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Home My WebLink AboutCC MINUTES 2008 07 01 (SPECIAL)MINUTES OF THE SPECIAL MEETING OF THE CITY COUNCIL TUSTIN, CALIFORNIA JULY 1, 2008 CALLED TO ORDER MEETING #2191 AT 4:00 P.M. ATTENDANCE Present: Mayor Jerry Amante; Mayor Pro Tem Doug Davert; and Councilmembers Lou Bone, Tony Kawashima, and Jim Palmer Absent: None City Clerk: Pamela Stoker Others Present: William A. Huston, City Manager and Doug Holland, City Attorney PUBLIC INPUT -None WORKSHOP -Fiscal Year 2008/2009 Budget City Manager Huston presented the proposed Fiscal Year 2008-09 Budget: The draft operating budget for all funds ensures that reserves are at levels that protect the City's financial interests and provide the flexibility to adjust in the future if needed. In the past several years through prudent financial planning, the City has been able to sustain consistent levels of high quality services while: • Maintaining a minimum 15% General Fund operating reserve for cash flow, investment income and unforeseen contingencies; • Absorbing the annual loss of property tax revenue shifted to the Educational Revenue Augmentation Fund (ERAF) as mandated by the State; • In fiscal years 2004-05 and 2005-06, absorbing the loss of over one million dollars in additional General Fund revenue shifts to the State; • Transferring monies to the capital improvement and park development funds in order to complete essential projects; • Maintaining reserves in special funds (risk management, debt service, etc.) required to meet financial obligations; • Adjusting to fluctuations in the economy and housing market. • Includes annual transfers to cover overhead and support services (water, redevelopment, etc.) • Includes transfers between special funds based on analyses of financial needs (street lighting, equipment replacement, capital projects and park development) Total Revenue = $194,804,400 equals Total Expenses Utility Expenses = $2,906.900 Reviewed non-restricted, restricted, and partially restricted funds. City Council Meeting July 1, 2008 Minutes Page 1 of 11 State Impacts on General Fund • Educational Revenue Augmentation Fund (ERAF)--diverts property tax revenue to education. Since 1992-93 loss totals $22,400,000 (projected through fiscal year 2008-09) • Proposition 57-Known as the "triple flip." Provides a revenue stream State needs to secure recovery bonds by: / Reduced City share of sales tax from 1.0% to .75% / Lost sales tax is replaced by property taxes (i.e., ERAF) / Schools are made whole by State general funds • VLF replacement is enacted pursuant to Proposition 1A. Property tax revenue (ERAF) is used to replace lost VLF. • Cities agree to lose VLF revenue in 2004-05 and 2005-06. Tustin's share was $1 million each year. General Fund Revenue = $53,673,500 General Fund Expenses= $52,814,200 Proposed New Positions • Management Analyst (RDA) 1 • Public Works Manager -Special Projects 1 • Risk Manager 1 • Water Meter Reader 2 Expenditures-5 Years of Budgeted Vs. Actual General Fund Year Budgeted Actual % of Budgeted Expenditures Expenditures Expended FY 03/04 36,150,985 35,071,210 97.0% FY 04/05 38,791,614 37,163,984 95.8% FY 05/06 43,323,991 41,174,270 95.0% FY 06/07 52,647,880 50,921,288 96.7% FY 07/08 52,441,601 50,327,548* 96.0% Average: 96.1% *projected CIP Expenses = $100,702,459 or 52% Operating Expenses = $94,101,941 or 48% Property tax distribution =City receives $.126 for every dollar Sales Tax Revenue FY 08-09 expected $17,250,000 with $5,152,000 Prop 57 diversion Sales Tax Revenue from 4th Quarter of 2007 for Top Contributors was $9,899,000 Sales Tax Revenue from 4th Quarter of 2007 for The District was $1,623,000 FY 2008-09 Public Safety Cost versus Tax Revenues Total Public Safety Costs = $29,194,800 City Council Meeting July 1, 2008 Minutes Page 2 of 11 City Clerk's Office budget presentation by Chief Deputy City Clerk, Maria Huizar Description / The City Clerk's Office is the public's gateway to local government. / We are here to support the democratic process and assist the public with their involvement and access to city services. We do this by: Facilitating the legislative policy-making process; Recording and validating the proceedings of the City Council, and Providing timely and thorough access to public records. Tasks / Publish legal notices; / Assemble and prepare City Council Agendas and Minutes; / Maintain the repository for contracts/agreements, deeds, resolutions, ordinances, and other City documents; Tustin City Code (TCC), City flags, and vehicle registration documents; / Process claims, subpoenas, summons, and public records requests; Prepare proclamations and certificates of recognition; / Oversee Citywide records retention program; / Provide Citywide switchboard operator services; / Provide Citywide mail delivery and duplication services; / Manage the electronic document imaging system (Laserfiche). Goals and Objectives / Conduct 2008 General Municipal Election in accordance with State Elections Code requirements, and, carry out responsibilities mandated by the Fair Political Practices Act. / With the City Attorney's Office, review the City's Conflict of Interest Code disclosure categories and employee designations. / Review the City's Records Management program and determine if records retention schedules and maintenance guidelines are appropriate; examine alternative storage solutions for departmental records. / Review and update City Proclamation format and policy. Coordinate "In God We Trust", and US, State and City Motto display. / Coordinate annual review of Citywide Comprehensive Fee Schedule. / Prepare bid proposal for legal review of Tustin City Code (TCC); -search for inconsistencies, work to begin in the Fall: • First review since 1981; • Process precedes a "clean-up" ordinance or re-codification. Community Development Department budget presentation by Director, Elizabeth Binsack Planning Division • Current Planning Division City Council Meeting July 1, 2008 Minutes Page 3 of 11 • Continue primary responsibility for planning and development monitoring tasks associated with the Tustin Legacy project • Continue to provide phone and counter support as a one-stop planning and community development counter to maintain quality of service throughout the City. • Support the City of Tustin's efforts to implement the "Town Center - A New Beginning" program. • Complete Housing Element Update. • Continue the City's current program for monitoring aircraft noise associated with flights to and from John Wayne Airport. • Assist the Public Works Department in preparing environmental documents for major capital improvement projects. • Monitor and recommend measures to ensure the City's compliance with the National Pollutant Discharge Elimination System (NPDES) Permit and Air Quality Management Plan. Advance Planning Division • Provide staff support for the administration of activities associated with the federal Community Development Block Grant (CDBG) Program including public service and public facility and improvement projects with an annual allocation of $797,511. • Maintain current demographic information and provide updated information to the public. Work with the Center for Demographic Research, State Department of Finance, and Southern California Association of Governments on updating demographic projections. • Monitor County planning and development activity, particularly for community impacts associated with development projects occurring in the neighboring communities of Santa Ana, Orange and Irvine. • Administer and oversee the City's Cultural Resources District. Develop and implement a Cultural Resources District work program for the Planning Commission. Process Mills Act program contracts and administer the Tustin Historic Register Plaque Program. • Review proposed state/federal legislation for potential impacts to Tustin, and prepare position papers and correspondence on pending legislation. • Administer the Business License Program and provide information to new/existing businesses. • Complete the comprehensive revisions to the City Zoning Code with consultant assistance and schedule Planning Commission and City Council workshops, budget permitting. Code Enforcement Division • Continue to participate in Neighborhood Improvement Task Force. • Update a comprehensive Code Enforcement Procedure manual. • Administer graffiti removal program. Building Division • Work with developers to ensure continued progress at the Tustin Legacy • Provide mandated plan reviews and inspection services for all new construction, additions, and alterations of buildings and maintain an average of 10 days turn-around time to complete all initial plan reviews. City Council Meeting July 1, 2008 Minutes Page 4 of 11 • Develop and implement aPermit-by-Appointment program when plans are prepared by licensed design professionals for residential remodels and additions. • Allocate available resources and continue to coordinate with other agencies and departments to ensure timely progressing of developments on the Tustin Legacy. • Review the fees charged by the Building Division and the fee structure to allow full and equitable recovery of expenses for services rendered. • Enhance the efficiency and productivity of Inspection and Permitting staff by implementing the Accela PermitsPlus Interactive Voice Response (IVR) and Wireless Inspection programs. • Update the Building Division pages on the City website to provide additional information, useful links, and City handouts. • Develop and make available new, and upgrade existing, Building Construction customers' handouts. • Update the Building Division Procedures Manual and develop comprehensive policies. • Establish a consistent standard of plan check and inspection. Public Works Department budget presentation by Director, Tim Serlet FY 08-09 Budget of $19,933,100 with 75 employees Administration & Emergency Services = $1,388,900; 6 Employees • Inter-Agency Coordination • (OCTA, County, Caltrans, IRWD, EOCWD, Utilities, Etc.) • Operating and Capital Improvement Program Budget • Solid Waste, Cable Television & Bus Shelter Contract Administration • Maintain Emergency Management Plan • Implement required Emergency Management Training in compliance with the National Incident Management System Engineering Division = $3,119,000; 14 Employees • Manage and Implement the $100,702,549 Capital Improvement Program • Operate and Maintain 119 Traffic Signals Plus Cost Sharing Participation in 19 Additional Traffic Signals • Water Quality Compliance with NPDES Requirements ($537,300) • Maintain Traffic Safety Program of Accident Analysis, Traffic Volumes, Speed Zones, Signing and Striping • Administration and Implementation of the Measure M Program • Administer the Tustin Lighting and Landscape District • Private Development Engineering - Plan Check and Inspection Services Associated with Public Infrastructure • Issue Approximately 125 Encroachment Permits, 150 Oversize Load Permits, and 40 Utility Permits Annually City Council Meeting July 1, 2008 Minutes Page 5 of 11 • Pavement Management System Administration (Replacement Cost of Pavement, Sidewalk, Curb & Gutter is Approximately $134,000,000) Field Services Division = $6,187,100; 33.5 Employees Streets • Maintain 106 Miles of Street • Maintain 1000 Storm Drain Catch Basins • Maintain 43 miles of Storm Drain Line • Maintain 15,300 Street Trees • Sweep 18,000 Lane Miles of Street Landscape • Maintain 15 Parks, 97 Acres • Maintain 112 Acres of Medians, Parkways and other Public Rights of Way Vehicles • Maintain 385 Pieces of Equipment Involving 164 Pieces of Rolling Stock • Dispense approximately 264,000 gallons of Fuel Facilities • Maintain 7 Buildings, 202,216 Sq. Ft. Water Division = $9,238,100; 21.5 Employees Water Operations • Maintain 170 Miles of Pipelines • Respond to 1500 Service Requests (Incl. Main & Meter leaks) Main Street Facilities • Maintain 2.2 million gallon Reservoir • Maintain Booster Pump Station • Maintain 2 Treatment Facilities • Maintain 2 Wells • Produce 750 Ac/Ft of Groundwater 17th Street Facilities • Maintain Reverse Osmosis Treatment Plant • Maintain 2 Water Wells • Produce 2,400 Ac/Ft of Groundwater Water Production • Maintain 5 Active Reservoirs • Maintain 3 Booster Stations • Maintain 8 Wells • Produce 8,100 Ac/Ft of Groundwater City Council Meeting July 1, 2008 Minutes Page 6 of 11 • Purchase 2,520 Ac/Ft of Imported Water Groundwaterproduced 11 ,250 Ac/Ft 80% Purchased Water 2,520 Ac/Ft 20% 13,370 Ac/Ft Future Impacts Water Quality Regulations Municipal Stormwater Permit State Construction Permit TMDL's (Nitrogen/Selenium, Organochlorines) Utility Cost - Electricity - Water Fuel Cost Labor Availability Police Department budget presentation by Chief Scott Jordan Mission Statement The Tustin Police Department is committed to a policing model of Community Governance. To that end, the mission is to work in partnership with other city departments, the residential and business community, and other governmental and non-profit agencies to reduce crime, provide a sense of safety and security, and improve the quality of life for those who visit, live and work in the City of Tustin. Budget Summary • $23.9 million total budget -89.9% labor - 10.1 % operating cost - 45% of General Fund expenditures Staffing / No additional positions / 147 total: 95 sworn; 52 civilian / Sworn positions: fully staffed / Civilian positions: 2 vacancies Major Operating Expenses / Research purchase and install new Evidence Booking lockers in the Property Room. / Research purchase and install new Mobile Data Computers and Mobile Audio- Video Systems in all police department patrol vehicles. / Review and update duty uniforms for appearance and functionality department wide. Operational Goals / Reduction of graffiti vandalisms by 5% citywide. / Reduction of Part 1 crimes by 5%. / Reduction of Part 2 crimes by 5%. / Reduction of injury traffic collisions by 5% citywide. / Maintain or improve emergency response times. City Council Meeting July 1, 2008 Minutes Page 7 of 11 Strategic Plan Goals / Sustain the implementation and monitoring of the Police Department's Strategic Plan 2006-2010. Insure that all objectives for the third year are met: Evaluate and update the transfer and promotional processes Evaluate and update the specialty assignment rotation process Review and update the Employee Evaluation process Implement Internet reporting of crime Implement on-line report release to the public / CALEA -National Accreditation Parks and Recreation Services budget presentation by Director, David Wilson DIVISIONS 701 Administrative Services 702 Sport Services 703 Classes /Cultural Arts 705 Senior Services 706 Support Services 707 Tustin Family & Youth Center Administrative Services ($438,500). Provides leadership and direction to all Parks and Recreation Services Divisions; facilitates the Community Services Commission and related functions; oversees and assigns the responsibility for all City special events; and manages the planning, acquisition and renovation of park and recreation facilities Tasks: • Direct Department functions, budget control and fiscal responsibility. • Oversee and facilitate the Community Services Commission and newly assigned committees Provide management of Capital Improvement Program. Goals: • Implement cone-year strategic plan for the Community Services Commission. • Complete the Pine Tree Park and Camino Real Park Tot Lot Renovation Projects • Complete the construction of Citrus Ranch Park. • Proceed with development of the Tustin Legacy 25-Acre Community Park Sports ($890,600). Provides active recreation programs through the utilization of sports, fitness and instructional classes that provide all ages the opportunity for supervised, active recreation programs. Tasks: Present a variety of youth sports camps when schools are not in session. Provide Tustin non-profit youth organizations with facility use including gymnasium and sports fields. Provide facility leadership at the Columbus Tustin Activity Center and Tustin Sports Park. Goals: City Council Meeting July 1, 2008 Minutes Page 8 of 11 Increase participation by 10% in our youth sports camps by improved marketing and collaborations. Coordinate a men's recreational basketball league at the Columbus Tustin Activity Center. Improve customer service and efficiency of part-time staff at sports facilities through training and team building activities. Classes/Cultural Arts ($600,300). Promotes and coordinates recreational classes for community adults and youth. The division is responsible for program publicity, including the production of the Tustin Today quarterly brochure; procurement of instructors and classroom space; implementation of class registration procedures; coordination of the summer day camp and supervised playground program. Tasks: Provide a diverse selection of quality contract classes for children and adults. Maintain an accessible and customer friendly on-line registration system; Manage and evaluate contractor class instructors. Goals: Increase "Movies in the Park" attendance by 10%. Visit and evaluate 100% of contract class instructors and programs. Improve safety and communications at annual Easter Egg Hunt. Senior Services ($374,300). Responsible for the operation and programming of the Tustin Area Senior Center. Primary charge of this division is to provide a wide variety of recreational, educational, social and human services. These activities are accomplished in collaboration with a variety of regional and local service organization. Tasks: • Provide recreation, education, social and human services designed to assist center participants with activities for daily living, such as transportation and housing assistance, nutrition, physical and mental well being and special life enriching interests. • Provide staff support to the Senior Advisory Board, which includes the Senior Advisory Board Ways and Means Committee fund raising activities and planning. • Manage over 125 volunteers for the following areas at the Center: Front Desk, Bingo Committee, Food Distribution, Congregate Meal Program, Special Events, Senior Advisory Board, Instructors, Visually Handicapped, Art Gallery, Gift Shop, Quilting, Tax Aid and Water Bill Stuffing. Goals: Increase course offering attractive to "Baby Boomer" patrons. Improve lunch program attendance through fresh food preparation in the recently renovated Senior Center Kitchen. Increase Senior Advisory Board fundraising by 5% through establishing community collaborations. Support Services ($351,200). Responsible for performing light custodial duties and facilitating the setup for events and programs at City Hall/Civic Center, Columbus Tustin Activity Center, Tustin Area Senior Center, Tustin Family & Youth Center and the Tustin Sports Park Tennis Office. Tasks: City Council Meeting July 1, 2008 Minutes Page 9 of 11 • Responsible for the care and light maintenance of the Civic Center, Senior Center, Youth Center Activities Center and Tennis Office. • Provide support to the Parks and Recreation Services Department for contract classes and special events by performing set-ups and tear down of a variety of equipment. • Provide support for over 20 City wide Special Events. Responsible for care and storage of department supplies and equipment Goals: • Increase knowledge and awareness of utilities and audio visual equipment functions Encourage proactive preventative maintenance program at parks and recreation facilities. Tustin Family & Youth Center ($330,700). Tasks: • Provide comprehensive programs and services for southwest Tustin area children 3-13 years of age and their families. • Provide free nutritional snacks in collaboration with Second Harvest for children aged 1-18. • Provide active and inclusive on-site afterschool programs. • Provide holiday gift baskets and food to southwest Tustin families in need. Goals: • Expand effective after school teen programs during the afternoon "Golden Hours." • Coordinate volunteer program for teens at the TFYC to promote involvement in community and volunteer projects. • Provide 230 area families with Holiday Gift Baskets and food. • Continue to present "Kids Corner" free preschool program to southwest Tustin children. Redevelopment Agency budget presentation by Assistant City Manager, Christine Shingleton Major Goals • Eliminate blight, revitalize and develop amenities, both publicly and privately financed, stimulate economic activity, encourage healthy growth • Facilitate the upgrade of substandard public infrastructure and public facilities, provide new public improvements to meet needs • Enhance capture by City of diverse revenue sources • Develop, conserve and maintain housing supply, including provision and maintenance of affordable housing Town Center Project `. • Complete in collaboration with other operating departments the "Tustin Town °° Center New Beginning Initiative" including market study, concept plans and implementation strategy City Council Meeting July 1, 2008 Minutes Page 10 of 11 • Complete Tustin Library Project Phase I opening and new lease • Monitor completion of Prospect Village Project • Review and develop a new Commercial Rehabilitation Program • Coordinate and support marketing and promotion of Old Town Tustin South Central Project • Complete the "Town Center New Beginning" market study, concept plans and implementation strategy • Complete property acquisition of former AAE Site and negotiation with OPUS West on a DDA for development of a mixed use project • Coordinate on planning property acquisition and final design for Newport Avenue Extension north • Pursue opportunities for future open space acquisition in the Project Area • Market excess property at former Case Swayne Site MCAS Tustin Project • Market LAMBRA Benefits to future eligible tenants • Assist in design and implementation of Tustin Legacy Backbone and Local Infrastructure • Market and promote redevelopment activities • Coordinate with third parties (federal government, county, other public agencies, horizontal and vertical builders) on real estate transactions • Develop plan/map and retrieval program of Tustin Legacy and former military Housing, Economic Development & Other Administrative Activities • Develop a Home Buyer Assistance Program • Review and Revise Residential Rehabilitation Program • Develop procedures and pre-screened waiting list for resale activity at Tustin Legacy • Support development of infill housing sites • Review and participate in various grant and federal, state and private funding programs for affordable housing • Monitor all affordable housing covenants and rehabilitation contracts • Track expenditures of Housing Set Aside Funds ensuring adequate draw downs • Develop a Tustin Dining Guide • Provide staff support to Chamber Business and Economic Development Council • With update of web-site, expand Agency economic development information • Prepare annual reports required under CRL ADJOURNED - 6:02 p.m. JERRY AMANTE PAMELA STOKER, Mayor City Clerk City Council Meeting July 1, 2008 Minutes Page 11 of 11