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Home My WebLink About2009 05-26 CC CDC ADJ MINBook 91 / Page 124 05-26-2009 MINUTES OF THE ADJOURNED REGULAR MEETING OF THE CITY COUNCIL AND COMMUNITY DEVELOPMENT COMMISSION OF NATIONAL CITY, CALIFORNIA May 26, 2009 The Adjourned Regular Meeting of the City Council of the City of National City was called to order at 6:05 p.m. by Mayor / Chairman Ron Morrison. ROLL CALL Council members present: Morrison, Parra, Sotelo-Solis, Van Deventer, Zarate. Administrative Officials present: Babaki, Dalla, Deese, Duong, Eiser, Gonzales, Hodges, Juniel, Ladrido, Post, Raulston, Smith, Williams, Zapata. BUDGET WORKSHOP 1. SUBJECT: FY 2009-10 Preliminary Budget Workshop for City and Community Development Commission. (City Manager) City Manager Chris Zapata, Assistant City Manager Leslie Deese, CDC Executive Director Brad Raulston and Finance Director Jeanette Ladrido, using overhead slides, presented an overview of the organizational, economic and fiscal progress and condition of the city, reviewed strategic objectives and policy goals, provided a fiscal overview and financial outlook and how it all is reflected in the proposed 2009-2010 Preliminary Budget. (See attached Exhibit 'A') At the conclusion of the presentations there were questions and comments by the Mayor and Council. Mayor Morrison congratulated the staff, citizens and business community for coming together in difficult times to help National City be in a better financial situation than many other cities. PUBLIC ORAL COMMUNICATION Geoffrey Schrock, National City, suggested that the one cent district tax be made permanent. ADJOURNMENT The meeting was adjourned to the next Regular Meeting of the City Council and Community Development Commission to be held Tuesday, June 2, 2009 at 6:00 p.m., Council Chambers, Civic Center. The meeting closed at 7:30 p.m. Book 91 / Page 125 05-26-2009 ti,,,‘‘,J4p Ci Clerk / Recording Secretary The foregoing minutes were approved at the Regular Meeting of August 18, 2009. Mayor / Chairman EXHIBIT 'A' City of National City Budget Workshop May 26, 2009 INTRODUCTION • Building a strategic plan has occurred over the past 2 years • Our budget considers current and future financial trends and is premised on plans the City Council has articulated as well as: - Community Input -Business and Non -Profit Involvement - Department Strategic Plans - Department's Strength Weakness Opportunity and Threat (SWOT) Analysis STRATEGIC OBJECTIVES 1. Provide Quality Services with an Efficient Organization 2. Achieve Fiscal Sustainability 3. Improve Quality of Life 4. Utilize the Community's Natural, Financial, and Human Resources 5. Focus Long -Range Planning (Comprehensive General Plan Update) 6. Improve Housing Conditions 7. Show Measured Results in Health and Safety 8. Partner with Schools 9. Build On Success AGENDA 1. City Manager Overview 2. Strategic Plan & Planning Follow up • March update • Integrate Plans • Specific Projects/Activities 3. Budget — Discussion • Overview • General Fund — Projections & Trends • Impacts of Reducing and Balancing Budget • Other funds — Tax Increment and Low/Mod Funds • CIP 4. Community Comments 5. Council Comments STRATEGIC OBJECTIVES AND POLICY GOALS PROVIDE QUALITY SERVICES WITH AN EFFICIENT ORGANIZATION a. Practice the 5 Cs with Our Diverse Customer Base b. Respond to City Council with Thorough Analysis and Support Boards Sc Commissions c. Accurately Forecast Finances and Manage Investments Wisely d. Consolidate Departments and Become More Efficient with Technology e. Parmer with Community Organizations and Regional Agencies ACHIEVE FISCAL SUSTAINABILITY a. Work with Qualified Builders on Key Development Opportunities b. Pursue Our Legislative Platform, Build Grants Division and Aggressively Seek Funding from Local, State, & Federal Sources (Economic Stimulus) c. Establish Sustainable Compensation Agreements and Contain Costs d. Open Hotel & Marina Gateway and Execute Fair Share Agreement with the Port District e. Retain and Attract Businesses and Develop Community Financing Districts UTILIZE THE COMMUNITY'S NATURAL, FINANCIAL, AND HUMAN RESOURCES a. Bridge the Digital Divide and Provide Access to Information for Everyone b. Conserve Natural Resources and Maintain the Built Environment c. Recruit Volunteers and Offer Opportunities for Community Service d. Develop Urban Farm and Community Garden Master Plan e. Create Community Magnets for Information and Resources IMPROVE HOUSING CONDITIONS a. Update Housing Element and HUD Consolidated Plan as a 5-year Housing Strategy b. Develop and Rehabilitate Decent & Affordable Housing c. Work with Residents and Land Owners to Create IIealthy Neighborhoods d. Extend Housing Inspection Programs and Eliminate Duplication e. Encourage Investment and Home Ownership with Programs and Competitive Fees IMPROVE QUALITY OF LIFE a. Provide Community Services/Programs and Maintain Public Facilities b. Complete Open Space Assessment and Create Parks Improvement Plan c. Build Aquatic Center, Granger Park, and Improve Public Access to Our Bayfront d. Preserve Historic Resources and Promote Cultural Assets c. Create Climate Action Plan and Adopt Realistic Green/Clean Policies FOCUS LONG-RANGE PLANNING (Comprehensive General Plan Update) a. Use Smart Growth Principles to Update General Plan, Land Use Code, and Zoning Map. b. Work with SANDAG on General Plan Update and Initiate Other Regional Alliances c. Integrate Specific Plans and Make All Long -Range Planning Documents Consistent d. Complete Needs Assessment, Financial Capacity Analysis, and Establish City Priorities by Adopting 5-year Capital Improvement Program e. Promote Community Outreach and Encourage Citizen Participation SHOW MEASURED RESULTS IN HEALTH AND SAFETY a. Implement Public Safety Long Range Strategic Plans b. Align Neighborhood Services and Law Enforcement c. Model Quality of Life Indicators and Track Performance d. Maintain Senior Nutrition Center and Develop Programs for Seniors e. Foster Safe, Clean, and Healthy Neighborhoods PARTNER WITH SCHOOLS a. Align Neighborhood Councils with School Site Councils b Link Farms/Gardens Program to Schools and Promote EBT c. Promote Fire Prevention and Maintain School Resource Officers d. Utilize New Public Library and Enhance Access for Youth with W.I.N.G.S. e. Work with Local School Districts on Bond Program and Coordinate SR2S FY 2009-2010 BUDGET FY 2009-2010 = BALANCED BUDGET Budget exercise began with a Projected Structural Deficit of $ 4 million Estimated Revenue/Transfers in $ 38 M Less: Estimated Expenditures/Transfer Out $ 42 M BUILD ON SUCCESS a. Communicate Important Information with the Community in a Transparent Manner b. Heighten Our Image by Preserving Cultural Assets and Supporting Community Events c. Continue to Improve our Infrastructure and Public Facilities d. Update Signage to Draw Attention to Important Gateways, Corridors and Intersections e. Continue to Build Our Financial Stability and Provide Quality Services FISCAL OVERVIEW • Adequate fiscal condition in a challenging financial environment — Clean financial audits — Standard & Poors Rating remains = A- - Continuous review of operating costs & seeking revenue enhancements — Limited Debt — Reserves projected @ $7.5 million which is 20% contingency reserve policy (25% - 50%) COUNCIL DIRECTION @ MARCH 21, 2009 PLANNING & FINANCE WORKSHOP PER CITY MANAGER • Maintain Service Levels/workforce • Maintain current reserve fund @ 7.5 million • Keep public safety as a priority • All departments participate with cuts at 5%, 10% or 15% RECOMMENDATIONS TO BALANCE THE BUDGET • Reviewed balances of Internal Service Funds and transferred Funds back to the General Fund • Position Freezes • Department Budget Reductions • Program Suspensions TRANSFERS FROM OTHER FUNDS Transfer from the Civic Center Refurbishing Fund $480,000 Transfer from Office Equipment Depreciation Fund 400,000 Transfer from General Accounting Svcs Fund 230,000 Transfer from Liability Insurance Fund 200,000 Transfer from Telecommunications Revolving Fund 200,000 Total recommended transfers = $1,510,000 CITY MANAGER RECOMMENDATIONS NOT REFLECTED IN PRELIMINARY BUDGET Description Preliminary Budget City Manager Recommendation Narional City Community Concert Band $14,500 $0 Provision for Contingency $193,436 $93,436 Transfer from CDBG Fund to General Fund $243,124 $201,131 Total HOME Program Admin $52,077 $64,242 Police Unfunded Positions ($772,090) ($693,594) FY09/10 GENERAL FUND BALANCED BUDGET Estimated Revenue $36.4 million Add: Operating Transfers In 2.4 million Total Revenue & Operating Transfers In $38.8 million Estimated Expenditures $37.6 million LESS: Operating Transfers Out 1.2 million Total Expenditures & Operating Transfers Out $38.8 million RECOMMENDED REDUCTION IN EXPENDITURES Unfunded Positions $1,818,389 Boys & Girls Club 120,000 Pepper Park 15,000 International Parade 13,000 SAND AG Membership 12,000 Public Information Officer budget 53,600 Booking Fees — Police 130,000 Computer & Communications Equipment - Police 35,000 Consultant Budget — Fire 30,000 Community Services — CPRC 25,000 Total Recommended Reductions = $2,245,989 UNFUNDED POSITIONS City Manager • • • Management Analyst III Public Information Officer Executive Assistant IV • Management Intern Community Services • Kitchen Aide (Nutrition Center) Library • Principal Librarian Finance • Senior Accounting Assistant • Senior Accountant Human Resources • HR Analyst UNFUNDED POSITIONS MIS • MIS Technician II Public Works • Tree Trimmer Community Development • • Lead Hazard Housing Inspect. Senior Office Assistant Engineering • Management Analyst II • Associate Engineer — Civil • Management Intern Planning • Senior Office Assistant — P/T • Associate Planner STATE IMPACT • Sales Tax Increase of 1% effective April 1, 2009 • Potential Proposition 1 A takeaway = $950k — Police — Infrastructure — General Fund — Tax Increment* *$1,067,000 overturned in court. Impact is not included in EY 09-10 budget, an appeal is expected. 5 LARGEST REVENUE Description Fire UNFUNDED POSITIONS • Battalion Chief (Admin) Police • Animal Control Officer • Police Dispatcher(4) • Community Services Officer • Parking Regulations Officer • Crime Scene Specialist • Police Corporal FINANCIAL OUTLOOK SALES TAX CATEGORIES 5 YEAR HISTORY AND PROJECTION FY 08/09 FY 09/10 Inc/Dec •, $25 0 $20 f Sales Tax 12.3 M 10.5 M (1.8) District Tax 8.6 M 8.3 M '.3) In Lieu of VLF 5.0 M 5.0 M 0 $15 $10 In Lieu of Sales Tax 4.1 M 3.4 M (. 7) Property Tax 3.3 M 3.1 M $5 Total 33.2 M 30.2 M (3.11) $- '03 '04 '05 '06 '07 '08 '09 '10 PROPERTY TAX REVENUE GENERAL FUND EXPENDITURES GENERAL FUND EXPENDITURES BY DEPARTMENT CITY MANAGER 1% FINANCE CITY CLERK I% 1% CITY COUNCIL PUBLIC WORKS 5% COMMUNITY SERVICES 3% COMMUNITY DEVELOPMENT 034% CITY ATTORNEY 2 DEVELOPMENT SERVICES HUMAN RESOURCES NON DEPARTMENTAL 3% CITY TREASURER 0.09% PROPERTY TAX HISTORY & FORECAST IR O $3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $- r I ,83•.1■$3.2�S30S I$22�$2:3I i U$2,31 'II '03 '04 '05 '06 '07 '08 '09 GENERAL FUND EXPENDITURES I3Y TYPE FY 09/10 Budget Capital Maintenance & Debt Service Improvements Operations 1% 1% 14% CALPERS RETIREMENT COSTS '10 BACKGROUND • During FY 07/08, CalPers investment returns were 5.1 { • For FY 08/09, CalPers investment returns are 2O • Rate increase will be reflected in FY 11/12 COST TO CITY MINIMUM = 2% OF PAYROLL $ 500,000 MAXIMUM = 4% OF PAYROLL $1,000,000 LOCAL CITIES FUNDED RATIO * Employer Name Misc Plan City of Oceanside City of Poway City of National City City of Vista City of La Mesa City of Carlsbad City of Escondido City of El Cajon City of Chula Vista City of Encinitas City of San Marcos 105.3% 92.7 % 91.6% 88.3 % 88.0 % 84.0 % 82.8 % 82.2 % 80.9% 74.8 % 69.4 Source: CalPers. Funded Ratio as of 6/30/06 Employer Name Safety Plan City of Oceanside City of La Mesa City of Chula Vista City of National City City of Carlsbad City of Escondido City of El Cajon 99.9 % 93.2 % 90.9 % 88.6 % 86.6 % 84.8 % 83.3 % HEALTH & DENTAL INCREASES Plan Year f : - 18t Heath t '-= " t8`ti'D ,. �' in l .. 2001 12.8% 0% 12% 5.7% 4.1% 2002 10.1% 19.3% 26.7% 3.2% 3.5% 2003 12.3% 12% 12% 8.4% 4.1% 2004 16% 13% 21% 0% 0% 2005 4.6% 6.1% 7.2% 0% 1.2% 2006 13% 6.6% 5% 0% 0% 2007 4.2% 12.8% (Created HN Silver & Gold) 6.15% 0% 2008 14.4% 10.5% (HN Silver) 10.5% (HN Gold) -4.13% 2% 2009 0% 10.0% 13.2% 0% 0% 0 0 PERS EXPENDITURES 03/04 04105 05/06 06/07 07/08 08/09 09/10 Yti MEA ■ PUBLIC SAFETY MOU's - CALPERS % EMPLOYEE PAYS Agency Miscellaneous Employee paid Safety Employee Paid Vista 8% 8% Del Mar 8% 5% Imperial Beach 6% 0% Encinitas 5% 0% Solana Beach 2% 2% Oceanside 2% 0% Nation@i City 2`Yo' 0°% Carlsbad 1% 1% Escondido 1% 0% Lemon Grove 1% 0% Chula Vista 0% 0% San Diego (SDCERS)' 5.78%-10.29% 7.25%-12.87% Effective 1/1/09 * Effective 1/1/09 w 0 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $ HEALTH CARE COSTS $2.8$2.8■ '$�52.2.3.$2.5. ■ IEEE 111 1 ■ ■ ■ ■ ■ 1 1 ■ ■ ■ IN ■ 1 04/05 05/06 06/07 07/08 08/09 09/10 COST CONTAINMENT • Staff continue to closely monitor expenditures - Cost -reduction and Revenue Efficiency (CARE) Committee - Employee Driven - Position Review Committee - Purchasing Review Committee RESERVE POLICY • Contingency Reserve - General Fund Reserve: 25% - 50% of operating expenditures is current Policy • Begin FY09/10 With 17.5 , which is 20% of current policy $10.0 $8.0 O • $6.0 g $4.0 $2.0 $ e85.9156.11$6.61$6.71$6.1 161$4*4111111 1 1 1 1 1 1 '01 '02 '03 '04 '05 '06 '07 '08 '09 SALES TAX REVENUE • Statewide additional 1 cent tax effective 4/1/09 - Overall cap of 10.25 • City's Bradley Burns Tax (1%) is declining • District Tax revenue is stable - $7 to $9 million projection is on target - District tax is monitored and reported separately ENHANCED REVENUE • Actively seeking Grants & Stimulus funds • Increase in Economic Development - Hotel - Plaza Bonita Shopping Center's continuous tenant recruitment - Paradise Village - Property Tax revenue GENERAL FUND FINANCIAT. TRENDS GENERAL FUND REVENUE FORECAST Revenue Category Actual 07-08 Projected 08-09 Forecast 09/10 10/11 11/12 Sales Tax $11.8 $10.2 $10.4 $10.6 $10.8 District Tax 8.5 8.7 8.3 8.6 8.8 Property Tax 3.2 3.0 3.1 3.2 3.2 Franchise Fee 1.4 1.5 1.5 1.5 1.6 Transient Occupancy Tax .9 .8 1.0 1.2 1.2 Other Revenue 14.0 14.1 13.0 13.0 13.0 TOTAL REVENUE $39.8 $38.3 $37.3 $38.1 $38.6 Assumes 2% increase in all revenue categories except for other revenue. Other revenue does not factor an increase GENERAL FUND REVENUE & EXPENDITURE FORECAST 50 45 - 40 - 35 - 30 - 25 - 20 - 15 - 10 - 5 - 0 q? 4 °s 4r 3 4p 9, ?" ra 4 4 4 >> COUNCIL DIRECTION — BUDGET REDUCTIONS • Community Impacts - Boys & Girls Club - Parade - Community Concert Band - CPRC • Public Safety Impacts -- Frozen Positions • Service Impacts - Frozen Positions - Department Budget Reductions - Strategic Objectives & Plans - Service Levels - Service 'Delivery OTHER SPECIAL REVENUE FUNDS LOOKING AHEAD Sales Tax Revenue is anticipated to continue to decrease • State takeaways to balance State Budget • Continue to seek grants • Continue to contain costs • 5%, 10% and 15 % cuts requested by City Manager's office • 2017 Reserves cannot fill the Structural Gap between operating expenditures & revenues in the General Fund COUNCIL DIRECTION — BUDGET REDUCTIONS • Increasing Operating Costs — Utilities, Fuel, Water, Materials • Technology • Capital Projects • State Budget Crisis — State Takeaways • Prop. 1A, ERAF, Schools — Mandated Legislative Costs SPECIAL REVENUE FUNDS Gas Tax Fund Proposition A Fund Sewer Service Fund Nutrition Center Fund Section 8 Fund ✓Okay, for now ✓Okay ✓Okay itroxisnitc L4-tnilGfn (: ericral Fund i >bliy?i.rion due to Increment fiend %t lousing Assistarx:c lt+ rta ll u million recommended to i7V i:1icd by It nv & Mod Housing >; l urid TAX INCREMENT FUND NON -HOUSING TAX INCREMENT REVENUE & EXPENDITURES ACTUAL EST FORECAST DESCRIPTION 07/08 08/09 09/10 10/11 11/12 TI Revenue $11.7 $12.0 $12.2 $12.8 $13.2 Expenditures: Administration 2.8 5.9 4.1 4.2 4.3 TARs 3.1 3.1 4.0 4.2 4.8 A131389/1290 .2 .2 1.9 2.0 2.1 ERAF 0 1.0 0 0 0 Pass Through 1.8 1.9 1.3 0.7 0.7 Capital Expenditures 2 Li la Total Expenditures 7.9 12.1 14.8 12.8 13.2 Difference $3.8 ($.1) ($2.6) $0 $0 ELIGIBLE TAXING ENTITIES • AB1290 Pass Through Payments to following: - County of San Diego - County Office of Education - Southwestern Community College District - Sweetwater Union High School District - National City Elementary School District - City of National City - County Water Authority - National City - MWD - Debt Service for SD County Water Authority BACKGROUND • Consists of 1 project area with 7 subareas • Tax Increment Revenue is restricted for specific purposes - Payment of Debt Service - Payment of Statutory Pass Through Payments - Payment of Operating Expenses - Funding of Capital Projects • 20% of TI is required to be set aside for housing • Current litigation regarding state take -away (ERAF) H C - $14.0 $12.0 $10.0 $8.0 $6.0 $4.0 $2.0 TAX INCREMENT HISTORY AND PROJECTION -4-TI Revenue -a-TI Expenditures '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 TAX INCREMENT FUNDING • Estimated TI Reserves @ 6/30/09 = • Current and Past Project - Highland Ave Street Improvements - Centro Infill Development - Marina Gateway Hotel Phase 1 - National City Public Improvements - Arts Center • Pay as you go project financing - Marina Gateway Phase 2 - 8th Street Public Improvements - Specific Plans Implementation $ 9.2 M HOW DO WE FUND FUTURE PROJECTS? • Needs assessment and capital improvement program • Prioritization of projects • Capacity analysis — "Pay as you go" financing — Borrow to fund projects • Awareness of Project Area Expiration dates and ability to pay debt BACKGROUND • 20% of Tax Increment Revenue must be 'set aside' for Housing • Purpose is for increasing and improving the community's supply of low and moderate income housing HOUSING PROJECTS • Housing Assistance Payment Recommended subsidy for the Section 8 Program is approximately $ 1.2 M • Housing Projects — Plaza Blvd. Senior Apartments — Habitat for Humanity- — Westside Infill Transit Oriented Development — Senior Village Expansion — Housing Rehabilitation Program 0 LOW AND MODERATE INCOME HOUSING LOW & MODERATE INCOME HOUSING REVENUE $3.5 $3.0 $2.5 $2.0 $1.5 $1.0 $0.5 $- I 1 , �.3.2 IT I I 1 •2.4 2°II 1$1,3I$1:41$1.1$4.71$1.• I 111 1111111111 • o• 0 gr oy o6, o> q9 612 CAPITAL IMPROVEMENT PROGRAM Capital Improvement Program Current Projects (Approximately $15M): • $ 8.0M Paving/Resurfacing program • $1.4M Arts Center • $1.2M Parks Rehabilitation and Refurbishment $2.0M Marina Gateway Project $ 500K SR2S Traffic Safety Improvements • $ 650K Pump Station Reconstruction & Rehabilitation • $ 300K PD facilities Safety & Rehab improvements Capital Improvement Program Process Identified Funding Sources and Reconciled Project Activity Established CIP Committee and Adopted Ranking Criteria with City Council City Manager, Assistant City Manager, Community Development Executive Director, Public Works, Planning, Finance and Engineering Health, Safety, & Regulatory Requirements Cost and Funding Opportunities Community Support Multiple Category Benefit Maintenance Needs Readiness and Dellvcrahility 40% 20°i% 10% 10% 10% 10% Proposed $12M CIP Budget is one year budger for FY 2009-2010 Fivc-year CIP priorities will be established through General Plan Update 189 — Civic Center Refurbish Fund 1. 301 — CDBG Funds 2. 3. 4. 5. 303 — Capital Facilities Fund 2. $ 9,000 $ 138,878 $ 99,198 $ 24,800 $ 78,829 $ 124.494 $ 466,199 $ 15,000 $ 20.000 $ 35,000 Capital Improvement Program Of the nearly $12M CIP, the share of General Funds is about 10% or about $1.3 million. The remaining sources of funds are as follows: • $5M in regional/state/federal grants (including matching City/'I'IF funds) • $3.7M in TIF $2.5M in transportation funds $500K in CDBG Project Delivery Costs Capital Improvement Project Fiscal Year 2009-2010 001 — General Fund 1. 2. 103 — General Capital Outlay 109 — Gas Tax Fund 1. A : .,.' is 115 — Park & Recreation Capital Outlay fund 2 304 — Park Develop Fund. 2. .__........_. _ 3 e.e, 307—Prop A. 346-Prop 1B & 345-Traffic Congesr.]Celief Funds 321 — Smart Growth 323 — Safe Routes to School Federal Highway Safety ImprovementProvram Grant $ 230,000 $ 100.000 $ 330,000 $ 10,000 $ 50,000 $ 100.000 $ 150,000 $ 73,000 $ 50 000 $ 123,001) $ 24,01)n $ 40,01111 $ 30.000 $ 94,01)0 $1,832,556 $ 500 000 $2,332,536 $2,000,000 $ 730,00(1 $ 900,000 511 — Tax increment Fund 1. 2. 3. 4. 5. 6. 7. 8. 629 — Information system Maintenance Fund 2. 630 — Office Equipment Depreciation Fund 631 — Telecom. Revolving Fund Grand Total $11,799,755 CONCLUSION $ 500,000 $ 250,000 $ 250,000 $ 250,000 $ 10,000 $2,000,000 $ 250,000 4 200 000 $3,710,000 $ 130,000 $ 30.000 $ 160,000 $ 400,000 $ 150.000 $ 550,000 $ 200,000 BEN NEXT STEPS • Approve City Manager recommendations • June 2, 2009 present revised Preliminary Budget • June 16, 2009 Adopt FY 2009-10 Budget Figure 3 Current Ported Speer! Lim. (1020/WA, EMI At - -Atx-4- - - . CLEVELAND AVENUE STREETSCAPE - LANDSCAPE CONCEPT PLAN CITY OF NATIONAL CITY. CA N»ti,r:II City. H..' II 05115%L009 GENERAL PLAN UPDATE National City COMMUNITY CENTERS'; NEIGHBORHOOD If CENTERS SAFE ROUTES & PARKS & OPEN SPA Conclusion