Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
06/21/1994, 2 - ADOPTION OF 1994-95 BUDGET
Illlu^I ��I„III MEETING DATE: lul II �I�U ��U�II city of San LUIS OBISpo COUNCIL AGENDA REPORT Naga ITEM NUMBER: FROM: John Dunn, City Administrative Offi l SUBJECT: ADOPTION OF 1994-95 BUDGET,,/' CAO RECOMMENDATION Adopt a resolution approving the 1994-95 Budget. DISCUSSION Consistent with the City's two year approach to the budgetary process, the 1994-95 Budget presented for formal Council adoption at this time has been prepared using the 1993-95 Financial Plan as its primary foundation. It also incorporates the analysis presented to the Council as part of the 1993-94 mid year budget review as well as other budget changes approved by the Council since that time such as the Community Development Block Grant program. A comprehensive analysis of the significant budget issues facing the City during 1994-95 along with supplemental appropriation recommendations is included in the Budget Message transmitting the accompanying Preliminary 1994-95 Budget to the Council. ATTACHMENT • Resolution adopting the 1994-95 Budget ENCLOSURES . • 1993-95 Financial Plan Supplement and Preliminary 1994-95 Budget • Appendix A to the Financial Plan Supplement — Requests for Significant Operating Prgram Changes and Capital Improvement Plan Projects 95BUDGEr RESOLUTION NO. (1994 SERIES) A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO APPROVING AMENDMENTS TO THE 1993-95 FINANCIAL PLAN AND APPROPRIATING FUNDS FOR THE 1994-95 FISCAL YEAR WHEREAS, the Council adopted the 1993-95 Financial Plan on June 15, 1993 which established comprehensive financial and policy guidelines for the 1993-94 and 1994-95 Fiscal Years; and WHEREAS, the 1993-95 Financial Plan included appropriations for Fiscal Year 1994-95; and WHEREAS, the Council has reviewed proposed changes to the 1993-95 Financial Plan to be effective for Fiscal Year 1994-95 after scheduled public budget hearings; and WHEREAS, the City Administrative Officer has submitted the 1993-95 Financial Plan Supplement and Preliminary 1994-95 Budget to Council for their review and consideration. NOW, THEREFORE, be it resolved by the Council of the City of San Luis Obispo that the operating, debt service and capital outlay budget for the fiscal year beginning July 19 1994 and ending June 30, 1995 is hereby adopted as follows: Operating programs $30,796,000 Debt service 4,9609200 Capital outlay 6.785.700 TOTAL $42,541,900 On motion of ,seconded by and on the following roll call vote; AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this day of June, 1994. Mayor Peg Pinard ATTEST: City Clerk APPROVED: u�. i tto e JUN 6 gg4 (.AL POLY o= iC :5C:,: :;.� I 1. .n.....�i1?�. i.Y..,. CALIFORNIA POLYTECHNIC STATE UNIVERSITY SAN Luis Owsro, CA 93407 ADMINISTRATION & FINANCE DIvisioN June 1, 1994 (805) 756-2171 • FAX: (805) 756.7560 MEETING AGENDA � ����,, DATE 444! UM #= Mike McCluskdgy.'t3'""� Director of Public Works A It a 91 M C 0 City of San Luis Obispo JUN t 3 1994 P. O. Box 8100 San Luis Obispo, CA 93403 CITY CLERK WIS 01315M.C k Dear Mike: Subsequent to the decision by the City of San Luis Obispo to erect a stop sign at the entrance to the Cal Poly campus on Grand Avenue at Slack Street, we have had an opportunity to assess the impact of that decision on traffic entering campus at peak periods. While it was anticipated that there would be a significant traffic back-up between 7:50 and 8:10 a.m. on weekday mornings, this problem has not materialized. An obvious benefit associated with the decision is improved safety of primary school students crossing Grand Avenue at that early hour. This benefit appears to far exceed any modest inconvenience that might be endured by members of the campus community for a brief period of time each day. Consequently, the solution to traffic control as currently implemented appears to be an effective means of slowing traffic at a minimal cost to the City. While there were some early discussions with respect to possible installation of a traffic signal at that intersection, in my opinion the cost does not appear to be warranted. Further, traffic exiting campus has always been subjected to a stop sign at Slack Street, and the installation of a signal would possibly create higher speed traffic exiting campus on Grand Avenue. Therefore, we at Cal Poly are supportive of the maintenance of the status quo with the four-way stop at Grand and Slack. Sincerely, Frank Lebens Wr EC3 Vice President for Administration & Finance ❑ CDD DIR QKRN DIR 0 PW DIR ❑ FIRE CHIEF cc: R.W Kitamura 'UYTM ❑ Pp CE CHF R. Baker ❑ REC DIR R. Koob O UlllDIR ❑ PERS DIR THE CALIFORNIA STATE UNIVERSITY �r CITY OF SAN LUIS OBISPO CALIFORNIA r 0 1993 - 95 r FINANCIAL PLAN SUPPLEMENT 1 PRELIMINARY 1994 - 95 BUDGET JULY 19 1994 1993-95 FINANCIAL PLAN SUPPLEMENT & PRELIMINARY 1994 -95 BUDGET PEG PINARD, MAYOR ALLEN SETTLE, VICE MAYOR PENNY RAPPA, COUNCIL MEMBER ' BILL ROALMAN, COUNCIL MEMBER DAVE ROMERO, COUNCIL MEMBER r John Dunn, City Administrative Officer Prepared by the Department of Finance William C. Statler, Director of Finance/City Treasurer r CITY OF SAN LUIS OBISPO., CALIFORNIA REPORT PRODUCTION AND ANALYSIS Budget Review Team . I Linda Asprion, Revenue Manager Carolyn Dominguez, Accounting Manager Ken Hampian, Assistant City Administrative Officer Deb Hossli, Assistant to the City Administrative Officer Ann Slate, Director of Personnel William C. Statler, Director of Finance CIP Coordinating Committee Carolyn Dominguez, Accounting Manager Deb Hossli, Assistant to City Administrative Officer Arnold Jonas, Director of Community Development 1 Paul LeSage, Director of Recreation Mike McCluskey, Director of Public Works (Chair) John Moss, Utilities Director William C. Statler, Director of Finance Department of Finance Staff Linda Asprion, Revenue Manager Lori Atwater, Information Systems Coordinator Carolyn Dominguez, Accounting Manager Ella Goven, Administrative Secretary Bernie Ries, Customer Services Supervisor Vi Sheldon, Accounting Supervisor William C. Statler, Director of Finance Department Fiscal Officers Gerald Arnette, Fire Dave Elliott, Public Works Sue Baasch, Utilities Allen Hopkins, Community Development Lynn Block, BIA Deb Hossli, Administration Cliff Chelquist, Police Kathy Koop, Recreation Kim Condon, City Clerk Jill Sylvain, Personnel Carolyn Dominguez, Finance Sharon Woodward, City Attorney Graphics Coordination Sue Baasch, Utilities TABLE OF CONTENTS PREFACE i Section A INTRODUCTION Budget Message A-1 Mission Statement A-10 Directory of Officials and Advisory Bodies A-11 Organization of the City A-12 Awards for Distinguished Budget Presentation A-13 Section B POLICIES AND OBJECTIVES B-1 Section C BUDGET GRAPHICS AND SUMMARIES Overview C-1 Combined Expenditures and Revenues - All Funds Total Operating, Capital, and Debt Service Expenditures C-2 Total Funding Sources C-3 Operating Program Expenditures by Function C-4 Operating Program Expenditures by Type C-5 Debt Service Expenditures by Function C-6 Expenditures and Revenues by Fund Type Total Expenditures by Fund C-7 Governmental Fund Expenditures C-8 General Fund Revenues and Sources C-9 General Fund Operating Program Expenditures C-10 General Fund Operating Program Expenditures by Type C-11 General Fund Tax Revenues C-12 Authorized Regular Positions - All Funds C-13 Authorized Regular Positions - General Fund C-14 Section D OPERATING PROGRAMS Overview D-1 Operating Expenditures by Function D-2 Operating Expenditures by Program Public Safety D-4 Public Utilities D-5 Transportation D-6 Leisure, Cultural, and Social Services D-7 Community Development D-8 General Government D-9 Operating Expenditures by Department D-10 Operating Expenditures by Type-All Funds Combined D-12 Operating Expenditures by Type-General Fund D-13 Summary of Significant Operating Program Changes D-14 (a) TABLE OF CONTENTS (continued) Section E CAPITAL IMPROVEMENT PLAN (CIP) Overview E-1 Summary of CIP Expenditures by Function E-2 Summary of CIP Expenditures by Funding Source E-3 Summary of Capital Improvement Plan Changes E-4 Section F DEBT SERVICE REQUIREMENTS Overview F-1 Debt Service Expenditures by Function F-2 Debt Service Expenditures by Source F-3 Section G CHANGES IN FUND BALANCE Overview G-1 Organization of the City's Funds G-2 Combining Fund Balance Statements All Funds Combined G-3 All Governmental funds Combined G-4 All Enterprise and Agency Funds Combined G-5 Individual Fund Balance Statements General Fund G-6 Special Revenue Funds Business Improvement Area (BIA) Fund G-7 Community Development Block Grant (CDBG) G-8 Gas Tax Fund G-9 Transportation Development Act Fund (TDA) G-10 Capital Project Funds Capital Outlay Fund G-11 Parkland Development Fund G-12 Equipment Replacement Fund G-13 Debt Service Fund G-14 Enterprise Funds Water Fund G-15 Sewer Fund G-16 Parking Fund G-17 Transit Fund G-18 , Golf Fund G-19 Agency Fund - Whale Rock Commission G-20 TABLE OF CONTENTS (continued) Section H FINANCIAL AND STATISTICAL TABLES Overview H-1 Summary of Key Revenue Assumptions H-2 Revenues by Major Category and Source H-4 Total Expenditures by Type and Function H-8 Capital Outlay Expenditures by Function H-9 Interfund Transactions H-10 Authorized Regular Positions by Department H-13 Authorized Regular Positions by Function H-17 Authorized Temporary Full-Time Equivalents (FTE's) by Function H-18 Appropriations Limit History H-19 Demographic and Statistical Summary H-20 Section I BUDGET REFERENCE MATERIALS I-1 1 PREFACE 1 1 PRE"FACE HOW TO USE THIS FINANCIAL PLAN SUPPLEMENT This supplement reflects the City's continued use of a two-year financial plan which emphasizes long-range planning and effective program management. The benefits identified when the City's first two-year plan was prepared for 1983-85 continue to be realized: ■ Reinforcement of long-range planning. ■ Concentration on developing and budgeting for significant objectives. ■ Establishment of realistic schedules for completing program objectives ■ A pro-active budget providing for orderly and structured operations. ■ Promotion of more orderly spending patterns. ■ Savings in time and resources allocated to preparing annual budgets. Appropriations continue to be made annually; however, the Financial Plan is the foundation for preparing the budget for the second year. Additionally, unexpended operating appropriations from the first year may be carried over for specific purposes into the second year with the approval of the City Administrative Officer. The 1994-95 Budget document uses the same format as the 1993-95 Financial Plan and is organized into the following sections, which primarily focus on changes from its parent document: ■ Section A - Introduction. The Budget Message from the City Administrative Officer highlights key issues considered for the preparation of the budget. ■ Section B-Policies and Objectives.Highlights any changes to the 1993-95 Financial Plan policies and objectives. There are no changes to established policies and objectives for 1994-95. ■ Section C-Budget Graphics and Summaries. Provides simple tables and graphs which highlight key financial relationships and summarize the overall budget document. ■ Section D- Operating Progrunm Presents the operating budget at the function, operational, and program levels, and summarizes changes from 1993-95 Financial Plan. ■ Section E - Capital Improvement Plan. Summarizes changes in capital improvement plan expenditures from the 1993-95 Financial Plan. s Section F- Debt Service Requirements. Summarizes the City's debt obligations. ■ Section G - Changes in Fund Balance. Provides an individual summary of revenues, expenditures, and changes in fund balance for each of the City's operating funds. A new fund, Community Development Block Grant, has been added for 1994-95 to account for this new grant program. ■ Section H - Financial and Statistical Tables. Summarizes revenues by major category and sources; expenditures by type and function; and authorized regular employees by department. r ■ Section I-Budget Reference Materials. Lists a number of major policy documents that guide the preparation and execution of the City's financial plan. i r ' Section A INTRODUCTION M . 1 INTRODUCTION ' BUDGET MESSAGE TO: City Council FROM: John Dunn, City Administrative Officer BUDGET PERSPECTIVE Under the City's two-year financial plan process, the 1993-95 Financial Plan establishes the primary policy, program, and financial guidelines to be used in preparing the 1994-95 Budget. Although budgets are adopted annually under the two-year plan concept, it is intended that appropriations in the second year of the plan will be based upon the framework and foundation developed during the two-year planning and budgetary process. The 1994-95 Budget reflects this approach, and as such, it is a "stabilizing" rather than an "initiating" budget. i FINANCIAL CONDITION SUMMARY ■ As emphasized during the two-year financial planning process, achieving and maintaining a balanced budget has not been an easy task. A very conservative approach to the 1994-95 budget process has been taken. Economic conditions both state-wide and locally have not improved significantly, and we continue to realize shortfalls in several key revenue areas. One time revenue adjustments (such as PERS refunds) once again provide only a temporary "boost" to fund balances. As a result of these factors, the requests incorporated into the 1994-95 budget reflect only those operating and capital items deemed necessary to maintain essential service levels and do not include any increases in regular staffing. Based on projected revenues and beginning fund balances, adequate resources are available to fund the recommended appropriations and maintain fund balances at policy levels. For the General Fund this means an ending fund balance that is 23% of operating expenditures compared with our Financial Plan policy of 20%. Reducing this balance to ' account just for an unanticipated one-time PERS surplus refund of $363,700, puts the ending General Fund balance at 21%. BUDGET HIGHLIGHTS Total appropriations for 1994-95 are $42.5 million summarized as follows: Governmental Enterprise Funds Funds Total Operating Programs $20,039,300 $10,670,900 $30,710,200 Capital Outlay 3,590,500 3,210,200 6,800,700 Debt Service 772.300 4,187,900 4.960.200 Total $24,402,100 $18,069,000 $42,471,100 ' The 1994-95 Budget is primarily based on the 1993-95 Financial Plan. Very modest changes are being proposed for Council approval as part of the 1994-95 budget process summarized as follows: A-1 BUDGET MESSAGE Operating CIP Programs Projects Total By Function Public Safety $ 86,000 $ 0 $ 86,000 Public Utilities 49,400 384,000 433,400 Transportation (5,900) 315,000 309,100 Leisure, Cultural & Social Services 30,000 409,200 439,200 Community Development 0 0 0 General Government 16,700 96.000 112,700 Total $176,200 $1,204,200 $1,380,400 By Source General Fund $196,200 $300,200 $496,400 Grants/Other Sources 0 270,000 270,000 Enterprise Funds2� 0.000) 634.000 614,000 Total $176,200 $1,204,200 $1,380,400 Operating program requests reflect an increase of less than 1% from previously approved 1994-95 expenditure levels. The most significant changes are in the capital improvement plan (CIP), where funding is provided for studying the Nacimiento pipeline project ($384,000); constructing Recreation administration offices ($392,000); and purchasing the 860 Pacific building (currently used as the Recreation administration offices) by the Parking Fund ($250,000). A brief description -of each operating program change and CIP project is provided later in this Budget Message, and further detail is provided in Appendix A of the Financial Plan Supplement. Three other areas should be highlighted regarding the proposed 1994-95 budget: ■ Debt service. Projected costs for 1994-95 are significantly lower due to two factors: refinancing the 1986 lease revenue bonds and extending the term for 8 years will result in a savings of $184,400 in the General Fund and $308,200 in the Parking Fund; and rescheduling the first payment on the anticipated share of the Headquarters Fire Station/Performing Arts Center projects (to be funded through a debt financing of $1.7 million) to 1995-96 results in a one-time savings in 1994-95 of $150,000. ■ Workers compensation and liability insurance. Workers' compensation costs have increased t by $278,000 (33%) from 1993-94 levels. This increase is a continuation of recent trends, which shows the cost of workers compensation coverage growing from $385,400 in 1991-92 to $1,122,000 in 1994-95. Liability coverage, although not so dramatic, has grown from $565,800 in 1991-92 to $751,000 in 1994-95. Insurance coverage - most notably workers' compensation - has become the fastest growing portion of our operating budget. Although we believe that these costs have stabilized, this is a major source of concern as we look to the 1995-97 Financial Plan and beyond. t A-2 ` BUDGET MESSAGE ■ PERS rates and surplus. The City has been subject to a continuing "roller coaster" effect related to the cost of retirement coverage. We have experienced rates as high as 14.5% for miscellaneous employees and 26% for public safety in 1991-92 to a new low rate for 1994-95 of 13.1%for miscellaneous and 21.7%for safety employees. In addition to a fluctuating rate, the City has benefited from significant one-time refunds from PERS; $455,400 (General 1 Fund-$363,700, Enterprise Funds-$91,700) is expected for 1994-95. REVENUE HIGHLIGHTS Revenue projections for 1994-95 are generally consistent with the revised estimates presented to Council as.part of the 1993-94 mid-year budget review. Governmental Funds In general, revenue estimates for 1994-95 .assume that there will be an improvement in the local economy in the next year, but at a very modest level. These estimates also assume that there will be no further State cuts to cities as it addresses its own very serious fiscal problems. Although this is a significant assumption, we believe it is a valid one for 1994-95. However, unless there is a significant improvement in the overall State economy in the coming year - which we do not ' anticipate -we can expect significant pressure for further State cuts to local government in 1995-96. The following highlights key general revenue areas for 1994-95; a more detailed analysis of revenue assumptions is provided in Section H of the Financial Plan Supplement. ■ Sales Tru. General sales tax revenue estimates reflect a 2 1/2010 increase from 1993-94 levels,which assumes the start of a modest statewide recovery. Proposition 172 public safety funds are projected at $129,000,, and $300,000 has been estimated as the City's revenue from the planned Diablo Canyon refueling, which only occurs every other year. ' ■ Properly Tar. Projections are based on a 4% increase from 1993-94 revenues after a reduction for Teeter Plan revenues ($499,000) which were one-time in nature. It should be noted that 1993-94 revenue also reflected a 9% reduction in revenues ($363,300) as a result of state cuts to local government, which constitutes our new, significantly reduced revenue base. ■ Transient Occupancy Tax. The projected increase in transient occupancy tax results from an expected growth in the tax base of 3% and a full year at the 10% tax rate. ■ Community Development Block Grmrt A new revenue source for 1994-95 is the Community Development Block Grant (CDBG) program which is expected to generate $857,500 in revenues earmarked for specific block grant program objectives. ■ Other Revenues. The benefit of a one-time PERS surplus of $363,700 is reflected in the General Fund (an additional $91,700 in reflected in the Enterprise Funds). The sale of the 860 Pacific building to the Parking Fund is shown as revenues of $.250,000 in the Capital Outlay Fund, and as a capital expenditure in the same amount in the Parking Fund. A-3 BUDGET MESSAGE Enterprise Funds Revenue projections for our enterprise funds -water, sewer, parking, transit, and golf are based on financial plans and rate structures previously approved by the Council. OPERATING PROGRAM EXPENDITURES Operating program expenditures for 1994-95 have generally been maintained at the same level approved for 1993-94 in the 1993-95 Financial Plan. Adjustments have been made to the original 1994-95 projections for mid-year approvals with continuing impacts as well as for approvals already made by Council for CDBG activities. Payroll projections were also recast for regular staffing utilizing the most current information available, including revised workers compensation and PERS rates as discussed above. Operating budgets reflect the City's commitment to provide essential services with severely limited resources.Recommended changes in operating programs are detailed in Appendix A of the Financial Plan Supplement and are summarized as follows: Public Safety ■ SNAP activities. Continuing the "student neighborhood assistance program" successfully initialed in 1993-94 on a pilot program basis will cost $10,000. 0 Police contract services. Adequately funding contract services will cost $45,000 for increases in our contracts with the Narcotics Task Force ($6,000), booking fees ($20,000), and other contracts for services including alarm monitoring,janitorial services,pest control, and towing fees ($19,000). ■ Fire contract services. Adequately funding contract services will cost $4,800 for increases in the City's communications lease ($2,800) and laundry service (2,000). ■ Shower facility. Modifying the shower facility at Fire Station No.1 to accommodate a female ' firefighter will cost $4,200. ■ Emergency preparedness. Improving our ability to respond to disasters will cost $22,000: seven emergency food caches to be placed at City facilities ($9,000); emergency preparedness training ($5,000); damage assessment equipment ($5,500); hand-held radios for non-emergency staff($2,000); and printing costs for a supply of emergency preparedness materials ($500). Public Utilities ■ Sanitary survey. Conducting a sanitary survey of the watershed of our two reservoirs (Salinas and Whale Rock) will cost $30,000 for each one. However, there will be no net fiscal impact as these costs can be offset by savings in other areas. ■ Biosolids disposal. Safely disposing of biosolids from the newly improved water reclamation facility - which is generating 1,500.tons more in solids than anticipated (4,500 tons vs 2,500 ' tons) - will cost an additional $59,000 annually. However, for 1994-95 this ongoing cost can be offset by one-time savings in other areas. A-4 , ' BUDGET MESSAGE ■ Building and landscape maintenance. Maintaining additional building and landscape areas at the new water reclamation plant will cost $35,000 annually. However, for 1994-95 this ongoing cost can be offset by one-time savings in other areas. ■ Solid waste management. Extending the contract of the solid waste coordinator position through the end of 1994-95 in order to complete hazardous waste and source reduction elements will cost $49,400. Transportation ■ Bicycle promotion and education. Designating 2% of Transportation Development Act (TDA) funds specifically for bicycle advertising and promotion (in contrast to designating them for more general bicycle planning activities as in past years) will cost $14,100. r ■ Parking operations study.Performing a comprehensive analysis of parking garage operations and maintenance will cost $30,000. However, there will be no net impact as this cost will be fully offset by $50,000 in annual savings in our parking citation collection contract. Leisure, Cultura4 & Social Services ' ■ Pool cover replacement and utility cost increases. Replacing deteriorated pool covers will cost $11,000, and providing adequate funding to meet higher utility fees resulting from ' maintaining required pool water temperatures will cost $19,000. General Government ■ Temporary wellness coordinator. Hiring a technically trained temporary staff member to perform fitness testing twice a year will cost $5,000. 1 ■ NMA contribution. Providing professional development and training opportunities to all interested City employees through the National Management Association (NMA) will cost $5,700. ■ Bank statement reconciliations. Hiring temporary staff in order to ensure adequate internal controls over the City's cash.management function by segregating responsibilities for bank statement reconciliations and preparing them on a more timely basis will cost $6,000. CAPITAL IMPROVEMENT PLAN PROJECTS All of the City's construction project and capital purchases (other than vehicles or equipment Iacquired through the Equipment Replacement Fund) which cost more than $10,000 are included in the Capital Improvement Plan (CIP). Through the CIP, the City systematically plans, schedules, and finances capital projects to ensure cost-effectiveness and conformance with established policies. Changes to the 1993-95 Financial Plan for CIP projects are detailed in Appendix A to the Financial Plan Supplement and are summarized asfollows: i 1 A-5 BUDGET MESSAGE Public Utilities ■ Nacimiento water project. Participating in the study phase of the Nacimiento water project will cost $384,000. Transportation ■ Higuera Street bridge study. Studying the improvements needed for the Higuera Street bridge will cost $25,000; of this cost, $20,000 will be provided from grant funds and $5,000 from the City. ■ Neighborhood traffic management pilot programs and speed trailer. Improving transportation safety in residential areas will cost $40,000. ■ Parking Fund purchase of 860 Pacific building. Acquiring the property at 860 Pacific from the General Fund for future expansion of the Marsh Street garage is estimated to cost $250,000. This represents the "net" cost of the sale, assuming that current debt obligations on this building will be transferred from the General Fund to the Parking Fund. Accordingly, $43,700 in annual debt service payments in the refinanced 1986 Lease Revenue Bonds will be transferred from the General Fund to the Parking Fund. Leisure Cultural, & Social Services ■ Recreation administration building. Constructing a recreation administration building is ' estimated to cost $392,000. Of this amount, $250,000 is to be offset from the net proceeds of the sale of the current site to the Parking Fund. ■ Tree program. Purchasing and planting 400 trees to expand the City's tree program - with the overall goal of planting 2,000 trees by the year 2000 - will cost $17,200. ' General Government ■ Voice mail. Implementing an automated voice mail system on an organization-wide basis in order to improve communications and productivity will cost $40,000. ■ City Hall HVAC system design. Completing construction documents to replace an old steam boiler system with a new HVAC system to improve ventilation to all areas of City Hall will cost an additional $16,000. ' ■ Kozak garage. Demolishing the old Kozak garage adjacent to 955 Mono building and , constructing a parking lot in order.to solve a rainwater leakage problem at 955 Morro while providing an attractive interim use for the property will cost $40,000. A-6 ' BUDGET MESSAGE ' OTHER EMERGING ISSUES A The proposed 1994-95 budget is essentially a "stabilization" budget in terms of staffing levels and overall expenses. However, there are a number of issues that we can anticipate in the forthcoming fiscal year which should be thought about at the time we are considering the budget. These include: ■ Neighborhood traffic management. On May 25, the Council approved an approach toward neighborhood traffic management, basically calling for the establishment of lower cost experimental or demonstration traffic modification devices to be field tested before deciding to put in permanent improvements. Currently$40,000 is recommended in the budget for this purpose,which includes $10,000 for a second speed trailer. However, this funding is only for "trial" projects; implementing the "permanent solutions" that are likely to come from these trial projects, as well as the circulation element upon its adoption, will be much more expensive. ■ Additional trees. The planting of trees is a worthwhile investment in the future environment and attractiveness of our City. From a policy perspective, there are two important questions: are the existing programs adequate; or do they need to be buttressed by a more ambitious program? There are essentially three alternative courses of action before the Council: (a) do nothing more than stay within the existing program; (b) go for a more ambitious program such as planting 1,995 trees in the year 1995, or (c) go for a moderately increased program of planting 2,000 trees by the year 2000 (or 400 additional trees per year). The cost consequences of alternative (b) is $86,000; the cost of alternative (c) is $17,200 per year for the next five years. These options range from, respectively, no additional cost, higher cost, moderate cost. As noted above, alternative (c) is reflected in the 1994-95 Budget. r ■ Performing arts center start-up budget. The City has been approached by the Performing Arts Center Commission asking if there is any possibility that we can support some part of the $180,000 start-up budget for the Center for the 1994-95 fiscal year. The problem with this first year of operation is that the Center is not complete and there is no operating revenue coming in. However, it is still necessary to hire a Managing Director and other staff, ' to commence the scheduling and the operation, even before the Center is actually in operation, now estimated for spring of 1996. Cal Poly has come up with $60,000 as a one- third share, and we have been asked if we can give $30,000 as our one-sixth share, or, if not, some lesser amount. At this time it is our recommendation that $15,000 be funded for this purpose from existing appropriations in Ventures & Contingencies. ' ■ Change to "Windows" as the City's operating system standard. There is no doubt that this is a desirable change; however, in terms of the necessary revamping of our hardware ' capabilities, it is also a very expensive change. Because of this, the staff believes this issue should be examined within the context of the forthcoming comprehensive information systems master plan to be completed about December, which should be consistent with the Itiming for the next generation of Windows. ■ Enhanced geographic information system (GIS). There is a great deal of interest and ' support for implementing a more comprehensive, better integrated geographic information system on an organization-wide basis.While there is no doubt that this is a proper long-term direction for the City, and that we are making progress towards this goal, the question ' before us is "what, how fast, and at what expense/priority?" Similar to "windows"we believe A-7 BUDGET MESSAGE the long-term answers to the future of our GIS applications are best addressed within the .context of the soon-to-be-started information system master plan. ■ Proposed traffic signals on Grand at Slack and on Los Osos Valley Road at Oceanaire. Consistent with Council direction, we have reviewed these requests for traffic signals. Justification for a signalized intersection is analyzed using eleven standard warrants. At the Oceanaire intersection, only one warrant was met, and thus staff is not recommending this signal. At Grand and Slack, only three of the warrants were met; in addition, the study ' indicated that a signal would result in increased speed endangering grammar school children in the area. Before concluding our needs analysis for the Grand and Slack signal, we asked Cal Poly for their opinion, based on several months of experience with a stop sign at the intersection. We have received their written analysis which supports the staff recommendation not to go forward with a signal at this time. ■ Open space acquisition funds. As recently pointed out, the City presently has a total of$1.4 ' million available for open space preservation purposes. While this may sound like a substantial amount of money, it is very inadequate in relation to the goals and objectives of ' the approved open space element.The Council recently authorized staff to talk with various community organizations about the prospective increase in the property transfer tax or other means to provide additional revenue for this purpose. This revenue is by no means assured at this point, meaning that having and setting aside monies for open space acquisitions will become an important issue during the forthcoming year. ■ Implementation costs of adopted land use element,circulation element,downtown plan,and ' other plans. Essentially there is no money set aside in this budget for implementation of recently-adopted (or soon to be) City plans. While some part of plan implementation is to , regulate what happens with private development, there is also public agency responsibility for taking care of desired public facilities on City-owned property or within the public right- of-way. Returning to the initial point, this year's budget will be more of a "stabilizing' rather than an "initiating" budget. The main reason for this is to control annually recurring costs, - especially in this time of fiscal uncertainty - of which regular staffing is the major expense category for the City. In 1992-93, the City had a total of 337 authorized positions. As a result of budget cuts last year, regular staffing was reduced by 30 positions. With the subsequent approval of AB172 funds, we restored two Police Department positions; which gives the City a current total of 309 regular positions. Operating certain City programs within the existing authorized personnel limits is difficult, and consequently, there were department requests for additional regular staffing. It is my recommendation to the Council that we collectively "hold the line" until we get a better read on improvements in our local economy and, more importantly, on how the State will ultimately deal ' with its currently estimated $547 billion budget deficit. A-8 ' BUDGET MESSAGE PROSPECTS FOR THE FUTURE ' We anticipate that balancing the 1995-97 Financial Plan will be difficult. Economists are not optimistic in their predictions for a California recovery; this means that cities will still be "at risk" as the State tries to remedy its $5 - $7 billion budget deficit. Any additional expenditure cuts will have even greater service impacts than those already made. As discussed above, there are a number of major programs and projects that will undoubtedly come forward for funding consideration as part of the 1995-97 Financial Plan in order to begin implementing the recommendations of a number of key planning projects, including: ' ■ Land use element ■ Open space element ■ Circulation element ■ Housing element ' ■ Information systems master plan ■ Laguna Lake master plan ■ Downtown physical plan ■ Indoor recreation plan ■ Parks and Recreation master plan ■ Bicycle transportation plan ■ Mission Plaza expansion ■ Art in public places These new initiatives will compete for what are already very limited resources. In financial terms, programming implementation of many of these plans will come forward as CIP projects. However, our current CIP already reflects a 50% reduction in our traditional level of General Fund support. At best, our current level of CIP spending from General Fund sources only addresses the capital maintenance needs of existing facilities; it does little to meet new facility needs. The challenge for 1995-97 will be to maintain an acceptable level of service while addressing the funding needs of the projects identified above, all under severe State and local economic constraints. More than ever before,we need to continue our commitment to increasing productivity, containing costs, and strengthening our revenue base. SUMMARY The 1994-95 Budget represents a prudent course of action given our current fiscal environment and the challenges that remain ahead of us. In this budget, General Fund operating expenditures are being held to the minimum levels necessary to meet basic service levels. Although we believe that balancing the 1995-97 Financial Plan will be difficult - primarily due to the specter of further State budget cuts to cities- it is too early to predict what impact the State budget may have on us. As such, until statewide economic trends and the State's budgetary response to them become clearer, it would be premature to take further actions beyond the "hold the line" approach to operating costs already reflected in this budget. L In summary, we believe that the 1994-95 Budget.appropriately recognizes and responds to our current fiscal circumstances. More importantly, it recognizes the challenges facing us in the future by carefully balancing what we know today against the uncertainties of tomorrow, placing ourselves 1 in a position to respond to these future challenges in a responsible way. A-9 1 MISSION STATEMENT ' SAN LUIS OBISPO STYLE ' Quality With Vision , WHO ARE WE? Peopie Serving People ' ■ A team that puts high value on each citizen it serves. ■ Providers of programs that meet basic service needs of each citizen. , ■ Enhancers of the quality of life for the community as a whole. WHAT DO WE STAND FOR? Quality in all Endeavors -- Pride in Results ■ Service to the community -- the best -- at all times ■ Respect -- for each other and for those we serve. ■ Value -- ensuring delivery of service with value for cost. ' ■ Community involvement --the opportunity to participate in attaining the goals of the City. WHERE ARE WE GOING? Into the Future with a Design ■ Planning and managing for levels of service consistent with the needs of the citizens. ■ Offering shills development and organizational direction for employees in order to improve the delivery of municipal services. ■ Developing sources of funding and establishing a sound financial management program which will result in fiscal independence and flexibility in the delivery of City services. ■ Providing the residents of the City with accurate and timely information on issues which affect them, and encouraging the full utilization of City services. ■ Promoting the City as a regional .trade, recreational and tourist center and improving the quality of life for residents and visitors. r A-10 r ' DIRECTORY OF OFFICIALS AND ADVISORY BODIES ' CITY COUNCIL 1 Peg Pinard, Mayor Allen Settle, Vice Mayor Penny Rappa, Council Member Bill Roalman, Council Member Dave Romero, Council Member ADVISORY BODIES Architectural Review Commission Jack Residence Advisory Committee Bicycle Committee Joint Recreational Use Committee Board of Appeals Mass Transportation Committee Business Improvement Association Parks and Recreation Commission Campaign Regulation Committee Personnel Board Cultural Heritage Committee Planning Commission Housing Authority Promotional Coordinating Committee Human Relations Commission Tree Committee MANAGEMENT TEAM John Dunn City Administrative Officer James Gardiner Police Chief 1 Diane Gladwell City Clerk Ken Hampian Assistant City Administrative Officer Arnold Jonas Director of Community Development ' Jeffrey G. Jorgensen City Attorney Paul LeSage Director of Recreation Mike McCluskey Director of Public Works John Moss Director of Utilities Robert F. Neumann Fire Chief Wayne A. Peterson City Engineer Ann Slate Director of Personnel ' William C. Statler Director of Finance/City Treasurer 93-95FP1\TITLEPG.YPF 1 A-11 ORGANIZATION OF THE CITY OF SAN LUIS OBISPO ' CE ' MAYORAND CITYCOUNCIL -( ADVISORY BODIES Water Operations UTILITIES CTYATN CLERK POLICE Wastewater Support Services Comm Promotion CITY ASST RECREATION ADMINISTRATIV CAO Cultural Activities OFFICER (CAO) Economic Stability PUBLIC FINANCE PERSONNEL FIRE WORKS Parks and Streets and Suppression Hazard Bldg Maint Equip Maint COMMUNITY Paramedics - Prevention DEVELOPMENT Transportation Support , Engineering (Planning,Parking, Transit) Services Planning Building and Safety O ❑ O0 zse1 CAO OFFICE DEPARTMENT DNISION PROGRAM A-12 , 1 ' The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of San Luis Obispo, ICalifornia for its annual budget for the fiscal year beginning July 1, 1993. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 1 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished 1 r Budget Presentation Award PRESENTED TO City of San Luis Obispo, California iFor the Fiscal Year Beginning July 1, 1993 President Executive Director 1 A-13 The City has been a participant in the California Society of Municipal Finance Officer (CSMFO) Award Program for Excellence and Innovation in Budgeting. For the 1993-94 fiscal budget the City received the highest level of recognition with Certificates of Excellence , in each of the four award categories: Operational Budgeting, Capital Budgeting, Innovation, and Public Communication. These awards are valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are , submitting it to CSMFO to determine its eligibility for another award. California Society of California Society of Municipal finance Officers jl4unicipal finance Officers ' Certificate of Award Ceitfirate of Award Excellence in Operational Tadgdino 1993-94 Excellence in Capital`Budgeting 1993-94 Presented to Pnhenkd to City of San Luis Obispo City of San Luis Obispo 11r..6� W +4ti�+rti�+�+i+mur.��++ 'da a..y�{�.v�,;x.w• d.Jl.m. California Society of California Society of JIunicipal finance Officers 34unicipal 3finance Officers Certificate of Award Certificate of Award Excellence in Public Communication 1993-94 Excellence in.Innovation 1993-94 FnM'"d toPrx *dm City of San Luis Obispo City of San Luis Obispo .'m.epm+r+va..aerd�r�.ata.r - Lriu.` S..yd. .a.u�{�:a�rr ..r.�.v.r..r �4����'-���J."°if�'4a� x 64 Ai' -l' 'LL_LS' 321 A-14 1 ' Section B POLICIES AND OBJECTIVES 1 I . 1 1 1 ' POLICIES AND OBJECTIVES OVERVIEW ' The overall goal of the City's Financial Plan is to establish and maintain effective management of the City's financial resources. Formal statements of budgetary policies and major objectives provide the foundation for achieving this goal. Accordingly, this section outlines the policies used in guiding the preparation and management of the City's overall budget and the major objectives to be accomplished. Section B of the 1993-95 Financial Plan is composed of two major parts: ■ General Budget Policies ■ Major City Goals In this Financial Plan Supplement, this section is used to highlight any major changes made to the policies and objectives identified in the original 1993-95 Financial Plan. However, no changes have been made to the goal and objectives previously established. 1 1 1 r r r r r r r B-1 Section-C BUDGET GRAPHICS AND SUMMARIES i - 1 . . 1 1 . 1 . 1 1 t . 1 1 1 � . 1 ' BUDGET GRAPHICS AND SUMMARIES ' OVERVIEW This section provides simple charts and tables which highlight key financial relationships and summarize the overall budget document. Graphics for the following areas are included: ' Combined Expend Uures and Revenues -All Funds ' ■ Total Operating, Capital, and Debt Service Expenditures ■ Total Funding Sources ■ Operating Program Expenditures by Function ' ■ Operating Program Expenditures by Type ■ Debt Service Expenditures by Function Expenditures and Revenues by Fund Type ■ Total Expenditures by Fund ■ Governmental Fund Expenditures ■ General Fund Revenues and Sources ■ General Fund Operating Program Expenditures by Function ■ General Fund Operating Program Expenditures-by Type ■ General Fund Tax Revenues 1 Authored RVdar Positions ■ Authorized Regular Positions by Function - All Funds ■ Authorized Regular Positions by Function - General Fund I 1 1 93-95FP1/GRAP0VRV.WPF 1 C-1 BUDGET GRAPHICS AND SUMMARIES , TOTAL OPERATING, CAPITAL AND DEBT SERVICE EXPENDITURES 1994-95 BUDGET - $42.5 Million DEET SERVICE(11.7%) CAPITAL OUTLAY(1 e.0%) --' PERATINO PROGRAMS(2.7%) 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Operating Programs $28,448,600 $28,935,100 $30,138,900 $30,710,200 Capital Outlay 22,107,300 18,936,800 33,785,100 6,800,700 Debt Service 2,554,500 4,825,300 5,396,500 4,960,200 TOTAL $53,110,400 $52,697,200 $69,3209500 $429471,100 , C-2 , 1 BUDGET GRAPHICS AND SUMMARIES TOTAL FUNDING SOURCES -ALL FUNDS COMBINED ' 1994-95 FUNDING SOURCES - $42.5 Million SERVICE CHARGES(4.6%) . ENTERPRISE FUNDS(352%) . TAXES(41.0%) SUBVENTIONINVESTMENTS GRA (11.1%) OTHER SOURCES(5.4%) ' 1 ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Taxes $16,049,600 $16,553,200 $16,886,900 $17,385,500 ' Investments 2,018,700 1,569,100 1,283,800 1,148,900 Subventions and Grants 3,606,500 3,579,300 6,416,600 4,719,700 Enterprise Fund Service Charges 10,021,600 10,862,600 13,488,400 14,939,600 ' Other Service Charges 1,701,100 1,775,900 1,705,900 1,892,200 Other Revenues 3,608,100 1,854,100 1,850,600 2,306,000 Total Current Sources 37,005,600 36,194,200 41,632,200 42,391,900 Proceeds from Debt Financings 19,483,500 18,319,100 4,473,400 Fund Balance/Other Sources(Uses) (3,378,700) (1,816,100) 4,478,900 79,200 TOTAL $539110,400 $52,697,200 $69,320,500 $42,471,100 i C-3 BUDGET GRAPHICS AND SUMMARIES , OPERATING PROGRAM EXPENDITURES BY FUNCTION 199495 OPERATING BUDGET - $30.7 Million ' GENERAL GOVERNMENT(15.8%) LEISURE,CULTURAL A SOC SVCS(18.8%) ' CON DEVELOPMENT(8.5%) TRANSPORTATION(10.0%) PUBLIC UTILITIES(727%) _ :_r';,;."� PUBLIC SAFETY(32.5%) 1 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED Public Safety $9,342,100 $9,604,900 $9,778,700 $9,973,800 ' Public Utilities 5,089,800 5,773,400 6,532,200 6,791,500 ' Transportation 2,794,500 3,012,000 3,292,300 3,185,800 ' Leisure,Cultural and Social Services 3,327,500 3,137,400 3,192,600 3,353,000 Community Development 3,074,600 2,812,900 2,608,000 2,612,400 General Government 4,820,100 4,594,500 4,735,100 4,793,700 ' TOTAL $2894489600 $28,935,100 $30,138,900 $309710,200 ' C-4 ' ' BUDGET GRAPHICS AND SUMMARIES OPERATING PROGRAM EXPENDITURES BY TYPE 1 1994-95 OPERATING BUDGET - $30.7 Million a(6&3%) ' CONTRACT SERVICEOTHER OPER EXPENDITURES(18.8%) ' ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED ' Staffing $19,241,100 $19,159,800 $19,396,400 $19,746,000 ' Contract Services 4,709,500 4,945,800 5,075,800 5,135,700 ' Other Operating Expenditures 4,347,100 4,712,400 5,526,700 5,775,800 Minor Capital Outlays 150,900 117,100 140,000 52,700 1 1 1 ' TOTAL $28,448,600. $28,935,100 $30,138,900 $309710,200 ' C-5 t BUDGET GRAPHICS AND SUMMARIES ' DEBT SERVICE EXPENDITURES BY FUNCTION 1 1994-.95 DEBT SERVICE BUDGET - $5.0 Million , TRANSPORTATION(18.7%) ' LEISURE&SOCIAL SVS(9.7%) _ 1 PUBLIC UTILITIES(71.8%) _ 1 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED Public Utilities $678,100 $2,896,400 53,514,800 53,563,200 ' Transportation 1,401,600 1,453,200 1,403,900 917,000 Leisure,Cultural and Social Services 474,800 475,700 477,500 480,000 TOTAL $2,554,500 $4,825,300 $5,396,500 $4,960,200 ' C-6 ' 1 BUDGET GRAPHICS AND SUMMARIES r TOTAL EXPENDITURES BY FUND ' 1994-95 BUDGET BY FUND - $42.5 Million 1 i ENTERPRISE& ' AGENCY FUNDS (42S%) ' s (57.5%) GENERALFUND ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED ' General Fund (Includes All Governmental Funds) $25,345,500 $26,319,400 $37,234,000 $24,402,100 Enterprise and Agency Funds 27,764,900 26,377,800 32,086500 18,069,000 1 ' TOTAL $53,110,400 552,697,200 $69,320,500 $42,471,100 ' C-7 BUDGET GRAPHICS AND SUMMARIES , TOTAL GOVERNMENTAL FUND EXPENDITURES 1994-95 BUDGET BY FUND - $24.4 Million , DEBT SERVICE CAPITAL (3-2%) OUTLAY (14.7%) ' OPERATING , PROGRAMS 1991-92 1992-93 1993-94 1994-95 , ACTUAL ACTUAL BUDGET APPROVED Operating Programs $20,634,800 $20,155,300 $19,747,200 $20,039,300 , Capital Outlay 3,764,600 5,212,800 16,534,200 3,590,500 ' Debt Service 946,100 951,300 952,600 772,300 ' 1 TOTAL $25,345,500 $26,319,400 $37,234,000 $24,402,1007 ' C-8 ' BUDGET GRAPHICS AND SUMMARIES GENERAL FUND REVENUES AND SOURCES ' 199495 GENERAL FUND SOURCES - $19.5 Million ' SERVICE CHARGES(B.B%) PROPERTY TAX(17.8%) SUBVENTIONS 8 GRANTS(7.8%) INVESTMENTS(1.9%) OTHER TAX(723%) SALES TAX(29.9%) OTHER REVENUE(3.7%) , 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED 1 Taxes $14,717,900 $16,553,200 $16,886,900 $17,385,500 Licenses&Permits 124,300 205,200 208,500 225,000 Fines&Forfeitures 133,500 159,600 163,100 175,100 Investments 422,700 360,900 518,300 413,300 Subventions and Grants 1,802,200 1,831,100 1,869,700 1,660,500 Other Service Charges 1,492,400 1,583,400 1,357,800 1,497,600 Other Revenues 1,824,400 288,000 136,900 415,500 Total Current Sources 20,517,400 20,981,400 21,141,200 21,772,500 Other Sources(Uses) (77,300) (999,000) (1,531,800) (2,273,800) TOTAL $20,4409100 $19,982,400 $19,6099400 $19,498,700 ' C-9 BUDGET GRAPHICS AND SUMMARIES ' GENERAL FUND OPERATING PROGRAM EXPENDITURES BY FUNCTION 1994-95 GENERAL FUND OPERATING - $19.5 Million ' i GEN GOVERNMENT(1J.5%) PUBLIC UTILITIES(8.9X) ' CON DEVELOPMENT(12.1%) PUBLIC SAFETY(51.2X) , LEISURE S SOC SVC(14.7%) TRANSPORTATION(8.2%) , 1 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED Public Safety 59,342,100 $9,604,900 $9,778,700 $9,973,800 Public Utilities 58,000 67,800 76,600 74,300 , Transportation 1,592,500 1,614,600 1,636,100 1,595,900 ' Leisure,Cultural and Social Sciences 3,327,500 3,137,400 2,915,000 2,861,600 Community Development 2,879,900 2,640,000 2,470,200 2,357,600 ' General Government 3,240,100 2,917,700 2,732,800 2,635,500 , TOTAL $20,440,100 $19,982,400 $19,609,400 $19,498,700 , C-10 ' ' BUDGET GRAPHICS AND SUMMARIES GENERAL FUND OPERATING PROGRAM EXPENDITURES BY TYPE 199495 OPERATING BUDGET - $19.5 Million i CONTRACT SERVICES(10.8%) OTHER OPER EXPENDITURES(8.0%) ' MINOR CAPITAL(0.2%) r. ,. STAFFING(83.3%) I1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED ' Staffing $16,235,600 $16,306,200 $15,895,800 $16,232,900 ' Contract Services 2,291,400 2,156,400 2,218,400 2,064,300 ' Other Operating Expenditures 1,762,200 1,455,400 1,458,200 1,161,900 Minor Capital Outlays 150,900 64,400 37,000 39,600 ' TOTAL $20,440,100 $19,982,400 $19,609,400 $19,498,700 ' C-11 BUDGET GRAPHICS AND SUMMARIES ' GENERAL FUND TAX REVENUES 1994-95 TAX REVENUES - $17.4 Million ' PROPERTY TAX(M2%) ' SALES TAX(37.3%j FRANCHISE FEES(0.8%) BUSINESS TAX(0.3%) TRANSIENT OCCUPANCY(15.0%) UTILITY USERS TAX(13.7%) PROPERTY TRANSFER(0.4%) 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED 1 Sales Tax $5,850,900 $6,212,400 $6,040,000 $6,517,500 Property Tax 2,983,100 4,016,100 4,216,600 3,866,100 ' Utility User Taxes 2,605,600 2,563,700 2,600,000 2,730,000 ' Transient Occupancy Taxes 1,940,400 2,276,700 2,456,700 2,614,800 Business Tax Receipts 606,000 714,400 720,000 756,000 ' Franchise Fees 663,500 700,300 778,600 826,100 ' Real Property Transfer Taxes 68,400 69,600 75,000 75,000 ' TOTAL $14,717,900 $16,553,200 $16,886,900 $17,385,500 C-12 , BUDGET GRAPHICS AND SUMMARIES AUTHORIZED REGULAR POSITIONS BY FUNCTION ' 199495 AUTHORIZED REGULAR POSITIONS. ' GEN GOVERNMENT(15.0%) COM DEVELOPMENT(10.9% PUBLIC SAFETY(41.7%) tLEISURE&SOC SVC(9.2%) TRANSPORTATION(7.4%) - �,-k•°w'°•'" -*_,.. PUBLIC UTILITIES(16.1%) 1 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED v Public Safety 138.5 138.5 128.3 128.0 ' Public Utilities 46.0 50.0 50.0 50.0 Transportation 23.0 26.0 23.0 23.0 Leisure,Cultural and Social Services 30.5 31.5 28.5 28.5 Community Development 43.6 383 33.6 33.6 ' General Government 53.0 52.0 47.5 46.5 ' TOTAL 334.6 336.3 310.9 309.6 ' C-13 BUDGET GRAPHICS AND SUMMARIES , GENERAL FUND - AUTHORIZED REGULAR POSITIONS BY FUNCTION 199495 AUTHORIZED REGULAR POSITIONS ' 1 1 GEN GOVERNMENT(18.5%) 1 COM DEVELOPMENT(13.7%) PUBLIC SAFETY(51.3%) ' LEISURE 8 SOC SVC(10.0%) TRANSPORTATION(8.!%) 1 1991-92 1992-93 1993-94 1994-95 t ACTUAL BUDGET APPROVED APPROVED D ' Public Safety 138.5 138.5 126.3 126.0 Public Utilities 0.0 0.0 0.0 0.0 ' Transportation 16.0 19.0 16.0 16.0 , Leisure,Cultural and Social Services 27.5 28.5 24.5 24.5 Community Development 43.6 38.3 33.6 33.6 General Government 53.0 52.0 46.5 45.5 ' TOTAL 278.6 276.3 246.9 245.6 , C-14 , 1 Section D OPERATING PROGRAMS 1 1 11 1 1 OPERATING PROGRAMS OVERVIEW - PURPOSE AND ORGANIZATION ' The operating programs,described in this section of the Financial Plan form the City's basic organizational units, provide for the delivery of essential services, and allow the City to accomplish 1 the following tasks: ■ Establish policies and goals which define the nature and level of services to be provided. 1 ■ Identify activities performed in delivering program services. ■ Propose objectives for improving the delivery of services. ■ Appropriate the resources required to perform activities and accomplish objectives. ' The City's operating expenditures are organized into the following hierarchical categories: 1 Function The highest level of summarization used in the City's Financial Plan, the "function" classification represents a grouping of related operations and programs which may cross 1 organizational (departmental) boundaries aimed at accomplishing a broad goal or delivering a major service. The six functions in the Financial Plan are: 1 ■ Public Safety ■ Leisure, Cultural, and Social Services ■ Public Utilities ■ Community Development ■ Transportation ■ General Government 1 Operation 1 Grouping of related programs within a functional area such as police protection within Public Safety or water service within Public Utilities. PhVam Basic organizational unit of the Financial Plan which establishes policies,goals, and objectives that define the nature and level of services to be provided. i Ate' Specific service performed within a program in the pursuit of its objectives and goals. 1 The following is an example of the relationship between functions, operations, programs, and activities: 1 FUNCTION Public Utilities 1 OPERATION Water Service PROGRAM Water Treatment 1 ACTIVITY Laboratory Analysis 1 93-95FP7/OPRGOVRV.YPF 1 D-1 OPERATING PROGRAMS , EXPENDITURES BY FUNCTION 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED PUBLIC SAFETY ' Police Protection 5,456,600 5,615,000 5,749,000 5,923,500 Fire and Environmental Safety 3,885,500 3,989,900 4,029,700 4,050,300 ' Total Public Safety 9,342,100 9,604,900 9,778,700 9,973,800 PUBLIC UTILITIES ' Water Service 3,184,200 3,260,400 3,493,200 3,662,400 Wastewater Service 1,477,000 1,984,800 2,406,200 2,507,200 Whale Rock Reservoir 370,600 460,400 556,200 547,600 , Solid Waste Management 58,000 67,800 76,600 74,300 Total Public Utilities 5,089,800 5,773,400 6,532,200 6,791,500 TRANSPORTATION ' Streets and Flood Control 1,592,500 1,543,000 1,473,900 1,442,000 Transportation Management 71,600 162,200 153,900 ' Parking 638,900 621,100 713200 620,700 Municipal Transit System 563,100 776,100 943,000 969,200 Total Transportation 2,794,500 3,012,000 3,292,300 3,185,800 ' LEISURE, CULTURAL & SOCIAL SERVICES Parks and Recreation ' Commissions and Committees 2,900 1,700 3,000 3,000 Recreation Administration 420,600 442,100 391,300 412,400 Recreation Programs 856,200 858,400 938,300 1,008,700 ' Maintenance Services 1,397,100 1,280,800 1,297,800 1,_354,500 Golf Course Operations and Maintenance 285,900 264,100 277,600 291,400 Cultural Services 101,200 83,800 75,800 75,800 ' Social Services 248,400 206,500 208,800 207,200 Total Leisure, Cultural&Social Services 3,312,300 3,137,400 3,192,600 3,353,000 D-2 , OPERATING PROGRAMS tEXPENDITURES BY FUNCTION 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED COMMUNITY DEVELOPMENT Planning 1,207,600 967,700 885,500 872,600 ' Construction Regulation Budding and Safety 475,300 474,100 421„300 427,700 Engineering 964,200 921„300 761,300 756,100 ' Economic Development C. Business Improvement Area(BIA) 194,700 172,900 137,800 134,800 Community Promotion 223,200 234,500 302,500 301,200 ' Economic Stability 9,600 42,400 99,600 Seismic Safety Deferred Loan Program 120,000 Total Community Development 3,074,600 2,812,900 2,608,000 2,612,400 ' GENERAL GOVERNMENT Legislation&Policy 115,100 98,600 126,700 118,000 ' General Administration City Administration 502,500 482,200 374,600 369,400 Public Works Administration 407,300 296,800 297,600 300,600 ' Legal Services 236,800 228,300 232,200 234,600 City Clerk Services 282,100 331,500 275,700 314,500 Organizational Support Services ' Personnel Programs 1,048,700 1,013,600 1,233,400 1,135,800 Finance Programs 1,349,100 1,301,000 1,422,100 1,523,500 Buildings&Equipment ' Building Operations&Maintenance 536,100 512,100 449,700 446,400 Vehicle&Equipment Maintenance 357,600 330,400 323,100 350,900 Total General Government 4,835,300 4,594,500 4,735,100 4,793,700 TOTAL OPERATING EXPENDITURES $28,448,600 $28,935,100 $30,138,900 $30,710,200 1 D-3 OPERATING PROGRAMS EXPENDITURES BY PROGRAM - PUBLIC SAFETY 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED POLICE PROTECTION ' Administration 1,627,600 1,729,400 684,000 692,300 Support Services "` 1,012,000 1,028,500 ' Investigations " " 601,200 684,500 Patrol 3,829,000 3,885,600 3,451,800 3,518,200 Total Police Protection 5,456,600 5,615,000 5,749,000 5,923,500 ' FIRE & ENVIRONMENTAL SAFETY Administration 265,500 237,100 212,400 214,000 ' Emergency Response 2,893,900 3,046,800 3,210,700 3,230,000 Hazard Prevention 330,700 330,500 355,700 340,300 Training 147,900 148,100 52,200 41,000 ' Technical Services 237,100 219,900 192,300 196,600 Disaster Preparedness 10,400 7,500 6,400 28,400 Total Fire & Environmental Safety 3,885,500 3,989,900 4,029,700 4,050,300 ' TOTAL PUBLIC SAFETY $9,342,100 $9,604,900 $9,778,700 $9,973,800 1 " New program effective wih the 1993-95 Financial Plan;costs for prior years are included in the administration ' and patrol programs. 1 1 D-4 ' t OPERATING PROGRAMS ' EXPENDITURES BY PROGRAM - PUBLIC UTILITIES ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED ' WATER SERVICE Water Source of Supply 852,300 909,200 934,700 959,600 Groundwater Supply 223,900 135,600 246,300 252,100 Water Conservation 305,400 292,800 270,300 269,500 Water Treatment 565,600 592,300 648,500 917,700 ' Water Distribution 426,100 446,900 .529,800 535,900 Water Customer Service 196,400 213,200 217,600 226,500 Water Administration& Engineering 614,500 670,400 646,000 501,100 ' Total Water Service 3,184,200 3,260,400 3,493,200 3,662,400 WASTEWATER SERVICE Wastewater Collection 380,000 409,500 436,000 443,600 Wastewater Pretreatment 95,300 114,200 128,800 133,800 Wastewater Treatment& Disposal 726,800 1,219,000 1,619,000 1,749,700 ' Wastewater Administration&Engineering 274,900 242,100 222,400 180,100 Total Wastewater Service 1,477,000 1,984,800 2,406,200 2,507,200 t WIdALE ROCK RESERVOIR Reservoir Operations 355,400 450,300 553,500 544,900 Fishing Program 1.5,200 10,100 2,700 2,700 ' Total Whale Rock Reservoir 370,600 460,400 556,200 547,600 SOLID WASTE MANAGEMENT . Solid Waste Management 58,000 67,800 76,600 74,300 TOTAL PUBLIC UTILITIES $5,089,800 $5,773,400 $6,532,200 $6,791,500 1 1 1 1 D-5 OPERATING PROGRAMS ' EXPENDITURES BY PROGRAM - TRANSPORTATION ' 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED TRANSPORTATION MANAGEMENT ' Transportation Planning&Engineering ** 71,600 162,200 153,900 STREETS & FLOOD CONTROL Streets Pavement Maintenance&Sweeping 700,500 699,300 616,600 621,600 ' General (Sidewalks,Signs &Markings) 469,800 409,600 415,400 388,000 Traffic Signals &Street Lights 363,600 360,300 375,900 365,100 Flood Control 58,600 73,800 66,000 67,300 ' Total Streets&Flood Control 1,592,500 1,543,000 1,473,900 1,442,000 PARKING Operations,Maintenance,&Enforcement 638,900 621,100 713,200 620,700 MUNICIPAL TRANSIT SYSTEM t Operations&Maintenance 563,100 776,300 943,000 969,200 TOTAL TRANSPORTATION $2,794,500 $3,012,000 $3,292,300 $3,185,800 ' 1 ** New program effective 1992-93 ' 1 1 1 1 1 D-6 OPERATING PROGRAMS EXPENDITURES BY PROGRAM - LEISURE, CULTURAL& SOCIAL SERVICES 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED PARKS & RECREATION Commissions&Committees 2,900 1,700 3,000 3,000 ' Recreation Programs Recreation Administration 420,600 442,100 391,300 412,400 General Recreation 248,400 191,900 154,500 134,300 Aquatics 160,400 176,600 164,800 170,900 Special Instruction 65,900 69,100 67,100 67,100 Trips&Outings 27,200 23,900 17,500 17,500 Athletic Leagues 79,200 91,800 164„500 168„500 Special Events 50,300 36,800 49,000 49,000 Day Care 224,800 268„300 320,900 321,400 Special Youth Services80,000 Golf Course Operations.&Maintenance 285,900 264,100 277,600 291,400 Maintenance Services ' Landscape&Park Maintenance 969,900 897,800 924,900 956,300 Swim Center Maintenance 185,800 219,800 203,300 225,300 Tree Maintenance 241,400 163,200 169,600 172,900 ' Total Parks& Recreation 2,962,700 2,847,100 2,908,000 3,070,000 CULTURAL SERVICES ' Cultural Activity Grants 101,200 83,800 75,800 75,800 SOCIAL SERVICES Human Relations 248,400 206,500 208,800 87,200 Homeless Shelter* 120,000 Total Social Services 248,400 206,500 208,800 207,200 . TOTAL LEISURE, CULTURAL & SOCIAL SERVICES $3,312,300 $3,137,400 $3,192,600 $3,353,000 * New Community Development Block Grant(CDBG)program beginning 1994-95 ' D-7 OPERATING PROGRAMS ' EXPENDITURES BY PROGRAM - COMMUNITY DEVELOPMENT �. 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED PLANNING Commissions&Committees 35,200 15,700 26,900 26,900 Community Development Administration 1,172,400 952,000 397,400 357,000 Development Review *' ** 244,600 242,500 Long Range Planning " *" 216,600 246,200 Total Planning 1,207,600 967,700 885,500 872,600 CONSTRUCTION DEVELOPMENT Building and Safety 475,300 474,100 421,300 427,700 ' Engineering 964,200 921,300 761,300 756,100 Total Construction Development 1,439,500 1,395,400 1,182,600 1,183,800 ECONOMIC DEVELOPMENT Business Improvement Area (BIA) 194,700 172,900 137,800 134,800 Community Promotion 223,200 234,500 302,500 301,200 ' Economic Stability 9,600 42,400 99,600 Seismic Safety Deferred Loan Program* 120,000 Total Economic Development 427,500 449,800 539,900 556,000 TOTAL COMMUNITY DEVELOPMENT $3,074,600 $2,812,900 $2,608,000 $2,612,400 " New CDBG program for 1994-95 " New New programs effective with the 1993-95 Financial Plan;costs for prior years are included in the ' community development administration program. D-8 ' OPERATING PROGRAMS EXPENDITURES BY PROGRAM - GENERAL GOVERNMENT 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED LEGISLATION AND POLICY City Council 115,100 98,600 126,700 118,000 GENERAL ADMINISTRATION City Administration 502,500 482,200 374,600 369,400 Public Works Administration 407,300 296,800 297,600 300,600 Total General Administration 909,800 779,000 672,200 670,000 LEGAL SERVICES City Attorney 236,800 228,300 232,200 234,600 CITY CLERIC SERVICES i. Administration and Records 276,200 290,700 272,300 282,300 Elections 5,900 40,800 3,400 32,200 Total City Clerk Services 282,100 331,500 275,700 314,500 ORGANIZATIONAL SUPPORT SERVICES Personnel Administration 419,700 324,600 300,200 282,000 Risk Management 629,000 689,000 933,200 853,800 Finance Administration 938,600 844,500 164,200 208,400 Accounting " ** 306,300 302,600 Revenue Management ** ** 319,700 320,000 Information Systems Management 84,000 166,600 235,600 257,300 Support Services 326,500 289,900 396,300 435,200 Total Organizational Support Services 2,397,800 2,314,600 2,655,500 2,659,300 BUILDINGS AND EQUIPMENT Building Maintenance 536,100 512,100 449,700 446,400 Vehicle and Equipment Maintenance 357,600 330,400 323,100 350,900 Total Buildings and Equipment 893,700 842,500 772,800 797,300 TOTAL GENERAL GOVERNMENT $4,835,300 $4,594,500 $4,735,100 $47793,700 ** New programs effective with the 1993-95 Financial Plan;costs for prior years are included in fmance administration program. D-9 i OPERATING PROGRAMS OPERATING EXPENDITURES BY DEPARTMENT 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED CITY COUNCIL&ADVISORY BODIES Legislation& Policy 115,100 98,600 126,700 118,000 Total City Council&Advisory Bodies 115,100 98;600 126,700 118,000 ADMINISTRATION City Administration 502,500 482,200 374,600 369,400 Municipal Transit System 563,100 Cultural Activities 101,200 83,800 75,800 75,800 Community Promotion 223,200 234,500 302,500 301,200 Human Relations 248,400 206,500 Homeless Shelter 120,000 Economic Stability 9,600 42,400 99,600 Total Administration 1,648,000 1,049,400 852,500 866,400 CITY ATTORNEY 236,800 228,300 232,200 234,600 CITY CLERK Administration&Records 276,200 290,700 272,300 282,300 Elections 5,900 40,800 3,400 32,200 Total City Clerk 282,100 331,500 275,700 314,500 PERSONNEL Personnel Administration 419,700 324,600 300,200 282,000 Human Relations 208,800 87,200 Risk Management 629,000 689,000 933,200 853,800 Total Personnel 1,048,700 1,013,600 1,442,200 1,223,000 FINANCE Administration 938,600 844,500 164,200 208,400 Accounting ** ** 306,300 302,600 Revenue Management ** ** 319,700 320,000 Information Systems Management 84,000 166,600 235,600 257„300 Support Services 326,500 289,900 396,300 435,200 Total Finance 1,349,100 1,301,000 1,422,100 1,523,500 COMMUNITY DEVELOPMENT Commissions&Committees 35,200 15,700 26,900 26,900 Administration 1,172,400 952,000 397,400 357,000 Development Review ** *' 244,600 242,500 Long RangePlanning ** ** 216,600 246,200 Building.&Safety 475,300 474,100 421,300 427,700 Siesmic Deferred Loan Program 120,000 Total Community Development 1,682,900 .1,441,800 1,306,800 1,420,300 '* New programs effective with the 1993-95 Financial Plan;cost for prior years are included in the community development administration program. D-10 , OPERATING PROGRAMS OPERATING EXPENDITURES BY DEPARTMENT 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED RECREATION Commissions and Committees 2,900 1,700 3,000 3,000 Recreation Administration 420,600 442,100 391,300 412,400 Recreation Programs 856,200 858,400 938,300 1,008,700 Golf Course Operations&Maintenance 264,100 277,600 291,400 1,279,700 1,566,300 1,610,200 1,715,500 UTILITIES Water Services 3,184,200 3,260,400 3,493,200 3,662,400 Wastewater Services 1,477,000 1,984,800 2,406,200 2,507,200 Whale Rock Reservoir 370,600 460,400 556,200 547,600 Solid Waste Management 58,000 67,800 76,600 74,300 Total Utilties 5,089,800 5,773,400 6,532,200 6,791,500 PUBLIC WORKS Administration 407,300 296,800 297,600 300,600 Engineering 964,200 921,300 761,300 756,100 Parking 638,900 621,100 713,200 620,700 Transportation Planning and Engineering '• 71,600 162,200 153,900 Municipal Transit System 776,300 943,000 969,200 Golf Course Operations&Maintenance 285,900 Maintenance Services Streets&Flood Control 1,592,500 1,543,000 1,473,900 1,442,000 Vehicle &Equipment Maintenance 357,600 330,400 323,100 350,900 Parks&Landscape Maintenance 969,900 897,800 924,900 956,300 Swim Center Maintenance 185,800 219,800 203,300 225,300 Tree Maintenance 241,400 163,200 169,600 172,900 Building Maintenance 536,100 512,100 449,700 446,400 Total Public Works 6,179,600 6,353,400 6,421,800 6,394,300 POLICE 5,456,600 5,615,000 5,749,000 5,923,500 tFIRE 3,885,500 3,989,900 4,029,700 4,050;300 NON-DEPARTMENTAL Business Improvement Area 194,700 172,900 137,800 134,800 Total Non-Departmental 194,700 172,900 137,800 134,800 TOTAL OPERATING EXPENDITURES $28,448,600 $28,935,100 $30,138,900 $30,710,200 r. D-11 OPERATING PROGRAMS OPERATING EXPENDITURES BY TYPE - ALL FUNDS COMBINED 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED STAFFING r Salaries and Wages Regular Salaries $13,357,700 $13,542,400 13,256,500 13,399,900 Temporary Salaries 1,040,900 838,300 752,600 731,900 Overtime 602,200 555,200 576,400 559,600 Benefits Retirement 2,463,500 2,285,600 2,420,400 2,210,900 Group Health and Other Insurance 1,283,600 1,353,400 1,393,400 1,551,700 Medicare&Social Security 92,800 96,800 112„300 112,600 Unemployment Reimbursements 15,000 45,300 40,600 57,400 Workers'Compensation 385,400 442,800 844,200 1,122,000 Total Staffing 19,241,100 19,159,800 19,396,400 19,746,000 CONTRACT SERVICES 4,709,500 4,945,800 5,075,800 5,135,700 OTHER OPERATING EXPENDITURES Communications 315,200 283,700 295,400 291,100 Utilities 1,337,800 1,445,000 1,980,200 2,324,100 Rents&Leases 66,700 55,400 72,100 74,100 Insurance 565,800 554,100 811,200 751,000 Other Operating Expenditures 2,061,600 2,374,200 2,367,800 2„335,500 Total Other Operating Expenditures 4,3471100 4,712,400 5,526,700 5,775,800 MINOR CAPITAL 150,900 117,100 140,000 52,700 TOTAL OPERATING EXPENDITURES $28,448,600 $28,935,100 $30,138,900 $30,710,200 D-12 OPERATING PROGRAMS OPERATING EXPENDITURES BY TYPE - GENERAL FUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED STAFFING Salaries and Wages Regular Salaries 11„321,600 11,303,800 10,752,900 11,000,900 Temporary Salaries 784,400 785,500 617,600 584,700 Overtime 501,600 386,400 478,600 461,800 Benefits Retirement 2,154,700 2,319,500 2,109,900 1,905,600 Group Health and Other Insurance 1,076,000 1,093,700 1,121,400 1,250,900 Medicare&Social Security 73,000 92,600 91,600 88,700 Unemployment Reimbursements 12,600 21,900 34,100 45,100 ' Workers'Compensation 311,700 302,800 689,700 895,200 Total Staffing 16,235,600 16,306,200 15,895,800 16,232,900 CONTRACT SERVICES 2,291,400 2,156,400 2,218,400 2,064,300 OTHER OPERATING EXPENDITURES Communications 441,200 281,900 301,300 285,400 Utilities 805,800 833,800 821,800 852,500 Rents&Leases 47,200 53,400 55„300 58,300 Insurance 377,700 554,100 801,000 751,000 Other Operating Expenditures 1,670,300 1,409,000 1,481,100 1,372,900 Tota/Other Operating Expenditures 3,342,200 3,132,200 3,460,500 3,320,100 MINOR CAPITAL 150,900 64,400 37,000 39,600 TOTAL PROGRAM EXPENDITURES 22,020,100 21,659,200 21,611,700 21,656,900 Reimbursed Expenditures (1,580,000) (1,676,800) (2,002,300) (2,158,200) TOTAL GENERAL FUND OPERATING EXPENDITURES $20,440,100 $19,982,400 $19,609,400 . $19,498,700 D-13 OPERATING PROGRAMS SUMMARY OF SIGNIFICANT OPERATING PROGRAM CHANGES FISCAL YEAR 1994-95 PUBLIC SAFETY Police Protection • Continued funding for SNAP program $10,000 • Increased contribution to the Narcotics Task Force 6,000 • Increased booking fee charges 20,000 • Increased contract fees(bomb task force,janitorial,alarm,towing,pest control) 19,000 Fire and Environmental Safety • Laundry and linen services 2,000 • Communication site lease fees 2,800 • Construction of shower facility 4,200 • Emergency preparedness 22,000 PUBLIC UTILITIES Water Service • Sanitary survey($30,000 funded through existing budget) Water Reclamation • Biosolids disposal($59,000 funded from budget savings) • Building and landscape maintenance ($35,000 funded from budget savings) Solid Waste • Extension of coordinator position 49,400 Whale Rock • Sanitary survey($30,000 funded from project savings) 1� TRANSPORTATION Transportation Management • Bicycle promotion and education 14,100 Parking • Operations&maintenance study 30,000 • Reduced contract parking fine collection services (50,000) LEISURE,CULTURAL AND SOCIAL SERVICES Parks and Landscape Maintenance • Pool cover replacement 11,000 • Increased heating cost for pool 19,000 GENERAL GOVERNMENT Personnel Administration and Risk Management • Temporary wellness coordinator position 5,000 • Contribution to National Management Association 5,700 Finance • Bank statement reconciliations 6,000 TOTAL $176,200 D-14 Section E CAPITAL IMPROVEMENT PLAN. 1 M 1 CAPITAL IMPROVEMENT PLAN OVERVIEW All of the City's construction projects and capital purchases (other than vehicles or equipment acquired through the Equipment Replacement Fund) which cost more than $10,000 are included in the Capital Improvement Plan. (Minor capital outlays of $10,000 or less are included with the operating program budgets.) Through the Capital Improvement Plan (CIP), the City systematically plans, schedules, and finances capital projects to ensure cost-effectiveness and conformance with established policies. The CIP is a four year plan organized into the same functional groupings used for the operating programs: ■ Public Safety ■ Public Utilities ■ Transportation ■ Leisure, Cultural, and Social Services ■ Community Development ■ General Government The CIP section of the original 1993-95 Financial Plan provides a comprehensive summary of the phasing, cost, funding source, and description of each CIP project. The CIP section also discusses the organization of the City's CIP and the City's capital appropriation policy. The following schedule has been included in this document as a supplement to the 1993-95 Financial Plan CIP: ■ Summary of CIP expenditures by Function ■ Summary of CIP expendutures by Funding Source ■ Summary of CIP Changes Each project is described in detail in Appendix A to the Financial Plan Supplement. E-1 CAPITAL IMPROVEMENT PLAN SUMMARY OF CIP EXPENDITURES BY FUNCTION. 1993-94 1994-95 1995-96 1996-97 BUDGET APPROVED PROPOSED PROPOSED PUBLIC SAFETY Fire and Environmental Safety 1,506,000 11,000 165,000 Total Public Safety 1,506,000 11,000 165,000 PUBLIC UTILITIES Water Service 2,042,300 2,134,000 2,575,600 9,630,000 Wastewater Service 376,500 474,400 791,000 900,000 Total Public Utilities 2,418,800 2,608,400 3,366,600 10,530,000 TRANSPORTATION Streets and Flood Control 1,460,000 1,285,000 1,945,000 5,410,000 Bikeways 1,242,000 50,000 690,000 490,000 Parking 250,000 Transit 993,300 351,800 2,420,000 765,000 Total Transportation 3,695,300 1,936,800 5,055,000 6,665,000 LEISURE, CULTURAL AND SOCIAL SERVICES Parks and Recreation 768,400 1,429,500 200,000 Social Services 351,700 Cultural Facilities 4,220,000 50,000 50,000 50,000 Total Leisure, Cultural& Social Services 4,988,400 1,831,200 250,000 50,000 GENERAL GOVERNMENT City Clerk Services 35,000 90,000 90,000 Buildings 92,000 76,000 183,000 Information Systems 223,700 40,000 Total General Government 350,700 116,000 273,000 90,000 TOTAL • $12,959,200 $6,503,400 $9,109,600 $17,335,000 ` Excludes$20,106,300 in carryover projects from 1992-93;includes$1„537,200 in net supplemental project approvals by the Council since the adoption of the 1993-95 Financial Plan. E-2 CAPITAL IMPROVEMENT PLAN SUMMARY OF CIP EXPENDITURES BY FUNDING SOURCE �. 1993-94 1994-95 1995-96 1996-97 BUDGET APPROVED PROPOSED PROPOSED CAPITAL OUTLAY FUND General Fund 4,867,400 1,750,000. 1,487,000 1,103,000 Donations 3,000 3,000 Transportation Impact Fees 400,000 4,400,000 Zone 9 Reimbursements 125,000 190,000 Federal and State Grants 1,142,000 300,000 1,433,000 534,000 Debt Financing 1,700,000 Other Sources 320,000 349,500 ' Total Capital Outlay Fund 8,154,400 2,589,500 3,323,000 6,040,000 PARKLAND DEVELOPMENT FUND Subventions and Grants 103,000 Other Sources 1,289,700 252,000 Total Parkland Development Fund 1,392,700 252,000 COMMUNITY DEVELOPMENT BLOCK GRANT FUND Subventions and Grants 451,700 ENTERPRISE AND AGENCY FUNDS Water Fund 2,042,300 2,134,000 2,575,600 9,630,000 Sewer Fund 376,500 474,400 791,000 900,000 Parking 250,000 Transit Fund 993,300 351,800 2,420,000 765,000 Total Enterprise Funds 3,412,100 3,210,200 5,786,600 11,295,000 TOTAL $12,959,200 $6,503,400 $9,109,600 $17,335,000 E-3 CAPITAL IMPROVEMENT PLAN SUMMARY OF CAPITAL IMPROVEMENT PLAN CHANGES , FISCAL YEAR 1994-95 PUBLIC UTILITIES Water Services • Nacimiento water project— share of study costs $384,000 TRANSPORTATION Streets and Flood Control • Higuera Street bridge study 25,000 • Neighborhood traffic management 40,000 Parking • Purchase of 860 Parc building 250,000 LEISURE,CULTURAL&SOCIAL SERVICES Parks and Recreation • Recreation administration building 392,000 • Tree planting program— 2,000 trees by the year 2000 17,200 GENERAL GOVERNMENT Information Systems • Organization—wide voice mail system 40,000 Buildings • City Hall HVAC design — additional funding requirements 16,000 • Demolition of Kozak garage,construction of parking lot 40,000 TOTAL $1,204,200 Other Changes Community Development Block Grant Projects • Housing programs(Blackstone Hotel,High Street Apartments,and downtown study) 351,700 • Removal of architectural barriers —streets 60,000 • Removal of architectural barriers parks 40,000 Other CIP Projects • Advance selected 1994-95 parks improvement projects into 1993-94 (276,000) • Carryover of Salinas Reservoir expansion study from 1993-94 into 1994-95 (and deferral of design costs of$1.0 million into 1995-96) 300,000 M J E-4 Section F DEBT SERVICE REQUIREMENTS t . r t� DEBT SERVICE REQUIREMENTS OVERVIEW This section summarizes the debt service obligations of the City as of the beginning of the 1994-95 Financial Plan period (July 1, 1994). These obligations represent the City's annual installment payments of principal and interest for.previous capital improvement plan projects or acquisitions funded through debt financings. The City's debt management policies are comprehensively discussed in Section B (Capital Financing and Debt Management) of the 1993-95 Financial Plan. The following is a description of each lease or bond obligation existing at July 1, 1994: 1959 Whale Rock Reservoir General Obligation Bonds - Series A and B • Purpose: Constructing the City's share of the Whale Rock Reservoir. • Maturity Date: 1999 Interest Rate: 3.75% to 4.00% • Original Principal Amount: $3,900,000 Funding Source: Water Fund • July 1, 1994 Principal Outstanding: $945,000 1986 Lease Revenue Bonds - Refunded in 1994 • Purpose: Constructing parking structures ($5,758,400) as well as road improvements and facility acquisitions ($4,450,000). Original Estimated Issue Refunding • Maturity Date: 2006 2014 • Original Principal Amount: $13,970,000 $13,031,600 • July 1, 1994 Principal Outstanding: $11,555,000 $13,031,600 • Interest Rate: 4.25% to 8.25% 3.7% to 6.25% • Funding Source: Debt Service and Parking Funds 1988 Water Certificates of Participation • Purpose: Constructing various water system improvements. • Maturity Date: 2008 Interest Rate: 6.70% to 7.25% • Original Principal Amount: $5,000,000 Funding Source: Water Fund • July 1, 1994 Principal Outstanding: $4,145,000 1990 Certificates of Participation • Purpose: Acquiring land for open space, rehabilitating the City's Recreation Center, and acquiring land for • recreation administration offices/neighborhood park. Maturity Date: 2010 Interest Rate: 6.00% to 6.70% • Original Principal Amount: $4,500,000 Funding Source: Debt Service Fund • July 1, 1994 Principal Outstanding: $4,180,000 1992 State Revolving Fund Loan • Purpose: Upgrading the City's water reclamation plant and collection system to meet discharge standards. • Maturity Date: 2012 N Interest Rate: 3.00% to 3.20% • Original Principal Amount: $31,227,400 Funding Source: Sewer Fund July 1, 1994 Principal Outstanding: $30,962,800 1993 Water Revenue Bonds • Purpose: Upgrading the City's water treatment plant to meet water quality standards. • Maturity Date: 2023 Interest Rate: 5.00% to 550% • Original Principal Amount: $10,890,000 Funding Source: Water Fund • July 1, 1994 Principal Outstanding: $10,865,000 F-1 DEBT SERVICE REQUIREMENTS ANNUAL PAYMENTS BY FUNCTION 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED PUBLIC UTILITIES Wastewater Service 1,898,300 2,127,800 2,127,800 Water Service 678,100 998,100 1,387,000 1,435,400 Total Public Utilities 678,100 2,896,400 3,514,800 3,563,200 TRANSPORTATION , Streets and Flood Control 473,900 475,600 474,800 292,300 Parking 927,700 977,600 929,100 624,700 Total Transportation 1,401,600 1,453,200 1,403,900 917,000 LEISURE,CULTURAL&SOCIAL SERVICES Parks and Recreation 474,800 475,700 477,800 480,000 Total Leisure, Cultural&Social Services 474,800 475,700 477,800 480,000 TOTAL DEBT SERVICE REQUIREMENTS $2,554,500 $4,825,300 $5,396,500 $4,960,200 ' SIGNIFICANT HIGHLIGHTS During the end of 1993-94,the Council approved refinancing the 1986 Lease Revenue Bonds.As part of this refunding,the term of the original financing(20 years)was extended by eight(8)years.Combined with lower interest rates,this refunding will significantly improve the Parking Funds's ability to construct new facilities without commensurate increases in revenues.Concurrent with this refinancing,the 860 Pacific Building,which was included in the 1986 Lease Revenue Bonds,is proposed to be sold by the General Fund to the Parking Fund.This results in a transfer of debt service costs of$43,700 between these two funds.As such,this refunding,restructuring,and proposed sale results in a reduction of$487,000 in annual debt service costs: $184,000 in the Debt Service Fund which is funded by the General Fund and$308,000 in the Parking Fund. F-2 DEBT SERVICE REQUIREMENTS iANNUAL PAYMENTS BY SOURCE 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED DEBT SERVICE FUND 1986 Lease Revenue Bonds(Refunded in 1994) Principal 172,000 183,800 198,000 125,000 Interest 370,100 357,900 347,700 238,500 1990 Certificates of Participation Principal 65,000 125,000 130,000 140,000 Interest 339,000 284,600 276,900 268,800 Total Debt Service Fund 946,100 951,300 952,600 772,300 WATER FUND 1959 Water Bonds- Series A Principal 115,000 120,000 125,000 130,000 Interest 41,400 36,900 32,000 27,000 1959 Water Bonds - Series B Principal 35,000 35,000 35,000 35,000 Interest 13,400 12,700 11,400 10,000 1988 Certificates of Participation Principal 145,000 155,000 165,000 180,000 Interest 328,300 318,600 308,200 297,200 1993 Water Revenue Bonds Principal 25,000 170,000 Interest 319,900 685,400 586,200 Total Water Fund 678,100 998,100 1,387,000 1,435,400 WASTEWATER FUND ' Principal 1,088,200 1,070,200 1,190,900 Interest 810,100 1,057,600 936,900 Total Wastewater Fund 1,898,300 2,127,800 2,127,800 PARKING FUND 1986 Lease Revenue Bonds(Refunded in 1994) Principal 293,000 316,200 337,000 215,000 Interest 637,300 661,400 592,100 409,700 Total Parking Fund 930,300 977,600 929,100 624,700 TOTAL DEBT SERVICE REQUIREMENTS $2,554,500 $4,825,300 $5,396,500 $4,960,200 r F-3 Section-'G CHANGES IN FUND BALANCE r t r. l ll - CHANGES IN FUND BALANCE OVERVIEW This section summarizes revenues, expenditures, and changes in fund balance for each of the City's operating funds. Changes in fund balance are provided for the last two completed fiscal years (1991-92 and 1992-93); the current fiscal year in progress (1993-94); and the last year covered by the 1993-95 Financial Plan (1994-95). The following schedules are included in this section: Combining Fund Balance Statements All Funds Combined All Governmental Funds Combined All Enterprise and Agency Funds Combined Individual Fund Balance Statements General Fund Special Revenue Funds Business Improvement Area (BIA) Fund Community Development Block Grant (CDBG) Fund Gas Tax Fund Transportation Development Act (TDA) Fund Capital Project Funds Capital Outlay Fund Parkland Development Fund Equipment Replacement Fund Debt Service Fund Enterprise Funds Water Fund 1 Sewer Fund Parking Fund Transit Fund Golf Fund Agency Fund - Whale Rock Commission The organization of the City's funds is further described on the following page. G-1 CHANGES IN FUND BALANCE ORGANIZATION OF THE CITY'S FUNDS In accordance with generally accepted accounting principles, the City's financial reporting system is organized on a fund basis consisting of three major fund types - Governmental, Proprietary, and Fiduciary-and two self-balancing Account Groups: General Fixed Assets and General Long-Term. The City's various funds have been established in order to segregate and identify those financial transactions and resources associated with providing specific activities or programs in conformance with special regulations, restrictions, or limitations. Budgets are prepared for each fund in accordance with its respective basis of accounting. All governmental funds have legally adopted budgets except capital project funds. While budgets are prepared for the City's capital project funds, the capital projects generally span more than one year and are effectively controlled at the project level. The following funds are included in this Financial Plan Supplement; additional descriptions of each of the fund types are provided in the Budget Glossary (Section I) of the 1993- 95 Financial Plan: Governmental Funds Most of the City's programs and functions are provided and financed through the following Governmental Funds, which are distinguished by their measurement focus on determining financial position and changes in financial position, rather than upon determining net income: ■ General Fund . ■ Debt Service Fund ' s Special Revenue Funds ■ Capital Project Funds Business Improvement Area Capital Outlay Community Development Block Grant Parkland Development Gas Tax Equipment Replacement Transportation Development Act Enterprise Funds Enterprise funds are distinguished from Governmental funds by their similarity to private sector , enterprises, as it is intended that the cost of providing services will be financed or recovered primarily through user charges. The following five Enterprise Funds are used by the City: ■ Water ■ Sewer ■ Parking ■ Transit ■ Golf Trust and Agency Funds Also known as Fiduciary Funds, Trust and Agency funds are used to account for assets held by the City in a trustee capacity for private individuals, organizations, or other governmental agencies. Agency funds are custodial in nature (assets equal liabilities). and do not measure the results of operations (revenues, expenditures, and changes in fund balance). Accordingly, Agency Funds are not typically included in budgetary documents. However, due to its significance to the City's operations and organizational structure, budget information for the Whale Rock Commission (which is accounted for as an Agency Fund of the City) is provided in the City's Financial Plan. G-2 CHANGES IN FUND BALANCE ALL FUNDS COMBINED 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Tax Revenues 16,049,600 16,553,200 16,886,900 17,385,500 Licenses and Permits 124,300 205,200 208,500 225,000 Fines and Forfeitures 686,600 616,400 631,100 643,100 Investment and Property Revenues 2,018,700 1,569,100 1,283,800 1,148,900 Subventions and Grants 3,606,500 3,579,300 6,416,600 4,719,700 Service Charges ' Governmental Funds 1,701,100 1,775,900 1,705,900 1,892,200 Enterprise Funds 10,021,600 10,862,600 13,488,400 14,939,600 Trust and Agency Revenues 526,500 622,000 614,100 626,600 Other Revenues 2,270,700 410,500 396,900 811,300 Total Revenues 37,005,600 36,194,200 41,632,200 42,391,900 Expenditures Operating Programs Public Safety 9,342,100 9,604,900 9,778,700 9,973,800 Public Utilities 5,089,800 5,773,400 6,532,200 6,791,500 Transportation 2,794,500 3,012,000 3,292,300 3,185,800 Leisure,Cultural,&Social Services 3,327,500 3,137,400 3,192,600 ..3,353,000 Community Development 3,074,600 2,812,900 2,608,000 -2,612,400 General Government 4,820,100 4,594,500 4,735,100 4,793,700 Total Operating Programs 28,448,600 28,935,100 30,138,900 30,710,200 Capital Projects 22,107,100 18,936,800 33,785,100 6,800,700 Debt Service 2,554,500 4,825,300 5,396,500 4,960200 Total Expenditures 53,110,400 52,697,200 69,320,500 42,471,100 Other Sources (Uses) Operating Transfers In 3,883,000 2,704,300 6,289,100 3,708,100 Operating Transfers Out (3,883,000) (2,704,300) (6,289,100) (3,708,100) Proceeds from Debt Financings 19,483,500 18,319,100 4,473,400 Potential MOA Adjustments (365,100) Expenditure Savings 768,800 241,500 Total Other Sources (Uses) 19,483,500 18,319,100 5,242,200 (123,600) Revenues and Other Sources Over (Under) Expenditures and Other Uses 3,378,700 1,816,100 (22,446,100) (202,800) Fund Balance, Beginning of Year 30,839,600 34,218,300 36,034,400 13,588,300 Fund Balance, End of Year Reserved for Debt Service 2,140,700 2,169,700 2,169,700 2,169,700 Unreserved 32,077,600 33,864,700 11,418,600 11,215,800 Total Fund Balance $34,218,300 $36,034,400 $13,588,300 $13,385,500 G-3 CHANGES IN FUND BALANCE , ALL GOVERNMENTAL FUNDS COMBINED 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED Revenues Tax Revenues 16,049,600 16,553,200 16,886,900 17„385,500 Licenses and Permits 124,300 205,200 208,500 225,000 Fines and Forfeitures 133,500 159,600 163,100 175,100 Investment and Property Revenues 1,342500 975,600 730,300 655„300 Subventions and Grants 2,921,600 2,761,700 4,115,400 3,617,200 Service Charges 1,701,100 1,775,900 1,705,900 1,892,200 Other Revenues 2,270,700 388,600 396,900 725,500 Total Revenues 24543,300 22,819,800 24,207,000 24,675,800 Expenditures Operating Programs Public Safety 9„342,100 9,604,900 9,778,700 9,973,800 Public Utilities 58,000 67,800 76,600 74,300 , Transportation 1,592,500 1,614,600 1,636,100 1595,900 Leisure,Cultural,&Social Services 3„327500 3,137,400 2,915,000 3,061,600 Community Development 3,074,600 2,812,900 2,608,000 2,612,400 Generaf Government 4,820,100 4,594,500 4,735,100 4,879500 Total Operating Programs 22,214,800 21,832,100 21,749500 22,197500 Reimbursed Expenditures (1580,000) (1,676,800) (2,002,300) (2,158,200) Total Operating Expenditures 20,634,800 20,155,300 19,747,200 20,039,300 Capital Projects 3,764,600 5,212,800 16534,200 3,590,500 Debt Service 946,100 951,300 952,600 772,300 , Total Expenditures 25,345500 26,319,400 37,234,000 24,402,100 Other Sources (Uses) Operating Transfers In 3,883,000 2,704 300 6212,700 3,708,100 Operating Transfers Out (3,772,200) (2,636,700) (6,211,900) (3,628,000) Proceeds from Debt Financings .1,700,000 Potential MOA Adjustments (320,000) Expenditure Savings 215,700 214,600 Total Other Sources (Uses) 110,800 67,600 1,916,500 (25,300) ' Revenues and Other Sources Over (Under) Expenditures.and Other Uses (691,400) (3,432,000) (11,110500) 248,400 Fund Balance, Beginning of Year 21,833,800 21,142,400 17,710,400 6599,900 Fund Balance, End of Year Reserved for Debt Service Unreserved 21,142,400 17,710,400 6599,900 6,848,300 Total Fund Balance $21,142,400 $17,710,400 $6,599,900 $6,848,300 G-4 CHANGES IN FUND BALANCE lALL ENTERPRISE AND AGENCY FUNDS COMBINED 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Fines and Forfeitures 553,100 456,800 468,000 468,000 Investment and Property Revenues 676,200 593,500 553,500 493,600 Subventions and Grants 684,900 817,600 2,301,200 1,102,500 Service Charges 10,021,600 10,862,600 13,488,400 14,939,600 Other Revenues 21,900 85,800 Trust and Agency Revenues 526,500 622,000 614,100 626,600 Total Revenues 12,462,300 13,374,400 17,425,200 17,716,100 Expenditures Operating Programs Public Utilities 5,031,800 5,705,600 6,455,600 6,717,200 Transportation 1,202,000 1„397,400 1,656,200 1,589,900 Leisure,Cultural&Social Services 277,600 291,400 General Government 1,580,000 1,676,800 2,002,300 2,072,400 Total Operating Programs 7,813,800 8,779,800 10,391,700 10,670,900 Capital Projects 18„342,700 13,724,000 17,250,900 3,210,200 Debt Service 1,608,400 3,874,000 4,443,900 4,187,900 Total Expenditures 27,764,900 26„377,800 32,086,500 18,069,000 Other Sources (Uses) Operating Transfers In 76,400 Operating Transfers Out (110,800) (67,600) (77,200) (80,100) Proceeds from Debt Financings 19,483,500 18,319,100 2,773,400 Potential MOA Adjustments (45,100) Expenditure Savings/Project Deferrals 553,100 . 26,900 Total Other Sources(Uses) 19,372,700 18,751,500 3,325,700 (98,300) Revenues and Other Sources Over (Under) Expenditures and Other Uses 4,070,100 5,248,100 (11,335,600) (451,200) Fund Balance, Beginning of Year 9,005,800 13,075,900 18,324,000 6,988,400 Fund Balance, End of Year Reserved for Debt Service 2,140,700 2,169,700 2,169,700 2,169,700 Unreserved 10,93.5,200 16,154,300 4,818,700 4,367,500 Total Fund Balance $13,075,900 $18,324,000 $6,988,400 $6,537,200 G-5 CHANGES IN FUND BALANCE GENERALFUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Tax Revenues 14,717,900 16,553,200 16,886,900 17,385,500 Licenses and Permits 124,300 205,200 208,500 225,000 Fines and Forfeitures 133,500 159,600 163,100 175,100 Investment and Property Revenues 422,700 360,900 518,300 413,300 Subventions and Grants 1,802,200 1,831,100 1,869,700 1,660,500 Service Charges 1,492,400 1583,400 1,357,800 1,497,600 Other Revenues 1,824,400 288,000 136,900 415,500 Total Revenues 20517,400 20,981,400 21,141,200 21,772500 Expenditures Public Safety 9,342,100 9,604,900 9,778,700 9,973,800 Public Utilities 58,000 67,800 76,600 74 300 Transportation 1,592,500 1,614,600 1,636,100 1595,900 Leisure,Cultural,&Social Services 3,327500 3,137,400 2,915,000 2,861,600 Community Development 2,879,900 2,640,000 2,470,200 2,357,600 General Government 4,820,100 4,594,500 4,735,100 4,793,700 Total Program Expenditures 22,020,100 21,659,200 21,611,700 21,656,900 Reimbursed Expenditures (1580,000) (1,676,800) (2,002,300) (2,158,200) Total Expenditures 20,440,100 19,982,400 19,609,400 19,498,700 Other Sources (Uses) Operating Transfers In 868,300 699,400 777,400 799,200 Operating Transfers Out (2,029,700) (186,000) (5,197,000) (2,828,800) Potential MOA Adjustments (320,000) ' Expenditure Savings 215,700 214,600 Total Other Sources (Uses) (1,161,400) 513,400 (4,203,900) (2,135,000) Revenues and Other Sources Over (Under) Expenditures and Other Uses (1,084,100) 1,512,400 (2,672,100) 138,800 Fund Balance, Beginning of Year 6,461,300 5,377,200 6,889,600 4,217500 Fund Balance, End of Year $5,377,200 $6,889,600 $4,217,500 $4,356,300 G-6 , CHANGES IN FUND BALANCE BUSINESS IMPROVEMENT AREA FUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Investment and Property Revenues 3,600 200 2,000 2,000 Service Charges Business Tax Surcharge 68,800 75,800 65„300 67,300 Miscellaneous Fees 83,600 80,100 57,800 57,800 Other Revenues Total Revenues 156,000 156,100 . 125,100 127,100 Expenditures Community Development 194,700 172,900 137,800 134,800 Total Expenditures 194,700 172,900 137,800 134,800 rOther Sources (Uses) Operating Transfer In 12,000 15,400 ' Revenues and Other Sources Over (Under) Expenditures and Other Uses (26,700) (16,800) 2,700 (7,700) Fund Balance, Beginning of Year 49,100 22,400 5,600 8,_300 Fund Balance, End of Year $22,400 $5,600 $8,300 $600 I r G-7 CHANGES IN FUND BALANCE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Subventions and Grants 857,500 Expenditures Operating Programs Leisure,Cultural,&Social Services 200,000 Community Development 120,000 General Government 85,800 Total Operating Programs 405,800 Capital Projects 451,700 Total Expenditures 857,500 Revenues and Other Sources Over (Under) Expenditures and Other Uses , Fund Balance, Beginning of Year Fund Balance, End of Year s0 i . 1 1 G-8 ' CHANGES IN FUND BALANCE GAS TAX FUND ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Subventions and Grants Gasoline Tax 747,900 683,600 759,600 781,400 Total Revenues 747,900 683,600 759,600 781,400 1 Other Sources (Uses) Operating Transfers Out (747,900) (683,600) (759,600) (781,400) Revenues and Other Sources Over (Under) Expenditures and Other Uses Fund Balance, Beginning of Year Fund Balance, End of Year $0 $0 $0 $0 i ' Cr9 CHANGES IN FUND BALANCE ' TRANSPORTATION DEVELOPMENT ACT FUND ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Total Revenues 14,200 15,800 17,800 17,800 Other Sources (Uses) Operating Transfers Out (14,200) (15,800) (17,800) (17,800) Revenues and Other Sources Over (Under) Expenditures and Other Uses Fund Balance, Beginning of Year Fund Balance, End of Year $0 $0 $0 $0 i G-10 CHANGES IN FUND BALANCE CAPITAL OUTLAY FUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Tax Revenues 1,_131,700 Investment and Property Revenues 574,900 381,500 Subventions and Grants 24,000 231,200 1,365,000 300,000 Service Charges 22,400 28,100 205,000 249,500 Other Revenues 277,700 46,000 240,000 290,000 Total Revenues 2,230,700 686,800 1,810,000 839,500 Expenditures Capital Projects 1,930,500 4,682,100 13,061,400 2,589,500 Other Sources (Uses) Operating Transfers In 1,508,000 800,000 4,062,500 1,750,000 Operating Transfers Out (980,400) (951,300) (31,500) Proceeds from Debt Financing 1,700,000 Total Other Sources (Uses) 527,600 (151,300) 5,731,000 1,750,000 ' Revenues and Other Sources Over (Under) Expenditures and Other Uses 827,800 (4,146,600) (5,520,400) Fund Balance, Beginning of Year 8,839,200 9,667,000 5,520,400 Fund Balance, End of Year $9,667,000 $5,520,400 $0 $0 i X11 CHANGES IN FUND BALANCE PARKLAND DEVELOPMENT FUND , 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues , Investment and Property Revenues 171,600 124,600 120,000 120,000 Subventions and Grants 333„300 103,300 Service Charges(Park In—Lieu Fees) 33,900 8,500 20,000 20,000 Other Revenues 87,000 Total Revenues 625,800 133,100 243„300 140,000 Expenditures I Capital Projects 844,800 31,800 2,753,200 252,000 Total Expenditures 844,800 31,800 2,753,200 252,000 ' Other Sources (Uses) Operating Transfers In 92,900 31,500 Operating Transfers Out (206,000) Total Other Sources (Uses) 92,900 (174,500) Revenues and Other Sources Over (Under) Expenditures and Other Uses (126,100) 101,300 (2,684,400) (112,000) Fund Balance, Beginning of Year 2,843,800 2,717,700 2,819,000 134,600 , Fund Balance, End of Year $2,717,700 $2,819,000 $134,600 $22,600 I t 1 • 1 G-12 CHANGES IN FUND BALANCE 1 EQUIPMENT REPLACEMENT FUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Investment and Property Revenues 169,700 108,400 90,000 120,000 Other Revenues-Sale of Surplus Property 81,600 54,600 20,000 20,000 Total Revenues 251,300 163,000 110,000 140,000 Expenditures Public Safety 510,000 221,200 33,500 213,100 Public Utilities 181,000 Transportation 139,400 22,000 Leisure,Cultural&Social Services 57,100 40,000 General Government 479,300 81,200 443,100 84,200 Total Expenditures 989,300 498,900 719,600 297,300 Other Sources (Uses) Operating Transfers In General Fund 310,600 186,000 296,100 306,500 Water Fund 23,800 24,500 16,200 16,800 Sewer Fund 29,900 30,800 47,800 49,500 Parking Fund 6,900 7,100 4,300 4,500 Golf Fund 4,300 4,500 Whale Rock Fund 5,000 5,200 4,600 4,800 Operating Transfers Out Capital Outlay Fund (800,000) Total Other Sources (Uses) 376,200 (546,400) 373,300 386,600 Revenues and Other Sources Over (Under) ' Expenditures and Other Uses (361,800) (882,300) (236,300) 229,300 Fund Balance, Beginning of Year 2,739,600 2„377,800 1,495,500 1,259,200 Fund Balance, End of Year $2,377,800 $1,495,500 $1,259,200 $1,488,500 l 1 G-13 CHANGES IN FUND BALANCE DEBT SERVICE FUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Expenditures , Debt Service 1986 Lease Revenue Bonds 542,100 541,700 545,700 363,500 1990 Certificates of Participation 404,000 409,600 406,900 408,800 Total Expenditures 946,100 951,300 952,600 772,300 Other Sources (Uses) Operating Transfers In 1,025,600 951,300 952,600 772,300 Proceeds from Debt Financing Total Other Sources (Uses) 1,025,600 951,300 952,600 772,300 Revenues and Other Sources Over (Under) Expenditures and Other Uses 79,500 Fund Balance, Beginning of Year 900,800 980,300 980,300 980,300 Fund Balance, End of Year $980,300 $980,300 $980,300 $980,300 1 1 I 1 I G-14 CHANGES IN FUND BALANCE WATER FUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Service Charges Water Sales Water Service Charges 5,072,600 5,032,800 6,023,700 .6,824,300 Sales to Cal Poly 36,200 107,200 130,500 214,200 Sales to Cuesta 17,300 19,200 35,000 60,800 Capital Improvement Charges 49,200 41,400 75,000 47,700 Connection Charges and Meter Sales 40,600 23,800 15,000 50,500 Hydroplant Revenues 76,300 98,500 30,000 30,000 Other Service Charges 18,000 61,200 55,000 95,000 Total Service Charges 5,310,200 5,384,100 6,364,200 7,322,500 Other Revenues-PERS Refund 32,800 Investment and Property Revenues 264,200 245,200 300,000 250,000 Total Revenues 5,574,400 5,629,300 6,664,200 7,605,300 Expenditures !Operating Programs Public Utilities 3,184200 3,260,400 3,493,200 3,662,400 General Government 726,600 773,900 908,500 888,100 Total Operating Programs 3,910,800 4,034,300 4,401,700 4,550„500 Capital Projects 686,100 1,854,100 12,235,700 2,134,000 Debt Service 678,100 998,100 1,387,000 1,435,400 Total Expenditures 5,275,000 6,886,500 18,024,400 8,119,900 Other Sources (Uses) Operating Transfers Out (23,800) (24,500) (16,200) (16,800) Other Sources(Uses) Proceeds from Debt Financing 10,489,800 Potential MOA Adjustments (16,200) ' Expenditure Savings 278,100 Total Other Sources (Uses) (23,800) 10,465,300 261,900 (33,000) Revenues and.Other Sources Over (Under) Expenditures and Other Uses 275,600 9,208,100 (11,098,300) (547,600) Fund Balance, Beginning of Year 4,592,200 4,867,800 14,075,900 2,977,600 ` Fund Balance, End of Year Reserved for Debt Service 1,245,500 1,245,500 1,245,500 1,245,500 ' Unreserved 3,622„300 12,830,400 . 1,732,100 1,184,500 Total Fund Balance $4,867,800 $14,075,900 $2,977,600 $2,4302000 C-15 CHANGES IN FUND BALANCE ' SEWER FUND 1991-92 1992-93 1993-94 1994-95 , ACTUAL ACTUAL BUDGET APPROVED Revenues Service Charges , Customer Sales Sewer Service Charges 3,220,500 3,879,500 4,933,200 5,219,300 Sales to Cal Poly 54,100 88,700 100,000 125,500 Indusrial User Charges 34,300 25,600 36,100 37,200 Capital Improvement Charges 32,300 38,800 116,600 235,600 Other Service Charges 5,000 6,300 10,100 15,100 Total Service Charges 3,346,200 4,038,900 5,196,000 5,632,700 Other Revenue-PERS Refund 37,300 Investment and Property Revenues 71,600 111,500 25,000 25,000 Total Revenues 3,417,800 4,150,400 5,221,000 5,695,000 Expenditures Operating Programs Public Utilities 1,477,000 1,984,800 2,406,200 2,507,200 , General Government 548,400 584,000 614,600 688,300 Total Operating Programs 2,025,400 2,568,800 3,020,800 3,195,500 Capital Projects 17,296,900 10,334,100 3,373,200 474,400 Debt Service 1,898,300 2,127,800 2,127,800 Total Expenditures 19,322,300 14,801,200 8,521,800 5,797,700 Other Sources (Uses) Operating Transfers Out (29,900) (30,800) (47,800) (49,500) Proceeds from State Loan 19,483,500 7,829,300 2,773,400 Potential MOA Adjustments (18,300) Expenditure Savings 275,000 26,900 Total Other Sources (Uses) 19,453,600 7,798,500 3,000,600 (40,900) ' Revenues and Other Sources Over (Under) Expenditures and Other Uses 3,549,100 (2,852,300) (300,200) (143,600) Fund Balance, Beginning of Year 386,100 3,935,200 1,082,900 782,700 Fund Balance, End of Year $3,935,200 $1,082,900 $782,700 $639,100 , G-16 CHANGES IN FUND BALANCE PARKING FUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Service Charges Parking Meter Collections Lots 247,300 271,700 250,000 350,000 Streets 470,900 477,600 500,000 550,000 Parking Structure Collections 201,100 162,000 165,000 165,000 Long-Term Parking Revenues 65,400 90,700 85,000 85,000 Lease Revenues 102,400 119,600 100,000 100,000 Parking In-Lieu Fees 44,600 40,500 60,000 60,000 Other Service Charges 23,500 19,500 40,000 40,000 Total Service Charges-PERS Refund 1,155,200 1,181,600 1,200,000 1,350,000 Other Revenue 21,900 8,000 Investment and Property Revenues 2.30,600 200,100 200,000 200,000 Fines and Forfeitures 553,100 456,800 468,000 468,000 Total Revenues 1,938,900 1,860,400 1,868,000 2,026,000 Expenditures Operating Programs Transportation 638,900 621,100 713,200 620,700 General Government 147,700 157,300 164,400 170,200 Total Operating Programs 786,600 778,400 877,600 790,900 Capital Projects 28,500 16,_300 10,000 250,000 Debt Service 930,300 977,600 929,100 624,700 Total Expenditures 1,745,400 1,772,300 1,816,700 1,665,600 Other Sources (Uses) Operating Transfers Out (52,100) (7,100) (4,300) (4,500) Potential MOA Adjustments (4,000) Total Other Sources (Uses) (52,100) (7,100) (4,300) (8,500) Revenues and Other Sources Over (Under) Expenditures and Other Uses 141,400 81,000 47,000 351,900 Fund Balance, Beginning of Year 2,421,400 2,562,800 2,643,800 2,690,800 Fund Balance, End of Year Reserved for Debt Service 895,200 924,200 924,200 924,200 Unreserved 1,667,600 1,719,600 1,766,600 2,118,500 ' Total Fund Balance $2,562,800 $2,643,800 $2,690,800 $3,042,700 G-17 CHANGES IN FUND BALANCE ' TRANSIT FUND !, 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Investment and Property Revenues 20,400 3,600 5,000 5,000 Subventions and Grants TDA Revenues 642,800 423,400 627,500 627 500 Other Grants 42,100 394,200 512,700 75,000 Section 9 1,161,000 400,000 Service Charges 210,000 258,000 353,200 230,000 ' Other Revenues-PERS Refund 3,300 Total Revenues 915,300 1,079,200 2,659,400 1,340,800 Expenditures Operating Programs Transportation 563,100 776,300 943,000 969,200 General Government 60,600 58,600 160,300 165,900 Total Operating Programs 623,700 834,900 1,103,300 1,135,100 Capital Projects 270,100 550,100 1,291,600 351,800 ' Total Expenditures 893,800 1,385,000 2,394,900 1,486,900 Other Sources (Uses) Potential MOA Adjustments (1,600) Revenues and Other Sources Over (Under) Expenditures and Other Uses 21,500 (305,800) 264,500 (147,700) Fund Balance, Beginning of Year 292,900 314,400 8,600 273,100 Fund Balance, End of Year $314,400 $8,600 $273,100 $125,400 i 1 i 1 G-18 CHANGES IN FUND BALANCE GOLF COURSE FUND 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Revenues Service Charges Retail Sales 32,000 32,000 Green Fees 300,000 329,400 Other Fees 43,000 43,000 Total Service Charges 375,000 404,400 ' Other Revenue—PERS Refund 4,400 Investment and Property Revenues 3,500 3,600 Total Revenues $378,500 $412,400 Expenditures Operating Programs Leisure,Cultural&Social Services 277,600 291,400 General Government 80,000 82,800 Total Operating Programs 357,600 374,200 Capital Projects Total Expenditures $357,600 $374,200 Other Sources (Uses) Operating Transfers In 76,400 Operating Transfers Out (4,300) (4,500) Potential MOA Adjustments (2,200) Total Other Sources (Uses) 72,100 (6,700) Revenues and Other Sources Over (under) Expenditures and Other Uses 93,000 31,500 Fund Balance, Beginning of Year 93,000 1 Fund Balance, End of Year $93,000 $124,500 1 G-19 CHANGES IN FUND BALANCE ' WHALE ROCK COMMISSION 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED Revenues Service Charges Member Agency Contributions 410,800 360,900 333,100 339,800 Water Distribution Charges 112,100 135,100 279,000 279,000 , Other Revenues 3,600 126,000 2,000 7,800 Total Service Charges 526,500 622,000 614,100 626,600 Investment and Property Revenues 89,400 33,100 20,000 10,000 Total Revenues 615,900 655,100 634,100 636,600 Expenditures Operating Programs Public Utilities 370,600 460,400 .556,200 547,600 General Government 96,700 103,000 74,500 77,100 , Total Operating Programs 467,300 563,400 630,700 624,700 Capital Projects 61,100 969,400 340,400 Total Expenditures 528,400 1,532,800 971,100 624,700 Other Sources (Uses) Operating Transfers Out (5,000) (5,200) (4,600) (41800) Potential MOA Adjustments (2,800) Revenues and Other Sources Over (Under) , Expenditures and Other Uses 82,500 (882,900) (3417600) 4,300 Fund Balance, Beginning of Year 1„313,200 1„395,700 512,800 171,200 Fund Balance, End of Year $1,395,700 $512,800 $171,200 $175,500 G-20 Section H FINANCIAL AND STATISTICAL TABLES 1 i � I 1 1 1 . 1 1 i FINANCIAL AND STATISTICAL TABLES OVERVIEW This section provides summaries which integrate the other Financial Plan Supplement sections as well as provide supplemental financial and statistical information. Generally, each schedule provides information for four fiscal years: last two completed fiscal years (1991-92 and 1992-93); the current fiscal year in progress (1993-94); and the last fiscal year covered by the 1993-95 Financial Plan (1994-95). The following schedules are included in this section: Revenue Summmies ■ Summary of Key Revenue Assumptions ■ Revenues by Fund - Major Category and Source Expenditure Summaries ■ Total Expenditures by Type and Function ' ■ Capital Outlay Expenditures by Function Interf ind Transactions ' ■ Operating Transfers ■ Reimbursement Transfers Staffing Summaries ■ Regular Positions by Department ■ Regular Positions by Function ■ Temporary Full-Time Equivalents (FTE's) by Function Other Statistical and Financial Summaries 1 ■ Appropriations Limit History ■ Demographic and Statistical Summary ' 93-95FP1/STATOVRV.WPF H-1 FINANCIAL AND STATISTICAL TABLES SUMMARY OF KEY REVENUE ASSUMPTIONS One of the key analytical tools developed during the 1993-95 Financial Plan process was a comprehensive five year financial forecast for the General Fund. Consisting initially of eight different forecast scenarios depending on various revenue and expenditure assumptions,the"midrange"forecast scenario presented in this document became the basis for the the difficult budget balancing actions reflected in the adopted 1993-95 Financial Plan. The revenue , projections included in the 1993-95 Financial Plan were primarily based on the results of this forecast. As part of the 1993-94 mid year budget review process,the-revenue assumptions included the 1993-95 Financial Plan were comprehensively reexamined based on actuals for 1992-93 as well as emerging trends at the mid point of the year. The revenue projections reflected in this Financial Plan Supplement rely heavily on the revised projections made as part of the 1993-94 mid year budget review. Sources used in developing these revised projections include economic trends as reported in the national media, ' forecast data for California as developed by the UCLA forecasting project,forecast data for San Luis Obispo County as developed by the UCSB forecasting project(of which the City is a sponsor),and materials prepared by the League of California Cities and State Controllers Office. Ultimately,however,the 1994-95 revenue projections reflect the staffs best judgement about the performance of the local economy over the next year and how it will affect City revenues. The forecast also assumes that there will be no further State cuts to cities as it addresses its own very serious fiscal problems. Although this is a significant assumption,we believe it is a valid one for 1994-95. However,unless there is a significant improvement in the overall State economy in the coming year— which we do not anticipate — we can ' expect significant pressure for further State cuts to cities in 1995-96. 1 Includes all Governmental Fund types The following provides a brief description of the City's top eight General Fund revenue sources — which account for about 80%of total revenues — along with the general assumptions used in preparing projections for 1994-95. General Assumptions The 1994-95 revenue projections generally assume that there will be an improvement in the local economy over the next year,.but recovery will take place at a very slow rate. Three key factors that will affect the level of recovery include: how fast the State recovers from the recession;the effect of increased economic competition from the North and South County areas on the City's traditional market position as the commercial center of the County;and the , impact of State budget cuts on major local employers such as Cal Poly,the County,and the Men's Colony. O Sales tax The City receives 1%from all taxable retail sales occurring in its limits. This is Grows by25%in 1994-95. collected for the City by the State of California along with their component of the 1M060for power plant refueling sales tax(5.25%for the State General Fund and 1% for local transportation (occurs eve ocher earpurposes,for a total sales tax rate in San Luis Obispo County of 725%). Based 1994-95 revenue $6,388,500 on recent trends,this revenue source is projected to grow at levels significantly , 95 of total remnue 26% less than population and inflation. For 1994-95,sales tax estimates reflect $300,000 from refueling at Diablo Canyon power plant,which occurs on an every other year basis. © Property tax Under Proposition 13 adopted in June of 1978,property tax levies for general Grows by4%in 1994-95.reflects municipal purposes may not exceed 1%of market value. Property tax assessment, additional ongoing cuts from State collection,and apportionment is performed by the County.The City receives made in 92-93 and 93-94 approximately 14%of this levy within its limits. For 1994-95,this revenue source 1994-95 revenue $3,866,100 is projected to grow at rates equal to population and inflation. Revenues for of total revenue 16% 1994-95 are adjusted to reflect one—time 'Teeter Plan"increases in 1993-94 as ' well as State cuts in this revenue source last year of 9%,which will be ongoing. H-2 , FINANCIAL AND STATISTICAL TABLES SUMMARY OF KEY REVENUE ASSUMPTIONS (Continued) ' © Utility users tax The City levies a 5%tax on all residences and businesses using the following Grows b 5%in 1994-9.5 utilities:telephone,electricity,natural gas,water,and cable television.Although 1994-95 revenue $2,730,000 the taxis collected for the City by the utility companies,it is a tax on the user,not ' 95 of total revenue lt% the utility itself. For 1993-95,utility user taxes are projected to grow at rates equal to population and cpi plus 03%based on trends for the past 5 years. 0 Transient occupancy tax Transient occupancy taxes(TOT)are levied on all individuals occupying their ' Tax base grows by 3.5%in 1993-94: dwelling for 30 days or less. This generally applies to room rentals at motels and tar rate increases from 90 to 10% hotels. Although the tax is collected for the City by the dwelling operators,it is a effective October 1.1993 tax on the occupant,not the hotel or motel. The increase in the TOT rate from ' 1994-95 revenue $2,614,800 9% to 10%effective October 1, 1993 is the most significant revenue increase %of total revenue 11% approved by the Council in balancing the budget,generating an additional $180,000 in 1993-94 and$260,000 in 1994-95. This revenue source is projected to grow by the cpi annually over the next two years. © Vehicle in-lieu subvention Vehicle license fees(VLF) in the amount of 2%of the market value of the motor Declines by9%due to reduced vehicle vehicle are imposed by the State annually in lieu of local property taxes. The turnover.slower collections at the State State allocates 81.25%of theses revenues equally betwen cities and counties, ' and elimination of"roundabout" apportioned based on population. Revenue for 1994-95 will not reflect the 1994-95 revenue $1,424,300 one-time increase of$170,000 for the'TP&P"roundabout approved by the State %oftoral revenue 6% for 1993-94. Revenues for 1994-95 are projected based on information provided by the State Controller. Franchise fees Franchise fees are levied by the City on a variety of utilities at various rates.The Tar base wows by 6.1%in 1994-9s; State sets franchise fees for utilities regulated by them(most notably gas and rate for cable television increases from electricity): 1%of gross sales or 2%of revenues attributable to their investment 4%to5%effective July 1.1993 in infrastructure,whichever is greater. The City sets rates on a gross receipts 1994-95 revenue $826,100 basis for the following utilities:water(2%);solid waste collection (6%);and 175 of total revenue 3% cable television(currently 4%proposed to go to 5%under contract renewal negotiations currently underway). For 1994-95,revenues from this source are projected to increase by population and cpi plus 2%based on average trends over the past five and ten years. An additional$40,000 annually is projected from the proposed increase in the cable television rate from 4%to 5%. Gasoline tax subvention* , The State allocates a portion of gas tax revenues to cities under four distinct ' Grows b Z9%in 1994-95 funding categories on a population basis totalling about$17.69 per capita: 1994-95 revenue $781,400 Section 2105 (11.5%of gas tax funds in excess of 9 cents per gallon);Section %of total revenue 3% 2106($4,800 per year plus the balance remaining after counties receive their portion);Section 2107($.0825 per gallon);and Section 21075 ($6,000 per year). Gas tax revenues are restricted by the State for street purposes only,and are projected based on information provided by the State Controller. ' Business tax certificates Anyone conducting business in the City is subject to a municipal business tax. Grows by 5%in 1994-95 The basis and rate is the same for all businesses:$50 per$100,000 of gross F1 994-95 revenue $756,000 receipts(or one-half of one-half a percent).The tax is not regulatory,and is %of total revenue 3% only imposed for the purpose of raising general purpose revenues. For ' 1994-9.5,this revenue source is projected to grow at rates equal to population. and cpi plus 2%based on trends for the past five and ten years. ' As noted above, the foregoing eight revenues account for about 800 of total General Fund revenues. A wide variety of service charges account for another 8% of revenues summarized as follows: 1994-95 %of Total Revenues Revenues Recreation fees $794,100 3% • See Section B(Policies and Objectives— . Development review fees 447,200 2% Revenue Distribution)for the City's policy Other fees and charges 650,900 3% regarding the use ofgas tar revenues H-3 FINANCIAL AND STATISTICAL TABLES , REVENUES BY MAJOR CATEGORY AND SOURCE ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED GENERAL FUND Tax Revenues , Sales&use tax General 5,850,900 5,912,400 5,940,000 6,088,500 Public safety(Proposition 172) 100,000 129,000 Diablo Canyon refueling 300,000 300,000 Property tax ' General 4,314,800 4,016,100 3,717,400 3,866,100 Teeter plan 499,200 Transient occupancy tax 1,940,400 2,276,700 2,456,700 2,614,800 Utility users tax 2,605,600 2,563,700 2,600,000 2,730,000 Franchise tax 663,500 700,300 778,600 826,100 Business tax certificates 606,000 714,400 720,000 756,000 ' Real property transfer tax 68,400 69,600 75,000 75,000 Total Tax Revenues 16,049,600 16,553,200 16,886,900 .17,385,500 Licenses and Permits Bicycle licenses 1,700 600 Construction permits 111,100 183,800 187,500 204,000 Encroachment permits 10,900 20,100 20,000 20,000 Other licenses&permits 600 700 1,000 1,000 , Total Licenses and Permits 124,300 205,200 208,500 225,000 Fines and Forfeitures Vehicle code fines 68,700 53,500 63,100 75,100 Other fines and forfeitures 64,800 106,100 100,000 100,000 Total Fines and Forfeitures 133,500 159,600 163,100 175,100 , Investment and Property Revenues Investment earnings 405,100 334,600 503,300 398,300 Rents&concessions 17,600 26,300 15,000 15,000 Total Investment and Property Revenues 422,700 360,900 518,300 413,300 . Subventions and Grants , Motor vehicle in-lieu 1,465,900 1,551,600 1,570,400 1,424,300 Homeowners&other property taxes in-lieu 79,100 53,600 72,500 72,500 ' Trailer coach in-lieu 8,400 11,200 15,000 15,000 Cigarette taxes in-lieu 46,200 2,200 Other in-lieu taxes 10,000 36,900 ' SB 90 reimbursements 103,700 61,700 50,000 20,000 Police training(POST) 42,400 51,000 46,800 46,800 Parks and recreation grants 29,600 Other grants 46,500 33,300 .115,000 81,900 Total Subventions and Grants 1,802,200 1,831,100 1,869,700 1,660,500 H-4 ' FINANCIAL AND STATISTICAL TABLES ` REVENUES BY MAJOR CATEGORY AND SOURCE 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED GENERAL FUND continued 1 Service Charges Planning fees 106,600 244,600 110,000 110,000 1 Sales of publications 11,600 15,500 20,000 5,000 Police services Crossing guards 20,000 45,000 ' Other police services 91,800 63,400 75,000 109,000 Fire services Cal Poly fire services 98,000 100,000 ' Weed&lot cleaning 2,600 Other fire services 89,600 69,000 75,000 107,700 Public Works services Engineering fees 116,900 58,000 121,500 133,200 Maintenance of State highways 29,800 26,500 30,000 30,000 Zone 9 reimbursements 29,800 14,300 57,000 ' Recreation services Athletic fees 108,700 118,800 145,000 147,700 Instruction fees 82,500 82,300 60,000 112,100 Special event fees 40,600 42,700 29,600 68,200 Rental&use.fees 15,400 19,500 20,000 20,400 Day care 217,300 260,300 255,800 260,500 Trips&outings 23,400 22,500 40,000 40,700 Aquatics 106,700 127,100 140,000 144,500 Golf course fees 321,900 302,300 CCCJPA reimbursements 34,300 73,300 38,900 41,600 Other service charges 62,900 43,300 22,000 22,000 Total Service Charges 1,492,400 1,583,400 1,357,800 1,497,600 **Accounted for as an enterprise fund effecdm 1993-94 ' Other Revenues Sales of surplus property 15,500 10,900 PERS refunds 1,490,000 78,700 363,700 CATV consultant reimbursement 35,900 Liability&workers comp insurance refunds 252,600 121,800 60,000 21,800 Other revenues 66,300 76,600 41,000 30,000 ' Total Other Revenues 1,824,400 288,000 136,900 415,500 Total General Fund $21,849,100 20,981,400 21,141,200 21,772,500 SPECIAL REVENUE FUNDS Business Improvement Area (BIA) Fund Investment and Property Revenues 3,600 200 2,000 2,000 Service Charges 152,400 155,900 123,100 125,100 Total BIA Fund 156,000 156,100 125,100 127,100 ' H-5 FINANCIAL AND STATISTICAL TABLES ' REVENUES BY MAJOR CATEGORY AND SOURCE , 1991-92 1992-93 1993-94 1994-95 , ACTUAL ACTUAL BUDGET APPROVED SPECIAL REVENUE FUNDS cont'd Community Development Block Grant Fund Subventions and Grants 857,500 Gas Tax Fund Subventions and Grants 747,900 683,600 759,600 781,400 Transportation Development Act Fund ' Subventions and Grants 14,200 15,800 17,800 17,800 CAPITAL PROJECT FUNDS Capital Outlay Fund Investment and Property Revenues 574,900 381,500 Subventions and Grants ' State of California Transportation partnership program 154,100 200,000 Proposition 116 400,000 ' Other State grants 68,000 Federal Government Surface transportation program(STP) 540,000 280,000 Transportation enhancement 129,000 activities(TEA) Highway and bridges rehabilitation and replacement(HBRR) 28,000 20,000 Othergrants 24,000 77,100 Service Charges Zone 9 Reimbursements 100 125,000 190,000 Resident park fees 55,000 34,500 Street services 22,300 28,100 25,000 25,000 Other Revenues Assigned FAU from other agencies 171,200 8,700 20,000 20,000 , Contributions 46,500 37,300 20,000 20,000 Sale of surplus property 250,000 Other Reveunes 60,000 200,000 Total Capital Outlay Fund 899,000 686,800 1,810,000 839,500 Parkhind Development Fund Investment and Property Revenues 171,600 124,600 120,000 120,000 ' Subventions and Grants 333,300 103,300 Service Charges- Park In-Lieu Fess 33,900 8,500 20,000 20,000 Other Revenues 87,000 Total Parkland Development Fund 625,800 133,100 243,300 140,000 Equipment Replacement Fund Investment and Property Revenues 169,700 108,400 90,000 120,000 Other Revenues - Sale of Surplus Property 81,600 54,600 20,000 20,000 Total Equipment Replacement Fund 251,300 163,000 110,000 140,000 TOTAL-GOVERNMENTAL FUNDS $24,543,300 $22,819,800 $24,207,000 $24,675,800 ' H-6 ' ' FINANCIAL AND STATISTICAL TABLES REVENUES BY MAJOR CATEGORY AND SOURCE ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED ENTERPRISE& AGENCY FUNDS ' Water Fund Investment and Property Revenues 264,200 245,200 300,000 250,000 ' Service Charges 5,310,200 5,384,100 6,364,200 7,322,500 Other Revenues 32,800 Total Water Fund 5,574,400 5,629,300 6,664,200 7,605,300 ' Sewer Fund Investment and Property Revenues 71,600 111,500 25,000 25,000 ' Service Charges 3,346,200 4,038,900 5,196,000 5,632,700 Other Revenues 37,300 Total Sewer Fund 3,417,800 4,150,400 5,221,000 5,695,000 ' Padang Fund , Fines and Forfeitures 553,100. 456,800 468,000 468,000 ' Investment and Property Revenues 230,600 200,100 200,000 200,000 Service Charges 1,155,200 1,181,600 1,200,000 1,350,000 Other Revenues 21,900 8,000 Total Parking Fund 1,938,900 1,860,400 1,868,000 2,026,000 Transit Fund ' Investment and Property Revenues 20,400 3,600 5,000 5,000 Subventions and Grants 684,900 817,600 2,301,200 1,102,500 Service Charges 210,000 258,000 353,200 230,000 Other Revenues 3,300 Total Transit Fund 915,300 1,079,200 2,659,400 1,340,800 ' Golf Fund ' Investment and Property Revenues 3,500 3,600 Service Charges 375,000 404,400 Other Revenues 4,400 Total Golf Fund 378,500 412,400 A=unted for within the Genera!Fund prior to 1993-94 Whale Rock Commission Investment and Property Revenues 89,400 33,100 20,000 10,000 ' Service Charges 526,500 622,000 614,100 620,800 Other Revenues 5,800 Total Whale Rock Commission Fund 615,900 655,100 634,100 636,600 Total Enterprise &Agency Funds $12,462,300 $13,374;400 $17,425,200 $17,716,100 TOTAL - ALL FUNDS $37,005,600 $36,194,200 $41,632,200 $42,391,900 ' H-7 FINANCIAL AND STATISTICAL TABLES t TOTAL EXPENDITURES BY TYPE AND FUNCTION ' 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED OPERATING PROGRAM EXPENDITURES , Public Safety 9,342,100 9,604,900 9,778,700 9,973,800 Public Utilities 5,089,800 5,773,400 6,532,200 6,791,500 , Transportation 2,794,500 3,012,000 3,292,300 3,185,800 Leisure,Cultural&Social Services 3,327,500 3,137,400 3,192,600 3,353,000 Community Development 3,074,600 2,812,900 2,608,000 2,612,400 ' General Government 4,820,100 4,594,500 4,735,100 4,793,700 Total Operating Programs 28,448,600 28,935,100 30,138,900 30,710,200 CAPITAL OUTLAY EXPENDITURES , Public Safety 593,400 2,655,900 4,362,800 224,100 ' Public Utilities 18,044,100 14,239,000 15,949„300 2,608,400 Transportation 1,494,600 849,700 4,510,700 1,936,800 Leisure,Cultural&Social Services 1,181,600 865,300 7,794,600 1,831,200 ' Community Development General Government 793,600 326,900 1,167,700 200,200 Total Capital Outlay 22,107,300 18,936,800 33,785,100 6,800,700 DEBT SERVICE EXPENDITURES Public Safety , Public Utilities 678,100 2,896,400 3,514,800 3,563,200 Transportation 1,401,600 1,453,200 1,403,900 917,000 Leisure,Cultural&Social Services 474,800 475,700 477,800 480,000 Community Development General Government Total Debt Service 2,554,500 4,825,300 5,396,500 4,960,200 ' TOTAL EXPENDITURES Public Safety 9,935,500 12,260,800 14,141,500 10,197,900 , Public Utilities 23,812,000 22,908,800 25,996,300 12,963,100 Transportation 5,690,700 5,314,900 9,206,900 6,039,600 , Leisure,Cultural&Social Services 4,983,900 4,478,400 11,465,000 5,664,200 Community Development 3,074,600 2,812,900 2,608,000 2,612,400 General Government 5,613,700 4,921,400 5,902,800 4,993,900 , Total F-ipenditures $53,110,400 $52,697,200 $69,320,500 . $42,471,100 1 H-8 , ' FINANCIAL AND STATISTICAL TABLES ' CAPITAL OUTLAY EXPENDITURES BY FUNCTION ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED ' CAPITAL IMPROVEMENT PLAN PROJECTS Public Safety 83,400 2,434,700 4,_329,300 11,000 . ' Public Utilities 18,044,100 14,239,000 15,768,300 2,608,400 Transportation 1,494,600 710,300 4,488,700 1,936,800 Leisure,Cultural&Social Services 1,181,600 808200 7,754,600 1,831,200 ' Community Development General Government 314,300 245,700 724,600 116,000 Total Capital Improvement Plan 21,118,000 18,437,900 33,065,500 6,503,400 ' EQUIPMENT REPLACEMENT FUND Public Safety 510,000 221,200 33,500 213,100 Public Utilities 181,000 Transportation 139,400 22,000 Leisure,Cultural&Social Services 57,100 40,000 Community Development General Government 479,300 81,200 443,100 84,200 ' Total Equipment Replacement Fund 989,300 498,900 719,600 297,300 TOTAL CAPITAL OUTLAY EXPENDITURES ' Public Safety 593,400 2,655,900 4,362,800 224,100 Public Utilities 18,044,100 14,239,000 15,949,300 2,608,400 Transportation 1,494,600 849,700 4,510,700 1,936,800 Leisure,Cultural&Social Services 1,181,600 865,300 7,794,600 1,831,200 Community Development General Government 793,600 326,900 1,167,700 200,200 ' Total Capital Outlay Eipenditures 22 107 300 18 936 800 33,785,100 6 800 700 ' H-9 FINANCIAL AND STATISTICAL TABLES INTERFUND TRANSACTIONS — OPERATING TRANSFERS , 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED General Fund Operating Transfers In Library Fund 106,200 ' Gas Tax Fund 747,900 683,600 759,600 781,400 TDA Fund 14,200 15,800 17,800 17,800 Total operating transfers in 868,300 699,400 777,400 799,200 , Operating Transfers Out Business Improvement Area (BIA)Fund (12,000) (15,400) , Library Fund (106,200) Capital Outlay Fund (1,508,000) (3,856,500) (1,750,000) Parkland Development Fund (92,900) Equipment Replacement Fund (310,600) (186,000) (296,100) (306,500) , Debt Service Fund (952,600) (772,300) Golf Course Fund (76,400) Total operating transfers out (2,029,700) (186,000) (5,197,000) (2,828,800) ' Total Operating Transfers (1,161,400) 513,400 (4,419,600) (2,029,600) BIA Fund Operating Transfers In , General Fund 12,000 15,400 Gas Tax Fund Operating Transfers Out General Fund (747,900) (683,600) (759,600) (781,400) Transportation Development Act Fund Operating Transfers Out General Fund (14,200) (15,800) (17,800) (17,800) Capital Outlay Fund ' Operating Transfers In General Fund 1,508,000 3,856,500 1,750,000 Parkland Development Fund 206,000 ' Equipment Replacement Fund 800,000 Operating Transfers Out Parkland Development Fund (31,500) ' Debt Service Fund (980,400) (951,300) Total Operating Transfers 527,600 (151,300) 4,031,000 1,750,000 "k.:::.>:::.'.>.....:.:.:... ...:..,..T...:.n.a,.: ..,:A..,:.5,.,.:... ......... ...,.... ..Fii,..;... ::: ..........•:<i:>: X. o:{:;•>:•>"v c'3?;:.:;>{."' '::t. .<i:::;':: arm. a1Ea[) .:tura rsasl+at�::fQr I:91�±� General Fund from Gas Tax Fund — Budget policy of allocating street related funds for maintenance , General Fund from Transportation Development Act Fund — Bdceway planning/promotion allocation Capital Outlay Fund from General Fund — General Fund share of CIP projects Equipment Replacement Fund from General,Enterprise&Agency Funds— Contributions for future ' replacements Debt Service Fund from General Fund— Financing of annual debt service requirements H-10 , FINANCIAL AND STATISTICAL TABLES 1 INTERFUND TRANSACTIONS - OPERATING TRANSFERS 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED Equipment Replacement Fund Operating Transfers In General Fund 310,600 186,000 296,100 306,500 Water Fund 23,800 24,500 16,200 16,800 ' Sewer Fund 29,900 30,800 47,800 49,500 Parking Fund 6,900 7,100 4,300 4,500 Golf Fund 4„300 4,500 Whale Rock Fund 5,000 5,200 4,600 4,800 ' Total operating transfers in 376,200 253,600 373,300 386,600 Operating Transfers Out Capital Outlay Fund (800,000) ' Total Operating Transfers 376,200 (546,400) 373,300 386,600 Parkland Development Fund Operating Transfers In 92,900 Capital Outlay Fund 31,500 Operating Transfer Out Capital Outlay (206,000) Total Operating Transfers 92,900 (174,500) ' Debt Service Fund Operating Transfers In Capital Outlay Fund 1,025,600 951 j00 General Fund 952,600 772,300 Total Operating Transfers 1,025,600 951,300 952,600 772,300 Water Fund ' Operating Transfers Out Equipment Replacement Fund (23,800) (24,500) (16,200) (16,800) Sewer Fund ' Operating Transfers Out Equipment Replacement Fund (29,900) (30,800) (47,800) (49,500) Parking Fund Operating Transfers Out Equipment Replacement Fund (52,100) (7,100) (4,300) (4,500) Transit Fund. Operating Transfers In General Fund Golf Course Fund Operating Transfers In ' General Fund 76,400 Operating Transfers Out Equipment Replacement Fund (4,300) (4,500) Total Operating Transfers 72,100 (4,500) Whale Rock Fund Operating Transfers Out ' Equipment Replacement Fund (5,000). (5,200) (4,600) (4,800) NET OPERATING TRANSFERS $0 $0 $0 $0 ' H-11 FINANCIAL AND STATISTICAL TABLES , INTERFUND TRANSACTIONS - REIMBURSEMENT TRANSFERS ' 1991-92 1992-93 1993-94 1994-95 , ACTUAL ACTUAL BUDGET APPROVED General Fund (1,580,000) (1,676,800) (2,002,300) (2,158,200) ' Community Development Block Grant Fund 85,800 Enterprise and Agency Funds Water 726,600 773,900 908,500 888,100 ' Sewer 548,400 584,000 614,600 688,300 Parking 147,700 157,300 164,400 170,200 Transit 60,600 58,600 160,300 165,900 , Golf 80,000 82,800 Whale Rock Commission 96,700 103,000 74,500 77,100 Total Enterprise and Agency Funds 1,580,000 1,676,800 2,002,300 2,072,400 ' NET REIMBURSEMENT TRANSFERS $0 $0 $0 $0 All of the City's General Government and Engineering programs are initially accounted and budgeted for in ' the General Fund.However,these support service programs also benefit the City's CDBG,enterprise and agency fund operations,and accordingly,transfers are made from these funds to reimburse the General Fund for these services. These transfers are based on a Cost Allocation Plan prepared for this purpose which distributes these shared costs in a uniform,consistent manner in accordance with generally accepted ' accounting principles.Copies of the most current Cost Allocation Plan are available from the Department of Finance upon request.For fiscal years 1993-95,the following is a summary of total General Government and Engineering program expenditures,monthly facilities use fee based on$1.25 per square foot,and the percentage level supported by the General,CDBG,Enterprise,and Agency Funds: 1993-94 1994-95 General Government Programs ' City Council 126,700 118,000 General Administration City Administration 374,600 368,700 Public Works Administration 297,600 306,400 Transportation Planning&Engineering 162,200 138,900 Recreation Administration 391,300 402,900 Legal Services 232,200 2.37,200 ' City Clerk Services 275,700 313,300 Organizational Support Services Finance,Personnel and Information Systems 1,326,000 1,369,800 ' Risk Management and Insurance Expenditures 933,200 899,400 Other Support Services(telephones,copiers,etc) 396,300 432,300 Buildings and Vehicle Maintenance 772,800 762,100 Total General Government Programs 5,288,600 5,349,000 , Engineering Program 761,300 784,000 Facilities Use 2,296,000 2,296,000 Tota!Reimbursed Programs 8.345,900 8,429.000 ' Percent Funded By General Fund 76.0% 74.4% Community Development Block Grant Fund 1.0% ' Enterprise and Agency Funds 24.0% 24.6% Total Reimbursed Programs 100.0% 100.0% H-12 ' FINANCIAL AND STATISTICAL TABLES ' REGULAR POSITIONS BY DEPARTMENT ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED ADMINISTRATION ' General City Administrative Officer(CAO) 1.0 1.0 1.0 1.0 Assistant CAO 1.0 1.0 1.0 1.0 Assistant to the CAO 0.0 0.0 1.0 1.0 ' Administrative Analyst 2.0 2.0 0.0 0.0 Executive Secretary 1.0 1.0 1.0 1.0 Administrative Secretary 1.0 1.0 OS OS Transit ' Transit Manager 1.0 0.0 0.0 0.0 Total Administration 7.0 6.0 4.5 4.5 CITY ATTORNEY ' City Attorney 1.0 1.0 1.0 1.0 Assistant City Attorney 1.0 1.0 1.0 1.0 Legal Secretary 1.0 1.0 1.0 1.0 Total City Attorney 3.0 3.0 3.0 3.0 CITY CLERK ' City Clerk 1.0 1.0 1.0 1.0 Assistant City Clerk 1.0 1.0 1.0 1.0 Council Secretary 1.0 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 1.0 Office Assistant 2.0 2.0 1.0 1.0 Total City Clerk 6.0 6.0 5.0 5.0 PERSONNEL Personnel Director 1.0 1.0 1.0 1.0 Personnel Analyst 2.0 2.0 2.0 2.0 Health Fitness Coordinator 1.0 1.0 OS 0.0 Executive Secretary 1.0 1.0 1.0 1.0 Personnel Assistant 1.0 1.0 0.5 0.5 Total Personnel 6.0 6.0 5.0 4.5 ' FINANCE Director of Finance/City Treasurer 1.0 1.0 1.0 1.0 Accounting Manager 1.0 1.0 1.0 1.0 Revenue Manager 1.0 1.0 1.0 1.0 Information Systems Coordinator 1.0 1.0 1.0 1.0 Accounting Supervisor 1.0 1.0 1.0 1.0 ' Customer gervicesSupervisor 1.0 1.0 1.0 1.0 Computer Systems Technician 2.0 2.0 2.0 2.0 Accounting Assistant 8.0 8.0 75 7.0 Administrative Secretary 1.0 1.0 1.0 1.0 ' Total Finance 17.0 17.0 165 16.0 ' H-13 FINANCIAL AND STATISTICAL TABLES REGULAR POSITIONS BY DEPARTMENT , 1991-92 1992-93 1993-94 1994-95 ' ACTUAL ACTUAL BUDGET APPROVED COMMUNITY DEVELOPMENT Administration ' Community Development Director 1.0 1.0 1.0 1.0 Administrative Analyst 1.0 1.0 1.0 1.0 Senior Administrative Secretary 1.0 1.0 1.0 1.0 ' Secretary 1.0 1.0 1.0 1.0 Office Assistant 0.8 0.8 0.8 0.8 Graphics Technician 1.0 1.0 1.0 1.0 Planning ' Advanced Planning Manager 0.0 1.0 1.0 1.0 Development Review Manager 0.0 1.0 1.0 1.0 Principal Planner 1.0 0.0 0.0 0.0 Senior Planner 2.0 1.0 0.0 0.0 , Associate/Assistant Planner 6.8 5.8 4.8 4.8 Building&Safety Building Official 1.0 1.0 1.0 1.0 ' Plan Check Engineer 1.0 0.7 0.0 0.0 Building Permit Coordinator 1.0 1.0 1.0 1.0 Building Inspector 4.0 3.0 3.0 3.0 Zoning Investigator 1.0 1.0 1.0 1.0 Office Assistant 1.0 0.0 0.0 0.0 ' Secretary 1.0 1.0 1.0 1.0 Total Community Development 25.6 22.3 19.6 19.6 UTILITIES , Administration and Engineering Utilities Director 1.0 1.0 1.0 1.0 Utilities Engineer 1.0 1.0 1.0 1.0 Administrative Analyst 1.0 1.0 1.0 1.0 Administrative Secretary 1.0 1.0 1.0 1.0 Instrumentation Technician 1.0 1.0 1.0 1.0 Water Services , Water Division Manager 1.0 1.0 1.0 1.0 Treatment Plant Supervisor 1.0 1.0 1.0 1.0 Supply Supervisor 1.0 1.0 1.0 1.0 Distribution Supervisor 1.0 1.0 1.0 1.0 Water Conservation Coordinator 1.0 1.0 1.0 1.0 Treatment Plant Operator 6.0 6.0 6.0 6.0 Laboratory Technician 1.0 1.0 1.0 1.0 ' Water Supply Operator 2.0 2.0 2.0 2.0 Utility Worker 5.0 5.0 5.0 5.0 Water Service Worker 3.0 3.0 3.0 3.0 Wastewater.Services ' Wastewater Division Manager 1.0 1.0 1.0 1.0 Treatment Plant Supervisor 1.0 1.0 1.0 1.0 Utility Maintenance Supervisor 1.0 1.0 1.0 1.0 Industrial Waste Coordinator 1.0 1.0 1.0 1.0 ' Pretreatment Technician 1.0 1.0 1.0 1.0 Treatment Plant Operator 6.0 8.0 8.0 8.0 Maintenance Technician 0.0 1.0 1.0 1.0 Laboratory Technician 1.0 2.0 2.0 2.0 , Utility Worker 6.0 6.0 6.0 6.0 Maintenance Worker 1.0 1.0 1.0 1.0 Total Utilities 46.0 50.0 50.0 50.0 H-14 , ' FINANCIAL AND STATISTICAL TABLES ' REGULAR POSITIONS BY DEPARTMENT ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED PUBLIC WORKS ' Administration Director of Public Works 1.0 1.0 1.0 1.0 Projects Manager 1.0 0.0 0.0 0.0 ' Administrative Analyst 1.0 1.0 1.0 1.0 Senior Administrative Secretary 1.0 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 1.0 Office Assistant 1.0 1.0 0.5 OS ' Engineering Services&Transportation Eng�nermi City Engineer 1.0 1.0 1.0 1.0 Supervising Civil Engineer 2.0 2.0 1.0 1.0 ' Engineering Field Supervisor 1.0 0.0 0.0 0.0 Surveyor. 1.0 1.0 0.0 0.0 Engineering Assistant 6.0 5.0 5.0 5.0 Engineering Technician 5.0 5.0 5.0 5.0 Public Works Inspector 1.0 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 1.0 Transportation Planning&Engineering Transportation Manager 0.0 1.0 0.0 0.0 Transportation Planner 0.0 1.0 1.0 1.0 Engineering Assistant 0.0 1.0 1.0 1.0 Parking Operations Parking Manager 1.0 1.0 1.0 1.0 ' Parking Enforcement Officer 2.0 2.0 2.0 2.0 Maintenance Worker 1.0 1.0 1.0 1.0 Secretary 1.0 1.0 1.0 1.0 Office Assistant 1.0 1.0 1.0 1.0 ' Transit Transit Manager 0.0 1.0 1.0 1.0 Transportation Assistant 0.0 0.0 1.0 1.0 Streets,Parks,and Equipment Maintenance Streets and Flood Control Streets and Parks Manager 1.0 1.0 1.0 1.0 Streets Project Coordinator 1.0 1.0 0.0 0.0 Streets Supervisor 2.0 2.0 2.0 2.0 ' Street Painter 2.0 2.0 2.0 2.0 Heavy Equipment Operator 4.0 4.0 3.0 3.0 Traffic Signal Electrician 1.0 1.0 1.0 1.0 Maintenance Worker 5.0 5.0 4.0 4.0 ' Parks Parks and Building Manager 1.0 1.0 0.0 0.0 Arborist 1.0 1.0 1.0 1.0 Parks Supervisor 2.0 2.0 2.0 2.0 Golf Course Supervisor 1.0 0.0 0.0 0.0 Tree Trimmer 2.0 2.0 2.0 2.0 Maintenance Worker 125 95 95 95 Equipment Supervising Mechanic 1.0 1.0 1.0 1.0 Heavy Equipment Mechanic 2.0 2.0 2.0 2.0 Building Maintenance Building Maintenance Supervisor 1.0 1.0 1.0 1.0 Building Maintenance Technician 1.0 1.0 1.0 1.0 ' Pool Maintenance Technician 1.0 1.0 1.0 1.0 Janitor 3.0 3.0 3.0 3.0 Total Public Works 745 715 65.0 65.0 ' H-15 FINANCIAL AND STATISTICAL TABLES ' REGULAR POSITIONS BY DEPARTMENT , 1991-92 1992-93 1993-94 1994-95 , ACTUAL ACTUAL BUDGET APPROVED RECREATION ' Recreation Director 1.0 1.0 1.0 1.0 Principal Recreation Supervisor 1.0 1.0 1.0 1.0 Recreation Supervisor 2.0 2.0 1.0 1.0 , Recreation Coordinator 4.0 6.0 5.0 5.0 Administrative Secretary 1.0 1.0 1.0 1.0 Office Assistant 2.0 2.0 2.0 2.0 Golf Course Supervisor 0.0 1.0 1.0 1.0 ' Maintenance Worker 0.0 2.0 2.0 2.0 Total Recreation 11.0 16.0 14.0 14.0 POLICE Sworn Positions ' Chief of Police 1.0 1.0 1.0 1.0 Captain 2.0 2.0 2.0 2.0 Police Lieutenant6.0 6.0 5.0 5.0 , Police Sergeant 7.0 7.0 7.0 7.0 Police.Officer 41.0 41.0 40.0 40.0 Non-Sworn Positions Support Services Manager 1.0 1.0 1.0 1.0 Crime Prevention Coordinator 1.0 1.0 0.0 0.0 ' Communications Supervisor 1.0 1.0 1.0 1.0 Communications Technician 11.0 11.0 11.0 11.0 Evidence Technician 1.0 1.0 1.0 1.0 ' Field Service Technician 2.0 2.0 2.0 2.0 Records Supervisor 1.0 1.0 1.0 1.0 Records Clerk 5.0 5.0 4.0 4.0 Administrative Secretary 1.0 1.0 1.0 1.0 , Secretary 2.0 2.0 2.0 2.0 Janitor 1.0 1.0 1.0 1.0 Total Police ' 84.0 84.0 80.0 80.0 FIRE ' Sworn Positions .Fire Chief 1.0 1.0 1.0 1.0 Battalion Chief 5.0 5.0 4.0 4.0 Fire Captain 12.0 12.0 12.0 12.0 Fire Engineer 18.0 18.0 15.0 15.0 Firefighter 9.0 9.0 9.0 9.0 Non-Sworn Positions ' Graphics Technician 1.0 1.0 0.0 0.0 Hazardous Materials Coordinator 1.0 1.0 0.0 0.0 Plan Checker/Inspector 1.0 1.0 1.0 1.0 Fire Inspector 1.0 1.0 1.0 1.0 ' Fire Protection Engineer 1.0 1.0 1.0 1.0 Fire Vehicle Mechanic 1.0 1.0 1.0 1.0 Public Education Specialist 03 OS 03 0.0 Administrative Secretary 1.0 1.0 1.0 1.0 ' Secretary 2.0 2.0 2.0 2.0 Total Fire 54.5 54.5 483 48.0 TOTAL 334.6 3363 310.9 309.6 ' Includes authorized overfill Lieutenant position in 1991-93. ' H-16 ' FINANCIAL AND STATISTICAL TABLES ' REGULAR POSITIONS BY FUNCTION ' 1991-92 1992-93 1993-94 1994-95 ACTUAL ACTUAL BUDGET APPROVED ' PUBLIC SAFETY Police Protection 84.0 84.0 80.0 80.0 Fire and Environmental Safety 545 54-5 483 48.0 ' Total Public Safety 138.5 138.5 128.3 128.0 PUBLIC UTILITIES Water Service 21.4 21.4 21.4 21.4 Wastewater Service 21.1 25.1 25.1 25.1 Whale Rock Reservoir 35 35 35 35 ' Total Public Utilities 46.0 50.0 50.0 50.0 TRANSPORTATION Streets and Flood Control 16.0 16.0 13.0 13.0 Transportation Planning 0.0 3.0 2.0 2.0 Parking 6.0 6.0 6.0 6.0 Munincipal Transit System 1.0 1.0 2.0 2.0 Total Transportation 23.0 26.0 23.0 23.0 ' LEISURE,CULTURAL&SOCIAL SERVICES Recreation Programs 11.0 13.0 11.0 11.0 Maintenance Services 165 155 145 145 ' Golf Course Operations and Maintenance 3.0 3.0 3.0 3.0 Total Leisure,Cultural&Social Services 305 315 285 285 ' COMMUNITY DEVELOPMENT Planning 16-1 14.6 12.6 12.6 Building and Safety 93 7.7 7.0 7.0 Engineering 18.0 16.0 14.0 14.0 Total Community Development 43.6 383 33.6 33.6 GENERAL GOVERNMENT City Administrative Officer 6.0 6.0 4.5 4.5 Public Works Administration 6.0 5.0 45 45 Legal Services 3.0 3.0 3.0 3.0 City Clerk Services 6.0 6.0 5.0 5.0 Personnel Programs 6.0 6.0 5.0 4.5 Finance Programs 17.0 17.0 165 16.0 Building Operations&Maintenance 6.0 6.0 6.0 6.0 Vehicle &Equipment Maintenance 3.0 3.0 3.0 3.0 Total General Government 53.0 52.0 475 46.5 TOTAL REGULAR POSITIONS 334.6 336.3 310.9 309.6 ' x-17 FINANCIAL AND STATISTICAL TABLES ' TEMPORARY FULL-TIME EQUIVALENTS (FTE'S) BY FUNCTION , 1991-92 1992-93 1993-94 1993-94 ' ACTUAL BUDGET APPROVED APPROVED PUBLIC SAFETY ' Police Protection 6.0 6.0 15 15 Fire and Environmental Safety 2.0 1S 0-3 0.3 ' Total Public Safety 8.0 7.5 1.8 1.8 PUBLIC UTILITIES Water Service 95 65 3.9 2.8 ' Wastewater Service 0.7 1.0 0.0 0.0 Whale Rock Reservoir 15 15 0.4 0.4 ' Solid Waste Management 1.0 1.0 1.0 1.0 Total Public Utilities 12.7 10.0 53 4.2 TRANSPORTATION ' Streets and Flood Control 3.2 3.2 0.7 0.7 Parking 3.2 7.2 6.2 6.2 Munincipal Transit System 0.5 OS OS OS Total Transportation 6.9 10.9 7.4 7.4 LEISURE, CULTURAL&SOCIAL SERVICES ' Recreation Programs 48.7 50.7 48.1 48.1 Maintenance Services 9.1 9.9 35 35 Golf Course Operations and Maintenance 3.0 3.0 3.0 3.0 , Total Leisure,Cultural&Social Services 60.8 63.6 54.6 54.6 COMMUNITY DEVELOPMENT , Planning 35 3.5 0.6 0.6 Engineering 2.9 2.9 0.0 0.0 Business Improvement Area(BIA) 25 25 0.0 0.0 Total Community Development 8.9 8.9 0.6 0.6 GENERAL GOVERNMENT ' City Administrative Officer 0.0 0.0 0.0 0.0 Public Works Administration 0.2 0.2 0.0 0.0 Legal Services 0.0 0.0 0.0 0.0 ' City Clerk Services 05 03 0.0 03 Personnel Administration 0.0 0.0 0.0 05 Risk Management 0.0 0.0 0.0 0.0 ' Financial Administration 1.0 1.0 0.0 0.2 Information Systems Management 05 OS 0.0 0.0 Building Operations&Maintenance 2.7 2.7 0.4 0.4 , Vehicle &Equipment Maintenance 1.0 1.0 0.5 OS Total General Government 5.9 5.7 0.9 1.9 TOTAL TEMPORARY FTE'S 103.2 106.6 70.6 70.5 H-18 ' ' FINANCIAL AND STATISTICAL TABLES ' APPROPRIATIONS LIMIT HISTORY ' The Gann spending limit initative,which was adopted by the voters on June 6, 1979,creates a restriction on the amount of revenue from tax proceeds which can be appropriated in any fiscal year.A city may not appropriate any proceeds of taxes in excess of its"appropriation limit".If excess funds are received in any one ' year,they may be carried over into the subsequent year.Any excess funds remaining after the second year have to be returned to the taxpayers by reducing tax rates or fees,or as an alternative,a majority of the voters may approve an override to increase the Limit. ' The following is a summary of the changes in the City's appropriation limit and appropriations subject to the t limit since the effective date of the Gann spending initiative,as further modified by Proposition 111,which changed the methodology for determining the appropriations limit as well as the appropriations subject to it. ' Limit Inflation Population Appropriation Appropriations Fiscal Year Base Factor Factor Limit Subject to Limit Variance 1 1978-79 $8,018,152 1979-80 $8,018,152 1.1017 0.9966 8,803,564 $6,189,680 $2,613,884 1980-81 8,803,564 1.1211 1.0052 9,920,998 5,795,468 4,125,530 ' 1981-82 9,920,998 1.0912 1.0103 10,937,298 8,296,846 2,640,452 1982-83 10,937,298 . 1.0679 1.0259 11,982,451 8,247,797 3,734,654 1983-84 11,982,451 1.0235 1.0142 12,438,188 9,414,875 3,023,313 ' 1984-85 12,438,188 1.0474 1.0213 13,305,250 10,356,484 2,948,766 1985-86 13,305,250 1.0374 1.0204 14,084,445 11,451,837 2,632,608 ' 1986-87 14,084,445 1.0230 1.0297 14,836,316 13,081,774 1,754,542 Pre-Proposition 111 1987-88 14,836,316 1.0304 1.0071 15„395,880 14,411,701 984,179 1988-89 15,395,880 1.0393 1.0410 16,656,977 15,223,479 1,433,498 1989-90 16,656,977 1.0498 1.0293 17,998,848 16,753,800 1,245,048 ' Post-Proposition 111 1987-88 14,836,316 1.0347 1.0293 15,800,924 14,411,701 1,389,223 ' 1988-89 15,800,924 1.0466 1.0410 17,215,275 15,223,479 1,991,796 1989-90 17,215,275 1.0519 1.0392 18,818,610 16,691,715 2,126,895 1990-91 18,818,610 1.0421 1.0459 20,511;013 15,005,409 5,505,604 1991-92 20,511,013 1.0414 1.0304 22,009,518 14,911,057 7,098,461 1992-93 22,009,518 0.9936 1.0100 22,087,343 18,094,926 3,992,417 ' 1993-94' 22,087,343 1.0272 1.0186 23,110,118 15,215,044 7,895,074 1994-95 ' 23,110,118 1.0071 1.0140 23,600,039 16,778,400 6,821,639 Appropriations subject to limit are estimates for these two years. H-19 FINANCIAL AND STATISTICAL TABLES ' DEMOGRAPHIC AND STATISTICAL SUMMARY f LOCA77ON ' Central Coast of California,235 miles south of San Francisco and 200 miles north of Los Angeles INCORPORATED FORM OF GOVERNMENT ' February 19, 1856 Council — Mayor— City Administrative Officer POPULATION(JANUARY 1, 1994) PHYSICAL SIZE ' 43,415 10.7 Square Miles ;PUBLIC:SAF'ETY.;': _'. 1992`-93 1993-w%: 1994-95 Fire ' Sworn personnel............................................................... 45 41 41 Number of fire stations.................................................... 4 4 4 Police sworn personnel.._..................................................... 57 55 55 ' PUBLIC;UTTLITTES Water services Sources of supply(acre feet) Whale Rock Reservoir capacity(City share)............................................................. 22,380 ' Salinas Reservoir capacity.................................................._.......................................... 23,300 Groundwater(acre feet pumped during 1992-93)...................................................... 1,980 ' Estimated miles of main line....................................................................................................... 158 Customeraccounts........................................................................................................................ 12,500 Wastewater services Treatment plant capacity(million gallons per day)................................................................... 5.2 ' Average daily plant flows(million gallons per day).................................................................. 4.0 Estimated miles of sewer line...................................................................................................... 287 ' STREE75AND'FLOOD CONTROL ' Estimated miles of paved streets................................................................................................... 116 Intersections with traffic signals__.._................_............................................................................. 49 Street lights operated&maintained............................................................................................... 1,870 Estimated miles of creekbed maintained........................................................................................ 29 ' SER VICES PROVIDED BY 07HER AGENCIES ' Public elementary and secondary schools..........................San Luis Coastal Unified School District Cuesta Community College.................................................San Luis Obispo Community College District Animal regulation.................................................................San Luis Obispo County ' Property tax collection&administration...........................San Luis Obispo County Solid waste collection and disposal....................................Private companies under franchise H-20 1 Section BUDGET REFERENCE MATERIALS 1 1 1 ' BUDGET REFERENCE MATERIALS ' OVERVIEW ' Complementing the general budget policies provided in Section B are a number of major policy documents that also guide the preparation and execution of the City's financial plan. A brief narrative summary for each of the following documents is provided in Section I of ' the original 1993-95 Financial Plan: Citywide Policy Docwnew Admudstrative ' ■ City Charter ■ MIS Policy ' ■ Municipal Code ■ Property Management Manual ' ■ City Council Policies ■ Public Art Policy and Procedures Manual ■ Fleet Management Program ' ■ General Plan ■ Goals and Objectives Reporting System ■ Comprehensive Financial Management Plan: 1989-2000 Financial ■ Facilities Master Plan: 1988-2010 ■ Cost Allocation Plan Utilities ■ Monthly and Quarterly Financial Reports ' ■ Water Management Plan ■ Comprehensive Annual Financial Report ■ Wastewater Management Plan Transportation ■ Parking Management Plan ' ■ Pavement Management Plan ■ Flood Management Policy The following materials are also included in this section of the original 1993-95 Financial 1 Plan to facilitate the reader's understanding of the Financial Plan document and preparation process: ' Budget Glossary Defines terms that may be used in a manner unique to public finance or the City's ' budgetary process in order to provide a common terminology in discussing the City's financial operations. ' Major Preparation Guidelines Describes the steps, procedures, and calendar used in developing and documenting the 1993-95 Financial Plan. II CITY OF SAN LUIS OBISPO CALIFORNIA APPENDIX A REQUEST FOR SIGNIFICANT OPERATING PROGRAM CHANGES AND CAPITAL IMPROVEMENT PLAN PROJECTS 1993 - 95 FINANCIAL PLAN SUPPLEMENT PRELIMINARY 1994 - 95 BUDGET JULY 1 , 1994 BUDGET REFERENCE MATERIALS APPENDIX INTRODUCTION OVERVIEW The purpose of this document is to summarize and compile the supporting materials that were used in developing the significant operating program changes and the capital improvement plan project changes to the 1993-95 Financial Plan for 1994-95 as recommended by the City Administrative Officer. Significant operating program changes and capital improvement plan projects are defined as follows: Proposed Significant Operating Program Changes Summaries and narratives for each recommended significant operating program change request are included in this document providing the following information for each one: ■ Operating program affected ■ Factors driving the request for change ■ Request title ■ Alternatives ■ Request summary ■ Cost summary ■ Primary objectives ■ Implementation Significant operating program changes include major service expansions, major changes in the method of delivering services, significant one-time costs, changes in operation that affect other departments or customer service, and changes that affect current policies. Proposed Capital Improvement Plan Changes Summaries and narrative for each recommended capital improvement plan (CIP) project are included in this document providing the following information for each project: ■ Operating program affected ■ Project work completed ■ Project title ■ Schedule and project costs ■ Project objectives ■ Project effect on the operating budget ■ Existing situation ■ Public art policy ■ Goals and policy links ■ Location map or schematic diagram i OPERATING PROGRAMS SUMMARY OF SIGNIFICANT OPERATING PROGRAM CHANGES FISCAL YEAR PAGE 1994-95 NO. PUBLIC SAFETY Police Protection o Continued funding for SNAP program $10,000 1 o Increased contribution to the Narcotics Task Force 6,000 1 o Increased booking fee charges 20,000 1 o Increased contract fees(bomb task force,janitorial,alarm,towing,pest coi 19,000 1 Fire and Environmental Safety o Laundry and linen services 2,000 3 o Communication site lease fees 2,800 4 o Construction of shower facility 4,200 5 o Emergency preparedness 22,000 6 PUBLIC UTILITIES Water Service o Sanitary survey($30,000 funded through existing budget) 8 Water Reclamation o Biosolids disposal($59,000 funded from budget savings) 9 o Building and landscape maintenance($35,000 funded from budget savings) 10 Solid Waste o Extension of coordinator position 49,400 12 Whale Rock o Sanitary survey($30,000 funded from project savings) 13 TRANSPORTATION Transportation Management o Bicycle promotion and education 14,100 14 Parking o Operations&maintenance study 30,000 16 o Reduced contract parking fine collection services (50,000) LEISURE,CULTURAL AND SOCIAL SERVICES Parks and Landscape Maintenance o Pool cover replacement 11,000 18 o Increased heating cost for pool 19,000 19 GENERAL GOVERNMENT Personnel Administration and Risk Management o Temporary wellness coordinator position 5,000 20 o Contribution to National Management Association 5,700 21 Finance o Bank statement reconciliations 6,000 22 TOTAL $176,200 ii CAPITAL IMPROVEMENT PLAN SUMMARY OF CAPITAL IMPROVEMENT PLAN CHANGES FISCAL YEAR PAGE 1994-95 NO. PUBLIC UTILITIES Water Services o Nacimiento water project— share of study costs $384,000 23 TRANSPORTATION Streets and Flood Control o Higuera Street bridge study 25,000 25 o Neighborhood traffic management 40,000 26 Parking o Purchase of 860 Pacific building 250,000 27 LEISURE,CULTURAL&SOCIAL SERVICES Parks and Recreation o Recreation administration building 392,000 28 o Tree planting program — 2,000 trees by the year 2000 17,200 30 GENERAL GOVERNMENT Information Systems o Organization—wide voice mail system 40,000 32 Buildings o City Hall HVAC design — additional funding requirements 16,000 34 o Demolition of Kozak garage,construction of parking lot 40,000 36 TOTAL $1,204,200 iii 199495 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE Program: Police Administration Request Title: Contract services account augmentation to provide funding for the SNAP Program, Narcotics Task Force, booking fees and miscellaneous contract service needs Request Summary Police Administration is requesting to augment their contract services account by$55,000 to provide funding for: ■ SNAP Program ($10,000) - This will allow the Department to continue the Student Neighborhood Assistance Program (SNAP) into 1994/95. ■ Narcotics Task Force ($6,000) - The City's contribution to the Narcotics Task Force (NTF) has increased by$6,000 during 1994/95 (increasing our total contribution from $9,000 to$15,000 annually). ■ Booking Fees($20,000) -Based on 1993/94 arrest projections, it will be necessary to add$20,000 to the Police Administration budget to cover expected booking fee costs for 1994/95. ■ Miscellaneous Contract Service Needs ($19,000) - Based on 1993/94 expenditure patterns, it will be necessary to add$19,000 to the Police Administration budget to cover needed contract service expenses such as, towing fees, critical incident fees, bomb task force expenses, janitorial services, the alarm contract, pest control services, fire extinguisher expenses, etc. Primary Objectives ■ SNAP Program ► to provide a cost-effective alternative for responding to noise complaints ► to enhance student and community relations ► to enhance cooperation between students and police ■ NTF ► to continue full participation in the NTF Program ■ Booking Fees ► to insure that adequate monies are available to book arrestees that are unsuitable for release due to degree of intoxication or seriousness of charge ■ Miscellaneous Contract Service Needs No to insure that the Police Department has adequate funding to maintain basic necessary contract services as previously described Primary Objectives Driving the Request for Change ■ SNAP ► The SNAP program, which uses trained students to respond to noise complaints during peak periods,was implemented on a trial basis in 1993/94. The trial program proved to be a success and, as such, the Department is requesting funding to continue the program into 1994/95. . 1 NTF ► The increase in funding for NTF is necessary to offset the funding shortfalls resulting from the withdrawal of one City from the program (Pismo Beach) and a reduction of asset forfeiture funding. ■ Booking Fees ► Based on current projections, it will be necessary to increase funding for booking fees by $20,000 (bringing the total to $95,000 annually). Costs per booking has remained constant, however, the number of arrestees continues to increase resulting in the need for additional funding. ■ Miscellaneous Contract Service Needs P. Due to reductions in previous budgets, the Department does not have sufficient funds to maintain the basic contract service needs, thereby resulting in a need for additional funding. Cost Summary 1994/95 Current Costs: $95,000 Add'1 Needed: $55,000 Total 1994/95 Needs: $150,000 G:police 2 1994-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Administration REQUEST TTTLE: Laundry &Linen Services Request Summary As part of the 1993-94 budget reductions staff reworked the Frye Department's linen program. Staff misjudged the amount of savings that could be generated, and is now requesting that the funding be increased to provide sufficient resources. Primary Objectives Provide the minimum linen to adequately service the City's fine stations. Primary Factors Driving the Request for Change In reworking the Linen Program Staff misjudged the savings that could be generated. Alternatives Provide no additional funding. Failure to provide funds will only cause staff to find funding from some other needed sources. Cast Summary This request result in an annual increase of$2,000. 1994-95 Costs Laundry &Linen Contract $2,000 3 1994-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Technical Services REQUEST TITLE: Building & Property Request Summary During the 1993-94 budget period leases at two of the City's communication facilities expired. Staff has renegotiated these agreements. The new leases will require an increase of$2,800 per year. Primary Objectives Provide reliable communication system for Police, Fire and Public Works radio systems. Primary Factors Driving the Request for Change Renegotiated lease will cause this budget item to fall short of needed funding. Alternatives Provide no funding. Failure to adequately fund these contracts will only force staff to fund this from some other needed budget area as this is a critical component of the City's communication system. Cost Summary This request results in an annual increase of$2,800. 1994-95 Costs Buildings/Property Leases $2,800 4 1994-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Technical Services REQUEST TITLE: Shower Facility- Fire Station #1 Request Summary The City recently hired a female Firefighter. Modifications to the e)dsting Fire Station #1 need to completed in order to provide adequate shower facilities. While a new Fire Station is currently in design, its estimated completion date is June of 1996; to long to forego adequate female shower facilities. Primary Objectives ■ Insure adequate privacy for Firefighters. ■ Provide a degree of equity in restroom facilities. Primary Factors Driving the Request for Change ■ Inadequate restroom facilities for female Firefighter. Alternatives ■ Do not provide funding. The current Fire Station layout is not conducive to shared use and problems will result. Cost Summary These requests result in one-time cost of $4,200. 1994-95 Costs Building and Construction $4,200 5 1994-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Disaster Preparedness REQUEST TITLE: City-Wide Emergency Preparedness Measures Request Summary To meet the requirements of the City's Emergency Operations Plan, the Disaster Preparedness Committee has identified inadequacies in supplies, equipment and training. Staff has taken advantage of the learning experience provided by the recent disaster in Southern California and requests the following: ■ Seven additional emergency food caches placed at Corp Yard, Police Station and City Hall for a one time cost of$9,000. ■ Tuition for emergency training preparedness for ten (10) employees at the California Specialize Training Institute(CSTI) for an annual cost of$5,000. ■ Damage Assessment Team Equipment. This equipment is necessary for the identification, safety and operation of inspection and damage assessment teams used to survey buildings and infrastructure after an earthquake. One time cost is $5,500 (40 sets/20 teams). ■ Portable Radios - Four(4)units for non emergency personnel. Hand-held radios are an essential tool in managing the inspection teams and other city staff in the field, providing essential communications and faster response. Current radio resources would be inadequate during an emergency. One time cost of $2,000 ■ One time printing cost of$500 to develop a supply of emergency preparedness documents. The Community Development Department and the Fire Chief have identified a number of portable computer needs that would facilitate the management of disasters. Requests in this area have been deferred until the City's MIS Master Plan Study is completed. Primary Objectives ■ Provide for the primary operating materials required in the event of a local disaster. ■ Ensure adequate emergency training for full-time employees. ■ Provide for the adequacy and availability of sufficient resources to cope with emergencies immediately after, and during the recovery phases. Primary Factors Driving the Request for Change ■ Inadequate supply of emergency rations and supplies for disaster workers at locations other than the fire stations. ■ Governmental regulations that require we develop and maintain certain emergency documents, such as emergency payment vouchers and disaster status reports, to qualify for disaster reimbursements. ■ No funding to send employees to disaster preparedness training held locally by CSTI. ■ These requested items were not considered when the 1993-94 Financial Plan was developed. ■ The disaster preparedness budget was significantly reduced as part of prior years budget reduction measures. 6. City-Wide Emergency Preparedness Measures (continued) ■ The recent Northridge earthquake pointed out the need for the quick response of the City's Planning Department to make damage assessment an immediate priority. Alternatives ■ Provide no funding. Failure to provide funds will result in the City's inability to implement the Emergency Operations Plan,adequately respond to a disaster, and limit the opportunity for expenditure reimbursement from the Federal government. Cost Summary These requests result in one-time costs of$17,000 and an annual cost of$5,000 as follows: 199495 Costs Education and Training $ 5,000 Minor Capital 16,500 Printing Supplies 500 7 1994-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Water Source of Supply (5511) REQUEST TITLE: Sanitary Survey (200-084) Request Summary The Surface Water Treatment Rule (SWTR) requires domestic water suppliers to conduct a sanitary survey of their water supply watersheds by January 1, 1996. The survey reports must then be updated every five years thereafter. The California Department of Health Services, Office of Drinking Water(DHS) is responsible for implementing this portion of the SWTR. The survey is intended to document potential sources of surface water contamination. The requirement to conduct a sanitary survey of the Salinas Reservoir watershed applies to the Atascadero Mutual Water Company and the City of San Luis Obispo. The SWTR allows agencies sharing a watershed supply source to complete a single sanitary survey. The amount of this request assumes the cost of the Salinas sanitary survey will be shared proportionately based on the amount of consultant work necessary for each agency. Primary Objectives ■ Satisfy DHS requirement to complete sanitary surveys of the Salinas Reservoir watershed. ■ Develop a document that can be easily updated to maintain compliance with DHS regulations. ■ Reduce costs by working with other agencies to satisfy DHS requirements. Primary Factors Driving the Request for Change ■ Regulations issued by the Department of Health Services, Office of Drinking Water. Alternatives ■ Deferral of the sanitary survey. Failure to comply with the DHS requirement could result in substantial fines. Cost Summary Budget to fund this project is proposed to come from the $545,000 approved for the 1994-95 Salinas Reservoir source of supply budget. No additional funding is required. Project Existing Costs Budget 1994-95 1994-95 200-084 Salinas Reservoir $ 30,000 $ 545,000 Implementation The completion of this sanitary survey is mandated by DHS and the SWTR. The City, acting as lead agency, will reach agreement with any participating agencies and issue a Request for Proposals (RFP) for the work. 8 1994-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Water Reclamation Facility (5533) REQUEST TITLE: Biosolids Disposal (200-052) Request Summary The WRF requests an additional$59,000 in fiscal year 94/95 for biosolid disposal. The budget currently identifies$78,000 for this activity, so this would increase the total budgeted amount to$137,000. The recommended increase is proposed to come from a reduction to the WRF electricity account. Since the 1993-95 budget was prepared, nearly all of the upgraded processes have come on-line at the Water Reclamation Facility.. The annual production of biosolids has increased from 2,550 tons to an estimated 4,500 tons per year. Cost for disposal has not changed and is still $27.75 per ton. The proposed budget includes a 10% contingency. Primary Objectives ■ Provide safe and environmentally acceptable disposal and reuse of WRF biosolids per Department of Health Services, the Environmental Protection Agency and the Regional Water Quality Control Board regulations. Primary Factors Driving the Request for Change ■ The upgraded facility is generating more biosolids than anticipated, almost 1,500 more tons per year than was estimated. Alternatives ■ There are no legitimate alternatives to environmentally acceptable reuse of the biosolids. Staff has previously reviewed other options for reuse with Council. Our current agreement with Pima Gro for agricultural land application was the most economical option. Cost Summary Budget to fund this increased activity will come from the WRF electricity account. Electrical costs are still being evaluated as all upgrades to the Water Reclamation Facility are not fully on-line. Because there were savings in electricity in fiscal year 93-94,additional budget is not requested to fund this activity. However, as the 94-95 fiscal year proceeds, if additional budget is necessary to pay for electricity, staff will identify that need through the mid-year budget process. . Additional Budget Costs Total FY 94/95 1994/95 1994/95 008-110 Biosolids Disposal $ 78,000 $ 59,000 $137,000 Implementation In line with previous Council authorization, biosolids reuse will continue under an existing agreement with Pima Gro. 9 1994-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Water Reclamation Facility(5533) REQUEST TITLE: Building and Landscape Maintenance (200-053) Request Summary This request would approve an additional $35,000 for building and landscape maintenance contract services at the Water Reclamation Facility. The recommended increased is proposed to come from a reduction to the WRF electricity account. Building Maintenance (Janitorial services) The WRF requests $11,000 per year for contract janitorial maintenance of the new 9,020 building floor space. Currently, the Water Reclamation Facility(WRF)does not have a contract for building maintenance. The WRF Maintenance Worker 11 is able to provide janitorial maintenance to the existing 2,200 sf control building on a weekly basis. Previously, SLO county Sheriffs Department Alternative Work Program(AWP)participants and CMC crews provided janitorial support for the facility. The AWP was cancelled due to City liability exposure. The State cancelled the CMC work crews due to budget constraints. When the new processes started up, the Maintenance Worker R had to assist the Maintenance Technician with equipment and systems maintenance. Building maintenance has taken a low priority to equipment and process maintenance. The total floor space requiring janitorial care is 9,020 square feet and includes four restrooms and three showers. Landscape Maintenance The WRF requests $24,000 per year to fund ongoing landscape maintenance. Currently, the WRF does not have a contract for any landscape maintenance. The only approved funding is $3,000 for annual mowing of the pasture. The upgrade to the WRF included both replacement and additional landscaping, enlarging the landscaped area to be maintained from three to six acres. The contractor was responsible for the landscaping for the first 90 days. The landscaping was installed in December 1993, so the WRF staff has been responsible for the landscaping since the end of March. Based on the type and extent of landscaping,semi-weekly maintenance is desirable. Six additional acres of the WRF which are not landscaped need seasonal weed and pest control. This is in addition to the approximately 15 acres of pasture, south of the plant, which must be mowed at least one, and preferably twice per year to provide fire control. In the past, WRF used the Alternative Work Program and California Men's Colony labor to assist with landscape maintenance but that is no longer an option. Primary Objectives i Provide ongoing building maintenance on new WRF administration/laboratory building, operations and switchgear buildings. Routine maintenance will maintain these buildings in top condition. ■ Provide ongoing landscape maintenance on new WRF landscape installation. Routine maintenance will protect the investment. ■ Comply with SLO Fire Department request to keep pasture mowed and free of fire hazard. Primary Factors Driving the Request for Change ■ Now that the WRF improvements are complete, staff is better able to analyze the ongoing operating and maintenance needs of the entire facility. Operations staff are spread very thin to cover the 20 hour a day, seven days a week that the plant must be staffed. The Maintenance technician is fully devoted to repair and replacement of the mechanical process equipment, a higher priority than building and landscape maintenance. The maintenance worker has limited time to perform building and landscape maintenance as he is assisting the Maintenance technician with equipment repair and maintenance on a regular basis. ■ An increase in building floor space from 2,200 sf to 11,000 sf. 10 ■ A 600% increase in newly landscaped areas around the WRF. ■ The elimination of AWDP and CMC labor to assist in maintenance. Alternatives ■ Assign the maintenance responsibilities for both buildings and landscaping to Public Works Department. The Building Maintenance Division would maintain the WRF buildings and the Parks Division would care for the landscaping and pasture mowing. The Public Works department has studied this option. Given their current level of staffing, they cannot offer janitorial or landscaping support. Their recommendation is to contract for these services. Cost Summary Budget to fund this increased activity will come from the WRF electricity account. Electrical costs are still being evaluated as all upgrades to the Water Reclamation Facility are not fully on-line. Because there were savings in electricity in fiscal year 93-94,additional budget is not requested to fund this activity. However, as the 94-95 fiscal year proceeds, if additional budget is necessary to pay for electricity, staff will identify that need through the mid-year budget process. Additional Budget Costs Total FY 94/95 1994/95 1994/95 200-053 Contract Services Bldg and Landscape Maint $ 9,000 $ 35,000 $ 38,000 Implementation Building maintenance will be contracted to the lowest responsible vendor. Maintenance is scheduled for five days per week. Floors, walls, windows, restrooms, and exteriors are to be maintained. Landscape maintenance will be contracted to the lowest responsible vendor. Weekly maintenance is scheduled. Maintenance will-include weed/pest control, mowing, edging, minor irrigation maintenance, fertilizing, planting and pruning. 11 1994-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Solid Waste Management (5570) REQUEST TITLE: Extension of Contract Position through Fiscal Year 1995 (100-002) Request Summary This request is for$49,400 in FY 1994-95 to extend the Solid Waste Management Coordinator position's contract through June 30, 1995. The position is currently funded through June 1994. Approval of this request will provide an additional year for staff to implement the Source Reduction and Recycling Element (SRRE)and Household Hazardous Waste Element(HHWE)program plans and to ensure that City interests are represented during the first six months of regional Authority staffing and program growth. The regional Authority's manager will probably be hired late in 1994. As the regional program develops,staff will be able to determine the degree of responsibility the Authority is assuming. Then an appropriate level of City staff needed to fulfill solid waste objectives and responsibiities can be determined and a recommendation prepared for Council. The potential for-absorbing-solid waste responsibilities into a Resource_Managgment Office beginning.fiscal year 1995-96 will be analyzed and brought to Council for-direction. Primary Objectives ■ Meet mandated waste reduction goals through local and regional implementation of SRRE and HHWE planning programs. ■ Ensure that City objectives are met in Authority development and in proposed regional projects. ■ Accomplish major solid waste objectives. Primary Factors Driving the Request for Change ■ Local program responsibilities within the SRRE and HHWE ■ AB 939 mandates ■ Need for cost effective local and regional program implementation Alternatives ■ Do not approve the recommended funding. Solid Waste program priorities and goals may not be realized as sufficient staffing would not be available to support City interests in regional program growth and to implement local programs and responsibilities. Cost Summary Additional Budget Costs Total FY 94/95 1994/95 1994/95 100-002 Salaries-Contract $ 0 $ 49,400* $ 49,400* (*Note: Total compensation, including salary and benefits. Of the total, $37,500 is for regular salary and $11,900 is for benefits.) Implementation ■ Staff will be undertaking an organizational and programmatic evaluation which will be brought to Council next spring as part of the 1995-97 Financial Plan development and will include recommendations for ongoing program staffing and direction. 12 1994-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Whale Rock Operations (5550) REQUEST=E: Sanitary Survey (200-053) Request Summary A sanitary survey must be conducted on the Whale Rock Reservoir watershed. The Surface Water Treatment Rule(SWTR) requires domestic water suppliers to conduct a sanitary survey of their water supply watersheds by January 1, 1996. The survey reports must then be updated every five years thereafter. The California Department of Health Services, Office of Drinking Water (DHS) is responsible for implementing this portion of the SWTR. The survey is intended to document potential sources of surface water contamination. Primary Objectives ■ Satisfy DHS requirement to complete a sanitary survey of the Whale Rock Reservoir Watershed. ■ Develop a document that can be easily updated to maintain compliance with DHS regulations. Primary Factors Driving the Request for Change ■ Regulations issued by the Department of Health Services, Office of Drinking Water. Alternatives ■ Deferral of the sanitary survey. Failure to comply with the DHS requirement could result in substantial fines. Cost Summary Additional Budget Costs Project FY 94195 1994-95 Total 200-053 Contract Services $ 18,000 $ 30,000 $ 48,000 Recommended Funding Sources: Budget remaining in Whale Rock upgrade capital improvement project contingency. No additional contributions from member agencies should be necessary. Implementation The completion of these sanitary surveys is mandated by DHS and the SWTR. The sanitary surveys for both the Whale Rock and Salinas Reservoir watersheds will be included in the scope of work of a single Request for Proposals to be prepared by the City of San Luis Obispo's Utility Engineer. 13 1994/95 Budget Request OPERATING PROGRAM CHANGE PROGRAM: Transportation Planning and Engineering (5050) REQUEST TITLE: Bicycle Promotion and Education Description ■ Begin ongoing bicycle promotion and education efforts ■ Publish and distribute maps, brochures, and flyers ■ Produce public service announcements and promotional spots for the local media, the Chamber of Commerce, and the Visitors Bureau ■ Sponsor bicycling events ■ Provide incentives for City employees to use bicycles for commuting and work trips Net additional annual cost: $14,100 Objectives ■ Reduce car trips within the City ■ Increase bicycle trips within the City ■ Improve bicycle safety ■ Preserve clean air ■ Reduce traffic congestion ■ Conserve energy Background Building bicycle paths and creating bicycle lanes is only one part of the overall effort to increase bicycle trips within the City. Promotional activities can demonstrate the fun, efficiency, and cost-effectiveness of bicycling, along with its benefits for health and the environment. Ongoing education can improve bicycle safety and encourage compliance with vehicle code sections regulating bicycle use. The implementation section of the Bicycle Improvement Plan adopted in 1993 states on page 19: "The City will reserve a minimum of two percent of its Transportation Development Act (TDA) funds for bicycle promotional and educational purposes." That two percent will amount to $17,800 in 1994/95. TDA stipulations require that the City spend for bicycle improvement an amount equal to at least two percent of its total TDA allocation. Although the City already exceeds that threshhold with its existing appropriations, annually dedicating two percent for bicycle promotion and education would be a straightforward way to ensure ongoing compliance. Cost Current Additional Costs Costs Other Operating Expenditures $3,700 $14,100 Implementation Promotion and education efforts will be accomplished mostly by a) contracting for preparation and distribution of materials and b) contributing to the efforts of other agencies performing similar work. 14 Bicycle Promotion and Education (continued) Budget Amendments Advertising-Other(new) 100-5050-200-041 +17,800 Printing and Reproduction Contracts 100-5050-200-081 -3,700 15 1994/95 Budget Request OPERATING PROGRAM CHANGE PROGRAM: Parking (5060) REQUEST TITLE: Parking Operation and Maintenance Improvements Request Summary ■ Contract for a comprehensive analysis of the parking garage operations and maintenance at a one-time cost of$30,000 ■ Reduce the parking program contract services account by $20,000 Net annual savings: $20,000 Objectives ■ Improve customer service and reduce the high turnover rate among parking attendants ■ Solve persistent building and equipment maintenance problems ■ Protect the City's investment in its parking garages ■ Allow the parking manager to focus more on revenue management and parking management plan implementation Background The City's parking garages face three major problems, which are hindering operations and maintenance: 1) chronic building damage and equipment failure 2) vandalism and 3) staff turnover. Building and Equipment Failures. Although the garages are relatively new, they have suffered an extraordinary incidence of building and equipment failure. Over the past two years there have been 23 separate incidents of serious structural, electrical, and cosmetic damage. These failures have ranged from cracked concrete (causing serious leaks in walls and decks) to burned out electrical panels and motors to prematurely deteriorated paint to failed tile adhesive. Also, complex customer service equipment (like electric gates, ticket spitters, card readers, printers, and cash registers) has failed much more frequently than normal, and the manufacturers and the service representatives cannot explain why. Staff has not been able to determine with certainty whether the cause of this damage is poor design, poor construction, or both. Likewise, staff does not know if there are any permanent solutions for these building and equipment failures. Vandalism. Over the past two years, there have been 46 incidents of serious damage from vandalism, including graffiti, stolen and defaced signs, stolen fire extinguishers, and broken gates, doors, and elevators. Possible solutions for reducing this vandalism include video surveillance, contract security patrols, and increased police patrols. Because each of these solutions is very expensive, staff has not implemented any of them permanently. The parking program needs some analysis of the cost-effectiveness of these strategies when compared to the damage caused by vandalism. Staff Turnover. The turnover rate among parking attendants is extraordinarily high. For example, from December 1993 to April 1994, there were ten new hires among a staff of eight "regular" attendants and two backups. Possible causes include low pay, lack of benefits, lack of security, limited hours, and inadequate training — but staff is not sure what the appropriate solution might be. The parking manager spends about 700 hours per year on building and equipment maintenance problems and about 300 hours per year on parking attendant personnel issues. If maintenance tasks could be delegated and staff turnover could be reduced, the parking manager could devote more time to productive program activities 16 Parking Garage Operation and Maintenance Improvements (continued) Background (continued) like revenue collection and parking management plan implementation. Under this request, staff would contract with a consultant to prepare a comprehensive analysis of the parking operations and maintenance. This analysis would include recommended strategies for addressing the problems of building and equipment failure, vandalism, and staff turnover. In the parking program contract services account, there is currently allocated $110,000 for citation processing. Recent competitive procurement has reduced the annual cost of citation processing to only $60,000. Of the $50,000 savings available, $20,000 would be transferred to the unappropriated parking fund balance. The remainder would be available to cover the cost of the operations and maintenance analysis. Cost Current Additional Costs Costs Contract Services - Parking Program (20,000) Budget Amendments Contiact Services 510-5060-200-053 -20,000 17 1994/95 Budget Request OPERATING PROGRAM CHANGE PROGRAM: Swim Center Maintenance (5021) REQUEST TITLE: Pool Cover Replacement Request Summary Replace the deteriorated covers on the main swimming and diving pool with 12 new 13.7' X 75' covers. Objectives ■ Prevent water and chemical evaporation and hold down water and chemical cost ■ Prevent heat loss and hold down natural gas cost ■ Prevent unauthorized use of the pool Background The edges of the existing pool covers are torn, which causes them to lose bouyancy and renders them fairly useless. They cannot be repaired. These covers were purchased in 1991 and had an expected life of four years, so they have prematurely failed. Using effective pool covers produces a $50,000 annual savings in the cost of water, natural gas, and chemicals. Cost Current Additional Costs Costs Minor Capital 11,000 Budget Amendments Capital Maintenance Projects 100-5021-400-473 +11,000 18 1994/95 Budget Request OPERATING PROGRAM CHANGE PROGRAM: Swim Center Maintenance (5021) REQUEST TITLE: Natural Gas Budget Increase Request Summary Increase the annual budget for natural gas in the Swim Center Maintenance program from $16,000 to $35,000 Objective Cover the cost of natural gas needed to maintain required pool water temperatures Background A combination of circumstances led to substantial underbudgeting for natural gas expense in the Swim Center Maintenance program. At the beginning of 1992/93, responsibility for paying the gas bill at the pool was transferred from Aquatics program to the Swim Center Maintenance program. When preparing the 1993/94 budget, staff depended on several assumptions. First, expenses for natural gas in the first six months of 1992/93 amounted to $7,800, so staff assumed a straight-line projection and established an annual budget of $16,000 — $14,000 below the previous budget. What made this projection seem reasonable was a second assumption about the effects of a recently completed project to improve natural gas consumption. An energy management consultant had recommended installing a system which would better coordinate use of the gas-fired water heating boiler and the solar heating collection panels. Because this consultant estimated that such a system would save about$17,000 each year in natural gas cost, staff assumed that these savings were accruing during the first six months of 1992/93. Actual expenses for natural gas in 1992/93 totalled $34,500. Expenses for 1993/94 should total about $44,600. There are three.possible explanations for expense levels being so much higher than projected: 1) The system to coordinate boiler and solar connection panel use has not realized the efficiency estimated by the consultant. 2) To reduce the level of total dissolved solids, the Swim Center Maintenance staff substantially increased the frequency of pool water changes in 1993/94. This action has increased the amount of water that must be heated to required levels. 3) Over the last two years, shifting in the solar collection panel footings damaged 15 collectors and caused seven leaks in the plumbing connections. This damage substantially reduced the efficiency of the solar collection system and forced more use of the boiler. Introducing so many variables over the last two years complicates projections of future natural gas expense. The solar collection panels have been repaired and the new ozone/bromine system should produce a lower level of total dissolved solids. For these reasons, natural gas expense in 1994/95 will probably not be as high as it will be in 1993/94($44,600). A prudent level would be$35,000--approximately what was spent in 1992/93. Cost Current Additional Costs Costs Other Operating Expenditures $16,000 $19,000 Budget Amendments Gas Utility Service 100-5021-330-224 +19,000 19 1993-95 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Risk Management REQUEST TITLE: Temporary Wellness Coordinator Position Request Summary When the Work Health Coordinator position was eliminated as part of the recent budget reductions, there was no longer any staff with the technical knowledge to perform the fitness testing component of the Wellness Program. We were able to hire a temporary employee to perform this function for the Fall, 1993,and Spring, 1994,Wellness sessions, using salary savings created when the Work Health Coordinator resigned prior to her position being eliminated. In order to continue to hire a temporary employee to do fitness testing we will need an additional $5,000 in the Wellness Program budget for temporary salaries for the 1994-95 fiscal year. Primary Objectives ■ Provide technically trained temporary staff member to perform fitness testing twice annually. Primary Factors Driving the Request for Change ■ The Work Health Coordinator position was eliminated effective July 1, 1994,leaving no technically trained staff member to perform the fitness testing component of the Wellness Program. ■ Existing Personnel Department staff do not have the training and knowledge to perform fitness testing. ■ Existing Personnel Department staff cannot afford to be out of the office for a five-week block of time to perform fitness testing, assuming that they could acquire the required technical knowledge. ■ . Use of volunteers or Cal Poly interns instead of one temporary employee would create administrative and scheduling problems, as well as a lack of consistency in testing,resulting in frustration for participants and eventual program dropouts. ■ Hiring a temporary employee allows us the flexibility of scheduling someone to work only when required by the Wellness Program. Alternatives ■ Eliminate the Wellness Program. This change would require the agreement of all the employee associations. Cost Summary Current Budget Additional Cost 1994-95 1994-95 Temporary Salaries 0 5,000 20 199495 Financial Plan Request SIGNIFICANT OPERATING PROGRAM CHANGE Program: Personnel Administration Request Title: City Contribution Toward National Management Association Request Summary: Funding for the ongoing operations in the amount of$5,700 for a National Management Association (NMA) chapter at the City. Primary Objectives: ■ To provide professional development and training opportunities to all interested City employees. Primary Factors Driving the Request for Change: Earlier this year, several of the City's mid-managers introduced the idea of establishing a local NMA chapter to provide City employees with professional development and training opportunities. Given the positive response to the idea, a steering committee was formed and tasked with starting up a local chapter. To date, the Steering Committee has developed: (1) bylaws and constitution; (2) a training plan; and (3) a proposed budget for the fust year of operation. In addition, a "Formation Night" meeting, which will serve as the "kick off' to recruit members, has been scheduled for May 26, 1994. Assuming that "Formation Night" is well received by City employees,the Steering Committee expects to have the City's NMA chapter"up and running"by fall of this year. With respect to the annual budget for 1994-95, the Steering Committee has projected that it will need $10,100. As currently proposed,the Steering Committee is requesting the City to fund just over half of this cost ($5,700). The City's share of the contribution would primarily be used to offset national membership dues, training costs, conference costs to orientate new Board members each year, and office supplies. The remaining half of the budget will be funded with member dues and fees for participating in training programs. Cost Summary: Current Cost: $0 1994/95 Cost: $5,700 See attached additional supporting information. 21(a) M040RANDUM n� FROM THE OFFICE OF THE CITY ATTORNEY � r � June 8, 1994 109 TO: John Dunrkf�_j FROM: Cindy Clemens, NMA Steering Committee Chair SUBJECT: NMA Budget Request I am writing to explain the budget request of $5, 650. 00 for the City's contribution to the San Luis Obispo City Employees' Chapter of National Management Association (hereafter SLO NMA) . I would like to address two key points, namely, what NMA has to offer to the City and how the NMA activities will be financed. NMA is a national organization made up of local chapters from both private companies and public entities. Both the cities of Lompoc and Santa Maria have successful NMA Chapters. The general goal of NMA is to foster employee management skills and to build organizational unity. Each chapter has the flexibility to target specific goals within this broad general goal . The purpose of the SLO- NMA Chapter, as stated in the proposed constitution, is: 1. To develop an organization that promotes teamwork, the spirit of unity and open and direct communication among personnel at all levels and between professional areas of responsibility; and 2 . To provide opportunity for development of leadership and managerial skills. In order to accomplish these goals, SLO NMA will be open to all regular employees and to City Council Members. The Chapter will focus on three types of activities. First, quality professional development courses will be offered. The NMA courses are outstanding and come highly recommended from the City of Santa Maria. while the core program is the ten-course supervisory and management skills program, many other quality courses are available, including such topics as customer service, Communication skills, and managing conflicts. The cost of the courses is minimal -- $25. 00 per participant manual and $200. 00 per leader kit. The second component will be monthly membership meetings, which will consist of guest speakers from both within and outside the City, committee reports, and department updates. These monthly meetings will present a prime opportunity for employees from all departments and all levels of the organization to share ideas and solutions to common problems. Because the meeting times will vary 21(b) between early morning, lunch, and after work time slots, all employees will be able to attend at least some of these monthly meetings. The third and final component will be social activities at night or on weekends. While these activities are not meant to replace the current City social activities such as the Employee Picnic and the Christmas Party, they will provide NMA members a chance to get away from the pressures of the -work environment, have fun and get to know each other better. Some ideas for social events are a beach party, a bowling tournament, and a wine-tasting trip. These activities will be financed in various ways. The social activities will be paid for entirely by collecting from the NMA members who wish to participate. The professional development courses will be financed by collecting a portion of the course fees from the members and partially through the City contribution. The monthly meetings will be financed primarily through the member dues, although the speakers will be paid for by the City contribution. Additionally, the City would be paying to send the five members of the SLO NMA Board of Directors to the regional NMA conference in May of 1995. As the proposed budget request indicates, the NMA Steering Committee is asking the City to match the financial contribution which the employees will be making to the SLO NMA Chapter. The potential return on this investment in terms of rebuilding the team spirit and developing leadership and managerial skills among all employees clearly justifies this budget request. CBC/sw 21(c) 1994-95 Budget Request SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Accounting REQUEST TITLE Bank Statement Reconciliations Request Summary The City processes approximately 3.000 disbursement vouchers per month(36,000 per year)and accounts for 600 separate bank deposits per month (7,200 per year). Many of the deposits are made directly to the bank by outlying departments and third party contractors (ie. parking coin) which results in an extensive reconciliation process at each month end. Effective cash management techniques and internal controls over the cash management function are an essential element of the services that the Department of Finance provides. Sound control procedures dictate that a segregation of duties exist between the individual reconciling the bank statement and those performing the day to day operating activities. Recent budget cuts, which reduced the number of staff resources by 2.5 full time equivalent employees (FTE's) in Finance, resulted in the elimination of the independent reconciliation position and a re-distribution of the workload in an effort to "do more with less". In the re-organization process, the segregation of duties was eliminated as the reconciliation function was distributed among remaining staff already performing the full-time functions of payroll, accounts payable,and general ledger maintenance.An in-depth evaluation of the effect of the re-organization has shown that the reconciliation process is not receiving the number of staff hours needed to effectively perform the associated tasks. The necessary procedures require an additional 10 hours per week by an individual independent from the other operational functions of the Finance department. Primary Objectives • Ensure adequate internal controls over the City's cash management function. • Ensure timeliness of bank reconciliations as a measure of protecting the City s assets against unauthorized use. Primary Factors Driving the Request for Change • Prior budget reductions have resulted in a reduced level of internal control. • Sound control over financial operations is an integral part of our fiduciary responsibility over public resources. • The City's independent auditors recommend a more thorough reconciliation process than what is currently being provided and better internal controls over the reconciliation process by utilizing an independent person with appropriate segregation of duties. Alternatives • Provide no funding. Continue to accept the existing level of internal control over cash management and the associated risk. Cost Summary A temporary professional assistant at 10 hours per week will cost approximately $6,000 per year. 22 1994-95 Financial Plan Request CAPITAL IMPROVEMENT PLAN PROGRAM: Source of Supply REQUEST TITLE: Nacimiento Water Project Project Description This project involves the City's participation in a County project to bring water from Nacimiento Reservoir to interested cities and communities in San Luis Obispo County. Boyle Engineering was hired to prepare a preliminary evaluation of the Nacimiento Water Supply Project. This study was completed and accepted by the Board of Supervisors in February of 1994. The next step in the project is to prepare an environmental impact report and preliminary engineering. The County should have agreements for the next phase of study prepared by August of 1994. Project Objectives ■ To participate in the Nacimiento Water Supply Project in order to secure this water as a municipal source of supply. Existing Situation To date, the City has contributed$55,862.26 towards the project's preliminary studies. The City's revised allocation request based on the draft Urban Water Management Plan, is 5,115 acre-feet per year (afy). Participation costs are proportional to the allocation request. The expected cost to the City for the next phase of work is $384,000. Payment of these costs is expected to be spread over a period of two years. To complete the work in this next phase, the County expects to select a consultant by November of 1994. Goal and Policy Links ■ 1991-93 and 1993-95 Council Goal to secure long term water supply. ■ Council approval to participate in Preliminary Evaluation at January 19, 1993 Council meeting. ■ San Luis Obispo County Master Water Plan Update, March 1986. ■ Draft Water Management Plan. Project Work Completed In February of 1994, Boyle Engineering presented the Preliminary Evaluation.for the Nacimiento Water Supply Project, Phase H, along with its Preliminary Engineering Evaluation and Environmental Assessment to the County Board of Supervisors and project purveyors. The Board accepted the report and directed County staff to pursue the preparation of a project EIR and preliminary engineering work through a new Nacimiento Reservation Agreement. Preparation of these agreements is expected to be completed in August of 1994. The next phase of work is expected to begin in November of 1994. Schedule and Project Costs Prior Project Budget(s) 1994-95 1995-96 Total Phasing: Study $ 55,862 $ 384,000 $ 0 $ 439,862 Design Construction Total $ 55,862 $ 384,000 $ 0 $ 439,862 Recommended Funding Sources: Water Fund $ 55,862 $ 384,000 $ 0 $ 439,862 Alternatives ■ Defer the project. Deferral of the project could eliminate the City from participating in the Nacimiento Water Supply Project. This would limit the City's ability to meet projected future water demands. Development within the City could only proceed based on the offset program or some other water supply project. 23 i Project Effect on the Operating Budget No. .additional impacts to the operating budget are-anticipated; as the Utilities Engineer acts as manager for this project. i r , i 1 i i i i 24 II 1994/95 Budget Request CAPITAL IMPROVEMENT PROJECT OPERATION: Streets and Flood Control REQUEST TITLE: Higuera Street Bridge Rehabilitation- Study Description Complete a study of the Higuera Street Bridge over San Luis Obispo Creek to determine improvements needed to prevent further deterioration and restore adequate load limits. Objective ■ Prevent further deterioration and eventual failure of the bridge ■ Restore adequate load limits so the bridge can accommodate buses and trucks ■ Define the scope of the bridge rehabilitation so that the project will be eligible for federal grants to pay for design and construction Background Where San Luis Obispo Creek runs underground and crosses Higuera Street there is a bridge that was built in 1911. Because this bridge is not visible aboveground, it has not been on the list of bridges examained by state bridge inspectors semi-annually. After the City advised the state of this omission, inpectors examined the bridge in 1993. In November 1993, the state informed the City that its inspection had revealed two problems: 1) portions of the bridge were gradually deteriorating and 2) the bridge was not designed to carry the loads allowed on it. The City has since reduced the bridge's load limit, which prohibited truck and bus traffic. There are federal HERR grants administered by Caltrans available to pay for 80 percent of study, design, and construction. The state has offered such a grant for the proposed study. This study is necessary to establish what work would be required and what work would be eligible for grant reimbursement. Policy Links ■ 1982 Circulation Element ■ Draft 1994 Circulation Element Project Work Completed The City has'received an offer from the state for an 80 percent federal HBRR grant. Staff is preparing documents necessary to accept this grant and enter into a formal grant agreement. If the grant is not available for some reason, the City would not pursue this study. Schedule and Project Costs Prior Project Budgets 1993/94 1994/95 Total Phasmg Study 25,000 25,000 Recommended Financing Sources Federal HBRR Grant 20,000 20,000 General Fund 5,000 5,000 25 1994/95 Budget Request CAPITAL IMPROVEMENT PROJECT OPERATION: Streets and Flood Control REQUEST TITLE: Neighborhood Traffic Management Description Install inexpensive, temporary devices within neighborhood traffic management areas which would make vehicle and pedestrian traffic safer. These devices might include painted crosswalks and plastic cones or cylinders which would form bulbouts and medians. ($30,000) Purchase a trailer which uses radar to display the speed of approaching traffic. ($10,000) Objectives ■ Improve transportation safety in residential areas ■ Improve the livability of the street environment in residential areas ■ Test the effectiveness of different traffic management solutions before installing permanent improve- ments Background Residents in some neighborhoods have asked the City to install roadway improvments that would slow vehicle traffic, improve pedestrian safety, and reduce through traffic levels. Permanent improvements should not be installed until adoption of the neighborhood traffic management plan called for in the draft General Plan Circulation Element. This project would allow some immediate relief pending completion of more detailed study and recommendations Another effective method of slowing vehicle traffic is to set up a trailer which uses radar to monitor the speed of approaching traffic and display the speed so that drivers can read it. Policy Links • Strategy for Proceeding with Neighborhood Traffic Management Planning (adopted May 24, 1994) ■ Draft General Plan Circulation Element (February 1994) Project Work Completed Staff has discussed conceptual designs with residents on Augusta Street and Ramona Drive. Schedule and Project Costs Prior Project Budgets 1993/94 1994/95 Total Phasing Acquisition 10,000 10,000 Construction 30,000 30,000 Recommended Financing Sources General Fund 40,000 40,000 26 1994/95 Budget Request CAPITAL IMPROVEMENT PROJECT OPERATION: Parking REQUEST TITLE: Acquisition of Property at 860 Pacific Description Acquire the property at 860 Pacific Street for future expansion of the Marsh Street Parking Garage. Objectives Satisfy the additional downtown parking demand created by the Downtown Centre Background To provide for future parking development, in February 1988 the City used 1986 lease revenue bond issue proceeds to buy the 860 Pacific property for$445,000. Debt service on this acquisition has been paid from the general fund, so technically the general fund owns the property. As the Downtown Centre is completed and the local economy begins to fully recover from the current recession, there will be increasing pressure to develop additional downtown parking. For that purpose the parking program will need the 860 Pacific site in the next few years for expansion of the Marsh Street Parking Garage. To avoid paying rent at the old junior high school, shortly after acquisition the recreation offices moved into the building at 860 Pacific, an older residence which had been converted to office space. Although these new quarters were crowded and inefficient, they were also considered temporary, pending development of new permanent offices. With new permanent offices at Emerson Park scheduled for construction in 1995, this would be a convenient time for the parking fund to acquire the property. Policy Links Parking Master Plan Project Work Completed None Schedule and Project Costs Prior Project . Budgets 1993/94 1994/95 Total Phasing Acquisition 250,000 250,000 Recommended Financing Sources Parking Fund 250,000 250,000 The $250,000 acquisition cost is the estimated sales price less remaining debt — in other words, the equity owned by the general fund. This figure must be confirmed by appraisal. The parking fund would assume the annual debt service on this property, which currently amounts to $65,000. This amount may change if the debt is refinanced. 27 1994/95 Budget Request CAPITAL IMPROVEMENT PROJECT OPERATION: Parks and Recreation REQUEST TITLE: Recreation Office Building Description Construct a 4,000 square foot office building using about 15,000 square feet at the comer of Nipomo and Pacific Streets on the old Emerson School site. Construct various required building site improvements (driveways, curbs, parking lot, irrigation, landscaping). Objectives ■ Improve public awareness about recreation services ■ Improve service to recreation customers ■ Provide flexible long term workspace for recreation administration ■ Improve the productivity of recreation employees ■ Enhance the architectural character of the surrounding neighborhood ■ Set a positive example for responsible energy and water use ■ Ensure that the project does not hinder recreation development for the balance of the Emerson School site Background To provide for future parking development, in 1988 the City bought the 860 Pacific property. To avoid paying rent at the old junior high school, the recreation offices moved into the building at 860 Pacific, an older residence which had been converted to office space. Although these new quarters were crowded and inefficient, they were also considered temporary, pending development of new permanent offices. As the Downtown Centre is completed and the local economy begins to fully recover from the current recession, there will be increasing pressure to develop additional downtown parking. For that purpose the parking program will probably need the 860 Pacific site in the next few years, and the recreation offices will need another location, preferably downtown and preferably permanent. Visibility, convenience, and availability make the Emerson site an excellent location. Policy Links ■ San Luis Obispo Facilities Master Plan ■ Parking Management Plan ■ Adopted building program goals: attractive buildings, productive work environments, safe and energy- efficient buildings, and a positive image for the City Project Work Completed The recreation office building subcommittee has prepared a project plan which lays out the scope, objectives, costs, financing, and schedule for developing the new recreation office building. On April 11, 1994 the Council approved this plan and authorized staff to distribute a request for design proposals to be submitted on May 11, 1994. 28 Recreation Office Building (continued) Schedule and Project Costs Prior Project Budgets 1993/94 1994/95 Total Phasing Design 38,000 38,000 38,000 Construction 9,000 392,000 401,000 Recommended Financing Sources General Fund 47,000 392,000 439,000 There are two prospective sources of money to cover the remaining $392,000 needed for this project. Selling the 860 Pacific property to the parking fund for future expansion of the adjacent parking garage would bring in perhaps $250,000(the sales price less remaining debt). Also, there is $65,000 of existing net annual debt service on the 860 Pacific Street property. If this debt service were dissolved through sale to the parking fund (or if the parking fund simply assumed the debt), there would be $65,000 more available each year to the general fund. Accumulating a little over two years of this annual savings would provide enough additional money to pay for project. In summary: Proceeds from sale of the 860 Pacific building $250,000 Two years+ savings on existing debt service 142.000 Total $392,000 29 1994/95 Budget Request CAPITAL IMPROVEMENT PROJECT OPERATION: Parks and Recreation REQUEST TITLE: Volunteer Tree Planting Description Begin an ongoing project to plant 2,000 trees by the year 2000. Each year purchase 150 street trees to be planted by volunteers and provide for watering, fertilizing and pruning over two years to ensure establishment of these street trees. Each year purchase another 250 trees to be planted by property owners on private property. Objectives ■ Expand the urban forest to beautify the city, purify the air, and provide shade and wind protection ■ Encourage private participation in improving the city Background In fall 1992, the tree maintenance staff identified about 1,500 potential remaining sites for planting street trees. Since then, 460 of these sites have been planted or scheduled for planting (280 by City workers and volunteers, 30 by the California Conservation Corps, and 150 by developers as a condition of permits). 270 more sites will be planted in summer 1994 through a contract financed by a Small Business Administration grant. That leaves about 750 locations throughout the city where street trees can be planted. Under this project, each year for the next five years the city would purchase 150 15-gallon trees and the paraphernalia required for planting. These trees would then be planted in sidewalks and parkways by volunteers. In order to ensure establishment of these trees, the city would hire a temporary employee to water and fertilize these trees over the following two years. In addition, the City would purchase up to 250 5-gallon trees each year to be planted by property owners on private property. The City would designate eligible species, and property owners would pick up trees from participating nurseries, which would then bill the City at an established price. Shortly after purchase, City staff would visit the property to verify that approved trees were planted. Policy Links Section 12.24.010.D of the Municipal Code states, "It is the policy of the city to encourage new tree planting on public and private property and to cultivate a flourishing urban forest." Project Work Completed None Schedule and Project Costs Prior Project Budgets 1993/94 1994/95 Total asmg Acquisition 17,200 17,200 Recommended Financing Sources General Fund 17,200 17,200 30 ESTIMATED COSTS FOR VOLUNTEER TREE PLANTING unit extended STREET TREES: quantity Price price 15-gallon tree 150 $28 $ 4,200 stakes 300 3 900 root barrier 150 22 3,300 ties, crosspieces, fertilizer 150 2 300 labor hours for watering, fertilizing 875 6 5,250 TREES ON PRIVATE PROPERTY: 5-gallon tree 250 13 3,250 TOTAL COST $17,200 31 1994-95 Budget Request CAPITAL IMPROVEMENT PLAN PROGRAM: Information Systems Management REQUEST TITLE: Voice Mail Request Summary Evaluate and implement an automated voice mail system on an organization-wide basis in 1994-95 rather than in 1995-96 as previously scheduled. There are many"bad" voice mail systems. However, when properly thought-out, planned, and executed, there are also many examples of where both customer service and productivity have been improved as a direct result of an efficient, "user-friendly" voice mail system. Project Objectives ■ Improve voice communications with our customers ■ Improve organizational productivity Existing Situation Voice communication is the most prevalent - and expensive - form of.contact with our customers (both internal and external to the organization). Although delays in phone answering (or worse, no answering at all) are common factors to a system like the one we now have, perhaps the worst outcome is the "phone tag" that takes place because of it. Voice mail systems that are well-planned - with an emphasis on the customer - can improve service and productivity. Based on our recent staffing reductions as part of the 1993-95 Financial Plan, finding ways that maintain (or improve) our services with fewer resources becomes increasingly more important. Goal and Policy Links ■ Mission Statement goal of providing quality service to the community. ■ Productivity policy commitment to constantly review and monitor our methods of operation to ensure that services are delivered in the most cost-effective manner, including evaluating the ability of new technologies and related capital investments to improve productivity (page B-17, 1993-95 Financial Plan). ■ 1993-95 Financial Plan(scheduled for implementation in 1995-96; this request accelerates implementation by one year). Project Work Completed ■ Limited review and analysis of the successes - and failures - of voice mail systems in other organizations. ■ Peg count (busy analysis) was conducted for the City by Pacific Bell for the Community Development Department in September of 1992. Though limited in its scope, the conclusion drawn was that incoming calls exceeded the number that current staff levels could answer. Voice mail was the recommended solution. Schedule and Project Costs or oject Budgets 1993-94 1994-95 1995-96 1996-97 Total Phasing - Acquisition - - $40,000* - - $40,000 Recommended Funding Source: General Fund * Previously scheduled for 1995-96 Public Art Policy Acquisitions are exempt from the public art policy. 32 Voice Mail (continued) Alternatives ■ Defer the Project This is an investment that will result in improved service and productivity. It should be noted that we are in the process of preparing an information system master plan that will address telecommunication needs, which potentially includes voice mail. However, the benefits of voice mail are so compelling that there are no advantages to deferring its implementation until 1995-97 when plan recommendations will begin to be programmed. ■ Deny the Project There will be no improvements in our service delivery or productivity. ■ Change the Project Scope There are several options to the proposed project scope: Pilot program. Rather than investing in a City-wide system initially,we could select a"pilot" department or office to evaluate the costs/benefits of this system. This is a viable alternative, but more expensive than the one.proposed. To protect our investment, the purchase agreement would include a 90-120 day pilot period, during which we could receive a partial or total refund if we were not satisfied with the system. During this initial period, we could limit its use to one or more pilot departments or offices. Answering machines. Placing individual answering machines on individual phone lines is a way of making sure phones are answered and avoiding "phone tag", and is partially in use now. In the long run, this is almost as expensive but provides far fewer features. Leasing. For many smaller organizations, leasing or contracting for a wide range of telecommunications services makes sense. Based on discussions with local vendors offering this service, it would not be cost effective for us to lease or contract for this service, although this option could be included as part of our purchasing/evaluation process. Project Effect on the Operating Budget Depending on the complexity of the project, 200-400 hours of staff time are anticipated for project management. After completion, there will be modest staff and contract maintenance ($2,000 to$4,000 annually) costs associated with ongoing support and maintenance of the system. 33 1994/95 Budget Request CAPITAL IMPROVEMENT PROJECT OPERATION: Buildings and Equipment REQUEST TITLE: City Hall HVAC Improvements - Design Description Complete construction documents for a project to replace the low-pressure steam boiler heating system at City Hall with a new HVAC system. Objectives ■ Prevent catastrophic failure and emergency replacement of the existing steam boiler ■ Improve heating and ventilation to all areas of City Hall ■ Add air conditioning to all areas of City Hall Background The original, antiquated steam boiler at City Hall is 40 years old and on the verge of irreparable breakdown. Several components appear to be severely corroded and could not be patched or repaired if they fail. Though it was designed to heat only the upper floor through steam radiators, since 1976 it has also heated the lower floor via a heat transfer device which converts steam to hot water and uses the hot water as a heat source for a forced air system. Because many of the wall-hung steam radiators upstairs have been removed or bypassed, heating in the upstairs is very ineffective. There is little or no thermostatic control for most areas, and the system's ineffectiveness has spawned a proliferation of inefficient and wasteful electric space heaters throughout the building. Over the last seven years, the building maintenance section has kept the system limping along, pending planned replacement with the City Hall expansion project. Now that the expansion project has been deferred for several years, the HVAC system needs a comprehensive overhaul. The proposed system would be more reliable, more efficient, and more flexible (because each office suite would have separate thermostatic controls). The City should have construction documents prepared for this project for two reasons: 1) the HVAC system could be replaced fairly quickly in case of catastrophic failure of the boiler before scheduled replacement and 2) firmer estimated construction costs will be available for preparing the 1995/97 Financial Plan. Policy Links Adopted building maintenance program goals: productive work environments, safe and energy-efficient buildings Project Work Completed The mechanical engineer on the City Hall expansion project confirmed the condition of the steam boiler and recommended replacement in the short term before it fails. In January 1994 the Council awarded a contract to another mechanical engineer to prepare schematic designs for the City Hall HVAC Improvements project. This contract anticipated later amendment to include construction documents preparation after schematic design was completed and the.project scope was better defined. The engineer has completed schematic design and is ready to begin construction documents. This project will probably be combined with the remaining seismic safety corrections to the roof and attic of City Hall, with construction scheduled for 1995/96 or 1996/97. 34 City Hall HVAC Improvements - Design (continued) Schedule and Project Costs Prior Project Budgets 1993/94 1994/95 Total Phasing Design 17,000 16,000 33,000 Recommended Financing Sources General Fund 17,000 16,000 33,000 Alternatives Deferring the project: The boiler will likely fail within the next three years, and it will not be repairable. Emergency replacement, even with expedited procurement procedures, would be very disruptive and expensive. 35 1994/95 Budget Request CAPITAL IMPROVEMENT PROJECT OPERATION: Buildings and Equipment REQUEST TITLE: New Parking Lot next to the 955 Morro Building Description Demolish the Kozak Garage next to the 955 Morro Building, restore the natural grade to the site, and construct a new parking lot. Objectives ■ Prevent damage from rainwater intrusion into the 955 Morro Building ■ Remove the dilapidated Kozak Garage before it becomes a hazard ■ Improve the appearance of the corner at Palm and Morro Background The roofing material and the roof sheathing on Kozak Garage are badly deteriorated. During storms, rainwater pours through the cracks and holes in the roof and forms deep puddles on the garage floor. Somehow this water is finding its way below the garage floor, through the adjacent subterranean wall, and into the 955 Morro Building. During the 1993/94-winter, the offices, restrooms, and conference room at 955 Morro which are adjacent to the Kozak Garage were flooded on seven separate occasions after rainstorms. The problem is not roof leaks at 955 Morro, because that building was recently reroofed as part of the seismic safety corrections project. The building maintenance program has tried several simple solutions including sealing the wall-to-floor junction in the garage, sawcutting surface drainage channels in the garage floor, installing a small perforated drain pipe under the garage floor, and sealing off a drain line which could have been leaking under the floor. None of these solutions has worked. Assuming that the City would want the save the Kozak Garage, contractors have recommended either reroofing the garage or installing a french drain underground next to the stem wall between the garage and the 955 Morro Building. Contractors have also advised that if the garage is not reroofed now, the roof and the supporting beams and columns will continue to deteriorate and will probably have to be demolished in a few years. Pending future development of this site to its ultimate use, there is no interim use contemplated other than employee parking. Demolishing the garage, regrading the site, and constructing a new parking lot would solve the rainwater intrusion problem at the 955 Morro Building and provide an attractive interim use for this property. Policy Links Adopted building maintenance program goals: productive work environments, safe and energy-efficient buildings, maximum building service life Project Work Completed None 36 New Parking Lot next to the 955 Morro Building (Continued) Schedule and Project Costs Prior Project Budgets 1993/94 1994/95 Total Phasing Construction 40,000 40,000 Recommended Financing Sources General Fund 40,000 40,000 Alternatives Deferring the project: Eventually the roof system would fail and have to be demolished. Rainwater infiltration would continue, and carpets and vinyl floors at 955 Morro would have to be replaced prematurely. Work would continue to be disrupted when offices flood. Reroofing the garage: This alternative would solve the drainage problem and might prevent further deteriora- tion of the garage. The garage would remain unattractive for the next 10 to 15 years but would be available for possible improvement and lease should economic conditions change. Cost: $20,000 Regrading and resurfacing the garage floor: This alternative might solve the drainage problem, but the roof system and building would continue to deteriorate and would have to be demolished eventually. Cost: $8,000 Building a french drain next the stem wall at 955 Morro: Again, this alternative might solve the drainage problem but not the roof problem. Cost: unknown, but work would involve removing the floor, digging a trench with special equipment, and placing drainage pipe, all without damaging the building. This work would probably be more expensive than reroofing. 37