HomeMy WebLinkAbout2011/06/21 Item 09CITY COUNCIL &
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AGENDA STATEMENT
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JUNE 21, 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 AND JOINT RESOLUTION OF THE CITY COUNCIL AND
REDEVELOPMENT REDEVELOPMENT AGENCY OF THE CITY OF CHULA VISTA
AGENCY RESOLUTION: 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), OPEN
SPACE DISTRICT 8, AND THE OPERATING BUDGETS FOR THE
SOUTHWEST/TOWN CENTER II/ OTAY VALLEY/ ADDED PROJECT
AREA AND TOWNE CENTER I AND THE BAYFRONT PROJECT
AREAS FOR FISCAL YEAR 2011-12 AND APPROPRIATING FUNDS
FOR THE FISCAL YEAR ENDING JUNE 30, 2012
B. 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 THE
FOLLOWING POSITION TITLES: DIRECTOR OF ECONOMIC
DEVELOPMENT, MARKETING AND COMMUNICATIONS
MANAGER, SPECIAL EVENTS COORDINATOR, BUILDING
OFFICIAL/CODE ENFORCEMENT MANAGER, AND DIRECTOR OF
HUMAN RESOURCES/INFORMATION TECHNOLOGY
DEPARTMENTS, AND THE ELIMINATION OF THE FOLLOWING
POSITION TITLES: DIRECTOR OF CONSERVATION AND
ENVIRONMENTAL SERVICES, ECONOMIC DEVELOPMENT
OFFICER, COMMUNICATIONS COORDINATOR, DIRECTOR OF
HUMAN RESOURCES, DIRECTOR OF INFORMATION
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TECHNOLOGY SERVICES, AND DEPUTY BUILDING OFFICIAL
C. 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, AND DIRECTOR OF ECONOMIC
DEVELOPMENT AND TO DELETE ECONOMIC DEVELOPMENT
OFFICER, COMMUNICATIONS COORDINATOR, AND DEPUTY
BUILDING OFFICIAL (4/STNS VOTE REQUIRED FOR THIS ITEM)
SUBMITTED BY: DIRECTOR OF FINANCE/TREASURER
REVIEWED BY: CITY MANAGER
ASSISTANT CITY ANAGER ~ )
ITEMS A AND B 4/STNS VOTE: YES ^ NO Q
ITEM C 4/STNS VOTE: YES Q NO ^
SUMMARY
On June 7, 2011, the City Council held a public hearing and considered the adoption of the
fiscal year 2011-12 proposed budget. At the Council meeting, the City
Council/Redevelopment Agency/Housing Authority voted to adopt some of the resolutions
before them but requested more information on a number of items. The Council did not
vote on the resolution that would have approved the appropriation of most City funds or
the resolution and ordinance related to personnel changes. This report provides additional
information on the proposed budget and the requested personnel changes.
ENVIRONMENTAL REVIEW
The Environmental Review Coordinator has reviewed the proposed activity, Adoption and
Appropriation of the City and Redevelopment Agency budgets for fiscal year 2011-12, for
compliance with the California Environmental Quality Act (CEQA) and has determined that
the activity is not a "Project" as defined under Section 15378 of the State CECtA Guidelines
because it involves only the allocation of funding; therefore, pursuant to Section
15060(c)(3) of the State CECtA Guidelines the activity is not subject to CEQA.
RECOMMENDATION
That the City Council adopt the resolutions and place the ordinance on first reading.
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BOARDS/COMMISSION RECOMMENDATION
None
DISCUSSION
This report provides additional information detailing the key elements of the budget
process that resulted in the formulation of the fiscal year 2011-12 budget that is presented
for Council approval. It seeks to address the questions that were raised by Council at the
June 7th Council Meeting. Specifically, the key elements of the fiscal year 2011-12 budget
discussed within this report include the following:
Budget Development Process - A summary of the major milestones and events that
the City undertook in pursuit of balancing and developing the fiscal year 2011-12
budget.
• Five Year Financial Forecast - A discussion of the 5-Year Forecast and its role in the
fiscal year 2011-12 budget process and impact in the outer fiscal years.
• Use of One-Time Resources - An explanation of the use of one-time resources used
to balance the fiscal year 2011-12 budget.
• Proposed All Funds Budget -This section reflects the final proposed all funds budget
for all city funds. The update reflects the addition of the park ranger program to the
Public Works Department.
• Summary of Personnel Changes - A summary detailing the staffing changes that
describes the reclassification and new positions that are proposed for fiscal year
2011-12.
• Debt Overview -This section provides an overview of the City's debt. It is broken
up into three sections -General Fund Bonded Debt, Redevelopment Agency Debt,
and Inter-fund Loans.
• Other Issues - A discussion of issues and answers to questions resulting from the
Council discussions that took place at the June 7, 2011 budget deliberations.
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. The City Council held a public hearing and considered
the adoption of the fiscal year 2011-12 proposed budget at the June 7, 2011 Council
meeting. On June 7, 2011, the City Council/Redevelopment Agency (RDA)/Housing
Authority (HA) voted to adopt some of the resolutions before them but requested more
information on a number of items. The Council did not vote on the resolution that would
approve the appropriation of most City funds or the resolution and ordinance related to
personnel changes.
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Adoption of the Resolution A will result in the appropriation of most City funds, with the
exception of those budgets that the Council/RDA/HA has already taken action on. The
budget proposed in Resolution A includes the addition of $150,000 for the Public Works
Department park ranger program based on increased picnic shelter rental fees that the
Council approved on June 7, 2011. The adoption of Resolution B amends the Compensation
Schedule and Classification Plan to reflect the addition of new titles and the elimination of
titles to be consistent with the proposed staffing for the coming fiscal year. Approval of
Ordinance C results in the amendment of the municipal code to update position titles in
unclassified service.
Budget Development Process
As part of the development of the fiscal year 2010-11 budget, the Five Year Financial
Forecast far fiscal years 2010-11 to 2014-15 was developed. Mainly due to the continuing
decline in revenues, the Five Year Financial Forecast reflected an ongoing structural
imbalance. The fiscal year 2010-11 adopted budget was balanced with the use of one-time
revenues in order to better assess the "new normal" for City revenues and develop a long-
term budget balancing plan. Work on the budget balancing plan began in August 2010.
Given the magnitude of the projected deficit, City management began the budget process
for fiscal year 2011-12 significantly ahead of schedule. This extended process allowed for
the following:
• An independent review of the assumptions used in developing the Five Year
Financial Forecast. The City contracted Public Financial Management Group, an
independent financial advisory service, to review the Five Year Financial Forecast.
• Establishment of an Economic Advisory Group largely made up of private sector
financial experts to provide feedback in the budget process and other financial
matters.
• Community outreach to present the City's financial outlook and the impacts of the
proposed budget balancing plan on City services.
• Negotiations with the City's bargaining groups to lower personnel costs in order to
avoid layoffs and minimize service impacts.
• Development of abudget-balancing plan for fiscal year 2011-12. The budget-
balancing plan was implemented in January 2011, which resulted in over 401ayoffs.
Balancing the fiscal year 2011-12 budget was challenging due to the severity of the
projected budget and the significant reductions that the City has already made in order to
bring expenditures in line with declining revenues. The City's bargaining units and non-
represented employees were instrumental in helping the City balance the fiscal year 2011-
12 budget. Through pension reform and wage concessions, projected personnel costs were
reduced for fiscal year 2011-12. The remaining deficit was closed through the
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implementation of the budget balancing plan that included the elimination of positions,
other expenditure reductions, revenues adjustments, and the use of the Economic
Contingency Reserve.
Five Year Financial Forecast
Staff will begin working on updating the Five Year Financial Forecast as part of the
development of the Recovery and Progress Plan. In the interim, a preliminary update of the
Five Year Financial Forecast was completed earlier this year. The preliminary Five Year
Financial Forecast was presented to Council at the April 14th Council workshop. The
following table reflects the preliminary projections for the General Fund.
Table 1: Preliminary 5-Year Financial Forecast (in millions)
Ongoing Revenues $ 126.8 $ 121.7 $ 121.2 $ 122.5 $ 125.0 $ 127.5 $ 130.4
One-Time Revenues $ 4.0 $ 9.6 $ -
Total Revenues $ 130.8 $ 131.3 $ 121.2 $ 122.5 $ 125.0 $ 127.5 $ 130.4
Expenditures $ (129.9) $ (128.9) $ (123.6) $ (123.4) $ (127.1) $ (129.1) $ (131.6)
Economic Contingency Reserve $ (2.4) $ 2.4
Surplus/(Deficit) $ 0.9 $ - $ - $ (0.8) $ (2.2) $ (1.6) $ (l.l)
The preliminary forecast was developed using the following assumptions:
• Modest economic recovery (Property Tax 2%, Sales Tax 3%, Transient Occupancy
Tax 2%)
• Does not include monies for positions that are not currently funded
• No revenues assumed for South Bay Power Plant
• No salary savings for attrition
• RDA loan repayments averaging $1.5 million per year
• Health care increases of 10% per year
• Reflects salary increases for Police Officers Association (POA) and International
Association of Fire Fighters (IAFF) per memorandum of understanding (MOU)
agreements
• No salary increases beyond existing MOU agreements
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• No revenues or expenditures budgeted for UUT wireless revenues
• Projected pension cost increases per CaIPERS
• Assumes no additional State takeaways or revenue swaps
• Does not increase the number of positions
• Final payment of the 1994 pension obligation bonds
Use of One-Time Resources
As noted in previous reports to Council, the fiscal year 2010-11 budget was balanced in part
using monies from one-time revenue. The fiscal year 2011-12 budget reflects the use of
one-time monies in the use of $2.4 million from the Economic Contingency Reserve. It is
important to note two things about the Economic Contingency Reserves:
1. The Economic Contingency Reserve is being funded through savings generated in
fiscal year 2010-11 from the early implementation of the budget balancing plan, and
2. The use of these one-time monies was recommended to avoid further service and
staffing reductions in light of expenditure reductions anticipated in fiscal year 2012-
13. Specifically, the pension obligation bonds with annual debt service of
approximately $2.7 million will be paid off in fiscal year 2011-12.
The preliminary update to the Five Year Financial Forecast does indicate that a relatively
small structural imbalance remains in the General Fund. However, staff believes that it is
premature to make reductions at this time to address this deficit. The Five Year Financial
Forecast will be updated later this year and will reflect up to date revenue trends and
expenditure projections. If revenues continue to improve and expenditures continue to
trend on a similar pace, it can be anticipated that no further reductions will be necessary.
Proposed All Funds Budget
The proposed all funds budget for fiscal year 2011-12 totals $288.8 million. At the June 7,
2011 Council meeting, the City approved an increase to picnic rental fees. The anticipated
revenue from this fee increase will be used to restore a portion of the Park Ranger
program. The proposed General Fund budget has been updated to include these
adjustments. There have been no changes to the other funds since the budget was
presented on June 7, 2011. The following table reflects the final proposed budget for all
city funds for the coming fiscal year.
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Updated Fiscal Year 2011-12 Proposed Budget
General Fund
Budget Adjustments $
$ 123,630,720
150,000 $
$ 123,630,720
150,000
Updated General Fund $ 123,780,720 $ 123,780,720
Other Funds (from 6/7/2011 report) $ 144,311,964 $ 164,975,205
All Funds Budget $ 268,092,684 $ 288,755,925
All Funds Budget $ 268,092,684 $ 288,755,925
Reserves (prior yearresources)* $ 20,663,241 $ -
Total $ 288,755,925 $ 288,755,925
Note: The Proposed General Fund Budget for fiscal year 2011-12 is balanced and continues to
provide core services to the community. For Other Funds, the budget reflects a projected impact to
reserve levels totaling $20.7 million -this reflects the expenditure of funds collected in prior years
for capital improvement projects and debt service costs.
Summary of Personnel Changes
The fiscal year 2011-12 budget includes a number of personnel changes. These changes
include the elimination of positions due to the implementation of the budget balancing
plan, a number of reclassifications needed to better reflect current work assignments, and
a select number of new positions/reinstatements. The fiscal year 2011-12 proposed budget
includes 924.75 positions citywide, this is a reduction of 80.0 positions when compared to
the fiscal year 2010-11 adopted budget that included 1004.75 positions citywide. 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.
Attachment C -Proposed Staffing by Department and Fund provides a detailed description
of the authorized positions by department and fund. The following table provides a
summary of the staffing changes by department and fund.
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Summary of Permanent Staffing Changes by Department and Fund
Library 39.75 (18.75) 21.00 (18.75) -47.2%
Recreation 26.00 (9.00) 17.00 (9.00) -34.6%
Administration 10.00 (3.00) 7.00 (3.00) -30.0%
City Cl erk 6.50 (1.50) 5.00 (1.50) -23.1%
Public Works 192.50 (32.00) 160.50 (32.00) -16.6%
Dev Services (GF) 27.00 (3.50) 23.50 (3.50) -13.0%
I nfo Tech Services 19.00 (2.00) 17.00 (2.00) -10.5%
Human Resources 16.75 (1.75) 15.00 (1.75) -10.4%
Animal Care Facility 19.25 1.00 (2.50) 17.75 (1.50) -7.8%
Police 321.50 (1.00) (14.00) 306.50 (15.00) -4.7%
Finance 27.00 (1.00) 26.00 (1.00) -3.7%
Fire 135.00 (1.00) 134.00 (1.00) -0.7%
City Cou ncil 13.00 1.00 - 14.00 1.00 7.7%
City Attorney 11.00 1.00 12.00 1.00 9.1%
Total General Fund 864.25 1.00 (89.00) 776.25 (88.00) -10.2%
Other Funds
Transit 3.00 (2.00) 1.00 (2.00) -66.7%
Fl eet Management 10.00 (2.00) 8.00 (2.00) -20.0%
ARRA Fund 6.50 (1.00) 5.50 (1.00) -15.4%
Dev Services Fund 39.00 - 39.00 - 0.0%
Environmental Services 4.00 - 4.00 - 0.0%
Sewer 46.00 - 46.00 - 0.0%
Redevelopment&HOUSi ng 11.00 - 11.00 - 0.0%
Police Dept Gra nts 21.00 7.00 6.00 34.00 13.00 61.9%
Total Other Funds 140.50 7.00 1.00 148.50 8.00 5.7%
Total Staffing Citywide 1,004.75 8.00 (88.00) 924.75 (80.00) -8.0%
Note: The Police Department Grants Fund includes the California Border Alliance Group (CBAG).
The reclassifications and staffing changes discussed in the following section were reflected
in the Proposed Budget document and/or in the June 7`h staff report. In order to provide
greater clarity on these staffing changes, the reclassifications and new
positions/reinstatements are summarized below.
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Reclassifications -The fiscal year 2011-12 budget includes a number of reclassifications.
During the budget development process, 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. The following table provides a
summary of the proposed staffing changes resulting from the reclassifications.
Summary of Impact of Reclassifications to the
Proposed Staffing by Department
~- .•
Development
Services (General Economic Development Director of Economic Develo ment 1.0 $ -
Fund) Director of Conservation and
Environmental Services -1.0 $ -
Marketing and Communications
Administration Communications Mana er 1.0 $ -
Development Economic Development Economic Development Officer
Services (GF) -1.0 $ -
S ecial Events Coordinator 1.0 $ -
Administration Communications
Communications Coordinator -1.0 $ -
Director of Human
Resources/Information Technology
Human Resources Administration Services De artments 1.0 $ 12,750
Director of Human Resources -1.0
Information
Technology Director of Information Technology
Services Administration Services -1.0 $ (216,850)
table continued on next page -
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~- •.
Associate Accountant
-1.0
Finance
Comptroller Division
Accountin Technician
1.0 $ (28,036)
Principal Management Anal st -1.0
Public Works
Fiscal Services
Senior Management Anal st
1.0 $ (5,160)
Fire En ineer -1.0
Fire
Trainin
Fire Captain
1.0 $ 16,600
Deput Building Official -1.0
Development Building Services
Building Official/Code
Enforcement Mana er
1.0 $ 24,145
Services Fund Assistant Planner -1.0 710
Development Planning Associate Planner 1.0 $ g
Senior Civil En ineer -1.0
Land Planning
Principal Civil En ineer
1.0 $ 7,180
Net Impact of Changes Citywide -1.0
Notes:
1. The table above does not reflect the change in bargaining group for the CBAG Public Safety Analyst or
the change in salary for the Civilian Background Investigator as these changes do not result in a
change in FTE. The cost of these changes total $1,210 and $2,090 respectively.
2. The reclassification of the Economic Development Officer to the Marketing and Communications
Manager results in no net impact to the General Fund, however expenditures and revenues were
reduced by approximately $81,270 as a result of this change.
3. The savings for the consolidation of the administration of the Information Technology Services and
Human Resources departments does not reflect the out of class pay of $18,230 for an ITS manager
position as there is no recommendation to permanently adjust the salary for this position at this
time.
The following section provides a brief overview of the reclassifications that are reflected in
the proposed budget.
• Director of Conservation and Environmental Services to Director of Economic
Development - During fiscal year 2010-11, management of the Office of
Conservation and Environmental Services was transferred from the Administration
Department to the Development Services Department (General Fund). This
transition allowed the Director of Conservations and Environmental Services to be
redeployed to focus on economic development. Since it was created, the focus of
this position has been on laying the groundwork for enhancing economic
development within the City by fostering business relationships among various
economic sectors of the City. These sectors include private businesses, government
and schools that have a direct economic impact on the City through their normal
business routines.
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One of the primary goals of the Director of Economic Development is to harness the
purchasing power of the entities within these economic sectors by encouraging
them to purchase their goods and services from each other in an effort to maintain
those dollars within the City. The City will benefit from this as it will capture an
increased level of sales taxes from the increased business activity. The multiplier
effect of having local business sectors supporting each other through their
purchases will result in increased economic growth and job creation opportunities
for the City.
During the next fiscal year, Economic Development will work with Finance, Public
Works, and the City Attorney's Office to craft a purchasing policy amendment that
promotes a local business and jobs investment program. The program would
develop partnerships with City schools, local businesses and the Chamber of
Commerce to demonstrate how existing expenditures can be invested to produce
new business wealth, local jobs and revenues to support public services at no
additional cost to taxpayers. This position will also focus on attracting new
businesses to Chula Vista, promoting job growth, diversification of the City's
employment base, and increasing the City's discretionary tax base.
The reclassification of this position is a title change to more accurately reflect the
current duties and assigned responsibilities. The reclassification does not include a
change in salary; therefore there are no additional costs to the General Fund.
• Economic Development Officer to Marketing and Communications Manager -Over
the next year the City will place a renewed 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 primary focus of this position will be to carry
out the following marketing and communication responsibilities:
Marketing Responsibilities:
o Develop a collaborative community economic development program with
local businesses
o Brand Chula Vista as the place in the region to stay, shop and live
o Market Chula Vista's economic development opportunities
o Market business to business opportunities in Chula Vista
Communications Responsibilities:
o Coordinate city-wide communications
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JUNE 21, 2011, Item
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o Conduct a forensic analysis in order to determine the best communication
tools in order to reach all segments of the community
o Utilizing the road map and implementation plan developed by High Beam
Communications, coordinate with major employers and communications
professionals to develop a common message for Chula Vista
o Coordinate with the Chamber of Commerce to deliver a consistent Chula
Vista message
• Communications Coordinator to Special Events Coordinator - It is recommended
that the current Communications Coordinator be reclassified to Special Events
Coordinator with no change in pay. The new focus of this position will be to plan,
organize and coordinate special events and related activities for the City. This
position will also assist in implementing the public information program and
perform public relations work including advising City departments on public
information strategies and techniques. More specifically this position will perform
the following tasks:
o Coordinating and overseeing the permitting process for non-City special
events such as parades, races and community festivals held on public
property. Serve as the liaison with organizations and residents wishing to
hold special events within the City.
o Coordinating and providing oversight of film requests and film permitting
process. This position will serve as a liaison with residents and applicable City
Departments.
o Assist with the production of the City's newsletter, brochures and other
publications.
o Planning, organizing, and coordinating City special events and administering
the special events budget and planning of logistics.
• Director of Human Resources to Director of Human Resources and Information and
Technology Services Departments -Recently, the City Manager consolidated the
administration of the Human Resources and Information Technology Services
departments. These departments will now be led by a single department director.
Staff is recommending the elimination of the Information and Technology Services
Director position and the reclassification of the Human Resources Director to
Director of Human Resources and Information and Technology Services
Departments to reflect this change. The proposed budget includes a salary
adjustment for the Director of Human Resources to reflect the expansion of duties,
a pay increase of 6% is recommended. The cost of this change totals $12,750. The
budget also reflects out of class pay for one of the ITS Managers that will serve as
the lead manager for the Information Technology Services division. In total the
consolidation of the administration of these departments results in a net savings of
approximately $185,870 annually.
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• Deputy Building Official to Building Official/Code Enforcement Manager -The
revised title for this position reflects the duties and responsibilities performed by
the current Deputy Building Official. This position was created as a result of various
staff reductions and consolidations that have taken place in the Planning and
Building functions of the Development Services Department. Prior to staff
reductions, building and code enforcement activities were overseen by separate
senior management positions: a Deputy Building Official and a Code Enforcement
Manager. These two positions were supervised by an Assistant Director. As a result
of retirements and the consolidation/flattening of the department, the Deputy
Building Official has absorbed some of the responsibilities of four positions, the
Assistant Director, Building Official, Code Enforcement Manager and Plan Check
Supervisor. The proposed title reflects the change in duties and compensation
assigned to the position. This position has been receiving out of class pay since the
beginning of the fiscal year to reflect the additional assigned duties and
responsibilities. The proposed salary for the Building Official/Code Enforcement
Manager makes the current out of class pay part of the base salary.
• Civilian Background Investigator (salary change only) -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 salary for the Civilian Background
Investigator was aligned to be equal to the Police Services Officer position.
• CRAG Public Safety Analyst (bargaining unit change only) -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 that is unclassified. In order to limit positions designated as CVEA to those
that can 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. CBAG positions are totally funded through federal
funds.
• Other reclassifications - as part of the implementation of the budget balancing plan
there are two reclassifications that are reflected in the fiscal year 2011-12 proposed
budget. The Finance and the Public Works departments reclassified two positions
that were being under-filled; these changes resulted in savings to the General Fund.
The changes in these departments were as follows:
o Finance Department, eliminated a 1.0 Accounting Assistant and added 1.0
Accounting Technician
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o Public Works Department, eliminated 1.0 Principal Management Analyst and
added 1.0 Senior Management Analyst
One of the provisions of the most recent agreement with IAFF, states that "The City
agrees to replace one Engineer in the Training Division with a Captain, effective July
1". In order to effect this change the proposed staffing for the Fire Department
reflects the following:
o Eliminated 1.0 Fire Engineer and added 1.0 Fire Captain.
• Development Services Fund -During the development of the fiscal year 2011-12
proposed budget the Development Services department requested the
reclassification of two positions, an Assistant Planner and Senior Civil Engineer. The
Development Services department worked with the Human Resources department
to evaluate the current duties assigned to these positions and determined that
reclassifications were recommended. The budget for the Development Services
Fund reflects the following staffing changes:
o Eliminated 1.0 Assistant Planner and added 1.0 Associate Planner
o Eliminated 1.0 Senior Civil Engineer and added 1.0 Principal Civil Engineer
In order to reflect these reclassifications in the Compensation Schedule and Classification
Plan, staff is recommending the establishment of five new job titles. The new classification,
bargaining group, and E-Step salary are listed below. Staff is also recommending updating
the Compensation Schedule and Classification plan to eliminate a number of job titles,
these titles are also listed on the table below.
Summary of Changes to Compensation Schedule
.,
... -. -.
.
__
,
Add new title Director of Economic Yes Executive $6,077
Development
Eliminate title Director of Environmental
Yes
Executive
$6,077
Services
Add new title Marketing and Yes Mid Manager $3,801
Communications Manager - UC
Eliminate title Economic Development Yes Senior $6,213
Officer Manager
Add new title Special Events Yes Professional- $3,305
Coordinator UC
Eliminate title Communications Yes Professional- $3,305
Coordinator UC
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.,
..~ -~
. .
Add new title Director of Human
Resources/Information
Yes
Executive
$6,460
Technology Services
Departments
Eliminate title Director of Human
Yes
Executive
$6,077
Resources
Eliminate title Director of Information
Yes
Executive
$6,077
Technology Services
Add new title Building Official/Code Yes Senior $5,565
Enforcement Manager Manager
Eliminate title Deputy Building Official Yes Senior Manger $4840
$2,097
Chula Vista (proposed)
Change salary Civilian Background No Employee's
Investigator Association $2,034
(current)
Confidential-
UC No change
Change in
CBAG Public Safety (proposed) in salar
Y
yes
bargaining unit Analyst CVEA
$2'708
(current)
Unclassified Service - 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, and Director of Economic Development to Municipal
Code Section 2.05.010. This section will also be updated to reflect the elimination of the
following titles -Deputy Building Official, Director of Conservation and Environmental
Services, Economic Development Officer, and Transit Coordinator.
New positions/reinstatements -The fiscal year 2011-12 proposed budget reflects a select
number of new positions/reinstatements.
9-15
JUNE 21, 2011, Item
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• Police Department -The budget reduction plan included the elimination of 15
sworn positions. Since the plan was developed, two positions are being reinstated
through the use of grant funding (1.0 Police Sergeant and 1.0 Peace Officer) and
two positions (2.0 Police Agents) will be restored by utilizing salary savings within
the Police Department budget. The Police Department has worked to mitigate the
impact to Patrol Operations by implementing the following changes:
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 by 9 (from 17 to 8.) Even with this reduction, the
schools Superintendents have stated that the School Resource Officer
program continues to work well. 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.
• Police Department Grants Fund -The fiscal year 2011-12 budget reflects the
addition of 1.0 Peace Officer and 1.0 Police Sergeant. As stated above, through the
use of grant funding the department was able to reinstate two sworn positions. This
fund also reflects the addition of 1.0 Police Community Relations Specialist that was
previously funded by a different funding source.
The Police Grants Fund includes the budget for the California Border Alliance Group
(CBAG). CBAG is funded with federal funds. CBAG employees are technically City of
Chula Vista employees but they not work in the City of Chula Vista nor do they
provide direct services for the City of Chula Vista. The fiscal year 2011-12 proposed
budget includes four new positions in the CBAG program; these positions are 1.0
CBAG Micro Computer Specialist and 3.0 CBAG Public Safety Analyst.
• Administration Department -During fiscal year 2011-12 the Administrative Services
Manager position assigned to the Police Department will be reassigned to serve as
the Continuous Improvement Manager. This position will report to the City
Manager. The Continuous Improvement Manager 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
9-16
JUNE 21, 2011, Item
Page 17 of 26
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 Administrative Services Manager will work in this capacity
over the next year as the City moves forward with the implementation of this pilot
project.
At the end of next fiscal year, the City will evaluate the effectiveness of this program
and make a recommendation on the staffing at the of the one-year pilot period.
This recommendation is different than the recommendation presented in the June
7tn staff report in that the City Manager is no longer requesting the establishment of
a new title. The Administrative Services Manager will use the working title of
Continuous Improvement Manager but will not officially change titles during this
evaluation period.
• City Attorney - In an effort to cut costs and improve services the City Attorney is
proposing to add to its Litigation Division one full time Deputy City Attorney III
("DCA"). The additional DCA should substantially reduce the cost of work that is
currently performed by outside counsel. Typical expenditures over the past few
years for outside litigation counsel range from $600,000 to $800,000 per year, with
outside lawyer rates that range from $250 to $550 per hour. The direct cost of the
proposed DCA position would be $197,000 per year. This translates into an hourly
rate of approximately $100 per hour. Accordingly, substantial savings are expected.
Funding for the DCA position is proposed to be accomplished through reallocations
of existing City Attorney and Risk Management funds. In other words, no "new
monies" will be needed to fund the additional DCA. Instead, $50,000 will be
reallocated from on City Attorney outside counsel fund (reducing it from $300,000
to $250,000), and $147,000 will be reallocated from a related "Public Liability Trust"
fund (reducing it from $900,000 to $753,000).
Additional explanation and detail regarding this new position, including a
description of the expected improvements in attorney service, is presented in a
separate report from the City Attorney.
Debt Service Overview
At the June 7th Council Meeting, Council requested further information on the City's debt
obligations. The following section provides an overview of the City's debt. It is broken up
into three sections -General Fund Bonded Debt, Redevelopment Agency Debt, and Inter-
fund Loans.
General Fund Bonded Debt -The General Fund's annual debt service "commitment" in
fiscal year 2011-12 is approximately $11.8 million, or 9.5% of the General Fund operating
budget. However, it must be noted that although this amount is truly a General Fund
commitment, $5.2 million will actually be paid from General Fund resources, with the
9-17
JUNE 21, 2011, Item
Page 18 of 26
remaining $6.6 million paid from available development impact fees and residential
construction tax. The $5.2 million represents approximately 4.2% of the General Fund
operating budget, which would be considered an average debt burden fora local
governmental entity.
Overall City bonded debt will go down by approximately $2.7 million beginning in fiscal
year 2012-13 due to the final payment of the City's 1994 Pension Obligation Bonds. As
resources become available staff will review options for restructuring or paying down City
debt and will be brought forward for Council consideration. City debt will also be
reviewed and presented as part of the City Manager's Recovery Plan.
Annual Debt Service Obligation of the General Fund
(Includes Debt Scheduled to be Paid from PFDIF)
Fiscal Years 2008-09 through 2013-14
14
N
C
-° 12
10
8
6
4
2
0
^ Shopping Mall Parking CV Ctr/2003 Ref COP
^ Pension Obligation Bonds
~ Library System -Capital Lease
^ Corporation Yard - 2000 COP
Police Facility - 2002 COP
^ Civic Center Expansion 2006 COP
^ Shopping Mall COP/2003 Ref COP
^ Financial Systems/2003 Ref COP
^ 800 Mhz Radio System/2003 Ref COP
r: 800 Mhz Equipment - 2000 COP
~ Civic Center Expansion 2004 COP
-. Civic Center Expansion 2010
Redevelopment Agency Debt - In accordance with California Redevelopment Law, the
Agency obtains funding of its redevelopment projects through a financing method called
"tax increment financing." Under this method, assessed values of properties within the
Redevelopment Project Areas at the time the redevelopment plan was approved by City
Council/Redevelopment Board become the Base Year Value. Any increase in taxable values
9-18
FY09 FY10 FY 11 FY12 FY13 FY14
JUNE 21, 2011, Item
Page 19 of 26
of properties in the redevelopment area in subsequent years over the Base Year Value
becomes tax increment. Collections of tax increment are pledged to the payment of debt
service on the obligations issued to finance redevelopment projects. Like other California
redevelopment agencies, the Agency has no power to levy property taxes.
Pursuant to the California Redevelopment Law, redevelopment agencies are required to
incur indebtedness in order to receive their allocation of Tax Increment Revenues.
Redevelopment agencies typically leverage current Tax Increment Revenues by issuing long
term debt (including loans from the City) in order to raise capital to promote economic
development within the project area. The new projects constructed, in turn, generate
additional Tax Increment Revenues, which, again, may only be captured to the extent that
the Agency incurs indebtedness. Indebtedness includes bonded indebtedness, notes,
loans, advances, payments due under development agreements, City loans, pass-through
agreements, statutory tax-sharing and the obligation to set aside funds for low and
moderate income housing.
Redevelopment Agency
Bonded Debt Payments by Fiscal Year
S6 j.....__. ._ ...._.._..._ _
SS - ---
^ 2006 ERAF
N S4 ~' - -~ -~ - - ---~ ^ 2005 ERAF
e
0
__ ^ 2006 RDA TABS
~ S3 - --- -
^ 2003 Refunding COP
S2 - __ __ _ _ __. ___ ^ 2008 RDA TABS
S1 i-- - -- --- ---
I
FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 1G
Notes: Final payment forthe 2003 Refunding COP is made in fiscal year 2013. Payments for the 2008 TABS increase in FY
2015 which coincides with the final payments related to ERAF (State Takeaway) in fscal year 2016.
City Inter-fund Loans - In addition to bonded debt there are outstanding interfund loans
between funds of the City. The interfund loans are made between families of funds in
order to fund needed projects or meet debt obligations. The use of interfund loans is
9-19
JUNE 21, 2011, Item ~~
Page 20 of 26
analyzed on an individual basis taking into consideration cash flow needs, potential
financing costs, and restrictions on the legal use of the funds.
The balances reflected in the table below are as of the last audited financial statements.
Over the next five years, the overall outstanding balances of the interfund loans are
anticipated to decrease as payments from primarily the Redevelopment Agency and the
Public Facility Development Impact Fee Fund are scheduled to occur but will be dependent
on funds available. Additional analysis will be provided as part of the June 30, 2011
financial statement presentation to be given by the City's independent auditors.
Outstanding InterFund Loans as of June 30, 2010
(Audited Financial Statements)
.. r r r
Loans occurred overseveral years primarily
General Fund Redevelopment Agency due to 93 COP $24,302,453
Public Facility Dev Impact Loans related to CC Phase III -bond
General Fund Fee restructurin $ 1,502,554
Transportation Dev Public Facility Dev Impact
Im act Fee Fee Loan to fund COP bonded payments due $ 10,909,837
Transportation Dev
Impact Fee Western TDIF Loan to fund Regional Arterial Study $ 184,380
Inter-project area loans occurring over
Ba front Project Area Merged Project Area several years $ 4,953,565
Low&Mod Housing Fund Redevelo ment Agency Loan to fund State RDA takeaway $ 4,154,850
Storm Drain & Salt Creek Loan for construction of Salt Creek Trunk
Trunk Sewer DIF Sewer $ 17,072,065
Sewer Facility
Replacement Fund Storm Drain Loan related to CMPre lacement/rehab $ 746,117
Total interfund loans $ 63,825,821
Other Issues/Questions
At the June 7, 2011, the City Council members raised a number of issues or concerns they
had about the fiscal year 2011-12 proposed budget. Those issues/questions are listed
below along with staff's response.
• Pension Reform Savings - The City's bargaining groups worked with City
management to reach new agreements that reduced personnel costs by making
adjustments to employee compensation that included wage concessions and
pension reform. While the City was not able to mitigate all employee layoffs, the
cost saving measures agreed to by the bargaining groups aided in reducing the
9-20
JUNE 21, 2011, Item
Page 21 of 26
number of layoffs that would have otherwise been implemented. The City is saving
in fiscal year 2011-12 an estimated $3.94 million in the General Fund and an
estimated $694,320 in other funds as a result of pension reform.
• Police Senior Volunteer Patrol -The Police, Recreation, and Public Works
departments have been working collaboratively to address enforcement for sports
field allocations and picnic shelter rentals. The City Council recently approved an
increase in the picnic shelter rentals fees that allowed the Public Works department
to restore hourly park rangers. Part of the duties of the hourly park rangers will be
to ensure that the picnic shelters are available to the parties paying for the rentals.
The Police Department is evaluating the feasibility of Senior Volunteer Patrol
members assisting with enforcement of sports field allocations.
• Elections budget-The fiscal year 2011-12 proposed General Fund budget includes
$160,000 for elections costs. This budget is based on the cost of holding a General
Municipal election, scheduled for June 2012, to fill two Council seats. The cost
estimate for this election was provided by the Registrar of Voters. The Council also
requested information regarding additional election costs. That information was
provided via a memo from the City Clerk to City Council on June 9, 2011. For your
reference, the memo is included as Attachment D to this report
• Attorney Services and Risk Management Funds -There were a number of issues
raised and questions asked regarding the City's budget for outside attorney fees
and risk management accounts.
o Historically, monies for outside attorney fees have been budgeted in a
number of locations, both within and outside the City Attorney's budget.
For example, in last year's budget $346,000 was allocated in the City
Attorney's budget, and $200,000 was provided in the "Non-departmental"
budget. The idea behind the "Non-departmental" budget was to address
unforeseen (but typical) legal matters that might arise from various
departments in the City to address special projects or needs within those
departments. (One example of this is the Next Horizon litigation and
possible transaction.) This year's budget proposal reduces the allocation
within the City Attorney's budget for outside counsel services to $296,000,
but had kept the "Non-departmental" allocation separate. Some
Councilmembers had expressed concerns with the lack of transparency and
efficiency in this structure. Finance and the City Attorney's office concur.
Accordingly, the budget now presented for fiscal year 2011-12 is revised to
consolidate the budget for outside attorney's fees within the City Attorney's
budget.
o Allocations in the City's "Public Liability Trust Fund" account were also
discussed. The Public Liability Trust fund is a depository for contributions
made from the General Fund to provide an appropriate reserve level to
9-21
JUNE 21, 2011, Item '7
Page 22 of 26
cover payments and expenses related to claims against the City both insured
and uninsured, including the City's "self-insured retention' (also known as a
"deductible'). Although not specifically earmarked for this purpose, the
Public Liability Trust fund can also be drawn down upon to pay for outside
legal services. Funding for the Public Liability Trust Fund is based on a
number of factors, including payments made on claims in previous years,
GA5B10 required government accounting standards for risk financing and
insurance, "best" risk management practices, self-insured retention
requirements, and other requirements from SANDPIPA, a regional pooled
insurance association of which Chula Vista is a member. The City's self-
insured retention amount had been $250,000 (the lowest in the region), but
was increased to $500,000 (the new standard amount under today's
underwriting criteria) back in July 2009. City staff is not recommending
additional changes in the Public Liability Trust Fund at this time, beyond the
reallocation of $147,000 to partially fund the additional Litigation attorney
discussed above. The City Attorney and Risk Management division have
initiated a review of funding levels and best management practices in this
area, with an expected report back to City Council in the first quarter of
2011-12.
o City Attorney "purchasing authority" relative to the limits and procedures for
hiring outside attorneys and other professional services are set forth in
Municipal Code Section 2.56.110.F. This Section states "In accordance with
Section 503 of the City Charter, the city attorney oversees contracts for legal
and related professional services." Under this provision the City Attorney
has authority to hire outside counsel under contracts up to $50,000. City
Council approval is required for any contract in excess of $50,000. The City
Attorney's separate report includes additional information and justification
for this level of authority.
o As part of a separate item, the Board of Ethics has prepared a report
regarding a proposed policy to implement the Board of Ethics participation in
the selection of the Campaign Contribution Enforcement Authority Attorney
and outlines a procedure for selecting the Enforcement Authority Attorney
and recommends that the City Council approve this procedure. As discussed
above, the budget for outside attorney services have been consolidated to
the City Attorney's budget in fiscal year 2011-12 budget. The costs related
to the Enforcement Authority Attorney will be posted to the City Attorney's
budget along with the other outside attorney services costs. Please refer to
this agenda item and the separate City Attorney report for more
information.
• Fire Revenue -Fire Department revenues are decreasing by $215,240 in the fiscal
year 2011-12 budget when compared to the fiscal year 2010-11 projected
revenues. This decrease is attributed to a $133,330 decrease in one-time Red Cross
9-22
JUNE 21, 2011, Item
Page 23 of 26
Grant revenues received in fiscal year 2010-11 and $68,460 in license and permit
revenues that are projected to be realized in fiscal year 2010-11 but are not
included in the fiscal year 2011-12 budget. The balance of $13,450 revenue
variance consists of various reimbursement revenues that are projected in the fiscal
year 2010-11 budget but not carried forward into fiscal year 2011-12.
• Jail -Recently, the Police Department entered into a MOU with the US Marshals
Office to house 36 female inmates in the jail facility. The previous contract with the
State of California In Custody Drug Treatment Program has been cancelled in order
to accommodate the US Marshals Office prisoners. There will be 12 beds set aside
to continue to hold City of Chula Vista pre-arraignment prisoners, which is a key
component to the patrol staffing model. The agreement with the US Marshals Office
will become effective July 1, 2011, and is projected to net an additional $450,000 in
revenue to the jail due to the higher cost recovery rates paid by the US Marshals
Office for housing their female inmates in the CVPD Jail. The proposed budget for
fiscal year 2011-12 reflects these increased revenues. With these changes, the net
cost of the City Jail will be reduced to approximately $85,300. The cost of jail is
further offset by staff time savings; without the ability to hold pre-arraignment
prisoners on-site the patrol staffing model would need to be adjusted to reflect a
larger amount of time spent transporting prisoners. It is estimated that having the
jail saves the equivalent of at least 2.0 FTE by not having to dedicate as much staff
time to transport.
• Fiscal policies -Some of the City's fiscal policies have already been updated as a
result of development of the City's Fiscal Health Plan. A more in depth review of the
City's fiscal policies will be brought forward by the City Manager in the fall of 2011.
The goal of this review will be to integrate elements of the LEAN performance
management concepts and the City's strategic goals and objectives for long-term
sustainability into the City's fiscal policies. The revised fiscal policies will then be
used to guide the development of the FY 2012-13 budget.
• Hiring freeze -The hiring freeze that has been in place for the last number of fiscal
years will be eliminated in fiscal year 2011-12. However the City will not be hiring or
creating any additional positions that are not funded in the fiscal year 2011-12
spending plan. The authorized positions are identified in Attachment C -Proposed
Staffing by Department and Fund. The positions that were frozen (not funded) in the
fiscal year 2011-12 budget will remain vacant in order to meet the budgeted
spending levels. The elimination of the hiring freeze is intended to afford City
departments the necessary flexibility to fill funded positions as they become vacant
in order to maintain current service levels. Requests for new hires due to turnover
that may occur during the coming fiscal year will continue to be reviewed and
approved by the City Manager. The addition of any new positions above those
authorized in the budget requires Council approval.
• Grant writer -The City previously employed afull-time grant writer position.
However, the position was eliminated as a result of the budget balancing reductions
9-23
JUNE 21, 2011, Item '1
Page 24 of 26
that have taken place over the last fiscal years. Grant writing and grant
management duties have been assumed as ancillary assignments by the existing
staff remaining within city departments. The City has recently purchased the eCIVIS
grant management software package in order to assist city staff with grant writing
and grant management tasks. City staff is scheduled to be trained in the use of the
eCIVIS grant management software in the early part of fiscal year 2011-12. eCIVIS
also provides a research component to allow staff to research available funding
opportunities. Staff recommends continuing with the implementation of the eCIVIS
and evaluating the effectiveness of the program within the next 12 months. The
addition of a grant writer position will be re-examined at that time but it should be
noted that the addition of the grant writer position will have to be prioritized along
with other city staffing needs. While there are many benefits to adding a grant
writer position, the City needs to consider the funding for this new position as grant
funds generally do not allow for these types of costs.
• Finance Department Personnel Services -The fiscal year 2011-2012 proposed
budget for the Finance department includes funding for 26.0 positions. This is a net
change of -1.0 FTE from the 27.0 positions authorized for fiscal year 2010-11. These
changes include the elimination of the Administrative Services Manager, resulting in
no budget savings as the position was frozen in fiscal year 2010-11; the elimination
of 1.0 Accounting Assistant, which was eliminated as part of the budget balancing
plan; and the transfer of 1.0 Fiscal and Management Analyst from the Recreation
Department. Due to a retirement in the Finance Department, the projected
expenditures for fiscal year 2010-11 reflect salary savings that were realized during
fiscal year 2010-11. However, this position has been filled and the fiscal year 2011-
12 budget reflects the annual cost of this position. These changes combined result
is an increase in Personnel Services when comparing the fiscal year 2010-11
projected costs to the fiscal year 2011-12 proposed budget. Since fiscal year 2007,
the Finance Department has been reduced by 9.0 positions.
DECISION MAKER CONFLICT
Staff has reviewed the property holdings of the City Council/RDA Members and has found
no property holdings within 500 feet of the boundaries of the property which is the subject
of this action.
CURRENT YEAR FISCAL IMPACT
There is no fiscal impact in the current fiscal year.
9-24
JUNE 21, 2011, Item q
Page 25 of 26
ONGOING FISCAL IMPACT
Approval of the proposed budgets will result in the appropriation of $288.8 million in
funding for the fiscal year ending June 30, 2012. This amount includes a General Fund
budget of $123.8 million. General Fund revenues are projected at levels sufficient to fund
General Fund expenditures with no projected impact to the General Fund operating
reserves. The fiscal year 2011-12 General Fund budget reflects the use of $2.4 million in
Economic Contingency Reserves.
On June 7, 2011 Council took action to adopt certain portions of the budget. The Council,
acting as the Redevelopment Agency and Housing Authority, also took action to adopt the
budget for the Redevelopment Agency and the Housing Authority. Tonight's action,
combined with the actions of June 7th will result in the appropriation of an all funds budget
that totals $290.1 million. 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)
... .-
General Fund $123.8
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 $288.8
The General Fund budget has been updated to reflect the addition of $150,000 in
expenditures and revenues in the Public Works Department. This change reflects the
adoption of picnic shelter fee increases that were adopted by the Council on June 7, 2011.
The $150,000 will be used to restore the park ranger program with hourly staffing; these
costs will be offset by an increase in picnic shelter fee revenues.
9-25
JUNE 21, 2011, Item
Page 26 of 26
ATTACHMENTS:
A-Recommended Expenditures by Department and Category
B-Schedule of Revenues
C-Proposed Staffing by Department and Fund
D -Elections Estimates Memo
Prepared by: Maria Kachadoorian, Director of Finance/Treasurer, Finance Department
9-26
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 591,532 221,921 628 614,081
04000 City Attorney 1,900,730 568,805 1,647 2,471,182
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 1,982,000 162,300 200,000 9,376,742 70,000 11,867,155
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 41,668,039
15000 Fire 19,830,612 1,649,023 201,234 52,226 21,733,095
CD
t 16000 Public Works Operations
16,520,661
3,403,546
3,401,171
135,470
70,000
23,530,850
17000 Recreation
N 2,117,157 337,621 388,900 7,670 2,851,348
-
.1
18000 Library 2,141,625 267,963 396,944 400 2,806,933
100 GENERAL FUND TOTAL 95,726,497 12,787,516 4,961,169 448,070 358,500 9,428,968 70,000 123,780,720
221 Gas Tax 3,939,428 3,939,428
225 Traffic Signal 15,000 691,000 706,000
227 Transp Sales Tax 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 Act 81,270 81'270
267 McCandliss Memorial Cult Arts 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 8 Recycling 93,677 237,645 331,322
282 Environmental Services 467,369 947,092 627 40,000 107,781 1,562,669
265 Energy Conservation 96,000 307,642 251 719,547 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 32,700 299,000 787,867 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 17,719 111,836
343 CFD 12-M Otay Ranch Village 7 266,570 144,653 70,004 481,227
344 CFD 13M OR Village 2 66,147 44,500 21,838 134,485
c~
I 345 CFD 12M OR Village 7 252,729 154,320 68,644 475,693
N 352 Bay Blvd 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 74,686
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#20 860,177 343,650 212,149 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 66,608 52,811 21,168 142,587
378 CFD 07M-Eastlk II Woods, Vista 317,106 143,282 156,685 617,073
379 CFD OBM-Vlg 6 McM 8 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
382 CFD 99-2 Otay Ranch Vlg 1 West 471,456 173,658 111,091 756,405
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 97-1 OR 1,506,149 473,428 334,237 2,315,814
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 67,147 170,147
398 Workers Compensation 562,000 2,919,000 3,461,000
~
I 401 Bayfront Trolley Station TDA 55,500 20,260 26,676 102,436
N 402 Transit 153,971 5,693,599 145,106 245,761 37,649 6,276,286
CD
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 57,041 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 3,916,346
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 600,000 600,000
567 PFDIF-Adamo Prop Acquisition 51,041 51,041
571 PFDIF General Admin 600 600
574 Corporation Yard Relocation 5,450 5,450
567 Otay Ranch VLG Ped Ramp DIF 40,000 40,000
568 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 52,894 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 166,800 400 885,114 3,360,687 150,000 4,565,001
651 So WestlTwn Ctr II/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 Tax Agmt-C.O.E. 37,195 37,195
~
I 673 SW Proj Tax Agmt-CV Elem SD 403,193 403,193
~'`~ 674 SW Proj Tax AgmtSW CC Dist 71,024 71,024
O
675
SW Proj Tax Agmt-County SD
645,813
645,813
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 O6 Tax Rev Bnd A (CRA/ERAF Ln 126,053 126,053
695 O6 Sr Tax Alloc Ref Bond Ser A 5,000 1,068,545 1,073,545
696 O6 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 Western-Park Acquisition & Dev 25,000 25,000
717 Resident. Construct/Convey 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 112,607,429 55,937,758 8,024,643 34,484,083 2,392,084 44,504,350 22,729,091 8,076,486 288,755,924
Attachment B
Other Local Taxes
3010 Sales Tax 28,304,989 25,589,021 23,674,601 " 25,671,834 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 4,97D,369 3;240,633
3040 Business License Tax 1,237,322 1,212,126 1,177,539 .1,190,000 1 213,000
3050 Transient Occupancy Tax 2,697,286 2,302,412 2,036,377 2,D86,377 2,086,377
3070 Real Property Transfer Tax 795,606 856,658 893,116 850,000 849;816
TOTAL $50,076,021 $47,188,738 $45,306,134 $42,363,266 $41,324,006
cc
I Licenses and Permits
rA 3100
J Licenses 123,393 134,892 132,490 122,478 '' 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 A98,005 487,500
TOTAL $2,697,337 $846,623 $940,798 $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 Monev 8 Prooerty
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 55,571 45,765
3350 Rental/Lease of Land and Space 961,262 943,956 1,001,137 1,329,354 1,233,195
_
3370 Rental/Lease of Buildings 544,874 548,546 735,143 576,856 694,075
TOTAL $2,907,773 $4,561,487 $3,079,142 $6,846,772 $2,211,999
~~ ~
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
Attachment B
Revenue from Other Agencies
3010 Sales Tax 757,366 674,296 621,549 640,000' 701,064
3400 State Granfs 1,329,998 733,099 504,199 643,000 , 516,833
3440 State 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 State 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 0
TOTAL $26,034,694 $24,971,935 $20,784,952 $19,643,686 $19,704,118
Charges for Services
3700 Zoning Fees 6,196,145 933,869 892,645 711,211 914,328
~p
I 3720 Document Fees 73,680 75,478 90,556 58,025,' 71,923
N 3730 Plan Checking Fees 1,429,625 87,581 119,996 117 955 63,000
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 1,170,099 332,553 251,821 240,185., 250,200
TOTAL $74,471,070 $6,995,512 $7,166,920 $6,289,338 $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,D56 :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 256,155 436,993 388,149 291,209 269,271
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 $17,769,173 $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 0 650,000 :'~ - 0
5236 Tfr In from Dev Services Fund 0 1,642,122 945,169 1,073,702 0
W 5245 Tfr In from Traffic Safety 534,144 534,140 534,140 534,140 534;140
I 5256 Tfr In from Asset Seizure Fund 0 120,000 120,000 -120,000 '. 120,000
W
W 5261
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 Tfr In from Transit/CVT 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 TfrlnfromSewerServiceRsrv 4,560,008 3,416,993 3,111,531 3,089,583;- 3,130,115
5651 Tfr In from SW/TCII/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 $123,780,720
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'.,1. 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 Transfers In 0 0 0 672 0
TOTAL - 220 TRANSPORTATION FUNDS $15,029,673 $5,195,757 $3,775,333 $8,075,212 $8,366,351
m
I
w
a
~ ~ •' ~ ••
3300 Investment Earnings 249,790 117,919 70,059 0 ' 0
3760 Other Dev Fees 12,244,884 7,735,744 7,457,802 0 0
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
5000 Transfers In
TOTAL - 232 FLEXIBLE SPENDING ACCOUNT
$2,615,926 $2,774,474 $0
$3,050,301 $2,940,731
265,866 260,923
0 0
$265,866 $260,923
274,580
33,998
$306,578
310,000 0
0; 0
$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
TOTAL - 234 FIRE EQUIPMENT LEASE FUND $0 $0 $178,333 $172,216 $172,216
~ ••
3120 Dev /Improvement Permits 0 1,141,111 1,252,726 - 1,427;000 - 0
3600 Other Agency Grants 0 2,304 0 0 0
3700 Zoning Fees 0 2,819,609 1,991,456 1,634000 0
3720 Document Fees 0 3,136 1,395 800 0
3730 Plan Checking Fees 0 556,108 718,542 630,409 0
3740 Inspection Fees 0 156,818 43,613 55,626 0
3770 Other Dev Fees 0 1,704 3,787. 2,000 ' 0
~ 4200 Staff Services Reimbursements 0 1,390 500 230,000 0
w 4410 DIF Reimbursements 0 164,302 36,466 62,200 -0
~ 4430 Redev Agency Reimbursements 0 164,368 151,434 220,000- 0
4440 Open Space/Assess Dist Reimb 0 196,320 17,904 27,036 _ 0
4450 CIP Reimbursements 0 1,361,838 437,938 .346,139 ( 0
4460 CDBG/Home Reimbursements 0 128,696 37,899 ',71,143 '.. 0
4480 Other City Funds Reimbursement 0 408,733 248,708 224,294 0 _
4900 Other Revenue 0 8,156 0 0 ' 0
5000 Transfersln 0 456,382 370,043 493,533 0
TOTAL - 236 DEVELOPMENT SERVICES $0 $7,610,975 $5,312,411 $5,624,380 $0
.~
3160 Other Permits 23,209 39,593 32,533 30,000 24,000
3240 Parking Penalties 73,339 143,943 89,833 120,700 180,000
3300 Investment Earnings 11,051 7,314 7,094 0 0
3350 Rental/Lease of Land and Space 238,611 359,909 385,930 370,000 376,000
4390 In Lieu Parking - TC I 16,160 12,870 0 0 - 0
4450 CIP Reimbursements 0 170 0 s..--0: 0
4900 Other Revenue 0 0 858 0 0
TOTAL - 240 PARKING $362,370 $563,799 $516,248 $520,700 $580,000
~ ~
3690 Other Agency Revenue 0 0 178,333 .172,216 172,216
Attachment B
I
w
rn
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 20,000
3400 State Grants 434,864 605,630 394,259 364,901 569,171
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
3300 Investment Earnings 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
1 ~'
3400 State Grants 1,342,385 319,020 191,104 0 _. 0
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 2,051,600 '' 0
5000 Transfers In 13,672 0 34,576 52,226 140,659
TOTAL- 270 SUNDRY GRANTS $1,617,636 $517,342 $2,161,347 $5,463,260 $3,199,747
3300 Investment Earnings
3400 State Granls
3600 Other Agency Grants
0 3,946 11,060 0 0
311,556 216,467 397,281 105 593 _. 331,322
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 O,I 0
TOTAL-280 CONSERVATION $1,249,536 $3,398,787 $3,162,090 $3,488,308 $2,631,762
3120
3230
3300
m 4020
I
w
v Dev /Improvement Permits
Environmental Fines Penalties
Investment Earnings
Storm Drain Fees
TOTAL - 301 STORM DRAIN REVENUE 47,303
21,700
1,268
570,070
$640,341 14,394
18,645
3,695
574,883
$617,617 48,907
6,975
1,647
558,443
$615,972 25,000 '.
5,000
0
575,000
$605,000 25,000
5,000
0
525,000
$555,000
1 • ' •
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 273,013 386,208 371,619 335,948 312,101
4480 Other City Funds Reimbursement 0 0 0 57,000- :40,000
4900 Other Revenue 135,353 34,606 11,628 0" 0'
5000 Transfers In 0 158,740 273,237 192',899' 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
TOTAL - 320 COMM DEV BLOCK GRANTS $13,879,867 $3,350,354 $4,295,422 $3,014,332 ~ $4,859,126
4480 Other City Funds Reimbursement 0 0 1,750,671 0 -. 0
5000 Transfers In 0 0 1,800,000 1,SOD,000 1,653,439
TOTAL - 341 PUBLIC LIABILITY TRUST $0 $0 $3,550,671 $1,800,000 $1,653,439
~ •• ~
3300 Investment Earnings 552,998 346,042 224,205 0 0
~ 4450 CIP Reimbursements 29,880 840 0 0 0
w 4600 Assessments 7,541,213 7,769,935 9,651,585 11,987,848 11,706,936
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 4.80_,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 $3,795,177 $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 0 ' ' 0
4900 Other Revenue 9,508,942 11,329 119,255 0 0
5000 Transfers In 0 0 0 105,000 0
Attachment B
tc
I
W
cc
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 - 398 WORKERS COMPENSATION $0 $0 $0 $0 $2,671,648
11
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
4300 Fees for Other Services 1,660,821 3,679,761 3,335,333 5,119,352 4,794,175
4900 Other Revenue 316,059 268,420 116,509 ' 0 0
5000 Transfers In 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,.699,868
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 0 0 0 0 _ 345,664
448Q 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
4900 Other Revenue 109,951 0 0 0 - 0
Attachment B
m
I
0
~ -
3120 Dev /Improvement Permits 0 0 30,946 40 000 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 30,31fi,166 ~
__ 32,862,700
4020 Storm Drain Fees 13 0 0 0 _ 0
4040 Industrial Waste Fees 7,900 7,475 7,700 _ 0 0
4100 Pump Station Fees 36,563 36,488 44,587 0 0
4200 Staff Services Reimbursements 0 3,316 5,083 0 0
4410 DIF Reimbursements 21,967 35,053 4,360 0 ,' 0
4430 Redev Agency Reimbursements 3,049 282 0 0 0
4440 Open Space/Assess Dist Reimb 3,773 516 0 0 0
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 $36,383,361 $47,088,885 $31,092,658 $33,642,926
~ ~
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 0 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 $4,268,484 $4,254,788 $4,269,261 $4,727,786
Attachment B
TOTAL - 470 DS - CV PUBLIC FINANCING AUTHORITY $10,484,372 $9,836,694 $57,940,667 $13,682,131 $9,308,309
1 1 t ' •
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
-..
• ~' ~
co
3300
Investment Earnings
278,120
191,197
125,423
0
0
~ 4350 Sewer /Drainage DIF 0 537 0 ' 0 0
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 1,610,071 611 250 ' .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 Transfers In 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 - 580 PEDESTRIAN BRIDGE DIF $409,719 $109,095 $171,034 $90,000 $90,000
Investment Earnings 1,171,546 684,439 358,140 0 0
~ ~ •-
3300 Investment Earnings 579,477 473,206 430,665 0 b
4900 Other Revenue 0 0 29,380,000 0 0
5000 Transfersln 9,904,895 9,363,488 28,130,002 13,682,131 9,308,309
Attachment B
I
1+
N
4340 Transportation DIF
5000 Transfers In
TOTAL- 590 TRANSPORTATION DIF
471,713 259,259
0 180,000
$1,643,259 $1,123,696
505,424
1,402,000
$2,265,564
750;000 ' 772,477
' 0' 293,900
$750,000 $1,066,377
.It ~ ••
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;63D,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 40,000
4900 Other Revenue 769,921 40,792 688,644 0 251;016
5000 Transfers In 0 6,905,068 11,012,439 4,369,734 "` 5;321,469
TOTAL - 600 REDEVELOPMENT AGENCY $10,597,204 $21,003,722 $25,862,069 $28,606,437 $19,782,718
. 1
3D00 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
:~ ~ ~
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 Other Revenue 0 21,625,000 0 0 0
5000 Transfers In 1,492,586 13,236,341 4,534,122 15,814,750 7,911,971
Attachment B
1 1 ' •
3060 Residential Construction Tax 151,325 43,649 159,220 9.0,000 ': 200,000
3300 Investment Earnings 2,146,264 1,311,340 712,411 0 0
4370 Park Acquisition R 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 Transfersln 1,102,129 0 0 10,253,499 200;000
TOTAL - 700 MISC CAPITAL PROJECTS $4,868,499 $1,870,666 $1,016,440 $10,843,499 $900,000
3300 Investment Earnings 115,623 227,103 64,014 0 ~ "0
cn
3400 State Grants 4,047,734 940,726 3,066,447 3,742,130. 3,371,166
4a 3500
w Federal Grants 205,145 1,107,820 2,834,928 0 622,150
3600 Other Agency Grants 39,661 121,833 189,638 1.14,300 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 $6,156,456 $3,881,102 $3,993,316
GRAND TOTAL ALL FUNDS $312,802,698 $320,843,881 $352,291,900 $305,089,119 $268,092,684
Note: During fiscal years 2007-OS through 2009-10 the City transitioned the budgeting of staff that is fully funded by other funds out of the General Fund to their respective funding
sources. This transition included moving staff from the General Fund to the following funds: Wastewater, Redevelopment, Housing, Development Services, and Environmental 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 Office 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) -
9-44
Attachment C
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
^ : l ~ 1 ~~i I L\ 0 ~ :~ ~.Y~ 1 ~ l :i y ~.
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) -
9-45
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
Attachment C
Assistant Director of Finance 1.00 - - 1.00
Associate Accountant 2.00 - (1.00) 1.00
Budget & Analysis Manager 1.00 - - 1.00
Business License Representative 1.00 - - 1.00
Director of Finance 1.00 - - 1.00
Fiscal & Management Analyst 3.00 - 1.00 4.00
Fiscal Operations Manager 1.00 - - 1.00
Procurement Specialist 1.00 - - 1.00
Senior Accountant 1.00 - - 1.00
Senior Procurement Specialist 1.00 - - 1.00
Treasury Manager 1.00 - - 1.00
FINANCE TOTAL 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
9-46
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
9-47
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) -
9-48
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
Seniot 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 Landscape Inspector 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
9-49
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
• •
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 & Management Analyst 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
9-50
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) -
Senior 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 Illl 2.00 2.00 - 4.00
9-51
Secretary 1.00 - (1.00) -
Senior Librarian 2.00 - - 2.00
Senior Office Specialist - - 0.50 0.50
Attachment C
CBAG Network Manager 1.00 - - 1.00
CBAG Program Analyst 1.00 - - 1.00
CBAG Program Manager 2.00 - - 2.00
CBAG Public Safety Analyst - 2.00 3.00 5.00
CBAG RCFL Network Engineer 1.00 - - 1.00
CBAG Senior Public Safety Analyst - 1.00 - 1.00
Peace Officer 1.00 1.00 1.00 3.00
Police Agent 1.00 - - 1.00
Police Community Relations Specialist - - 1.00 1.00
Police Sergeant - - 1.00 1.00
Police Training and Development Supervisor 1.00 - (1.00) -
POLICE DEPT GRANTS FUND TOTAL 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 & 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) -
9-52
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
Transportation Engineerw/Certificate
DEVELOPMENT SERVICES FUND TOTAL
4.00
1.00
- - 39.00
4.00
1.00
39.00
Associate Engineer 2.00 - - 2.00
Engineering Technician I/II 2.00 - - 2.00
Equipment Operator 3.00 - - 3.00
Maintenance Worker I/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
9-53
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 7,004.75 8.00 (88.00) 924.75
9-54
Attachment D
MEMO
Office of the City Clerk
DATE: June 9, 2011
TO: Honorable Mayor and City Conncilmembers
CC: City Manager Sandoval, Finance Director Kachadoorian
FROM: Donna Norris, CMC, City Clerk
SUBJECT: Election Estimates
~~sr,
~~
'"
~l o
CHULA VISTA
During the June 7, 2011 City Council meeting, Deputy Mayor Ramirez requested election estimates for various
scenarios, as outlined below.
The cost of conducting an election is shazed among participating jurisdictions. The County chazges each
participating jurisdiction a weighted average of the actual cost to conduct the election. The weighted components
are based on the jurisdiction's number of registered voters, number of ballot items, and number of pages included
in the Sample Ballot.
There is no way to predict, until after the deadline to call an election, the number of jurisdictions that will
participate in an election. Additionally, the cost of translating the propositions into three languages and printing
sample ballots will vary depending on the length of the proposed measure. The following estimates are based on
an average-sized measure and on past elections that may be similar in scope to the requested scenarios.
Election Date Election Type No. of Council
Seats No. of Measures Estimated Cost
1 November 2011 Stand Alone 0 1 $600,000
2 November 2011 Stand Alone 0 2 $615,000
3 June 2012 Consolidated 2 0 $160,000
4 June 2012 Consolidated 2 1 $340,000
5 June 2012 Consolidated 2 2 $520,000
Please call me if you have any questions or need additional information.
276 Fourth Avenue, Chula Vista, CA 91910 ~ www.c9ai~tstaca.gav ~ (619) 691-5041 ( fax (619) 585-5774
COUNCIL RESOLUTION NO. 2011-
AND
AGENCY RESOLUTION NO. 2011-_
JOINT RESOLUTION OF THE CITY COUNCIL AND
REDEVELOPMENT AGENCY 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), OPEN SPACE
DISTRICT 8, AND THE OPERATING BUDGETS FOR THE
SOUTHWEST/TOWN CENTER II/ OTAY VALLEY/
ADDED PROJECT AREA AND 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 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 Budget for fiscal year 2011-12 was
presented at the June 7, 2011 Council Meeting; and
WHEREAS, the fiscal year 2011-12 budget was discussed at the June 7, 2011
Council Meeting, but a vote on the resolution that would have approved the appropriation of
most City funds or the resolution and ordinance related to personnel changes was not taken
by Council; and
WHEREAS, Council requested staff to provide additional information concerning
a number of items related to the adoption of the fiscal year 2011-12 budget; and
WHEREAS, Staff has complied with Council's request to provide the additional
information in an effort to obtain Council approval of the fiscal year 2011-12 budget; 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 vazious clean up items; and
WHEREAS, A copy of the budget document is on file in the Office of the City
Clerk; and
9-56
Resolution No.
Page 2
WHEREAS, the proposed General Fund budget totals $123.8 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 and the Redevelopment Agency 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), Open Space
District 8, and the Operating Budgets for the SouthwesUTown Center II/ Otay Valley/
Added Project Area and Towne Center I and the Bayfront Project Areas.
BE IT FURTHER RESOLVED that the City Council of the City of Chula Vista
and the Redevelopment Agency 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 fo~n by
L/
Maria Kachadoorian
Director of Finance/Treasurer
9-57
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 THE FOLLOWING POSITION
TITLES: DIRECTOR OF ECONOMIC DEVELOPMENT,
MARKETING AND COMMUNICATIONS MANAGER,
SPECIAL EVENTS COORDINATOR, BUILDING
OFFICIAL/CODE ENFORCEMENT MANAGER, AND
DIRECTOR OF HUMAN RESOURCES/INFORMATION
TECHNOLOGY DEPARTMENTS, AND THE
ELIMINATION OF THE FOLLOWING POSITION TITLES:
DIRECTOR OF CONSERVATION AND
ENVIRONMENTAL SERVICES, ECONOMIC
DEVELOPMENT OFFICER, COMMUNICATIONS
COORDINATOR, DIRECTOR OF HUMAN RESOURCES,
DIRECTOR OF INFORMATION TECHNOLOGY
SERVICES, AND DEPUTY BUILDING OFFICIAL
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, staff is recommending eliminating titles that are no longer in use
from 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.
s-sa
Resolution No.
Page 2
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 the following position titles: Director of Economic Development,
Marketing and Communications Manager, Special Events Coordinator, Building
Official/Code Enforcement Manager, and Director of Human Resources/Information
Technology Departments, and the elimination of the following position titles: Director of
Conservation and Environmental Services, Economic Development Officer,
Communications Coordinator, Director of Human Resources, Director of Information
Technology Services, and Deputy Building Official
Presented by
Maria Kachadoorian
Director of Finance/Treasurer
Approved as to
1T1e1PiC. l7V V~L'
~1City Attorney
9-59
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, AND DIRECTOR OF ECONOMIC
DEVELOPMENT, AND TO DELETE ECONOMIC
DEVELOPMENT OFFICER, COMMUNICATIONS
COORDINATOR, AND DEPUTY BUILDING
OFFICIAL
WHEREAS, the Human Resources Department has created new classifications to
better reflect the needs of the City's workforce; and
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 budget includes a total of 924.75
recommended permanent positions for Fiscal Year 2011-12, a net reduction of 80.0
positions from the Fiscal Year 2010-11 adopted budget; and
WHEREAS, the recommended permanent positions for Fiscal Year 2011-12
includes four new position titles that will be in the unclassified service and eliminates the
use of three position titles in the unclassified service; 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.
NOW, THEREFORE, the City Council of the City of Chula Vista does hereby
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
9-60
Ordinance No.
Page 2
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, Building 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, ~'^M•~••~~^^'~^-•^ "^^~a~-•^'^~ Constituent
Services Manager, , T`°^•~«• n..:u:°^ nFa^:^' Deputy City Manager, Deputy Fire Chief,
Development Planning Manager, Director of Conservation and Environmental Services,
Director of Economic Development, c^°~°•~~^ r`°°°'°~--~~~' ^"~~°~ 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 Manager, Senior Council Assistant, Special Events Coordinator, Traffic
Engineer, Transit Coordinator, Transit Manager, and Treasury Manager.
SECTION IL• This ordinance shall take effect and be in full force thirty days from its
adoption.
Presented by Approved as to form by
Mazia Kachadoorian len R. _
Director of Finance/Treasurer ity y
9-61