HomeMy WebLinkAboutItem 16 - 2019-20 Mid-Year Budget ReviewItem 16
GtT Y Ofi
rn O Council AgendaReport
CIS O
Department Name: Finance
Cost Center:
2001
For Agenda of:
February 18, 2020
Placement:
Business
Estimated Time:
45 Minutes
FROM: Brigitte Elke, Finance Director
Prepared By: Natalie Harnett, Interim Principal Budget Analyst
SUBJECT: 2019-20 MID -YEAR BUDGET REVIEW
RECOMMENDATION
1. Receive and discuss an update to the City's work programs, workload and performance
measures, and changes in financial positions (Attachment A, Sections A, B & C) based on
revised projections for all funds for the 2019-20 fiscal year; and
2. Receive an update on the status of the current Major City Goals (Attachment A, Section D);
and
3. Receive an update on the status of the Capital Improvement Plan (Attachment A, Section E);
and
4. Adopt a resolution (Attachment B) to approve the transfer of $380,000 from the City's
Capital Reserve to begin security related projects and to appropriate $179,910 of over -
realized development services revenue into the Development Services Designation; and
5. Approve one full-time equivalent (FTE) position in support of the reorganization of
Community Services departments.
DISCUSSION
The City's budget policiesl require that the City Council review the City's budget and financial
condition every six months. The mid -year review fulfills that purpose and allows
for adjustments to revenue and expenditure assumptions should the need arise.
The accompanying Mid -Year Budget report for 2019-20 provides a comprehensive overview of
the City's financial condition at the mid -point of the fiscal year. The report summarizes current
financial trends since the adoption of the FY 2019-20 budget in June 2019. The report's main
focus is on the General Fund; however, a high-level update is also provided for each of the City's
enterprise funds. The Mid -Year Budget report focuses on the current year and provides an
analysis of the assigned workload for each operating program. It outlines the achievements and,
where applicable, the challenges for each department. The report also includes the second of
three annual updates to the Major City Goals, the Capital Improvement Plan, and performance
and workload measures.
1 Pg. 19, 2019-2021 Financial Plan: Mid -Year Budget Reviews. The Council will formally review the City's fiscal condition,
and amend appropriations if necessary, six months after the beginning of each fiscal year.
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Item 16
As part of the Mid -Year Budget report staff recommends allocating $380,000 of Capital Reserve
Funding to be used for the security improvements on multiple City properties.
Additionally, staff is recommending the allocation of over -realized Development Services
revenues already exceeding the adopted budget into the development services designation. The
designation is used to fund temporary Development Services expenditures for the purpose of
timely processing of development permit applications. The Community Development
Department is seeing an unprecedented amount of permit activity and needs additional resources
to manage workload. Of the $455,895 available for appropriation, $179,910 is needed for
immediate resources and the remaining will be allocated to the designation for future resources.
See the Policy Context section for full policy information.
Report Organization
Section A: Mid -Year Budget Overview: Provides a narrative overview of the City's current
financial condition and the current revenue and expenditure trends. It also outlines
recommendations for budget changes moving into the remainder of FY 2019-20.
Section B: Financial Condition Summaries: Provides up-to-date budget versus actual
comparison of revenues and expenditures of all major funds. It also displays the recommended
changes to budget.
Section C: Operating Program Evaluations: Provides a performance evaluation on the
workload and core objectives of each operating program. This section of the report highlights
accomplishments and identifies any challenges between the resources allocated and the work
program objectives for each program.
Section D: Status of Major City Goals: Provides an update on the City's Major City Goal
Tasks and gives updated completion dates for tasks that were not yet completed during the
second quarter.
Section E: Capital Improvement Plan Update: Provides an update on the Capital
Improvement Plan and highlights projects that were completed in the first half of 2019-20.
Section F: Recent Financial Reports: Includes the latest Transient Occupancy Tax and Sales
Tax reports.
Reorganization and Request to create position
A key component of the Major City Goal for Fiscal Sustainability and Responsibility is focused
on achieving operational efficiencies by doing business differently. Following 12 input sessions
with all work groups that are maintenance focused and/or are based out of the Corporation Yard
as well as the Laboratory and the Water Resource Recovery Facility, it became overwhelmingly
apparent that a manager was needed full-time at the Corporation Yard to assist, support, and
identify efficiencies for the over 100 employees based out of that work area on a day-to-day
basis.
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Item 16
In addition to providing managerial support to six work programs, this position will focus on:
coordination of safety and security at the Corporation Yard, staff safety in the field and with
equipment; purchasing and receiving of goods; shared space and equipment management;
internal and external communications; training and staff development; contract management; and
coordination of cross departmental maintenance projects.
Also as part of the Org of the Future year one efforts, it has become apparent that a Business
Manager focused on process improvements, data analytics, and best practices to identify and
facilitate further efficiencies, is needed to lead teams and special projects in support of this
change project.
These two positions are fiscally neutral and result in only one added Full Time Equivalent (FTE).
The funding is a result of a reorganization in the Public Works Department, it is recommended
that the funding for the Deputy Director for Public Works (that is not the City Engineer) be
reallocated to fund these two positions. The funding from that position will be combined with
existing resources in the Community Services Group (approved with the adoption of the 2019-21
Financial Plan) to fund two positions. While fiscally neutral, and a "two for one", it does require
the addition of one FTE position, the Maintenance Operations Manager. Following the adoption
of the Comprehensive Annual Financial Report (CAFR) on March 17, 2020, Council will
consider one-time expenditures and this funding reallocation will be effective upon that
Resolution adoption. As the Deputy Director Position is presently filled, there will be one-time
allocation to contract with the incumbent for special projects purposes through the end of the
fiscal year.
Policy Context
Task 4 of the City's Major City Goal for Fiscal Sustainability and Responsibility outlines the
implementation of quarterly financial reports to Council to monitor fiscal performance, including
performance measures.
Under the City's Financial Reporting and Budget Administration policy, the City Manager may
allocate or designate 75% of over realized Development Services revenues exceeding adopted
budget for the current fiscal year for temporary Development Services expenditures for the
purpose of timely processing of development permit applications in the current fiscal year or
throughout life of applicable projects. Any and all City Manager authorized allocations and funds
set aside in a designation for future use, shall be reported to the Council on a semi-annual basis.
Public Engagement
Public comment on the item can be provided to the City Council through written correspondence
prior to the meeting and through public testimony at the meeting. The Mid -Year Review Report
for 2019-20 (Attachment A) will also be posted on the City's website for public review.
CONCURRENCE
The City's internal Financial Plan Steering Committee concurs with the recommendations
included in this report.
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Item 16
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this
report, because the action does not constitute a "Project" under CEQA Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: Yes
Funding Identified: Yes
Fiscal Analysis:
Budget Year: 2019-20
Funding Sources
Current FY Cost
Annualized
On -going Cost
Total Project
Cost
General Fund
Security Project
Development Services
$380,000
$180,000
N/A
N/A
$380,000
$180,000
State
Federal
Fees
Other:
Total
$560,000
N/A
$560,000
The attached Mid -Year Budget report provides a detailed listing of the changes in financial
positions in revenue and expenditures for all the City's funds. The table below shows the net
budget:
FY 2019-20
Net Change in Budget (thousands) Variance
Revenue Projection Increase + $ 643
Operating Budget Increases
Development Review (Over realized revenue funded) - $ 180
Security Enhancements (Capital Reserve funded - $ 380
Overall Change in Fund Balance $ 83
Overall the General Fund is expected to see a slight net increase of $643,000 in its revenue
sources based on the current trends in fee revenue and property tax forecasts. The anticipated
overall forecasted increases of $1.68 million are partially offset by reductions in cannabis tax and
fee revenue. This reduction is due to the delayed opening of cannabis retail stores within the
City.
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Item 16
With FY 2019-20, the City assigned $500,000 to a capital reserve to assist with unexpected
capital expenditures and cost increases for scheduled projects beyond budgeted allocations. Staff
recommends allocation of $380,000 for a project related to security measures at City properties.
Staff will return with recommendation to replenish the reserve with the 2020-21 Financial Plan
Supplement.
ALTERNATIVES
The Council could direct staff to not implement the proposed budget change recommendations.
Should the adjustments not be approved, the budget will remain unchanged compared to the
adopted supplemental budget. Staff does not recommend an unchanged budget due to updated
projections based on recent trend information.
Attachments:
a - Mid Year Budget Review FY 2019-20
b - Draft Resolution
Packet Page 161
id -Year Budget Review
Fiscal Year 2019-20
elm
Prepared by: -66
Natalie Harnett, Budget Analyst
Photo Credit: Brittany App
Item 16
2019-21 Financial Plan
MID -YEAR BUDGET REVIEW: 2019-20
February 2020
HEIDI HARMON, MAYOR
AARON GOMEZ, VICE MAYOR
CARLYN CHRISTIANSON, COUNCIL MEMBER
ANDY PEASE, COUNCIL MEMBER
ERICA A. STEWART, COUNCIL MEMBER
DEREK JOHNSON, CITY MANAGER
Prepared by the Department of Finance
Brigitte Elke, Director of Finance
Natalie Harnett, Interim Principal Budget Analyst
GAT Y 0
�0
ors 04
CI'I`Y OF SR111 LLLIS OBISPO
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Item 16
A. Mid -Year Budget Overview E. Capital Improvement Plan Update
A-1: Overview 2 E-2: CIP Status Quarter 2 67
A-2: General Fund Summary - Revenues 2 E-3: CIP Upcoming Projects 67
A-3: General Fund Summary - Expenditures 4
A-4: Conclusion 5
F. Recent Financial and Revenue Reports
B. Financial Condition Summaries Quarterly TOT Reports: Qtr 1 & 2 69
Sales Tax Newsletter: Calendar Qtr2 - 2019 71
13-1: Consolidated Financials 7
13-2: General Fund Revenue Detail 8
B-3: Operating Expenditure Details 11
C. Work Program Evaluations
14
Administration
16
City Attorney
20
Community Development Department
22
Fire Department
24
Finance Department
27
Human Resources
29
Parks and Recreation
31
Police Department
34
Public Works
36
Utilities
40
Transit
44
Parking
44
D. Status of Major City Goals
D-1: Overview 46
D-2: Housing 47
D-3: Sustainable Transportation 50
D-4: Climate Action 53
D-5: Fiscal Sustainability & Responsibility 57
D-6: Downtown Vitality 61
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Item 16
MID -YEAR BUDGET OVERVIEW
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Item 16
MID -YEAR BUDGET REVIEW
FISCAL YEAR 2019-20
SECTION A
A-1: OVERVIEW
The City's Budget and Fiscal Policies (Financial Plan Purpose and Organization Item G) calls for a formal financial
status report to the Council based on the first six months after the beginning of each fiscal year. The Mid -Year
Budget Review fulfills this requirement and allows the Council to take a broader look at the City's financial picture
at the mid -point of the fiscal year. This report focuses on the current fiscal year and provides an analysis of approved
and budgeted revenues and expenditures. It also outlines the achievements and the challenges for each department
and the City organization as a whole and provides a status of each adopted Major City Goal. Based on the review
and accompanying analysis, the City remains financially sound.
The report provides:
An analysis of revenue and expenditure trends since the adoption of the 2019-20 Budget, and recommended
revisions to revenue and expenditures assumptions (changes to financial position).
2. An update on performance measures and work programs for each department.
3. An update on the status of the Major City Goals.
4. An update on current CIP projects and a highlight of projects that have been completed as well as an outlook
into the remainder of FY 19-20.
A-2: GENERAL FUND SUMMARY - REVENUES
General Fund operating revenues are expected to supersede all prior year revenues. Although only 40 percent of
the projected revenue has been collected as of December 31, 2019, this is primarily due to the timing associated
with the City's largest revenue sources of sales and property tax. Excluding cannabis tax, all tax and franchise
revenues projections for 2019-20 remain as approved as they have been tracking as expected for the first half of
the year. The City has not yet received an updated sales tax forecast but based on current economic trends, the
projected budget amounts remain accurate for the tax and franchise revenues.
Based on this Mid -Year Review, the following are anticipated changes over previously projected figures in the
2019-20 Adopted Budget.
A. Property Tax. Based on an updated forecast from the County Assessor's office, property tax projections
were increased by $19,101.
B. Police Services. Police has revised revenue estimates upwards by $10,745. While some fee revenue
projections were slightly lowered, the deficit was made up by an increase in other fee types such as DUI
Cost Recovery. Looking at revenue trends over the past five years, the department was likely too
conservative in its projection for FY19-20.
Mid -Year Budget Review
Fiscal Year 2019-20
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Item 16
C. Fines and Forfeitures. Due to a clerical error, Fines and Forfeitures were double counted in both General
Government revenue and Police Services. These are fees that the City receives from the County as part of
the property tax roll. As part of the mid -year review, the budget was lowered by $150,470 accordingly.
D. Cannabis. Cannabis revenue projections, for both the tax and fees, had to be adjusted to reflect the new
assumptions on retail businesses opening in the City. Staff originally expected retail stores to be open in the
beginning of FY2019-20, but an updated projection expects the first business to open around the end of the
fiscal year. Fortunately, other fees are increasing at a rate to cover the losses from Cannabis revenue this
year.
E. Development Services. Development review revenues are challenging to forecast because there are so
many external factors (economy, construction costs, labor market, etc.) that could impact development
activity. As outlined in the first quarter financials, development service -related revenues are on track to
greatly exceed projections. The department will be increasing the revenue projections by about $1.6
million. While the original projections were conservative due to overall uncertainly in the economy, the
increase in development activity this year is unprecedented. In order to keep up with the temporary
workload, staff is requesting the use of one-time over -realized revenue to fund additional temporary
development services resources to keep pace with review standards (Budget Policies / Financial Reporting
and Budget Administration / Letter D — 2019-20 Financial Plan page 19).
Financial Policy for Development Services Revenue: On June 17, 2014, the City Council revised the fiscal
policies to provide for the City Manager to allocate up to 75% of Development Services over -realized
revenues to acquire temporary resources for the timely processing of development applications and other
permit processing activities. The policy calls for the allocated revenues to be reported to the City Council on
a semi-annual basis as part of the mid -year and annual budget presentations.
Based on year-to-date revenues, staff recommends the following appropriation:
1. Planning & Zoning Fee
$
480,000
$
447,847
2. Development Review Fees
$
166,000
$
291,837 $ 125,837
3. Building Permits
$
2,263,000
$
1,376,076
4. Code Enforcement Fees
$
82,000
$
49,012
5. Fire Plan Check Services
$
399,000
$
163,301
6. Plan Check Fees
$
994,000
$
932,860
7. Infrastructure Plan Check
$
923,000
$
1,405,023 $ 482,023
8. Encroachment Permits
$
305,000
$
150,826
9. Engineering Dev Rev Fees
$
120,000
$
72,491
Total Development Review
$
5,732,000
$
4,889,273 $ 607,860
Over -realized Revenue
Available for appropriation (75%)
Appropriate to Development Services Designation
for Immediately Requested Resources*
*See expenditures section for more detail
$ 607,860
$ 455,895
$ 179,910
Mid -Year Budget Review
Fiscal Year 2019-20
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Item 16
A-3: GENERAL FUND SUMMARY - EXPENDITURES
There are no significant expenditure variances impacting projected fund balances based on data through the end
of December 2019. The second- and third -year reductions from the City's fiscal health response plan were included
in the adopted 2019-20 Financial Plan and are on track based on the expenditure review. The Department overviews
included in Section B provides details on how operations are maintaining within allocated resources but do address
potential challenges. The requests below address items affecting the General Fund operating budget to be paid
from over -realized development services fees as outlined above.
Table
Development
1. Code Enforcement Officer/Tech —Additional resource help with the workload specific to $12,194
enforcement of homestays 64 non -compliant homestays. This officer can also assist with
the educational outreach program for safe rental housing. The outreach program is part
of the direction Council provided in November 2017.
2. Contract Administrative Assistant (Community Development Department) - Additional $20,878
resource to help with scheduling inspections and performing project management tasks
to keep inspectors in the field.
3. Contract Building Permit Technician — Additional resource to support elevated workload $27,000
at the Building Permit Counter. The intake at the front counter, backlog of permits, and
responding to customer inquiries via phone and email leave little time to complete
permit work on a timely manner.
4. Transportation Staffing Augmentation - Additional contract staff to support the $90,000
Transportation division in 2020 during anticipated staff leaves of absence.
S. Fire Inspection Software "MobileEyes" — Replacement software that will provide $29,838
increased work efficiencies and allow for faster turnaround times for development
review activities. The target for this department is to complete 80% of development
review activities within published cycle times. The Fire Department is currently only
meeting cycle times 57.8% of the time, largely due to the current software that is not
meeting needs and was not designed for fire department field inspectors.
Total $179,910
In addition to these fee revenue funded expenditures, staff recommends allocating capital reserve funding for
immediate safety needs as outlines below.
Table
Capital Reserve Funded
City Property Security - Project to improve safety in several City office locations (windows, doors,
and Council dias) with ballistic resistant material. This project will enable the City to be prepared
during unforeseen emergency situations. The total budget is based on ten building locations, $380,000
City staff may choose to alter the recommendation which may decrease project costs.
Capital Reserve Balance: $500,000
Security Project: $380,000
Remaining: $120,000
Mid -Year Budget Review
Fiscal Year 2019-20
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Item 16
A-4: CONCLUSION
The 2019-20 mid -year review indicates that the City continued to experience economic growth during the past six
months. Expenditures and revenues remain on track and only minor adjustments were made to the budget. The
overall change results in a positive variance of about $83,000.
Revenue Projection Increase + $ 643
Operating Budget Increases
Development Review (Over realized revenue fund - $ 180
Security Enhancements (Capital Reserve funded) - $ 380
Overall Change in Fund Balance + $ 83
The Financial Plan Steering Committee and Department Heads will be prepared to respond to any questions the
Council may have regarding this report at the February 18, 2020, meeting. If you have any questions in the interim,
or require additional information, please do not hesitate to contact the Finance Director, Brigitte Elke, at 805-781-
7125 or the City's acting Principal Budget Analyst Natalie Harnett at 805-781-7128.
Mid -Year Budget Review
Fiscal Year 2019-20
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Item 16
FINANCIAL CONDITION SUMMARIES
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Item 16
SECTION B-1: Consolidated Financials
Tax & Franchise Revenue
$
63,676
$
22,955
36%
$ 63,110
$
(566)
Service Charges
General Fund
$
13,660
$
9,467
69%
$ 14,870
$
1,209
Water Service Charges
$
22,386
$
12,383
55%
$ 22,386
Sewer Service Charges
$
17,432
$
8,788
50%
$ 17,432
Parking Service Charges
$
5,343
$
2,196
41%
$ 5,343
Transit Revenue 1
$
4,116
$
543
13%
$ 4,116
Assessment Revenue
$
1,866
$
1,042
56%
$ 1,887
$
Proceeds from Debt Financing
Water Fund
$
5,500
$
-
0%
$ 5,500
Sewer Fund
$
64,311
$
9,249
14%
$ 64,311
Parking Fund
$
-
$ -
Total
$
198,290
$
66,623
34%
$ 198,954
$
643
1 - Over 50% of Transit Revenue is from the State or Federal Government and has not yet been collected.
Table B 1.2
Expenditures Combined (in thousands) -.'
Adopted
Year-to-clate
Fiscal Year
1 1
%
Revised
Budget
Mid
Amendments
Year
General Fund
$
Budget16
75,550
$
35,406
47%
$ 76,110
$
560
Business Activities
Water Fund 1
$
33,111
$
22,385
68%
$ 33,111
$
-
Sewer Fund 1
$
79,704
$
75,223
94%
$ 79,704
$
Parking fund 1
$
5,572
$
3,032
54%
$ 5,572
$
Transit Fund 1
$
4,098
$
3,727
91%
$ 4,098
$
Special Revenue
Tourism Assessment $ 1,533 $ 1,218 79% $ 1,533 $
Downtown Assessment 2 $ 260 $ 264 102% $ 260 $
Total 199,828 141,256 71% $ 200,388 $ 560
* Consumption = Expenditures and commitments.
1 - A significant amount of Enterprise Fund expenditures are made as large one time contract services payments. Spending is on track for all funds as of mid -year.
2 - Downtown Assessment Revenue is collected by the City upon Business license renewals and paid to the Downtown Association. Almost all revenue was collected in
July during the renewal period, so 102% expended is not a significant variance.
Staffing
$
63,756
$
33,650
53%
$
63,936
$ 180
Contract Services
$
23,916
$
22,564
94%
$
23,916
$ -
Other Operating Expenditures
$
15,123
$
2,798
18%
$
15,123
$ -
Capitallnvestment
$
86,575
$
12,025
14%
$
86,955
$ 380
Debt
$
10,458
$
5,210
50%
$
10,458
$ -
Total
$
199,828
$
76,247
38%
$
200,388
$ 560
* Consumption = Expenditures and commitments
7 Packet Page 171
Item 16
SECTION 13-2: General Fund Revenue Details
Tax & Franchise Revenue
Sales & Use Tax
Local Revenue Measure G
Safety Prop 172
Property Tax
Transient Occupancy Tax
Utility User Tax
Franchise Fees
Business Tax
Gas Tax (SB1)*
Cannabis Tax
Total Tax/Franchise
Special Revenue Funds
Fines and Forfietures
Vehicle Code Fines
Misc Forfeit & Penalties
Total Fines and Forfeitures
Investment and Property Revenues
Interest on Investment
MV Gain/Loss
Gain Loss on Investment
Rents & Concessions
Total Investment & Property
General Government Revenue
Business License
Cannabis
Miscellaneous Sales
Other Service Charges
Special Events Insurance
Disab. Ins. Reimb (CEA)
Other Revenue
Total General Government
Homeowner Prop Tax Relief
City Housing Authority
State Sb90 Refunds
Police Trng Grant (Post)
Mutual Aid Reimbursement
Law Enf. Sb3229 Grant
Zone 9 Streambed Clearance
SB1090 (Diablo)`
AB939 Reimbursement
Other Grants
Subventions & Grants
Key: No variance
Variance
i Siziificantvariance
1 17,675,000
6,061,734
34% 0
17,675,000 -
1 7,840,000
2,783,943
36% 0
7,840,000 -
385,000
185,393
48% 0
385,000 -
2 17,921,000
3,293,304
18% 0
17,940,101 19,101
8,033,000
3,911,660
49% 0
8,033,000 -
5,854,000
2,644,804
45% 0
5,854,000
1,558,000
662,002
42% 0
1,558,000
3 2,942,000
2,957,287
101% 0
2,942,000
818,000
451,543
55% 0
818,000
650,000
2,983
0% 0
64,400 (585,60C
4
4
4
3
112,800
43,675
39% U
112,800
34,800
8,781
25% i
34,800
147,600
52,456
36%
147,600
230,000
1,900
1% 0
230,000
0% 0
0% 0
151,716
40,472
27% 0
151,716
381,716
42,372
28%
381,716 -
407,218
416,496
102% 0
407,218
400,000
68,139
17% 0
100,000 (300,000)
2,677
296
11% 0
2,677
32,125
3,706
12% 0
32,125
9,400
4,793
51 % 0
9,400
18,800
1,096
6% 0
18,800
302,000
15,414
5% 0
302,000
1,172,220
578,079
49%
872,220 (300,000)
11,363
•
-
18,897
•
54,149
•
-
208,933
•
10,948
•
6,896
•
1,820,000
1,819,341
100%
1,820,000
56,391
•
-
74, 349
•
-
2,720,000
2,261,267
83%
2,720,000
$ Packet Page 172
SECTION 13-2: General Fund Revenue Details
Item 16
Key: No variance
Variance
i Siziificantvariance
Fees for Service
Police Services
Fines and Forfeitures
5 150,470
-
-
(150,470)
Accident reports
3,400
2,030
60%
3,400
Collision Investigation
8,000
2,799
35% ` '
8,000
Alarm Permits (Contract)
100,000
60,640
61%
100,000
-
DUI Cost Recovery
21,417
15,958
75%
34,000
12,583
Witness Fees
1,606
2,490
155%
3,000
1,394
Police Dept Permits
7,511
2,803
37%
7,000
(511)
Property Release Fee
1,071
249
23%
200
(871)
Tow Release Fee
12,850
6,391
50%
11,000
(1,850)
Second Response
1,071
427
40%
1,071
Tobacco Permits
6 21,417
-
0% ` '
21,417
Administrative Citations
152,833
106,575
70%
152,833
Parking Citation-Pd Issu
6 75,000
-
0% "
75,000
Other Police Revenue
188,426
70,559
37%
188,426
Total Police Services
745,072
270,921
36%
605,347
(139,725)
Fire Services
Cal Poly Fire Services
304,973
162,142
53% ` '
314,937
9,964
Medical Er Recovery
185,253
48,602
26%
194,409
9,156
R1 Inspection Fees
260,000
134,004
52% •
260,000
-
Other Fire Dept. Revenue
5,890
3,386
57% •
5,890
Fire Dept Permit Fees
100,000
107,430
107% •
100,000
Fire Plan Check
399,000
163,301
41% "
399,000
Fire Alarm Permits
2,677
2,257
84% ` '
2,677
Cupa Inspection Fees
140,000
164,926
118%
140,000
-
Total Fire Services
1,397,793
786,048
56%
1,416,913
19,120
Development Review
Planning & Zoning Fee
480,000
447,847
93% •
624,000
144,000.00
Development Review Fees
166,000
291,837
176% ♦
269,000
103,000.00
Building Permits
2,263,000
1,376,076
61%
2,263,000
-
Code Enforcement Fees
82,000
49,012
60%
82,000
-
Plan Check Fees
994,000
932,860
94% •
1,500,000
506,000.00
Infrastructure Plan Check
923,000
1,405,023
152% •
1,800,000
877,000.00
Encroachment Permits
305,000
150,826
49% •
305,000
-
Engineering Dev Rev Fees
120,000
72,491
60% `_'
120,000
-
Total Development Review
5,333,000
4,725,972
89%
6,963,000
1,630,000
9 Packet Page 173
Item 16
SECTION B-2: General Fund Revenue Details
Key: No variance
Variance
! SiQnificantvariance
Parks and Recreation
Adult Athletic Fees
120,000
36,221
30% •
120,000
Youth Athletic Fees
37,945
20,761
55% •
37,945
Instruction Fees
80,000
29,922
37% •
80,000
Spec Event -City Sponsore
81,859
15,876
19% •
81,859
Spec Events-App/Permit
30,000
19,221
64% •
30,000
Library Rental
17,453
9,529
55% •
17,453
Indoor Rental & Use Fees
51,795
26,449
51% •
51,795
Outdoor Rental & Use Fee
112,598
47,652
42% •
112,598
Child Services/Day Care
662,000
324,642
49%
662,000
Youth Services Camps
-
•
Daily Use Fees
109,220
46,537
43% •
109,220
Swim Instruction Fees
67,559
15,494
23% •
67,559
Multi -day Pass
37,157
19,626
53% •
37,157
Therapy Pool Fees
9,796
3,979
41% •
9,796
Other Pool Revenue
54,047
19,199
36% •
54,047
Driving Range Fees
11,485
5,302
46% •
11,485
Sales Non -Taxable
1,527
•
Golf Green Fees
220,000
84,718
39% •
220,000
Private Golf Lesson Fees
2,252
-
0% •
2,252
Merchandise/Food Sales Taxabl
15,764
5,484
35% •
15,764
Golf Rental Fees
10,359
3,621
35% •
10,359
Golf Cart Rentals
28,262
11,541
41% •
28,262
Other Golf Revenue
1,120
•
Other Park & Rec Revenue
3,378
1,273
38% •
3,378
Total Parks and Recreation
1,762,929
749,694
43%
1,762,929
Total General Fund Revenue 77,336,330 32,421,462
* Special Revenue Funds
1 July -November Sales Tax Revenue
2 The majority of property tax has not been received yet.
3 Almost all Business License and Tax revenue is collected during the renewal period in July.
4 Interest allocations have not been entered.
5 Fines and Forfeitures were being double counted in original Financial Plan projections.
6 Collected or allocated once annually. Not a sign of significant variance.
42% 1 77,979,226 642,896
10 Packet Page 174
Item 16
SECTION B-3: Operating Expenditure Details
Administration & IT
7,880,765
732,583
8,613,348
5,043,375
59%
8,613,348
-
Contract Services
2,840,264
685,881
3,526,145
2,511,204
71%
31526,145
-
Other Operating Costs
769,981
46,701
816,682
362,947
44%
816,682
-
Staffing
4,270,520
-
4,270,520
2,169,225
51%
4,270,520
-
City Attorney
827,237
164,899
992,136
601,779
61%
992,136
-
Contract Services
31,000
164,804
195,804
197,215
101%
195,804
-
Other Operating Costs
16,660
95
16,755
9,672
58%
16,755
-
Staffing
779,577
-
779,577
394,892
51%
779,577
-
Community Development
5,453,535
700,539
6,154,074
2,869,031
47%
6,214,146
60,072
Contract Services
714,977
662,761
1,377,738
729,605
53%
11437,810
60,072
Other Operating Costs
113,555
1,012
114,567
40,228
35%
114,567
-
Staffing
4,625,003
36,766
4,661,769
2,099,198
45%
41661,769
-
Finance
3,071,004
32,552
3,103,555
1,262,266
41%
3,103,555
-
Contract Services
540,660
32,445
573,105
329,315
57%
573,105
-
Other Operating Costs
195,747
106
195,853
92,652
47%
195,853
-
Staffing
2,334,597
-
2,334,597
840,299
36%
2,334,597
-
Fire
13,051,071
117,440
13,168,511
7,273,202
55%
13,198,349
29,838
Contract Services
327,862
61,608
389,470
233,030
60%
419,308
29,838
Other Operating Costs
424,401
55,832
480,233
280,470
58%
480,233
-
Staffing
12,298,808
-
12,298,808
6,759,702
55%
12,298,808
-
Human Resources
1,394,945
1,812,897
3,207,843
2,558,983
80%
3,207,843
-
Contract Services
286,700
1,830,854
2,117,554
2,028,488
96%
21117,554
-
Other Operating Costs
33,600
1,043
34,643
12,056
35%
34,643
-
Staffing
1,074,645
(19,000)
1,055,645
518,440
49%
1,055,645
-
Parks & Recreation
4,434,161
125,301
4,559,462
2,353,244
52%
41559,462
-
Contract Services
509,859
124,489
634,348
362,013
57%
634,348
-
Other Operating Costs
406,490
812
407,302
237,489
58%
407,302
-
Staffing
3,517,812
-
3,517,812
1,753,742
50%
3,517,812
-
Police
18,012,060
110,812
18,122,871
10,442,961
58%
18,122,871
-
Contract Services
786,282
98,003
884,285
559,477
63%
884,285
-
Other Operating Costs
343,040
12,808
355,848
222,729
63%
355,848
-
Staffing
16,882,738
-
16,882,738
9,660,755
57%
161882,738
-
Public Works
13,305,518
663,921
13,969,439
8,375,352
60%
14,059,439
90,000
Contract Services
3,010,650
602,948
3,613,598
2,552,418
71%
3,613,598
-
Other Operating Costs
1,444,195
85,331
1,529,526
1,166,507
76%
1,529,526
-
Staffing
8,850,673
(24,358)
8,826,315
4,656,427
53%
81916,315
90,000
Solid Waste (Utilities)
173,541
-
173,541
65,911
38%
173,541
-
Contract Services
28,000
(1,000)
27,000
6,463
24%
27,000
-
Other Operating Costs
18,510
-
18,510
1,012
5%
18,510
-
Staffing
127,031
1,000
128,031
58,436
46%
128,031
-
* Consumption = expenditures and commitments.
Packet Page 175
Item 16
SECTION 13-3: Operating Expenditure Details
No budget revisions were made to the following funds
Water
20,171,005
(2,512,245)
17,658,760
8,322,593
47%
Contract Services
15,061,680
(2,544,590)
12,517,090
5,664,870
45%
Other Operating Costs
929,500
68,345
997,845
510,069
51%
Staffing
4,179,825
(36,000)
4,143,825
2,147,654
52%
Sewer
7,453,561
120,020
7,573,581
3,481,494
47%
Contract Services
1,836,138
16,605
1,852,743
1,148,557
63%
Other Operating Costs
1,281,740
103,415
1,385,155
737,337
58%
Staffing
4,335,683
-
4,335,683
1,595,599
37%
Parking
2,634,041
193,103
2,827,144
1,697,426
64%
Contract Services
1,138,106
57,663
1,195,769
850,703
75%
Other Operating Costs
208,100
131,740
339,840
143,325
69%
Staffing
1,287,835
3,700
1,291,535
703,398
55%
Transit
3,852,822
448,362
4,301,184
3,725,200
97%
Contract Services
3,133,662
445,598
3,579,260
3,211,393
102%
Other Operating Costs
376,800
2,763
379,563
346,023
92%
Staffing
342,360
-
342,360
167,785
49%
Total Enterprise Funds
34,111,429
.0
.0
* Consumption = expenditures and commitments.
No budget revisions were made to the following funds
Table•
-
SPECIAL REVENUE AND
A.
Adjusted
TYD
Adopted Budget
% Consumed
OTHER FUNDS
Encumbrances
Budget
Downtown BID
260,400
3,825
264,225
264,225
100%
Contract Services
260,400
3,825
264,225
264,225
100%
Tourism BID
1,533,586
163,241
1,696,827
1,211,617
71%
Contract Services
1,265,000
136,602
1,401,602
1,079,640
77%
Other Operating Costs
64,786
26,639
91,425
7,403
8%
Staffing
203,800
-
203,800
124,574
61%
Boysen Ranch Conservation
7,500
7,250
14,750
-
0%
Contract Services
7,500
7,250
14,750
-
0%
Insurance ISF Fund
-
4,410,000
4,410,000
281,724
6%
Transfers in
-
4,410,000
4,410,000
-
0%
Liability Insurance
-
1,784,671
1,784,671
281,724
16%
Workers Comp Insurance
-
2,625,329
2,625,329
-
0%
* Consumption = expenditures and commitments.
Packet Page 176
Item 16
WORK PROGRAM EVALUATIONS
13 Packet Page 177
Item 16
SECTION C
Operating Program Evaluations
Fiscal Year 2019-20 marks the second year of the Fiscal Health Response Plan (FHRP). The framework was
implemented to respond to the long-term fiscal impacts of the significant increases in required pension
contributions to the CaIPERS retirement system. All departments were asked to find operating reductions
and new ways of doing business. At the same time, many of the service departments saw an increase in
workload activity due to a growing economy and programmatic demands. During this period of transition,
departments have been critically evaluating their resources and workload needs to highlight areas of
concern.
Departments constantly operate in an environment of knowns and unknowns and the budget preparation
considers that type of environment. Most day-to-day tasks fall into the category of known tasks with
known workload associated. In addition to day-to-day activities, departments expect and budget for some
level of unknown. When unexpected projects with unknown associated workload emerge, divisions may
experience a resource imbalance.
Table C 1.1 Task to Workload Analysis
Activities
Known
Work program's core operations,
o
Y
services & some elements of MCG's
Same
ca
O
Y
p
CVRA, Vaping, Litigation, High
Climate policies, Prado Road
Profile Media Issues, Labor
3
Overpass, Cannabis Policy, Innovatic
Negotiations, Diablo Canyon
0
`r
Transportation Projects, Technology
Decommissioning, Personnel
j
Projects, Cal Poly Master Plan,
Matters, Housing Legislation,
Development Projects, PBID
Homeless Court Cases & State
Mandates, Grand Jury Inquiry
As part of the mid -year review, departments evaluated the core objectives of each program's
performance on the following scale:
Green indicates that the program is managing workload with the appropriated budget for current work
program tasks.
O Yellow indicates that a program is managing workload with the appropriated resources but may
need additional resources or objective recalibration in the future to maintain long term work program
tasks. This could be due to higher than normal activity and does not indicate ongoing need. These
programs will be monitored closely over the next quarter.
Red indicates that a program is not currently meeting objectives and needs either additional
resources or recalibration to manage workload. This could be due to higher than normal activity or may
indicate ongoing need. Solutions are provided for each of these programs.
14 Packet Page 178
Item 16
Graph C 1.2: Operating Program Status Overview
■ Red Yellow ■ Green
The pie graph above shows that most programs are operating well within the appropriated resources. Of
the 72 operating programs within the City, seven have been categorized as needing additional resources
or recalibration. The department sections on the following pages go into detail on each of the programs.
Operating Program Highlights
In addition to normal workload, City operating programs have accomplished many projects and
objectives over the last six months. Some of these highlights include:
Launching of the Police Patrol Online Reporting Tool in November 2019
Further implementation of Oracle Human Capital Management system ("Motion")
Executing an Agreement for Allocation of Construction Financing Costs for the Animal Shelter
Continued support for SLO Forward initiative
Bringing forth a Study Session and Ordinance to prohibit the sale of e-cigarettes in the City
Navigating Cannabis business regulation and permitting
Completion and Adoption of the Miossi Open Space Conservation Plan
Enrollment in the Monterey Bay Community Power (MBCP) program
Launching the CivicSpark Fellowship Program, Sustainability Internship Program and Watershed
Stewards Program
Completion of four major Network Services projects: firewall hardware replacement, VPN
hardware replacement, network core warranty extension, and Fire Eye Proof of concept
Legal support in: Development Agreements, California Voting Rights Act (CVRA)
Completing enhancements to accessible regional transit, bicycle, and pedestrian mobility.
Creation of a Solid Waste Recycling program
Launching new community services pilot programs (Food Truck Night, Yoga at the Jack House,
etc.)
40t" Anniversary of the SLO Swim Center
Launching a new online business license application platform
15 Packet Page 179
Administration Department
Item 16
Administration Department
Performance Measure Update
FY20 Update
Maintain the City Network Reliability Uptime Status 99.9% 99.9%
The indicator is expressed as the percent of uptime each year that the City's core network is online and
available 99.999% of the time (no more than eight hours per year of unscheduled and uncontrollable
downtime).
Open City Hall Participant Satisfaction Rating
90%
93%
Open City Hall is the City's main online platform for civic engagement. A variety of topics are regularly
posted, and each member of the public is asked to complete a brief satisfaction survey regarding their
experience using the tool. Regular use of Open City Hall by both the staff and public is a cost-effective
way to increase engagement. Currently, the City has a 93% overall satisfaction rating from participants
of Open City Hall.
Sales and Transient Occupancy Tax Revenue
$33,932,000
$33,932,000
These tax revenue projections remain the same as originally adopted in the budget. Sales Tax and
Transient Occupancy Tax revenues projections for FY 2019-20 were projected to be 1.8% and 2% higher
than FY 2018-19.
Workload
facilities receiving IT support
• Target
31
As of Dec 31, 2019
31
Data backed -up in Gigabytes
78,200
109,000
Number of GIS layers maintained
905
905
Contacts with businesses regarding starting, expanding and
staying in the City
50
30
Promotional contracts administered
50
25
Regular and special Council Meetings held
24
11
City Manager Reports reviewed
230
67
Council agenda reports processed
266
105
Public Records requests processed
472
178
Community partnership contracts administered
12
12
16 Packet Page 180
Item 16
Administration Department
Work Program•
City Administration
The City Administration Department is categorized as yellow due to unexpected recent claims the
City received in association with the California Voting Rights Act. Staff has submitted a pending SOBC
for additional resources to accomplish tasks related to these claims. In October, staff updated the
City's website e-notification tool to broaden the City's web presence and ensure that the community is
receiving the most current information about the priorities they care most about. Additionally, in
December, staff released the first issue of Community News, the City's e-newsletter created to keep
the community informed about important news, services, programs, projects and more going on in our
beautiful community. In November, staff executed an amendment to the Agreement for Allocation of
Construction Financing Costs for an Animal Services Shelter to continue the process of funding a new
animal services shelter to provide emergency and non -emergency response for injured and stray
animals throughout the County. Staff continued to provide support for the SLO Forward initiative
including completing a resident survey and focus groups, a retail market analysis and a City Council
agenda item to receive additional direction. Staff also brought forward a study session and ordinance
to prohibit the sale of e-cigarettes in the City, supported the work of the Revenue Enhancement
Oversight Commission and represented the City in the process to complete the 2020 Census.
Cultural Activities
The City has continued to support the City -County Library and the Performing Arts Center (PAC). The
City provides an annual contribution to operating costs as well as various capital improvements for the
library, including the remodel and roof project that was completed in the summer of 2018 . The City is
also a partner with Cal Poly and the Foundation for the Performing Arts (FPAC) in the operation of the
Performing Arts Center. Operations are overseen by the Performing Arts Commission, with the Mayor
and the City Manager serving as the City's representatives.
Economic Development
This program is categorized as green because although the program currently has a vacancy in the
position of the Economic Development Manager, there are resources available to fill this vacancy and
accomplish tasks outlined in the program's workplan. The Economic Development program has been
active with implementation of the Downtown Vitality Major City goal. In the last six months the
program has executed agreements with the SLO Hothouse, Downtown SLO, the Economic Vitality
Corporation of SLO County, and the SLO Chamber of Commerce to support businesses downtown and
throughout the City. In October, City staff executed an additional agreement with Downtown SLO to
launch a one-year pilot program for an additional Ambassador to be added to their Clean and Safe
program. The new ambassador engages in business education and homeless outreach as well as
expanded and more frequent cleaning activities in the downtown. The Economic Development Program
has also led the implementation of the Cannabis Business Program. In 2019, four final operator permits
were granted; two retail permits were granted, the remaining retail permit will be granted in 2020
pending final approval through the permitting process, one non -storefront delivery permit was granted,
and one microbusiness permit was granted. The City's first cannabis business opened in November
2019. The Cannabis Business Program also opened another application period from January 2020 to
February 2020 and will also hold its yearly application period in July 2020.
Office of Sustainability
The Office of Sustainability has been active with implementation of the Climate Action Major City Goal.
Key initiatives that have been undertaken include the "Clean Energy Choice Program" that was taken
to City Council in September and the Climate Action Plan Update, which was the subject of a City Council
study session in December. The CivicSpark Fellowship Program, Sustainability Internship Program, and
17 Packet Page 181
Item 16
Administration Department
Watershed Stewards Program were all started over the summer and placed outstanding young
professionals that are accruing additional capacity to the Office of Sustainability. Staff worked closely
with Monterey Bay Community Power (MRCP) on the City of San Luis Obispo's enrollment and public
relations, and the City Manager and Mayor have served on MBCP's Operations and Policy Boards,
respectively. The Miossi Open Space Conservation Plan was completed and adopted, while the City
also applied for and was awarded a $3 million grant from the State of California's Sustainable
Agricultural Lands Conservation Program for the purchase of a conservation easement that will protect
most of the balance of the ranch as a "phase II" project. Final permits were received for the Laguna
Lake Dredging and Sediment Management Project and the Public Works Department has completed
the plan set for contractor bidding and received City Council authorization to issue a Request for
Proposals for project implementation. As the Climate Action Plan Update and Clean Choice Energy
Program are behind schedule due to unforeseen circumstances, it is anticipated that some work
program items in the Climate Action Plan Major City Goal scheduled for year two will be started late
and their final delivery may spill over to the 2021-23 Financial Plan period.
Community Promotion
The Community Promotions program has been on target in accomplishing work efforts through the
Promotional Coordinating Committee. The PCC rounded out the FY 18-19 Cultural GIA program through
the processing of final reports, entered into an agreement for the FY 19-20 grants, and have prepared
to open the FY 20-21 in February. In partnership with the TBID, they approved a strategic
communication plan aimed at communicating the value of the "live, play and visit" pillars of San Luis
Obispo and within the first half of FY 19-20 have secured 44 media placements and potential reach of
over 136 million. The PCC continues to partner on the downtown Visitor Center which saw an increase
of 6% in traffic during the first half of FY 19-20. Lastly the PCC promoted the things to do in SLO through
the SLO Happenings Calendar which saw an 10% increase in web traffic compared to the previous year.
Tourism and BID Promotion
During the first 6-months of FY 19-20 the TBID Board adopted and began implementing the second year
of their 2-year TBID Marketing Plan. This plan includes the development of a new seasonal Fall
promotion called Sip, Stay & Save in partnership with the SLO Coast Wine Collective. As a result of the
promotion there were 95 room nights booked. The TBID implemented a new quarterly event
sponsorship application process which resulted in the approval of funding for 9 events (of which 2 have
declined the funding offered). In partnership with the PCC, the TBID approved a strategic
communication plan aimed at communicating the value of the "live, play and visit" pillars of San Luis
Obispo and within the first half of FY 19-20 have secured 44 media placements and potential reach of
over 136 million. In FY 19-20, to date the TBID has developed and adopted the work plan for the TBID
Strategic Plan.
Downtown SLO BID Administration
The Downtown Business Improvement District (DBID) has provided the resources to the Downtown SLO
to host a variety of special events, including Farmers' Market, concerts at Mission Plaza, and the annual
downtown parade. The resources also help support downtown maintenance & beautification efforts,
economic development and sustaining Downtown SLO as an organization.
City Clerk
The City Clerk's office has been active throughout the first half of FY 19-20 with agenda preparation,
equipment upgrades, and an uptick in public records requests. The program is categorized as yellow
due to unexpected recent claims the City received in association with the California Voting Rights Act.
Staff has submitted a pending SOBC for additional resources to accomplish tasks related to these
claims. The Clerk's office prepared the agenda for 11 City Council meetings and processed 105 Council
Agenda Reports. Additionally, the program continues to see an increase in the number of public records
18 Packet Page 182
Item 16
Administration Department
requests; since July 1 we have received and responded to 178 records requests. Lastly, over the last
quarter the Clerk's Office has overseen the project of upgrading the audio/video equipment in the
Council Chambers. This project is 90% complete and it will improve the viewing experience for
community members on both Channel 20 and online.
IT Network Services
Network Services has completed four major projects in the last six months — our firewall hardware
replacement, VPN hardware replacement, network core warranty extension and FireEye proof of
concept. This program is categorized a yellow because the program currently has a vacant position,
but there have been difficulties in filling the position. Network Services has also completed our switch
to a next generation antivirus platform for all desktop systems. Each of these projects will enhance the
City's security posture with respect to bad actors, both internal and external to the City's network. The
Network Services Control Systems Administrators have been active in bringing new water distribution
infrastructure online, completed a comprehensive review of available SCADA software in the market,
chosen a new SCADA platform for the Water Treatment Plant upgrades, and have been an integral part
in the Wastewater Resource Recovery Facility upgrade planning.
IT Support Services
IT Support Services handled 1,782 support tickets for the 6-month period. These tickets covered the
entire range of our support activities, including hardware and software installation, upgrades, and
troubleshooting. IT Support Services brought on two interns in the middle of the period to help with
the current workload, and they have been a great asset to the City. Support services included creation
of new Laserfiche workflows to enable users to be more efficient with their workload.
IT Information Services
This program is categorized as yellow because staff are heavily impacted with the continued
implementation of the Motion Project and system upgrades. Additionally, resources are needed to
continue the position of Project Manager which only has funding through June 2020. Staff has
submitted a pending SOBC for additional resources related to these tasks. A Technology Project
Manager was hired to continue support of the Motion Project for the City and is working through a
stabilization and improvement plan. Information Services enhanced services by migrating the GIS
database to an SQL High Availability Group, upgrading GIS services for resiliency to provide map services
for the City's enterprise applications and began migrating from ArcMap to ArcGIS Pro which has many
additional capabilities. Staff has established a GIS Portal used for various online applications and
created internal dashboards that enable users to make informed decisions. Also, the GIS data for the
Active Transportation Plan was updated to include travel -distance analysis of walking and biking to
downtown.
19 Packet Page 183
City Attorney
Item 16
City Attorney Department
Citation Appeal Process Completed Within 70 Days 1 70% 1 52%
Of the 31 appeals that proceeded to the decision stage, 52% met the goal of having their decision issued
within 70 days of the City receiving the appeal. As that number does not account for appeals that were
subsequently withdrawn by the appellant; made moot by the voiding of the underlying citation after
City Attorney review; or rejected as defective, incomplete or untimely, going forward, tracking of
appeals will be modified to reflect the processing times for all appeals received. The primary reasons
for delayed decisions to date are customer service based (scheduling accommodations to allow for
student holidays and summer break, as well as the scheduling needs of the City's entirely volunteer
hearing officers).
Claims Against the City Received that Resulted in Litigation <5% 2%
One claim against the City was taken to Small Claims court where the case was decided in favor of the
City (no money was awarded to the claimant).
Liability Claims Against the City Reviewed
70
36
Resolutions/Ordinances Reviewed
105
51
Regular & Special Council Meetings
28
13
Planning Commission Meetings
18
8
Public Records Requests Received by the City
665
169
Administrative Citation Appeals Received by the City
150
63
As the department's only program, servicing all the legal needs of the City Council, departments, and
advisory bodies, while also providing legal advice and support to the implementation of very
ambitious, multi -departmental work programs, staff are often overwhelmed by the demands on their
time. This workload has been increasing and the usual workload management approach of the three
regular employees, with additional assistance "as needed", requires adjustment. The contract and
supplemental attorneys and administrative staff brought in since 2016 have helped the department
keep up with demand, but volume and complexity have continued and increased. The office is
understaffed for the volume of work, and the quality of work expected of staff cannot be maintained
at current levels.
An SOBC request may be made to allow for the hiring of an additional, full-time administrative analyst.
At budget supplement (adopted June 2020) a request is planned to allow for the hiring of an additional,
full-time deputy city attorney, and possibly a full-time legal assistant. These would be contract
employees (terms through June 2021) with the intention to request that City Council make them regular
staff in the next financial plan. By building out the department staff from three to six, at the same time
that workload intake and process improvements are implemented, the hope is to gain control of the
workload and allow staff to complete known tasks while also responding to emerging work that
20 Packet Page 184
Item 16
City Attorney
demands the attention of the department. The Department's work is primarily non -discretionary. Most
recently, the significant work included the California Voting Rights Act demand letter and potential
litigation; Cannabis program implementation and defense against litigation; Cal Poly Master Plan EIR
coordination and review; and Development Agreement implementation (San Luis Ranch and Avila
Ranch), all while training and transitioning the newly hired Assistant City Attorney.
21 Packet Page 185
Item 16
Community Development Department
Community Development Department
Performance Measure Update=
Update
Development Review activities completed within established cycle 75%
70%
times
The target goal of meeting cycle times 75% of the time reflects an increase in more complex and
resource intensive development review activities. Due to increased workload and the number of
complex projects in the workflow, cycle times have decreased.
Affordable Housing Units Constructed
34 Units
34 Units
All units have been constructed and there is no anticipation of additional units to be constructed in this
fiscal year.
Code Enforcement Response Within Established Timelines
80%
80%
This performance measure assesses the performance of the Code Enforcement Division with respect to
the average response time for all complaints received. The standards are: First Tier - 24 Hours, Second
Tier - 2 Days, and Third Tier - 3-5 Days
• •.•
Number of Development Review Applications Processed
• 1 Target
355
As of Dec1 •
401
Engineering Development Review Applications Processed
25
2
Building Permit Applications Processed
900
542
Inspections Conducted
4600
4550
Enforcement Cases Reported
800
445
Affordable Housing Units Constructed
34
34
Work Program
Planning and Engineering 10
This division is categorized as red because an analysis of workload to FTE was conducted and the
results showed that the there is a 5 FTE gap between workload and current staffing. This division
reflects a consolidation of budgets from prior program activities including Long Range Planning,
Engineering — Development Review, and Planning — Development Review. In the 2019-2020 Fiscal Year,
the program has seen an increased workload in development applications which result in reduced cycle
times. Reduced cycles times aid in the achievement of desired developments and provide timely
processing of applications consistent with State and local laws and policies. The engineering group has
completed two Final Map applications and 17 applications are currently under review.
Building and Safety •
This division is categorized as red because the increase in building permit application volume and
staffing vacancies have hindered the ability to meet next day inspection goals. The Code
enforcement group has also seen an increase in violations reported and complexity of each case.
This division implements the adopted construction codes and other state and local laws that regulate
building construction, use, and maintenance, including disabled access regulations. As of mid -year,
there have been 4,550 building inspections, which is just under the target goal of 4,600 for the entire
fiscal year. Currently there the 1FTE Permit Technician is vacant due to retirement that is being
22 Packet Page 186
Item 16
Community Development Department
covered by the use of consultant permit technician. We previously held one round of recruitment;
however we were unsuccessful in filling the position. We will be conducting a second round of
recruitment for both the 1FTE and an additional contract permit technician in order to manage
workload at the front counter. The need for an additional contract code enforcement officer will
serve to alleviate some of the increased workload and maintain targeted response times.
Human Relations •
The Human Relations Program provides funding for the activities of the Human Relations Commission,
which serves as an advisory body to the Council on issues relating to human and social services. This
program was able to award grant money to support the production and preservation of affordable
housing and non-profit anciencies serving the Human Services needs of residents. The target for
number affordable housing units to be constructed has been met.
23 Packet Page 187
Fire Department
Item 16
Fire Department
M = Performance Measure Update
• Update
Meet the Total Response Time (TRT) goal as defined by General Plan 90% 65146
Safety Element of 7 minutes or less to 90% of all lights -and -siren
emergencies in the City.
Total Response Time is calculated from the time of 911 pick-up in the City's Emergency Communication
Center until arrival of the first Fire Department personnel at the scene. For serious medical emergencies
and fires of all types, rapid arrival at the scene impacts outcomes. The time standard established in the
General Plan Safety Element are reflective of the guidance standards of the National Fire Protection
Association (NFPA). The Department continues to make improvements towards achieving the 90%
level, however, increased development and population present challenges that are not in the
immediate control of the department.
Percentage of Fire Department Development Review activities
80%
57.8%
completed within published cycle times.
The target goal of meeting cycle times on 80% of all development review activities is based on
assumptions that some projects will be more complex, development review activities will be extremely
high, and resources will be limited. The program is performing below the target for several reasons. (1)
The level of complexity on plan reviews can be difficult to predict (2) there have been software issues
associated fire inspections, thus decreasing capacity to complete development review (3) the Fire
Marshall has operated as both the Interim Chief Building Official and Fire Marshall which limited the
available resources for development review activities, and (4) the published cycle times for fire
construction review are not currently in -line with the service level agreement for building permits. The
department is taking steps to address these issues in the second half of FY20 to increase performance.
Workload
Fire Incidents (National Fire Incident Reporting
System (NFIRS) 100 series)
155
79
Rescue and Medical Services (NFIRS 300 series)
3,660
1920
Total Fire Responses
6,097
3,162
Fire and Safety Inspections
3,650
969
Building Plan and Development Plan Reviews
820
334
Emergency Response Personnel Average Training
Hours
175
104
24 Packet Page 188
Item 16
Fire Department
Work Program•
Fire Administration
This program is categorized as yellow because additional department resources may be needed in
the future to continue meeting other department program objectives and priorities. The four FTE
staffed Fire Administration program provides strategic leadership to the organization. Fire
Administration plans, directs and evaluates all Fire Department programs and their activities. The
program hired a new Deputy Fire Chief in August of 2019 to fill an extended vacancy since the
retirement of the previous Fire Chief in October of 2018. The program has felt the training budget
reductions from the Fiscal Health Response Plan and the reallocation of staff time and resources to
attend to other program objectives. Specifically, the Deputy Chief has been dedicated to overseeing
the training program management and the Fire Chief, Administrative Analyst and Administrative
Assistant have all dedicated significant resources to addressing the Disaster Preparedness and
Assistance program objectives. These reallocations of resources have required deferring Administration
program objectives such as the implementation of several objectives in the department's strategic plan.
Emergency Response
The division is categorized as yellow due to its underperformance in meeting the Total Response
Time(TRT) goals. In order to meet the target TRT goal, the department would require a significant
investment in additional resources, such as adding a 5t" fire station. Currently, a 5th fire station is
planned to be added in the Southwest side of the City once the Avila Ranch project reaches 80%
occupancy levels. The 45 FTE staffed Emergency Response Program is responsible for protecting life,
the environment, and property by responding to a wide variety of emergencies, including, but not
limited to: medical emergencies, structure fires, vegetation fires, hazardous materials incidents, vehicle
fires/accidents, flooding, utility emergencies, and a wide range of urgent public assists. Since the
implementation of the over -hire program at the end of the FY19, the department has seen a noticeable
reduction in overtime related costs.
Hazard Prevention
•
This division is categorized as red because although it has enough budget to continue operations at
the current level, it has not been able to fully meet performance measures in FY20. The program will
require additional resources to purchase and implement a new field inspection software program to
replace the current software, which does not meet the functional needs of the department. The new
software program will help streamline field fire inspections and increase program capacity to meet
program and performance objectives and has been requested as part of the Mid -Year Budget request.
The six FTE staffed Hazard Prevention Program prevents injury and loss of life, property and the
environment damaged by fire, explosion or exposure to hazardous materials. The program hired a new
Administrative Assistant in September 2019 to fill a vacancy after the previous Administrative Assistant
retired in July of 2019.
Training Services
This division is categorized as yellow because there may be a need for additional funding to fully
accommodate the extensive two-year training plan for emergency response staff which was
developed by the new Deputy Fire Chief. Additionally, a dedicated training officer will likely be needed
to manage the required training program for emergency response staff and allow for the Deputy Fire
Chief to effectively run Fire Administration objectives related to that position. The non -staffed Fire
Training Program schedules, coordinates, and documents both in-house and outside training and
certification for fire department staff. The program also works to maintain and improve the health
fitness of fire department employees. The overall program goal is to provide and support highly
qualified, well trained, safe, healthy and fit employees. The Training Services program has been utilizing
25 Packet Page 189
Item 16
Fire Department
$40,000 available in FY20 to implement an injury reduction program for emergency response staff. This
has included training staff to conduct functional movement screening, equipment purchases and a
contract weekly on -site functional movement training.
Recruit Academy
140
The non -staffed Recruit Academy Program is responsible for coordinating and completing the training
of new hire firefighters. The Fire Department will not be hosting a recruit academy in FY20 and will be
requesting to carry the funds over to FY21 in anticipation of hosting a recruit academy in the next fiscal
year. The program may encounter a potential shortage due to FY19 expenditures being posted to FY20
as a result of the delayed issuance of 2018-19 invoices from suppliers.
Fire Apparatus Services
•
The 2 FTE staffed Fire Apparatus Program performs fire apparatus services, maintenance and repair of
light and heavy fire apparatus and vehicles. In the first half of FY20 the program outfitted and prepared
the recently purchased Engine 3 for service, which occurred in December of 2019. Additionally, staff
attended to major mechanical repairs to Truck 1 and to the soon recently replaced Engine 3 to ensure
the department's fleet remained available for emergency response. Although the program has felt the
training budget reductions from the Fiscal Health Response Plan the overall budget is currently enough
to meet the overall program objectives of performing all required maintenance on light and heavy-duty
fire vehicle apparatus and related equipment.
Fire Station Facilities Support
10
The non -staffed Fire Stations Facilities Support Program manages and maintains the City's four fire
station facilities, their grounds and miscellaneous related equipment, appliances, and furnishings. The
budget is currently enough to meet the overall program objectives and activities.
Disaster Preparedness and Assistance
The budget is currently enough to meet the overall program objectives and activities only due to the
support provided by Fire Administration Staff including the Fire Chief, Administrative Analyst and
Administrative Assistant. The non -staffed Disaster Preparedness and Assistance Program has three
areas of focus: 1) ensures that City personnel can provide appropriate rescue and relief services
following a major disaster such as earthquake, flood, nuclear power accident, hazardous material spill,
and wildland fire: 2) provides information and education on disaster preparedness, and fire safety to
the general public: and 3) provides assistance to communities outside of the City of San Luis Obispo as
part of the State's Mutual Aid system. As part of the 2019-21 Financial Plan, the department is utilizing
funding to contract disaster preparedness services as well as utilizing light -duty staff to increase disaster
preparedness demands for the Community. With this temporary funding, the program can meet
objectives, however, when funding expires the department will likely need to look at additional
resources.
26 Packet Page 190
Finance Department
Item 16
Finance Department
M M Performance Measure Update
• Update
Receive the Government Finance Officers Association Distinguished Yes
Yes
Budget and CAFR Award
The finance department was recently awarded the GFOA Distinguished Budget award but the CAFR
award has not been awarded yet as the report is still being produced.
Meet Budget and Fiscal Policy Fund Requirements
1 100%
100%
The City has maintained all budget and fiscal policy adopted fund balance requirements. In addition to
the mid -year report, a first quarter status report was presented to Council in November 2019.
Meet all Federal, State, and City Charter Reporting Requirements 100% 100%
As of December 31, 2019, the City has provided accurate and timely financial reporting data as required
to federal and state entities as well as to the City Council. The Comprehensive Annual Financial Report
will be presented to Council on March 17, 2020.
• • •
Business License and Tax Certificates Issued
AM
8,300
P .
8,025
Accounts Payable Checks issued
8000
3859
W2s Issued
800
723
POs Created*
4000
1983
*this workload measure was changed from "1099s Issued"
Work Program Evaluati•
Finance Administration
This three -member division is responsible for the management and administration of the City's finance
operations and infrastructure financing. The implementation of Oracle has led to many procedural
changes. This division is instrumental in informing the organization about these changes and improving
operational effectiveness. Current resources are enough to meet the division's needs. Since November
2019, the division incorporates the Infrastructure Financing Analyst who is responsible for the
administration of Community Facility Districts, Development related agreements, and AB1600 related
deliverables.
Budget
The budget division began FY 19-20 with a new Budget Analyst after a six-month vacancy. As part of
the Fiscal Sustainability Major City Goal, the finance department delivered a quarterly status report to
the City Council. During the first two quarters, the City also embarked in the third and final phase of the
MOTION Oracle system with the budget module. Overall, the division has the resources that it needs
and plans to continue to make improvements to the budget process and related deliverables.
Revenue Management
The division budget is currently enough to meet the objectives, but the workload associated with new
cannabis businesses and an increase in homestays may warrant additional resources to meet needs in
the future. The Revenue Management Division overcame a lot of change in the first six months of FY19-
20. The division successfully made changes to the Transient Occupancy Tax ordinance to allow for more
effective collection of tax assessments. It has also redesigned the Transient Occupancy Tax report that
now features quarterly information on revenue and events that promote tourism to San Luis Obispo. It
27 Packet Page 191
Item 16
Finance Department
continues to refine the business license and tax enforcement program and implemented an online
business license and tax application feature to help customers become compliant with the City's
requirements. The Revenue division was also instrumental in issuing the City's first cannabis delivery
licenses and creating a cannabis tax collection process. The division has seen turnover of employees
but is fully staffed.
Purchasing
The most recent addition to the Finance department, this division has undergone many changes since
the implementation of the ERP system in October 2018. Several new procedures have been developed
that standardize the purchasing process and ensure responsible use of City funds. The division is
comprised of two full-time positions. Due to a promotion, there is currently an active recruitment for a
Financial Specialist — Procurement.
Accounting
The Accounting division is categorized as yellow because of unexpected hurdles it is facing with the
implementation of the new financial system. The organization struggled with the Human Capital
Management module implementation but is making strides to improve the system. The division has
needed additional resources in FY 19-20, but these are not expected to be ongoing costs. Full efficiency
from implementing a new ERP system can take years to come to fruition and ultimate staffing levels
still need to be evaluated. Staff expects the department workload to normalize at the end of FY 19-20
and that workload deliverables will be timely and adjusted to the new system.
Support Services & Non -Departmental Expenses
•
The Support Services program does not have any employees but is in place to help effectively budget
and account for Citywide costs not associated with a specific operating program or project. Both
elements are appropriately budgeted for the City's current needs.
28 Packet Page 192
Item 16
Human Resources Department
Human Resources Department
Performance Measure Update
Update
Percentage of On -Time Employee Performance Evaluations 95% 78%
On time performance evaluations have dropped below the target due to a variety of reasons; a change
in the tracking system used, new staff, and competing priorities. Since October, Human Resources staff
has been sending regular reports to Administrative Assistants and Department Heads so that they can
work to ensure timely evaluations and HR staff is conducting performance evaluation training.
Percentage of Internal Promotions
T 40%
50%
Human Resources staff has continued to encourage departments to provide opportunities for their staff
to work out of classification or on temporary assignment and continued the City's commitment to
training and development. It appears the combination of these efforts has resulted in fifty percent of
recruitments resulting in internal promotions.
Reduction in Liability and Workers' Compensation Claims*
-7%
-13%
During the first six months of the fiscal year, the dollar amount of claims that have been filed and settled
have been historically low. If all claims that are currently open are paid out at the full value with which
they were filed, and the trend continues throughout the year, the program will exceed the expected
reduction. There have been 19 Workers' Compensation Claims filed during this period, and 12 Record -
Only Claims filed. If the trend continues for the rest of the fiscal year, the department will achieve or
exceed the objective of 58 Workers' Compensation Claims filed.
*This performance measure will only consider liability claims that incurred monetary losses
Workload Measure
Recruitments - Regular and Supplemental
2019-20
100
55
Labor relations activity
45
27
Applications screened
3,000
1,589
Training sessions coordinated
35
21
Classification, compensation, and benefit analysis
90
150
Liability Claims Filed
59
21
Workers Compensation Claims Filed
58
19
Human Resources Administration I •
The Human Resources Administration program provides support to all City departments in attracting
and retaining highly qualified employees. This program includes benefits administration, classification
and compensation, recruitment, labor relations, performance management, and legal compliance.
With the implementation of the Oracle HCM system, many procedures within the department have
changed, and responsibilities have shifted between this program and the Accounting program in
Finance. Full efficiency from implementing a new HRIS system can take years to come to fruition and
ultimate staffing levels still need to be evaluated. Further, there are many modules within Oracle HCM
that have not yet been fully implemented. With the Organization of the Future Initiative, staff have
been actively working with the Community Services Group to identify areas for efficiencies, recommend
reclassifications, and recruit appropriately. Progress has been made on a City-wide recruitment video,
29 Packet Page 193
Item 16
Human Resources Department
efficiencies in the applicant/hiring process implemented, and numerous employees have participated
in professional development opportunities, and the City's third employee engagement survey
conducted.
Risk Management
•
The Risk Management program aims at reducing the risk of employee injuries and accidents and
protects City assets from liability. In the first half of FY 2020, staff completed an update of emergency
binders at nearly all sites, conducted fire drills and active shooter training, and are working with the
Fire and Police Department on an annual calendar of drills and training. There is currently an active
recruitment to fill this position on a permanent basis.
Wellness
•
The Wellness program supplements the Risk Management program by providing employees tools and
education to improve their physical and emotional well-being, thus enhancing employee productivity
and performance. Due to workload related to the Human Resources Administration program, there are
currently fewer resources dedicated to this program. However, a new Employee Assistance Program
provider is effective in the new calendar year with added on-line resources and anticipated improved
benefits. Additionally, a Benefits Guide for employees is expected to be completed in early 2020 that
includes educational information about wellness activities, such as the Wellness Room and discounts
on health and wellness resources.
30 Packet Page 194
Parks and Recreation
Item 16
Parks and Recreation Department
Performance Measure M FY20 UpdatewTpm Target FY20 Mid -year
Update
Pop up Events to Activate our Parks & Facilities 12 17
events events
Parks and Recreation partnered with SLO Yoga to put on Yoga at the Jack House gardens. There were
four classes in Fall 2019 and classes will start again in Spring 2020. The department also held three food
truck nights at two different park locations: downtown Emerson Park in October and Santa Rosa park
in November and January. Food truck night will spend the winter at Santa Rosa due to the lighting
amenities at the park and will return to Emerson in the Spring. In addition, Cornhole Tuesday was a
pop-up event idea that began during Summer 2019 and continued into the early fall months at
downtown parks.
Increased Community Awareness of Recreational Activities
10%
9%
Parks and Recreation continues to use social media channels to market the department's events,
program offerings, and public engagement opportunities surrounding the Parks and Recreation Master
Plan and General Element update. From July 2019-December 2019, the Department Facebook page has
341 new followers (3,528 total followers, an 11% growth) and 250 new followers on Instagram (3,814
total followers, a 7% growth in followers). Staff recently worked with IT on installing a digital display
("Digital Signage") at the Swim Center which markets different Parks and Recreation programming.
Staff anticipates installing Digital Signage at other Parks and Recreation buildings such as the Laguna
Lake Golf Course and the Parks and Recreation Main Office in the future.
Miles of Trails/Roads Maintained in the City Open Space
57
56
Miles
Miles
Trail mapping is under design, but no new trail work has been performed due to the need for a few
environmental documents to be completed. Before trail work commences, a biological review for the
plant community is needed within both the Miossi and Waddell Open Space additions. The team
expects additional trails to be built at Whale Rock within the coming six months. For the last six months
the Ranger Service team has been performing maintenance on existing trails and roads in the different
City Open Spaces. An example of which is the Johnson Ranch parking lot improvements.
Workload
(Youth Service Participants
1,195
.
1,320
Adult Sports Teams Registered
260
128
Youth Sports Participants
1,200
814
Triathlon Participants
1,000
883
Golf Rounds Played
30,000
11,400
Contract Class Participants
1,000
539
SLO Swim Center Uses
90,000
41,500
Facility Permits Processed
1,000
586
Special Events Permitted
90
46
Senior Center Members
300
350
Pack House & PRC Meetings
18
8
31 Packet Page 195
Item 16
Parks and Recreation
Work Program•
Recreation Administration 10
The Recreation Administration Program has been working with consultants on a draft Parks and
Recreation Master Plan and General Element update. Staff anticipates having a completed Master
Plan by end of 2020. This year, the Department will be completing its five-year Strategic Plan. The
Public Art Program will continue to support the Downtown Vitality Major City Goal and collaborate
with Downtown SLO and the Promotional Coordinating Committee on a future downtown mural
project. Parks and Recreation is working closely with other departments on the completion of new
park projects and new and updated park amenities. Currently, the division has the resources that it
needs to achieve all major objectives.
Facilities
•
The Facilities Division continues to manage and provide the community permits to the City indoor
facilities, outdoor diamond and turf fields, and BBQ locations. In addition to single use permits,
Facilities also permits long-term request to local sport and non-profit organizations throughout the
year. Staff provide parking enforcement during high impact uses at Damon -Garcia Sports Complex
and on -site support during weddings and events at the Jack House Gardens. The Facility Division
manages insurance requirements for permits, organizations and events for the Department. Current
resources are enough to achieve division objectives.
Youth Services
This division is categorized as yellow because there is a need to accept more children at school
program sites, but additional resources will be needed due to staffing limitations. Youth Services
continues to provide healthy and positive opportunities for families in the community. California state
Licensed facilities are provided on five SLCUSD school sites. Youth Services staff continues to look for
creative solutions to allow more children into the program (there were over 200 waitlist spots in
September 2019 and about 75 waitlist spots at present). Outside of state licensing capacity, numbers
are limited based on space provided at school sites (specifically Pacheco Elementary) and staffing
challenges. Additionally, summer programs had waitlists, due to staff budget limits, enrollments were
capped to ensure a quality and safe program. Additional enrollments will require additional staff.
Children with Special Needs are accommodated at all school sites and programs. Ongoing professional
development is provided to Youth Services staff; including mandated Child Abuse reporting, First Aid
and CPR, program and curriculum development, positive guidance strategies and inclusive
programming, safety, and large group management.
Community Services
•
The Community Services Division hosts a variety of community -based events such as the SLO Triathlon,
manages youth and adult athletics leagues and recreational activities, promotes healthy lifestyles and
social interactions, coordinates city-wide volunteer opportunities, city-wide special event permits, and
serves as liaison to the Jack House Advisory Committee and Senior Center Board. Downtown SLO has
become an integral part of the City Special Event Team. The partnership has greatly improved the City's
communication in messaging to the downtown businesses regarding large scale events (ex: 2020
Women's March). In addition, Community Services has brought on several new class offerings to
expand their revenue and has developed a number of pilot programs designed to support unmet
community needs such as Cornhole Tuesday, Food Truck Night, Yoga at the Jack House, Mario Mash -
Up, as well as a drop -in basketball league. These pilot programs are activating under-utilized parks
within the downtown corridor aligning with the Downtown Vitality Major City Goal. Youth Sports is
32 Packet Page 196
Item 16
Parks and Recreation
experiencing the largest Youth Basketball enrollment. Community Services is making great strides to
complete the 2020 goals and does not anticipate needing additional resources.
Ranger Service
This division is categorized as yellow because there may be a need to request additional staffing
associated with the acquisition of new open space. The Ranger Service program achieved
Maintenance Plan objectives such as the Johnson Ranch Trailhead completion (parking lot
improvements), fire fuel reduction at Bowden Ranch, and continues to dedicate resources to clean up
trash and debris in the City's Open Spaces and creeks. Staff anticipates utilizing the full Ranger Service
Contract Service budget line item for contract services for encampment clean-up in Open Spaces by the
end of January 2020. To effectively maintain and manage the City's Open Space, a ratio of 1 full-time
field Ranger is needed per 1,000 acres of City Open Space. Once additional trails are built in the new
Open Space additions, staffing resources may be requested to maintain this ratio.
Aquatics
•
The Aquatic program continues to provide diverse programming to the community while introducing
new programming for all age groups including a youth reading program, Aqua Pilates, and an upcoming
Mother's Day celebration. This year marked the 40t" Anniversary of the SLO Swim Center and held a
Birthday Splash Celebration which brought in over 500 community members. Management of the SLO
Swim Center continues to provide training to its staff including First Aid, CPR, Life -Saving techniques,
and implemented inclusivity and diversity trainings. Staff anticipates the program meeting all
objectives.
Golf Course
This program is categorized as yellow because there is potential for the program to over expend its
City Water Account due to irrigation leaks from an aging irrigation system. Staff continue to address
the leaks and is in the process of updating equipment on the course to assist with automatic shutdown
enhancements. The Laguna Lake Golf Course continues to offer award winning golf to the SLO County
community and received the 2nd best course award in SLO County by Cal Poly students. The staff
continues to make improvements to the course that improve the golfer experience. Management at
the golf course have introduced new and creative programming to boost awareness and introduce new
community members through Foot Golf and Night Golf. In late fall a reorganization and makeover
project of the pro -shop was completed.
33 Packet Page 197
Item 16
Police Department
Police Department
UpdatePerformance Measure
Update
Crime Reduction -5%
N/A
Currently, Uniformed Crime Reporting statistics are only available through October 2019. However,
preliminary indicators show crime is showing a slight decrease.
Increase Engagement on Internal Wellness and Employee Health
5%
N/A
The department's Peer Support Team sends out monthly department -wide wellness flyer and have been
actively engaged in counseling employees that have experienced emotional or psychological challenges.
The total number of police employees that have received support from the Peer Support Team and been
referred to a professional is 12 (13.4% of employees). Many others have had informal discussions with
he Peer Support Team as well. Peer Support has also facilitated debriefs for critical incidents involving
members of this department and other city employees. The team has also organized food and support
for employees in need (meals, hospital visits, assistance with chores around the house when an employee
is sick or injured).
Reduce Homelessness and Mental Health Disorder Calls
-2.5%
7%
Calls for service in the downtown related to homelessness or mental health disorders for the first six
months of this fiscal year total 840. Compared to the same time period as the previous year (785 calls for
service), this is an increase of about 7%. The department forecasts that the year end result will be about
5% higher than last year. The department has reached the goal of training all staff in Crisis Intervention
raining (CIT) and we continue to provide training for new employees.
Workload Measure
All Noise Complaints Received by Dispatch
2019-20 Target
1,392
As of Dec 31, 2013111
930
Citations and Warnings Issued
10,557
4,476
DUI Arrests
311
115
Calls for Service — Police
31,615
16,009
Total Arrests
2,212
1,129
Calls received in the Communications Center
87,087
45,461
Property / Evidence Booked
5,980
4,117
Body Worn Camera and In -Car Video Uploads
80,500
37,958
Public Records Requests Filled
92
40
Cases assigned to Detectives
340
121
Packet Page 198
Item 16
Police Department
Work ProgramEvaluations
Police Administration •
In addition to meeting all objectives, a new Facility Safety project has surfaced over the last six months.
This project is a result of recent events which have caused safety concerns for Council and City staff.
Patrol
•
he Patrol division is categorized as red because although the department is meeting its objectives, it
continues to see an increase in staff overtime costs. The department has not had any officer vacancies
his fiscal year and staff anticipates very little salary savings which typically help offset overtime costs. An
increase in overtime for special events (protests, marches, Farmer's Market, etc.) over the past few years
has also prompted the need for increased overtime funding. If everything maintains, we should come in
right on budget, but it will be close. In addition to the planned objectives, the department deployed a
new Online Reporting in November 2019. This new tool will reduce non -emergency calls for service for
officers, allowing for more proactive policing in the field. The short-term solution to address the workload
imbalance is to utilize officers from specialty units to work patrol shifts. Because the department has an
ongoing trend of high overtime spending, a long-term solution would be to hire additional patrol officers.
Investigations
The investigations division is categorized as yellow because the third objective under the work program
is not being fully met because of patrol shortages. Objective three is to conduct pro -active investigations
in crime trends which victimize City residents and businesses. The division also provides crime awareness
and public training opportunities to reduce victimization. Proactive work to reduce victimization is being
conducted on a limited basis but this is yellow due to staffing being assigned to patrol.
Support Services
The Support Services Division is categorized as yellow because the two of the objectives (outfitting the
mobile command trailer to accommodate a PSAP evacuation and re-establishing 9-1-1 for Kids
Education Program) are not being fully met. During the last six months, the Department hired a Dispatch
Supervisor position which was the last vacancy in the Dispatch division. One of the program objectives
includes re-establishing the 911 for Kids program. The effort to re-establish the 9-1-1 for Kids Program is
still planned for this fiscal year, but due to many new dispatchers in training and existing dispatchers
acting as trainers, staffing is limited. Staff anticipates assigning a dispatcher to the 9-1-1 for Kids program
in summer 2020.
The objective to fully outfit the Mobile Command Trailer has been pieced together over the last few years
with grant funds and one-time savings. Staff is still working to find available funding for a key component
of hardware (mobile radio dispatch console that will enable dispatch to use back-up ringdowns for fire,
ability to link radio channels for police/fire communications, remote gate/door access, and ability to
playback radio traffic if needed) that will cost an estimated $30,000. We are working on getting funding
through Fire/IT and/or County OES.
Neighborhood Services
•
The Neighborhood Services Division is meeting all objectives.
Traffic Safety
The traffic team currently consists of two motor officers and a Sergeant; one officer position has remained
unfilled due to staffing needs in Patrol. The Traffic Sergeant is assigned to special events and planning.
Due to an increase in special events in the City, this has adversely impacted the Sergeant's time spent on
ypical supervisory duties. All other objectives are being met.
Packet Page 199
Public Works
Item 16
Public Works
Performance Measure Update
•Update
Increase the proactive preventive maintenance of city assets 5% 7%
Preventive maintenance completed in parks, city facilities, and streets prolongs the City's existing
infrastructure and assets while reducing the risk of larger, more expensive maintenance or
reconstruction projects in the future. This is measured by an increase in Work Orders for Preventative
Maintenance. This year Public Works is on track to increase preventive maintenance efforts 7% from
last fiscal year. Preventative maintenance includes items such as trimming trees or replacing aged
irrigation systems prior to failure, fixing sidewalk trip and fall hazards during routine inspections, and
servicing mechanical equipment in buildings keeping them functioning efficiently.
Enhance traffic safety for all modes of transportation
2% - 3%
6.6%
reduction*
reduction*
Implementation of the Traffic Safety Program included several signing/striping improvements, traffic
signal enhancements (i.e. Lead Pedestrian Intervals), and continued progress on more complex/costly
capital projects, such as the California/Taft Roundabout and Railroad Safety Trail (Taft to Pepper). Based
on the most current available collision data, citywide collisions have been reduced by 6.6% in the past
year (using a running three-year average). * Collision reduction
Percentage of capital projects constructed in the budgeted year
85%
70%
Approximately 70% of projects funded for construction within the FY19/20 fiscal year are expected to
begin work by the end of June. Due to unanticipated construction cost increases, several of these
projects were underfunded by prior budgets and received additional budget appropriation in order
to fund construction. Examples of these projects on schedule for delivery in the budgeted year include
South Hills Radio Site Upgrades and the Downtown Sidewalk Replacement at 858 Higuera. Public Works
staff achieved 70% project delivery despite a staff vacancy and a larger amount of more complex
projects being managed by the City including the Prado Road Interchange, the Police Department
Replacement, and the Palm / Nipomo Parking structure in addition to routine maintenance projects.
The total budgeted cost of construction work completed or ongoing within the 19/20 Fiscal Year is
approximately $11 Million.
orkload
of D-
Total acreage of park inventory
570
570
Street miles maintained
197
197
Total transit riders
1,084,034
425,136
Total number of public parking spaces in the
2,543
2,543
Downtown core
Square feet of City facilities
221,176
221,176
City fleet
320
338
Pavement Condition Index
72
73
Total trench repairs
78
78
Bicycle Network in total miles (Class 1/II/III/IV)
8.5/30.5/24/0.1
8.5/31/24/0.1
Total trees in the Urban Forest
19,000
19,000
Corrugated Metal Pipe in Storm System
14%
14%
36 Packet Page 200
Item 16
Public Works
Work Program•
Public Works Administration 10
Due to retirement, the PW Director position has been filled on an interim basis by the Assistant City
Manager. During this time, staff have analyzed the departmental structure in the context of the
Organization of the Future so that efficient delivery of Public Work's functions to the community will
continue. Included in this analysis is the support work that is needed given some of the operational
changes arising from new software.
Parks Maintenance
•
Parks Maintenance has been working hard to provide safe and reliable parks facilities for appropriate
use by the Public through daily park site inspections, maintenance and infrastructure repair. Increased
vandalism has caused unexpected maintenance and trash clean up activities; of particular note is three
incidents at the Sinsheimer Park playground. Parks maintenance has been working closely with Parks
and Recreation to help provide recreational programs and services through Special events team
meetings, pre -event checklists and reservation master report scheduling.
Swim Center Maintenance
This program is categorized as yellow because Fiscal Year 19/20 has seen significantly increased
operational cost for the Swim Center due to inoperable co -generation equipment and increased
chemical use. These costs are expected to continue through the fiscal year as plans for a solar project
at the swim center are explored in lieu of replacing the co -generation equipment. The Swim Center is
anticipated to finish the year over budget and will have to rely on reallocated funding from other
Public Works operating programs to avoid service level impacts. Resources allocated to the swim
center will continue to be monitored and additional resource needs will be assessed during the
Supplemental Budget Review process.
Urban Forest Services
•
With contract assistance and a new Contracted Urban Forester resource progress in the core duties of
Area Pruning and Service Requests are being made. Currently two-thirds of the full time Urban
Foresters remain on limited duty. The program continues to backfill some work with part time staff and
contract assistance.
Facilities Maintenance
•
As facility square footage, complexity of building systems, and work requests increase response times
and preventative maintenance must be adjusted given static resources. Facilities Maintenance
maintains approximately 230,000 square feet of buildings with four technicians in the program. Over
the past fiscal year, Facilities responded to 1166 work orders.
Streets & Sidewalk Maintenance
•
Streets Maintenance is currently working in pavement zone 5 with expectations of having all work
completed by summer of 2020. This work includes asphalt and sidewalk repair, faded and missing sign
replacement, and curb painting. As of October 2019, Streets completed all work in pavement zone 4 in
addition to our annual storm prep work, which includes cleaning of our rock guards, delivering sandbag
piles at four designated locations. During rain events, Streets performs storm patrol and responds to
numerous service requests. Additional duties include managing the Corp Yard trash, green waste ,and
metal recycling program. Streets was challenged with an approximate 20% staff reduction in 2018-
2019, but expect to be fully staffed soon.
Traffic Signals & Lighting
•
37 Packet Page 201
Item 16
Public Works
Safe and efficient traffic signal operations have been maintained through regular preventative
maintenance, repairs to damaged traffic signal equipment, and ongoing refinements to traffic signal
timings and equipment, including ADA upgrades for pedestrian push buttons. Two new streetlights
were installed in this fiscal year and six additional installations are in design review with PG&E. Staff
has investigated solar street lighting product options and plans to proceed with pilot installations in
2020.
Fleet Maintenance
Staffing vacancies and heavy workload have caused a current backlog in preventative maintenance
calls. In the past six months staff has continued to maintain assets with an estimated average of 10-12
vehicles a week which is below historic work efforts. The vacancy of the Fleet Manager and reassigned
workload has caused a current backlog in preventive maintenance (PM) calls with 100 outstanding PM
calls currently awaiting service. Assistance from the Fire Mechanic, overtime and contract services are
being utilized to maintain Fleet Maintenance Services. Seven vehicles are scheduled for replacement in
FY 2019-20. Quotes for replacement of five of these vehicles have been received and are in various
stages of City approval and ordering. Final ordering of vehicles will await filling of the Fleet Supervisor
position in February. Three Police vehicles have arrived and have been outfitted that were ordered last
fiscal year. Approximately ten assets are awaiting disposition through auction and will be processed in
early 2020. Ongoing, and new program operations include a computerized Key Valet, Fuel Focus
System, and inventory controls. Filling the vacancy will help the current situation, however, the impact
is anticipated to last through the fiscal year with staff transitions and working to address the backlog.
CIP Project Engineering
10
CIP Project Engineering is continuing to deliver the FY19/20 Capital projects funded for construction.
Several time sensitive projects have advertised for bidding, including the Marsh Street Bridge
Replacement Project, City Facilities and Fire Station 1 HVAC replacements, and the South Hills Radio
Side Upgrades. CIP Inspection staff continue to review and inspect private development and
encroachment permitted projects for conformance to City Standards, including off -site improvements
for San Luis Ranch, and onsite improvements for Righetti Ranch and other development projects. As of
February, CIP Engineering and CIP Construction Management is fully staffed with the addition of a
contract employee, which will further enhance the Division's ability to meet its performance measures.
Transportation Planning & Engineering
The Transportation Planning & Engineering Division has continued progress with enhancing
accessible regional transit, bicycle, and pedestrian mobility. The division is requesting an additional
Contract Transportation planner in the mid -year request to enable progress to stay on track and not
impact service levels during planned medical leaves of key staff members. The first phase of the
Anholm Neighborhood Greenway (Foothill/Ferrini Crossing) was completed, and the remaining phases
are in design with construction planned for late 2020. Design, right-of-way acquisition and Caltrans
Active Transportation Grant allocation approved for Railroad Safety Trail (Taft to Pepper), with plans to
start construction in June of 2020. Planning and community outreach activities completed for two new
neighborhood greenway projects (King/Nipomo and Islay), to be implemented with summer 2020
paving project. Plans are in design for several pedestrian crossing improvements at intersections.
Development of the City's first Active Transportation Plan is underway, with potential adoption
targeted for mid-2020.
Significant progress has been made with supporting planning, design and construction efforts related
to infrastructure needed to support housing and reducing Vehicle Miles Traveled (VMT). Major
activities include planning and design review for development -led infrastructure improvements as part
of San Luis Ranch, Avila Ranch, Orcutt Area development projects, as well as many other infill projects.
38 Packet Page 202
Item 16
Public Works
The Transportation Division has continued to support emerging transportation trends and technologies
to transition towards sustainability.
Stormwater & Flood Control 10
The Wastewater Collections Division in Utilities has a fully staffed operation and is able to clean the
storm drain network to ensure that water is conveyed to the creek or other drainage areas and is not
backing up and flooding City streets due to a lack of cleaning and maintenance. The downtown core is
the priority and to ensure this area has the storm drain system fully cleaned, staff is beginning
maintenance activities in August. Additional time is being allotted due to logistics of getting through
downtown with the vactor truck and avoiding cars parked along the curb. Street sweeping is an
effective way to reduce the amount of pollution moving through the storm drain system. This in
conjunction with the Wastewater Collections Division in Utilities working with the Public Works
engineers on implementing the Trash Policy (A requirement of the Stormwater Program) to control
trash and pollution from getting into the creek. These Divisions working together greatly increases the
efficiency of implementation of efforts to keep the City in compliance with the state mandated
Stormwater Program. The Stormwater Program was designed to utilize existing staff and their expertise
to complete Best Management Practices (BMP's) to maintain compliance with the Stormwater Program
requirements.
39 Packet Page 203
Utilities Department
Item 16
Utilities Department
UpdatePerformance Measure Target FY20 Mid -Year
FY-20
Update
Drinking Water and 100% On Target
The WRRF was in compliance with effluent and receiving water requirements for 98% of 2019. Five of
the eight days of non-compliance resulted from receiving water salt concentration exceedance. This
issue will be addressed in the WRRF upgrade, currently underway, which replaces chemical disinfection
with an ultraviolet disinfection process. The Water Treatment Plant has remained in compliance with
all State and Federal Drinking Water Standards which is the goal for this measure.
Safety — Incident Free
1 0
6
Utilities has had a total of six incidents in the previous six months. Two of the injuries resulted in
employee work restrictions, three resulted in first aid by a medical professional or City staff, and one
was a motor vehicle accident. This remains a very small amount of injuries considering the amount of
staff, and type of daily operations performed in the field and injury potential at the multiple facilities.
While the goal is to have zero incidents, the department will be considering reviewing this performance
measure to possibly identify a more realistic figure in the future.
Self -Generated Electricity at the
1 5% increase
5 % increase
The Water Resource Recovery Facility utilizes an on -site cogeneration unit to create electricity for the
plant. Currently, over one Gigawatt of electricity is created by this process. Staff is investigating process
improvement and expansion strategies to increase onsite electricity generation. The goal for this
measure is an annual increase in amount of energy produced over 2018-19 base year.
Energy produced onsite in 2019 was 1.03 Gigawatts, which represents a three percent increase over
2018.
Capital Improvement Projects
100%
On Target
Utilities progress in the 2019-21 approved capital improvement project plan is expressed in the number
of projects on schedule during the 2019-21 Financial Plan. Utilities is on target to meet this measure,
with 95% of the capital improvement projects listed on the Financial plan on schedule with
approximately $79 Million in executed purchase orders.
Water Administration
•
The Water Administration section is responsible for overall management of the City's drinking water
program. This section is comprised of administrative, planning, engineering, and support staff that work
together with operations staff to ensure safe drinking water is provided to the community. In addition,
this section is responsible for planning efforts designed to ensure adequate water supplies are available
for the current and future needs of the Citv. Maior work efforts of this section are currently centered
40 Packet Page 204
Item 16
Utilities Department
around the development of a Sustainable Groundwater Management Plan, continued work to transition
from surface water permit to surface water license at Whale Rock and Salinas reservoirs, and the
development and execution of large CIP projects at the City's water treatment plant and within the water
distribution system. During the first half of this fiscal year, substantial focus has also been placed on the
alignment of resources within the solid waste section and the water resources section which had
previously shared staffing resources. This work is being done to better prepare the City to address
environmental, regulatory, and service level considerations that have emerged over the past year that
could challenge the City's ability to deliver a high level of service in these areas without a realignment of
existing resources. This alignment of resources is anticipated to allow the City to deliver improved
services to the community in both sections while producing greater internal expertise in the focus areas
of each section.
Water Source of Supply
•
The Source of Supply budget within the Water Division exists to fund programs related to the City's
surface water sources, groundwater, and recycled water. This budget is administered by staff at the
water treatment plant, Whale Rock Reservoir, the water quality lab, and water resources. Most of the
Source of Supply budget is utilized to fund the delivery of raw water to the City's water treatment plant
and to fund associated capital repairs and projects at the City's three surface water reservoirs
Reservoir Operations
•
This three -member section is responsible for Whale Rock Reservoir, 18 miles of pipeline, and two pump
stations that deliver raw waterto the SLO WTP. CIP projects are planned to maintain, replace, or upgrade
infrastructure to meet the goals of source water quality and consistent water delivery.
Water Treatment
•
This 10-member section of the Utilities Department is responsible for the operations and maintenance
of the City's drinking water treatment plant. In the first half of the current fiscal year, the water
treatment plant has provided the City's consumers with over 900 million gallons of safe, reliable, potable
drinking water. The water treatment plant is in the middle of a CIP project to address concerns related
to disinfection by-product formation and rehabilitation of a 30-inch water supply line. Final design is
being completed for the Water Energy Efficiency Project with construction scheduled to begin on this
project before the end of the current fiscal year.
Water Distribution
•
Water Distribution is currently a 10-person crew responsible for the operation and maintenance of the
City's Water Distribution system. This network of pipes, tanks, pumps, valves, meters, and hydrants
convey the City's water from the Water Treatment Plant throughout the City to be used for fire
protection and domestic use. This system is currently expanding due to new development. A Capital
Improvement Project is underway replacing a critical water line serving Sierra Vista Hospital. In the first
half of the year the crew has performed 11 water main repairs, 27 service line repairs, and performed
3,686 work orders related to establishing water service for new customers.
Water Resources
•
The Water Resources section has been focused on developing supply and delivery reports for the City's
Recycled Water Program, compiling data on the Water Efficient Landscape Ordinance and data on
recycled water use for State mandated reporting. The section has continued to improve conservation
and outreach programs through water use audits, digital media, and public events. Due to a promotion
during the previous fiscal year there has been two interim Water Resources Program Managers in the
last four months. Water Resources is now a team of two consisting of an interim Manager and a
supplemental employee. The supplemental employee will work all 1,000 allotted hours before the end
of the fiscal year. These positions are anticipated to be permanently filled by end of fiscal year 2019-20.
Wastewater Administration/Engineering
•
41 Packet Page 205
Item 16
Utilities Department
The Wastewater Administration/Engineering program leads, evaluates, and provides guidance and
direction for effective water resource management for the various wastewater programs. It provides
strategic and long-term planning and engineering for the wastewater and recycled water systems. Major
work efforts of this section are currently centered around the upgrade of the Water Resource Recovery
Facility, the sewer later rebate program, and the transition of coordination of citywide Stormwater
coordination to the Environmental Programs section.
Wastewater Collection
•
This nine -member section of the Utilities Department is responsible for the operation and on -going
maintenance of the City's wastewater collection system; two staff members are dedicated to
maintenance of the City's storm drain system. In August 2019, a new sewer lateral rebate program was
approved offering rebates from $1,000 to $3,000 to residents replacing existing private sewer laterals.
In September 2019, new sewer lateral inspection and wastewater offset requirements were added to
the City's Municipal Code. In January 2020, new inspection upon sale requirements became effective to
ensure the sharing of private sewer infrastructure condition between property buyers and sellers. These
programs are all designed to reduce wet weather flows into the wastewater collection system, avoid
sanitary sewer overflows, and protect the City's environment.
Environmental Programs
•
Environmental Programs oversees Pretreatment Industrial Compliance for about 300 industrial users
within the City, including six Significant Industrial Users. The program is also responsible for much of the
City's Stormwater Program. This 3-member program has undergone significant changes in the past year.
The program is currently staffed with an Interim Environmental Programs Manager and a recently hired
Environmental Compliance Inspector, who will begin work in February 2020. The program has one
remaining vacancy, and the hiring process for that position is currently underway.
Water Resource Recovery Facility
•
This 11-member section of the Utilities Department is responsible for the operations and maintenance
of the City's wastewater treatment plant and recycled water production. The Water Resource Recovery
Facility is in the beginning stages of a three- and half -year long construction project to address new state
regulatory requirements, aging infrastructure, and improved community relation elements such as odor
control. The Facility is also conducting an energy audit with PG&E, with goals of decreasing energy
demands of the new treatment processes. A workload assessment has been performed and the WRRF
is currently operating with one vacant position to support funding of additional resources for City
management of the project. Staff will be determining if this vacancy is sustainable as construction ramps
up and demands on staff increase.
Utilities Revenue 10
As of October, Utilities Revenue is again fully staffed with two full-time positions. At the start of FY 19-
20, water and sewer rates increased by 5.5% and as of January the program is providing customer
support to 15,681 service connections. Utilities Revenue has and will continue to implement many
changes that are not typical to the division in one fiscal year. Over the last six months, the program has
been preparing for Senate Bill 998 effecting discontinuation of water service procedures and notification
in California. Additional costs and measures are being taken to ensure compliance with the bill when it
goes into effect in February. A mail/print services request for proposal closed in November, awarding a
new vendor for monthly Utility Bills. It is anticipated this change will bring initial design and transition
costs. Utilities Revenue is also currently reviewing proposals to renew its contract meter reading service.
Utility Revenue will be preparing to upgrade to the most current version of our Utility Billing Software in
the new calendar year.
Water Quality Lab
•
The Water Quality Laboratory (WQL) is an Environmental Laboratory Accreditation Program (ELAP) State
Certified Laboratory which performs sampling and/or analyses in support of City services including
42 Packet Page 206
Item 16
Utilities Department
wastewater, recycled water, groundwater, drinking water, San Luis Obispo Creek watershed, protecting
public health and biosolids. The WQL operates under regulations ensuring compliance with Federal,
State and local regulations, ELAP, and National Pollutant Discharge Elimination System (NPDES) permit
guidelines with other directive documents. The Laboratory Manager position is currently staffed with
an Interim Manager and one FTE Laboratory Analyst is fulfilling the role of Interim Environmental
Programs Manager. These positions are anticipated to be filled in the near future. The WQL has
expanded service to the department by taking on the weekly routing Drinking Water sampling and
leading the sampling and monitoring of San Luis Obispo Creek to meet the Wasteload Allocation and
Attainment Program (WAAP) requirements.
Solid Waste Recycling
The new Solid Waste and Recycling section is categorized as yellow because it is exclusively funded by
the use of AB 939 3 and may need additional funding from the General Fund in the future. This Program
was created in July 2019 to manage the City's solid waste program and associated budget. This newly
formed section will ensure compliance with Senate Bill 13831, Assembly Bill 18262, and other emerging
solid waste regulations. This section also manages the solid waste contract, public outreach, and
relationships with external partners such as San Luis Garbage and the IWMA. Currently, the section is
managed by an interim Solid Waste and Recycling Coordinator and supervised by the Deputy Director of
Water. In the months since inception, the interim coordinator has focused on developing a Solid Waste
and Recycling Program Plan and a proposed job description for a Solid Waste Coordinator position.
During this time period, the section has also purchased a waste management tracking software to
manage construction and demolition recycling plans, been involved in developing the Climate Action
Plan section related to Circular Economy, worked closely with Downtown SLO Farmer's Market
Committee to help develop a reduced waste market, and been liaison to the community for questions
regarding recycling and organics.. The use of AB 939 fees is restricted to recycling and waste diversion
related work provided to the residents of San Luis Obispo. Facets of the program not directly related to
diversion should not be funded by AB 939 fees and may require additional resources.
Safety
•
Priorities for the Utilities safety program are personnel safety, compliance, and reduction of liability. The
section continues to work toward finding new methods of conducting business in a safe manner; guiding
a safety culture of situational awareness and holding each other accountable. Tools utilized in the field
include risk assessments, near -miss reporting, pre -job planning, tailgate meetings, and "lockout/tagout"
permits.
1 SB 1383 was adopted in 2016 and requires that Cities meet 75% organics diversion and 20% edible food rescue by
2025. Programs requiring City coordination include regular auditing of solid waste accounts to ensure all customers
(residential and commercial) are subscribed to organics service, enforcement against contamination in curbside
waste streams, regional collaboration regarding outreach campaigns, new regulatory reporting requirements and
expansion of solid waste and recycling services provided to San Luis Obispo citizens.
z AB 1826 was adopted in 2014 and requires mandatory organics service for commercial customers who produce a
certain amount (currently 4 cubic yards) of solid waste weekly. Regular auditing and reporting is expected from local
agencies.
43 Packet Page 207
Parking and Transit
Item 16
Transit
Transit Operations and Maintenance I or
The Transit fund is largely operating as expected. There are however several significant impacts
looming in the second year of the financial plan that will affect the program. First, staff is working to
wrap up negotiations on the first of three possible extensions with First Transit. Early indications point
to a difference of approximately $40,000 to 60,000 than what was originally budgeted. Secondly, staff
is also working to wrap up negotiations with Cal Poly for a new long-term transit subsidy
agreement. Early indications point to additional funding for more transit service. Finally, staff is
working on the transition of the City's diesel transit fleet to electric transit buses. Given costs of electric
buses, the program will likely need to use unappropriated transit fund balance.
Parking
Parking
The Parking Fund and program continues to operate as expected but staff vacancies have affected some
project deliveries. The Parking Manager has been filled on an interim basis since November 2018 and
is now being permanently filled in February. A key civil engineer position that was to be filled to work
on parking projects was delayed and was finally filled in January of 2020. Some of the CIP project were
affected but will now begin to be worked on. The Palm Nipomo Parking Structure has received its final
environmental and discretionary approvals and final design is approximately 50% complete.
Construction is anticipated to begin in winter of 2020/21. Revised construction cost estimates are
forthcoming that will show project costs increases due to market conditions. This will result in an
increased need to debt finance more for the project and will be part of the Financial Plan supplement
work in May and June. The upgrade to the parking structure revenue control equipment is substantially
complete and will be completed by May.
44 Packet Page 208
Item 16
MAJOR CITY GOALS UPDATE
45 Packet Page 209
SECTION D-1 MAJOR CITY GOAL UPDATE
While none of the major task for this goal have been completed, there are many that are currently underway. All of the four core MCG priority tasks are
underway and expected to be completed in the Summer of 2020. The completion dates for the tasks below were pushed out, but this will not impact the
Major City Goal. The Housing Element update remains on track to be completed and certified by December 2020.
2019 1 2020
Jul AuR Sept Oct Nov Dec Jan Feb Mar Apr Mav Jun
Affordable Housing Nexus Study
Affordable Housing Monitoring Program
No tasks were scheduled for completion in the first half of FY 2019-20 and all of the remaining task for the year remain on track.
The majority of the goal tasks for this goal are ongoing. A Climate Action Plan Study Session was held in December 2019 and the adoption of the final plan
update is expected in early July as staff completes the CEQA and GHG threshold components of the project.
2019 1 2020
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
rn Adopt Climate Action Plan
VOL
N
The majority of the goal tasks for this goal are ongoing and the departments have been able to fill several positions needed for the introduction of cannabis
businesses within the city. The City is also in the progress of implementing the third and final phase of the MOTION financial system. Only one task was
delayed slightly and this will not have any significant impact on the Major City Goal.
2019 1 2020
Jul Aua Sept Oct Nov Dec Jan Feb Mar Apr Mav Jun
Establish 115 Trust Fund
The majority of the goal tasks for this goal are ongoing and departments have been making steps towards increasing downtown vitality. Several projects
were delayed as shown below.
2019 1 2020
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Downtown Security Program
Sept 2020
Security Cameras at Mission Plaza
Direct Giving Meter Program Update
Sept 2020
Shop Local Program
Dec 2020
wMID
Ma
0
in
N
ML
ML
Section D-2 Housing
PROGRAMS/PROJECTS
2019-21
Status Update (as of Dec 31, 2019)
Major Task
Resp Department
Completion Date
Operating
Capital
Completed
Updated
Expense
FTE
Expense
FTE
(Yes/No)
Task Update
letion Date (if
Tapplicable)
Core MCG Priorities*
CDD; All Departments;
Affordable housing & market-
In process of receiving final products from
1) Complete an Affordable Housing Nexus Study in alignment
rate developers; San Luis
Fall 2019
$62,963
NO
consultant; working weekly On communication
Winter 2020
with HE 2.15 and HE 4.6*
Obispo County Housing Trust
and editing receivables
Fund
Regional Housing Action Team has been meeting
monthly to discuss and coordinate HE Updates.
Latest tasks have been creation of goals, policies,
2) Complete an update to the City's Housing Element in
CDD; All Departments;
and programs to incorporate into the Regional
alignment with the 6th Regional Housing Needs Allocation
Affordable housing & market-
Housing Plan and into the various regional
On track for
(RHNA) with a focus on housing production for all households
rate developers; Residents;
Summer 2020
$114,220
No
chapters to be included in each HE; City received
and the unhoused, and begin technical work for the update of
Non-profit organizations; Mid
CalTrans Adaptation Grant for background work
Summer 2020
the Safety Element*
and Large-scale Employers
for Safety Element. Contract staff hired to assist
with management of Grant; December 10, 2019,
Staff hosted another Public Outreach event for
the HE.
3) Launch a program that creates housing for Above Moderate-
CDD; Residents; Affordable
housing & market -rate
On track for
Income Households that includes "missing middle" housing
developers; Economic Vitality
Summer 2020
$45,436
No
Work is being incorporated in the HE Update.
Summer 2020
types, that is consistent with HE 2.16*
Corporation
Affordable Housing Inventory has been organized
Any follow-up work
in order to generate more accurate mailing lists
from CDD Staff/City
4) Continue the Affordable Housing Monitoring Program*
CDD; Attorney
Fall 2019
$25,960
025
No
for monitoring. Surveys are in the works of being
Attorney anticipated
finalized and will be mailed after the holidays.
Winter 2020
Secondary MCG Priorities*
5)Launch the Flexible Density Pilot Program and initiate an
Applied for SB 2 Grant funding from HCD.
update of the Zoning Regulations and Community Design
CDD; Affordable housing &
Received preliminary HCD staff approval of grant
On track for
Guidelines to incorporate flexible density development options
market -rate developers;
Summer 2021
$212,760
1
No
application. Project pending until funds are
in the Downtown/Upper Monterey/Mid-Higuera Special Focus
Home Builders Association
distributed. Hired Special Project Manager to put
Summer 2021
Area to support the production of smaller housing units
focus and attention on this effort.
This is a minor edit to Table 3 of the LUCE to
On track for
6) Complete a text amendment to Land Use Element Table 3
CDD; All Departments
Summer 2020
$5,638
No
reflect the change in HE cycle from 5 yrs to 8 yrs
Summer 2020
7) Develop new housing -specific Key Performance Indicators
CDD
Summer 2020
$
No
Preliminary work has begun on new KPI for
On track for
(KPIs) for cycle times and set performance measures
housing
Summer 2020
8) Develop management plan for housing and new Capital
Preliminary discussions have occured on how best
On track for Spring
Facilities Districts (CFDs) during development construction
CDD
Spring 2021
No
to accomplish.
2021
phases
9) Begin an update to the City's Safety Element in alignment
See Task #10: Background technical work
On track for
with climate action policies and initiatives and HE 1.8
CDD; All Departments
Summer 2021
In Progress
underway.
Summer 2021
PROGRAMS/PROJECTS
2019-21
Status Update (as of Dec 31, 2019)
Major Task
Res Department
Completion Date
Operating
Capital
Completed
Updated
Expense
FTE
I Expense
FTE
(yes/No)
Task Update
Completion Date (if
applicable)
Tertiary MCG Priorities*
10) Safe housing outreach and education; anJd review of the
On track for
High Occupancy Residential Use Ordinance for consistency with
CDD; All Departments
Summer 2021
$41,273
0.5
No
best practices and neighborhood wellness
Summer 2021
11) Update the Subdivision Regulations
CDD; Affordable housing;
Summer 2021
$35,912
0.05
No
Hired a Special Projects Manager to put focus and
On track for
Home Builders Association
attention to this effort.
Summer 2021
12) Coordinate a study to examine the impacts of access to
CDD; ADMIN; Major
employers; Childcare
On track for
quality and affordable childcare on a Parents' ability to afford
Providers; Community
Summer 2021
No
Summer 2021
housing near employment centers and daily services
Stakeholder outreach is underway. HRC did not
receive any comments at annual Community
13) Support the HRC with the facilitation of a world cafe to
Needs Workshop as to how the Diversity &
discuss diversity and inclusivity to identify how the City can
CDD; ADMIN; PD;Cal Poly;
Inclusion General Fund allocation should be
On track for
effectively insert the diversity and inclusivity into existing award
Community advocates, allies
Summer 2021
In Progress
distributed. Staff and HRC Subcommittee are
processes for City funded programs that foster ongoing
and stakeholders
currently meeting with community stakeholders
Summer 2021
community dialogue and engagement around this topic
to help frame next steps, including: Diversity
Coalition of SLO County, Chamber of Commerce,
Cal Poly, and RACE Matters SLO.
Ongoing Housing Production Programs*
Ongoing work effort, which is supported by
Community Services staff. Anticipated that staff
14) Implement the housing production goals, policies, and
CDD
Ongoing
$115,263
1.15
Ongoing
will review policies and programs that increase
programs in the Housing Element
housing production goals within the Updated
Housing Element.
Ongoing work effort. Upon staff
recommendation, the HRC approved 2020-21
15) Manage and prioritize grant funding (i.e. CDBG, GIA, AHF)
CDBG funding for Broad Street Place, a new 100%
for housing production available for extremely -low, very -low,
CDD
Ongoing
$36,450
0.35
Ongoing
affordable housing project to be developed in the
low, and moderate- income households
City. City Council is scheduled to review the
funding recommendations in March 2020.
Ongoing work effort. Staff is currently
coordinating with Peoples' Self -Help Housing on
16) Coordinate with non-profit housing agencies on new 100%
CDD; affordable housing
Ongoing
$10,590
0.1
Ongoing
achieving planning entitlements, as well as
affordable housing developments
developers
securing financing sources for two new 100%
affordable housing projects to produce a total of
108 units.
Ongoing work effort. Staff currently collaborating
with Cal Poly in reviewing and providing input on
17) Continue to promote on -campus housing growth
CDD; Cal Poly
Ongoing
Ongoing
Draft EIR of the Campus Master Plan, which
incorporates plans for continued housing growth
Ion campus.
PROGRAMS/PROJECTS
2019-21
Status Update (as of Dec 31, 2019)
Major Task
Resp Department
Completion Date
Operating
Opera
l it C
Capital
Completed
Updated
Expense
FTE
Expense
FTE
(Yes/No)
Task Update
Completion Date (if
applicable)
Ongoing work effort. Adoption of any formal
policies will be considered in the Housing Element
18) Support amendments for future property tax sharing
CDD; Attorney
Ongoing
Ongoing
Update. The County has agreed to update the
agr
agreements to encourage housing
master tax exchange agreement. The City will pay
it's share of the costs.
Ongoing work effort. Several new pieces of
housing legislation were signed in CA in Oct 2019.
A study session on the new legislation is
scheduled for City Council on 1/21/2020. Staff are
19) Monitor and report on changing State housing legislation
CDD; Attorney
Ongoing
Ongoing
also working on amendments to the ADU
Ordinance in response to the recent legislation,
which is scheduled for Council review on
2/4/2020.
20) Continue to prioritize streamlining and expediting projects
Ongoing work effort, and a formal streamlining
that facilitate increased production of all housing types that are
CDD
Ongoing
$23,979
0.25
Ongoing
process or program may be implemented through
economically accessible to extremely -low, very -low, low, and
the adoption of the Housing Element Update.
moderate- income residents
Ongoing work effort. The CDD is continuously
looking for ways to improve and expedite the
21) Provide timely plan check review, building permit review
CDD; All Departments
Ongoing
$180,877
1.85
Ongoing
building permit review and inspection process for
and inspections for new housing developments"
new housing development. The implementation
of a -plan check and future capability of online
application submittals should improve efficiency.
Ongoing work effort. Staff continues to support
22) Continue to support employer/employee and
employers and developers whom are interested
employer/developerfinanpart programs and
CDD; All Departments
P
Ongoing
g g
Ongoing
g g
in partnerships to develop housing projects that
p p p g p �
Public/Private/Non-Profit partnerships to increase housing
opportunities for the unhoused and local workforce.
would be targeted towards producing housing
specifically for the local workforce.
Ongoing work effort. City staff participates and
attends the meetings of varioius community
23) Continue the City's participation with (but limited to) the
groups, and also serve as a voting member of the
San Luis Obispo County Housing Trust Fund and the Home
CDD
Ongoing
$40,000
Ongoing
San Luis Obispo County Housing Trust Fund Loan
Builder's Association, to identify, evaluate, and implement
Commission in an effort to identify opportunites
strategies to increase the production of housing.
for collaboration to achieve common goals and
objectives associated with the continued
development of housing in the City.
Ongoing work effort. Both Avila Ranch and San
24) Encourage residential developers to sell or rent their
Luis Ranch include this requirement in their
projects to households employed in areas that are
CDD
Ongoing
Ongoing
respective DAs. Staff continues to look for
geographically included in the boundaries of the City's jobs:
opportunities to include requirement in new
housing balance analysis, in alignment with HE 10.4.
housing projects.
Total
Existing:
$112,761
8
$0
New:
1 $849,836
MID
FIL
Ma
0
to
Section D-3 Sustainable Transportation
PROGRAMS/PROJECTS
2019-20
Status Update (as of Dec 31, 2019)
Major Task
Responsible
Department&
Completion
Operating
Capital
Completed
Updated
Expense
FTE
Expense
FTE
Stakeholders
Date
(Yes/No)
Task Update
Completion Date (if
applicable)
Creating Safe Bicycling & Walking Opportunities
Fiscal Year 2019-20 project work is complete which repaved Broad
Street from Tank Farm to Farm House Lane. Fiscal Year 2020-21 project
Reconstruct & Resurface Streets
Public works
Ongoing
$2,575,000
is a roadway sealing project in pavement areas 4 and 5 which is
currently on schedule to be implemented in summer 2020.
Design underway --advertise by 1st Quarter 2020. Construction 3rd/4th
Complete Broad Street Bike/Ped Signal at Woodbridge.
$200,000
quarter 2020 factoring in PG&E and equipment lead times. Based on
4th Quarter
(Traffic Impact Fees &Infrastructure Investment Fund)
Public Works
2020
59,000
$70,000
recent signal project const, mid -year request for additional $172,000 to
2020
fully fund anticipated construction.
Project to maintain Bob Jones Trail from Prado to LOVR currently in
3rd Quarter
Perform maintenance on pedestrian &bicycle paths
Public Works
Ongoing
sY,000
design. Anticipated construction to start in Summer 2020.
2020
Sidewalk replacement work is ongoing using the City's Job Order
Contract. Recently completed work includes sidewalk replacements on
Construct sidewalk replacements & new installations
Public Works
Ongoing
s9,000
$46,000
the east side of Broad Street at Higuera Street and the reconstruction of
sidewalk on High Street at Walker.
CIP in FY20/21 for Traffic Safety Projects corrected from $22,000 to
Continue to implement Vision Zero thru the Annual Traffic
Public Works & PD
Ongoing
g g
$65,000. Projects ongoing per Annual Safety Report recommendations.
Safety &Operations Program
Traffic Safety Report exptected in 1st Quarter 2020
Operating budget increased from $9k to $18k to reflect higher level of
staff time to continue project progress. FY19/20 updated to reflect
Continue Construction of the Railroad Safety Trail (Traffic
Public works, Union Pacific
actual TIF expenditure to fund ROW and construction shortfall (funds
4th Quarter
Railroad, Public Utilities
June 2021
$9,000
$570,000
already transferred from TIF to project per Council Action 8/20/19). No
Impact Fees, Grant &GF)
Commission, & calTrans
further project funding anticipated. January 2020 advertise. Money is
2020
allocated. Contractor in March, council in May, construction in June.
Phase 1A (Foothill Crossing) completed December 2019. Phase 1B
(Foothill to Ramona) & Phase 2 (Ramona to Downtown) in design,
estimated construction Summer/Fall 2020. Increased FY20/21 budget by
$200,000 to formally allocate public art funds for 101/Chorro
Phase 1A-
undercrossing. City has hired RRM for urban design services to develop
Dec 2019
public art concepts for the Anholm Greenway Project. Anticipated
On track with final
Construct Anholm Greenway Phase 1 & 2. (Grants, SBI, &GFJ
Public Works, Parks& Rec.,
Phase 18-
$9,000
$400,000
Spring 2020 for Call for Artists Qualifications and installation late 2020;
completion in 4th
CDD, Car rans.
Nov 2020
$995 890.
Quarter
Phase 2 - Dec
early 2021. Requesting additional $50,000 capital allocation for Phase
2020
1B to include replacement of Ramona Crossing Beacons. Increased
2020
operating expense to $18,000 to reflect higher level of staff time for
design/project delivery.
Note that $150K in funding tied to 790 Foothill project mitigation
contribution, potentially adding delay.
JPF
PROGRAMS/PROJECTS
2019-20
Status Update (as of Dec 31, 2019)
Responsible
Completion
Operating
Capital
Updated
Major Task
Department &
Completed
Expense
FTE
Expense
FTE
Stakeholders
Date
(Yes/No)
Task Update
Completion Date (if
applicable)
Construct California & Taft Roundabout. (Traffic Impact &
Public Works, City
$2,300,000
In design and property acquisition phase. Suggest delay to 21-22 as
Mitigation Fees)
Attorney's Office
FY 19-20
$22,500
$60,000
project cannot construct until property squired.
2021-22
Construct Bicycle Protected Intersections at:
1) Madonna & Dalidio
Madonna:
June 2021
Madonna/Dalidio and LOVR/Froom to be constructed by San Luis Ranch;
2) LOVR & Froom
Public Works, CDD,
LOVR: June
timing dependent on applicant.
3) Prado & Higuera
CalTrans, & US Postoffice,
2021
$45,000
$300,000
Prado/Higuera part of Prado Creek Bridge Replacement --construction
Ongoing
Prado: Dec
anticipated in 21/22.
(Traffic Impact & Mitigation Fees and Direct Developer
2022
Contribution
Construct miscellaneous bicycle facilities improvements from
Public Works & Bike SLO
FY2019-20 budget fully allocated to 2020 sealing project (Nipomo/Islay
the Bicycle/Active Transportation Plan
County
Ongoing
$9,000
$100,000
Greenways, South/King Crossing, Pismo Complete Street)
Ongoing
Construct New Street Lights & Low -Cost Personal Safety
Two street lights complete. 10 more in progress with PG&E. Staff to test
Public Works & PD
Ongoing
$9,000
$75,000
Ongoing
Initiatives.
out solar options on Hathway near Cal Poly in early 2020.
INFRASTRUCTURE SUPPORTING HOUSING & VMT/GHG
REDUCTION
Project Approval and Environmental portion of project (PA/ED) is
Complete Prado Road Interchange Environmental Review &
Public Works, CDD,
anticipated to be complete in early 2021. That work will overlap with
Construction Documents. (Traffic Impact& Mitigation Fees,
Caltrans, SLOCOG, Count y
2020
$67,500
$850,000
preliminary Construction Document development. Revised timeframe is
2021
Direct Developer Contribution, County Tax Share Funds, &
of SLO, San Luis Ranch
$500,000
based knowledge design for
SLOCOG Grants)
on more of needed project and greater
Caltrans coordination.
Construct the Prado Road Interchange (overpass and NB
Public Works, CDD,
Construction is currently scheduled to begin in June 2022 given
Ramps). (Traffic Impact & Mitigation Fees, Direct Developer
Caltrans, SLOCOG, County
2021-2023
Contribution, County Tax Share Funds, & SLOCOG Grants)
of SLO, San Luis Ranch
knowledge of environmental and design work alone
Env - 2020
Complete Prado Creek Bridge Environmental Review &
Environmental underway with anticipated completion by 3rd Quarter
Public Works & CalTrans
Dec 2023
$22,500
$400,000
Design - 2021
Construction Documents. (Traffic Impact Fees & Grants)
2020. Construction documents anticipated completion in 2021.
Const - 2023
Construct the Prado Creek Bridge. (Traffic Impact Fees &
Public works
2020-2021
Construction start anticipated 2nd Quarter 2022.
2023-24
Grants
Recommend deferral until after adoption of ATP and potential approval
TBD pending Active
Construct LOUR Spur of the Bob Jones Bike Path. (Traffic
Public works, San Luis
of Froom Ranch Specific Plan. Many components of this project will be
Transportation Plan
Impact &Mitigation Fees and Direct Developer Contributions)
Ranch, Froom Ranch
TBD
59,000
$200,000
identified as required mitigation for Froom and ATC wants to wait until
and Froom Ranch
completed ATP to determine project priority.
Specific Plan
MID
PF
Ma
N
PROGRAMS/PROJECTS
2019-20
Status Update (as of Dec 31, 2019)
Major Task
Responsible
Department &
Completion
Operating
Capital
Completed
Updated
Expense
FTE
Expense
FTE
Stakeholders
Date
(Yes/No)
Task Update
Completion Date (if
applicable)
ENHANCING TRANSIT SERVICES
Public works, SLOCOG, &
Initial draft to Section 405 of Purchasing Manual completed but
Develop Plan to Replace Aging Fleet
RTA
implementation to be delayed until the hiring of new fleet supervisor
Staff and the University have met six times during the negotiations
process, since July, and while no agreement on the financial
contribution amount has been reached yet, both groups are already
working on the new long-term agreement language in anticipation of
Complete University Transit service Agreement with CalPoly
Public works & CalPoly
May 2020
$9,000
reaching a financial contribution amount agreable to both groups, in the
next few meetings. Any long term agreement will likely be based on a
per student fee and a request for additional levels of transit service,
possibly including an on campus shuttle system.
Will be analyzed as part of over all fleet replacement and next update
Investigate Electric Downtown Shuttle Service
Public Works
$18,000
SRTP update.
Enhance Transit marketing to seniors, K-12 students, and
working commuters; and with Cal Poly, to increase ridership
Public Works
$18,000
Delayed due to staff shortages
5%
Continue 98%On-Time performance with Short Range Transit
Public works
ongoing
$22,500
Target is currently being met and will continue to be monitored
Plan
Continue service coordination with RTA to improve mobility
Ongoing
$2z,500
for transit users
Emerging Trends & Technolo
Complete Active Transportation Plan
Public Works, CDD, Bike
SLO CountyGoing
June 2020
$67,500
$100,000
to Council in June
2nd Quarter 2020
Complete Update of Neighborhood Traffic Management
Staff refining Neighborhood Traffic Management policy for more
Policy/Guidelines
Public Works
June 2020
$67,500
streamlined process.
2020-21
Complete Update of Traffic Impact Study Guidelines
Consistent with SB 743
Public Works, CDD
July 2020
$22,500
Currently drafting materials. To be adopted prior to July 2020
Council Study Session completed Oct. 2019. Plan to return to Council
Investigate Potential Shared Mobility Policy
Public Works, Admin, & PD
$9,00o
with policy framework for bikeshare and Draft RFP for vendors by Fall
Jan 2021
2020. Vendor selection end of 2020, rollout system by 1st half 2021.
Public works, SLO County,
SLOCOG/Rideshare expressed interest in leading/partnering in an open
Investigate "Open Streets" events with LA CicLAvia
$9,000
SLOCOG
streets event
Installed 17 new charging stations in Marsh Street in the Marsh Street
Public works, CDD, Admin,
Parking Structure. Additionally, staff is working on the design and
Continued Installation of Electric vehicle charging stations
PGE
$9,00o
engineering phase of installing EV charging stations at the 919 Parking
Structure, which in part will serve City Fleet vehicles with charging
capability. City Hall EV stations and Calle Joaquin being pursued as well.
Staff continue to outreach and collaborate with community parners in
Continued Active Transportation Education, Outreach, &
order to increase the awarness Of multimodal transportation options.
Activism
Public Works
Ongoing
52z,s00
This also includes the Halloween pedestrian safety campaign, bike light
safety campaign, and education on new transportation facilities
including roundabouts and new crossing facilities
$9,691,894
JPF
PF
N
ML
y
Section D-4 : Climate Action Update
PROGRAMS/PROJECTS
2019-20
Status Update (as of Dec 31, 2019)
Responsible
Operating
Capital
Major Task
Department &
Completion Date
Completed
Updated Completion
Stakeholders
Expense
FTE
Expense
FTE
(Yes/No)
Task Update
Date (if applicable)
(existing, new)
Climate Action Capacity Building Resources
Study Session was held with City Council on December 3, 2019.
1) Complete and Adopt Climate Action Plan
AdirA
Nov 2019
$95,000
0.2
Adoption of the final Climate Action Plan Update is expected on
Departments
Departments
No
April 7, 2020.
July 2020
Admin/All
Two Civic Spark Fellows have been hired and are midway through
2) Civic Spark Fellowship Program
Departments
Ongoing
$55,000
0.1
Yes
their service term.
3) Sustainability Internship Program
Admin/All
Ongoing
$15,000
0.1
Departments
Yes
A Sustainability Intern has been hired for Fiscal Year 2019-20.
The Green Team is expected to be reorganized into a cross-
4) Green Team Reorganization
Admin/All
Ongoing
0 25
.e
d
departmental collaboration effort in support pport of implementing the
Departments
current sustainability, focused Major City Goals. The updated format
will kickoff in January 2020.
5) SLO Climate Coalition Support
Admin
Ongoing
$20,000
<.10
Yes
The Climate Coalition received financial and staff support.
6) Integrate climate considerations into City decision
making
Admin
Jan 2021
0.1
This will be initiated in Fiscal Year 2020-21.
7) 2020 GHG inventory
Admin
Apr 2021
The GHG inventory update will be conducted in 2021.
8) Support SLO Green Business Network and Certify
The SLO Green Business Network received financial support.
City Hall as a Green Business
Admin
March 2020
$10,000
<.10
Certification will be initiated in ealry 2020.
Staff have received draft marks and are working with AMF to
9) "Sustainable SLO" Branding Implementation
Admin
Ongoing
$30,000
<.10
develop a use guide for the logo.
Priority Climate Action Plan Implementation
10) Monterey Bay Community Power Board
The program will launch in January 2020. Staff continues to support
Participation and Program Launch
Admin
Ongoing
<.10
Board participation.
PW/Utilities/Ad
A feasibility study has been commissioned to review the proposed
11) Develop PPA solar projects (CIP)
Jan zozo
<.10
0.7
min
solar layout at the Transit Yard.
Jan 2021
12) Water Treatment Plant Energy Efficiency
Project
Utilities
Jun 2020
0.5
1
Contract was awarded. Construction will begin January 2020.
May 2021
The Transportation Electrification Strategic Plan will be included in
the Municipal Climate Action Plan and will focus on light -duty fleet
13) Transportation Electrification Strategic Plan
PW/Admin
Dec 2020
$20,000
0.1
electrification and electric vehicle infrastructure in public facilities.
The Muncipal Climate Action Plan will be directed by Administration
and will require close coordination from Public Works and Utilities
Departments. The orignal budgeted amount of $30,000 was
entered incorrectly; $20,000 is available for this task.
June 2021
14 Compete Reach Codes for New
Development and Develop Carbon Offset
CDD/Admin
Dec 2019; Ongoing
$4
F
0.25
The City is waiting for the Fair Political Practices Commission's
Pr,,r,,
No
decision before proceeding.
Ongoing
PROGRAMS/PROJECTS
2019-20
Status Update (as of Dec 31, 2019)
Responsible
Operating
Capital
IN&]
Department &
Completion Date
Completed
Updated Completion
Stakeholders
Expense
FTE
Expense
FTE
(Yes/No)
Task Update
Date (if applicable)
( ,new)
15) Building Electrification Program
CDD/Admin
June 2021
$50,000
0.25
The Building Electrification Program will be initiated in Fiscal Year
Development
No
2020-21.
The project scope has been modified to retrofitting the parking
16) On -Bill Financing LED Lighting Retrofits
Admin/Public
garage spaces. The City Hall portion will be removed or delayed
(CIP)
Works
June 2021
0.2
0.3
until 2021. Work will begin with the onboarding of the new CIP
engineer.
An interim Solid Waste Coordinator was hired in October 2019. It is
17) Formalize Solid Waste Program in the
expected that the assignment will last until June 2020. During that
Utilities Department
Utilities
June 2021
0.5
time the Solid Waste Coordinator, Deputy Director of Water,
Utilities Business Manager, and Utilities Director will continue to
No
refine the job scope and formalize the program.
A contractor will be hired to perform this work. A RFP will be
18) Municipal Solid Waste Reduction Plan
Utilities
June 2021
$25,000
0.1
No
issued by March 2020.
19) Municipal Operations Climate Action Plan
Admin/PW
June 2021
$45,000
0.2
Work will begin for the plan in Spring 2020 and combined with the
Transportaton Electrification Strategic Plan (see above). This work
No
effort may carry over to FY 2021-23.
20) Major Facility Maintenance (Hydration
Ten hydration stations have been installed in city facilities to date,
Station and Pool Thermal Cover)
Public Works
Ongoing
with two more currently in progress. Pool cover funding becomes
available 7/20, and the cover will be replaced shortly after.
The City purchased the Miossi Open Space in November 2018 as a
phase I project and adopted the Miossi Open Space Conservation
21) Open Space Preservation
Admin/PR/PW
Ongoing
$100,000
0.25
Plan. Staff is now actively working on the phase II conservation
easement project for most of the balance of the Miossi La Cuesta
Ranch. The City was awarded a $3 million grant for State of
California Department of Conservation for this project.
Extensive improvements at Johnson Ranch trailhead including the
construction of a new parking area, road work, and the
construction of new fencing and gates. Significant trailhead
22) Open Space Maintenance
Admin/PR/PW
Ongoing
$40,000
0.25
improvements were also made to Bishop Peak including bog thistle
fencing; construction of a new pedestrian gate and a foot bridge
was constructed at Islay Hill. Ranger Staff began plan objectives
focused on the Waddell Ranch portion, including installation of trail
signage, protection of resources and improvement to existing trails.
Urban Forest Staff are in process updating the condition, species
23) Urban Forest Master Plan
PW
June 2021
$35,000
0.1
and size of the City's Street Trees. Approximately 30% complete
with the inventory work. On track for 2021 completion.
PROGRAMS/PROJECTS
2019-20
Status Update (as of Dec 31, 2019)
Responsible
Operating
Capital
Department &
Completion Date
Completed
Updated Completion
Stakeholders
Expense
FTE
Expense
FTE
(Yes/No)
Task Update
Date (if applicable)
( ,new)
24) Sequestration Study and Carbon Farming
Admin/PR
June 2021
$35,000
0.2
Staff is working to enter into an agreement with the Coastal San
Pilot Program
Luis Resource Conservation District for the carbon farm plan and
pilot projects at Johnson Ranch Open Space and City Farm.
The California Re -Leaf Grant has been transferred to ECOSLO, who
25) California Re -Leaf Grant Implementation
Admin/PW
Dec 2019
$24,000
Yes
is successfully implenting it.
April 2020
Enhanced Urban Forest Maintenance is approximately 20%
26) Urban Forest Augmentation
PW
Ongoing
$175,797
0.5
complete. In Fall 2019 tree maintenance work focused in the
downtown core was completed. In the spring and summer of 2020
neighborhood tree pruning will be completed.
Staff is currently pursuing solar EV chargers that would not require
transformer upgrades and bring costs down. This array will also be
27) City Hall EV Chargers
Admin/PW
June 2021
$5,000
0.2
more visible, making positive "lead by example" impression on the
community. Council authorized staff to pursue APCD grant funds
available to cover 65% of project costs.
Adaptation and Resilience
The City enterted into agreement with Caltrans for receipt of the
28) Community Climate Vulnerability
CDD/Admin/Fir
June 2021
0.25
$435,250 in grant funding and has begun developing an RFP for
Assessment and Safety Element Update
a/PW
release in early 2020.
The draft multi -jurisdictional hazard mitigation plan was submitted
to Cal DES for review on Novemeber 25, 2019. Cal DES will
29) Hazard Mitigation Plan
Fire/Admin/PW
Dec 2021
$12,000
0.1
coordinate their review with FEMA. Once the review is complete
the participating agencies will have the ability to address any
comments if necessary. Anticipated adoption of the Final plan is
May of 2020.
The Community Wildfire Protection plan was finalized in August of
2019 and received & filed by City Council on September 3rd 2019.
30) Community Wildfire Protection Plan
Fire
Dec 2021
$12,000
0.1
The Fire Department, Parks and Recreation and Administration
departments will work with strategies identified in the plan to help
reduce the risk of wildfire in the City.
31) Emergency Response Plan
Fire
Dec 2021
$25,000
0.1
Draft Plan should be completed before January 31 2020. Training on
the new plan will begin in early 2020 through the spring.
PROGRAMS/PROJECTS
2019-20
Status Update (as of Dec 31, 2019)
Responsible
Operating
Capital
Department &
Completion Date
Completed
Updated Completion
Stakeholders
Expense
FTE
Expense
FTE
(Yes/No)
Task Update
Date (if applicable)
( ,new)
First Community Preparedness Workshop was hosted in
Septemeber of 2019. Additional worshops will be held on a rotation
32) Ready Set Go Outreach
Fire
ongoing
$12,000
0.1
basis 3 times a year. Staff has updated the previous plan to make it
more user friendly and a large push through social media and press
releases have been made to communicatio the preparedness tools
to the community.
In December of 2019 the Fire Department started utilizing a light -
duty staff member to fill the role of emergency manager on a
temporary basis. Among other duties, this postion will work
33) Urban Fuel Reduction Plan Development
Fire
ongoing
$12,000
0.1
towards the development of this plan. Additonally, the Fire Marshal
will be meeting with Cal Fire to discuss updates to the LUCE and
safety element of the general plan as it relates to wildfire risk
reduction, including urban fuels.
Ranger Staff received California Conservation Corps (CCC) free labor
through the Greenhouse Gas Reduction Fund. The CCC crew worked
on fuel reduction projects at Bowden Ranch. This is part of ongoing
$12,000
0.1
efforts to reduce the fire threat at the Bowden Ranch Wildland
34) Wildland Urban Interface Open Space Fuel
Fire / PR
ongoing
Urban Interface (WUI). Over 75 non-native eucalyptus trees were
Reduction
removed in the creek corridor to support the ongoing succession
planning efforts established along the creek through protecting the
resident native trees and the additional mitigation plantings.
The City was not awarded the CalFire grant that was under review
at the time of adoption of this MCG work plan. The Open Space
$312,250
0.2
Team is now pursuing additional funding through the FireSafe
Council and other sources.
35) Stormwater Business Plan
Admin /
June 2020
0.1
Staff are making preliminary progress through assessment of
Utilities
existing staffing, resources, and responsibiltiies prior to starting the
Stormwater Business Plan.
June 2021
$1,338,500
4.4
$320,797
1 2.3
Note — the Community Vulnerability Assessment and Safety element value of $432,250 is dependent on successful award of a Caltrans 5B1 grant; the Wildland Urban Interface Open Space Fuel Reduction value of $312,250 is dependent on a successful award of a CalFire
grant.
PIL
Section D-5 Fiscal Sustainability
PROGRAMS/PROJECTS
Responsible
Major Task
Department &
Completion Date
2019-20
Status Update (as of Dec 31, 2019)
Stakeholders
Operating
Capital
Completed
Updated
Expense
FTE
Expense
FTE
(Yes/Na)
Task Update
Completion Date
(existing, new)
(if applicable)
CAL HEALTH
1) Continue pension payments from one-time funding toward unfunded
Finance
Ongoing
i,000 & 3,S00,000
The City budgeted for a $3 million dollar downpayment in FY20
liability. Monitor progress in reduction of unfunded liability.
The city will be establishing a 115 Trust Fund and plans to allocate $2 million to
2) Establish a 115 Pension Trust Fund, related funding levels, and use
Finance
2/15/2020
2,300,000
r
the fund in the spring of FY20 to help offset the costs associated with unfunded
3/15/2020
policy. Provide monitoring through the Investment Oversight Committee.
liability.
So far, the City has been successful in meeting it's FHRP operating reduction
3) Continued implementation of the Fiscal Health Response Plan that
goals but has not met the new revenue goals associated with Cannabis.
address short -and long-term financial challenges.
Finance
6/30/2021
Changes have been made to the projections and the City will maintain the plan
through the remainder of the financial plan.
4) Implement quarterly financial reportsto monitorfiscal performance
Finance — City
The City's first quarterly report was brought to council in November and is now
includingperformance measures.
P
Departments
P
Ongoing
posted on the City's Website
The adopted Fiscal Health Response Plan focuses on alternative ways of doing
business to reduce cost while minimizing service level impacts. Savings have
been achieved through refinancing of debt and early pay -down of unfunded
liabilities. New ways of doing business focused on using less consumable goods
5) Continue to implement and track operational efficiencies including
and increasing sustainability are a main focus for City Staff. Thoughtful
alternative service delivery, best management practices, and cost
Departmental Reorganizations which have minimal service level impacts are
containment measures that preserve the effectiveness of City services
Administration
Ongoing
being implemented and will be continue to be implemented as the
and operations.
Organization of the Future continues. Two of the three motion implementation
roll -outs have been completed. Finance and Purchasing functions were
implemented in October of 2018, HR and Payroll in June 2019 and Budgeting &
Planning are on hold pending resolution of remaining issues with the first two
phases.
This is an ongoing effort. A notable legislation that may impact revenues is the
6) continue to monitor legislation that could impact City revenues and
Wayfair decision and AB147 regarding sales tax collection from online sales.
expenditures.
Finance
ongoing
The City has been closely monitoring to see what, if any, impact this will make
on the revenue forecast.
One Cannabis business has opened in the City as of December 31st, 2019. The
City is closley monitoring cannabis -related revenues and expenditures.
7) Closely monitorcannabis related income and expenditures.
Finance
ongoing
Appropriate adjustments to the long term forecast have been made. The
additional stores are currently projected to open in Summer 2020.
8) Continue to closely monitor liability and workers compensation costs
A new tool was developed and implemented allowing liability claim data to be
with a focus on root cause analysis and prevention.
Human Resources
Ongoing
regularly updated and easily sorted to provide improved root cause analysis.
Supplemental Employee Policy and Salary Schedule updated to comply with
m) Monitor changes in market compensation, including impacts of
Human Resources
8/30/2020
No
2020 minimum Wage increase, associated compaction, and to assist in
minimum wage increases, and present comparative data to Council.
addressing recruitment and retention issues.
In July 2019, the City successfully negotiated a Successor Agreement with the
Yes (Police)
San Luis Obispo Police Staff Officers' Association consistent with the City's
11) Negotiate labor agreements consistent with Fiscal Health Response
Fiscal Health Response Plan and Council's Labor Relations Objectives.
Plan objectives with the San Luis Obispo City Employees Association and
Human Resources
8/30/2019
the San Luis Obispo Police staff Officers Association.
The City's negotiating team and the San Luis Obispo City Employees'
No (SLOCEA)
Association are currently in negotiations for a Successor Agreement as their
TBD
Memorandum of Agreement expired June 30, 2019.
PROGRAMS/PROJECTS
Responsible
Major Task
Department &
Completion Date
2019-20
Status Update (as of Dec 31, 2019)
Stakeholders
Operating
Capital
Completed
Task Update
Updated
Completion Date
Expense
(existing, new)
FTE
Expense
FTE
(Yes/No)
(if applicable)
Ongoing Project. This funding account has been created and we are in the
Police
$48,650
process of accessing monies for the first time to replace SWAT Helmets and
12) Create an Equipment sustainability Fund for Public Safetyto forecast
Headsets.
and budget for replacement of safety equipment that has expired or
Ongoing
Ongoing project. The department did not have any items on the equipment
become damaged.
Fire
replacement list for FY 2019-20 but will utilize this project in future years
13) Hire entry-level fire recruits to help reduce long-term pension
Ongoing. Next anticipated Recruit Academy is dependent on the number of
obligations for non-PEPRA employees.
Fire
ongoing
$3z,000
vacancies but will not occur Sooner than FY 2020-21.
The Fire Department has contracted with a Functional Movement Trainer for
14) Implement injury reduction programs in the Fire Department to
weekly training sessions to help reduce workplace injuries. Additionally,
reduce costs associated with job -related injuries.
Fire
De<2021
No
Firefighters will be attending "train the Trainer" classes in the spring to allow
for continued injury reduction training.
Online Reporting was launched in November of 2019. The program has
15) Implement Online reporting for Police Department
Police
Ongoing
$13,600
Yes
received positive feedback from the community and staff is working towards
opportunities for additional incident types to be included.
16) Hire an additional police officerto backfill for a school districtfunded
An Officer was hired and Officer Alexander has been assigned as the School
School Resource officer
Police
June 2020
$165,827
Yes
Resource Officer since 4/18/19
The Cannabis Detective is actively working on applications and background
17) Fund a new Cannabis Detective Position using Cannabis Fees
Police
July 2019
$198,182
Yes
investigations to successfully integrate cannabis industry in San Luis Obispo.
18) Purchase specific equipment related to Cannabis Detective
Police
FY20
$17,000
Some equipment has been purchased such as a ID card machine.
19) Fund Police field service technician and a Downtown Sergeant with
As of September 2019, both of these positions have been filled and they are
hotel land lease revenues
Police
July 2019
$233,787
Yes
operating in the downtown.
GANIZATIONAL EFFECTIVENESS
The City went live with the Benefits, HR and Payroll modules of HCM on June
13, 2019 and continues to work with Oracle and Sierra Cedar to improve the
1) Fully implement MOTION ERP, HCM, and Budget modules. Develop
Human Resources,
functionality. The Learning Module was launched and implementation of
dashboards regarding organizational effectiveness including diversity
metrics.
Finance
Feb 2020
NO
Talent Management (Goals and Performance Evaluations) is planned for June
2020. The Budget Module is currently in development with a tentative go -live
date before the beginning of FY 20-21.
2) Implement Phase 1 ofthe Organization ofthe Future to achieve
Community
As part of Phase 1 of Organization ofthe Future, a new full-time Marketing
organizational efficiencies through thoughtful reorganizations. Could
Services (Coo
June 2021
$225,000
tbd
Coordinator position was created and filled to provide additional marketing and
include new positions or reclassifications or consultant services. Year one
of this effort will inform resources needed.
Parks and Recec,PW,
and Utilities)
communications services.
3) Identify barriers to diversity and inclusion within organizational
Statistics related to diversity were analyzed on a sampling of recruitments to
systems in support of the Organization ofthe Future.
g
Human Resources
Ongoing
20000
NO
assist In assessing the Clty's recruitment processes.
Continued work on developing a City-wide recruitment video to assist in
4) Expand recruitment outreach and methods to reach diverse sources.
Human Resources
Ongoing
No
attracting applicants. Follow up on Regional Leadership Team project related
to addressing regional recruitment challenges.
Economic Development
PROGRAMS/PROJECTS
Responsible
Major Task
Department &
Completion Date
2019-20
Status Update (as of Dec 31, 2019)
Stakeholders
Operating
Capital
Completed
(Yes/No)
Task Update
Updated
Completion Date
Expense
FTE
Expense
FTE
is
(e....... s, new)
(if applicable)
In October of 2019, City staff executed an agreement with Downtown SLO to
launch a one year pilot program for one additional Ambassador to be added to
their Clean & Safe program. Previously, Downtown SLO employed one
Downtown Ambassador to clean public thoroughfares and amenities, acts as a
sidewalk concierge for visitors and interacts with all community members,
including referrals to the Police Department or other service providers. This
additional ambassador will provide expanded support on the weekday evenings
as well as help on the weekends, expanding the program to allow for more
coverage in the downtown. Additionally, the new ambassador will engage in
1) Downtown Vitality (PBID, Public Art, Parking Structures, Hotels,
Administration
Ongoing
$86,819
business outreach and education to ensure that business and property owners
Housing)
are taking responsibility for keeping their shops and surrounding areas clean.
During the first quarter of the pilot program, the amabassadors removed 657
pounds of trash, a 208% increase from last year.
The agreement with Downtown SLO also includes a provision that DSLO will
provide a 50% match of City funds through volunteers, grants, or fundraising
for programs that also support clean and safe pilot programs. It is anticipated
that if the pilot program continues into a second year that the match would
increase to 100%.
2) Development and implementation of a business attraction and
retention program, funded by SB 1090, will cost $70,000 in contract
This action is pending completion of an update to the Economic Development
services and is estimated to take 20%of the Economic Development
p
Administration
Ongoing
Strategic Plan which is now expected to be completed by June of 2021.
June 2021
Manager's time.
4) Update the EDSP to include business -based strategies to address
The City will be distributing a Request for Proposals to update the current
emergency preparedness, climate action, etc., will cost $50,000 in
Administration
Feb 2020
50000
Economic Development Strategic plan last updated in 2015 to reflect the
June 2021
contract services and is estimated to take 20%of the Economic
Development Manager's time.
current local and regional priorities.
The Transient Occupancy Tax revenues from July -October of FY20 compared to
5) Increase revenuesfrom property, sales, and Transient Occupancy Tax
July -October of FY19 have increased by 6.8%from $2,929,425 in FY 19 to
TOT b implementing strategies in the EDSP.
(TOT) v' p g g
Administration
Ongoing
$3,130,701 in FY 20. Staff projects that original estimates for these revenues
will hold true.
Two year economic development agreements executed for 2019-21 for
Downtown SLO, Economic Vitality Corporation of SLO County and the SLO
6) Continue partnership with SLO HotHouse to create and expand
economic activities.
Administration
Ongoing
Chamber of Commerce to support businesses downtown and throughout the
City. The City also continues to serve in roles on Boards and Committees for
each of these partners.
EMERGENCY PREPAREDNESS
The draft multi -jurisdictional hazard mitigation plan was submitted to Cal DES
for review on November 25, 2019. Cal DES will coordinate their review with
1) Hazard Mitigation Plans
Fire
ongoing
FEMA. Once the review is complete the participating agencies will have the
ability to address any comments if necessary. Anticipated adoption of the Final
plan is May of 2020.
PROGRAMS/PROJECTS
Responsible
Major Task
Department &
Completion Date
2019-20
Status Update (as of Dec 31, 2019)
Stakeholders
Operating
Capital
Completed
(Yes/Na)
Task Update
Updated
Completion Date
Expense
FTE
Expense
FTE
(existing, new)
(if applicable)
In May 2019, the City was awarded a climate change adaptation grant from
Caltrans titled, "Resilient San Luis Obispo' for the amount of $435,250, with a
local in -kind staff time match valued at approximately $56,400 over a three-
year period. The 56,400 is time that staff has allocated to implement objectives
in the 2019- 21 Financial Plan including an update to the Safety Element of the
General Plan and the Climate Action Plan (CAP). The grant funds consultant
assistance to conduct a comprehensive assessment of the community' s
vulnerability to the impacts of climate change and to update the Safety
2) coo safety update
Community
Feb 2021
No
Element of the General Plan to include a strong adaptation and resilience focus.
Development
The City of San Luis Obispo is the proposal applicant and will be the grant
recipient. The City will partner with the Local Government Commission (LGC), a
501(c)3 non-profit organization. LGC is included as a sub -applicant on this grant
proposal for ($147,750) to assist with managing the project and with various
project tasks. The project will also be supported with committed staff resources
from the San Luis Obispo Council of Governments. The City will select a
consultant or team of consultants through a competitive bid process to lead
the technical tasks included in this proposal ($287,500).
3) Recovery Planning process - Plan - Respond - Recover
Fire
Ongoing
Ongoing
INFRASTRUCTURE FINANCING
On February 5, 2019, the City Council directed staff to conduct further public
engagement efforts regarding the SLO Forward, including resident focus groups
and a statistically relevant survey of registered voters. The Council appointed
an ad hoc subcommittee of Vice -Mayor Pease and Councilmember Stewart to
explore a variety of issues related to feedback they had heard from the public
about City services, maintenance and upgrades to infrastructure. Staff went
1) SLO Forward (funding included in previous budget)
Administration
Spring 2020
back to Council on December 3, 2019 and was instructed to proceed with
further public engagement on funding priorities for the City, including renewing
and amending the Local Revenue Measure (LRM) with ongoing community
oversight (Revenue Enhancement Oversight Commission). Staff will be
returning to Council in the spring to report on the the continued public
engagement efforts.
Total Investment oer Fiscal Year
$7,109,303
5
$
0
Section D-6 Downtown Vitality
Responsible 2019-20 Status Update (as of Dec 31, 2019)
Major Task Department & Completion Date Operating Capital Completed Task Update Completion Date
Stakeholders F—nce FTF F—nce FTF (yes1Nol lif aooli[ablel
Both day and night bikes are fully staffed and continue to focus their efforts in
the downtown core. This is an ongoing effort as our downtown area continue to
grow. The CAT team has seen a lot of success working with John Klevins
Focus on providing Downtown Bike Patrol and Community
Police
Ongoing
Yes
(assigned social worker). During the first year, 290 individuals were engaged, 49
Action Team Officers including social worker support
were treated for mental health/substance abuse, 23 received housing and the
CAT team provided four behavioral health trainings. We have continued to see
this success in the second year
Fund Police Field Service Technician and a Downtown
As of September 2019, both of these positions have been filled and they are
Sergeant with hotel land lease revenues
police
iulyzol9
Yes
operating in the downtown.
Complex project design has taken longer than expected as this is the first project
the City has implemented traffic rated protection within roadways. Staff is
currently estimating the project will be bid in January 2020 with an anticipated
Downtown Security Project
Public Works
Dec 2019
start of construction in March 2020. Based on the current economy and need for
June 2020
construction work, construction bids have been coming in larger than
anticipated. With this in mind, additional funding may be need for future
security projects.
Project design is complete and bid. Project construction will start in February
Install security cameras in Mission Plaza
Police, IT, PW
Septmeber 2019
2020 to reduce construction impacts on holiday events in the downtown.
Feb 2020
Project delayed due to Downtown SLO's holiday season events. Parking to
engage again in Q1 or Q2 of 2020 with partners including CAPSLO and United
Update and refresh Direct Giving (Meter) Program with
Administration, Public
Decemeber 2019
Way of SLO County. Work plan to include an awareness campaign and
Sept 202O
Downtown SLO, United Way and 40 Prado
Works
partnership outreach plan to be implemented during the peak tourism season to
gain momentum and attraction to the program.
MAINTENANCE
This is an ongoing effort to keep the downtown sidewalks clean and maintained.
Continue to provide sidewalk pressure washing services
Public Works
Ongoing
This level of funding allows the City to clean sidewalks in the downtown core
twice a year. Typically this work is completed in April and October each year.
This work is ongoing reflecting the periodic maintenance needs of planters.
Planter maintenance work has occurred in the Mission Plaza and at the mid -
Continued maintenance of downtown planters
Public Works
Ongoing
block crossings located at Higuera and Garden as well as Marsh near Morro
Street. Work is completed intermittently and on average is completed every 6-
weeks.
Work with the City's Special Events Team and Downtown SLO
Utilities and Parks and Recreation have added language to the special event
on a viable recycling and compost program for large events
Utilities
Ongoing
permit that requires adherence to City solid waste ordinances and requires
occurring in Mission Plaza and downtown
recycling at all events.
27 street tree locations in the downtown have been replanted and necessary
adjacent infrastructure replaced. In the winter months additional maintenance
Sidewalk and tree grate repair and replacement
Public Works
Ongoing
$25,000
work will occur at existing tree wells to reduce the likelihood of pedestrians
tripping.
Multiple proposals have been solicited from contractors to complete tile work
without success due to current high demand for contracting. Resoliciatation of
Sidewalk tile replacement
Publicworks
Ongoing
proposals will occur this winter when contracting demand may be reduced due
to weather.
Enhanced downtown tree pruning
Public Works
Ongoing
$40,000
2019 downtown tree maintenance was completed in Fall 2019.
PROGRAMS/PROJECTS
Responsible
2019-20
Status Update (as of Dec 31, 2019)
Completed
Completion Date
Major Task
Department&
Completion Date
Operating Capital
Stakeholders
(Yes No)
Task Update
(if applicable)
Expense
FTE
Expense
FTE
Two feeding stations for pigeon control were installed on private property roofs
through individual agreements and the feeding program has begun. Birds are
visiting the feeders but consistent, long-term socialization (visitation and feeding)
is still being worked on. Logistics and operations are being recorded as lessons
Continue to explore options to reduce white fly population
learned for a more effective program in the spring. The Ficus trees in the
and fly/pigeon issues
Administration
Ongoing
downtown core were trimmed heavily to reduce the whitefly habitat and also to
modify the habitat for the Lesser housefly. Additional investigation with
assistance from Cal Poly entomologist is ongoing but not concentrated breeding
sites for the houseflies has been found yet. Continue research for Creekside
locations to effectively interrupt the breeding cycle of these insects.
2019 SLO County Creeks to Coast Cleanup took place on September 21. The City
participated in hosting 3 locations where volunteers signed in (Mission Plaza,
Sinsheimer Park and Laguna Lake). In total, volunteers cleaned up 8locations
across the City with help from the 92 volunteers who attended. In total, over
1,800 pounds of trash and recyclables were removed from local waterways. Cal
Host Creek Clean Up Day in the downtown
Administration
ongoing
Poly professors also hosted a site where attention was needed adjacent to San
Luis Obispo High School. Trash, debris and some vegetation was trimmed to
prevent on -going accumulation of nuisance trash from the site. They had 130
volunteers help clean SLO Creek from California Blvd to Johnson Ave. A 40-yard
dumpster was filled 2/3rds (25-30 yards) full with trash and debris.
INFRASTRUCTURE
First year project located in front of 858 Higuera, which Council has approved for
advertisement. Construct start anticipated 2nd quarter 2020. Second year project
Downtown Renewal Project
Public Works
Jan 2020 &Jan 2021
$400,000
is located on Broad Street between Higuera and Marsh, with an estimate start
date in January 2021.
In August of 2019, the City Council approved a 12-month passenger loading pilot
program. The program began on October 1st and includes loading zones on both
sides of the 700 block of Higuera (between Garden and Broad Streets), as well as
Implement designated pick up and drop off zones in
the commercial loading zone on the 1000 block of Chorro St. The zones will be
downtown for ridesharing (part of Active Transportation Plan
and Access & Parking Management Plan)
Public Works
Dec 2021
Yes
enforced from 11 p.m. to 3 a.m., with a 5-minute loading limit. The pilot program
will be tested for one year. The City will consider feedback from police,
businesses, users, rideshare companies, as well as Downtown SLO in determining
the program's success.
A City Council Study Session was completed in Oct. 2019. City staff plans to
return to the City Council with policy framework for bikeshare and a Draft RFP
Explore use of shared mobility devices in downtown (also
Public Works
Jan 2021
for vendors by Fall 2020. It is anticipated that vendor selection will occur at the
included in Sustainable Transportation Major City Goal)
end of 2020, with a rollout of the system occurring during the first quarter of
2021.
Administration,
The City completed a thorough financial due diligence process and is now
Continue progress on a Higuera St. Parking Structure and an
Community
Ongoing
g g
$100,000
pursuing an option to be the parking structure operator only and allow for some
Upper Monterey St. parking district
Development, Public
Works
public parking during hours it would not be used by the current project partners.
This is the first year of the newly created, multi year investment program to
conduct projects to extend the useful life of the structures and staff is currently
determining the best delivery methods for the variety of projects. Small projects
are being completed as part of daily maintenance activities by staff. Elevator
Parking Structure Facility Improvement Program
Public Works
Ongoing
$21,140
$900,000
design work is underway with other small projects to be started in January 2020
aligning with staff resources augmentation. (Modified number to reflect final
adopted CIP amounts, and included direct cost participation in CIP Engineering
SOBC)
PROGRAMS/PROJECTS
Responsible
2019-20
Status Update (as of Dec 31, 2019)
Completed
Completion Date
Major Task
Department&
Completion Date
Operating Capital
Stakeholders
(Yes No)
Task Update
(if applicable)
Expense
FTE
Expense
FTE
Project is on schedule. Staff will bring to Council in the 1st quarter of 2020 a
Begin Construction on the Palm/Nipomo Parking Structure
Public Works
Winter and
request for additional design funding to complete electrical undergrounding
2021
2021
work. Project design approved by City Council in November of 2019.
This project will replace the Marsh Street Bridge located between Santa Rosa and
Osos streets. Project design is complete with one permit and an additional
Replacement of Marsh St. bridge over San Luis Creek
Public Works
May 2021
$6,400,000
permit is needed from the Regional Water Quality Control Board. Project is
anticipated to start construction in Spring 2020.
This project is funded with design funds that will become available on 7/1/20 and
Complete design of Cheng Park rehabilitation
Public works
Dec 202o
construction funds that will become available on 7/1/21. Project is currently
June 2021
scheduled to begin in summer 2021.
Parks an Recreation partnered Wim SLU Yoga to put on Yoga at tne JaCK House.
Yoga provided yoga mats and Parks and Rec staff worked with local instructors in
training who needed hours to complete coursework in yoga instruction to teach the
courses. There were four classes in Fall 2019 and classes will start again in Spring 2020.
Public Art highlighted City's iconic places on parking toll booths. The booth art matches
the artful banners that were installed throughout downtown this summer. All three
parking structures kiosks (5 total) reflect the Mission San Luis Obispo de Tolosa, Ah
Louis Store, Iron Road Pioneers, Fremont Theater and Habitat of SLO.
The Community Services division utilized interns to plan and organize pop up events in
Activate public spaces in downtown through events and
public spaces, known as "First Fridays". Unfortunately, due to weather, interns were
programming such as pop-up classes and temporary public
Parks &Recreation
Ongoing
only able to produce one event:'Olympics in the Plaza'. This pop-up event provided
art
table tennis, cornhole, ladder ball, and a ribbon ceremony. Future pop-up events to be
scheduled in spring.
Parks and Rec held food truck nights at two different park locations: downtown
Emerson Park in October and Santa Rosa park in November. Food truck night will spend
the winter at Santa Rosa due to the park having lights and will return to Emerson in the
Spring.
Cornhole Tuesday happened during summer and early fall months at downtown parks.
Support Downtown SLO, property owners and other
Administration, Parks
The City continues to engage with Downtown SLO to support this effort. One pop up
organizations to activate vacant retail spaces through pop-up
and Recreation
Ongoing
store was created during the holiday season.
shops, activities, and events
The Promotional Coordinating Committee approved and funded two sets of
designs which were installed in August and December, 2019.
The first set of designs focused on displaying iconic San Luis Obispo culture,
diversity, community, and inclusion to both visitors and residents by highlighting
cultural icons in San Luis Obispo.
Support Downtown SLO tree lighting and street banner
Administration
Dec 2019
Yes
programs
The second set of designs are focused on holiday banner art to demonstrate the
vibrancy and diversity in our community. Banner designs featured various end -of -
year cultural celebrations observed in our community.
City staff are continuing to work with Downtown SLO for an additional 2 sets of
banners to complete a full, four season rotational program that will aid in the
beautification and placemaking efforts in the Downtown.
The design and installation of the new tile maps at Monterey/Chorro,
Work with Downtown SLO to update downtown rile maps
Administration
Aug 2019
Yes
Marsh/Chorro, and Higuera/Broad was completed in July of 2019.
/rW
Ph
Ma
so
in
ID
N
MN
W
PROGRAMS/PROJECTS
Responsible
2019-20
Status Update (as of Dec 31, 2019)
Completed
Completion Date
Major Task
Department&
Completion Date
Operating Capital
Stakeholders
(Yes/No)
Task Update
(if applicable)
Expense
FTE
Expense
FTE
Explore options, including adjacent to Bubblegum Alley, for
Parks & Recreation,
Initial discussions are occurring surrounding additional public art near Hotel
additional public art and creative place making
Administration
Ongoing
Cerro.
Continuing to interface with hotel managers and architects for Hotel SLO and
Hotel Cerro to support their recent and impending openings including issues
related to neighboring businesses'trash and recycle disposal and opportunities
for promotion. Tourism is working to support the openings in various ways
through: industry connections (both properties have been assigned a TBID Board
Support the opening and operations of new downtown
Administration
Ongoing
liaison and have presented in a meet and greet format to the TBID Board), media
hotels
support through facilitation of numerous media interactions (including hard hat
tours i.e.. Afar Magazine in October 2019, what's new media pitching and the
coordination of a cooperative media familiarization tour in the spring), and
consumer awareness including the execution of the new property integration
plan to TBID owned online and social channels.
Community
With the mid -year budget, staff is requesting an additional $40,000 for consulting
Continue to Implement the Downtown Concept Plan
Development, Public
Ongoing
services to advance planning and traffic analysis for summer 2021 paving projects
Works
to advance the Downtown Concept Plan & Active Transportation Plan.
Community
Council is scheduled to review this item and provide direction to staff on 2/4/20.
Continue to Implement the Mission Plaza Master Plan
Development, Public
Once direction has been received, final scope of work will be known and
including the completion of the preliminary design for the
Works,Parks &
Oct 2019
$45,000
No
environmental review will being with construction document preparation to
tan 2020
restroom replacement project
Recreation
follow.
In October of 2019, City staff executed an agreement with Downtown SLO to
launch a one year pilot program for one additional Ambassador to be added to
their Clean & Safe program. Previously, Downtown SLO employed one
Downtown Ambassador to clean public thoroughfares and amenities, acts as a
sidewalk concierge for visitors and interacts with all community members,
including referrals to the Police Department or other service providers. This
additional ambassador will provide expanded support on the weekday evenings
as well as help on the weekends, expanding the program to allow for more
Support the implementation of a Property -Based Business
coverage in the downtown. Additionally, the new ambassador will engage in
Improvement District (also included in Fiscal Health and
Administration
Sept 2019
Yes
business outreach and education to ensure that business and property owners
Sustainability Major City Goal)
are taking responsibility for keeping their shops and surrounding areas clean.
During the first quarter of the pilot program, the amabassadors removed 657
pounds of trash, a 208% increase from last year.
The agreement with Downtown SLO also includes a provision that DSLO will
provide a 50% match of City funds through volunteers, grants, or fundraising for
programs that also support clean and safe pilot programs. It is anticipated that if
the pilot program continues into a second year that the match would increase to
100%.
Two year economic development agreements executed for 2019-21 for
Continue City partnerships for economic development and
Downtown SLO, Economic Vitality Corporation of SLO County and the SLO
business support in downtown including SLO HotHouse,
Administration
Ongoing
11450, 43100
Chamber of Commerce to support businesses downtown and throughout the
Chamber of commerce programs, etc.
City. The City also continues to serve in roles on Boards and Committees for each
of these partners.
Continue to provide information on business permitting and licensing, available
space for businesses, data on opening and closing businesses and tax reports.
Ongoing downtown business support
g g pport
Administration
Ongoing
Improved communication to downtown businesses related to construction
projects.
PROGRAMS/PROJECTS
Responsible
2019-20
Status Update (as of Dec 31, 2019)
Completed
Completion Date
Major Task
Department&
Completion Date
Operating Capital
Stakeholders
(Yes No)
Task Update
(if applicable)
Expense
FTE
Expense
FTE
Delete -This amount did not get approved by Council as part of Budget. it was a
Enhance Downtown Trip & Parking demand reduction
prior SOBC request that was deleted and combined as another SOBC request.
programs.
Public Works
Ongoing
$40,000
This money was comingled in the Communications plan SOBC request but a
separate $40k was not adopted for these purposes from the Parking Fund.
Initial mailing completed in July 2019-Rediscover Your Downtown campaign
Create a Park & Walk informational campaign in coordination
Public Works,
March 2020
with Park & Walk component. Additional work will be included in Parking Media
with Downtown SLO
Administration
Plan and communication project in 2020.
In September the program idea was presented to the Promotional Coordinating
Create and implement a Shop Local program (also included in
Committee and the committee expressed interest in assisting in the facilitation of
Fiscal Health and Sustainability Major City Goal)
Administration
Oct 2019
No
the program. In early 2020 the PCC will begin the program development
Dec 2020
discussion.
Develop and implementation of a business attraction and
This action is pending completion of an update to the Economic Development
retention program
Administration
June 2020
No
Strategic Plan which is now expected to be completed by the end of June 2021
June 2021
Update Economic Development Strategic Plan and implement
The City will be distributing a Request for Proposals to update the current
actions specific to downtown (also including in Fiscal Health
Administration
Feb 2020
No
Economic Development Strategic plan last updated in 2015 to reflect the current
June 2021
and Sustainability Major City Goal)
local and regional priorities.
Total
$1,064,895
6.55
$9,298,DD0
0
Total Investment Per Fiscal Year
$20,362,895
Item 16
CAPITAL IMPROVEMENT PLAN UPDATE
66 Packet Page 230
Item 16
SECTION E-1: CIP Status for Projects in Quarter 2
Public Works CIP Engineering and Management staff have delivered several projects within the first quarter of the fiscal year as
listed in the below table. Several more projects have begun and are actively being constructed. Completed projects include the
newly replaced El Capitan Bridge, which replaces a destroyed bridge and restores the pedestrian connection between El Capitan
Way and Poinsettia Street. Notable ongoing work includes pedestrian bridge replacement work for Meadow Park, waterline
upgrades around Sierra Vista Medical Center, and video security enhancements within Mission Plaza.
Project
El Capitan Pedestrian Bridge Replacement
Proponent
Department
Public Works
Status
Completed in December
Funded
No
Construction
Budget
$96,000
Water Treatment Plant Wash Water Tank Recoat
Utilities
Completed in December
No
$138,000
Foothill Pipe Bursting
Utilities
Completed in November
No
$250,000
Mission Plaza Security Camera Installations
Public Works / Police
Ongoing.
No
$40,000
Meadow Park Pedestrian Bridge Replacements
Public Works
Ongoing.
Yes
$200,000
Casa/Murray Waterline Replacement
Utilities
Ongoing.
No
$2,022,000
Council Chamber Audio / Video Replacement
City Clerk
Ongoing.
No
$175,000
Total Budget for Completed or Active Projects in FY
2019 Q2
$2,921,000
SECTION E-2: Upcoming CIP Projects
Public Works has numerous projects forthcoming in the first two calendar quarters of 2020. The largest of the projects is the Marsh
Street Bridge Replacement Project, which will replace the structurally obsolete bridge between Santa Rosa and Osos Streets. Work
will begin in the Spring and continue for a minimum 9-month construction window in which traffic will be diverted through the
downtown area to bypass the replacement work. Other notable projects include South Hills Radio Site Upgrades, which will replace
deficient City emergency communication equipment with more advanced and reliable equipment, and Islay Hill Park Playground
Equipment Replacements, which will provide all new play equipment and ADA improvements to Islay Hill Park.
Proponent
Project
Department
Status
Funded
Construction
Budget
South Hills Radio Site Upgrades
Public Works / IT
Bids Opened 1/16/20
Yes
$925,000
Marsh Street Bridge Replacement (10% LRM)
Public Works
Advertising for Bids
Yes
$5,400,000
Downtown Renewal: 858 Higuera
Public Works
Advertising for Bids
Yes
$350,000
Islay Hill Park Playground Equipment Replacement
Public Works / P&R
Advertising for Bids
Yes
$270,000
Fire Station 1 HVAC Replacements
Public Works / Fire
Authorized for
Yes
$140,000
advertisement
City Facilities HVAC Replacements
Public Works
Authorized for
Yes
$145,000
advertisement
Marsh Street Garage Elevator Repair
Public Works
Final Design Phase
No
$50,000
City Hall Fire Department Connection
Public Works /
Final Design Phase
Yes
$60,000
Utilities
Total.•
40 •00
67 Packet Page 231
Item 16
RECENT FINANCIAL AND REVENUE REPORTS
68 Packet Page 232
4 IL
, 141F
arI
About TOT
Transient Occupancy Tax (TOT) is the
City's third largest source of General
Fund revenue behind Sales and
Property Tax. Lodging guests are
required to pay the tax to the operator
of the lodging facility at the time the
rent is paid. The operator must remit
the 10% tax to the City. TOT applies
to all lodging businesses, including
hotels, motels, and homestays.
Additional Assessments
In addition to TOT, SLO lodging
businesses remit two special assessment
fees totaling 3% collectively for the
Tourism Business Improvement District
(TBID) and the County Tourism
Marketing District (TMD). The TBID
and TMD special district revenue is
dedicated to tourism marketing and is
not added to TOT revenue or the
General Fund.
Trends and Forecasts
The diverse food and wine culture,
emerging art scene, and countless
outdoor adventures are contributors to
the continuous tourism growth in San
Luis Obispo. Last fiscal year, the City
realized over 4% increase in TOT.
Due to economic uncertainty and a
stabilization in room rates, the City
forecasts that this growth may begin to
slow over the next few years.
For TOT or Tourism information:
Natalie Harnett, Budget Analyst
nharnett slocity.o�rg
Molly Cano, Tourism Manager
mcano slocity.o�re
\j
TOT Revenue
Fiscal year 2019-20 saw a strong first quarter. While revenue numbers were record setting,
the City saw an overall decline in the occupancy rate. The increase in revenue was due to a
higher average daily rate (ADR) per occupied room. Staff forecasts that eventually ADR and
occupancy rate will level out and revenue will stabilize, especially due to increasing supply
of rooms available.
Fiscal Year
% Change
2016-17
2017-18
2018-19
2019-20
July
S 877,391
$ 880,321
$ 879,231
$ 917,282
4.3%
August
$ 765,232
$ 734,830
$ 818,375
$ 847,791
3.6%
September
S 650,117
$ 701,230
$ 697,898
$ 771,507
10.5%
Qtr 1 Totals
$ 2,292,741
$ 2,316,381
1 $ 2,395,504
1 $ 2,536,580
Looking Forward
Historically, TOT revenue decreases in the second quarter due to smaller
visitor activity during the Winter months. During the next quarter, a new
luxury hotel will open in the City and a second downtown luxury property
is expected to open in later in 2019. Because this is a new type of lodging
in the City, staff will monitor how it impacts the overall room inventory
and the revenue stream. To counteract the seasonal drop in visitation, the
TBID is offering multiple promotions to encourage overnight stays during
the "off" season.
WHO GENERATES THE
REVENUE? 3/o o
o- Y
Hotels
4
Homestays
97%
at1
About TOT
Transient Occupancy Tax (TOT) is the
City's third largest source of General Fund
revenue behind Sales and Property Tax.
Lodging guests are required to pay the tax
to the operator of the lodging facility at
the time the rent is paid. The operator
must remit the 10% tax to the City. TOT
applies to all lodging businesses, including
hotels, motels, and homestays.
Additional Assessments
In addition to TOT, SLO lodging
businesses remit two special assessment
fees totaling 3% collectively for the
Tourism Business Improvement District
(TBID) and the County Tourism Marketing
District (TMD). The TBID and TMD
special district revenue is dedicated to
tourism marketing, investing an amount of
$1.5 million annually.
Trends and Forecasts
The diverse food and wine culture,
emerging art scene, and countless outdoor
adventures are contributors to the
continuous tourism growth in San Luis
Obispo. Last fiscal year, the City realized
over 4% increase in TOT. Due to
economic uncertainty and a stabilization in
room rates, the City forecasts that this
growth may begin to slow over the next
few years.
For Tourism information contact:
Chantal Burns, Tourism Coordinator
cburns@slocity.org
Molly Cano, Tourism Manager
mcano@slocity.org
TOT Revenue
The FY 2019-20 second quarter recorded all-time high TOT figures compared to past second quarters.
Increase in TOT revenue was attributed to a slight increase in Average Daily Rate (1.76%) and the
City's marketing efforts. The "Sip, Stay, and Save' promotion, which provided qualified visitors with a
$100 Uber Voucher, concluded in this quarter. This program helped maintain TOT revenue above
$700,000 in October. Additionally, November saw the opening of a new property now providing a
luxury hotel option in the heart of San Luis Obispo.
Fiscal Year
% Change
2017-18
2018-19
2019-20
October
$ 613,045
$ 705,747
$ 712,332
0.9%
November
$ 519,193
$ 565,129
$ 592,953
4.9%
December
$ 479,813
$ 491,517
$ 570,909
16.2%
Quarter 2 Totals
$ 1,612,051
$ 1,762,393
$ 1,876,194
6.5%
Seasonality of TOT: Q1- 32% Q2- 22% Q3- 19% Q4 — 27%
Looking Forward
The third quarter is historically the lowest earning TOT period.
Traditionally, slower seasons cause a dip in Occupancy and Average Daily
Rate. Dubbed as the "offseason," historically the third quarter makes up
only 18.7% of overall TOT revenue over the last eight years, yielding
the largest growth of any time period, with overall growth equaling 68%.
This increase is driven by the efforts of the TBID, and its successful
'Rainy Day' program. This third quarter will also be the first quarter that
both luxury style hotels will be open. Staff forecasts a solid increase in
TOT revenue in comparison to prior years.
Occupancy
i! 75
70
;i•;, i es
60
55
+, • October November December
■ 2018-2019 ■ 2019-2020
Item 16
2019
San Luis Obispo
4 a1a tit i
Sales Tax Update
ThirdQuarter Beceiptr for SecondQuarter Sales (April June 2099)
SALES TAX BY MAJOR BUSINESS GROUP
$1,200,000
$1,000,000
$600,000
$400,000
$200,000
$o
General Autos Restaurants
Consumer and and
Goods Transportation Hotels
Air Vol Block
Alfano Motorcars
Mercedes Benz
Chevrolet
Apple
Best Buy
Chevron
Coast BMW Nissan
Cole Chrysler Dodge
Jeep Cole Mazda
Consery Fuel
Costco
Edna Valley Shell
Ferguson
Enterprises
Hayward Lumber
Home Depot
JB Dewar Exxon
Distributor
Laguna Shell
Madonna Inn
Perry Ford Lincoln
Volkswagen
Rancho Grande
Motors Buick Gmc
Hyundai Subaru
Shell
Smith Volvo
Sunset Honda
Tackle Warehouse
Target
Tennis Warehouse
Toyota of San Luis
Obispo
County
and State
Pools
I a
Building Fuel and
and Service
Construction Stations
2nd Quarter 2018
9 2nd Quarter2019
d I
Business Food
and and
Industry Drugs
REVENUE COMPARISON
Four Quarters — Fiscal Year To Date (Q3 to Q2)
2017-18 2018-19
Point -of -Sale $14,164,061 $15,813,837
County Pool 2,215,761 2,261,477
State Pool 8,163 7,885
Gross Receipts $16,387,985 $18,083,198
Measure G $7,510,414 $8,485,460
Published by HdL Companies in Fall 2019.Is�`�i
71 www.hdlcorIp&%aW f OatJfLl
California Overall
The local one percent share of Cal-
LLifornia's sales and use tax from April
through June sales was 20.4% higher
than the same quarter of 2018. How-
ever, the actual gain came to 2.9% after
factoring for online filing issues and ac-
counting anomalies. Fiscal year 2018-19
ended with an increase of 3.6% over the
previous year after similarly adjusting
for reporting aberrations.
The quarter exhibited continuation
of a recent softening for most taxable
categories. Rising used car sales and
rentals helped offset what was other-
wise, a generally flat quarter for the
auto -transportation group. An accel-
eration in online shopping boosted
receipts from county wide pools while
gains for brick and mortar stores were
limited to value priced apparel, discount
department stores and jewelry.
Restaurant patronage appears to be
leveling with a shift toward lower cost
dining options that produced relative-
ly modest gains for the group when
compared to previous quarters. New
cannabis operations resulted in a small
rise in food and drug receipts.
A 2.5% gain in business -industrial sales
and use tax revenues came primarily
from online fulfillment centers, logis-
tics and utility company purchases and
ongoing investment in automation and
information technology. A similar rise
in receipts from the building -construc-
tion group was due to a variety of infra-
structure and onetime special projects
that offset declines in material purchases
for new home construction.
Marketplace Facilitator Act
Effective Oct. 1, 2019, companies such
as Amazon, eBay and Google who pro-
vide sales tax related services to other
retailers are required to assume the obli-
gation for collecting and remitting their
client's sales and use tax. The definition
of sales -related services includes payment
processing, inventory and shipping of
merchandise, order taking, providing
customer service, or assisting with re-
turns and exchanges.
The Marketplace provision was part of
AB 147 which was adopted to imple-
ment California's approach to the U.S.
Supreme Court decision in South Da-
kota v. Wayfair Inc.
AB 147 requires out-of-state retailers
with annual combined sales of $500,000
or more to now collect and remit this
state's sales and use tax from its custom-
ers. Applying the $500,000 threshold to
the sum total of all the third -party trans-
actions that facilitators process for their
clients, is hoped to produce moderate
gains in previously uncollected revenues
for the state, cities, counties and local
transaction tax districts.
Facilitator tax remittances from mer-
chandise inventoried in California will
be allocated to specific jurisdictions
while receipts from deliveries outside of
the state will be distributed via the pools.
Some facilitators have begun to collect
and remit taxes ahead of this deadline.
This is evidenced by new pool alloca-
tions and increases in direct allocations
to certain jurisdictions.
$8,000
$6,000
$4,000
$2,000
$0
Q2 Q2 Q2 Q2
16 17 18 19
San Luis Obispo County California
Cons.
21
Fc
070
In thousands of dollars
San Luis Obispo
Business Type
Q219*
Change
Building Materials
216.9
34.5%
Casual Dining
302.9
24.2%
Contractors
101.9
26.0%
Discount Dept Stores
-CONFIDENTIAL-
Electronics/Appliance Stores
140.7
-1.7%
Family Apparel
96.2
34.1%
Fast -Casual Restaurants
94.1
15.0%
Grocery Stores
111.6
7.1%
Home Furnishings
83.5
-2.0%
New Motor Vehicle Dealers
646.2
8.6%
Plumbing/Electrical Supplies
117.2
-1.8%
Quick -Service Restaurants
91.6
14.4%
Service Stations
260.4
43.4%
Specialty Stores
63.2
3.2%
Sporting Goods/Bike Stores
154.7
59.9%
Total All Accounts 3,760.6
County & State Pool Allocation 491.2
Gross Receipts 72 4,251.8
Autos/Trans.
20%
Bus./Ind. Fuel
7% 7%
County
Change
15.9%
18.6%
23.5%
18.1 %
-6.6%
36.2%
28.9%
7.2%
-9.1 %
15.9%
1.6%
28.0%
84.8%
-9.7%
41.9%
�a
HdL State
Change
34.1 %
24.5%
26.8%
26.3%
7.0%
45.3%
18.9%
9.6%
15.8%
5.4%
28.9%
15.9%
51.4%
-8.5%
29.7%
17.0% 37.9% 20.1%
-15.7% -0.6% 22.4%
Packet Page 236%
rants
'/o
Pools
12%
Item 16
RESOLUTION NO. (2020 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING AN AMENDMENT TO THE 2019-
20 BUDGET ALLOCATION
WHEREAS, in accordance with the San Luis Obispo City Charter Section 802, the City
Manager submitted the 2019-21 Financial Plan to Council for its review and consideration on June
4, 2019; and
WHEREAS, the Council approved the 2019-21 Financial Plan and appropriated the 2019-
20 budget allocation including operating, debt service, and capital improvement plan budget; and
WHEREAS, in accordance with Budget Policy D under Financial Reporting and Budget
Administration the City Manager may allocate or designate 75% of over realized Development
Services revenues exceeding adopted budget for the current fiscal year for temporary Development
Services expenditures for the purpose of timely processing of development permit applications in
the current fiscal year or throughout life of applicable projects; and
WHEREAS, in accordance with Budget Policy G under Financial Plan Purpose and
Organization, the Council will formally review the City's fiscal condition, and amend
appropriations if necessary, six months after the beginning of the year; and
WHEREAS, a key component to the Major City Goal for Fiscal Sustainability and
Responsibility is focused on achieving operational efficiencies by doing business differently; and
WHEREAS, an intended outcome of the Fiscal Sustainability Goal is thoughtful
reorganizations to streamline service delivery and enhance organizational effectiveness; and
WHEREAS, additional security needs related to multiple City properties have surfaced
since the adoption of the 2019-20 budget allocation; and
WHEREAS, any and all City Manager authorized allocations and funds set aside in a
designation for future use, shall be reported to the Council on a semi-annual basis; and
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
as follows:
SECTION 1. The 2019-20 budget is hereby amended to appropriate $380,000 of the
City's Capital Reserve to begin security related projects for multiple City properties.
17
Packet Page 237
Resolution No. (2020 Series)
Item 16
Page 2
SECTION 2. The 2019-20 budget is hereby amended to appropriate $179,910 of over
realized development services revenue to the development services designation.
Upon motion of
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this
ATTEST:
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
J. Christine Dietrick
City Attorney
seconded by
day of
Mayor Heidi Harmon
2018.
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, this day of , 2020.
Teresa Purrington
City Clerk
17
Packet Page 238
Jl 9=ZU
lid-Yea
:ffTi NMI
a r%,% I I e
Budget Process
6-month review
it 14, -T
I1st Qtr _ _ _ _ _ I 3rd Qtr _ _ _ _ 4th Qtr 1 st Qtr _ _ _ _ _ 3rd Qtr 4th Qtr
Review I
Review Review Review ------ Review '— Review
Recommendations
1. Receive and discuss an update to the City's work programs, workload
and performance measure, and changes in financial positions based
on revised projections for all funds for the 2019-20 fiscal year.
2. Receive an update on the status of the current Major City Goals.
3. Receive an update on the status of the Capital Improvement Plan.
4. Adopt a resolution to approve the transfer of $380,000 from the City's
Capital Reserve to begin security related projects in City Hall and to
appropriate $179,910 of over -realized development services revenue
into the Development Services Designation.
5. Approve one full-time equivalent (FTE) position in support of the
reorganization of Community Services departments.
Fiscal Health Response Plan Year 2
Fiscal Health Response Plan in
General Fund
25189 1,538
Numbers (thousands)
3,169
Operating
Reductions /
New Revenues New Ways of
30-40% Doing Business
30-40%
Employee
Concessions
20-30%
Financial Condition Summary — General Fund
Revenues
70
60
50
Z 40
0
a Original
a 30
rojection
20
10
0
Updated
Projection
+$1,209, 395
Development
Services
16
14
12
-$566,499 10 _ _ _ _ _ _ _ _
Cannabis z---- - - - - -- - 69°r°
° Original Updated
a 8
Projection Projection
6
--- - - - - -• 36%
Tax Revenue
Received
4
Received
2
0
Fees and Other
Revenue
Financial Condition Summary - Expenditures
--M
General Fund
Business Activities
$ 75,550 $ 35,406 47 % 1 $ 76,110 $ 560
Water Fund 1
$
33,111
$
22,385
68%
$
33,111
$
Sewer Fund 1
$
79,704
$
75,223
94%
$
79,704
$ -
Parking fund 1
$
5,572
$
3,032
54%
$
5,572
$ -
Transit Fund 1
$
4,098
$
3,727
91%
$
4,098
$ -
Special Revenue
Tourism Assessment $ 1,533 $ 1,218 79% $ 1,533 $ -
Downtown Assessment 2 $ 260 $ 264 102% $ 260 $ -
Total 199,828 141,256 71% $ 200,388 $ 560
Off,
a
Z°1C." qq
1QI5 0
Changes in Financial Position at Mid -Year
Revenue Projection Changes
Cannabis (Fee and Tax Revenue) $ (886)
Development Review Fees* $ 1,630
Other Changes $ (102)
$ 643
Operating Budget Changes
Development Review Resources (Over realized
$ 180
revenue funded)
Security Enhancements (Capital Reserve funded) $ 380
Change in Fund Balance at Mid -Point $ 83
*City Manager may allocate up to 75% of Development Services over -realized revenues to acquire
temporary resources for the timely processing of development applications and other permit
processing activities. The policy calls for the allocated revenues to be reported to the City Council
on a semi-annual basis as part of the mid -year and annual budget presentations.
Operating Program Evaluations
Table C 1.1 Task to Workload Analysis
Activities
Known
Unknown
3o
Work program's core operations,
c
Y
services & some elements of MCG's
Same
M
CVRA, Vaping, Litigation, High
Climate policies, Prado Road
Profile Media Issues, Labor
c
3
Overpass, Cannabis Policy, Innovatic
Negotiations, Diablo Canyon
0
r-
Y
Transportation Projects, Technology
Decommissioning, Personnel
:)I
Projects, Cal Poly Master Plan,
Matters, Housing Legislation,
Development Projects, PBID
Homeless Court Cases & State
Mandates, Grand Jury Inquiry
Operating Program Status Update
19
Programs meeting
48 all objectives and
workload — 67%
• Programs Not Meeting Objectives — 7%
Building and Safety*
Planning & Engineering*
Hazard Prevention*
Police Patrol
City Attorney
*Development Services Related
Monitored Programs — 26%
City Admin
City Clerk
IT Network Services
IT Information Services
Fire Administration
Emergency Response (Fire)
Training Services (Fire)
Disaster Preparedness
Accounting
Youth Services
Ranger Service
Golf Course
Investigations
Support Services (Police)
Traffic Safety
Swim Center Maintenance
Fleet Maintenance
Transportation Planning &
Engineering
Solid Waste Recycling
Major City Goal Updates
Major City Goal Highlights
1. Significant preliminary work on housing element
update
2. Installation of 17 new EV charging stations
3. Support of SLO Climate Coalition
4. Climate Action Study Session
5. Extensive improvements to Open Space Trailheads
6. Community Preparedness Workshop Hosted
7. Police Department online reporting platform
launched
8. Implementation of MOTION Human Capital
Management system.
9. Enhanced downtown tree pruning
10. Activation of public spaces through events and
programming.
11. Updated downtown tile maps
Economic
Sustaincbility
Social
WEnvironmentnl
Changes in MCG Schedule
The following are major city goals that were scheduled to be complete
during the first half of FY20 but were pushed out:
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Affordable Housing Nexus Study
Affordable Housing Monitoring Program
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Downtown Security Program
■
Sept 2020
Security Cameras at Mission Plaza
■
Direct Giving Meter Program Update
Se �t 2020
Shop Local Program
❑ec 2020
Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
Adapt Climate Action Plan
CIP UDdate
Total number of completed projects: 14
PTotal budget for active or completed
projects: $11.56 million
CIP Highlights:
1. South Broad Street Improvements
2. Stafford -Kentucky Sewer Replacement
3. Pickleball Courts
4. Silt Removal 2019
5. Swim Center Therapy Pool Re -plaster
6. El Capitan Pedestrian Bridge Replacement
Organization of the Future 0
Foundational Staffing Needs Identified to Build the Organization of the Future
1. Following 12 input sessions — identified immediate need for managerial
support to 100 employees and six public works programs based out of
Corporation Yard. Increased coordination of purchasing, staffing, safety, and
security at Corp Yard.
2. Additional staff support needed to identify and implement process
improvements, based on analytics, and efficiencies related to the
Community Services Departments
•
Public Works De
Director
• Maintenance
- Operations Manager
(Corp Yard)
-• Business Manager
(Report to ACM)
One additional FTE
Conclusion
July — December
2019
FHRP
2nd Year
Indicators that core
programs are working
well. Some programs
may need resources
Legacy CIP and
some projects that
are once in a lifetime
and others that are
only every 20 years.
Organization of
the Future
r__ - ", � --
14
March 17,2020 Overview
1. Presentation of City's Comprehensive Annual
Financial Report (CAFR) for FY 2018-19
2. Independent Auditor's Opinion
3. Presentation of City's Popular Annual
Financial Report (PAFR)
4. Request for one-time funding allocation from
unassigned General Fund balance
2019-20 Mid -Year Review
Questions?
Recommendations
1. Receive and discuss an update to the City's work programs, workload and
performance measure, and changes in financial positions based on revised
projections for all funds for the 2019-20 fiscal year.
2. Receive an update on the status of the current Major City Goals.
3. Receive an update on the status of the Capital Improvement Plan.
4. Adopt a resolution to approve the transfer of $380,000 from the City's Capital
Reserve to begin security related projects in City Hall and to appropriate
$179)910 of over -realized development services revenue into the
Development Services Designation.
5. Approve one full-time equivalent (FTE) position in support of the
reorganization of Community Services departments.