AGENDA
Consolidated Study Session
City Council Chamber - 1243 National City
Boulevard, National City, CA
Ron Morrison, Mayor
Luz Molina, Vice-Mayor Brad Raulston, City Manager Marcus Bush, Councilmember Barry J. Schultz, City Attorney Jose Rodriguez, Councilmember Shelley Chapel, MMC, City Clerk Ditas Yamane, Councilmember R. Mitchel Beauchamp, City Treasurer _______________________________________________________________________
The City Council also sits as the City of National City Community Development Commission, Housing Authority, Joint Powers Financing Authority, and Successor Agency to the Community Development Commission as the National City Redevelopment Agency
Thank you for participating in local government and the City of National City Council Meetings.
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Location: Regular City Council Meetings are held in the Council Chamber located at City Hall, 1243 National City Boulevard, National City, CA 91950, the meetings are open to the public.
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AGENDA
Consolidated Study Session
City Council Chamber - 1243 National City
Boulevard, National City, CA
Ron Morrison, Mayor
Luz Molina, Vice-Mayor Brad Raulston, City Manager Marcus Bush, Councilmember Barry J. Schultz, City Attorney Jose Rodriguez, Councilmember Shelley Chapel, MMC, City Clerk Ditas Yamane, Councilmember R. Mitchel Beauchamp, City Treasurer _______________________________________________________________________
The City Council also sits as the City of National City Community Development Commission, Housing Authority, Joint Powers Financing Authority, and Successor Agency to the Community Development Commission as the National City Redevelopment Agency
Gracias por participar en las reuniones del gobierno local y del Consejo de la Ciudad de National City.
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Ubicación: Las reuniones regulares del Concejo Municipal se llevan a cabo en la Cámara del Consejo ubicada en el Ayuntamiento, 1243 National City Boulevard, National City, CA 91950, las reuniones están abiertas al público.
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AGENDA
Study Session
Tuesday, March 21, 2023, 5:00 p.m.
City Council Chamber - 1243 National City Boulevard
National City, CA
Pages
1. CALL TO ORDER
2. ROLL CALL
3. STUDY SESSION
3.1 Study Session - 5-Year Financial Forecast and Summary of Current Staff Priorities and Initial City Council Goals
2 Recommendation:
Receive report
4. PUBLIC COMMENT
5. ADJOURNMENT
AGENDA REPORT
Department: City Manager's Office
Prepared by: Brad Raulston, City Manager
Meeting Date: Tuesday, March 21, 2023
Approved by: Brad Raulston, City Manager
SUBJECT:
Study Session - 5-Year Financial Forecast and Summary of Current Staff Priorities and Initial City Council Goals
RECOMMENDATION:
Receive report
BOARD/COMMISSION/COMMITTEE PRIOR ACTION:
Not Applicable.
EXPLANATION:
OVERVIEW
Current Staff Priorities and Initial City Council Goals Staff presented a report to City Council on December 13, 2022 titled “Past Accomplishments, Existing Priorities, Future Goals”. The report provided an overview of those items that were organized both by department and strategic focus area. A summary of those e xisting priorities and future goals are attached to this report along with the “functional organization chart” that lists all of the core services that the city provides on a daily basis. The report also outlined the process for the 2023 city calendar tha t included the goal setting workshop planned for March 24, 2023.
Also attached is a summary of initial City Council goals based on interviews conducted by the workshop facilitators and includes the feedback received during the February 21, 2023 “Goal Setting and Budget Kick-off” report provide to the Council. Those summarized priorities and goals provide a foundation for the upcoming goal setting workshop.
5-year Forecast
The City of National City Fiscal Year 2024-2028 Five-Year Forecast (Forecast) is a fiscal planning guide and serves as the framework for Council goal setting and the development of the Fiscal Year 2024 Adopted Budget for the General Fund. The purpose of the report is to provide an outlook of the City’s General Fund finances over the next five years.
The Forecast focuses on baseline revenues and expenditures, including updating forecasts for revenues and expenditures necessary to maintain the City’s service levels as reflected in the FY 2023 Adopted Budget. The Forecast was developed based on information available and known at the time of the preparation of the report, however, actual results may differ due to events that occur during the forecast period whose outcomes are unpredictable or cannot be quantified.
The Forecast is a planni ng tool to assist in goal setting and budget decisions related to the allocation of General Fund resources and should not be considered a budget. The Forecast
provides information at the start of the budget process to facilitate a discussion regarding the coming year’s General Fund budget allocations.
To the extent projected expenditures exceed estimated revenues in any given year of the Forecast, the City will need to address these shortfalls through mitigating actions, which could include budget reductions, use of fund balance, or the pursuit of additional one-time and ongoing revenue options. Revenue projections in this forecast are based on current economic indicators, historical trends, industry research, and information from the City’s Property Tax a nd Sales Tax consultant, and the knowledge of City staff. To the extent any of the underlying assumptions change, actual revenues could change significantly.
From a baseline perspective, the five year forecast shows revenues exceeding expenditures in Fiscal Year 2024 followed by a modest unfavorable gap in the second and third years of the period. However, as we consider the many additional priorities, services and operational needs of the City during the upcoming FY 2024 Budget Development process, those differences will likely change.
BASELINE GENERAL FUND REVENUES
The City’s major General Fund revenue sources, sales tax, district & use tax, and property tax, represent 74.6 percent of the City’s FY 2023 Adopted Budget for the General Fund. Each of these revenue sources are projected to increase throughout the forecast period. Consistent with the FY 2023 First Quarter Report, the forecast uses updated major revenue projections as the baseline for these estimates, which accounts for projected growth beyond what is budgeted in the FY 2023 Adopted Budget. The overall economic assumptions included in the report are in line with industry experts and the overall regional economy, including the City’s sales and property tax consultant, HdL. In addition to the major revenue projections, the baseline projections for the General Fund’s departmental revenue sources are based on various economic assumptions, known and anticipated events, and historical trend analyses.
MAJOR GENERAL FUND REVENUES
SALES & USE TAXES
The City’s largest revenue source is sales and use taxes and represents 57.9 percent of the General Fund FY 2023 Adopted Budget. Sales tax is collected at the point of sale and remitted to the California Department of Tax and Fee Administration, w hich allocates tax revenue owed to Revenue FY2024 FY2025 FY2026 FY2027 FY2028
Property Taxes 11,947,281 12,251,876 12,610,276 13,030,281 13,522,575 Sales and Use Taxes 39,631,000 40,663,825 41,680,421 42,722,431 43,790,492 Transient Lodging Tax 1,836,000 1,872,720 1,910,174 1,948,378 1,987,345 SA Residual Balance Distributions 3,062,000 3,134,000 3,275,000 3,371,000 3,454,000 Franchise Taxes 2,099,300 2,134,286 2,169,972 2,206,371 2,243,499 Cannabis Revenue - 250,000 500,000 1,500,000 2,000,000 Licenses and Permits 1,435,299 1,452,905 1,470,864 1,489,181 1,507,864 Vehicle Code Fines 443,300 444,415 445,548 446,698 447,865 Investment Earnings 1,553,319 1,558,485 1,563,909 1,569,605 1,575,585 Development Services 716,805 731,141 745,764 760,679 775,893 Police and Fire Services to Neighboring Agencies 3,109,490 3,202,774 3,298,858 3,397,823 3,499,758 Other Revenues 1,015,216 1,015,216 1,015,216 1,015,216 1,015,216 Transfers from Other Funds 2,582,891 582,891 582,891 582,891 582,891 Total GF Revenue 69,431,900 69,294,535 71,268,892 74,040,554 76,402,983
the City in monthly payments. Sales tax revenue also includes online sales from out -of-state businesses that meet a threshold in cumulative sales and delivers goods into California.
The Forecast for Sales Tax assumes gro wth based upon the updated FY 2023 projection for Sales Tax included in the FY 2023 First Quarter Report and economic assumptions available at the time of the preparation of this report.
PROPERTY TAX
Property Tax is the City’s second largest revenue source representing 16.6 percent of the General Fund FY 2023 Adopted Budget. The primary component of the Property Tax category is the 1.0 percent levy on the assessed value of all real property within City limits. The Property Tax category also includes the Motor Vehicle License Fee (MVLF) backfill payment, which is property tax revenue received from the State of California to replace the MVLF that was repealed in 2004.
The Forecast for Property Tax assumes growth based upon the updated FY 2023 projection fo r property tax included in the FY 2023 First Quarter Report and economic assumptions available at the time of the preparation of this report.
TRANSFERS FROM OTHER FUNDS
The City will use the final $2 million from the American Rescue Plan Act funding in FY 2024 as an operating subsidy. The estimates in FY 2025 through FY 2028 are for overhead costs recovered by the General Fund for support provided to other funds.
OTHER GENERAL FUND REVENUES
Of the other general fund revenues, the most significant are residual balance revenues from the Successor Agency, the transient occupancy tax, franchise fees, licenses and permits, and revenue derived from providing public safety services to other communities. Growth assumptions are shown below:
• Residual Revenues from Successor Agency – due to anticipated growth in assessed property values within the former redevelopment area’s boundaries and a flattening of the Successor Agency’s obligations, this revenue stream is projected to increase from $3.1 million in FY 2024 to $3.5 million in FY 2028.
• Transient Occupancy Tax – Transient occupancy tax revenue is dependent upon room rental and occupancy rates. The model assumes a conservative 2% growth rate for each year of forecast.
• Franchise Fees – Franchise fees are paid by companies in certain industries that use City rights- of way to conduct their businesses. The City currently maintains franchise agreements with companies that provide cable television, solid waste, gas, and electric services. Franchise fees are expected to contribute approximately $2.1 million in revenues in FY 2024 and grow 2% each year through FY 2028.
• Licenses and Permits – Licenses and permits comprise various fees charged to ensure that activities or endeavors by homeowners, residents, and businesses comply with applicable statutes. Examples include business licenses, building permits, and grading permits, and the anticipated cannabis license revenue. These revenues are estimated at $1.4 million for FY 2024
and are expected to grow to $3 .5 million in FY 2028 when cannabis retail stores are fully operational.
• Public Safety Services Provided to Other Communities – The City is reimbursed by the Port of San Diego for the provision of police and fire protection services and by the Lower Swe etwater Fire Protection District for fire protection services. These revenues are estimated at $3.1 million for FY 2024 and a 3% annual growth assumption has been used for the forecast.
BASELINE GENERAL FUND EXPENDITURES
General Fund expenditures are co mprised of both personnel and non -personnel expenditures including Salaries and Benefits, Maintenance and Operations, Debt Service, Internal Service Fund charges, and Capital Expenditures. Baseline projections assume growth based upon the FY 2023 Adopted Budget with adjustments made for one-time expenditures.
Projections for ongoing non-personnel expenses are also included in the baseline projections and include anticipated adjustments required to maintain the City’s service levels as reflected in the FY 2023 Adopted Budget.
PERSONNEL EXPENDITURES
Personnel expenditures represent 68.6 percent of the City’s General Fund FY 2023 Adopted Budget. This category includes salaries and wages, the City’s annual pension payment, employee health benefits, workers’ compensation, and other fringe benefits. Baseline personnel expenses are projected to increase during the Forecast period, due to growth in salaries and wages resulting from current agreements between the City and its labor groups, increases in the Expense FY2024 FY2025 FY2026 FY2027 FY2028
Personnel Expenses
Salaries (PT and FT) 25,669,250 26,439,327 27,232,507 28,049,482 28,890,967 Overtime 2,468,179 2,542,224 2,618,491 2,697,046 2,777,957 Worker's Comp 1,623,330 1,655,796 1,688,912 1,722,690 1,757,144 Health Insurance 3,322,100 3,388,542 3,456,312 3,525,439 3,595,947 CalPERS 9,544,816 10,800,908 10,899,712 10,949,242 11,067,725 Other Personnel Expenses 3,036,389 3,097,117 3,159,059 3,222,240 3,286,685 Operations and Maintenance
Contract Services 2,343,892 2,390,769 2,438,585 2,487,357 2,537,104 Professional Services 1,693,074 1,726,935 1,761,474 1,796,703 1,832,637 Emergency Animal Treatment 530,965 546,894 563,301 580,200 597,606 Street Lights & Signals 515,000 530,450 546,364 562,754 579,637 Other Operations and Maintenance 2,253,376 2,298,443 2,344,412 2,391,300 2,439,126 Debt Service
2017 LRB 196,087 202,163 208,430 214,892 221,554
2017 CREB 170,559 172,080 173,568 175,021 176,434
2017 RCS Note 147,380 147,380 147,380 0 0
Internal Service Funds
Insurance Charges 1,334,805 1,361,501 1,388,731 1,416,505 1,444,835 Info. Syst. Maintenance Charge 2,474,519 2,548,755 2,625,218 2,703,974 2,785,093 Vehicle Charges (Leases, Maintenance) 2,285,047 2,353,598 2,424,206 2,496,932 2,571,840 Building Services Charges 2,525,820 2,601,594 2,679,642 2,760,031 2,842,832 Capital Expenditures
CIP 2,000,000 2,200,000 2,400,000 2,600,000 2,800,000 Other Capital Expenditures 143,500 143,500 143,500 143,500 143,500 Operating Transfers Out 2,633,926 2,712,944 2,794,332 2,878,162 2,964,507 Other Expenses 135,000 135,000 135,000 135,000 135,000
Total GF Expenditures 67,047,011 69,995,920 71,829,135 73,508,471 75,448,132
retirement contribution, and the amortization of pension obligation bonds issued for paying down a portion of the City’s CalPERS unfunded liability. The forecast reflects that in FY 2024 the City will have no UAL payment to make to CalPERS (compared to $2.7 mi llion in FY 2023), but anticipates a resumption of that obligation in FY 2025 and beyond as a result of CalPERS’s recent and anticipated investment results.
MAINTENANCE & OPERATIONS
Expenditures in maintenance and operations include contract services, professional services, as well as other operational costs such as training and uniforms. A 2% growth rate for each of the forecast years was assumed for these items. Also included in this category are costs related to emergency animal treatment and street light and signals which assumed a 3% increase from FY 2024 through FY 2028.
DEBT SERVICE
Projections in the debt services category are fixed costs based on the City’s existing debt service schedules. No growth rate is assumed for this category.
INTERNAL SERVICE FUNDS
A 2% growth rate was assumed in the forecast model for the City’s liability insurance costs, while a 3% increase was assumed for information technology, vehicle leases and maintenance, and building service charges.
CAPITAL EXPENDITURES
New Capital Improvement Project funding has been estimated at $2 million dollars for FY 2024 with the amount growing by $200,000 each year to reach $2.8 million in FY 2028. The amounts for Capital Improvement expenditures are restricted to those ne eded to meet matching requirements for transportation infrastructure, maintain storm drains, and perform major maintenance at City facilities.
TRANSFERS OUT
Transfers out from the General Fund include operating subsidies to the Library Fund, Parks Maintenance Fund, and the Nutrition Center Fund. While the amount of these subsidies are dependent upon the expenditures and revenues of each fund during a given year, a growth rate of 3% has been assumed in the forecast. This category also includes a transfer to the Post - Employment Benefit Fund for retiree health benefits.
GENERAL FUND REVENUE / EXPENDITURE SUMMARY
NET INCREASE/DECREASE AND UNASSIGNED FUND BALANCE
The net increase/(decrease) line shows the impact on unassigned fund balance as measured by the difference between estimated revenues and estimated expenditures. The net increase shown in the FY2024 column is primarily attributable to a combination of no UAL payment to CalPERS for that year and the final $2.0 million in ARPA funding being included in operating revenues. The unassigned fund balance is the total of spendable amounts not otherwise restricted or committed and which is available for augmenting or meeting reserve targets or for use at Council’s discretion.
The net impact on unassigned fund balance from projected expenditures and estimated revenues throughout the forecast period is represented graphically below.
As of the beginning of Fiscal Y ear 2023 the City had unassigned fund balance of $20.4 (unaudited). As this five year forecast was being developed, projections for some of the more significant FY 2023 revenues were updated as well. While both revenues and expenditures will undergo a thorough, formal mid-year status review, preliminary estimates are showing a nearly $3.0 million positive impact on fund balance by FY 2023’s end. That positive result, coupled with the $2.4 million net increase shown in the table above, results in the estima ted $25.8 million of unassigned fund balance in the FY 2024 column. Each succeeding year’s estimated fund balance is calculated with respect to that year’s impact on the prior year’s estimate.
Revenue FY2024 FY2025 FY2026 FY2027 FY2028
Estimated General Fund Revenues 69,431,900 69,294,535 71,268,892 74,040,554 76,402,983 Estimated General Fund Expenditures 67,047,011 69,995,920 71,829,135 73,508,471 75,448,132 Net Increase / (Decrease) 2,384,890 (701,385) (560,243) 532,083 954,850 Estimated Unassigned Fund Balance 25,801,753 25,100,368 24,540,125 25,072,207 26,027,057
CONCLUSION
The purpose of the forecast is to provide an overview of the City’s General Fund finances over the next five fiscal years and to serve as a framework for the development of the FY 2024 Adopted Budget. It is a long -range fiscal planning guide that focuses on baseline revenues and expenditures to help guide future fiscal and policy decisions. The forecast was developed based on information available and known at the time of the preparation of the report. Staff will also integrate the outcomes of the goal setting workshop with the intent to align programs, projects and activities to further Council priorities, consistent with budget, staffing and workloads.
Based on the forecast for baseline expenditures and revenues, growth in expenditures is anticipated to outpace the growth in revenues in FY 2025 and FY 2026. Forecasted baseline revenue growth is not anticipated to exceed forecasted baseline expenditure growth until FY 2027 and FY 2028.The projections included in the forecast show the importance of developing multi - year strategies to correct struc tural deficits, where ongoing expenditures exceed ongoing revenues. The projected shortfalls also demonstrate the need for additional ongoing available resources to support the critical needs of the City.
After the adoption of the FY 2024 budget, the five-year forecast will be updated using FY 2024 as the base year for the forecast period of FY 2025 through FY 2029.
PUBLIC NOTIFICATION:
Agenda Report posted within 72 hours of meeting date and time in accordance with Brown Act.
EXHIBIT:
Exhibit 1 – PowerPoint Presentation
STUDY SESSION
5-Year Financial Forecast
Current Staff Priorities
Initial Council Goals
March 21, 2023
Process and Schedule
• January - Facilitated Interviews of City Council regarding Individual Goals and Expectations • Feb 1-3 - New Mayor and Councilmembers Academy by CA League of Cities • Feb 21 Council Meeting - Goal Setting and Budgeting Kick-Off • Initial Presentation of Council Priorities
• Current Strategic Plan – 7 Focus Areas – Comprehensive Update in 2024 if Needed • Introduction to Budgeting
• March 7 – Recruitment/Retention Update
• March 21 – Initial 5-year Financial Forecast and Presentation of Current Priorities from Staff • March 24 – All Day Facilitated Workshop on Council Priorities and Teamwork • April 18 – Presentation of Recommended Budget and Workshop to Get Direction • May 16 – Follow up Workshop based on Direction Provided • June – Adoption of Balanced Budget
5-Year Financial Forecast
• Current service levels
• Total revenue and expenditures
expected to grow
• Projected deficit in FY25 and FY26
• Blue bars represent estimated
unassigned fund balance, which grow
during surplus years and shrink during
deficit years
• 3 labor group MOUs expire in 2024
• No recession is considered but there
are mounting concerns
General Fund 5-Year Forecast
Current Staff Priorities
7 STRATEGIC FOCUS AREAS
• Balanced Budget and Economic
Development
• Communication and Outreach
• Health, Environment, and Sustainability
• Housing and Community Development
• Parks, Recreation and Library
• Public Safety
• Transportation Choices and
Infrastructure
7 FUNCTIONAL GROUPS
• Police
• Fire
• Public Works/Engineering
• Community Development
• Library & Community Services
• Housing Authority
• Leadership & Administration
• City Manger and Attorney Offices
• Finance and Human Resources
• Information Technology
• City Clerk
• Economic Development
Strategic Focus Areas and Organization
Balanced Budget & Economic Development
• 2022-23 Budget was the first Balanced in over a decade • $66 Million General Fund was balanced
• Returned to pre-pandemic staffing levels without layoffs • Maximize economic development strategies
• General Fund revenue growth to maintain and grow our workforce • Support local programs to develop economy and workforce • Approved cannabis development agreements
• Partner with other public agencies and non-profits
• Work with Port to continue the Balanced Plan and fund public improvements • Olivewood Gardens...ARTS…EHC…SYHC…McAllister…Alpha…211…Chamber of Commerce…SCEDC • Manage pension and other employee expenses
• Council updated reserve policy and approved pension obligation bonds • Met our new reserve targets and paid down pension debt (UAL) • Completed 3-year agreements with all MEA, POA, and FFA • Optimize City assets and lease property when appropriate • Executed agreement with CarMax to develop a retail auto sales location • 8th & B (Parco)…Trophy Lounge…Drive-in Site…Marina Gateway Parcels…Granger Hall SitePage 16 of 47 Communication & Outreach
• Connect the community with timely and transparent information • National School District (Library) SUHI (job pipelines) • Electronic PRA Public Portal with NextRequest
• Electronic FPPC Filing with Netfile
• Increase meaningful outreach through quality engagement • Hiring a Communications/Outreach Manager to oversee internal/external efforts • Create communications plan and develop working group that includes all departments • Improve emergency preparedness and public noticing
• Continued emergency training by restarting EOC in-person exercises and focused shelter training • Expand CERT program to include opportunities for entire community • Promote educational and economic opportunities
• Work with schools and colleges to expand educational opportunities in National City • Library partnerships with outside agencies to provide additional programs: San Diego Futures Foundation (technology classes) and San Diego Council on Literacy (book giveaways)
Health, Environment, & Sustainability
• Update and implement the Climate Action Plan
• Climate Action Plan update in process, included with the FGPU • Joined San Diego Community Power (SDCP) to provide green energy options to our residents and businesses. Beginning roll out to National City customers • Support a healthy community through active living and healthy eating • Work with Olivewood Gardens and other service providers to maintain and operate community gardens and health programs
• Newly remodeled Nutrition Center and expanded home deliveries • PACE/senior center facility under construction
• Remodeling the MLK Kitchen to create a community hub for health and wellness.
Housing & Community Development
• Pursue new housing options at all income levels
• Opened Parco - a shared housing project with market rate affordability and catalyst for downtown • Courtyards at Kimball to open in the next month with 131 restricted affordable units • Assisting Azuriik Tower Project and National City Park Apartments expansion • Ensure preservation of existing affordable housing stock (55-year affordability)
• Granger Apartments-180 units
• Park Villas Apartments- 268 units
• Summercrest Apartments- 372 units
• Vista Del Sol Apartments- 132 units
• Southern Highlands- 151 units
• Streamline permitting and improve code compliance
• Improve permitting and compliance with Code Enforcement, Building, Planning and Fire. • Creating multi-departmental internal Civil Abatement Task Force to address lingering Code Enforcement cases with City Attorney’s Office.
• Enhance role in reducing homelessness
• Monitor temporary eviction moratorium to prevent homelessness and consider long-term options • Partner with service providers to address homelessness and find pathways to unsheltered individuals in the City
• Hiring Homeless Outreach Coordinator position to support our HOT Team with a permanent staff member trained to address mental health crisis and other challenges
Parks, Recreation & Library
• Improve outreach and increase participation
• Create additional recreational and instructional classes • Finalizing Cultural Arts Plan that harnesses local funding and includes media art component • Continue to support our non-profits in managing our cultural assets • Historic Depot (SDERA) – Kimball House (NC Historical Society) – Stein Farm • Library partnering with UCSD Extension to roll out new youth STEAM Projects • Organize community events and support other gatherings • Creating State-funded family literacy program that enables families to build learning skills together
• Creating plans for youth after school program and older active adults • Revisiting city-sponsored events with the goal of doing less events better • Seek reliable funding and synergize with South Bay partners • Continue to apply for a variety of grants to increase service levels • Reopening pool based on Council direction and seeking funds to complete wellness center • Develop volunteer program and community services plan • Developing Library & Community Services vision, mission and work plan • Create citywide volunteer program utilizing existing volunteer clubs
Public Safety
• Reduce overall crime and illegal activity
• Historically low crime rates in certain violent and property crimes • Updated police policies by adapting to industry reforms • Reducing crime and calls for service with quality of life programs such as HOT, SRO, and CSO
• Improve operational readiness and community resilience • Engine 31 put into service
• Significant investment in firefighter safety with new breathing apparatus • Updated the Dispatch/Communications Center Emergency 911 System • Added the ability to receive Text to 911 messages
• Continue to modernize the fleet and equipment
Public Safety
• Enhance recruitment and retention and promote public safety pipeline • Reapplying for 3-year SAFER Grant to restart hiring for Fire Department • Continue to support dispatch and build a pipeline of future dispatchers • Restarted Explorer/Cadet program
• Expand community engagement and increase visibility
• PD participates in events and outreach such as National Night Out, Thanksgiving Meals and Christmas gifts/meals to National City families
• Chief’s Community Advisory Group and Faith Based Group • PD increased social media presence to keep the community informed of critical incidents/public education
• Increase participation in flu clinic at Station 34
Transportation Choices & Infrastructure
• Expand mobility choices by improving access to transit, biking, walking, rolling, and parking management
• Continue to obtain grants for ATP and other transportation projects • Pursuing HOPE projects and starting a grant from the Department of Defense to improve connections and resilience between Downtown National City and Naval Base San Diego • Approved Parking Management and Action Plans and bringing phase 1 to Council • Improve traffic safety through traffic calming and safe routes • Update capital needs assessment and funding strategies • Total Capital Project completed in last 10 years - $137,000,000 • Overall needs established at $140,000,000
• Completing ADA Transition Plan Update
• Maintain infrastructure and establish measurable targets • Sewer improvement investment of $25,000,000 for the next 10 years • Sewer maintenance and treatment investment of $70,000,000 for the next 10 year • Reduce sewer spills to zero in the public system
• Fiber optics and public safety cameras
• Pavement Management Program update
Police Department
Current Priorities
• Succession Planning
• Employee Development and Recruitment / Retention
• Continued focus on developing all employees including command staff and first line supervisors, both sworn and civilian, in preparation for the future
• Recruitment and Retention of highly skilled and diverse officers and staff • Chief of Police recruitment
• Staffing / CPSM Recommendations
• Add staffing levels based on CPSM Report
• Use the CPSM report to implement desired recommendations regarding workflow efficiency • Technology and Infrastructure
• Research and develop public web-based online reporting system • Adding License Plate Reader (LPR) to police vehicles
• Niche Report Management System
Fire Department
Current Priorities
• Staffing across all 3 divisions of the Organization
• Complete academy and continue to recruit for vacancies • Commit to funding of safer grant positions
• Administrative support for operations
• Enhanced minimum staffing pilot program
• Apparatus maintenance
• Overcome challenges in fleet support and maintenance
• Work with fleet to explore outsourcing opportunities
• Vehicle replacement
• Replacement vehicle for fire prevention- vehicle at end of service life • Address challenges due to supply chain shortages in the face of escalating costs and unavailability of inventory • Facilities
• Finalize and install new station alerting system to increase efficiency and decrease response times • Continue planning for permanent Station 33
Public Works & Engineering
Current Projects
• National City’s 5-Year CIP estimates
approximately $73 million
• $30 million projected delivery in FY23
1 El Toyon - Las Palmas Bicycle Corridor 2,000,000.00$ 2 Sweetwater Rd Safety Enhancements (Plaza Bonita Rd to Plaza Bonita Center Way) 1,300,000.00$ 3 Safe Routes to School Pedestrian and Bicycle Safety Enhancements 2,000,000.00$ 4 Street Resurfacing (SB1+Transnet) 2,750,000.00$
5 National City Boulevard Inter-City Bike Connection 700,000.00$ 6 Roosevelt Avenue Corridor Smart Growth Revitalization Plan 2,705,000.00$ 7 Paradise Creek Improvements at Kimball Way - Phase II Implementation 867,402.00$ 8 Civic Center ADA Accessibility 184,586.00$
9 Civic Center Basement Power Upgrade 344,163.00$
10 Camacho Recreation Center HVAC Replacement 230,704.00$ 11 Camacho Recreation Center ADA 150,000.00$
12 PD Firearms Training Range 500,000.00$
13 PD Records Management Center and Flooring 50,000.00$ 14 PD Parking Deck Waterproofing 300,000.00$
15 Fire Station Alerting Upgrades (31,33,34, ) 150,000.00$ 16 Fire Station 33 Access Improvements 100,000.00$
17 MLK Kitchen 515,000.00$
18 Fiber Optic Traffic Signal Interconnect Expansion Phase 2 , HSIPL-5066(039) 367,994.00$ 19 Pedestrian ADA Improvements, HSIPL-5066(040) 215,000.00$ 20 Euclid Ave. Bicycle and Pedestrian Enhacements 4,212,297.00$ 21 Paradise Creek Park Expansion 2,585,764.00$
22 sweetwater River Bikeway Connections 915,469.00$
23 Citywide Pedestrian Safety Improvements, HSIPL-5066(044) 335,400.00$ 24 Sewer Improvements 2,000,000.00$
25 Las Palmas Pool 3,900,000.00$
29,378,779.00$
FY 23 Project Delivery
TotalPage 30 of 47
Current Projects
AN ADDITIONAL $28.3 MILLION PROJECTED
• W. 19th Street Greenway $1,659,680 (CNRA) – March 2024 • Bayshore Bikeway $5,421,000 (ATP) - June 2025
• Sweetwater Road Protected Bike Lanes $2,500,000 (ATGP) – July 2023 • Highland Ave. Intercity Bike Connection $1,897,000 (ATP) – June 2024 • Clean California National City Eastside I-805 Community Greenbelt Project in the amount of $4,998,761 – June 2024
• El Toyon Prop. 68 Park Improvements $5,632,600 – June 2025 • Paradise Creek Wetland Expansion and Park Site $957,000 (OPC) – December 2024 • 8th and Roosevelt $5,185,000 (ATP) – June 2026
Future Goals
• Establish standard operating procedures and process improvements department wide • Update the current capital need of $140,000,000
• Update ADA Transition Plan
• Establish a Traffic Management Center (TMC)
• Increase City’s Pavement Condition Index (PCI)
• Complete the resiliency study funded through the Navy’s Office of Local Defense Community Cooperation program
• Convert all Street Lights to LED
• Reduce sewer spills to zero in the public system
• Continue to aggressively pursue funding for City’s needs
Library & Community
Services
LIBRARY
• Enhance Electronic Catalog Technology
• State Funded Family Literacy Program
• Create Memory Lab in Local History
Room
• Additional Programming and Field Trips
• Work Study Placement Programs with
Schools
COMMUNITY SERVICES
• Create After-School Youth Program Plan
• Reopen Camacho Gym
• Increase Programming at the Municipal
Pool
• Replace Home Delivery Meal Truck
• Create Senior Health Comprehensive
Program
• Approve and Fund Cultural Arts Program
• Enhance Volunteers and Clubs
Current Priorities
Community Development
Current Priorities
• Ensure development regulations are current and
responsive to community needs
• Timely review and streamlined planning/building
services
• Develop data collection, analysis and record
keeping and provide reports to community
• Enhance the Department’s expertise with staff
professional development
• Update Chapter 11 to focus on parking demands
and cruising prohibition
• Onboard HOME team and maintain collaborations
with NCPD and service providers to address
homelessness
• Support economic development, City planning, and
improved building regulations
• Stay persistent with code enforcement and graffiti
abatement
Community Development
Neighborhood
Services
Building
Planning
Housing Authority
Current Projects
• Kimball Highland Master Plan Project
• 145 affordable housing units
• PACE Senior Center
• San Ysidro Health Community Clinic
• Kimball Senior Center
Current Projects
• Notice of Funding Availability (NOFA) Awarded
• $2 million- Azuriik Project (400 units)
• $8 million- Union Tower Project (94 units)
Current Priorities
• FOCUSED GENERAL PLAN UPDATE
• Housing Element Certified
• Climate Action Plan
• House National City Program
• Updated Land Use Plan
Current Priorities
• Grants for Housing, Homelessness, and
Community Projects
• CDBG/ CDBG-CV
• HOME/ HOME ARPA
• Section 8 Program/ Emergency Housing Vouchers/
Stability Vouchers
• Homeless Housing, Assistance, and Prevention
(HHAP)
• Permanent Local Housing Allocation (PLHA)
• Smart Growth Incentive Program (SGIP)
• Regional Early Action Planning (REAP)
• Future Disposition and Development
• 921-9 National City Blvd.
• Bay Marina Parcels
• Granger Hall Relocation
• Purple Cow- 300 North Highland
• Lamb’s Theatre- 500 E. Plaza
Initial City Council Goals
Preparation for Facilitated Workshop
• Management Partners/Baker Tilly (Jan Perkins/Magda Gonzalez) • Initial interviews with individual members of the City Council
Councilmembers’
Comments About
Setting Priorities
35 Need to be in alignment as a Council and
give clear direction to staff
Look at long-term and ensure our priorities
match where we want to go in the future
Need realistic expectations
Must balance workload to available staff
Understand budget realities
Initial Councilmember Policy Priorities
1. Address future deficit and maintain a balanced budget
2. Improve permitting and development process for greater efficiency
3. Increase home ownership opportunities and the ratio of ownership to rental housing
4. Improve communication and outreach overall and tailor some by district
5. Address homelessness through partnerships with other agencies
6. Consider rent stabilization
7. Enhance public safety through short and long-term solutions to crime involving youth
8. Maintain and improve infrastructure
9. Provide services that impact quality of life (e.g., cleanliness) 36Page 45 of 47
Other Councilmember Priorities for Discussion
• District budgeting (to be defined)
• Two-year budgeting
• Addressing the Cruise Ordinance and sponsoring cruising events • Golf course redevelopment
• Youth development (including after school programming) • Pipelines for public safety jobs
• Improved pedestrian connections at Interstate 5 (study ped bridge) • Enhance street sweeping
• Expand tree trimming
37Page 46 of 47
Public Comment
City Council
Comments and Questions