to reach equipment-surrounding desk; perform simple grasping and fine manipulation; use telephone, and write or use a keyboazd to communicate through written means; and lift or carry up to 10 pounds. See in the normal vision range with or without correcfion to read typical business documents, computer screens, and other material; heaz in the normal range with or without correction. WORKING ENVIRONMENT Primary work is performed indoors in a carpeted and air-conditioned office environment with fluorescent lighting and moderate noise level. Some movement is required from office to office and there is exposure to the external environment when going to outlying offices, meeting, or performing field inspections. Work is frequently disrupted by the need to respond to in-person and telephone inquires. Employees may be required to work evenings. 12x74 Attachment F LIBRARY DIRECTOR DEFINITION Attachment D CITY OF CHULA VISTA To plan, organize, direct and review the activities and operations of the Chula Vista Public Library; to coordinate assigned activities with other, departments and outside agencies; and to provide highly responsible and complex administrative support to the City Manager. DISTINGUISHING CHARATERISTICS The Director level recognizes classes with full responsibility for the administration of a major department. SUPERVISION RECEIVED AND EXERCISED Receives policy direction from the City Manager. Exercises direct supervision over assigned management, supervisory, professional, technical and clerical personnel. ESSENTIAL FUNCTIONS -Functions may include, but are not limited to, the following: Assume full management responsibility for all of the Library Deparhnent's services and activities. Develop, plan and implement department goals and objectives; recommend and administer policies and procedures. Coordinate Department activities with those of other departments and outside agencies and organizations; provide staff assistance to the City Manager, City Council and the Library Boazd of Trustees; prepare and present staff reports and other necessary correspondence. Direct, oversee and participate in the development of the Department's work plan; assign projects and programmatic areas of responsibility; monitor workflow; review and evaluate work products, methods and procedures; meet with management staff to idenfify and resolve problems. Supervise and participate in the development and administration of the Library budget; direct the forecast of additional funds needed for staffing, equipment, materials and supplies; monitor and approve expenditures; implement mid-year adjustments. Select, train, motivate and evaluate personnel; provide or coordinate staff training; conduct performance evaluations; implement discipline procedures; maintain discipline and high standards necessary for the efficient and professional operation of the Department. 12-75 Attachment F CITY OF CHULA VISTA Director of Library Continuously monitor and evaluate the efficiency and effectiveness of service delivery methods and procedures; assess and monitor workload, administrative and support systems, internal reporting relationships; identify opportunifies for improvement; direct the implementation of changes. Research and prepaze technical and administrative reports and studies; prepare written correspondence as necessary. Build and maintain positive working relationships with co-workers, other City employees and the public using principles of good customer service. Performs related duties as assigned MINIIyfUM QUALIFICATIONS Knowledge of: Modem library organization, objectives, services, and their application to the City Library program. Books, sources, bibliographies, reference materials, cataloging and circulation procedures. Principles and practices of leadership, motivation, team building and conflict resolution. Pertinent local, State and Federal laws, rules and regulations affecting library administration. Organizational and management practices as applied to the analysis and evaluation of programs, policies and operational needs. Principles and practices of organization, administration and personnel management. Principles and practices of budget preparation and administration. Principles of supervision, training and performance evaluation. Computer equipment and software applications related to assignment Abili to: Plan, duect and control the administration and operations of the Library department. Promote community interest and enthusiasm in library services. On a continuous basis, analyze budget and technical reports; interpret and evaluate staff reports; know laws, regulations and codes; observe performance and evaluate staff; problem 2 12-76 Attachment F CITY OF CHULA VISTA Director of Library solve deparhnent related issues; remember various rules and procedures; and explain and interpret policy. Develop and implement department policies and procedures. Gain cooperation through discussion and persuasion. Successfully develop, control and administer departmental budget and expenditures. Analyze problems, identify alternative solutions and project consequences of proposed actions and implement recommendations in support of goals. Interpret and apply City policies, procedures, rules and regulations. Communicate clearly and concisely, both orally and in writing. Supervise, train and evaluate assigned personnel. Operate computer equipment and softwaze applications related to assignment. Work with various cultural and ethnic groups in a tactful and effective manner. Establish and maintain effective working relationships with those contacted in the course of work. Experience and Training Any combination of education and/or experience and training that would likely provide the required knowledge and abilities is qualifying. Atypical way to obtain the knowledge and abilities would be: ~erience: Five yeazs of increasingly responsible library experience, including three years of administrative-level experience. Trainine: Equivalent to a Master's Degree in Library Science from an American Library Association accredited institution. License or Certificate Possession of a valid California driver's license. 12-77 Attachment F CITY OF CHULA VISTA Duector of Library PHYSICAL DEMANDS On a continuous basis, sit at desk for long periods of time, intermittently twist to reach equipment-surrounding desk; perform simple grasping and fine manipulation; use telephone, and write or use a keyboard to communicate through written means; and lift or carry up to 10 pounds. See in the normal vision range with or without correction to read typical business documents, computer screens, and other material; heaz in the normal range with or without correction. WORKING ENVIRONMENT Primary work is performed indoors in a carpeted and air-conditioned office environment with fluorescent lighting and moderate noise level. Some movement is required from office to office and there is exposure to the external environment when going to outlying offices, meeting, or performing field inspections. Work is frequently disrupted by the need to respond to in-person and telephone inquires. Employees may be required to work evenings. 12-78 Attachment F Attachment E Jim Sandoval From: Scott Tulloch Sent: Thursday, May 12, 2011 3:12 PM To: Jim Sandoval Subject: Community Services Departments Of 25 similar size cities surveyed state-wide, 7 had Community Services Departments or Agencies. Five of these cities do not combine library and recreation functions in one Department or Agency. The one City with a Community Services Agency that includes library and recreation functions included a Library Department with a Director and Assistant Director and a Recreation Department with a Director and 2 Assistant Directors. At the one City with a Community Services Department that includes the library and recreation functions, the Director is a recreation professional who is supported by a Senior Manager who oversees the recreation function and a City Librarian who is paid at an executive level to oversee the library function. In discussing this concept with executives at many of these cities, a common comment was that if the two functions were combined there must be at least one Senior Manager (Assistant Director or Deputy Director) to support the single Director. In those cities that have a Community Services Department that includes the recreation function but not the library function, the most common reasons for not including the library function were that the size of the combined functions would be too broad and also that the "library community" (Library Boards and Friends of the Library) objected to not having librarians in executive positions and to diluting the management attention that could be provided to the library function. In addition, most of the Community Services Departments in other cities have a Director and multiple senior managers who oversee the various discrete functions. Scott Tulloch, Assistant Ctty Manager City of Chula Vista City Manager's Office 276 Fourth Avenue Chula Vista, CA 91910 (619) 691-5031 (619) 409-5884 (fax) 1~-79 CLASSIFICATION: ASSISTANT DIRECTOR, COMMUNITY SERVICES N O Services AGENCY DEPARTMENT COMPARABLE Mid-Point/ Max/ Max Annual CLASSIFICATION Monthly Monthly REC LIB OTHER REGIONAL Animal Care, Facility Rentals and IRVINE Community Services Deputy Director of Community $ 10,846 $ 12,965 $ 155,580 x Maintenance, Youth and Family Department Services Services HUNTINGTON BEACH Community Services Deputy Director Recreation, 10,665 11,802 141,624 x Parks and Beaches Department Beaches & Development ANAHEIM Community Services Community Services Manager 9,681 11,210 134,520 x Parks, Human Services, i hborhood Services N Department g e ONTARIO Community and Public Asst Recreation/Community 6,371 6,991 83,892 x x Parks and Museum Services Agency Services Director STATEWIDE GLENDALE Community Services and Asst Director of Community 10,422 12,353 148,236 x Parks Parks Services and Parks SANTA MONICA Community and Cultural Assistant Director of Community and Cultural 11,089 12,253 147,036 x Cultural Affairs; Human Services; Services Department Services public Landscape PLEASANTON Parks and Community Community Services Manager 8,577 8,577 102,924 X Parks and Landscaping, Civic Arts Services Department REGIONAL MEAN $ 9,391 $ 10,742 $ 128,904 REGIONAL MEDIAN 10,173 11,506 138,072 STATEWIDE MEAN $ 10,029 $ 11,061 $ 132,732 STATEWIDE MEDIAN 10,422 12,253 147,036 NOTE: REGIONAL SURVEY Oui of 9 agencies surveyed, 4 agencies have Community Services Department with Assistant Director (or comparable) classification. STATEWIDE SURVEY Out of 16 agencies surveyed, 3 agencies have Communty Services Department with Assistant Director (or comparable) classification. Agencies that do not have a Community Services Department have "stand alone" Library, Recreation, or Parks Departments. Prepared by Human Resources Department April 2l, 2011 Attachment F ~`/~r "'u CITY OF CHULA VISTA Attachment G Recreation Department Recreation Department Grants Grant Name Amount State per Capita Grant $840,000.00 Roberti Z'Berg-Harris $516,930.00 Kaiser CV/KP Kids $19,915.00 Kaiser Learn to Swim (LTS) (08-11) $200,000.00 Alliance Health Car Foundation $14,000.00 First Five SD (SBCS) Life Options $15,350.00 Murray-Hayden Otay Park Renovation $1,300,000.00 AmeriCorps Plannin Grant $50,000.00 000.00 $100 Friends of CV Parks & Rec , 000.00 $100 CDBG (over 10- ears) Various area Buiness Organization summer concerts , $10,000.00 Las Primeras - A uatic Programs $3,000.00 200.00 $3 Phair Compan -Senior Programming , 000 00 $45 SD Unified Port District- Nature Center . , SD Women's Foundation -Girl Power Pro ram 2007 AIS Intergenerational Grant 2003 $10,000.00 MontevalleCommunityPark-UniversallyAccessible $200,180.00 Pla ground TOTAL $3,456,650.00 ,..,, „_.._.>, n..,,.,...., rt,,.t~ v;<+a ('A 91970 ~ www.chulavistaca.gov I (619) 409-5979 I fax (619) 409-5925 RESOLUTION N0. 2011- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE CITY OF CHULA VISTA EXCLUDING CAPITAL IMPROVEMENT PROJECT TF375 (TRAFFIC SIGNAL MODIFICATION AT F STREET AND FOURTH AVENUE) AND OPEN SPACE DISTRICT 8 FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 WHEREAS, the City Council of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2012; and WHEREAS, the City Manager's Proposed General Fund Budget was presented at the April 14, 2011 Council Meeting; and WHEREAS, the budgets submitted at this time for formal adoption and appropriation represent the City Manager's proposed budgets, as presented in the Fiscal Year 2011-12 Proposed Budget document, amended to reflect various clean up items; and WHEREAS, A copy of the budget document is on file in the Office of the City Clerk; and WHEREAS, the proposed General Fund budget totals $123.6 million, which includes the use of $2.4 million from the Economic Contingency Reserve; and WHEREAS, on June 8, 2010 Council approved resolution 2010-147 which declared a fiscal emergency for the City, the decline in revenues has continued since that time; and WHEREAS, the total number of recommended permanent positions is 924.75 for Fiscal Year 2011-12, a net reduction of 80.0 positions from the Fiscal Year 2010-11 adopted budget; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby adopt the Operating and Capital Improvement Budgets for the City of Chula Vista excluding Capital Improvement Projects TF375 (Traffic Signal Modification at F Street and Fourth Avenue) and Open Space District 8. 12-82 Resolution No. Page 2 BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista approves the appropriation of funds for the fiscal year ending June 30, 2012 as described in the Proposed Expenditures by Department/Category report on file with the City Clerk's Office. Presented by Maria Kachadoorian Director of Finance/Treasurer Approved a to form by Glen R. Googins City Attorney 12-83 RESOLUTION NO. 2011- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING AND CAPITAL IMPROVEMENT BUDGETS FOR THE CITY OF CHULA VISTA EXCLUDING CAPITAL IMPROVEMENT PROJECT TF375 (TRAFFIC SIGNAL MODIFICATION AT F STREET AND FOURTH AVENUE) AND OPEN SPACE DISTRICT 8 FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 3Q 2012 UPDATED TO INCLUDE $150,000 FOR THE PUBLIC WORKS DEPARTMENT'S PERSONNEL SERVICES BUDGET TO INCREASE PARK RANGER HOURS BASED UPON INCREASED PICNIC SHELTER RENTAL FEES WHEREAS, the City Council of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2012; and WHEREAS, the City Manager's Proposed General Fund Budget was presented at the April 14, 2011 Council Meeting; and WHEREAS, the budgets submitted at this time for formal adoption and appropriation represent the City Manager's proposed budgets, as presented in the Fiscal Year 2011-12 Proposed Budget document, amended to reflect various clean up items; and WHEREAS, A copy of the budget document is on file in the Office of the City Clerk; and WHEREAS, the proposed General Fund budget totals $123.6 million, which includes the use of $2.4 million from the Economic Contingency Reserve; and WHEREAS, on June 8, 2010 Council approved resolution 2010-147 which declared a fiscal emergency for the City, the decline in revenues has continued since that time; and WHEREAS, the total number of recommended permanent positions is 924.75 for Fiscal Year 2011-12, a net reduction of 80.0 positions from the Fiscal Year 2010-11 adopted budget; and WHEREAS, the Council voted to increase picnic shelter rental fees and staff recommends using those unanticipated revenues to fund hourly park rangers in the Public Works Department; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. 12-84 Resolution No. Page 2 NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby adopt the Operating and Capital Improvement Budgets for the City of Chula Vista excluding Capital Improvement Projects TF375 (Traffic Signal Modification at F Street and Fourth Avenue) and Open Space District 8. BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista approves the appropriation of funds for the fiscal year ending June 30, 2012 as described in the Proposed Expenditures by Department/Category report on file with the City Clerk's Office, updated to include $150,000 for the Public Works' personnel services budget to be offset by a corresponding increase in picnic shelter rental revenues. Presented by Maria Kachadoorian Director ofFinance/Treasurer Approved as to form by ~~~ Glen R. Googins City Attorney 12-85 RESOLUTION NO. 2011- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING THE CAPITAL IMPROVEMENT BUDGET FOR PROJECT TF375 (TRAFFIC SIGNAL MODIFICATION AT F STREET AND FOURTH AVENUE) FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 WHEREAS, the City Council of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2012; and WHEREAS, the proposed budget for the capital improvement program was presented at the Apri114, 2011 Council Meeting; and WHEREAS, the budgets submitted at this time for formal adoption and appropriation represent the City Manager's proposed budgets, as presented in the Fiscal Year 2011-12 Proposed Budget document, amended to reflect various cleanup items; and WHEREAS, A copy of the budget document is on file in the Office of the City Clerk; and WHEREAS, the Proposed Budget document includes the capital improvement budget for capital improvement project TF375 Traffic Signal Modification at "F" Street and Fourth Avenue in the Traffic Signal Fund, in the amount of $350,000 ;and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the Ciry Council of the City of Chula Vista does hereby adopt the Capital Improvement Budget of $350,000 for Capital Improvement Project TF375 Traffic Signal Modification at "F" Street and Fourth Avenue in the Traffic Signal Fund. Presented by Approved as to form by Maria Kachadoorian Director of Finance/Treasurer /„~." Glen R. Googins City Attorney 12-86 RESOLUTION NO. 2011- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING BUDGET FOR OPEN SPACE DISTRICT 8 FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JCTNE 30, 2012 WHEREAS, the City Council of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2012; and WHEREAS, the City Manager's Proposed General Fund Budget was presented at the April 14, 2011 Council Meeting; and WHEREAS, the budgets submitted at this time for formal adoption and appropriation represent the City Manager's proposed budgets, as presented in the Fiscal Year 2011-12 Proposed Budget document, amended to reflect various clean up items; and WHEREAS, a copy of the budget document is on file in the Office of the City Clerk; and WHEREAS, the Proposed Budget document includes the operating budget for Open Space District 8 (Fund 362), in the amount of $74,886; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby adopt the operating budget of $74,886 for Open Space District 8 (Fund 362). Presented by Approved as to form by Maria Kachadoorian Director of Finance/Treasurer ~_~~~ Glen . Googins City Attorney 12-87 RESOLUTION NO. 2011- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA AMENDING THE COMPENSATION SCHEDULE AND CLASSIFICATION PLAN TO REFLECT THE ADDITION OF VARIOUS POSITION TITLES AS REFLECTED IN THE FISCAL YEAR 2011-12 OPERATING BUDGET WHEREAS, the City Council of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2012; and WHEREAS, the total number of recommended permanent positions is 924.75 for Fiscal Year 2011-12, a net reduction of 80.0 positions from the Fiscal Year 2010-11 adopted budget; and WHEREAS, the Human Resources Department worked with department's requesting classification studies to determine the appropriate classification and compensation for a number of positions based on changes to workload and scope of responsibility; and WHEREAS, the recommended staffing changes includes a number of new classification titles that are not currently reflected in the Compensation Schedule and Classification Plan; and WHEREAS, the document entitled Authorized Positions by Department, which is on file in the Office of the City Clerk, summarizes the final recommended position counts by department and fund for Fiscal Year 2011-12. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby amend the Compensation Schedule and Classification Plan to reflect the addition of various position titles as reflected in the Fiscal Year 2011-12 operating budget. Presented by Approved as to form by Maria Kachadoorian Director ofFinance/Treasurer Glen R. Googins City Attorney 12-88 RESOLUTION NO.2011- RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CHULA VISTA WAIVING THE FORMAL BIDDING PROCESS AND APPROVING THE SECOND ADDENDUM TO THE EXISTING AGREEMENT BETWEEN THE CITY OF CHULA VISTA AND HIGHBEAM MARKETING AND AUTHORIZING AND DIRECTING THE CITY MANAGER TO EXECUTE AND IMPLEMENT SAID SECOND ADDENDUM WHEREAS, the development of a brand positioning statement and signature (tag) line for the City of Chula Vista requires the expertise of a marketing firm; and WHEREAS, targeted marketing is a key element of the City's renewed focus on economic development; and WHEREAS, the City of Chula Vista has previously contracted with HighBeam Marketing via a March 18, 2010 Agreement ("Agreement") and subsequent first Addendum for the development of a communications strategy and roadmap and has been satisfied with the work performed to date; and WHEREAS, the City Manager has worked with HighBeam Marketing to develop the scope of work to be delivered with the Second Addendum to the Agreement between the City of Chula Vista and HighBeam Marketing; and WHEREAS, HighBeam Marketing has developed intimate knowledge of the City of Chula Vista given their Millenia project branding and identity work within the City of Chula Vista, its successful completion of the March 18, 2010 Agreement and subsequent first Addendum, their extensive experience, including similar work for other public and private entities, and their ability to complete the services in a timely manner and, as such, staff recommends that the Council waive the formal bidding process as impractical; and WHEREAS, the City wishes to enter into an Second Addendum to its March 18, 2010 Agreement with HighBeam Marketing in the amount of $36,250 for the creation of a brand positioning statement and signature (tag) line. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Chula Vista does hereby: (1) find that HighBeam is uniquely qualified to perform the requested services and, as such, waives the formal bidding process as impractical; (2) approve the Second Addendum to the existing Agreement between the City of Chula Vista and HighBeam Marketing, and (3) authorize the City Manager to execute and implement the Second Addendum to the existing Agreement. 12-89 Resolution No. Page 2 Presented by Maria Kachadoorian Director of Finance/Treasurer Approved as to form by Glen R. Googins City Attorney 12-90 RESOLUTION NO.2011- RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING BUDGET FOR THE REDEVELOPMENT AGENCY FOR THE SOUTHWEST/ TOWNE CENTER II/OTAY VALLEY/ADDED AREA PROJECT AREA FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 WHEREAS, the Redevelopment Agency of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2012; and WHEREAS, the budgets submitted at this time for formal adoption and appropriation represent the City Manager's proposed budgets, as presented in the Fiscal Year 2011-12 Proposed Budget document, amended to reflect various clean up items; and WHEREAS, A copy of the budget document is on file in the Office of the City Clerk; and WHEREAS, the total number of recommended permanent positions for this fund total 4.0 for Fiscal Year 2011-12, the same level of staffing as fiscal year 2010-11; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the Redevelopment Agency of the City of Chula Vista does hereby adopt the Operating and Capital Improvement Budgets for the Southwest/Towne Center II/Otay Valley/Added Area Project Area for Fiscal Year 2011-12. BE IT FURTHER RESOLVED that the Redevelopment Agency of the City of Chula Vista approves the appropriation of funds for the fiscal year ending June 30, 2012 as described in the Proposed Expenditures by Department/Category report on file with the City Clerk's Office. Presented by Approved as to form by Maria Kachadoorian Director of Finance/Treasurer ~. ' / v Glen R. Googins City Attorney 12-91 RESOLUTION NO.2011- RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING BUDGET FOR THE REDEVELOPMENT AGENCY FOR TOWNE CENTER I AND THE BAYFRONT PROJECT AREAS FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 WHEREAS, the Redevelopment Agency of the City of Chula Vista received and considered the City Manager's proposed operating and capital improvement budget for the City of Chula Vista for the fiscal year ending June 30, 2012; and WHEREAS, the budgets submitted at this time for formal adoption and appropriation represent the City Manager's proposed budgets, as presented in the Fiscal Year 2011-12 Proposed Budget document, amended to reflect various clean up items; and WHEREAS, A copy of the budget document is on file in the Office of the City Clerk; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered. NOW, THEREFORE, BE IT RESOLVED that the Redevelopment Agency of the City of Chula Vista does hereby adopt the Operating and Capital Improvement Budgets for the Towne Center I and the Bayfront Project Areas for Fiscal Year 2011-12. BE IT FURTHER RESOLVED that the Redevelopment Agency of the City of Chula Vista approves the appropriation of funds for the fiscal year ending June 30, 2012 as described in the Proposed Expenditures by Department/Category report on file with the City Clerk's Office. Presented by Approved as to form by Maria Kachadoorian Director of Finance/Treasurer /' /~-~ G en R. Googins City Attorney 12-92 RESOLUTION NO. 2011- RESOLUTION OF THE HOUSING AUTHORITY OF THE CITY OF CHULA VISTA ADOPTING THE OPERATING BUDGET FOR THE HOUSING AUTHORITY FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS FOR THE FISCAL YEAR ENDING JUNE 30, 2012 WHEREAS, the Housing Authority of the City of Chula Vista has received and considered the City Manager's proposed operating budget for the Housing Authority for the fiscal year ending June 30, 2012; and WHEREAS, the budgets submitted at this time for formal adoption and appropriation represent the City Manager's proposed budgets, as presented in the Fiscal Year 2011-12 Proposed Budget document, amended to reflect various clean up items; and WHEREAS, A copy of the budget document is on file in the Office of the City Clerk; and WHEREAS, a public hearing on the budget was noticed and held as required by the City Charter, and all public testimony was received and considered and WHEREAS, Housing Fund expenditures for planning and administration are necessary for the production, improvement, or preservation of affordable housing. NOW, THEREFORE, BE IT RESOLVED that the Housing Authority of the City of Chula Vista does hereby adopt the Operating Budget for the Housing Authority for Fiscal Year 2011-12. BE IT FURTHER RESOLVED that the Housing Authority of the City of Chula Vista approves the appropriation of funds for the fiscal year ending June 30, 2012 Proposed Expenditures by Department/Category report on file with the City Clerk's Office. Presented by Maria Kachadoorian Director of Finance/Treasurer Appr~o~ve~d{yas to form by /~~^"' " Glen R. Googins City Attorney 12-93 ORDINANCE NO.- ORDINANCE OF THE CITY OF CHULA VISTA AMENDING CHULA VISTA MUNICIPAL CODE SECTION 2.05.010 RELATING TO THE ESTABLISHMENT OF UNCLASSIFIED POSITIONS TO ADD MARKETING AND COMMUNICATIONS MANAGER, SPECIAL EVENTS COORDINATOR, BUILDING OFFICIAL/CODE ENFORCEMENT MANAGER, DIRECTOR OF ECONOMIC DEVELOPMENT, AND CONTINUOUS IMPROVEMENT MANAGER (4/STHS VOTE REQUIRED FOR THIS ITEM) WHEREAS, the Human Resources Department has created new classifications to better reflect the needs of the City's workforce; and WHEREAS, Chula Vista City Charter Section 500(a) requires that all new unclassified management level positions be adopted by ordinance and afour-fifths vote of the Council; and NOW, THEREFORE, the City Council of the City of Chula Vista does ordain as follows: SECTION I: That Section 2.05.010 of the Chula Vista Municipal Code is hereby amended to read as follows: 2.05.10 Unclassified positions established. In addition to those unclassified positions specifically delineated in Section 500 of the Charter of the City, there are established the unclassified positions entitled: Administrative Services Manager, Advanced Planning Manager, Animal Care Facility Manager, Assistant Chief of Police, Assistant Director of Engineering, Assistant Director of Finance, Assistant Director of Public Works, Assistant Director of Redevelopment and Housing, Budget and Analysis Manager, Buildine Official/Code Enforcement Manager, California Border Alliance Group (CBAG) Deputy Executive Director, CBAG Director - IV LECC, CBAG Director - SD LECC, CBAG Accounting Technician, CBAG Administrative Analyst I, CBAG Administrative Analyst II, CBAG Analyst, CBAG Executive Assistant, CBAG Executive Director, CBAG Graphics Designer/Webmaster, CBAG Management Assistant, CBAG Microcomputer Specialist, CBAG Network Administrator I, CBAG Network Administrator II, CBAG Network Manager, CBAG Program Analyst, CBAG Program Manager, CBAG Public Safety Analyst, CBAG Regional Computer Forensic Laboratory Network Engineer, CBAG Senior Public Safety Analyst, Chief Service Officer, City Engineer, Communications Coordinator, Constituent Services Manager, Continuous Imyrovement Manager, Deputy Building Official, Deputy City Manager, Deputy Fire Chief, Development Planning Manager, Director of Conservation and Environmental Services, Director of Economic Development, Economic Development Officer, Fire Division Chief, Fiscal Operations Manager, Human Resources Operations Manager, Law Office Manager, Marketing and Communications Manager, Office Specialist (Mayor's Office), Police Captain, Purchasing Agent, Real Property Manager, Redevelopment and Housing Manager, Risk 12-94 Ordinance No. Page 2 Manager, Senior Council Assistant, ~ecial Events Coordinator, Traffic Engineer, Transit Coordinator, Transit Manager, and Treasury Manager. SECTION II: This ordinance shall take effect and be in full force thirty days from its adoption. Presented by Maria Kachadoorian Director of Finance/Treasurer Approved as to form by ~~~ Glen R. Googins City Attorney 12-95 Gf G~.~~©(1 ~ ~~p ~C1 Q~ O ll ~~~~~ ~ .~~~ ~~ Page 1 of 2 Donna Norris From: Diane Strum Sent: Monday, June 06, 2011 4:15 PM To: Patricia Aguilar; Steve Castaneda; Cheryl Cox; Pamela Bensoussan; Rudy Ramirez Cc: Donna Norris Subject: OPPOSE PROPOSED MERGER OF REC & LIBRARY I am writing with regard to the proposed merger of the Library and Recreation Departments, and wish to express my concern and opposition. I agree with the City Manager's report recommending against the merger. From a health perspective, making decisions that would reduce the Recreation Department's ability to focus on efforts to keep recreations centers open and operating at maximum levels, couldn't come at a worse time. Scientifically based, published research has proven that Recreation Departments play a vital role in obesity prevention. Obesity cannot be managed in a doctor's office alone; community resources must be available to help make behavioral changes-primarily increased physical activity and healthier eating choices. It is far less costly to prevent obesity or intervene at an early age than it is to manage the chronic diseases that result from obesity such as diabetes, heart attack and stroke. Regrettably, Chula Vista has among the highest obesity rates in the County, particularly among school-aged children and youth. The City's Recreation Department has been on the forefront of the obesity prevention movement. (In fact, it was the Recreation Department that first represented the City of Chula Vista in the California Endowment's five-year grant-Healthy Eating Active Communities- HEAC). And it was the Recreation Department's continuing hands-on involvement that helped make the Chula Vista HEAC project the most successful in the state. Research also confirms that Recreation Centers play an equally vital role in crime reduction among youth. Conversely, a reduction in available recreational services for youth increases the rate of vandalism, graffiti and unlawful activities-resulting in need for more resources for public safety. By combining the responsibilities of a Recreation and Library department director, we are being shortsighted. The modest savings of one director's salary is in noway commensurate with what would be lost by merging the departments. I first became directly engaged with the City's Recreation Department and its operations in 2007. I met with Buck Martin to discuss possible grant opportunities from Kaiser Permanente, where I worked at the time. Mr. Martin's obvious passion for his work and his clear vision and commitment to his department's role in improving the health and welfare of Chula Vista residents truly moved me. The impact Buck had on me caused me to become an advocate within Kaiser Permanente for the department. Ultimately, Kaiser Permanente awarded the department a $50,000 grant to help expand the Elementary Learn to Swim program, which has been renewed two additional times-- totaling $150,000 to date. But it is not just about the 06/07/2011 age 2 of 2 money. It is about his leadership and willingness to work relentlessly to maximize services to the public, to "leave no stone unturned" to keep the Recreation Centers open and operating to the maximum extent possible. This should not be compromised. Diane C. Strum Retired from 25 years of service to Kaiser Permanente and the local community 06/07/2011 r~c4~~~iot~ca4 ~~~~;o~l ~ /~/t 1 3~ ~a- . MAYOR COX, COUNCIL MEMBERS, STAFF AND THOSE GATHERED HERE FOR THE PUBLIC GOOD. MY NAME IS SUE MILLER. MY HUSBAND JON AND I LIVED HERE ON CHULA VISTA'S WEST SIDE FOR 27 YEARS. OUR THREE CHILDREN GREW UP LEARNING TO READ AT THE LIBRARY AND LEARNING TO SWIM AT PARKWAY POOL. DURING THE 1980' S I SERVED FOR TWO TERMS ON THE LIBRARY BOARD OF TRUSTEES AND OFTEN CAME TO SPEAK TO THE COUNCII.,. LIKE TODAY, WE WERE USUALLY DISCUSSING BUDGET SHORTFALLS. TIMES WERE TOUGH. WE CUT LIBRARY HOURS, WORKED WITH A SMALL STAFF AND EVEN DARNED THE FURNITURE AND PAINTED THE WALLS. WE EVENTUALLY WROTE A GRANT AND SECURED FUNDS FOR THE SOUTH CHULA VISTA LIBRARY. WHAT A 3OY IT WAS! TWO LIBRARIES AND THE EASTLAKE EXTENSION. DEDICATED STAFF AND VOLUNTEERS CONTINUE TO WORK HARD TO KEEP THE LIBRARY DOORS OPEN. HOWEVER, MONEY IS ALSO NECESSARY TO KEEP THE DOORS OPEN TO BOTH THE LIBRAR~S AND OUR RECREATION CENTERS. YOUR JOB, AS I SEE IT, IS TO BE DILIGENT IN SEEKING NEW WAYS TO AVOID THE IMPRUDENT EXPENDITURES OF THE PAST. RAWER RII.KE, THE GERMAN POET AND PHILOSOPHER, URGES US TO ALWAYS, "BE A BEGINNER. DO NOT PRESUME TO KNOW THE ANSWERS. ASK THE QUESTIONS AND YOU WILL---IN TIlVIE--- DISCOVER THE ANSWERS." YOU HAVE ASKED THE QUESTION"SHOULD THE LIBRARY AND PARKS AND RECREATION DEPARTMENTS BE COMBINED UNDER ONE DIRECTOR?" CITY MANAGER JIM SANDOVAL HAS PROVIDED YOU WITH A COMPREHENSIVE REPORT. I HAVE READ THIS REPORT. IT ANSWERS YOUR QUESTION IN ONE WORD. "NO" YOU HAVE READ THE REPORT AND YOU KNOW WHY THE ANSWER MUST BE "NO!" I DON'T NEED TO BE THE TEACHER HERE. THE THOUGHT OCCURED TOME. TO COMBINE THE PARKS AND REC AND LIBRARY DIRECTOR' S JOBS WOULD BE LIKE ASKING BUD BLACK TO - MANAGE THE PADRES, COACH THE CHARGERS AND RUN THE LIBRARY OF CONGRESS! ! ! ! SOMEONE IS BOUND TO LOSE. I ENCOURAGE THIS COUNCIL TO SUPPORT THE OPINION OF MR. SANDOVAL. CHULA VISTA TRIED THIS IDEA IN THE LATE i990'S. IT FAILED MISERABLY. I ENCOURAGE YOU TO MOVE AWAY FROM THIS IDEA. ASK MORE QUESTIONS, SEEK THE ANSWERS AND DISCOVER A NEW AND BETTER WAY. BY CONSENSUS, MAKE WISE DECISIONS ON BEHALF OF THE GOOD EOPLE OF CHULA VISTA. SUE MILL ~' //~~. ` 3612 PRADERA PLACE BONITA, CA. 91902 619-479-3446 SZQ@COX.NET ~ct~;oro1 ~~~~~ Budget Development Goals: - Fund the highest level of municipal services possible based on available resources - Make significant progress on key programs and projects - Continue stabilizing Chula Vista's financial base - Continue to improve efficiency and effectiveness of government services Proposed General Fund Budget for Fiscal Year 2011-12 is balanced 1 • January 2010: Structural deficit identified and presented to Council • April 2010: Structural deficit of $9.6 million addressed in FY2010-11 using one-time monies. Council notified of need for structural solution. • August 2010: Initial meeting of Executive team to discuss budget • August-October 2010: Numerous internal meetings held to produce City Manager's Budget Reduction Plan • October 5, 2010: Manager's Budget Reduction Plan presented to City Council and public • September 2010-January 2011: Negotiations with bargaining groups • September 2010-January 2011: Over 20 public meetings held to discuss operating budget in all geographic areas of the community • January 2011: Implementation of budget reduction plan • January -March :Finalize proposed budget • April 14: Present balanced budget to City Council • April -May: Make final adjustments to budget based on additional input and prepare budget document 2 • May 24: As required by City Charter, the City Manager's Proposed Budget was distributed to the City Council at least thirty five days before the beginning of the fiscal year • June 7: Public hearing and Council adoption of fiscal year 2011-12 budget • Since introduction of budget balancing plan have made program changes to address issues/concerns in the following services: - Norman Park Center - Patrol Operations - Tiny Tots Program - Park Ranger Program - Graffiti Abatement - Library Services 3 • Service delivery changes (continued): - Economic Development - Communications, Marketing and Communications Coordinator - Continuous Improvement/Lean, Continuous Improvement Manager - Department Consolidations •~ - - .-. General Fund $ 123,714,187 $ 123,714,187 Budget Adjustments $ (83,467) $ (83,467) Updated General Fund $ 123,634,720 $ 123,630,720 Other Funds $ 138,578,466 $ 159,522,544 Adjustments to Other Funds $ 5,733,498 $ 5,452,661 Updated Other Funds Budget $ 144,311,964 $ 164,975,205 Updated All Funds Budget $ 2fi7,942,684 $ 288,645,925 Note: The projected impact to other funds reserve levels reflects the expenditure of funds collected in prior years for capital improvement projects and debt service. 4 • • . • General Fund Changes Police ~ 1_$_270,840 j $ (Z7D,840) {2A Po6ce Agents _ _ Police _ _ _ ___.._._ _ _ _..__. _ _ Salary savings based on normal attrition E ~ $ (27D,840} I $ 27D,840 Human Resources Reciassify_HR Director to HR and ITS Director 3 $ 12,749 $ (12,749) )Eliminate ITS Director and add out of class ~ i Info Tech Services ipay for ITS Manager ~ j $(198,620} ; $ 198,62D _....... Administration 138 7D0 I $ 138,7D0 ~ $_ )Marketing and Communications Manager I $ Development Services _ Eliminate Economic Developmert Officer I $ (221,000} ~ $ (219,966} ~ $ (1,034} __ __ Recreation !Add Nature Center related expenditures - ~ I i I revenue offset $ 65 204 ~ $ 65,204 $ - Public Works iAdd Nature scope ~n a box grant program I $ 29,833 ! $ 29,833 i $ - ~Transfer to State Grant Fund to eliminate [ ~ Non Departmental [ Inegativefund baianee ; $ 88,633 E $.(88,633} ;Revenue adjustment to reduce use of r ;Economic Contingency Reserve and add j Non Departmental transfer in from Other Transportation Fund $ (96,204} !; $ - $ (96,2D4} SUBTOTAL GENERAL FUND ADJUSTMENTS $ (83,467) "a $ (83,467) $ - 5 Other Fund Changes Redev Bayfront/Town _- - --- Centre I - $udget loan repayment from So WestJTwn $ 2,500,000 $ - $ 2 500 000 - Ctr II/Oty Vly fund to 6ayfrontfTown Centre , ~ , , So West/Twn Ctr II/Oty VI I fund; funding to be used for Third Avenue Y Streetscape project as authorized b Council $ _ $ ? 500,000 $ (2,500,000) Long-term Advances y DSF -RDA !in March 2011 $ 2,500,000 $ 2,500,000 , $ - Police Department 'Reduce budget forvehrcle purchases; $ - $ (1.;064,661} ' 1,064,661 Federal Grants Fund EPA Brownfield Assessment Grant and UASI $ 745,400 $ 745,400 $ - Various - CIP budget related adjustments _ $ 263,156 $ 230,134 , $ 33,022 ,,Adjust expenditures to match available Various i, _ grant revenues , _ _~_ .__.._.._R_ $ (424,682) $ ( 434,436] $ 9,754 Asset Seizure ~. - ~_ ~ _ _ __ Add budg et foe replacement of Police _ . $ - _ _ _ __.__. I $ 225,000 _ _ $ .__.__ (Z2S,000} California Library - C)tay Ranch Town Cent~c LiL rary storefront $ . - ~ ~ 200,000 , $ (200,000) Other Transportation kdd transfer out to General Fund and TDIF Program ,for interest earned in a prior year $ $ 307,740 ', $ (307,740} Sewer Service Revenue Add budget for metro audit variances study $ - $ 350,000 $ (350,000} Various `/liscellaneous - rdget adjustments a 149,624 $ (106,516} $ 256,140 SUBTOTAL OTHER FUNDS ADJUSTMENTS $ 5 733 498 $ Sr452,661 ' S 280 837 . - TOTAL ALL FUNDSADIUSTMEPFTS ~~ .$550,031 $ 5,3fi9,194 -. $ 280~g37 Fund FY 10-11 Adopted FY 11-12 Proposed Change Gate€al FUid...:_ _ $64,25 ' _..,.. Z7'6 2v -8$.00 Development Services 39.00 39 00 - _ ___ ___ _ F~Iice Gr~rit Find ~I~ss CBAG) 3.00 ~ D(7 3<t~3 Environmental Services _ ..... 4.00 4 00 - _ _. ARRA _ 6 50 ' _ S 5i3' -1 QQ,'_ Fleet 10.00 8 00 -2.00 Transit 3 00 ~ ~ ~[~ ," Sewer 46.00 4F n0 _ ReelevelapmerttAgency ', 4.00 -' X3,00 , Housing 7.00 ^ nr, Total Gltywide (tens GBA~a) '9$5.75 ' $96.75' -90:00 CRAG i$ QO ~9 Ofl 10:00 Total -All Funds 1004.75 924.75 -80.00 6 • During the coming fiscal year, staff will focus on three citywide initiatives: - Implementation of Continuous Improvement/Lean Program - Renewed focus on economic development - Development of a Recovery and Progress Plan • Staff will return to Council for direction on allocating new resources if revenues continue to improve as part of the Recovery and Progress Plan • That the City Council Adopt Resolution B - adopting the City Manager's Proposed Budget updated to reflect the addition of $150,000 for the Park Ranger Program and appropriate funds for the fiscal year ending June 30, 2012 • That the City Council, RDA, and Housing Authority adopt their respective resolutions (Resolutions C through I) • That the City Council place Ordinance J on first reading 7