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HomeMy WebLinkAboutb1majorcitygoalscounci ll acEnda uepoRt Meeting Date 4-12-1 1 F,LItem Number C I T Y O F S A N L U I S 0 I S P O SUBJECT : MAJOR CITY GOAL AND OTHER IMPORTANT OBJECTIVES WORK PROGRAMS FOR 2011-1 3 RECOMMENDATIO N Conceptually approve Major City Goal and Other Important Objectives work programs for th e 2011-13 Financial Plan . DISCUSSIO N Backgroun d On January 29, 2011, the City Council held its Major City Goal workshop and established eleve n goals organized into three priority categories : •Major City Goal s •Other Important Objectives •Address as Resources Permi t According to the City's Financial Plan policies, Major City Goals reflect the highest priority , most important work programs for the City to accomplish over the next two-year period . Resources to accomplish these goals are included in the City's Financial Plan . The Financial Pla n also links eligible goals to funding from the voter-approved half-cent sales tax measure (Measure Y). The City Council is being asked to provide direction to staff regarding the proposed work programs so that the preliminary budget appropriately reflects community priorities . The Proposed Major City Goal Work Progra m Attachment 1 details the work programs for the four Major City Goals identified by Council . The work program documents are designed to accomplish specific objectives, ensuring that th e direction is correct and the resources are adequate to achieve the goals . These objectives include : 1.Clearly defining and scoping the work program, including its relationship to Measure Y funding. 2.Ensuring there is a clear understanding of the means selected to pursue the goal . 3.Converting the general goal into specific action steps so that progress can be measured an d reported back to Council . FROM : Katie Lichtig, City Manage r Michael Codron, Assistant ty anager jiCi Major City Goal Work Programs for 2011-13 Page 2 Top Council Goals for 2011-1 3 Major City Goals –These are the highest priority Council Goals and the attached repor t includes the detailed work programs, schedule and budgets recommended to achieve eac h goal. • • • • Economic Development -Increase focus on economic development. Support creation of head of household jobs through developing strategies for infrastructure, focusing on promisin g growth sectors, and expediting desired economic activity . Expand collaboration with Cal Poly , Cuesta College, the business community, and responsible agencies . Preservation of Essential Services and Fiscal Health -Adopt a budget that sustains th e city's short and long term fiscal health, preserves public health and safety and other essentia l services in line with residents ' priorities, and includes cost reduction strategies . Neighborhood Wellness -Embrace and implement a pro-active code enforcement and Neighborhood Wellness policies . Traffic Congestion Relief -Continue efforts on projects and programs which relieve traffi c congestion (like street modifications, intersection improvements, pedestrian improvements , bicycle facilities, sidewalks, trip reduction programs, traffic signal operations, LOV R interchange, Prado Road extension, and public transit). Other Important Objectives – These are important goals to accomplish and resource s should be made available in the 2011-13 Financial Plan ifpossible. Summary work programs and budgets are provided. • • • • Open Space Preservation -Continue efforts to acquire, preserve, protect and maintain ope n space in our greenbelt, and implement the master plan for the City owned agricultural lands a t Cane Joaquin, and the updated conservation plan for the Irish Hills Natural Reserve, an d create a plan for maintenance of Laguna Lake and Park, including a potential funding strategy . Infrastructure Maintenance -Increase infrastructure maintenance and investment . Sustain an effective level of core existing infrastructure and proactively protect and maintain physica l assets (such as the Downtown, streets, bikeways and sidewalks, flood protection facilities , recreation facilities, bikeways, City-owned historic resources, and urban forest). Planning -Within the scope of the grant, undertake an update of the Land Use an d Circulation Elements ; including "Healthy Cities " policies and creating a Pedestria n Circulation Plan . Affordable Housing/Homeless Services -Continue to facilitate provision of affordable as well as market-rate housing and provide leadership in implementing the County's 10-Year Pla n to End Chronic Homelessness . Address as Resources Permit – No work programs are prepared for these goals . Thes e priorities are addressed within the scope of the lead Department's operating budget . •Parks and Recreation -Increase utilization of Damon-Garcia Sports Fields . •Climate Protection -Implement greenhouse gas reduction and Climate Action Plan . Conduct energy audits of all City facilities, increase energy conservation, invest i n infrastructure which will save energy and funds in the future . •Historic Preservation -Continue to promote historic resource preservation opportunitie s and update Historic Resource Inventory . Major City Goal Work Programs for 2011-13 Page 3 Major City Goal Report The attached Major City Goal report discusses the purpose, background, organization, content , and funding sources needed to accomplish the proposed work programs . The body of the repor t includes more details on the Major City Goals such as constraints and limitations the City i s likely to face in achieving these goals . Additionally, it provides information on key assumptions , likely implementation costs and funding sources, descriptions of the task, and expecte d timeframes for achieving the tasks . In contrast, the work programs prepared for Other Importan t Objectives are in summary form — they include only a description of the intended outcome, an action plan, and an identification of the responsible departments . No work programs are prepare d for "Address as Resources Permit" goals because these priorities are to be addressed within th e scope of existing operating budgets . Conceptual Approval of Proposed Work Programs is Not Fina l A balanced budget is not just a financial concept : it is also a means to balance the delivery o f day-to-day services with fiscal responsibility . This balance — ultimately set by the Council — cannot be accomplished until all of the budget components are comprehensively reviewed an d put in place . Conceptual approval of the work programs by the Council at this stage is not forma l approval of the Major City Goal program or its budget . Formal approval of these work program s will occur when the Council adopts the 2011-13 Financial Plan in June 2011 (after additiona l workshops and public hearings). However, if Council finds that the work programs do not accurately reflect Council priorities and intentions, then direction to staff is necessary before th e preliminary budget is finalized . Relationship to Measure Y In June 2006 the citizens of San Luis Obispo approved Measure Y, referred to as the "San Lui s Obispo Essential Services Measure ." Measure Y is a 1/2 cent sales tax that provides San Lui s Obispo residents with a substantial fiscal resource (over $5 million annually) to support the hig h quality of life that is provided by City services . The following goals emerged as the community's top priorities for the use of Measure Y funds, as identified leading up to and during th e campaign . •Neighborhood street paving and pothole repai r •Traffic congestion relie f •Public safety, including restoring eliminated traffic patrol, Fire Marshal, an d fire/paramedic training position s •Flood protectio n •Senior citizen services and facilitie s •Neighborhood code enforcemen t • Open Space preservation The list below represents a confluence of Measure Y priorities and community priorities for th e next two years . •Preservation of Essential Services and Fiscal Healt h •Neighborhood Wellnes s •Traffic Congestion Relief Major City Goal Work Programs for 2011-13 Page 4 •Open Space Preservatio n •Infrastructure Maintenance Measure Y sunsets in December 2014 if it is not renewed by the voters . The responsible use o f Measure Y funds will help maintain and solidify the trust of voters deciding whether or not t o support renewal . Some of the one-time and on-going uses of Measure Y funding to date include : 1.Cleaned more than 500 storm drains and removed 900,000 pounds of trash and debri s from the City's waterways, improving water quality and reducing flooding hazards . 2.Hired a full-time Fire Marshall and maintained the Fire Training Officer promotin g public safety . 3.Remodeled the Senior Center . 4.Paved or sealed 400 blocks of City neighborhoods and major streets, more than 75 mile s of roadway . 5.Hired a full-time Code Enforcement Officer . 6.Acquired and opened Johnson Ranch and Froom Ranch open space areas to the public . 7.Replaced a critical fire truck . 8.Replaced 11,000 square feet of sidewalk and planted 300 trees . 9.Enhanced the Student Neighborhood Assistance Program (SNAP). 10.Acquired Brughelli Ranch easement, which increased the greenbelt by 390 acres . The attached work programs identify which activities are linked to Measure Y funding . These are just some of the activities that will be accomplished with the benefit of this important communit y resource during 2011-13 . Next Step s After receiving feedback on the work programs for the Major City Goals and Other Importan t Objectives, staff will move forward with building the preliminary budget . It is worth noting tha t the updated fiscal forecast is aligned with the work programs proposed for Major City Goals , Other Important Objectives and Measure Y priorities . Staff plans to issue the Preliminary Financial Plan on May 26, 2011 . Key next steps in the budget review process are : Council Budget Review Schedule Date Preliminary Financial Plan issuanc e Budget workshop : Financial Plan overview and General Fund operating programs Budget workshop : General Fund CIP project s Budget workshop : Enterprise Fund programs, projects and rate s Financial Plan review and budget adoptio n Continued budget review and Financial Plan budget adoption (if necessary) May 2 6 June 2 June 9 June 1 4 June 2 1 June 28 Major City Goal Work Programs for 2011-13 Page 5 FISCAL IMPAC T There are no direct fiscal impacts associated with tentatively approving major City goal wor k programs : conceptual approval of work programs is not approval of the budget . As discusse d above, this will only occur with adoption of the Financial Plan in June 2011, following th e issuance of the Preliminary Financial Plan and extensive budget workshops and hearings . Nonetheless, this is a very important step in the process : with this direction, staff will clearl y understand the Council's intent, and can prepare the Preliminary Financial Plan accordingly . ATTACHMENT Major City Council Goal Work Programs for 2011-1 3 Team\Budget Folders\2011-13 Financial Plan\Major City Goals\CAR MCG Work Programs 4-12-11 .doc ATTACHMEN T 2011-13 Financial Pla n City Council Goa l WORK PROGRAM S April 12, 201 1 ~;,~ City of San Luis Obispo ATTACHMEN T 2011- 13 Financial Pla n CITY COUNCIL GOAL WORK PROGRAM S Table of Content s INTRODUCTION General Governmen t Preservation of Essential Services 1 3 Overview 1 and Fiscal Health Background 1 Community Developmen t Relationship to Measure Y 2 Organization : Goal Priorities 2 Neighborhood Wellness 1 9 Work Program Content 2 Next Steps 2 Transportatio n Summary 3 Traffic Congestion Relief 2 7 SUMMARY OF COUNCIL GOALS OTHER IMPORTANT GOALS WOR K PROGRAM S Major City Goals 4 Other Important Goals 4 Community Developmen t Address As Resources Permit 5 Open Space Preservation 3 5 MAJOR CITY GOALS COST SUMMARY Capital Improvement Plan Infrastructure Maintenance 3 9 Cost and Funding Summary 6 Community Developmen t Planning 4 3 CITY COUNCIL GOAL WORK PROGRAMS Affordable Housing/Homeless Services 4 5 Community Developmen t Economic Development 7 ATTACH ME ~ INTRODUCTIO N OVERVIE W Sustainability Journey .During the process o f creating the 2011-13 Financial Plan all efforts hav e focused on pursuing a strategy of financia l sustainability . During the "Great Recession" th e City's main revenue sources fell to 2004 levels an d have not recovered . As a result, the propose d strategic budget direction and work programs fo r Major City Goals were prepared to help the Cit y adjust to a new, lower level of revenues whil e remaining focused on providing a high level of service to th e community . As the City nears the beginnin g of the 2011-13 financial period , key revenue projections ar e trending positive, but remain wel l below the levels considere d normal in past budgets . A New Approach When the City has faced cos t reductions during past financia l planning periods, the propose d solutions have involved a combination of belt tightening , one-time reductions, revenu e enhancements and reduce d investment in the Capital Improvement Plan . However, past reductions to the Capita l Improvement Plan were never intended to result in a permanent lower level of infrastructure maintenance . A key strategy of the 2011-13 Financial Plan is t o allocate sufficient funds to maintain the City's vita l infrastructure as identified in the 5-Year Capita l Improvement Plan . During the next two years, th e City will need to effect trade-offs and start th e process to return infrastructure maintenance t o sustainable levels . The City Council's Major City Goals Progra m Will Help Achieve Financial Sustainability an d Improve Quality of Life for Residents. The City Council has identified Major City Goal s that set the direction for the sustainability journey . These include a focus on fiscal health that support s the continuation of organizational assessments an d other efforts to identify more efficient ways t o conduct the work of the City . New investments in Economic Development and Planning will hel p enhance revenues by facilitating economic activity and the creation of head-of-household jobs . Despite the challenges presented by rising costs an d a new, lower level of revenues, the City's Genera l Fund includes the capacity necessary to mak e substantial progress on key issue that are importan t to the community . The Neighborhood Wellness an d Traffic Congestion Relief goals are supported b y work programs to improve the quality of life enjoye d by residents of the City . For this reason, the City begin s its budget process with Counci l goal-setting sessions . Thi s process follows an extensive schedule to effectively involv e advisory bodies and th e community . It also follow s consideration of a number of analytical reports suc h as the General Fund Five-Year Fiscal Forecast an d comprehensive updates on the status of long-ter m plans and policies, current Major City Goals an d capital projects . The accompanying work programs have bee n prepared based on the Major City Goals set by the Council at an all-day workshop held on January 29 , 2011 . Purpose of the Work Programs .The goals set b y the Council drive the budget preparation process . However, before staff can build the Preliminar y Financial Plan around Council goals, it is essential t o have a clear understanding of what the Counci l hopes to achieve with respect to each goal over th e next two years . Accordingly, the purpose of eac h work program is to : 1 . Define and scope the adopted goal, including its relationship to Measure Y funding . 2011-13 Major City Goal s •Economic Development •Preservation of Essentia l Services and Fiscal Healt h •Neighborhood Wellnes s •Traffic Congestion Relie f 2011-13 Other Importan t Objective s •Open Space Preservatio n •Infrastructure Maintenanc e •Plannin g •Affordable Housing/Homeles s Services BACKGROUN D The purpose of the City's Financial Plan process is to lin k the most important, highes t priority items for the communit y over the next two years with th e resources necessary implemen t them . B1-8 ATTACHMEI , INTRODUCTIO N 2.Ensure that there is a clear understanding of th e means selected to pursue the goal . 3.Convert the general goal into specific actio n steps so measurement is possible as the goa l progresses . Conceptual Approval of the Work Programs .A balanced budget is not just a financial concept : it i s also a means to balance the delivery of day-to-da y services with fiscal responsibility . This balance – ultimately set by the Council – cannot be made unti l all of the budget components are comprehensivel y reviews and put in place . Conceptual approval o f the work programs by the Council at this stage is not formal approval of the Major City Goal or its budget . Formal approval of these work program s will occur when the Council adopts the 2011-1 3 Financial Plan in June 2011 (after additiona l workshops and public hearings). However, i f Council finds that the work programs do no t accurately reflect Council priorities and intentions , then direction to staff is necessary before th e preliminary budget is finalized . RELATIONSHIP TO MEASURE Y In June 2006 the citizens of San Luis Obisp o approved Measure Y, referred to as the "San Lui s Obispo Essential Services Measure ." Measure Y is a 1/2 cent sales tax that provides San Luis Obisp o residents with a substantial fiscal resource (over $5 million annually) to support the high quality of life that is provided by City services. The followin g goals identified by the City Council directly suppor t the community's top priorities for the use o f Measure Y funds as identified leading up to an d during the campaign . •Preservation of Essential Services and Fisca l Health •Neighborhood Wellnes s •Traffic Congestion Relief •Open Space Preservation •Infrastructure Maintenanc e ORGANIZATION : GOAL PRIORITIE Sg~z C7^k~~=}fc }-s' fig.t t c t_°='c"G a i The goals approved by Council in January 2011 ar e organized into the following levels of priority : 1.Major City Goals .These represent the mos t important, highest priority goals for the City t o be accomplished over the next two years, and a s such, resources to accomplish them should b e included in the 2011-13 Financial Plan . 2.Other Important Objectives .Goals in thi s category are also important for the City t o accomplish, and resources should be mad e available in the 2011-13 Financial Plan, i f possible . Summary work programs and budget s are provided . 3.Address As Resources Permit.No work programs are prepared for these goals . Thes e priorities are addressed within the scope of th e lead Department's operating budget . WORK PROGRAM CONTEN T The work programs are organized by functiona l area : public safety, transportation, leisure, cultura l and social services, community development an d general government . Each work program provide s the following information : 1.Objective . 2.Discussion of its relationship to Measure Y , workscope summary, existing situation an d related work accomplished in the past . 3.Constraints and limitations . 4.Stakeholders . 5.Action plan detailing specific tasks and schedul e for the next two years . When applicable, likel y "carryover and spin-off" tasks beyond the nex t two years are also discussed . 6.Key assumptions in preparing the work program . 7.Responsible department . 8.Financial and staff resources required to achiev e the goal . 9.General Fund revenue potential, if any . 10.Outcome—final work product at the end of th e next two years . ATTACHMEN T INTRODUCTIO N NEXT STEPS The following summarizes key next steps in th e Council's review of the budget for 2011-13, whic h will provide additional opportunities for communit y participation in the process . Council Budget Review' Schedule Dat e •Preliminary Financial Plan issuance May 2 6 •Budget workshop : Financial Plan June 2 overview and General Fund operatin g program s •Budget workshop : General Fund CIP June 9 project s •Budget workshop : Enterprise Fund June 1 4 programs, projects and rate s •Financial Plan review and budget June 2 1 adoptio n •Continued budget review and Financial June 2 8 Plan budget adoption (if necessary) SUMMAR Y As noted above, conceptual Council approval of th e work programs at this time is not approval of th e budget : this will occur with adoption of th e Financial Plan in June 2011, following issuance o f the Preliminary Financial Plan in May 2011 an d extensive budget workshops and hearings . In the final analysis, a balanced budget is not just a financial concept: it also a means to balance deliver y of day-to-day services, maintaining and improvin g public facilities, and funding for new initiatives . This balance, ultimately set by the Council, canno t be made until all of the budget components ar e comprehensively viewed . While the Major City Goal work programs lead th e way, the Preliminary Financial Plan will provide th e City with the opportunity to take this more comprehensive view—and it is likely that some o f the work programs will change as a broader view i s taken of the City's needs and fiscal resources . Nonetheless, conceptual Council approval of th e work programs at this time is a very important step in the process : with this direction, staff will hav e clear instruction as to Council's intent, and ca n prepare the Preliminary Financial Plan accordingly . -3 B1-1 0 ATTACHMEN T COUNCIL GOAL S SUMMARY OF MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVE S 0 MAJOR CITY GOAL S These represent the most important, highest priority goals for the City to accomplish over the next tw o years, and as such, resources to accomplish the m should be included in the 2011-13 Financial Plan . Community Developmen t Economic Development .Increase focus on economic development. Support creation of head o f household jobs through developing strategies for infrastructure, focusing on promising growth sectors , and expediting desired economic activity . Expand collaboration with Cal Poly, Cuesta College, th e business community, and responsible agencies . General Governmen t Preservation of Essential Services and Fisca l Health .Adopt a budget that sustains the City's short and long term fiscal health, preserves publi c health and safety and other essential services in lin e with residents' priorities, and includes cost reductio n strategies . Community Developmen t Neighborhood Wellness .Embrace and implemen t pro-active code enforcement and Neighborhoo d Wellness policies . Transportatio n Traffic Congestion Relief Continue efforts o n projects and programs which relieve traffi c congestion (like street modifications, intersectio n improvements, pedestrian improvements, bicycl e facilities, sidewalks, trip reduction programs, traffi c signal operations, LOVR interchange, Prado Road extension, and public transit). ©OTHER IMPORTANT OBJECTIVE S Goals in this category are important for the City t o accomplish, and resources should be made availabl e in the 2011-13 Financial Plan if possible . Community Developmen t Open Space Preservation .Continue efforts to acquire, preserve, protect and maintain open space i n our greenbelt, and implement the master plan for th e City owned agricultural lands at Calle Joaquin, an d the updated conservation plan for the Irish Hill s Natural Reserve, and create a plan for maintenanc e of Laguna Lake and Park, including a fundin g strategy . Capital Improvement Plan Infrastructure Maintenance .Increase infrastructure maintenance and investment . Sustain an effective level of core existing infrastructure an d proactively protect and maintain physical asset s (such as the Downtown, streets, bikeways an d sidewalks, flood protection facilities, recreatio n facilities, bikeways, City-owned historic resources , and urban forest). Downtown Maintenance &Beautification .Expan d Downtown beautification efforts, includin g enhanced maintenance and cleanliness ; review an d upgrade of standards ; and making phased physica l improvements . Community Developmen t Planning.Within the scope of the grant, undertake an update of the Land Use and Circulation Elements ; including "Healthy Cities" policies and creating a Pedestrian Circulation Plan . Affordable Housing/Homeless Services .Continu e to facilitate provision of affordable as well a s market-rate housing and provide leadership i n implementing the County's 10-Year Plan to En d Chronic Homelessness . -4 - B1-11 ATTACMMEN I COUNCIL GOAL S SUMMARY OF MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVE S 0 ADDRESS AS RESOURCES PERMI T While it is desirable to achieve these goals over th e next two years, doing so is subject to curren t resource availability. No work programs ar e prepared for these goals . These priorities are addressed within the scope of the lead Department's operating budget. Leisure, Cultural &Social Service s Parks and Recreation . Increase utilization of Damon-Garcia Sports Fields . Community Developmen t Climate Protection .Implement greenhouse ga s reduction and Climate Action Plan . Conduct energ y audits of all city facilities, increase energy conservation, invest in infrastructure which will sav e energy and funds in the future . Historic Preservation .Continue to promote histori c resource preservation opportunities and updat e Historic Resource Inventory . 5 B1-12 ATTACHMENT MAJOR CITY GOAL S COST AND FUNDING SUMMAR Y The following summarizes operating program and capital improvement plan (CIP) costs to achieve the major Cit y goal work programs and proposed funding sources . •,•t xnmm .~r Operatin Programs Capital Improvement Pla n 2011 12 2012-13 2011-121 2012-1 3 Economic Development $117,500 $42,50 0 Preservation of Essential Services & Fiscal Health 87,500 67,50 0 Neighborhood Wellness 65,300 102,60 0 Traffic Congestion Relief 119,600 126,200 603,500 426,50 0 Total $389,900 $338,800 $603,500 $426,500 Operatin .Programs Capital Improvement Pla n 2011-1221 2012-13 2011-121 2012-1 3 General Fun d Parking Fun d Transportation Impact Fee Fun d State Bicycle Transportation Account Gran t State Highway and Other Grants $336,00 0 53,900 $251,60 0 87,200 $322,50 0 73,00 0 50,00 0 158,000 $111,50 0 25,00 0 250,00 040,000 Total $389,900 $338,800 $603,500 $426,500 iv e Operating Programs Capital Improvement Pla n 2011-121 2012 13 2011-121 2012-1 3 Open Space Preservatio n Infrastructure Maintenanc e Planning : Update Land Use and Circulation Element s Affordable Housing/Homeless Services 1,247,50 0 239,000 67,50 0 239,000 $623,00 0 6,256,200 $448,00 0 5,754,00 0 Total $1,486,500 $306,500 $6,879,200 $6,202,00 0 ing Sourc e Operating Programs Capital Improvement Pla n 2011-12J 2012-13 2011-121 2012-1 3 General Fund $472,500 $172,500 $2,903,700 $2,821,50 0 Water Fund 250,000 200,00 0 Sewer Fund 3,390,000 2,370,00 0 Parking Fund 195,00 0 Army Compatible Use Buffer Program Grant 335,500 335,50 0 Zone 9 Grant 280,00 0 Strategic Growth Council Grant 880,00 0 Community Development Block Grant Fund 134,000 134,00 0 Total $1,352,500 $172,500 $6,879,200 $6,202,00 0 -6 -B1-1 3 ATTACHMEN T MAJOR CITY GOAL S ECONOMIC DEVELOPMEN T OBJECTIVE Increase focus on economic development . Support creation of head-of-household jobs through developin g strategies for infrastructure, focusing on promising growth sectors, and expediting desired economic activity . Expand collaboration with Cal Poly, Cuesta, business community and responsible agencies . DISCUSSIO N Workscope Summary The work program consists of the following key elements : A.Facilitate implementation of the Airport Area and Margarita Area Specific Plans by developing a strateg y for infrastructure phasing and financing to attract new businesses and support the retention and expansio n of head of household jobs . B.Continue efforts to develop local business enterprise through the Business Retention and Expansio n Program with a particular focus on the businesses in growth clusters identified in the Economic Vitalit y Corporation's Clusters of Opportunity Economic Strategy that are active in the City of San Luis Obispo . C.Expedite desired economic activity, such as activities associated with the retention and expansion o f businesses in growth clusters, by simplifying the approval process for routine development review so tha t the time between the planning application and the approval is more certain and reduced . D.Promote a "Welcome Mat" for business attraction and expansion in the City of San Luis Obispo b y continuing to support and enhance the joint City of San Luis Obispo and Chamber of Commerc e Economic Development website . E.In collaboration with Cal Poly, the County of San Luis Obispo and the local business community , facilitate public/private partnerships to expand broadband fiber optic penetration benefitting economi c activity throughout the City . Facilitate growth of the entrepreneurial ecosystem via greater investment i n the mission of the Collaboration Committee and seek other opportunities for continued collaboration . F.Complete a Strategic Plan for ongoing economic development efforts in the City of San Luis Obispo tha t is based on research of best practices and benefits from community input and involvement in the proces s as well as other relevant economic development strategic planning efforts . Existing Situatio n A . Expansion Area Infrastructure Phasing and Financing Strategie s During the past decade, substantial City resources have been allocated to completion of specific plans for the City's main commercial expansion areas — the Margarita Area and the Airport Area . In addition, significant undeveloped acreage covered by these specific plans has been annexed to the City . With completion of the first phase of the Airport Area annexation and the specific planning process to guide land use in these areas, it i s timely to begin to apply economic development efforts towards business expansion here . To accomplish this, an examination of the infrastructure costs, needs and potential tools for successful development of business attractio n and expansion areas is proposed . In particular, there is a need to ensure that the requirements for infrastructure i n the early stages of development in these expansion areas does not serve as an impediment to reasonable growth . However, this must be done within the context of the General Plan and other policies that dictate tha t 7 B1-14 ATTACHMEN T MAJOR CITY GOAL S ECONOMIC DEVELOPMEN T development pays its fair share of costs . Strategies that address the required phasing of infrastructure an d financing of public improvements will be sought to ensure the timely implementation of the approved land us e plans . B.Business Retention and Expansio n The Economic Development Program's foundational efforts under the 2009-2011 Economic Development Majo r City Goal resulted in a body of knowledge about many of the City's highest profile businesses . Notably, the dat a indicates a general interest in expansion of the number of high tech businesses in the area resulting in a greate r ability for companies to attract talent and customers . In conjunction with private industry's efforts to implemen t the Economic Vitality Corporation's Clusters of Opportunity Strategic Plan, the City has an opportunity to focus the business retention and expansion efforts on the businesses that offer the greatest job growth to assure that th e City is doing everything possible to meet the needs of companies that aim to locate and expand here . One way we plan to achieve this is to identify routine development review processes that affect businesses in the Clusters o f Opportunity and then simplify them so that there is more certainty and reduced time to permit for the businesse s involved in these clusters . The City's URM permitting program is a model for this effort . For that program, th e City established a staff-level Architectural Review process for projects that comply with criteria established b y the Cultural Heritage Committee for proposed URM projects . The process resulted in substantial time savings an d certainty for Downtown property owners and has ensured compliance with the established criteria . C.Certainty in the Development Review Process A typical obstacle for companies looking to locate or expand in the City relates to the time and uncertaint y associated with the development review process . Over the past several years, the City has made specific an d concerted efforts to improve the process, attitude, and communication associated with our various developmen t review activities . One of the most successful outgrowths of this process is a Developer's Roundtable that is a forum allowing members of the development community to provide direct input to members of City staf f regarding their experiences and ways to improve the development review process . This effort, along with man y other initiatives put into place over the past several years will continue . Publicizing the good that has resulte d from efforts to date is an important step in the process of changing the attitudes held about processes that are ofte n poorly understood . D.Welcome Ma t There is currently no communication effort that the City is engaged in regarding the recent enhancements to th e development review process . To address this gap, the City proposes a campaign to set out the welcome mat t o businesses by clarifying and showcasing the help that is available to development . A central focus of the effort will be continued support and enhancements to the City/Chamber Economic Development website, which wa s under development in early 2011 and is expected to be launched in June 2011 . E.Broadband and Collaboration One aspect of attracting and retaining businesses is the availability of quality, fast internet service . There has been a lot of discussion at all levels of government about increasing fiber optic penetration . Broad availability i s commonly seen as a requirement of a vibrant business community . The costs for this infrastructure in rural area s are often prohibitive unless public-private partnerships facilitate achievement of the goal . Over the past severa l years, the City has developed a strong partnership with Cal Poly and the County of San Luis Obispo to complete a "fiber-optic ring" for the benefit of government and the university, with substantial public safety benefits . Now it is appropriate to bring private business into the fold to enhance the utility of this fiber-optic infrastructure as a way improve the economic capacity of the community at large . An effort to assess the entrepreneurial ecosystem has been underway under aegis of the Collaboration Committee , a joint effort of Cal Poly, the County of San Luis Obispo, the City of San Luis Obispo and the busines s community organized by the San Luis Obispo Chamber of Commerce . Research to determine the status of ou r 8 B1-15 ATTACHMENT MAJOR CITY GOAL S ECONOMIC DEVELOPMEN T entrepreneurial ecosystem was completed during the 2009-2011 Financial Plan period . The research indicate d specific steps need to be taken to bolster the area's ability to effectively grow and attract entrepreneuria l businesses . All of the participating entities will participate in supporting this effort with the City proposing a n investment of $25,000 to facilitate the mission . F. Economic Development Strategic Pla n The City of San Luis Obispo has had an economic development program since 1995 and during this time th e efforts and activities associated with the program have been primarily focused in three areas ; (1) relationshi p building, (2) intelligence gathering, and (3) development review facilitation . In recent years, economi c development has continued to be identified as a Major City Goal and substantial progress has been made in thes e three areas to increase City revenues and spur private sector job growth . Also during this time, City land use plan s for its expansion areas have been approved and adopted and major portions of the Margarita Area and Airpor t Area have been annexed . Now the City's economic development program finds itself at an important crossroads . In order to achieve the Major City Goal of creating and supporting head of household jobs the program must pu t careful consideration into a long-term strategy . Such a strategy will prepare the City to take advantage o f opportunities to create the future that we want to see with respect to the attraction and development of head o f household jobs . Project Work Complete d The Margarita Area Specific Plan, adopted in 2004, and Airport Area Specific Plan, adopted in 2005, set out th e goals and requirements for development of these two expansion areas . With the annexation of Phase 1 a includin g the Margarita Area and a large portion of the Airport Area in 2008, the stage has been set in support of futur e business expansion . However, despite numerous development proposals and efforts of staff to meet th e requirements of such proposal, no projects have come to fruition . This is cause for concern as future busines s expansion depends on development of business building stock today . The Business Retention and Expansion Program in the 2009 — 2011 Economic Development Major City Goal se t the foundation for work proposed for the 2011-2013 Economic Development Major City Goal . The City has a better understanding of its business clusters due to the foundational efforts to survey the business community . In addition, the data gleaned from the Economic Vitality Corporation's focus groups, and the City's greatl y enhanced ability to reach out to local businesses electronically add to the tools and data that the City has availabl e to support business expansion and attraction . The data shows that the business community is dedicated to doin g business here while also being realistic about the challenges that this location poses . The Business Retention an d Expansion Program has been instrumental in putting a welcoming face on City government . Another effort to pu t out the welcome mat has been accomplished in the form of the City/Chamber of Commerce business attraction website . This site, expected to launch in June 2011, extends the welcome mat to businesses looking fo r information about locating a business in San Luis Obispo . Further work has been accomplished via efforts of th e Chamber of Commerce organized Collaboration Committee . Funding from the City during the 2009-201 1 Financial Plan helped to support the committee's efforts to identify what our community needs to do to suppor t entrepreneurship . As the work of business retention and expansion continues into the new financial plan period , the effort will be informed by the foundation set during the 2009-2011 period . There is ongoing work on ways to facilitate greater broadband penetration in our community . The City's IT division has been working closely with our partners, Cal Poly via the Corporation for Education Networ k Initiatives in California (CENIC) and San Luis Obispo County, to determine ways to allow public-privat e partnerships to flourish . The work program for this Major City Goal will build on steps taken to facilitate public - private partnerships that can govern the use of the public facilities . 9 B1-16 ATTACHMEN T MAJOR CITY GOAL S ECONOMIC DEVELOPMEN T WORK PROGRAM CONSTRAINTS AND LIMITATION S The success of this work program will be measured by the development and adoption of strategies during th e 2011 — 2013 Financial Plan period . However, the strategic work to understand the needs and issues surroundin g infrastructure in the expansion areas will require the help of expert consultants . In addition, the work on the join t business website and the business retention outreach efforts will require modest expenditures to allow fo r additions to the website after launch . During the 2009-2011 Financial Plan period, other business retention and expansion programs were examined fo r best practices . As a time-intensive endeavor, the City's program has been implemented without dedicated staff . However, future effectiveness needs to be secured by expanding the outreach efforts . The addition of pai d internships or via contract services will allow for greater outreach and focus for the effort . STAKEHOLDER S The stakeholders for this program include the business community, the Chamber of Commerce, the Economi c Vitality Corporation, Cal Poly, Cuesta College, a representative for broadband in the private sector, and San Lui s Obispo County Economic Development staff . In the formulation of this work program, these stakeholders wer e consulted for input and provided essential direction and perspective . In addition, these stakeholders will continu e to be partners to bring perspective as the work progresses . Other stakeholders include the City departments affected by the additional work envisioned under this wor k program . The primary stakeholder in this group is Community Development which will be responsible fo r completion of Task D, Permit Streamlining . ACTION PLAN ATask Date Infrastructure in Expansion Area s Develop an RFP for the analysis of infrastructure requirements in the Margarita and Airport areas, with a scope of work to include a strategy for phasing and financing of key infrastructure components neede d to move development forward and support head of household jobs . Develop and present a program fo r Council consideration based on the recommendations in the report . Evaluate the Airport Area and Margarita Area Specific Plans to ensure that the types of companie s identified as high growth companies in the Economic Vitality Corporation's Clusters of Opportunity Strategic Plan can be located there, and initiate amendments to the specific plans if changes ar e identified that would support growing companies and clusters . 9/2011 — 9/201 2 1 /2012 — 12/201 2 Task B Dat e Business Retention and Expansion Program Developmen t Develop an RFP and scope of work for a contract to further implement the surveying activities of th e Business Retention and Expansion program, with a particular focus on businesses that make up th e growth clusters identified in the Clusters of Opportunity Economic Strategy . Continue personal outreach to key businesses in the City via in-person interviews with metrics to b e determined as part of the RFP and continue to contact the entire business community via the e-tip s program . 7/201 1 Ongoing 10 B1-1 7 ATTACHMEN T MAJOR CITY GOAL S ECONOMIC DEVELOPMEN T Dat eTaskC Certainty in Development Review Process Evaluate the City's development review permit processes to identify ways to provide certainty an d reduce permitting times for major employers and growth sectors listed in the Economic Vitalit y Corporation's Clusters of Opportunity Strategic Plan . Develop and present a program for Counci l consideration based on the recommendations in the report . 9/2011 – 6/201 3 Dat eTaskD Welcome Mat Support and enhance the joint City of San Luis Obispo and Chamber of Commerce Economi c Development website to include a campaign to set out the welcome mat to businesses by clarifying an d showcasing the City's enhanced development review process . Actively manage the content of the Economic Development website in conjunction with the Chamber o f Commerce Ongoin g Ongoin g Task E Date Broadband and Collaboratio n Evaluate City policies and define a program to allow leasing of empty conduit to private enterprises fo r broadband installations to promote business retention, expansion and attraction . Present a program for Council consideration . Market the tools and existence of fiber internet to attract businesses to the City of San Luis Obispo vi a the joint City/Chamber Business website and City website program Continue to invest in the goals of the Collaboration Committee as a partner with the County, Cal Poly , and the business community in improving the entrepreneurial culture of the community . Continue t o work with Cuesta College, the EVC and the business community to increase opportunities that facilitat e job growth . 1/2012 - 1/201 3 3/201 3 Ongoin g Task F Dat e Strategic Plannin g Develop an RFP and scope of work for a contract to develop a Strategic Plan for Economi c Development for the City with a scope of work to include outreach to stakeholders, attention t o strategies that build on the Economic Vitality Corporation Clusters of Opportunity Strategies an d preparation of the Plan . Present the Strategy to the Council for consideration . 10/2011 - 3/2013 KEY WORK PROGRAM ASSUMPTION S This assumption is based on current staffing levels remaining static . RESPONSIBLE DEPARTMEN T The Administration Department will be the lead in accomplishing tasks A, B, C, E and F . The Finance and IT Department will assist in achieving the goal via the 30% Analyst assigned to Economic Development . Community Development will take the lead on the permit streamlining, Task D . Other departments will pla y 11 B1-1 8 ATTACHMENT MAJOR CITY GOAL S ECONOMIC DEVELOPMEN T supporting roles for Task A, Infrastructure Strategies . Finance and IT will play an integral role in development o f the lease program for Broadband, Task E . FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOA L Along with significant staff commitment from Administration and particularly Economic Development staff , Community Development staff will be relied on to complete the work on the permit streamlining and fe e assessment sections of the work program . Additional funding for contract services will be needed to complete th e infrastructure analysis, updates to the joint Chamber-City website's welcome mat, strategic planning effort fo r economic development and business retention and expansion . Funds in the amount of $25,000 have been factore d in to further the budding efforts of the Collaboration Committee to facilitate entrepreneurship . The additiona l funding is supplemental to the current funds programmed for Economic Development Contract Services . Curren t staffing levels, including the 30% of the Finance and IT Analyst, are required to achieve the goal . Cost Summary Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 Contract Services for Infrastructure Strateg y Contract Services for Strategic Plannin g Contract Services forwebsite/welcome ma t Contract Services for Retention and Expansio n Collaboration Committee Participation 60,00 0 15,00 0 5,00 0 12,50 0 25,000 0 0 5,000 12,500 25,000 Total $117,500 $42,500 $0 $0 Funding Source s Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 General Fund 117,500 42,50 0 Total $117,500 $42,500 $0 $0 GENERAL FUND REVENUE POTENTIA L General Fund revenue will be derived from future increases in business tax, sales tax and the revenues generate d over the long term by an expanded economic base . Additionally, the program to lease conduit for broadban d penetration is expected to generate revenues under the terms of individual leases . No short term increases i n General Fund revenues are forecast . OUTCOME—FINAL WORK PRODUC T These programs are expected to result in significant improvements in the City's abilities to attract and retai n businesses that bring head of household jobs to the community . 12 B1-1 9 ATTACHMEN T MAJOR CITY GOAL S PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALT H OBJECTIV E Adopt a budget that sustains the city's short and long-term fiscal health, preserves public health and safety an d other essential services in line with residents' priorities, and includes cost reduction strategies . DISCUSSION Measure Y Relationship :This major City goal promotes efficiency and effectiveness in City government and th e preservation of essential services, a top priority for the use of Measure Yfunds . Proposed Workscope . The proposed workscope consists of six major categories . Each category contains a number of key elements a s detailed below : Continue emphasis on effectiveness and efficiency of the City organizatio n •Perform organizational reviews on an ongoing basi s •Continue to review and implement ideas for savings or increased revenues as recommended by staff an d community member s •Implement opportunities for managed competition in City functions as identified in organizationa l review s •Analyze City's organizational structure and evaluate possibilities for reorganizing functions to achiev e maximum effectiveness in providing services to the communit y •Implement benchmark analysis to compare key financial and outcome measures with comparabl e jurisdictions periodicall y Continue to develop, review, modify, and implement Human Resources policies in support of fiscal sustainabilit y •Prioritize personnel cost drivers by potential cost savings and viability of implementatio n •Develop a short term and long term strategy for personnel cost containmen t •Negotiate cost containment actions through the standard, ongoing negotiation proces s •Establish a process to continually review and monitor personnel costs and the impact of those costs o n overall financial healt h Ensure the stability and diversity of the city's revenue source s •Examine threats to the Utility Users Tax from federal and state legislation and litigation and take action a s neede d •Take steps to maximize existing revenue source s •Explore the possibility of establishing a storm drain utility Work with Council and the community to renew Measure Y •Determine appropriate timing for ballot measur e •Depending upon timing of election, identify community priorities and develop needed educationa l materials Identify and address long-term liabilities that are important to our fiscal sustainabilit y •Identify five-year capital improvement program that will responsibly protect the city's infrastructur e assets including facilities maintenance need s •Identify prudent replacement plan for fleet equipment, including establishment of a fleet internal servic e fun d •Identify prudent replacement plan for information technology assets, including establishment of a computer services internal service fund and appropriate capital improvement project s •Review liability and workers compensation claims trends and establish a plan of funding as neede d 13 B1-20 ATTACHMEN T MAJOR CITY GOAL S PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALT H •Work with CaIJPIA to continually monitor liability and workers compensation claims to ensure bes t practices focusing on prevention are implemente d Continue to closely review and monitor the city's fiscal conditio n •Update General Fund Five-Year Forecast at least twice annually, at mid-year and with recommende d budget •Prepare focused reports on areas of interest to city management and Counci l Existing Situation . Focus on Sustainability.Although experts have declared the "Great Recession" over, the General Fund is stil l suffering from its economic impacts . Revenue available to operate the City has dropped significantly . Our major revenues have, for the most part, reached bottom and started a slow, moderate climb . Unfortunately, while revenue s are finally increasing, they are down from their recent peaks and in some cases, we do not expect them to return t o past levels for some time . In the meantime, expenses have continued to increase, particularly in the area of staffing . This has resulted in a gap between revenues and expenses that will continue over the long term unless action is taken . As the recession unfolded, Council took a number of budget balancing actions to close projected gaps . These include d actions totaling $4 .8 million in 2008, and another $11 .3 million in the 2009-11 Financial Plan . Because the economy continued to deteriorate, an additional $3 million in reductions were implemented in the second year of the 2009-1 1 budget . Although the economy has stabilized, it has unfortunately left the City with a new fiscal reality . Our task now is to address the structural gap between revenues and expenditures and develop a Financial Plan which will be sustainabl e for the long term . In addition to the significant steps taken over the last several years to maintain our community's fiscal health, employee groups and the City recently agreed that salary costs would remain unchanged in calendar yea r 2011 . In addition, there was agreement that most employees would be responsible for a larger share of their healt h insurance costs as premiums rose . Although the City has continued efforts to prepare for our new economic reality, key challenges to fiscal sustainabilit y remain . These include the dire financial condition of the State of California, increasing retirement costs for ou r employees, and ongoing infrastructure and asset maintenance needs . Fortunately, we address these issues with a number of strengths . We have strong financial systems and procedures in place . We have an engaged community and information on community priorities . We have committed staff and strong Council leadership . And we have a tradition of doing the right thing . All of these taken together will help us on our fiscal sustainability journal to alig n community priorities and financial resources over the long term . Project Work Complete d The City has a number of key programs and policies in place that are focused on preserving the City's fiscal health , improving productivity, and containing costs . These include : •A reserve policy which requires a General Fund balance that is at least 20% of operating expenditure s •Robust annual and interim financial reportin g •Multi-year budgets and long-term financial plannin g •Use of technology to improve customer service, productivity, and access to informatio n •Strong fiscal policies to guide key financial decision s •Efficient and effective human resources managemen t •Formal organizational reviews on a systematic, ongoing basi s 14 B1-21 ATTACHMEN T MAJOR CITY GOAL S PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALT H In addition, one of the City's Major City Goals identified in the 2009-11 Financial Plan was the Preservation o f Critical Services and Fiscal Health . Fourteen steps were identified in the action plan at that time, and significant wor k has been completed . All Memoranda of Understanding which expired this year were renegotiated for a one yea r period and costs were held at existing levels . This resulted in over $700,000 of savings to our base employee costs . In addition, police management agreed to waive 2011 calendar year contractual increases resulting in savings o f $118,000 in 2011 and $87,000 in 2012 . An organizational review of the Public Works Department was initiated an d is now in the final completion stages . A "Best Practices Review" of grant management is in the final stages and wil l be complete this year . All major City buildings have received an energy audit by PG&E and changes implemented t o conserve energy . Light replacement is underway at the City Corporation Yard . And the Property Managemen t Manual has been reviewed and updated . During this fiscal year the focus on our budget and upcoming Financial Plan has been intense . The General Fun d Five-Year Forecast was prepared in October rather than November in order to provide Council and staff with a n understanding of our current fiscal position . A new Service Prioritization process was initiated to provide informatio n on services provided and their costs . As part of the Financial Plan process, a Community Forum was held and th e community was solicited for ideas on potential revenues and cost reductions . A five-year Capital Improvement Pla n has been developed and will be incorporated into the Five-Year Forecast . Due to the time spent on these efforts, some items in the action plan have not yet been completed . Most notably, the Benchmark Study which was scheduled for this year will be started in the following year . WORK PROGRAM CONSTRAINTS AND LIMITATION S Constraints for this Major City Goal include : 1.The current and projected lack of staffing capacity in all areas to perform high level analysis an d implementation . 2.The need to transition and orient a new Finance and Information Technology Director during 2011-12 . 3.Uncertainties around other levels of government which impact our community . This includes impacts o f the State budget crisis, and its effect on county services and local government employment. 4.The City's obligation to meet and confer with labor organizations regarding changes in wages, hours, an d working conditions . STAKEHOLDER S The stakeholders for this Major City Goal are both internal to the organization and external . Community member s have a vested interest in the long-term fiscal health of the City and preservation of critical services and assets . Internal stakeholders include all City employees . Administration, Human Resources and Finance and Information Technology will be active in the developmen t and implementation of the tasks identified . However, every department will be involved in accomplishment o f this goal . ACTION PLA N The following summarizes key tasks and due dates : Continue emphasis on effectiveness and efficiency of City organization Date 1 . Identify candidate departments for two structured organizational reviews . Issue RFP for Aug. 2011 – Dec . 201 2 consulting services to systematically address operating performance, cost reductions, an d 15 B1-22 ATTACHMEN T MAJOR CITY GOAL S PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALT H Continue emphasis on effectiveness and efficiency of City organization Date Ensure the stability and diversity of the City's revenue sources Date July — Dec . 201 1 Nov . 2011 — May 201 2 June 2012 — Dec . 201 2 Dec . 2011 — Feb . 2013 Work with Council and the community to renew Measure Y Dat e 1.Hire consultant to conduct public opinion researc h 2.Present survey results and analysis to Counci l 3.Determine optimal timing of ballot measur e opportunities to improve service . Complete reviews and present to City Manager. 2.Continue to review and implement ideas for savings or increased revenues a s recommended by staff and community member s 3.Evaluate at least four opportunities for managed competition in City functions as identifie d in prior and current organizational review s 4.Perform focused overview of City's organizational structure to identify potential for reorganization, combination, or other modifications to improve efficiency and reduce cos t 5.Using framework set forth in the initial 2006 analysis, benchmark key City financial an d outcome measures with comparable communities . Develop a schedule for updatin g benchmark analysis on a recurring basis .. 6.Determine viability and cost versus savings potential of changes to variable frequenc y drives of certain large motors in existing facilities, and expanded lighting control, fo r possible inclusion in the 2013-15 Financial Plan Analysis Sept. — Dec . 201 1 Schedule by Decembe r 201 1 Ongoin g Ongoing Aug 2011-Dec . 201 2 February 201 2 Continue to develop, review, modify, and implement Human Resources policies i n support of fiscal sustainability Date 1.Develop short term and long term strategy for personnel cost containment and receiv e approval from Council prior to labor negotiation s 2.Negotiate cost containment actions through ongoing negotiation process with all employe e group s 3.Establish a process to continually review and monitor personnel costs and the impact of those costs on overall financial health June — Sept, 201 1 Sept — Dec . 201 1 Ongoin g 1.Examine threats to the City's Utility Users Tax revenue from federal and state legislation . Identify actions and develop plan to address problems as needed . 2.Conduct Business License Tax audit with Franchise Tax Board data . 3.Conduct Transient Occupancy Tax audit s 4.Explore the possibility of establishing a storm drain utility and receive Council direction July 201 1 October 201 1 November 201 1 16 B1-2 3 MAJOR CITY GOAL S PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALT H Work with Council and the community to renew Measure Y Date 4 . Initiate public information/outreach program January 201 2 Identify and address long-term liabilities that are important to fiscal sustainability Dat e Continue to closely review and monitor the City's fiscal condition Date 1.Refine five-year capital improvement program that will responsibly protect the City's infrastructure assets, including building facilities, and develop plan for funding as needed . 2.Update Fleet Management Policy to reflect revised fleet life cycles . Develop long-ter m fleet replacement schedule . Establish Fleet internal service fund . 3.Evaluate Information Technology replacement needs . Develop long-term replacemen t schedule . Identify appropriate funding strategy, including potential Informatio n Technology internal service fun d 4.Review liability and workers compensation claims trends and establish a plan of funding i f needed . Feb. 2011 — June 201 2 July 2011 — June 201 2 July 2012 — June 201 3 July 2012 — June 201 3 1.Update General Fund Five-Year Forecast at least twice annually, at mid-year and wit h recommended budget 2.Prepare focused reports on areas of interest to city management and Council Ongoin g Ongoin g KEY WORK PROGRAM ASSUMPTION S 1.It is assumed that this work program can be accomplished within existing resources plus the cost of th e consultant services identified . This assumption is based on current staffing levels remaining static . 2.Budget and fiscal policies and plans that have served the City well in the past will remain in place an d continue to be effectively implemented . 3.The City will work constructively and collaboratively with employee associations, adhering to its obligatio n to meet and confer on matters affecting wages, hours, and working conditions . 4.Costs for consultant services are based on the range of similar work done in the past . Costs will vary base d on the scope of the review and consultant selected . 5.Organizational changes will be managed using fundamental change principles including meaningfull y engaging employees in developing solutions, communicating extensively and frequently about change s anticipated, listening and acting upon input from employees, and celebrating successes and learning from ou r efforts . RESPONSIBLE DEPARTMEN T The Finance and Information Technology Department will take the lead role for this work program, wit h significant support from the Human Resources and Administration Departments . 17 B1-24 ATTACHMEN T MAJOR CITY GOAL S PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALT H FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOA L Along with significant staff commitment from Administration, Finance and Information Technology, Huma n Resources, and the operating departments, funds will be needed for Measure Y renewal activities and th e organizational reviews . Cost Summa r Operating Programs Capital Improvement Plan 2011-12 2012-13 2011-12 2012-1 3 Measure Y Renewal activitie s Organizational review consultant services 50,00 0 37,500 30,00 0 37,50 0 Total $87,500 $67,500 $0 $0 Funding Source s Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 General Fund 87,500 67,50 0 Total $87,500 $67,500 $0 $0 GENERAL FUND REVENUE POTENTIA L Proposed Business License Tax audits are anticipated to generate $50,000 the first year and $100,000 in th e second year . These are ongoing revenues . We expect to generate additional revenues from Transient Occupanc y Tax audits to be conducted in the second year . Other revenue opportunities, such as establishment of a Stor m Drain utility would generate significant revenues which cannot be identified at this time . Renewal of Measure Y would generate approximately $6 million per year in 2015-16 . OUTCOME—FINAL WORK PRODUC T Development and implementation of a variety of ongoing programs for preserving critical services and enhancin g the City's fiscal health . These include long-term productivity improvements and cost reduction strategies, an d significant increases in revenues . 18 B1-2 5 ATTACHMEN T MAJOR CITY GOAL S NEIGHBORHOOD WELLNES S OBJECTIVE Embrace and implement pro-active code enforcement and Neighborhood Wellness policies . DISCUSSIO N Measure Y Relationship :The major City goal for neighborhood wellness directly supports neighborhood cod e enforcement, a top priority for the use of Measure Yfunds. Proposed Work Scop e This work program will focus on the development of policies and procedures to create a more proactive approac h to neighborhood code violations and overall neighborhood wellness, with specific focus on : •Increasing the monitoring of property conditions and enforcement of code violations in the City's neighborhoods . •Identifying and mapping neighborhoods in the City in order to provide a framework for location-specifi c initiatives and better communication between city staff and residents . (This will be done as part of the Lan d Use Element update .) •Consulting with major stakeholders and, based on their feedback, updating the existing Neighborhoo d Wellness Work Plan. •Reviewing and considering best practices used in other jurisdictions to further neighborhood wellness . •Evaluating how all City departments are currently coordinating responses to violations, and creating a mor e streamlined methodology for the pro-active reporting and enforcement of violations without depending o n citizen complaints . •Developing consistent code enforcement policies to be utilized throughout the organization . •Revisiting existing policies that emphasize voluntary compliance over assertive enforcement techniques . •Improving the code enforcement database and access to the database information . •Further cross-training City employees to be the "eyes and ears" within neighborhoods to ensure cod e violations are pro-actively addressed rather than requiring the nuisance be called in by residents or othe r complaintants . •Increasing enforcement of parking violations in the neighborhoods . Existing Situatio n Overall coordination of the City's efforts related to neighborhood wellness is accomplished by the Neighborhoo d Services Team, comprised of City staff from Police, Public Works, Fire and Community Development and led b y the Neighborhood Services Manager in the Police Department. Enforcement of the various codes related t o neighborhood violations is conducted by several City departments . •The Current Planning Division of the Community Development Department establishes policies an d procedures for determining residential parking standards and maintains a database of approved parkin g areas in front yards . •The Police Department Office of Neighborhood Services, through the Student neighborhood Assistanc e Program (SNAP) addresses low-level code enforcement violations visible from the public right of way , such as trash can placement, debris in yards, overgrown shrubbery and weeds . SNAP employees are als o responsible for enforcing residential parking standards, illegal front yard parking, and noise ordinanc e violations . •The Fire Prevention Bureau within the Fire Department handles fire hazards such as tall weeds an d conducts life safety inspections for businesses and residential apartments as required by state law . 19 B1-26 ATTACHMEN T MAJOR CITY GOAL S NEIGHBORHOOD WELLNES S •The Code Enforcement Office, within the Building & Safety Division of the Community Developmen t Department, investigates violations of many different building and zoning regulations, including seriou s violations involving potentially hazardous conditions . •The Long-Range Planning Division of the Community Development Department prepares land use and are a plans within the City . •The Utilities Department provides services to ensure accumulated waste does not create nuisances i n neighborhoods and the community's wastewater system does not suffer negative impacts from illici t discharges . •The Public Works Department enforces illegal encroachments within the City's right of way areas , coordinates citizen requests for traffic management and neighborhood parking districts withi n neighborhoods, including parking violations in neighborhoods, oversees flood protection regulations, an d maintains infrastructure related to neighborhood wellness, such as street lighting, roadways, directiona l signage and trees . •The Finance & Information Technology (FIT) Department administers the City's Business tax and licensin g program, including residential rental properties, and processes invoices for administrative fines for code an d noise violations . •The Geographic Information Systems division in the FIT Department produces maps based on geographi c attributes . •The City Attorney's Office provides legal support for enforcement related activities, and initiates judicia l action if necessary to achieve compliance . Project Work Complete d In 2007-2009, Neighborhood Wellness was addressed through implementation of the Major City Goal titled "Increased Building & Zoning Code Enforcement and Community Appearance". At that time staffing increase s were approved for the Student Neighborhood Assistance Program (SNAP) and the Code Enforcement Office . The action plan for that goal included development of a Neighborhood Wellness Work Plan which was create d through collaboration among several city departments and community stakeholders . Since the implementation o f this plan, the number of code violations that are indentified by city staff increased significantly, creating a mor e pro-active program . Code Enforcement staff still utilizes this work plan to direct their priorities . The work plan has elements that are relevant to this new Major City Goal and could provide a good foundation to build upon . The key elements of the work plan included the following : 1.Increased outreach in order to increase reporting of code violations . 2.Cross training employees from PD, Parking, Rangers etc, in order to recognize serious cod e violations and improve cross-departmental reporting . 3.Faster responses with specific emphasis on complaints that jeopardize safety or creat e neighborhood blight . 4.Examine enforcement policies to ensure they are effective as a deterrent to violations and (ar e used) as a corrective mechanism . 5.Identify and list high priority issues that affect our neighborhoods and compile a list of cod e enforcement issues that will be used as a guide when additional resources become available . Thi s list includes : •Illegal garage conversion s •Weeds too tall 20 B1-27 ATTACHMEN T MAJOR CITY GOAL S NEIGHBORHOOD WELLNES S •Improper storage of trash can s •Storage of trash, household junk, and construction materials visible from the public righ t of way •Construction without a permi t •Too many people living in a hous e •Sign violation s •Fences or Hedges too tal l Other neighborhood issues, such as noise complaints, have been addressed through increased education an d enforcement and will continue to be a focus of neighborhood efforts . Progress of Existing Programs and Proposed Enhancements Review and Modification of Existing Code Enforcement and Neighborhood Wellness policie s Philosophy of Voluntary Complianc e Within the preamble of Resolution 9366 and also the stated purpose in section 1 .24 .010 the following wordin g appears; "the City has and shall continue to employ the philosophy of voluntary compliance when seekin g compliance with this code ." The section continues with very specific guidance to staff regarding implementatio n of the fines . " Prior to implementation of the enforcement policies and penalties stated herein, voluntar y compliance approaches, when practical, should first be used to educate City property owners and businesse s concerning the requirements of the Code and the corrective action necessary to correct a violation of this Code ." To be consistent with this intent, City staff works hard to adhere to the Administrative Citation Guidelines , notifying it's citizen's of the regulations and in most cases we give a warning prior to resorting to fines . We als o work hard to find the best resolution to code violations that fulfills the goals of our General Plan, complies wit h our Codes and ensures we do not violate the rights of the property owners or business owners . Following the principles of the voluntary compliance philosophy on a case by case basis has resulted in fewe r fines or citations then anticipated . Staff will be discussing issues with all stakeholders to better define the inten t of the philosophy . One issue to be explored is whether it will be sufficient to meet with neighborhood groups t o discuss typical code violations before enforcing code sections even though a property owner or resident that live s within that specific neighborhood may or may not have attended the public outreach meeting . Once staff has met with the stakeholder's and there is consensus regarding the acceptable practice related to th e assessment of fines or fees, staff will return to Council to provide an update and seek Council's direction t o change compliance procedures . The primary goal will be to ensure all department's responsible for cod e enforcement activities will have a common procedure to follow as it relates to assessing fines or fees . Enforcement of Illegal Conversion s The Code Enforcement Office deals with approximately 40 illegal conversion cases per year . This type o f violation is not always recognizable from the public right of way and code enforcement staff relies on residents t o report the violations . Because of the transient nature of student renters in the neighborhoods, and the fact tha t these illegal conversions routinely result in substandard housing conditions, the volume of activity has remaine d relatively constant . Code enforcement staff has provided cross training to SNAP and Fire Department personne l in an effort to increase pro-active enforcement of this type of violation, however recent staffing limitations in cod e enforcement staff have affected this effort . 21 B1-28 ATTACHMEN T MAJOR CITY GOAL S NEIGHBORHOOD WELLNES S In order to enhance this effort, staff proposes to increase public outreach to students, property owners an d managers and neighborhood advocates in order to educate them on the inherent hazards associated with illega l conversions (including increased fire risk) and increase reporting of violations . Use of Channel 20, website an d other social media outlets to distribute information about recognizing and reporting possible violations coul d result in more violations being reported . Education and Enforcement of Neighborhood Enhancement Ordinance Violations SNAP employees (part-time student employees) enforce violations of the Neighborhood Enhancement Ordinanc e (NEO) both pro-actively (on-view violations not based on a complaint) and complaint-driven . Typical violation s include improper trash can placement, debris or furniture in front yards or on roofs, and overgrown shrubs o r yards . Violations must be visible from the public right-of-way in order for enforcement action to be taken . Enforcement is a multi-step process, consisting of an initial assessment of the situation to determine if a violatio n is occurring and the issuance of a Notice to Correct the violation . SNAP re-checks the location after 72 hours an d if the violation has not been corrected, photographs are taken to document the violation and the case is filed wit h the City Attorney for further action . Currently, SNAP employees conduct NEO enforcement an average of 16 hours each week from Septembe r through May and eight hours per week during the summer months . Enforcement is conducted during the daytim e to allow better observation and photo documentation of violations from the public right-of-way . In order t o increase enforcement of NEO violations, as well as neighborhood parking violations including front yard parking , staff proposed to increase SNAP enforcement hours to a total of 40 hours per week from September through Ma y and 30 hours per week during summer months . This will allow increased pro-active education and enforcemen t throughout City neighborhoods of NEO and parking violations in a very cost-effective manner . Enforcement of Unauthorized Fraternities, Sororities and High Occupancy violations withi n Neighborhood s Cross-training and improved collaboration between Code Enforcement, Fire, Police and Parking staff has resulte d in pro-active reporting and investigation of high-occupancy and unauthorized use violations (operating a Fraternity or Sorority without a use permit). Approximately twenty cases per year are investigated by Cod e Enforcement . Current outreach efforts include participation in the Student Community Liaison Committee an d collaboration with Cal Poly's Student Life and Leadership staff in order to inform the student population of th e City's requirements regarding these issues . Unauthorized Fraternities and Sororities Existing regulations allow Fraternities and Sororities to be established in R-3 and R-4 residential zones only an d the Greek organizations must obtain a use permit from Community Development to operate as a Fraternity o r Sorority . The use permit allows increased occupancy in the residence and the hosting of related events . Th e Council recently approved a modification to the Zoning ordinance that requires the Greek organization b e affiliated and recognized by Cal Poly in order to obtain a use permit from the City . Fraternities or Sororities tha t have been disaffiliated by Cal Poly for violations of conduct policies are subject to the revocation of their us e permits by the City . At times, Greek organizations will utilize residences within R-1 and R-2 zones for their activities . It is not unlawful for members of the same Fraternity or Sorority to live together in an R-1 or R-2 zone ; however they ar e not allowed to utilize their residences as a "satellite" Fraternity or Sorority houses on an on-going basis to conduc t meetings or host organized events related to the organization . When this occurs, staff from Code Enforcement an d the Police Department work together to verify the violation and take appropriate enforcement action . Enhancements to this effort would include increased outreach to Greek organizations and Cal Poly staff to hel p them understand the limitations of the regulations and the impacts of these unauthorized activities on our lo w 22 B1-29 ATTACHMEN T MAJOR CITY GOAL S NEIGHBORHOOD WELLNES S density residential neighborhoods . Cross training of City staff regarding how to recognize unlawful use woul d occur in order to increase pro-active reporting of potential violations . HighOccupancy Us e Section 17 .93 of the Zoning Regulations describes performance standards that must be met in order to allow six o r more unrelated adults to occupy residences within R-1 or R-2 zones . In general, due to prior legal challenges t o similar ordinances and sensitivity to the potential displacement of tenants, Code Enforcement staff seek s voluntary compliance for these types of violations and achieves a high success rate for obtaining compliance fro m property owners . Currently, Code Enforcement staff investigates an average of ten cases per year and the majorit y of these violations are referrals from other departments, including the Parking Division and Police Department . When the limitations of the property will not allow for the approval of the use, staff allows the existing tenants t o fulfill the obligations of their lease and the owners have been cooperative by limiting future occupancy to a maximum of five tenants . Staff is not proposing any changes to the way these violations are being enforcement . However, as part of thi s work program, staff will conduct additional outreach to property owners and property managers in order t o prevent violations from occurring . Outreach efforts will include attending meetings of related organizations, suc h as the SLO Property Owners Association, the SLO Property Managers Association, neighborhood groups an d student organizations to discuss the standards and provide educational material . Increased Neighborhood Parking Enforcemen t Currently, parking officers respond to complaints and conduct pro-active enforcement of parking violations i n neighborhoods usually in the morning hours prior to addressing parking problems in other areas of the City . Existing parking officers work Monday through Saturday from 9 :00 AM to 6 :00 PM . High enforcement deman d in retail areas of the City limit the amount of time parking officers are available to patrol the neighborhoods , where violations are less frequent . Police Department SNAP employees conduct enforcement of residentia l parking district violations during dedicated parking enforcement shifts and on a continual basis as they ar e conducting their other duties . Staff proposes increasing dedicated parking enforcement in the neighborhoods by adding a full-time contrac t parking officer . Enforcement hours will be coordinated with SNAP deployment to provide expanded parkin g enforcement in neighborhoods during the daytime, nighttime and on weekends . WORK PROGRAM CONSTRAINTS AND LIMITATION S Expanded outreach and stakeholder involvement will be necessary to fully develop elements of the propose d action plan, including revision of policies and acceptance of new practices . Code enforcement issues often dea l with inspecting private property areas . Inspection of properties is actually considered a form of "Search" a s defined by the Fourth Amendment of the Constitution of the United States . Any proposed changes to the progra m will need to be reviewed prior to implementation to ensure they are legally defensible . A public participation, communication and education campaign will need to be a part of the action plan . Th e Neighborhood Services Team will interface with the community and meet to address the issues that requir e interdepartmental coordination . Staff from various departments will be needed to work with the Neighborhoo d Services Team to finalize policy and program recommendations and decisions . Increasing NEO and parking enforcement in the neighborhoods is likely to generate complaints fro m neighborhood residents who have not been subject to regular enforcement of these types of violations . Som e residents may feel the enforcement is inappropriate and intrusive . Recently, staff has received complaint s regarding the new trash can regulations for this reason . 23 B1-30 ATTACHMEN T MAJOR CITY GOAL S NEIGHBORHOOD WELLNES S The revenue generated by the additional parking officer is not likely to off-set the cost of the new position an d associated equipment . Generally, parking violations in neighborhoods are less frequent and sporadic than in retai l areas and once citations are issued, compliance by residents tends to be relatively high . In addition, parking violations and associated revenue has declined in recent years due to increases fine amounts driven by Stat e surcharges on parking citations . Increased enforcement of code violations will increase the workload of the City Attorney's office in prosecutin g violations that are not corrected after a warning is issued . Staff will examine the processes involved to determin e if any streamlining is possible . Reduction in resources of the City Attorney's could result in delayed prosecutio n of violations . STAKEHOLDERS External stakeholders include neighborhood associations and groups, neighborhood residents, property owner s and managers, and student groups . Internal stakeholders include the City departments of Community Development, Police, Administration, Park s and Recreation, Public Works, Utilities and the City Attorney's Office . ACTION PLAN Task Date 1 .Hire additional SNAP and Parking Enforcement Officer staff to enforce existing code enforcemen t policies and neighborhood parking violations . Nov .201 1 2 . Review "best practices" in use in other jurisdictions regarding neighborhood wellness policies an d procedures . 3 .Review City-wide policies, procedures and practices related to code enforcement and neighborhood Nov . 201 1 wellness .Nov . 201 1 4 .Meet with community stakeholders for feedback regarding existing policies and procedures an d desired changes . Dec .201 1 5 .Develop staff recommendations regarding code enforcement policy changes & streamlined interna l & external reporting and response processes . Feb .201 2 6 .Update and receive direction from Council March .201 2 7 .Implement changes to policies and practices July . 201 2 8 .Cross-train City employees to pro-actively observe and report code violations .July 201 2 9 .Monitor progress and solicit feedback from external stakeholders Ongoing 10 . Database enhancements Sept.2012 KEY WORK PROGRAM ASSUMPTION S The action plan relies on feedback from the community groups . Staff will utilize this feedback to revise existin g policies and procedures as needed to achieve the desired results . 24 B1-3 1 ATTACHMEN T MAJOR CITY GOAL S NEIGHBORHOOD WELLNES S Staff believes there is existing capacity in the participating departments to advance this goal by improvin g coordination, communication and involvement of other City employees in neighborhood wellness efforts, and b y modifying existing policies related to violation enforcement . However, should there be a decrease in personne l related to these programs ; the ability to fulfill this goal could be impacted . In addition, some policy issues may overlap with other legal rights of property owners and residents so staff will need to manage expectations an d provide feedback at appropriate times in order to help ensure any policy changes are allowable under the law . The ability of increased enforcement hours dedicated to NEO violations is dependant on the Police Department's ability to hire and retain approximately three additional SNAP employees to staff the additional enforcemen t shifts . Staff will coordinate with Cal Poly and Cuesta College to enhance recruitment efforts . Shift hours will b e flexible to accommodate the changing schedules of student employees . Existing Police Department vehicles ca n be used by the additional staff assuming the Police Department fleet is not reduced . A vehicle from the Building Division will be transferred to the Parking Division to accommodate the added employee . RESPONSIBLE DEPARTMENT The Chief Building Official will maintain overall responsibility for ensuring the objectives of the work progra m are met . The Neighborhood Services Manager will be responsible for organizing appropriate outreach to externa l stakeholders and involving the Neighborhood Services Team in this effort . The Neighborhood Services Team wil l be involved in the policy review, best practices research, and development of recommendations for policy an d procedural improvements . FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOA L Cost Summa r Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 Parking officer (contract)43,500 73,100 Contract services - parking citation processing 6,700 9,10 0 Parking uniform and printing 3,700 5,00 0 Temp staffing (SNAP)10,400 14,400 SNAP uniforms and equipment 1,000 1,00 0 Total $65,300 $102,600 $0 $0 Funding Source s Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 Parking Fun d General Fund 53,90 0 11,400 87,20 0 15,40 0 Total $65,300 $102,600 $0 $0 GENERAL FUND REVENUE POTENTIA L Parking citations and other administrative fines are currently levied against violators . Because very few violations are corrected with a citation and fine, the expected general fund revenue potential will be minimal . Revenue from parking citations generated by SNAP employees is transferred from the Parking Fund to th e General Fund which will help off-set some of the cost of the additional SNAP employees . 25 B1-3 2 ATTACHMEN T MAJOR CITY GOAL S NEIGHBORHOOD WELLNES S OUTCOME—FINAL WORK PRODUC T Developing a citywide, coordinated program of pro-active neighborhood code enforcement program and focus o n overall neighborhood wellness, supported by appropriate policies, will help address conditions in th e neighborhoods that can lead to blight, disorder, and crime . 26 B1-33 ATTACHMEN T MAJOR CITY GOAL S TRAFFIC CONGESTION RELIE F OBJECTIV E Continue efforts on projects and programs which relieve traffic congestion (like street modifications , intersection improvements, pedestrian improvements, bicycle facilities, sidewalks, trip reduction programs , traffic signal operations, LOVR interchange, Prado Road and public transit). DISCUSSIO N Measure Y Relationship :This Major City Goal for relieving traffic congestion directly supports a top priority for the use of Measure Y funds . Workscope Summary The work program consists of the following key elements : Maintaining staff efforts on roads, transit and other programs for congestion relief and safety . 1.Continue on-going implementation of the Traffic Operations, Traffic Safety programs . These two programs are the City's primary mechanisms for identifying and correctin g existing traffic safety and congestion issues . 2.Continue on-going implementation of a reduced Neighborhood Traffic Managemen t (NTM) Program . The NTM will be limited to small and moderate scale projects due to continued budget reductions in the CIP project allocation and budget reductions i n temporary staffing . Staff will return to Council with additional funding and staffin g requests for large scale projects as needed on a case by case basis . 3.Maintain current customer service levels for traffic related citizen requests regarding traffi c congestion and traffic concerns . 4.Respond to public inquiries and concerns regarding traffic and traffic facilities . 5.Maintain basic levels of transit service for SLO Transit and coordinating with SL O Regional Transit Authority (RTA) to find efficiencies during a time of transit fundin g shortfalls . Adding capacity and implementing operational improvements at congested location s 1.Complete widening of Tank Farm Road and Broad Street intersection . 2.Complete new traffic signal installation at US 101 and Grand Avenue . 3.Complete widening/reconfiguration of Los Osos Valley Road between Froom Ranch Way and Royal Way . 4.Complete reconfiguration of traffic signals at Higuera and Marsh as well as at Higuera an d High Street . 5.Complete widening, signal reconfiguration, and railroad crossing upgrades at Foothill & California .(may be nearly complete by July 1, 2011 ) 6.Seek grant funding to complete widening of Higuera Street in front of 50 Higuera (Caltran s District Office) to accommodate a two-way left turn lane . 7.Work with developers in the Margarita area to begin a phased in approach to improvin g Prado Road in the "west end" of the Specific Plan area . 27 B1-34 ATTACHMEN T MAJOR CITY GOAL S TRAFFIC CONGESTION RELIEF Convert relinquished Route 227 signal system to be compliant with the City's traffic control networ k 1.Complete conversion of relinquished Route 227 traffic signal equipment along South & Broad Street . 2.Optimize traffic signal timing and operations along Broad Street and maintain/operate ne w facilities and infrastructure with reduced resources . Expandtravetions including transit, bicycle and pedestrian facilitie s L Continue on-going construction and repairs of city sidewalks to improve accessibility fo r pedestrians . 2 . Continue to pursue Federal and State grant funding for traffic safety, operations, an d multimodal projects such as bikeways and pedestrian paths including : • Continuing with bicycle improvements such as the Railroad Safety Trail and Bob Jone s City-to-the Sea Trai l • Continuing to promote alternative transportation through marketing and educatio n outreach . 3.Implement elements of the Short Range Transit Plan (SRTP) update and Bicycl e Transportation Plan update as funds permit . 4. Obtain grants and prepare for debt financing for the Los Osos Valley Road (LOVR ) interchange construction and other projects to reduce the burden on the General Fund . 5. Complete a class I bicycle and pedestrian connection at Laguna Middle School . Adequately plan for future traffic conditions and needed major transportation infrastructur e 1.Begin update of the City's Land use and Circulation Elements . Identify and study potentia l operational and capacity improvements such as : conversion of Marsh Street to a two-wa y roadway between Johnson Avenue and Santa Rosa Street to improve access and congestio n in the area, investigate the potential for an LOVR bypass between Higuera and US 101, on - street parking removal to increase lane capacity along congested corridors such as Oso s Street and California Blvd ., interchange closures or modifications to improve US 10 1 capacity, and Hwy 1 improvements as identified in the Hwy I Major Investment Study . 2.Updating the City's Bicycle Transportation Plan which is due in 2012 to retain eligibilit y for Bicycle Transportation Account grant funding . Existing Situatio n Over the course of the last decade the City has completed many significant traffic congestion relie f projects through numerous programs and grants . Development and implementation of these have yielde d significant results, currently 93% of intersections throughout the City are operating above minimum leve l of service standards . The importance of continuing these efforts and providing for the most efficient an d economically feasible circulation system is evident given the continued community identification of traffi c congestion relief as a major goal for the City . Public Works is the primary department responsible for identifying and developing solutions to traffic congestion and safety issues within the City, for both motorized and non-motorized modes such cyclist s and pedestrians . This often leads to recommendations to provide additional capacity (as outlined in th e Circulation Element) in order to accommodate current and future traffic demands . In addition , opportunities for small scale operational improvements to the street system, traffic striping or signage , signal coordination system, bicycle and pedestrian improvements, and mass transit service improvement s are frequently identified . The two primary mechanisms for providing this function are the City's traffi c safety and operations programs, where annually for safety and biennially for operations staff prioritize s 28 B1-35 ATTACHMEN T MAJOR CITY GOAL S TRAFFIC CONGESTION RELIE F and ranks all facilities throughout the City and implements measures at the top ranking locations t o improve safety and reduce traffic congestion . These programs have been recognized internationally as th e most effective in the industry . Since the safety program began in 2002, the City has reduced collisions b y over 45%, the traffic operations program began in 2009 however staff is expecting similar results i n congestion relief as the program matures . In addition to these programs, the City has also developed a state of the art user desktop based Traffi c Signal Management System for operations, management, monitoring and maintenance of the City's 6 6 traffic signals, 4 flashing beacon systems, and 4 active speed feedback facilities . This system als o provides automated alerts for critical system failures and errors . It's important to note that currently the City operates its traffic signals with operations and maintenance staffing significantly below minimu m industry recommended levels, it is however still possible to maintain acceptable service levels most of th e time because this state of the art signal system buffers staff resource demands . However, maintenance an d operations staff resources are occasionally not available for response to various issues . For example signa l outages, malfunctions, and software errors often take several days to correct causing unacceptabl e congestion and delays during those downtimes . Project Work Complete d Traffic Congestion Relief is a broad goal with associated project work being completed in numerou s projects and programs . The most notable project work completed as part of the City's 2009-11 Capita l Improvement Program, Traffic Safety Program, and Traffic Operations Programs are summarized belo w •Update of the City's Travel Demand Model • Laurel & Orcutt Signalization w/ Bicycle Phasin g •Hwy 1 Major Investment Study • Madonna Inn Bike Pat h •2009 Annual Traffic Safety Report • Railroad Safety Trail Phase 4a Construction Progres s •2008/09 Biennial Traffic Operations Report • Marsh Street Signal Upgrade s •South Street Road Diet • 50+ Traffic Signal Operation Optimizations per yea r •Los Osos Valley Road Capacity Improvements • 200+ Customer Service Traffic Requests per yea r •Aero Drive Realignment & Signal Installation • Laguna Village Shopping Center Negotiation s •Double Decker Bus Transit Service • Pismo & Buchon NTM Progres s •Marsh Street Interchange Pedestrian Trail • S . Chorro Street NTM Progres s •Downtown Pedestrian Signal Upgrades • Palm & Nipomo Parking Structure Stud y •Hawthorne Safe Routes to School Improvements • US 101 & Grand Ave . Signalization Desig n •SLO High School Safe Routes to School Improvements Due to the impacts of the current economic climate, many infrastructure improvements associated wit h development projects have not occurred . Most notably the Prado Road extension between Higuera an d Broad Street is the responsibility of development and will likely happen in a reduced or phased approac h due to the delay in residential development in that specific plan area . CONSTRAINTS AND LIMITATION S 1.With acquisition of Highway 227 the Transportation Division is currently operating at approximatel y 103% of its current staffing resource capacity . The Division can deliver this Major City Goal an d maintain services levels at this staffing level if no new significant work efforts are introduced . There i s limited ability to add significant new work efforts, unless new resources are allocated or core servic e tasks are reprioritized . 2.Any new work efforts not already identified will require reallocation of staffing resources away fro m Major Council Goal projects and programs . 29 B1-36 ATTACHMEr 7 MAJOR CITY GOAL S TRAFFIC CONGESTION RELIEF 3.If the SOPC request to maintain the proposed Engineer II position for the full FY 2011-13 period i s not approved, the Transportation Division will no longer have the staffing capacity to maintain ful l efforts on the Traffic Safety, Operations, and Neighborhood Traffic management programs which ar e the primary mechanisms for delivering this goal . 4.Estimated project costs for this work program are based on recent bids for funding currentl y anticipated to be available to complete the work . Depending upon final general fund allocations, th e current financial situation could impact the City's ability to fund the Capital Improvement Plan a s currently recommended . 5.It is anticipated that several projects will require additional funds for construction to begin . I f additional grant funds are not acquired, and General Fund dollars are not available, the projects wil l not begin construction and will have to wait for future funding . 6.Significant reductions in transit operational funding will make it difficult to maintain current servic e levels, let alone implement new service recommendations of the Short Range Transit Plan . 7.Because of funding commitments to keep the Los Osos Valley Road Interchange on schedule, othe r projects must wait for accumulated Transportation Impact Fee (TIF) funds for design and construction . The revised TIF program better reflects the new costs of capital projects and passes on the appropriat e share to new development . Unfortunately, the projected state of the development industry makes i t unlikely that TIF revenue will be secured in its historical pattern . 8.Infrastructure improvements tied to new growth areas will be delayed due to the economy and may b e implemented in a phased approach when development activity returns to historical levels . 9.Approval of the construction documents for the LOVR Interchange is subject to Caltrans and federa l review timelines, defense of the legal challenge to environmental determination and therefore the dat e of approval cannot be guaranteed . 10.Given the projections for the 2011-13 City budget, funding available for traffic congestion relie f projects such as sidewalks, curb ramps, traffic calming devices, and bicycle facilities may be limited o r not available until a later fiscal year . STAKEHOLDERS The stakeholders in this program are largely users of the circulation system that include : motorists , bicyclists, transit riders, pedestrians and residents . Other stakeholders include the business an d development community, transportation providers such as freight carriers and transit operators, and th e disabled community . ACTION PLAN Task Date Transit Service Levels 1 . Maintain existing transit levels for local and regional services with uncertain levels of Stat e and Federal funding . Ongoin g 2 . Implement recommendation in the Short Range Transit Plan if funding is available .Ongoin g 3 . Work with RTA and other transit providers to identify potential cost savings and sharing t o reduce costs and improve efficiency Ongoin g 4 . Explore alternative fuel and vehicle type to offset operational costs .Ongoing 30 B1-3 7 ATTACHMEN T MAJOR CITY GOAL S TRAFFIC CONGESTION RELIEF Transit Improvements 1 . Use federal and state capital funding to replace and upgrade transit vehicles . Prado Road Extension Ongoin g Ongoin g1. Work with west side Margarita area property owners to implement phased improvements t o Prado Road . Madonna/Los Osos Valley Road Improvement s 1 . Complete minor intersection widening and restriping as part of Prefumo Creek Commons Off - Site improvements . Broad Street/South Street Intersection Improvements 7/1 1 1 . Begin minor intersection widening, installation of NB Dual Left Turn Lanes and restriping a s part of Village At Broad improvements 7/1 1 2 . Complete Village At Broad improvements on Broad Stree t Traffic Safety & Operations Programs 11/1 1 1 . Complete and present 2010 Annual Traffic Safety Report and 2010/11 Biennial Traffi c Operations Report to Council for approval . 11/1 1 2 . Implement Safety & Operations Report Recommendation s Grand &101 Traffic Signal Installation 06/1 2 1 .Complete Design Complete d 08/1 12.Acquire Caltrans Permit & Authorization / Begin Constructio n Widening,Signal Reconfiguration, and RR Crossing at Foothill & Californi a 1 .Complete Design Completed 2 .Acquire RR Approvals / Begin Construction TBD Complete d Conversion of Relinquished Route 227 Traffic Signal Facilitie s 1 .Complete design . 2 .Begin Construction .7/1 1 3 .Complete Traffic Signal Timing and Operations Optimization 1/1 2 7/1 1 Mid Higuera Widening and Signal Upgrades 1 .Complete design . 2 .Begin Construction .10/1 1 Los Osos Valley Road Interchange 1 .Complete construction plans and specifications .12/1 1 2 .Complete right of way acquisition .12/1 1 3 .Pursue additional funding .Ongoin g 4 .Implement phased improvements as new development occurs and fees are collected in th e LOVR sub area . Ongoin g 5 .Complete Detailed preparation of Bonded Indebtedness of Local funding Component TBD 31 B1-3 8 ATTACHMEN T MAJOR CITY GOAL S TRAFFIC CONGESTION RELIEF Pismo &Buchon Neighborhood Traffic Management Improvement s 1 . Complete design .5/1 1 2 . Begin Construction .7/1 1 3 . Complete Post Project Studies 6/1 3 Bicycle Transportation Plan Updat e 1 . Begin Update of the Bicycle Transportation Plan 6/1 1 2 . Update the City's Bicycle Transportation Plan to maintain eligibility for State grant funding . Tank Farm Road Intersection Improvements 12/1 2 1 . Complete project design .6/1 1 2 . Begin construction . Railroad Safety Trail — Hathway to Taft 10/1 1 1 . Complete construction documents .7/1 2 2 . Pursue additional funding .Ongoin g 3 . Award contract and begin construction .6/1 3 Railroad Safety Trail – Taft to Pepper (Replaces Highway 101 Crossing project} 1 . Obtain CHP, UPRR, and PUC approvals 6/1 2 2 . Complete project design 6/1 3 3 . Pursue additional funding Ongoin g 4 . Complete construction drawings .6/1 4 5 . Begin Construction TB D Bob Jones City-to-Sea Trail Connection to LOU R 1 . Pursue outside funding for trail connections .Ongoin g 2 . Complete construction drawings .TB D Bob Jones City-to-Sea Trail ' Connection to Octagon Bar n 1 . Seek/obtain funding for study Ongoin g 2 . Complete project study TB D 3 . Pursue additional funding Ongoin g 4 . Complete project design and environmental review TB D 5 . Complete construction drawings TB D 6 . Complete construction TB D Other Projects That Reduce Traffic Congestio n 1 . Complete curb ramps, sidewalks, on-street bicycle facility paving, and stripin g improvements in conjunction with City street paving projects . Ongoin g 2 . Implement Neighborhood Traffic Management program and projects .Ongoing 32 B1-3 9 ATTACHMEN T MAJOR CITY GOAL S TRAFFIC CONGESTION RELIE F 3 .Conduct bi-annual vehicle, bicycle traffic counts, speed surveys and travel time studies .Ongoin g 4 .Complete miscellaneous bicycle facility improvements identified in the Bicycl e Transportation Plan, as resources permit . Ongoin g 5 .Develop a list, in conjunction with the Bicycle Committee, of streets that would benefi t from increased street sweeping and coordinate with Street Maintenance to us e miscellaneous sweeping hours, when available, to increase frequency . Ongoin g 6 .Seek funding for the design and construction of bikeways and pedestrian paths within th e City . Ongoin g 7 .Seek funding to educate and promote bicycling, walking and transit as alternative forms o f transportation . Ongoin g 8 .Provide more bicycle parking through the City's "Racks with Plaques" program .Ongoing KEY ASSUMPTION S 1.The contract Engineer II position that was part of the budget balancing strategies for FY 2011-1 3 which is currently funded half through grants and half thorough the general fund will be converte d back to permanent general fund status as of July 2011 and annually thereafter . Please refer to th e associated SOPC for this position . 2.Updates of the Land Use & Circulation Element updates are approved and necessary funding fo r contract services is allocated to backfill regular staffing to perform other important objectives . Please refer to associated SOPC for the Land Use & Circulation Element Updates . 3.Overall staffing reductions as a result of budget balancing strategies will not reduce the ability t o design and inspect projects in a timely manner or to do Community outreach and consensus buildin g on controversial projects . 4.Approvals by other jurisdictions and entities such as UPRR, Caltrans, Air Pollution Control District, US Army Corp of Engineers, etc . will be obtained within reasonable time frames . RESPONSIBLE DEPARTMEN T The Public Works Department, traffic engineering section will be primarily responsible for achievin g much of this goal and completion of the identified steps . The Natural Resources Manager, City Biologist , and Community Development Department and Public Works Engineering will assist with various issue s that may arise on each of the various projects . FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOA L The financial and staffing resources required to achieve this goal are summarized in the table below . Essentially, in order to fulfill this Major City Goal the Transportation Staffing SOPC retaining a contrac t Engineer II in the Transportation Division must be approved in addition to all associated CIP's . Also du e to the current staffing capacity in the Transportation Division there is limited ability to add significant ne w work efforts, unless additional resources are allocated or priorities are shifted within the proposed actio n plan . 33 B1-4 0 ATTACHMEN T MAJOR CITY GOAL S TRAFFIC CONGESTION RELIE F Cost Summa r Operating Programs Capital Improvement Pla n 2011-13 2012-13 2011-12 2012-1 3 Bicycle Facility Improvements 25,000 25,00 0 Bob Jones Bike Bridge Connection to LOVR 181,000 0 Bob Jones Bike Trail : Octagon Barn to LOVR 0 40,00 0 LOVR Interchange 0 0 Neighborhood Traffic Management 20,000 20,00 0 RR Safety Trail : Hathway to Taft 50,000 250,00 0 RR Safety Trail : Taft to Pepper 158,000 0 Traffic Counts 48,000 0 Traffic Operations Report Implementation 30,000 0 Traffic Safety Report Implementation 25,000 25,00 0 Sign Maintenance 3,000 3,000 66,500 66,50 0 Traffic Engineering Staff 116,600 123,200 0 0 Total $ 119,600 $ 126,200 $ 603,500 $ 426,500 Funding Source s Operating Programs Capital Improvement Pla n 2009-10 2010-11 2009-10 2010-1 1 General Fund 119,600 126,200 322,500 111,50 0 Transportation Impact/LOVR Sub-Area Fee 0 0 Transportation Impact Fee 73,000 25,00 0 State Bicycle Transportation Account Grant 50,000 250,00 0 State Highway and Other Grants 158,000 40,000 Total $ 119,600 $ 126,200 $ 603,500 $ 426,50 0 GENERAL FUND REVENUE POTENTIA L There is no direct potential for General Fund revenues from these projects, however traffic congestio n relief will improve access within the City which can increase sales tax and transient occupancy ta x revenues . Also traffic congestion relief projects have a direct economic benefit to the traveling public i n terms of the societal costs (fuel consumption, pollution, value of personal time, etc ...) associated wit h driving in the City . OUTCOME-FINAL WORK PRODUC T These programs and projects should result in significant improvements in reducing traffic congestion in key locations in the City . 34 B1-4 1 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S OPEN SPACE PRESERVATION OBJECTIV E Continue efforts to acquire, preserve, protect, and maintain open space in our greenbelt . Begin implementation o f the master plan for City-owned agricultural lands at Calle Joaquin . Complete and begin implementation of th e updated conservation plan for Irish Hills Natural Reserve . Prepare a Conservation Plan for Reservoir Canyo n Natural Reserve . Create a plan for maintenance of Laguna Lake and Park, including potential funding . Measure Y Relationship :This major City goal for open space preservation directly supports a top priority fo r the use ofMeasure Yfund. OUTCOME—FINAL WORK PRODUCT S Anticipated final products from the successful implementation of this objective include : 1.A formal agreement for easement or fee ownership of the Chevron Tank Farm open space lands (plus a sizable restricted fund to pay for maintenance thereof), resulting in the addition of 260 acres of ecologicall y significant open space lands on both sides of Tank Farm Road . Title transfer would occur after completion o f remediation projects and a certain level of infrastructure development there, which will take several years . 2.One or possibly two new conservation easements (held either by the City or by the Land Conservancy) o n agricultural land near Camp San Luis Obispo . 3.A new conservation and public access easement at Righetti Hill in the Orcutt Specific Plan Area, totalin g about 50 acres, with future additions, allowing for trail use there . 4.Possible fee ownership of large portions of the Upper Goldtree Vineyard Tract lots (King and Filipponi / Twissleman properties), where proposed residential development has been controversial for the past severa l years, adding up to 140 acres to the greenbelt and to Reservoir Canyon Natural Reserve . 5.Preparation and completion of a Conservation Plan for Reservoir Canyon Natural Reserve . 6.Possible trail connections from the Froom Ranch to Calle Joaquin and Johnson Ranch . 7.Progress on implementation of the master plan for the farmland acreage at the Calle Joaquin site . 8.Measurable increases in trail lengths usable to the public . 9.Measurable improvements in conditions on the City's waterways, such as length of near-stream areas thinne d and pruned, volume of debris removed, and amounts of exotic vegetation removed and native species plante d or established ; and 10.Development of a maintenance plan for Laguna Lake, including potential funding sources . The City Council has consistently supported the growth and maturation of the Natural Resources Protectio n Program as one of the City's signature programs . 35 B1-42 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S OPEN SPACE PRESERVATIO N ACTION PLA N Continued Open Space Acquisition, Preservation, and Protectio n Continue participation in planning and acquisition efforts that at a minimum include : (a) th e Chevron Tank Farm property and adjacent open space lands ; (b) City- or Land Conservancy-hel d conservation easements on lands near Camp San Luis Obispo ; (c) Righetti Hill in the Orcutt Specific Plan Area ; (d) "Upper Goldtree Vineyard Tract" lots (King and Filipponi/Twisselma n properties) above Johnson Avenue ; and (e) the Filipponi/Denbow and Mountainbrook Churc h properties at the end of Calle Joaquin . 2.Support actions to implement the Agricultural Master Plan for the Calle Joaquin Agricultura l Reserve . 3.Complete Update of the Conservation Plan for Irish Hills Natural Reserve, and begi n implementation activities . 4.Continue implementation of elements of City adopted Conservation Plans for : Johnson Ranch ; South Hills ; Stenner Springs ; and the Bob Jones Trail . 5.Continue efforts to improve signage, trail conditions, and environmental restoration programs . 6.Continue to participate and oversee City-sponsored or directed mitigation projects, including th e Los Osos Valley Road interchange, Bob Jones Trail environmental enhancements, and various private mitigation and enhancement projects throughout the city . 7.Continue leadership role in management of the City's natural waterways through Zone 9 projects , and provide administrative oversight to the Stormwater Management Program . 8.Preparation and completion of a Conservation Plan for Reservoir Canyon Natural Reserve . Develop a Plan for Maintenance of Laguna Lake and Park, Including Potential Fundin g 1.Conduct and complete research on public and private grant and loan sources . 2.Identify interested parties and groups . Begin a series of public workshops to develop a community supported maintenance plan for Laguna Lake and for Laguna Lake Park as it is affected by th e maintenance plan . Develop an email group of participants and provide electronic informatio n updates to this grou p 3.Complete public workshops for the maintenance plan . 4.Draft the maintenance plan, and begin circulation . 5.Presentations of Draft Plan to : Stakeholders, Parks and Recreation Commission, and Plannin g Commission for review, comment, and recommendations to the City Council . 6.Adoption of Maintenance Plan by Council . Ongoing Ongoing Ongoing Ongoin g Ongoin g Ongoing Ongoing 6/1 2 10/1 1 10/1 1 2/1 2 6/1 2 11/1 2 12/1 2 36 B1-43 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S OPEN SPACE PRESERVATIO N RESPONSIBLE DEPARTMEN T Administration will be the department primarily responsible for implementation of both of the above programs , with support from the Parks and Recreation and Public Works Departments . The Natural Resources Manager wil l be the lead staff person involved in the programs, supported primarily by the City Biologist . FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOA L By approving the recommended City budget allocation ($175,000) to the Greenbelt Acquisition CIP and th e recommended allocation to the Froom Ranch CIP ($85,000), the financial resources deemed necessary an d available from the City will be in place to successfully complete the two to three anticipated transactions, and t o install the improvements anticipated at the Irish Hills Natural Reserve . In addition, the current level o f expenditure for contractors and consultants for the Natural Resources Program or from Zone 9 funding will b e sufficient to cover costs of preparation of the Laguna Lake Maintenance Plan . Cost Summa r Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 Greenbelt Acquisitio n Froom Ranch Improvements 175,000 62,500 0 22,500 Total $0 $0 $237,500 $22,500 Fundins Sources Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 General Fund 237,500 22,500 Total $0 $0 $237,500 $22,50 0 37 B1-4 4 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S OPEN SPACE PRESERVATION Blank Page 38 B1-45 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S INFRASTRUCTURE MAINTENANC E OBJECTIVE Measure Y Relationship :This objective directly supports infrastructure maintenance including neighborhoo d street paving and pothole repair, a top priority for the use of Measure Yfunds. Increase infrastructure maintenance and investment. Sustain an effective level of core existing infrastructure an d proactively protect and maintain physical assets (such as the downtown, streets, bikeways, sidewalks, floo d protection facilities, recreation facilities, City owned historic resources, and the urban forest). Infrastructure Maintenance is a designated Measure Y priority . OUTCOME—FINAL WORK PRODUC T Resources will be invested in the City's infrastructure at an increased level to address deterioration of infrastructure . The Capital Improvement Program will include projects that accomplish this objective, and thos e projects will be completed using a combination of City engineering staff and consultants . Infrastructure maintenance not only provides a better appearance for visible structures, but also delays the need to completel y replace the infrastructure . Complete replacement is more costly and disruptive to the users of the facility . Regula r infrastructure maintenance is important to reduce future liability to the City by mitigating the higher costs fo r replacement and by reducing the risk of failure of the infrastructure . ACTION PLA N Work completed under the action plan is a combination of major maintenance activities accomplished through th e Capital Improvement Plan and ongoing maintenance through the operating programs in Public Works, Utilitie s and Parks & Recreation . Work managed by Capital Improvement Plan Engineering Staff will have a critical pat h project schedule developed by May 2011 . Staff will work off these schedules to meet target dates for delivery . These schedules will be based on the best available information at the time of scheduling and the schedules wil l be updated as the project work solidifies . Factors that could change the delivery schedules are, revised projec t scopes, changed project priorities, and new and higher priority work being added to the project list . Tas k BUILDINGS &FACILITIES Dat e 1 . Exterior Painting of Parks and Recreation Building 6/1 2 2 . Fire Station #3 Engine Bay Slab Replacement 6/1 3 3 . Police Facility Air Volume Control Modifications 6/1 2 CREEK &FLOOD PROTECTIO N 4 . Silt Removal 6/1 3 5 . Broad Street Bank Reinforcement Design 6/1 3 6 . Storm Drain Culvert Repair Design 6/1 3 7 . Storm Drain Pipe Replacement — Year 1 & Year 2 6/12 & 6/1 3 8 . Toro Street Bank Stabilization 6/13 39 B1-4 6 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S INFRASTRUCTURE MAINTENANC E RESPONSIBLE DEPARTMEN T Operating program managers and departments are responsible to complete ongoing maintenance at level s determined by program resources . Current proposed budget reductions in the various programs, such as smal l Dat eTask PARKING SERVICE S 9.Marsh Street Parking Structure Paintin g 10.Downtown Parking Lot Resurfacing Desig n PARKS &PUBLIC PLACE S 11.Playground Equipment Replacemen t 12.Meadow Park Roof Replacemen t 13.Warden Bridge Deck/Mission Plaza Walkway Rehabilitatio n STREET S 14.Traffic Sign Maintenance Program — Year 1 & Year 2 15.Pavement Maintenance — Year 1 & Year 2 16.Sidewalk Repair — Year 1 & Year 2 WASTEWATE R 17.Laguna Lift Statio n 18.Calle Joaquin Lift Station Replacemen t 19.Wastewater Collection System Improvements — Year 1 & Year 2 20.Water Reclamation Facility Major Maintenance — Year 1 & Year 2 WATER 21.Water Distribution System Improvements — Year 1 & Year 2 22 . REGULAR MAINTENANC E 23 . Operating program regular maintenance through : Building, Flood Control, Golf Course, Landscape & Parks Maintenance, Natura l Resources Protection, Parking Operations, Ranger Program, Reservoir Operations, Street s & Sidewalk, Swim Center, Traffic Signals & Lighting, Tree, Vehicle & Equipment , Wastewater Collection, Water Distribution, Water Reclamation Facility, Water Treatment 6/1 3 6/1 3 6/1 3 6/1 2 6/1 3 6/12 & 6/1 3 6/12 & 6/1 3 6/12 & 6/1 3 6/12 & 6/1 3 Ongoin g 40 B1-47 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S INFRASTRUCTURE MAINTENANC E reductions in janitorial services or reductions in maintenance materials and supplies, coupled with reductions fro m prior years, are expected to have some negative impact on the ability of staff to complete needed maintenanc e activities . Capital improvement project work will be managed through the CIP Engineering program in the Public Work s Department with support from the associated project program staff, with the exception of the two lift statio n projects which are anticipated to be managed . by the Wastewater Division of Utilities . Staff anticipates being abl e to deliver the proposed capital improvement projects in the most cost effective way, utilizing an innovativ e approach with contract employees . FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIV E The Building, Flood Control, Golf Course, Landscape & Parks Maintenance, Natural Resources Protection , Parking Operations, Ranger Program, Reservoir Operations, Streets & Sidewalk, Swim Center, Traffic Signals & Lighting, Tree, Vehicle & Equipment, Wastewater Collection, Water Distribution, Water Reclamation Facility , and Water Treatment operating programs will provide the staff and resources to support the ongoing regula r maintenance at levels dictated by the Council, including allowance for program reductions . The remainin g support for this objective will come from the Capital Improvement Plan for major work efforts . Cost Summary O p eratin g Pro rams Ca pital Im p rovement Pla n 2011-12 2012-13 2011-12 2012-1 3 Exterior Painting of Parks & Recreation Building 25,00 0 Fire Station #3 Engine Bay Slab Replacement 20,000 80,00 0 Variable Air Volume Control Units 28,20 0 Silt Removal 250,000 280,00 0 Broad Street Bank Reinforcement 35,00 0 Storm Drain Culvert 35,00 0 Storm Drain Infrastructure 350,000 350,00 0 Toro Street Bank Stabilization 35,000 30,00 0 Marsh Street Parking Structure Painting 175,00 0 Parking Lot Resurfacing 20,00 0 Playground Equipment Replacement 84,000 520,00 0 Meadow Park Roof Replacement 25,00 0 Bridge Deck / Walkway Rehabilitation 7,500 57,50 0 Sign Maintenance 66,500 66,50 0 Pavement Maintenance 1,700,000 1,500,00 0 Sidewalk Repair 25,000 35,00 0 Calle Joaquin Lift Station Replacement 500,000 1,500,00 0 Laguna Lift Station 1,200,00 0 Wastewater Collection System Improvements 1,380,000 500,00 0 WRF Major Maintenance 310,000 370,00 0 Water Distribution System Improvements 200,000 200,00 0 Water Reuse System Major Maintenance 50,00 0 Total $0 $0 $6,256,200 5,754,000 41 B1-4 8 ATTACHME t OTHER IMPORTANT OBJECTIVE S INFRASTRUCTURE MAINTENANC E Funding Sources Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 General Fund 2,616,200 2,709,00 0 Zone 9 Grant 280,00 0 Water Fund 250,000 200,00 0 Sewer Fund 3,390,000 2,370,00 0 Parking Fund 195,00 0 Total $0 $0 $6,256,200 $5,754,000 42 B1-4 9 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S PLANNING : UPDATE LAND USE AND CIRCULATION ELEMENT S OBJECTIV E Within the scope of the Strategic Growth Council (SGC) Grant, undertake an update of the Land Use an d Circulation Elements ; including "Healthy Cities", complete streets, and pedestrian circulation policies . OUTCOME—FINAL WORK PRODUC T At the end of the 2011-2013 Financial Plan, the City will be part-way through the process of updating tw o elements of the General Plan . Within the subsequent 2013-2015 Financial Plan, the final work product wil l consist of updated elements that have been adopted through the public hearing process . ACTION PLA N In addition to addressing the anticipated demographic changes over the upcoming 20 years, the General Pla n update will require the City to address : greenhouse gas emissions related to the land use scenarios ; developmen t of the sphere of influence areas ; fiscal feasibility of the identified scenarios ; complete streets ; storm water and low impact development requirements ; distribution of housing, businesses, industry and open space ; and identificatio n of sensitive areas (such as flood hazard or noise-sensitive areas). In addition, the SGC Grant emphasizes severa l key aspects of land use and circulation planning : access to healthy food sources ; consistency with the Regiona l Blueprint; pedestrian and bicycle improvements and linkages ; focus on neighborhoods, infill and affordable housing ; looking at disadvantaged areas of the City ; incorporation of climate action plan strategies ; and ensuring a robust community involvement process . The areas to be discussed and evaluated through the update process are addressed in tasks listed below . Th e update process will continue beyond the 2011-2013 Financial Plan hence the high level tasks listed below are onl y those that will be accomplished in the current Financial Plan . Task Date July 201 11.Develop RFP for consultant service s 2 .Program initiation – Planning Commission and Council meetings Dec 201 1 3 .Task Force formation and public participation plan Dec 201 1 4 .Background report – current program evaluation, demographics, regulatory framework, interviews , and outreach April 201 2 5 .EIR – environmental Setting/Existing conditions report April 201 2 6 .Policy updates – community workshops August 201 2 7 .New issues, including neighborhood identification, healthy cities, greenhouse gas reduction , pedestrian circulation, and complete streets policies and programs– community workshops November 201 2 8 .Policy document – Draft set of goals, policies and implementation measures .February 201 3 9 .Land use plan recommendations – community workshops April 201 3 10 .Circulation plan recommendations – community workshops June 201 3 11 .EIR – project description and impact analysis including a fiscal analysis for the updated elements June 2013 RESPONSIBLE DEPARTMEN T Community Development will take the lead role in coordinating this effort but staff from Public Works will als o play key roles in the update of both Land Use and Circulation Elements . The project will involve staff resource s from all departments because any changes to land use or circulation scenarios will impact all aspects of Cit y services including safety response, utility capacity and location, and parks and recreation needs, to name a few . Staff from all departments will need to participate in the internal team responsible for reviewing and providin g input on the various land use and circulation scenarios as well as potential mitigation measures to address an y resulting impacts . 43 B1-5 0 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S PLANNING : UPDATE LAND USE AND CIRCULATION ELEMENT S FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIV E The City was successful in seeking grant assistance for the project in the amount of $880,000 . The grant may b e used for assistance in developing the land use and circulation element scenarios however it cannot be used fo r environmental review . With diminishing staffing resources, it will be vitally important to ensure that adequat e resources are in place to accomplish this objective and this will entail additional funds for consultant assistanc e with environmental review . An SOPC has been developed to address the need for supplemental staffing in Publi c Works and Fire Department and environmental review costs associated with the project . The complete cost of th e update has been shown in the cost summary, however, the project expenses and funding will be spread ove r several years and will extend beyond FY 2011-2013 . Cost Summar Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 Land Use and Circulation Element Updates 1,247,500 67,500 Total $1,247,500 $67,500 $0 $0 Staffing resources required : Community Development 1 FTE Public Works Department .5 FT E Utilities Department .20 FTE Fire Department .02 FT E Police Department .02 FTE Finance & IT Department .05 FTE Administration (NR & ED).05 FTE Parks & Recreation Department .05 FTE Funding Sources Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 SGC Grant General Fund 880,00 0 367,500 67,50 0 Total $1,247,500 $67,500 $0 $0 44 B1-5 1 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S AFFORDABLE HOUSING/HOMELESS SERVICE S OBJECTIV E Continue to facilitate provision of affordable as well as market-rate housing and provide leadership i n implementing the County's 10-Year Plan to End Chronic Homelessness . ACTION PLAN The proposed work program includes implementing Housing Element programs ; working with existing non-profi t and for-profit development groups to facilitate construction of affordable housing ; leveraging the City's affordable housing funds and proactively looking for new ways to use these funds to increase affordable housin g production ; and applying for grants . This work effort will be directed by the Housing Programs Manager as par t of his assigned duties . The second part of this objective includes promoting collaborative efforts and opportunities to address the need s of the homeless population . The actions called for in the 10 Year Plan to End Chronic Homelessness (aka 10 - Year Plan) outline strategies to coordinate homeless services and address housing and service needs . A director has been hired by the countywide Homeless Services Oversight Council (HSOC) to implement the plan . DateTask 1 .Seek grants to facilitate affordable housing projects Ongoin g 2 .Work with developers to include affordable housing units in projects and to complete housing Ongoin g projects in proces s 3 .Continue to implement Housing Element programs Ongoin g 4 .Look for new opportunities to use Affordable Housing Fund and grant monies to leverage other Ongoing funds for affordable housing projects . 5 .Work with service providers and the HSOC director to understand needs of homeless population Ongoin g 6 .Continue HSOC participation to further the implementation of the 10 Year Plan Ongoing RESPONSIBLE DEPARTMEN T The Community Development Department will take the lead on this objective with assistance fro m Administration and the Police Department . The Housing Programs Manager (CDD) is tasked with facilitatin g provision of affordable housing while a City Council member and the Police Department Chief serve on th e Homeless Services Oversight Council (HSOC) Board to implement the 10-Year Plan . In addition, staff from th e Administration Department represents the City on the Friends of Prado Board . FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE OBJECTIV E Accomplishing this objective will require ensuring staff resources are available to work on these efforts ; continuing to provide both Community Development Block Grant (CDBG) and General Fund financial support to the Maxine Lewis Shelter and Prado Day Center ; and considering ways to augment that support to assist i n developing the design and plans for a consolidated homeless services center . The latter may be achieved b y committing to a Section 108 loan through CDBG funds or by seeking other grants . 45 B1-5 2 ATTACHMEN T OTHER IMPORTANT OBJECTIVE S AFFORDABLE HOUSING/HOMELESS SERVICE S The Housing Manager position is a regular position that is funded by the CDBG program (just as regular Utilitie s positions are funded through the Water and Sewer Funds). The work performed by this position is an eligible cos t under the CDBG program ; and the Council recently approved using CDBG funds for this position in 2011-201 3 in the amount of $129,500 . With dwindling CDBG awards, however, the 20% maximum allowance fo r administration of the program doesn't cover the entire cost of salary and benefits associated with the Housin g Programs Manager position . As such, the full cost is shown in the cost summary below with the understandin g that CDBG funds will off-set all but approximately $5,000 of the position costs . Cost Summary The following costs are as estimates of commitments required during the Financial Plan to support the existin g shelter and day center . These funds are in addition to the maximum support allowed through CDBG grant fund s for public services . Traditionally, the Council has committed CDBG public service funds to the Maxine Lewi s Homeless Shelter . Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 Maxine Lewis Shelter 45,000 45,00 0 Prado Day Center 60,000 60,00 0 Housing Programs Manager 134,000 134,00 0 Total $239,000 $239,000 $0 $0 Fundinit Source s Operating Programs Capital Improvement Pla n 2011-12 2012-13 2011-12 2012-1 3 General Fun d Community Development Block Grant 105,00 0 134,000 105,00 0 134,00 0 Total $239,000 $239,000 $0 $0 OUTCOME—FINAL WORK PRODUC T Implementation of the 10-Year Plan will close gaps in the continuum of care for homeless families and will lin k and improve the use of limited funding resources to achieve the plan goal of ending chronic homelessness . Increasing the amount of housing and affordable units available to the community will enable more citizens wh o work in the community to live in the community and will meet General Plan goals for residential development . 46 B1-5 3