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06/18/2002, - 2001-03 FINANCIAL PLAN SUPPLEMENT
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AMM'' 'w^... r u y;� 1 1 1 2001 =03 Financial Plan Supplement 1July 1 , 2002 1 1 ALLEN SETTLE, MAYOR 1 JAN HOWELL MARX, VICE MAYOR JOHN EWAN, COUNCIL MEMBER 1 CHRISTINE MULHOLLAND, COUNCIL MEMBER KEN SCHWARTZ, COUNCIL MEMBER 1 1 Ken Hampian, City Administrative Officer 1 Prepared by the Department of Finance ' Bill Statler,Director of Finance/City Treasurer 1 Approved 2002=03 Budget 1 city of san tuis oBis o P REPORT PRODUCTION AND ANALYSIS ' Budget Review Team ' Linda Asprion, Revenue Manager Betsy DeJarnette, Assistant to the City Administrative Officer ' Carolyn Dominguez, Accounting Manager Wendy George, Assistant City Administrative Officer Ann Slate,Director of Human Resources , Bill Statler,Director of Finance/City Treasurer CIP Review Committee ' Betsy DeJarnette, Assistant to the City Administrative Officer Carolyn Dominguez, Accounting Manager ' Jim Gardiner,Police Chief John Mandeville,Director of Community Development ' Paul LeSage, Director of Parks &Recreation Mike McCluskey, Director of Public Works John Moss, Utilities Director Bill Statler,Director of Finance/City Treasurer Jay Walter,Deputy Public Works Director/City Engineer Department of Finance Staff ' Linda Asprion,Revenue Manager Carolyn Dominguez,Accounting Manager , Ella Goven, Administrative Assistant Teri Maa, Information Systems Manager Bernie Ries, Customer Services Supervisor I Vi Sheldon, Accounting Supervisor Bill Statler,Director of Finance/City Treasurer Department Fiscal Officers Karen Jenny, Human Resources BetsyD Sue y DeJarnetBaaschte, Utilitiesette, Administration Mary Kopecky, City Clerk's Office ' Viv Dilts,Fire Kathy Mills,Parks and Recreation Carolyn Dominguez, Finance Diane Stuart, Community Development Dave Elliott,Public Works Bart Topham,Police Deborah Holley, Downtown Association Sharon Woodward, City Attorneys Office Cover Photography Neil Havlik , TABLE OF CONTENTS ' Operating Program Expenditures By Function C-4 How to Use the Financial Plan Supplement i By Type C-5 About the City ii Capital Outlay Expenditures By Function C-6 Section A By Funding Source C-7 ' INTRODUCTION Debt Service Expenditures by Function C-8 Expenditures and Revenues by Fund Type Budget Message A-1 Budget Highlights A-5 Total Expenditures by Fund C-9 Directory of Officials and Advisory Bodies A-10 General Fund Expenditures and Uses C-10 Organization of the City A-11 General Fund Operating Program Expenditures Mission Statement A-12 By Function C-11 Organizational Values A-13 By Type C-12 Awards for Distinguished Budget Presentation A-14 General Fund Revenues and Sources C-13 Section B Authorized Regular Positions by Function C-14 POLICIES ' Section D Overview B-1 OPERATINGPROGRANIS Status of Major City Goals Overview Introduction Purpose and Organization D-1 Overview B-2 Summary of Major Functions and Operations D-2 Report Card:Major City Goals B-2 Action Plan Changes B-2 Operating Expenditure Summaries Next Report B-3 Action Pian Updates Overview D-3 Water Supply B-4 By Function D4 Streets and Sidewalks B-6 By Program Los Osos Valley Road Improvements B-7 Public Safety D-6 Flood Protection B-8 Public Utilities D-7 Railroad Recreational Trail B-9 Transportation D-8 Downtown Transportation Center: Leisure,Cultural&Social Services D-9 North Area Regional Facility B-10 Community Development D-10 Parking and Access Advisory Body B-11 General Government D-1'1 Athletic Fields B-12 By Department D-12 ' Recreation Center Remodel: By Type:All Funds D-14 Community-Senior Center B-13 By Type: General Fund D-15 Cultural Services B-14 Housing B-15 Significant Operating Program Changes Open Space Preservation B-17 Civic Offices B-18 Summary D-16 Maintenance of Basic Services B-20 Supporting Documentation ' Police Overtime D-17 Section C Creek and Flood Protection Fees D-18 Creek and Flood Protection Coordinator D-20 Increase in LAFCO Fees D-22 EVC Regional Marketing Services D-23 Overview C-1 Liability Insurance Premium D-25 ' Combined.Expenditures and Revenues Property Insurance Premium D-27 Total Expenditures C-2 Total Funding Sources C-3 (a) TABLE OF CONTENTS Section E Open Space Protection Fund G-15 CAPITAL IMPROVENIENT PLAN(CIP) Airport Area Impact Fee Fund G-16 Affordable Housing Fund G-17 Overview E-1 Fleet Replacement Fund G-18 ' Debt Service Fund G-19 Summary of CIP Expenditures Enterprise Funds , Water Fund G-20 By Function E-2 Sewer Fund G-21 By Funding Source E-3 Creek&Flood Protection Fund G-22 Parking Fund G-23 ' Supplemental CIP Projects Transit Fund G-24 Golf Fund G-25 Summary E-4 Supporting Documentation Agency Fund: Whale Rock Commission G-26 Silt Removal-Laguna Lake Prefumo Arm E-5 Palm-Morro Parking/Office Structure E-7 Section H Emission Reduction Equipment E-14 FINANCIAL AND STATISTICAL TABLES Replace Damaged Mower E-16 Overview H-1 Section F ' DEBT SERVICE REO' UIREANIENTS Revenue and Expenditure Summaries Overview F-1 Summary of Key Revenue Assumptions H-2 Debt Service Expenditures Revenues by Major Category and Source H-6 Expenditures by Type and Function H-11 By Function F-2 Interfund Transactions By Source F-3 Operating.Transfers H-12 Legal Debt Margin F-4 Reimbursement Transfers H-14 Section G Staffing Summaries CHANGES IN FINANCIAL POSITION Regular Positions by Department H-15 Overview Regular Positions by Function H-20 Temporary Full-Tithe Equivalents Introduction G-1 (FTE's)by Function H-21 Organization of the City's Funds G-2 Other Statistical and Financial Summaries Combining Financial Position Statements Appropriations Limit.History H-22 All Funds Combined G-3 Revenue and Expenditure Trends: All Governmental Funds Combined G-4 Last Five Completed Years H-23 ' All Enterprise and Agency Funds Combined G-5 Demographic and Statistical Summary H-24 Individual Financial Position Statements Section I General Fund G-6 BUDGETREFERENCEMATEIZIALS Special Revenue Funds Overview I-1 Downtown Association Fund G-7 Budget Adoption Resolution I-2 , Gas Tax Fund G-8 Transportation Development Act Fund G-9 Community Development Block Grant G-10 Law Enforcement Grant Funds G-11 Capital Project Funds Capital Outlay Fund G-12 , Parkland Development Fund G-13 Transportation Impact Fee Fund G-14 (b) , 1 1 PREFACE 1 1 1 1 1 1 1 1 1 1 1 1 1 1 PREFACE HOW TO USE THE FINANCIAL PLAN SUPPLEMENT ' This supplement reflects the City's continued use of Section C a two-year financial plan that emphasizes long-range Budget Graphics and Summaries planning and effective program management. The benefits identified when the. City's first two=year Provides simple tables and graphs which highlight key plan was prepared for 1983-85 continue to be financial relationships and summarize the realized: overall budget document. ■ Reinforcing the importance of long-range Section D planning. Operating Programs 1 ■ Concentrating on developing and budgeting for Presents the operating budget at the function, significant objectives. operational, and program levels, and summarizes ■ Establishing realistic schedules for completing changes from the 2001-03 Financial Plan. program objectives Section E ■ Creating a pro-active budget providing for Capital Improvement Plan orderly and structured operations. Summarizes changes in capital improvement plan ■ Promoting more orderly spending patterns. expenditures from the 2001-03 Financial Plan. ■ Reducing the amount of time and resources Section F allocated to preparing annual budgets. Debt Service Requirements Appropriations continue to be made annually; Summarizes the City's debt obligations at the however, the Financial Plan is the foundation for beginning of the fiscal year. preparing the budget for the second year. Additionally, unexpended operating appropriations Section G from the first year may be carried over for specific Changes in Fund Balance purposes into the second year with the approval of the City Administrative Officer. Provides an individual summary of revenues, expenditures and changes in financial position for The 2002-03 Budget document uses the same format each of the City's operating funds. as the 2001-03 Financial Plan and is organized into the following sections, which primarily focus on Section H changes from its parent document: Financial-and Statistical Tables Summarizes revenues by major category and Section A sources; expenditures by type and function; and .Introduction authorized regular employees by department. 1 Includes the Budget Message from the City Administrative Officer highlighting key issues Section I considered in preparing the Financial Plan Budget Reference Materials _ ' Supplement. Lists a number of major policy documents that guide the preparation and execution of the City's financial Section B plan Policies and Objectives Highlights any changes to the 2001-03 Financial ROME, � r Plan policies and objectives; and provides a status 1 summary of Major City Goals. -i- PREFACE ABOUT THE CITY ' Who We Are and How We Got Started These qualities contribute to the superb quality of life our residents enjoy, and attract visitors from The City of San Luis Obispo serves as the many other areas. commercial, governmental and cultural hub of California's Central Coast. One of California's owntown oldest communities, it began with the founding of ' Mission San Luis Obispo de Tolosa in 1772 by Another key feature contributing to the City's great Father Junipero Serra as the fifth mission in the quality of life is our delightful downtown. The heart California chain of 21 missions. of downtown is Mission Plaza. With its wonderful creek side setting and beautifully restored mission The mission was named after Saint Louis, a 13th (that continues to serve as a parish church to this Century Bishop of Toulouse; France. (San Luis day), Mission Plaza is the community's cultural and Obispo is Spanish for "St. Louis, the Bishop.") It social center. was first incorporated in 1856 as a General Law City,and became a Charter City in 1876. This historic plaza is complemented by a bustling , downtown offering great shopping, outdoor and Where We're Located indoor dining, night life, and its famous Thursday Night Farmers' Market, where you can buy locally With a population of 44,000, the City is located grown fresh produce and enjoy an outdoor BBQ. , eight miles from the Pacific Ocean and is midway between San Francisco and Los Angeles at the This unique blend of history, culture, commerce and junction of Highway 101 and scenic Highway 1. entertainment make San Luis Obispo's downtown one of the most attractive, interesting and San Luis Obispo is the County Seat, and a number economically vibrant downtowns in America. of federal and state regional offices and facilities are located here, including Cal Poly State University, government Cuesta Community College,Regional Water Quality Board and Caltrans District offices. The City operates under the Council-Mayor-City Administrative Officer form of government. The City's ideal weather and natural beauty provide Council members are elected at-large and serve numerous opportunities for outdoor recreation at overlapping, four-year terms.. The Mayor is also nearby City and State parkslakes, beaches and elected at-large for a two-year term, and serves as an ,wilderness areas. equal member of the Council. The Council appoints the City Administrative .Officer (CAO) and City reat Place to Live,Work and Visit Attorney. All other department heads are appointed G by the CAO. While San Luis Obispo grew relatively slowly ' during most of the 19th century, the coming of San Luis Obispo is afull-service city that provides Southern Pacific Railroad in 1894 opened up the police, fire, water, sewer, streets, transit, parking, area to the rest of California. The City's distance planning, building, engineering and parks & from major metropolitan areas to the north (San recreation services to the community.. Francisco Bay Area) and south (Los Angeles) have allowed our area to retain its historic and scenic MgM , , x ,1 :,y`�e r�s1''i� p`a x x �. +# qualities. -ii- Section A INTRODUCTION 1 t INTRODUCTION ' BUDGET MESSAGE ' TO: City Council FROM: Ken Hampian, City Administrative Office 1 OVERVIEW the plan are based upon the framework and ' foundation developed during the two-year planning and budgetary process. Balanced Budget. The 2002-03 budget is balanced ' for all of the City's funds: based on projected Limited Budget Changes. In accordance with this revenues and beginning fund balances,resources are two-year budget framework and in light of current available to fund the approved appropriations while fiscal uncertainties, the 2002-03 budget is primarily ' assuring that operating revenues fully cover intended to "stay the course" while responding to operating expenditures, and that fund balances are changed circumstances since adoption of the 2001- maintained at policy levels. 03 Financial Plan. Like the mid-year budget review, the Supplement provides an opportunity to review ' Weaker General Fund Revenue Picture, But recent revenue and expenditure trends, identify any Well-Positioned for the Future. As discussed at fiscal problem areas, and recommend corrective the mid-year budget review, while our revenue action or additional funding if required. ' picture is not as strong as we originally projected in the 2001-03 Financial Plan, the fact is that we are In short, very few General Fund expenditure well-positioned to deal with local challenges facing changes are planned for 2002-03 in this Supplement; ' us at this time. With some belt-tightening—and and these are generally limited to those needed in most importantly, if there are no additional State order to maintain service levels set forth in the budget takeaways to cities—we should be able to 2001-03 Financial Plan. ' avoid major service disruptions to the community and adverse impacts on our employees. FINANCIAL CONDITION SUMMARY—HOW ARE WE DOING? But Doing This Requires Budget Reductions Now. Given our weaker revenue outlook and rising public safety labor costs, maintaining our fiscal The Short Term View strength at this time is only possible because we are recommending $1.8 million in expenditure We project that the General Fund will end 2002-03 reductions from the currently approved 2001-03 with an unreserved fund balance that is 21.5% of ' Financial Plan. As discussed in more detail below, operating expenditures, compared with our 20% these reductions come largely from the capital minimum policy. Ending the two-year Financial improvement plan(CIP). Plan with this added strength is purposeful in ' preparing us for the uncertainties that lie ahead. Tough Times Ahead. While we have crafted a This was accomplished by implementing the balanced budget for 2002-03, there are major fiscal following short-term budget strategies introduced as challenges ahead of us on a number of fronts, which part of the mid-year budget review. ' are discussed in more detail later in this message. Overall Goal and Strategy. Based on our current BUDGET_FRAMEWORK assessment that we are experiencing a short-term fiscal problem, our goal is to honor our service commitments and stewardship obligations to both Budget Supplement Concept. Although budgets the community and organization by: ' are adopted annually under the two-year financial plan concept, appropriations in the second year of ' A-1 BUDGET MESSAGE ' 1. Protecting high-priority services and major City 4. Operating Cost Review. The City's Budget ' goals. Review Team meets quarterly to closely review 2. Preserving high-priority CIP projects. operating expenditures with departments. The ' following operating program reductions emerged 3. Avoiding regular staff lay-offs. from these reviews for consideration as part of the 4. Protecting the integrity of our operating budgets. 2002-03 Financial Plan Supplement: 5. Positioning ourselves for a "softer landing" ifProposed •.- , . - .. . -•. needed in the event that our current fiscal 2002-03 Proposed situation turns out to be a longer-term problem. Budget Reduction Computer/Printer Replacements 228,500 175,000 Copier Replacements 63,500 63,500 In the case of a short-term budget problem—which New Police Records Copier 4,600 4,600 is what we believe is facing us now—our fiscal Neighborhood Services Tech 57,700 57,700 1 health contingency plan calls for the following four ITOtal $300.800 interim measures, which are already in place: Additionally,based on the year-to-date results of our ' 1. Hiring Chill. While we will continue to fill cost reduction efforts—including savings from the selected; essential-service positions, doing so hiring and training "chills"—we have increased our requires CAO approval before recruitment starts projection for expenditure savings for 2001-02 by (and thus a "chill" rather than a "freeze"). While $195,800 (from$705,300 to $901,100). this obviously has the potential for short-term cost savings, its main purpose is to preserve future Summary. Overall, we are recommending options in avoiding regular staffing lay-offs if the $1,569,400 in specific expenditure reductions in CIP problem turns-out to be a longer-term one. projects ($1,268,600) and operating programs Currently, five regular positions are "chilled," ($300,800). Combined with our revised projection for expenditure savings, this means the 2002-03 2. Training Chip Developing and maintaining Supplement reflects two-year expenditure reductions employee skills continues to be very important to of about $1.8 million. the organization. However, in the short-term,we are ' limiting travel and training costs. During this Our hope is that these prudent, interim measures interim period, this means that all Travel will hold us in good stead pending a tum-around in Authorizations require CAO approval. the City's revenue picture, and that by implementing them sooner rather than later, we can avoid much 3. CIP Project Review for Deferrals. We more difficult decisions later. identified a number of candidate projects for possible deferral, deletion or reduction at the mid- The Longer Term_ View year budget review. The following chart shows the two-year remaining balance for each targeted Given our ambitious goals for our community, project, along with the amount of this total that is increasing_ public safety labor costs, current adverse being recommended for reduction. trends in key revenues and the continuing potential for State budget cuts to cities, the longer-term fiscal ' Proposed tr1-03 CIP P,roject Reductions Current Budget Proposed environment will be very challenging. Two-Year Total Reduction Jennifer Street Bridge Sign 50,600 50,600 Based on our current financial condition, effective Laguna Lake Park Improvements 142,100 75,000 budget policies and our traditional commitment to Intranet/Intemet Development 99,500 99,500 ensuring our long-term fiscal health, weare well- Neighborhood Traffic Mgt 96,100 76,100 Positioned at the mid-point of our two-year Bridge Maintenance 100,000 80,000 Financial Plan to face them. 2001-03 Pavement Projects 4,536,200 500,000 CIP Completed Projects 1 387,400 387,400 Total $1,268,600 Nonetheless, as we begin preparing for the 2003-05 Financial Plan, it is clear that there will be very A-2 BUDGET MESSAGE 1 limited resources for new facilities or service Protection, Parking, Transit and Golf—are based on enhancements; in fact, simply maintaining current the rate and working capital reviews approved by ' service levels is likely to be a major challenge. And the Council on May 21 and June 4, 2002. No while it is certainly possible to change priorities and changes in previously-adopted rates were made at reduce service levels in selected areas in order to that time except for minor increases in golf fees. ' fund new initiatives in others, the reality is that this is easier said than done. As discussed below under Budget Highlights, the most notable enterprise fund change for 2002-03 is In short, 2003-05 is likely to be our toughest fiscal the initiation of the new Creek and Flood Protection period since the 1993-95 Financial Plan, when we Fund, under which rates were set for the first time. had to close a $3.3 million General Fund budget While our initial plan was to make these fees gap. This was accomplished largely through service effective July 1, 2002, a recent court decision ' levels reductions and cuts in regular staffing, regarding similar fees in the City of Salinas is likely although new revenues played an important role as to result in deferring their implementation pending a well. However,in this era of Proposition 218 limits, fuller analysis of how this decision may affect them. ' many of the revenue options available to the Council then are not available now. Expenditure Highlights ' Simply stated, while we are in good financial shape Operating Programs. The specific operating today, we should not let this lull us into a false sense program changes reflected in the 2002-03 budget are of security about the fiscal challenges ahead of us. detailed in pages D-16 through D-28, and are ' discussed more fully in the Budget Highlights KEY BUDGET FEATURES section. Key changes for 2002-03 include: ' 1. Increased Police overtime costs of $50,000 to Revenue Highlights fund MOA costs. General Fund. Revenue projections for 2002-03 2. Paying the City's share of creek and flood ' are generally consistent with the revised estimates protection fees ($18,200 in the General fund and presented to Council as part of the 2001-02 mid-year $5,500 in the enterprise funds). ' budget review. However, based on more recent 3. Adding one regular staff position in the Creek trends through the third quarter of the fiscal year, as and Flood Protection Fund to coordinate well as actual receipts, we have slightly increased program activities ($39,900 in 2002-03 and our 2001-03 revenue projections in selected areas, $76,000 annually thereafter). ' including sales taxes, transient occupancy taxes, Note: Due to the recent court decision noted franchise fees and building permits. above, implementation of these two programs is Unfortunately, these gains are largely offset by a likely to be deferred. reduction in our projection for an insurance refund: 4. Continued funding of EVC regional marketing we no longer expect to receive a refund of$426,900. services($15,000). ' Further, based on the Governor's proposed budget, 5. Significant increases in insurance costs over we have are no longer planning on booking fee those previously projected for 2002-03 for reimbursements in 2002-03 (a loss of $105,400). workers compensation ($314,000, of which ' On the other hand, this is the only State budget cut $189,800 is in the General Fund), liability reflected in the 2002-03 Supplement. ($109,000) and property($43,000)coverage. ' These changes and their impact are discussed in As mentioned above, operating program changes for greater detail below under Budget Highlights. 2002-03 also include deferring the Neighborhood Services Technician position (savings of $57,700), ' Enterprise Funds. Revenue projections for our six deferring copier replacements ($63,500) and enterprise funds—Water, Sewer, Creek and Flood t A-3 BUDGET MESSAGE ' deferring computer and printer replacements The greatest fiscal threat facing us is the ' ($175,000). possibility of more State budget grabs. Because the State is facing a serious budget shortfall— , Capital Improvement Plan (CIP). There are no projected at $24 billion for 2002-03—we are very supplemental CEP budget requests with a direct concerned that the State will again solve its fiscal General Fund impact in 2002-03. Supplemental CIP problems by taking revenues away from our projects in the other funds totaling $13.3 million community. For example, as a result of past State ' were conceptually approved by the Council on May budget grabs in the mid-1990s, today we have over 21 and June 4, 2002. Virtually all of this change is $1.5 million less every year. due to the Palm-Morro Parking/Office project ($13.1 million). The simple fact.is that any State budget cuts to cities will be sudden, severe—and permanent. The specific supplemental CIP projects reflected in the 2002-03 budget are detailed on pages E-2 For now, the Governor has stated his commitment through E-18, and are discussed more fully in the not to "balance the State's budget on the backs of Budget Highlights section below. local government," and the leadership in the State ' legislature has generally supported this position as Lastly, as noted above, the 2002-03 Supplement also well. For the most part, the Governor's May Revise includes$1.3 million in CIP project reductions. honors this commitment.. ISSUES FOR THE FUTURE However, the May Revise marks the real start of the State's budget season, not the end. As such, based on the State's past budget actions, we are very Possible State Budget Grab concerned that as the State's budget deadline gets Is Our Greatest Fiscal Threat closer, it will again look to cuts to cities as a budget solution. Our community is facing two distinct fiscal challenges. The fust one is the performance of our While there are a number of "takeaway options" local economy. The second one is less obvious, but (including more grabs of local property tax revenues it is by far the greatest threat facing us: the very real as in the past), a likely suspect is the "VLF possibility that the State will solve its budget backfill;" which is worth $1.7 million annually to problems by grabbing our community's revenues our community. as it has in the past. What is the VLF backfill? In 1998, the State Our Local Fiscal Outlook. While we have reduced briefly considered cutting its taxes. But instead, it ' our General Fund revenue projections from those reduced vehicle license fees (VLF), which is a local originally presented in the 2001-03 Financial Plan, revenue source. However, the State "promised" to we agree with the recent findings of the UCSB backfill the lost revenues to cities and counties. ' economic forecast, which conclude that the Today, the VLF backfill—which represents underlying fundamentals of our local economy are of total VLF revenues received by cities and sound, and we should see a recovery from current counties— is worth almost $4 billion to the State. trends—albeit most likely a modest one—in the near Because this represents such a huge chunk of the theme. State's projected shortfall, we would be foolish to think that this doesn't look like the proverbial "low- ' Because of this, while some belt-tightening will be hanging fruit"to many State leaders. needed (and is reflected in this Supplement with $1.8 million in expenditure reductions), we are in a However, we believe that the State should balance good position to weather this storm with minimal its budget using its own resources—and not those disruption to our day-today services—from a purely that belong to our community. local perspective. ' A-4 ' BUDGET MESSAGE ' A VLF takeaway would have a devastating However, we believe it essential that the State impact on community services. We cannot stress balance its budget based on State revenues and ' strongly enough how damaging a VLF-takeaway expenditures—not local ones. Unlike the takeaways would be to our community. It is a major General of the mid-1990s, the State promised that cities Fund revenue source that finances critical local would not be adversely affected by the VLF services—such as police, fire, parks and street reductions—and that any future State budget ' maintenance—that have no other revenues available problems would be its own, not local government's. to them. Because of this, taking VLF for State Given this commitment, and the severe impact it purposes will have a devastating affect on local would have on our community, it would be ' services. It will be a "double-whammy" on us: we unconscionable for the State to simply shift its will have our own budgetary problems to resolve as responsibility for balancing State revenues and we deal with the same revenue shortfalls the State is expenditures onto cities. ' experiencing, compounded by a huge, arbitrary State takeaway on top of them. Because this is so important to our future fiscal health, we have taken a lead role regionally and in VLF is one of our top five General Fund revenue the state in trying to head-off State budget cuts to sources, bringing in about $2.5 million annually. cities. And we plan to continue to work closely— Placing this in perspective, we spend about $5 and hard—with the League and others in keeping ' million annually on fire protection, including the State out of our fiscal pockets. emergency medical services. Long Story Short ' And overall, public safety (police and fire protection) represents about 50% of our General Based on local circumstances, we should be able to Fund operating costs. In combination with local weather this storm and position ourselves prudently revenue declines we are experiencing as well,taking for 2003-05. However, in the event of any away the VLF backfill will place unacceptable significant State budget takeaways, "all bets are off' stresses on our ability to fund and deliver critical and we will need to fundamentally revisit our ' services. General fund resources and related service levels. And from past experience, this will be a painful Will all of this be borne by reductions in police and process for the community and the organization. fire services? Of course not. But since it is such a large part of General Fund service costs, any cuts we don't make in these areas would mean even more draconian reductions in other critical service areas ' such as street maintenance, youth and senior ' programs, environmental protection, open space preservation and support for local human and cultural service agencies. In short, State budget grabs like taking away the VLF backfill will cripple our ability to fund essential community services—now and long into the future. Where to From Here? We fully understand and appreciate that the State is facing very real budget ' problems—because we are facing them, too. And we understand the severity of the State's budget gap: at $23.6 billion, it represents about .30% of the 1 State's General Fund expenditures. ' A-5 INTRODUCTION t BUDGET HIGHLIGHTS a OVERVIEW Sales Tax. Based on trends through the third quarter, we have revised our projected growth in sales tax for 2001-02 slightly upward, from 2.5% to , Total appropriations for 2002-03 are $77.1 million 3.5%. We have retained the 5% growth estimate for summarized as follows: 2002-03. This change results in an improvement over mid-year estimates of$120,700 in 2001-02 and Gov�rnrnental Enterprise 1 Funds Funds Total $126,800 in 2002-03. Operating Programs 30,930,200 15,014,200 45,944,400 CIP 11,300,300 13,509,400 24,609,700 Transient Occupancy Tax (TOT). We are Debt service 2,019,900 1 4,351,200 6,371,100 projecting a revised decrease in TOT revenues of Total $44,250,400 1$32,974,800 $77,125.200 3% rather than the 4% decline anticipated at mid- year. We are retaining the 2002-03 projected 1 As discussed previously, the budget for 2002-03 is growth rate of 5%. This change results in an balanced for all funds. improvement over mid-year estimates of$39,200 in 2001-02 and$41,100 in 2002-03. What is a balanced budget? The City's fiscal policies define a balanced budget as one where: Business Taxes. Based on year-to-date results, we have increased our estimate for 2001-02 by $9,000. 1. Operating revenues are equal to or greater than Given the economic uncertainties facing us, we have operating expenditures, including debt service. retained our mid year revenue estimate for 2002-03. 2. Ending fund balance (or working capital in the enterprise funds) meets minimum policy levels. Franchise Fees. Based on year-to-date results, we ' For the general, water, sewer and parking funds, have revised our projections upward in both 2001- this level has been established at 20% of 02 ($121,100) and 2002-03 ($125,600). Even so, operating expenditures. this reflects a reduction of about $60,000 annually , from "base" revenues due to a recent federal court This means that it is allowable for total expenditures decision exempting cable modem revenues from to exceed revenues in a given year, but in this fi-anchise fees. ' situation beginning fund balance can only be used to fund capital improvement plan projects, or other Booking Fee Reimbursements. Based on the "one-time,"non-recurring expenditures. Governor's May Revise that proposes eliminating booking fee reimbursements, we are no longer REVENUE HIGHLIGHTS projecting$105,400 from this source in 2002-03. Building Permits. Based on year-to-date results, we Detailed revenue projections for all City funds, have increased our estimate from building permits including descriptions and underlying assumptions and plan check fees by $268,200 in 2001-02. We ' for our "top" revenues, are provided in Section H. have retained our mid-year revenue estimate for The following summarizes key revenue issues. 2002-03. General Fund Cal Poly Fire Services. Based on year-to-date ' results due to calls for service by Cal Poly above Revenue projections in the 2002-03 Supplement are their "baseline," we have increased our estimate by generally consistent with the revised estimates $35,000 for 2001-02. presented to Council as part of the 2001-02 mid-year Recreation Fees. The 2001-03 Financial Plan budget review. However, the following highlights changed revenue assumptions since then: initially projected $8,000 from batting cage revenue beginning in 2001-02 and $40,000 in adult A-6 1 BUDGET HIGHLIGHTS ' recreation fees in 2002-03 after installation of lights some level of General Fund subsidy—in declining at El Chorro Regional Park. However, these levels annually—is expected through 2006-07. ' projects have been delayed, and as such, related As noted in the Budget Message, a recent court revenues have been revised accordingly. decision regarding similar fees is likely to result in a deferral of these new fees pending a fuller analysis Insurance Refunds. The mid-year budget review of how this decision may affect these fees. anticipated $426,900 in insurance refunds in 2001- 02. Based on updated actuarial results developed Parking Fund. The Parking Fund is performing as since then,this will no longer be the case. In fact,as projected in the 2001-03 Financial Plan. As ' discussed below under Operating Program previously approved, a $0.10 per hour increase in Highlights, we are facing increased insurance cost meter rates will be effective January 2002. As increases in 2002-03 in all three of our major approved by the Council on June 4, we will be ' coverage areas: workers compensation, liability and working with "stakeholders" on maintaining the property. linkage between meter rates and garage fees, and we plan to present the Council with recommendations ' In past fiscal forecasts, insurance has been in fall 2002. consistently highlighted as an area with the potential for significant adverse variability based on our past Transit Fund. Transit fares are not scheduled to ' experience. At one time, it was among our fastest increase; and apportionments currently anticipated growing costs. In recent years, we have been from the Federal Transit Administration and State successful in containing these costs. However, Transportation Development Act (TDA), are ' partly driven by the terrorist actions of September adequate to fund current transit service levels in 11 but by other factors in the insurance market as 2002-03. However, in order to meet TDA fare box well,this is no longer the case. recovery requirements (20% of operating costs), a t fare increase is likely in 2003-04. Enterprise Funds Golf Fund. A modest increase in golf fees of$0.25 Comprehensive rate reviews and revenue per round (as approved by the Council on May 21, requirement projections for the next five years were 2002) is reflected in the 2002-03 projections. presented to the Council on May 21 and June 4, Compared with the mid-year budget review, an ' 2002 for each of the City's six enterprise funds.. additional General Fund subsidy will be required of The following is a brief overview of enterprise fund $16,300 in 2001-02 and$28;500 in 2002-03. revenue issues and rate requirements incorporated into the 2002-03 approved budget: OPERATING PROGRAM HIGHLIGHTS Water Fund. The Water Fund is performing as projected in the 2001-03 Financial Plan. No Appropriations for operating programs--day-today ' changes are recommended to the current approved delivery of services—total $45.9 million for 2002- rate schedule. 03 summarized as follows: t Sewer Fund. The Sewer Fund is performing as Q)gerating Budget Summary projected in the 2001-03 Financial Plan; no changes Gover-nmentm Enterprise ,Funds Funds Total are necessary to the currently adopted rate Public Safety 14,852,100 14,852,100 resolution, which increases rates by 3% in July Public Utilities 6,549,700 8,549,700 2002. Transportation 2,096,100 3,050,800 5,146,900 Leisure,Cultural& ' Creek and Flood Protection Fund. On May 21, Social Services 5,156,000 366,300 5,524,300 2002, the Council adopted a resolution establishing Community a new Creek and Flood Protection Fund and setting Development 4,397,600 4,397,600 ' multi-year fee schedules beginning with 2002-03. General Government 4,426,400 3,045,400 7,473,800 Total 1$30,936,206 1$15,014,200 1$45,944,400 As part of the phase-in strategy for this new fund, ' A-7 BUDGET HIGHLIGHTS Significant Operating Program Changes. Detailed CIP HIGHLIGHTS supporting documentation for each of the _, recommended operating program additions is ' provided in the Expenditure Summaries part of The four-year CIP for 2001-05 is summarized in Section D. The following is a summary of these. Section E by function and funding source. The revised CIP for 2002-03 totals $24.8 million Public Safety summarized as follows by function and funding ' source: 1. Police Overtime. Increasing overtime costs by $50,000 in the Police Department is necessary CIP Expenditures By Function 2002-03 ' to meet MOA mandated costs. Public safety 682,500 Public Utilities 3,183,000 Transportation Transportation 14,828,400 ' Leisure,Cultural&Social Services 1,058,000 Community Development 200,000 2. Creek and Flood Protection Staffing. Adding General Government 4,857,800 one Engineering Associate to the Creek and Total 24,809,700 ' Flood Protection Fund to coordinate program activities will cost $39,900 in 2002-03 and CIP Expenditures BySource .2002-031 $76,000 annually thereafter. General Fund 2,876,800 CDBG Grant 486,200 3. Creek and Flood Protection Fees. In Other Grants 1,067,500 conjunction with the new Creek and Flood Other sources 2,007,000 Protection Fund, paying the City's share of the Equipment Replacement Fund 737,500 new fees will cost $18,200 in the General Fund Enterprise and Agency Funds 7,011,500 and$5,500 in the enterprise funds. Debt Financing 10,623,200 ' Total 24,809,700 Note: Due to the recent court decision noted previously, implementation of these two As summarized below, four changes to the 2001-03 programs is likely to be deferred. Financial Plan for 2002-03 for Supplemental CII' projects total $13,258,200. (Detailed supporting Community Development documentation for each project is provided in Section E). ' 4. Continued EVC Funding. Continuing to contract for an additional year with the 1. Silt Removal-Laguna Lake Prefumo Arm. Economic Vitality Corporation (EVC) of San Removing sediment from Prefumo Creek at its outlet to Laguna Lake will cost $70,0 Luis Obispo County for regional marketing urFl in services will cost$15,000. 2002-03. (Funding Source: Creek and Flood Protection Fund) ' General Government Note: Due to the recent court decision noted 5. Liability Insurance. Maintaining the City's above, implementation of this project may be ' liability insurance coverage will cost an deferred. additional $109,400 for the 2002-03 premium. 2 Palm-Morro Parking/Office. Purchasing and 6. Property Insurance. Maintaining the City's equipping the Palm-Morro Parking/Office ' property insurance coverage will cost an structure upon its completion will cost additional $43,200 for the 2002-03 premium. $13,097,200 in 2002-03. (Funding Sources: ' $8,481,400 from the Parldng Fund and As noted previously, General Fund operating $4,615,800 from the Capital Outlay Fund). expenditures are also being specifically reduced by ' $300,800. A-8 BUDGET HIGHLIGHTS t3. Emission Reduction Equipment. Purchasing and installing emission reduction equipment on all diesel transit buses to comply with California Air Resources Board standards will cost $39,000 in 2002-03. (Funding Source: Transit Fund) 4. Damaged Mower Replacement. Replacing a damaged turf mower will cost $52,000 in 2002- 03. (Funding Source: Fleet Replacement Fund) CONCLUSION aro.�<a`n�.��t4 The 2002-03 Budget includes the resources required to maintain current service levels and achieve adopted Council goals for 2001-03. It reflects a careful course of action given our current fiscal environment and the challenges that remain ahead of us. It makes progress in addressing current needs while positioning the General Fund for the next two-year budget process where we can place our unmet needs in the context of Council goal-setting and our limited fiscal resources. A-9 DIRECTORY OF OFFICIALS AND ADVISORY BODIES CITY COUNCIL Allen Settle,Mayor Jan Howell Marx,Vice-Mayor John Ewan, Council Member 1 Christine Mulholland, Council Member Ken Schwartz, Council Member ADVISORY BODIES Architectural Review Commission Jack Residence Advisory Committee ' Bicycle Committee Joint Recreational Use Committee Board of Appeals Mass Transportation Committee Campaign Regulation Committee Parks and Recreation Commission ' Cultural Heritage Committee Personnel Board Downtown Association Planning Commission Housing Authority Promotional Coordinating Committee Human Relations Commission Tree Committee APPOINTED OFFICIALS AND DEPARTMENT HEADS Ken Hampian City Administrative Officer James Gardiner Police Chief Wendy George Assistant City Administrative Officer Wolfgang Knabbe Fire Chief ' John Mandeville Director of Community Development Jeffrey G. Jorgensen City Attorney Paul LeSage Director of Parks and Recreation Mike McCluskey Director of Public Works John Moss Director of Utilities Lee Price City Clerk ' Ann Slate Director of Human Resources Bill Statler Director of Finance/City Treasurer 1 A-10 ' ' ORGANIZATION OF THE CITY OF SANIUIS OBISPO CITIZENS MAYOR AND CITY COUNCIL ADVISORY BODIES ' CITY CITY ADMINISTRATIVE ATTORNEY OFFICER(CAO) 1 • COMMUNITY Sim i DEVELOPMENT Patrol Fire.Medical and Engineering Water Long Range Planning Traffic Safety "Haz Mat"Emergencies Transportation Sewer Development Review Investigations Hazard Prevention GIS Management Utilities Resource Building&Safety Neighborhood Services Disaster Planning- Maintenance Services Conservation CDBG Administration RECREATION-PARKS& HUMAN ASSISTANT • • CITY CLERK ' Recreation Programs Recruitment Accounting Natural Resources Records Management Ranger Services Labor Relations Revenue Management Economic Development Agenda&Minutes Park Planning Fair Employment Information Systems Cultural Activities Elections Golf Course Risk Management Support Services General Administration Disclosure Filings Appointed by the City Council Appointed by the CAO 1 1 ' A-11 MISSION STATEMENT SAN LUIS OBISPO STYLE ' Quality With Vision WHO ARE WE? WHERE ARE WE GOING? , People Serving People Into the Future with a Design ■ A team that puts high value on each citizen it ■ Planning and managing for levels of service serves. consistent with the needs of the citizens. ' ■ Providers of programs that meet basic service ■ Offering skills development and organizational needs of each citizen. direction for employees in order to improve the ' delivery of municipal services. ■ Enhancers of the quality of life for the community as a whole. ■ Developing sources of funding and establishing ' a sound financial management program which WHAT DO WE STAND FOR? will result in fiscal independence and flexibility Quality in all Endeavors—Pride in Results in the delivery of City Services. ' -- - - - ■ Providing the residents of the City with accurate ■ Service to the community — the best — at all and timely information on issues which affect ' times. them, and encouraging the full utilization of City services. ■ Respect—for each other and for those we serve. 0 Promoting the City as a regional trade, ' ■ Value — ensuring delivery of service with value recreational and tourist center and improving the for cost. quality of life for residents and visitors. ■ Community involvement — the opportunity to participate in attaining the goals of the City. ' 1 A-12 ' ORGANIZATIONAL VALUES We, as an organization, embrace opportunities to Honesty,Respect and Trust improve our services and the quality and effectiveness of our relationships with the We honor cornmdtments, acknowledge legitimate community and our teams. The following values differences of opinion and accept decisions reached guide and inspire our efforts. with integrity. tInitiative and Accountability ' Shared Vision,Mission and Goals We take personal responsibility to do what needs to be done and report the results in a straightforward We have a sense of common purpose and direction manner. ' pursued with passion and translated into concrete actions. Innovation and Flexibility Service We are open to change and willing to try new ways to fulfill the organization's vision, mission, and We are dedicated to the best use of resources to goals more effectively. 1 fulfill identified community goals and needs. Employee Development and Recognition Leadership and Support ' We encourage and support each employee to We recognize that the ability to lead can be found at improve relevant job skills and celebrate personal all levels and that to create an environment to and team accomplishments. succeed-requires leading by example. Stewardship and Ethics Communication We promote public trust by using City resources We foster open and clear discussion that encourages wisely, and through consistent fulfillment of these the willingness to speak up and to listen, within a values. framework of respect and understanding. Team Players We encourage effective working relationships within and between departments and the public to address issues and achieve valuable results. 1 ' A-13 AWARDS t The Govemment Finance Officers Association of the United States and Canada (GFOA) presented a t Distinguished Budget Presentation Award to the City of San Luis Obispo, California for its biennial budget for the fiscal year beginning July 1, 2001. The GFOA also gave our 2001-03 Financial Plan ' special recognition as an"Outstanding Policy Document." 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 two years only. We believe our current budget continues to conform 1 to program requirements. 1 GOVERNMENT FINANCE OFf ICERS ASSOCIATION ' Distinguished � .budget Presentation Award � PRESENTED TO , City- of San Luis Obispo California ' For the Biennium Binning July 1. 2001 �ila�M: E.4q"yLIIY()MI'KLLII ' t A-14 , AWARDS tThe City's 2001-03 Financial Plan received Awards for Excellence in Operational Budgeting (two-year award) and Capital Budgeting from the California Society of Municipal Finance Officers (CSMFO). We believe our current budget.continues to conform to program requirements. f = Cal!ori a Soci2ty of `— i Municipal Finance Officers Certificate of Award I Excellence in Operational Budgeting 2001-2002 Prevented to City of Sari Luis Obispo i V rluavy�r..n+a+m,..u.1:..�seedarevMe.rexw W.'r..rd 9.�mrR ave.�Y�a s.:.a�S On4..d�m ' i ..rme nnkryi.y+r�.t,+wcu rN,+arN.�orrB Mr M.ae$d.a+�ir.s . rea,fa>p u,zooz f � F \� OrdroWb£redlrnorin,VuureipatFinaneia7l/angseNnrrr i Cagornia Society of Municipal Finance Officers Certificate of Award Excellence in Capital Budgeting 2001-2002 Presented to i City of San Luis Obispo (Nv rat�pcme mvgnnes rha dsNie.rmrw a/fiaralfana/n Cpied Bnd&xAmg uudrrfan..M.Wny bud9Nd.. .md I .br.ddrAfixg 6rrdgnfµyr.ars..Nrwgh.bkN rale budyek wreferneuted II ' February,11.1001 �sJan� �/k:/�ILLC rxN;e.1r.BWnbta w-.m M.-am.. Dedicared ia Excellence in Afunicipal Financial bfanagemenr ' A-15 �- �♦ r - � ba^a +A.� «^ .l r rs„� {{�` � i3� �:•'i�f�"�k� ^"�f,�.,. `�r.�"c;. ,�s1 .,t„� < <^ i'. � 'm`"�t.. r v•.� ';'`q i':a. .� ''4tiiw`°'','. �. '�tv�.',�s;}�-�.Pk S'�k' '{: �y,4.}r t,�,�.. .k�4.}�C Section B ' POLICIES & OBJECTIVES 1 1 1 t POLICIES AND OBJECTIVES OVERVIEW ' The overall goal of the City's Financial Plan is to Creek and Flood Protection Fund. The City will link what we want to accomplish over the next two budget and account for all direct and indirect costs ' years with the resources required to do so. Formal related to the City's creek and flood protection statements of fiscal policies and major objectives efforts in this fund, including operations, capital provide the foundation for achieving this goal. outlay and debt service. In phasing in this new ' fund, some level of General Fund subsidy—in This section of the 2001-03 Financial Plan outlines declining levels annually—is expected through the policies used in guiding the preparation and 2006-07. management of the City's overall budget, the major 1 objectives to be accomplished, and status of prior MAJOR CITY GOALS plan major City goals ' For the 2002-03 Financial Plan Supplement, this Background. The fundamental purpose of the section is composed of two major parts: City's Financial Plan is to link what we want to accomplish over the next two years with the 1. Budget and Fiscal Policies resources required to do so. The two-year 2. Major City Goals for 2001-03 Financial Plan process approved by the Council does,this by: ' BUDGET AND FISCAL POLICIES 1. Identifying the most important, highest priority things for us to accomplish for the community. The following budget and fiscal policies appear in 2. Establishing a reasonable timeframe and the 2001-03 Financial Plan: organizational responsibility for achieving them. ■ Financial Plan Purpose and Organization ■ Financial Reporting and Budget Administration 3. Allocating the resources necessary to do so. ■ General Revenue Management As part of the 2001-03 Financial Plan, the Council ■ User Fee Cost Recovery Goals adopted fourteen Major City Goals, which ■ Enterprise Funds Fees and Rates represent the most important, highest priority goals ■ Revenue Distribution for the City to accomplish over the next two years. ' ■ Investments ■ Appropriations Limitation Ongoing Status Repotting. To ensure clarity ■ Fund Balance Designations and Reserves about the objective and to measure our progress m ' ■ Capital Improvement Management achieving it, the Council also approved detailed ■ Capital Financing and Debt Management work programs and "action plans" for each goal. ■ Conduit Financing Accordingly, an essential component of the goal- ■ Human Resource Management setting process is to report on our progress on an ' ■ Productivity ongoing basis to ensure we stay "on track" in ■ Contracting for Services accomplishing them. With the notable exception of the Creek and Flood For this reason, along with "ad hoc" reporting on Protection Fund as a new enterprise fund, no an ongoing basis, we present.formal reports to the changes to the policies and objectives adopted as Council on the status of Major City Goals at least ' part of the 2001-03 Financial Plan are three times during the year: Fall Quarter, Mid-Year recommended in this supplement. Consistent with Budget Review and the Preliminary Budget. the actions taken by the Council in forming this ' u new fund, the following summarizes key policies Ssuch, this part of the 2002-03 Financial Plan Supplement includes a comprehensive status report related to it: Su on our progress in achieving Major City Goals. ' B-1 POLICIES AND OBJECTIVES ' STATUS OF MAJOR CITY GOALS ' OVERVIEW as part of the 2001-03 Financial Plan. As a ' NEE"K; m P"" ,z 'a;; r` -,aa7^'-�+''-<' benchmark, through June 30, 2002 we are about 50% through the two-year Financial Plan period t This report details the status of major City goals set Half of the goals are at or near this level. by the Council as part of the 2001-03 Financial Plan.. In general, we are on- Organization. The "report card" is followed by a ' track in accomplishing "high level" summary of any notable changes from these objectives based on the original action plan.. Following this is a more the work programs Many of these are detailed report on each goal, which shows the multi-year goals that ' objective, action plan as adopted by the Council, any adopted by the Council. have activities associated with them revisions (additions are shown in italics; date Report Card. The that go beyond the changes since the mid-year budget review are shown following is a quick two-year 2001-03 in italics; and deletions are shown in"strike-out) and 1 "report card" on the time frame. a brief status summary as of June 30, 2002. status of major City goals based on the "action plans"approved by the Council ' Report Card: Major City Goals 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ' Water Supply Street and Sidewalk Maintenance Los Osos Valley Road Improvements ' Flood Protection Railroad Recreational Trail Note. The projected status is DTC:North Area Regional Facility based on the ..-. ._ .._ ..__._.. Action Wan as Parking and Access Advisory Body originally approved Athletic Fields in the 2001-03 Financial Plan Community-Senior Center Remodel along with amendments to Cultural Services specific tasks as ' approved by the Housing Council since then. Open Space Preservation 1 Civic Offices Maintenance of Basic Services 1 ACTION PLAN CHANGES changes from the original action plans include the ' following. As noted above, in general we are on-track in CIP Project Note. As noted in the status reports, accomplishing these objectives based on the work goals related to the Capital Improvement.Plan (CIP) programs adopted by the Council. However, notable projects may be delayed due to engineering staff shortages and unexpected priorities such as the B-2 ' POLICIES AND OBJECTIVES ' STATUS OF MAJOR CITY GOALS ' Foothill bridge. The new City Engineer is Plaza have been combined into one scope of evaluating project design and inspection work and thus have been delayed until July ' requirements and related resources to reschedule 2002. The appraisal of the Shell property and these projects. completion of the draft conceptual design and environmental review have been moved back to ' 1. Water Supply. An action plan step has been December 2002 with Council approval of the added: completing an initial analysis of implementation plan expected in February 2003. opportunities for seawater desalination by May These schedule changes are due to added work 2002 and this has been completed. The on the Copeland project. ' following action plan steps have been delayed: a. Presenting the revised Nacimiento pipeline 6. Parking and Access Advisory Body. The first EIR from January 2002 to October 2002. meeting of the new advisory body, if created, completing has been set back until January 2003 due to the b. Initiating and leting the environmental need for additional review and input from the analysis for increased groundwater Planning Commission and Council. production from July 2002 to November 2002 due to the need to complete additional 7. Athletic Fields. Delays in this project occurred technical analysis of the groundwater basin. due to engineering staff shortages and other c. Awarding the contract for Phase I unexpected priorities such as the Foothill bridge. construction of the water reuse project and Complete renovation of Santa Rosa Park is now completion of Phase II preliminary design scheduled for June 2003. from July 2002 to October 2002. 8. Recreation Center Remodel. Delays in this 2. Los Osos Valley Road Improvements. The project occurred due to engineering staff PSR-PDS has been initiated, pushing back shortages and unanticipated new priorities, with ' consideration of the Project Report and EIR to completion of the remodel now scheduled for April 2003. April 2003. 1 3. Flood Protection. Completing the Waterways 9. Open Space Preservation. Completion of the Management Plan has been delayed until Conservation Guidelines has been set back until October 2002 to allow for completion of the EIR July 2002 because of the request for additional and subsequent public hearings. Further public review time, causing some delay and investigation into the requirements for the rearrangement of the schedule for completing emergency replacement of the Foothill bridge the individual open space management has moved the project completion date back to programs. April 2003. Completion of the Storm Drainage Master Plan has been delayed until October 10. Civic Offices. The action plan for this project 2002, due to data gathering by interns that has been revised following further analysis by ' progressed more slowly than planned. staff of the Amended MOU with the Copelands. 4. Railroad Recreational Trail. Staff anticipates NEXT REPORT delays in achieving UPRR support for Phase In and Phase IV due to lack of UPRR cooperation We will present the next "formal report" to the and changing priorities caused by the Copeland ' project. Council in October 2002. In the interim, we will keep the Council up-to-date on the status of major 5. Downtown Transportation Center: North projects through agenda reports, Council Notes, ' Area Regional Facility. The Phase 11 graphic displays of the CIP status and other briefing hazardous material study for the Shell station opportunities. and the conceptual design phase for the Transit ' B-3 POLICIES AND OBJECTIVES ' STATUS OF MAJOR CITY GOALS ' WATER SUPPLY Objective. Continue efforts to develop long-term water supplies, including: preserving present water rights and , pursuing all options with the exception of State Water; using and protecting groundwater; pursuing acquisition of property for water supply; completing the water reuse project; seeking water supply opportunities as part of any ' annexations;and confirming Council water subcommittee to build relationship with north county. Action Plan Task Original Revised ' Preserve'Present Water'Ri is 1. Revise agreements with URS Consultants for completion of Salinas Downstream 9/01 Complete ' Fisheries Studies and present to Council for approval. 2. Prepare Request for Proposals and solicit proposals for Seismic Study Peer Review. 1/02 Complete 3. Complete Seismic Study Peer Review and present results to the Council and State 7/02 Complete ' Water Resources Control Board. 4. Complete Downstream fisheries Studies and present results to the State Water 12/02 Complete Resources Control Board. (phase 1) Pursue All Options;and Use and'Protect Groundwater ' 1. Approve budget for Water Conservation program including program enhancements. 7/01 Complete 2. Complete Groundwater Basin analysis and present to Council. 9/01 Complete ' 3. Present Revised Nacimiento Pipeline EIR as prepared by the County to Council for 1/02 10/02 consideration. 4. Complete required environmental work for increased groundwater production. 7/02 11/02 ' 5. Solicit proposals and award contract for groundwater production and treatment 12/02 system design. 6. Complete initial analysis of opportunities for seawater desalination and present to 6/02 Complete ' Council with 2002 Water Resources Status Report. Complete the Water Reuse Project ' 1. Finalize concurrence on specific mitigation projects with the National Marine 9/01 Complete Fisheries Service. 2. Obtain commitment of State Revolving Fund Grant and Loan Financing from the 9/01 Complete ' State Water Resources Control Board. 3. Complete Phase I design. 12/01 Complete ' 4. Award Phase I Construction contract. 7/02 10/02 5. Complete Phase Il preliminary design. 7/02 10/02 ' 6. Complete Phase 11 design. 6/03 Status Summary: 40% Complete. The majority of action plan activities listed are in progress, with some ' actually completed ahead of schedule and others falling back in terms of projected completion dates. Salinas Reservoir. The work relative to protection of the Salinas Reservoir water rights permit and compliance , with State Water Resources Control Board (SWRCB) required actions are proceeding on or ahead of schedule. The seismic peer review has been completed by the U.S. Bureau of Reclamation, and was presented to Council B-4 1 POLICIES AND OBJECTIVES ' STATUS OF MAJOR CITY GOALS with the annual water status report in June. The downstream fisheries studies are proceeding on track with projected schedules. Phase 1 Fisheries Studies have been completed and the results have been submitted to the 1 SWRCB for review. Staff will await direction from the SWRCB prior to beginning phase 2 of the studies, which may not be required. ' Nacimiento Pipeline. The County is proceeding with the preparation of the Revised Draft Environmental Impact Report for the Nacimiento pipeline project. Staff is working with the Nacimiento Advisory Committee in the development of draft participation agreements. 1 Water Reuse. 75% low interest loan financing was scheduled to be considered by the SWRCB in April 2002. Delays in the issuance of State bonds delayed consideration of our loan request, however sale of the bonds and approval of the City's request should be complete by the date of this report. Value Engineering has been completed and recommendations have been incorporated into the project design. Groundwater and Other Options. Pursuit of other water supply options is proceeding and has seen the addition of an analysis of opportunities to develop seawater desalination. A full report of all supply options was provided in June with the annual water status report. Initiation and completion of the required environmental analysis has been delayed in order to complete the additional technical analysis of the groundwater basin. If the project proceeds, staff anticipates completion of the required environmental work by November 2002.. 1 t B-5 POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS STREETS AND SIDEWALKS Objective. Continue implementing street paving and repair programs; and augment funding for sidewalk installations and repair, new street sign installations on arterials and tree planting in all available tree wells. Action Plan Task Original Revised 1. Continue the program of monitoring the condition of existing sidewalks. 2001-03 2. Install street name signs at downtown arterial street intersections. 11/01 Complete 3. Install new sidewalks. 2001-03 4. Continue implementation of the 1998 Pavement Management Plan for 2001-03 Areas 5 and 6. 5. Continue to repair damaged sidewalks,curbs and gutters. 2001-03 6. Inventory tree wells in the community that do not have trees installed. 11/01 Complete 7. Consider CDBG funding for Oceanaire-Huasna area. 4/02 Complete 8. Complete installation of all trees in empty tree wells. 6/02 Complete 9. Install new sidewalk on Higuera Street south of Elks Lane. 6/02 10. Complete installation of 130, 18"new street name signs at all arterial 7/02 intersections. 11. Complete installation of 510, 10"new street name signs at all arterial 6/03 intersections. Status Summary:35% Complete. Design is underway for Area 5 and one project is out to bid. New sidewalks and repair of sidewalks for 2001 are completed. Downtown street name signs have been installed. Inventory and planting of missing street trees is complete,with staff now watching for new opportunities to plant more trees. B-6 ' POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS 1 LOS OSOS VALLEY ROAD IMPROVEMENTS Y'. .•t X '41:.' .-s;c. ',y:f' M.' :v�, g .� ,ve Objective. Widen Los Osos Valley Road from Madonna Road to Highway 101; and begin preparing plans to widen the freeway overpass and fix difficulties between freeway exits/entrances and Calle Joaquin,improve flood structures and provide bicycle and pedestrian lanes over the freeway. Action Plan Task . . . ' Wide i From Madonns Rd to Hwy 101 1. Review,approve and issue permits for DeVaul Ranch North project. 7/01 Complete 2. Begin LOVR widening, signal installation/modification and minor drainage 7/01 Complete improvements. 3. Complete improvements. 7/02 Interchange Im rovements - 1. Obtain funding for the EIR,Project Report and PS&E. 11/01 2/03 2. Complete PSR-PDS. 5/02 3. Prepare RFP for the EIR and Project Report. 6/02 1/03 4. Obtain Caltrans approval of PSR-PDS. 8/02 2/03 5. Begin EIR and Project Report. 10/02 4/03 Flood Improvements 1. Complete Waterways Management Plan. 12/01 10/02 2. Complete Storm Drainage Master Plan. 6/02 10/02 3. Incorporate drainage improvement requirements into the scope of work for 6/02 the Project Report. Status Summary: 15% Complete. LOVR interchange engineering consultant has been selected and the project development team has started meeting. DeVaul permits have been approved and the LOVR widening is under construction. At this time,there is insufficient funding for the initial engineering work for the LOVR interchange to provide full drainage evaluation; as such, it will have to be incorporated into the Project Report Phase. The Waterways Management Plan is 95%complete and is now in the process of having the EIR completed. 1 1 1 1 1 B POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS FLOOD PROTECTION M 2- -T.77 73�57, E2=7 -'�N R77� Objective. Improve flood protection for residents and businesses,including alleviating impediments to carrying off floodwater and preserving flood plains. Action Plan Task Original Revised 1. Continue drop inlet maintenance program. 2001-03 2. Complete construction of l-liguera Street Bridge. 10/01 Complete 3. Prepare plans to replace the Foothill/Stenner culverts. 12/01 4/03 4. Complete Waterways Management Plan. 12/01 10/02 5. Construct new bridge on Foothill Blvd at Stenner Creek. 1/02 4/03 6. Review flood plain preservation options. 6/02 Complete 7. Complete Citywide Storm Drainage Master Plan. 6/02 10/02 8. Begin implementing storm water funding program. 7/02 9. Clean culvert under Tank Farm Road. 7/02 10. Replace pump at the Johnson Underpass Lift Station. 7/02 11. Submit a Notice of Intention to comply with the NPDES permit. 3/03 Status Summary: 10% Complete. The Higuera Bridge project is 100% complete. Design work on the Foothill Bridge has been started. The Waterways Management Plan is 95% complete, but requires completion of the EIR in September, subsequent public hearings, followed by Council review in October 2002, to be deemed fully complete. Staff placed an emergency bridge for vehicles over Foothill Boulevard at Stenner Creek during December. Data collection for the Storm Drainage Master Plan has been completed and is now being analyzed. Council authorized bidding of Johnson Underpass Lift Station and the drop inlet project for 2002 is complete. B-8 POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS RAILROAD RECREATIONAL TRAIL Objective. Continue planning and purchasing property for the Railroad Recreational Trail to Cal Poly; extend planning to the south connecting the Edna-Islay Area into the master plan; establish the Morro Street "SLO Street"from the Railroad District to Downtown; and pursue grant funding to complete these projects. Action.Plan Task Origin-a.1 Revised Phase M: RRT from AMTRAK Passenger Terminal toMarsh,Street 1. Pursue grant funding for design and construction. 2001-03 2. Achieve UPRR support for the project and initiate property acquisition. 1/02 10102 3. Complete conceptual plans and environmental review. 9/02 Complete 4. Complete property acquisition. 12/02 12/03 Phase IV:RRT from Marsh Street to Foothill Boulevard . 1. Pursue grant funding for design and construction. 2001-03 2. Council approves route plan for trail. 7/01 Complete 3. Achieve UPRR support for project and initiate property actions. 1/02 Complete 4. Complete property acquisition. 4/03 RRT:Morro Street``SLO Street" 1. Complete conceptual design of bicycle boulevard. 12/01 7102 I Finalize project plans and specifications for traffic signal at Morro and Santa 7/02 Barbara and other minor improvement;complete environmental review; advertise for bids. 3. Complete project. 11/0.2 Status Summary: 15% Complete. Two meetings have been held on "SLO Street." Council approved the RRT Concept on December 11, 2001. Staff has held preliminary meetings with UPRR representatives on both segments of the bike path project. Delays to the project have been due to a lack of cooperation from UPRR and the high priority of the Copeland project. B-9 POLICIES AND OBJECTIVES ' STATUS OF MAJOR CITY GOALS ' DOWNTOWN TRANSPORTATION CENTER: NORTH AREA REGIONAL FACILITY ' Objective. Work with other agencies to acquire land for a multi-modal transportation center and parking ' structure,northeast of Santa Rosa Street between Monterey and Higuera Streets. Action Plan ' Task Original Revised Transit ' 1. Pursue discretionary grant funding for property acquisition and 2001-03 construction. 2. Begin negotiations for"right of entry"to the Shell Station property to 8/01 7/02 conduct Phase 11 hazardous material testing. 3. Begin conceptual design phase for the Transit Plaza. 11/01 7/02 ' 4. Receive right of entry approval for Shell Station property; begin Phase 11 11/01 7/02 hazardous material study. 5. Complete appraisal of the Shell Station property. 01/02 12/02 t 6. Complete draft conceptual design and environmental review; begin to hold 04/02 12/02 public workshops and advisory body meetings on proposed plan. ' 7. Council approves implementation plan. 10/02 2103 8. Secure funding for property;begin negotiations. 01/03 9. Acquire property. 06103 ' Parking 1. Pursue County financial participation in the project. 2001-03 ' 2. Hire parking design consultant team to develop preliminary project 1/02 Complete conceptual plans; begin property appraisals for all remaining properties on t block; begin environmental review of conceptual design. 3. Complete draft preliminary project conceptual plans, appraisals, 10/02 environmental review and financing plan. ' 4. Begin holding public workshops and advisory body meetings on proposed 10/02 plan. 5. Council adopts implementation plan. 6/03 ' Status Summary: 9% Complete. Work efforts on this goal have been delayed due to workload issues in other ' goals and new workloads imposed by lawsuits against the City in other areas. RFP's for the parking and transit studies were approved and consultants have been selected. The County has agreed to share in the cost of the Parking Study. With the consultants now working, progress on this objective will continue. ' B-10 ' POLICIES AND OBJECTIVES ' STATUS OF MAJOR CITY GOALS ' PARKING AND ACCESS ADVISORY BODY N ' Objective. Establish a Citywide parking and access advisory body. ' Action Plan Task Original Revised 1. Complete research into other jurisdiction's methods of similar advisory 7/01 to 10/0.1 Complete ' bodies;receive input from current advisory bodies on governance issues with and between advisory bodies. 2. Hold Council study session to discuss advisory body issues, such as 12/01 Complete ' purpose, scope of duties,membership and staff support and receive direction. 3. Council approves formation of advisory body; staff begins recruitment. 01/02 10/02 f4. Council holds interviews with advisory body candidates. 03/02 12/02 5. New advisory body holds first meeting. 6/02 1/03 Status Summary: 40% Complete. Research is complete, and an initial Council study session took place in ' November. A second Council meeting was held in January 2002 to solicit further input and direction. A joint City Council/Planning Commission meeting occurred in late April 2002. The' Council made a number of decisions on Council and Planning Commission duties and referred specific topics back to the Planning Commission for additional feedback. The item should return to the Council in September 2002. 1 1 1 1 t ' B-11 POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS ATHLETIC FIELDS L-7 77,77T-TZ n < —:� t"KU SMIT :.;^3- T'WTW-' Objective. Explore the possibilities for additional athletic fields, including plans for two lighted softball fields. Action Plan Task Original Revised 1. Begin assisting athletic organizations in renting fields. 7/01 Complete 2. Joint Use Committee begins bi-annual field improvement grant program. 8/01 Complete 3. Study potential locations for new lighted softball fields. 1 /02 Complete 4. Pursue a joint-field lighting project. 1 /02 Complete 5. Present options to Council. 3/02 Complete 6. Complete joint use agreements with appropriate agencies. 6/02 Complete 7. Complete renovation of Santa Rosa Park. 12/02 6/03 8. Light existing softball fields. 6/03 9. Complete renovation of Stockton Field. 6/03 Status Summary: 60% Complete. The Joint Use Committee has made grants to local organizations to assist with field rentals. They are also accepting requests for field improvement projects. El Chorro County Park has been selected as the location to light two existing softball fields, and the City Council and Board of Supervisors have approved the joint Use Agreement. An RFP for design services on this project will be issued shortly. Due to staffing shortages and unanticipated changes in priorities in Engineering, further progress on this goal is likely to be delayed. Cingular Communications Co. has proposed completion of the Santa Rosa Park renovation project, in consideration for being allowed to place a wireless facility in the park. Council approved a Memorandum of Understanding with Cingular in April, 2002. B-12 ' POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS ' RECREATION CENTER REMODEL: COMMUNITY-SENIOR CENTER S. t .}• ;TFyEM '4� Lid I,� Chi 4� t ,';', J •Sli r Pe .; � .7-`':,3Tq,.7 ;3!a- tom'.t.s .•1'i..$ . Objective. Complete the remodel of the Recreation Center for community and senior uses. 1 Action Plan Task Original Revised 1. Complete design and invite bids for construction. 12/01 8/02 2. Award contract and begin construction. 02/02 10/02 3. Complete remodel. 06102 4/03 tStatus Summary:25% Complete. A design consultant has been retained for the remodel project. The plans are about 90% completed. Delays occurred early on with the project due to staff shortages, but progress is now on track. The ARC approved design plans in April, 2002 with certain conditions which have been addressed. Plans currently are being reviewed by the Building Department. Staff met with the Ludwick Family, the major donor for this project and at their request, will proceed as soon as possible with placing a new sign at the site naming it the Ludwick Center.. 1 1 1 ' B-13 POLICIES AND OBJECTIVES ' STATUS OF MAJOR CITY GOALS ' CULTURAL SERVICES ' Objective. Continue funding for arts and culture; and identify long-range funding sources to secure the future of ' the Performing Arts Center. Action Plan ' Task Original Revised Continue Funding for Arts and Culbme 1. Continue the current PCC grant program. 2001-03 ' 2. Continue to support the City's formal cultural partnerships. 2001-03 3. Continue to support the City's Art in Public Places program, with 2001-03 ' particular emphasis on facilitating the new developer contribution aspect of the program. 4. Seek out outside grant funding for additional City cultural activities. 2001-03 , 5. Continue funding to County for Wednesday evening hours at City-County 2001-03 library. 6. Continue to provide administrative assistance funding to FOCA. 2001-03 ' 7. Provide special assistance to FOCA in using Community Development 2001-02 Block Grant funds for rehabilitation of the Rodriguez Adobe. 8. Begin rehabilitation of the Southern Pacific Freight Warehouse for use as a 5/02 ' railroad museum. Long-Term Funding for Performing Arts Center ' 1. Adopt revised PAC operations agreement and possible long-term funding 10/01 Complete agreement. 2. Begin implementing the PAC long-term funding plan. 2001-02 ' Status Summary: 50% Complete. All tasks are on track. PCC grants for 2002-03 have been reviewed by the committee for recommendations to the Council in July. Staff continues to meet monthly with the City's , community partners, in particular the Friends of Prado Day Center, FOCA and the Downtown Association. Public art in private development in-lieu fees of $36,966 have been collected and three public art in private development projects have been processed. Staff additionally processed three public art projects, Garnet, Iron , Road Pioneers and Art on Buses in conjunction with partners from the private sector. Staff continues to research opportunities for historical preservation grants for adobe restoration. The contract with the County Library for Wednesday evening hours was processed and funds released. Staff continues to work with FOCA to manage ' CDBG funding and has hired a project manager to assist with the Rodriguez adobe rehabilitation. The consultant for the Freight Warehouse submitted existing conditions/rehabilitation and probable cost report to staff the end of January. In May 2002, staff reported to the City Council on the proposed rehabilitation and received direction , regarding how to proceed. Staff completed work with the PAC partners on revisions to an operating agreement that includes a long-term funding plan. It was brought before Council for approval in May 2002. 1 B-14 POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS HOUSING V2�».'Z:"8t Objective. Continue implementing programs to achieve the City's housing goals. Action Plan Task briginal Nevised 1. Work cooperatively with Cal Poly and Cuesta College in creating on 2001-03 campus student housing. 2. Work cooperatively with the Cal Poly Foundation to facilitate construction 2001-03 of affordable faculty and staff housing. 3. Continue implementing the inclusionary housing prograrn. 2001-03 4. Approve new housing proposed by the private sector that uses 2001-03 appropriately zoned land,does not exceed the City's I% growth limit and meets the City's inclusionary housing requirements for low and moderate income families,especially in the Margarita area. 5. Continue to support processing and review of the Orcut.t Area Specific 2001-03 Plan. 6. Explore the"Community Affordable Housing Fund"concept. 2001-03 7. Continue funding affordable housing programs through the Community 2001-03 Development Block Grant program; and retain this as the highest priority use of these funds. 8. Evaluate the potential for added staff resources to seek affordable housing 12/02 grant funding,new incentive and regulatory programs, and increased inter- agency coordination. 9. Begin updating.Housing Element and affordable housing production 1/02 targets. Status Summary:50% complete. Work on this goal is generally on track with the action plan schedule: 1. On-Campus Housing. Cal Poly is proceeding with new construction of on-campus student housing. The City and Cuesta College staffs have held feasibility discussions and an economic feasibility study for on- campus housing has been completed. The Cuesta.College Board is now analyzing the feasibility study as well as potential sites for on-campus housing. 2. Affordable Faculty and Staff Housing. City staff continues to work with Cal Poly staff and Foundation to explore both on- and off-campus student and faculty options. Two potential faculty/staff housing sites have been identified, with detailed design and environmental studies for one of the sites completed and approved by the University Regents. A neighborhood group has filed a lawsuit over that approval so some project delay is expected. Next key steps involve continued discussions with neighbors, design refinement and possibly,evaluation of additional sites. 3. Inclusionary Housing. This program has been in effect since March 1999 and City staff continues to implement the program Key Council guidance on what constitutes "non-commercial development projects" providing community benefits, and on the use of the Affordable Housing Fund was provided in 2001 and is being applied to the programs. B-15 POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS ' 4. New Housing. Approval of residential projects is ongoing. The Margarita Area Specific Plan is back on track with provisions for up to 880 housing units,and is expected to come before the Council in 2002. 5. Orcutt Area Specific Plan. The draft plan includes significant provisions for expanding affordable housing. ' The plan has met with resistance by some of the owners, who are now asking for a General Plan amendment in order to "split-off' from the comprehensive planning process. Depending on how and when these differences are resolved, the plan could come before the Council in 2002 to approve the project description and initiate the EIR process. 6. Community Affordable Housing Trust Fund Concept The San Luis Obispo Supportive Housing , Consortium has presented a proposal to establish an affordable housing trust fund to the City Council. The next steps will involve staff meeting with the fund proponents and other jurisdictions to help them identify how such a program can be effectively funded. Trust fund proponents are responsible for organizing this ' meeting. 7. CDBG Affordable Housing Programs. Use of CDBG funds for housing is expected to continue in the 2002 ' Program, and Council confirmed at its November 6, 2001 hearing that affordable housing is the highest priority for use of CDBG funds. The Human Relations Commission reviewed the CDBG applications in November, and Council acted on those applications in February 2002. 8. Evaluation of Added Staff Resources. Per the Action Plan, work on this is scheduled to begin in 2002-03. 9. Housing Element Update. A formula for allocating the County's regional housing needs has been adopted by SLOCOG and regional housing numbers have been received from the State. Staff continues to work with SLOCOG on the second round of appeals to the allocations produced by State HCD. Key next steps will involve taking the Housing Element work program to the Planning Commission for review and working with housing stakeholders to help guide the Housing Element update process. B-16 ' POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS ' OPEN SPACE PRESERVATION .r. :..c. ! iObjective. Continue funding for open space and agriculture preservation, including management programs for open space lands and staffing for implementation of those plans. Action Plan OriginalTask 1. Continue negotiating with willing property owners. 2001-03 2. Continue planning and stewardship support(Land Conservancy& 2001-03 ECOSLO). ' 3. Contract with CCC and others for trail improvement and associated 2001-03 resource protection at Bishop Peak Natural Reserve and possibly other sites.. 4. Provide for additional half-time Park Ranger, and evaluate ranger staffing 2001-03 needs for newly acquired open space when Johnson Ranch is ready to be opened to the public. 5. Council adopts management standards(Conservation Guidelines)for City 2001-03 7/02 open space lands. ' 6. Prepare and submit private, state and federal grant applications. 2001-03 7. Complete individual management programs for four City open space areas, tentatively identified as follows: a. Irish Hills (Prefumo, Foster,DeVaul open spaces) 1/02 9/02 b. Bishop Peak 6/02 12/02 c. Johnson Ranch 1/03 3/03 d. Cerro San Luis 6/03 Status Summary:40% Complete. All projects are on track. Acquisition of the Foster and Johnson properties is complete: City accepted donation of a conservation easement for the Bowden property and is anticipating dedication of fee title to the 180 acres plus an additional 25-30 acres as part of development approval of Bowden Ranch Estates. Negotiations continue with several landowners around the City for conservation sales or ' dedication of land. New contracts were signed with ECOSLO and Land Conservancy and work on those contracts is underway. The contract with CCC for trail improvements at Bishop Peak has been completed. Ranger Service staff has been increased by 1/z FTE. The draft Conservation (formerly Best Management ' Practices) Guidelines will be before the City Council in the near future. Grant submittals are ongoing. Staff anticipates the first open space management plan(for Irish Hills Natural Reserve)will be completed in September 2002. 1 ' B-17 POLICIES AND OBJECTIVES , STATUS OF MAJOR CITY GOALS , CIVIC OFFICES ' Objective. Complete development and environmental review, conduct construction oversight and management and when completed, purchase the Palm-Morro Parking/Civic Offices Building pursuant to the terns of a Guaranteed Maximum Price contract with Court Street Partners (the Copelands). Action Plan Task Original Revised 1. Approve CIP to purchase the Palm-Morro Parking/Ofce Building and to improve 6/02 ' the interior office space. 2. Open escrow for property transfers. 8/02 ' 3. Execute construction and development agreements with the Copelands. 9/02 4. Complete development and environmental review of the Palm-Morro 9/02 Parking/Office Building. ' S. Issue building permits for the Palm-Morro Parking/Office Building. 9/02 6. Execute guaranteed maximum purchase price contract with the Copelands for the 9/02 ' Palm-Morro Parking/Office Building. 7. Close escrow and transfer title to Court Street and the Palm-Morro area. 9/02 8. Begin construction by Copelands on Palm-Morro Parking/Office Building. 10/02 ' 9. Begin construction oversight and management for the Palm-Morro Parking/Office 10/02 Building. 10. Complete design of tenant improvements for the off ces in the Palm-Morro 6/03 Parking/Office Building. 11. Complete construction of the Palm-Morro Parking/Office Building. 10/03 ' 12. Purchase Palm-Morro Parking/Office Building from Copelands pursuant to the 10/03 terms of the Guaranteed Maximum Price Contract. 13. Begin office tenant improvements. 10/03 ' 14. Occupy of offices. 2/04 1. r`, ..tete analysis en size building,amountt"epar4ing, i21102 � x{93 c 4/03 . Begin design development. B-18 ' ' POLICIES AND OBJECTIVES ' STATUS OF MAJOR CITY GOALS ' Status Summary:25% Complete. ' On December 11, 2001, the City and Court Street Partners, LLC (the Copelands) entered into an Amended Memorandum of Understanding (the Amended MOU) outlining the terms and conditions for the development of the Court Street Project and the Palm-Morro Parking/Office Building. Development and environmental review of ' the Court Street Project and the Palm-Morro Parking/Office Building began on December 12, 2001 with the submission of project plans to the City's Community Development Department. A contract for construction management services for the City was entered into with Harris and Associates in April 2001. The Draft Environmental Impact Report for the project was published for public review and comment on May 20, 2001. 1 1 ' B-19 POLICIES AND OBJECTIVES STATUS OF MAJOR CITY GOALS MAINTENANCE OF BASIC SERVICES Objective. Preserve current service levels and adequately maintain existing facilities and infrastructure. Action Plan Task --original Revised 1. Financial Plan. Prepare and approve 2001-03 Financial Plan that 7/01 preserves current service levels,adequately maintains existing facilities and infrastructure, is consistent with our adopted fiscal policies,funds new initiatives that we can sustain into the foreseeable future and ensures our long-term fiscal heath. 2. Interim Reporting. Closely monitor the City's fiscal condition through 2001-03 continued on-line access to fiscal information,monthly financial reports, quarterly financial newsletter and comprehensive reports,mid-year budget reviews,Financial Plan Supplement and special reports such as the quarterly sales tax newsletter. 3. Annual Financial Reports. Continue to issue annual financial reports in 2001-03 accordance with generally accepted accounting principles. 4. Revenue Management. Ensure we are maximizing our current revenues 2001-03 by continuing revenue management programs like the business tax and TOT review programs, sales tax monitoring and user fee updates. Status Summary: 80% Complete. We are on-track in completing all Action Plan tasks: 1. Financial Plan. Finalized the 2001-03 Financial Plan and prepared the Budget-in-Brief(posted on the City's web site). 2. Interim Reporting • Issued first, second and third quarter financial reports and sales tax newsletters for 2001-02. • Initiated Monthly TOT Newsletter. • Prepared a Fiscal Health Contingency Plan and initiated "Stage 1: Short-Term Problem Assessment" action steps: hiring chill; training chill; in-depth CIP review;and in-depth operating program review. • Prepared 2001-02 Mid-Year Budget Review (approved by the Council on February 26,2002). • Prepared the 2002-03 Financial Plan Supplement and enterprise fund rate reviews. 3. Annual Financial Reports. Prepared and distributed the Comprehensive Annual Financial Report(approved by the Council on December 11,2001) 4. Revenue Management. Updated user fees for 2001-02 and 2002-03; completed a formal assessment of TOT review program and decided to continue it; business tax and TOT reviews are underway and ongoing; worked closely with Utilities in comprehensively updating water and sewer development impact fees;and initiated an update of transportation impact fees, which will be presented to the Council for approval in Summer 2000. B-20 Section C BUDGET GRAPHICS 1 BUDGET GRAPHICS AND SUMMARIES OVERVIEW ' This section provides simple charts and tables which Expenditures and Revenues by Fund highlight key financial relationships and summarize ' the overall budget document. Graphics summarizing the following areas are included: ■ Total Expenditures by Fund ■ General Fund.Expenditures and Uses Combined Ex�endrtures and Revenues 3r r - 37 f Z i ti• ' , .._r n- ,3�. ,_ ,k r ■ General Fund Operating Program Expenditures by Function ■ Total Operating Program, Capital Improvement ■ General Fund Operating Program Expenditures Plan and Debt Service Expenditures by Type ■ Total Funding Sources ■ General Fund Revenues and Sources t ■ Operating Program Expenditures by Function Authorized Re r Positions ■ Operating Program Expenditures by Type ■ Capital Improvement Plan Expenditures by Function ■ Authorized Regular Positions by Function ' ■ Capital Improvement Plan Expenditures by Funding Source ■ Debt Service Expenditures by Function 1 C-1 BUDGET GRAPHICS AND SUMMARIES TOTAL EXPENDITURES BY TYPE - ALL FUNDS COMBINED ' 2002-03 Expenditures By Type- $77.1 Million 1 Debt Service 8% y Capital Improvement Plan - 32% ` e � Y Operating Programs 60% 1 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' Operating Programs 37,023,100 37,752,200 45,144,400 45,944,400 Capital Improvement Plan 16,849,400 15,257,400 66,223,800 24,809,700 Debt Service 5,223,800 6,449,300 5,981,300 6,371,100 t TOTAL $59,096,300 $59,458,900 $117,349,500 $77,125,200 t C-2 ' BUDGET GRAPHICS AND SUMMARIES TOTAL FUNDING SOURCES - ALL FUNDS COMBINED ' 2002-03 Funding Sources - $77.1 Million Other Sources 17% Other Revenues 2% Investment and Property Revenues 2% From Other ' Governments 10% Taxes 35% 1 Other Service Charges 5% 1 Enterprise Fund Service Charges 29% 1999-00 2000-01 2001-02 2002-03 1 ACTUAL ACTUAL BUDGETED BUDGET Taxes 22,998,800 24,567,200 25,341,800 26,528,600 Service Charges Governmental Funds 4,867,300 5,413,600 5,376,700 4,199,800 Enterprise&Agency Funds 19,806,100 18,351,100 20,490,400 22,273,200 ' From Other Governments 8,377,400 9,010,000 22,947,800 8,082,300 Investment and Property Revenues 2,254,800 2,891,500 1,620,000 1,519,600 Other Revenues 904,200 2,373,400 1,273,200 1,706,400 Total Current Sources 59,208,600 62,606,800 77,049,900 64,309,900 ' Proceeds from Debt Financings 6,992,400 313,300 16,101,700 10,623,200 Fund Balance/Other Sources(Uses) (7,104,700) (3,461,200) 24,197,900 2,192,100 ' TOTAL $59,096,300 $59,458,900 $117,349,500 $77,125,200 ' C-3 BUDGET GRAPHICS AND SUMMARIES ' OPERATING PROGRAM EXPENDITURES BY FUNCTION 2002-03 Operating Budget- $45.9 Million ' General Government ' 16% Community Public Safety Development ' 10% 32% Leisure,Cultural& Social Services 12% Public Utilities 19% 'Transportation 11% 1999-00 2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGETED BUDGET ' Public Safety 11,483,800 12,181,900 14,146,800 14,852,100 Public Utilities 7,674,700 6,557,800 8,387,300 8,549,700 ' Transportation 31703,200 3,822,500 4,937,900 5,146,900 ' Leisure,Cultural&Social Services 4,295,000 4,701,400 5,463,800 5,524,300 Community Development 3,437,100 3,962,800 4,751,700 4,397,600 General Government 6,429,300 6,525,800 7,456,900 7,473,800 ' 1 TOTAL $37,023,100 $37,752,200 $45,144,400 $45,944,400 ' C-4 ' ' BUDGET GRAPHICS AND SUMMARIES OPERATING PROGRAM EXPENDITURES BY TYPE ' 2002-03 Operating Budget- $45.9 Million 1 Minor Capital -� �; €_ ,� ".•- t y Other Operating Expenditures 9 Staffing 15% d 67% La Contract Services n• 18% 1 ' 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Staffing 23,535,000 25,114,400 28,759,300 30,513,300 1 Contract Services 6,750,200 6,750,500 8,760;500 8,161,200 ' Other Operating Expenditures 6,370,500 5,500,400 7,181,100 7,079,300 ' Minor Capital 367,400 386,900 443,500 190,600 1 1 ' TOTAL $37,023,100 $37,752,200 $45,144,400 $45,944,400 ' C-5 BUDGET GRAPHICS AND SUMMARIES CAPITAL R"ROVEMENT PLAN EXPENDITURES BY FUNCTION ' 2002-03 Capital Improvement Plan - $24.8 Million ' Leisure, Cultural& Social Services 1 Transportation 4% 59% Community ' Development 1% General Government 20% 1 �n " e F zap Public Safety 3% ' Public Utilities 1$% ' 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' Public Safety 1,205,200 724,800 1,544,200 682,500 Public Utilities 3,477,700 4,871,900 23,494,100 3,183,000 ' Transportation 6,367,600 6,945,200 26,944,100 14,828,400 ' Leisure,Cultural&Social Services 3,334,000 1,735,200 8,540,400 1,058,000 Community Development 2,156,200 353,000 3,863,600 200,000 General Government .308,700 627,300 1,837,400 4,857,800 TOTAL $16,849,400 $15,257,400 $66,223,800 $24,809,700 , C-6 ' BUDGET GRAPHICS AND SUMMARIES ' CAPITAL IlVIPROVEMENT PLAN EXPENDITURES BY FUNDING SOURCE 1 ' 2002-03 Capital Improvement Plan - $24.8 Million Sc. v Governmental Funds- Enterprise Funds- n Current Sources Debt Financing 29% 26% * s Y a Governmental Funds- Debt Financing 17% ' Enterprise Funds- Current Sources 28% 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' Governmental Funds Current Sources 4,584,000 8,939,900 31,040,500 7,175,000 1 Debt Financing 6,992,400 313,300 51,700 4,125,300 Total Governmental funds 11,576;400 9,253,200 31,092,100 11,300;300 ' Enterprise&Agency Funds Current Sources 5,273,000 6,004,200 19,081,600 7,011,500 ' Debt Financing 16,050,000 6,497,900 Total Enterprise&Agency Funds 5,273,000 6,004,200 35,131,600 13,509,400 1 ' TOTAL $16,849,400 $15,257,400 $66,223,80.0 $24,809,700 C-7 BUDGET GRAPHICS AND SUMMARIES DEBT SERVICE EXPENDITURES BY FUNCTION 2002-03 Debt Service- $6.3 Million , Public Safety ' 4% General Government ` f q` •r 2% �� 1 R cis Public Utilities Leisure, Cultural& , 51% ' Social Services411 Ese .Nnw Transportation ' 23% 1999-00 2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGETED BUDGET ' Public Safety 241,400 275,800 263,700 261,900 Public Utilities 3,021,900 3,346,900 3,294,500 3,279,900 Transportation 1,078,500 1,089,500 1,031,000 1,453,700 1 Leisure,Cultural&Social Services 771,800 1,627,500 1,282,000 1,266,300 General Government 110,200 109,600 110,100 109,300 TOTAL $5,223,800 1 $6,449,300 1 $5,981,300 1 $6,371,100 , C-8 ' BUDGET GRAPHICS AND SUMMARIES tTOTAL EXPENDITURES BY FUND ' 2002-03 Expenditures By Fund- $77.1 Million 4s � Y f + Enterprise&Agency Funds 43% General Fund 46% 1 Other Funds 11% 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Governmental Funds 1 General Fund 31,075,600 34,351,500 36,092,200 35,936,200 Other Funds 6,268,700 3,285,900 27,885,000 8,314,200 Total Governmental Funds 37,344,300 37,637,400 63,977,200 44;250,400 ' Enterprise&Agency Funds Water Fund 8,945,700 8,136,800 24,886,300 8,204,100 Sewer Fund 6,584,500 7,455,300 11,101,800 8,190,800 Creek and Flood Protection Fund 676,500 ' Parking Fund 2,555,900 2,169,800 11,126,800 11,257,900 Transit.Fund 2,644,200 2,373,200 4,370,100 3;209,300 Golf Fund 448,900 510,100 529,500 530,400 ' Whale Rock Reservoir Fund 572,800 1,176,300 1,351,800 805,800 Total Enterprise Funds 21,752,000 11,821,500 53,371,300 32,874,800 ' TOTAL $59,096,300 $59,458,900 $117,349,500 $77,125,200 ' C-9 BUDGET GRAPHICS AND SUMMARIES GENERAL FUND EXPENDITURES AND USES ' 2002-03 General Fund Expenditures and Uses- $35.9 Million ' Other Uses(Sources) 2% Operating Programs a�4''" 84% ' Debt Service 5/0 ° $ .. Capital Improvement Plan 9% 1999-00 2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGETED BUDGET Operating Programs 23,747,500 25,324,200 30,038,200 30,396,500 , Capital Improvement Plan 5,921,400 6,567,900 5,045,100 3,271,500 Debt Service 1,209,000 2,075,600 1,716,000 1,697,900 Other Uses(Sources) , Operating Subsides to Other Funds Downtown Association Fund 25,000 22,600 ' Law Enforcement Grants Fund 142,500 4,900 Creek&Flood Protection Fund 290,700 Golf Fund 172,700 218,700 189,100 216,300 MOA&Other Compensation Adjustments 823,200 Expenditure Savings (901,100) (759,900) TOTAL $31,075,600 $34,351,500 $36,092,200 $35,936,200 1 C-10 ' BUDGET GRAPHICS AND SUMMARIES 1 GENERAL FUND OPERATING PROGRAM EXPENDITURES BY FUNCTION 1 2002-03 General Fund Operating- $30.4 Million General Government 15% y g w +� 4 t Community Public Safety Development 13% }�° ° a 9 49% o O e ? 8 1 Leisure, Cultural& Social Services 16% Transportation 7% 1999-00 2000-01 2001-02 2002-03 1 ACTUAL ACTUAL BUDGETED BUDGET Public Safety 11,483,800 12,181,900 14,146,800 14,852,100 Transportation 1,501,100 1,659,700 2,248,900 2,096,100 Leisure,Cultural&Social Services 3,822,100 4,113,300 4,855,500 4,968,000 1 Community Development 3,102,100 3,501,200 4,377,500 4,051,900 General Government 3,838,400 3,868,100 4,409,500 4,428,400 1 1 TOTAL $23,747,500 $25,324,200 $30,038,200 $30,396,500 1 C-11 BUDGET GRAPHICS AND SUMMARIES ' GENERAL FUND OPERATING PROGRAM EXPENDITURES BY TYPE 1 2002-03 General Fund Operating- $30.4 Million ' r.,♦,�„ � :r J, �.w v rr ra Minor Capitalr jY „ Staffing ' � •�3zri� H 0"/° 9a �' 4 'ea 76% t Other Operating Expenditures, 13% Contract Services ' 11% 1999-00 2000-01 2001-02 2002-03 t ACTUAL ACTUAL BUDGETED BUDGET , Staffing 19,408,700 20,761,700 23,969,900 25,253,300 Contract Services 2,775,600 3,182,300 4,126,300 3,608,100 f Other Operating Expenditures 3,877,800 3,807,700 4,678,600 4,503,400 ' Minor Capital 276,300 230,200 310,800 77,100 Reimbursed Expenditures From Other Funds (2,590,900) (2,657,700) (3,047,400) (3,045,400) ' TOTAL $23,747,500 $25,324,200 $30,038,200 $30,396,500 C-12 ' ' BUDGET GRAPHICS AND SUMMARIES GENERAL FUND REVENUES ' 2002-03 General Fund Revenues- $33.8 Million ' All Other Revenues Service Charges 4% 10% Other TaxesS`u e ' 9% Sales Tax K 31% Vehicle License In- Lieu Fees(VLF) 7% Utility Users Tax Property Tax 11% 16% TOT 12% ' 1999-00 2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGETED BUDGET Taxes ' Sales Tax 9,283,400 9,516,400 9,875,000 10,368,800 Property Tax 4,501,300 4,799,800 .5,107,200 5,362,600 Utility Users Tax 3,079,100 3,425,200 3,506,400 3,646,700 ' Transient Occupancy Tax(TOT) 3,582,700 3,905,100 3,802,600 3,992,700 Other Taxes 2,552,300 2,920,700 3,050,600 3,157,800 ' Total Taxes 22,998,800 24,567,200 15,341,800 26,528,600 Fines&Forfeitures 278,200 276,700 295,100 304,000 Investment and Property 950,700 1,200,500 736,700 634,600 ' From Other Governments 2,661,400 3,478,200 2,947,200 2,883,000 Service Charges 3,417,300 .3,839,000 4,135,000 3,421,300 Other Revenues 51,900 715,900 50,500 50,000 1 TOTAL $30,358,300 $34,077,500 $33,506,300 F $33,821,500 ' C-13 BUDGET GRAPHICS AND SUMMARIES , AUTHORIZED REGULAR STAFFING BY FUNCTION 2002-03 Authorized Positions-353.8 ' General Government 16% P Community Development ' 11% Public Safety 42% Leisure,Cultural& , Social Services 8% � Transportation 'OM1 ' 7% Public Utilities ' 16% 1999-00 2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGETED BUDGET t Public Safety 140.5 143.5 144.5 144.5 Public Utilities 56.5 56.5 57.8 57.8 Transportation 23.5 25.5 25.5 26.5 ' Leisure,Cultural&Social Services 29.0 30.0 30.0 30.0 t Community Development 37.6 38.6 39.6 39.6 General Government 54.4 55.4 55.4 55.4 1 TOTAL 3415 1 3495 1 352.8 1 353.8 ' C-14 ' r r r Section D r OPERATING PROGRAMS r 1 r r r r r r r r r r r r i ' OPERATING PROGRAMS ' OVERVIEW—PURPOSE AND ORGANIZATION tPURPOSE ■ Public Safety ■ Public Utilities ' ■ Transportation The operating programs set forth in this section of the ■ Leisure,Cultural and Social Services Financial Plan Supplement form the City's basic ■ Community Development ' organizational units, provide for the delivery of ■ General Government essential services and allow the City to accomplish the following: Operation ■ Establish policies and goals that define the nature An operation is a grouping of related programs within and level of services to be provided. a fimctional area such as Police Protection within ' Public Safety or Water Service within Public Utilities. ■ Identify activities performed in delivering program services. Program ' ■ Set objectives for improving the delivery of Programs are the basic organizational units of the services. Financial Plan establishing policies, goals and t ■ Appropriate the resources required to perform objectives that define the nature and level of services activities and accomplish objectives. to be provided. ' ORGANIZATION Activity Activities are the specific services and tasks t The City's operating expenditures are organized into performed within a program in the pursuit of its the following hierarchical categories: objectives and goals. ' ■ Function Sample Relationship: Public Utilities ■ Operation ■ Program The following is an example of the hierarchical ■ Activity ' relationship between functions, operations, programs Function and activities: ' The highest level of summarization used in the City's FUNCTION—Public Utilities Financial Plan, functions represent a grouping of OPERATION Water Service ' related operations and programs that may cross organizational (departmental) boundaries aimed at PROGRAM Water Treatment accomplishing a broad goal or delivering a major service. The six fimctions in the Financial Plan are: ACTIVITY Laboratory Analysis ' D-1 OPERATING PROGRAMS ' OVERVIEW—SUNMIARY OF FUNCTIONS AND OPERATIONS ' Responsible Department Main Funding Source Public Safety Police Protection Police General Fund Fire&Environmental Safety Fire General Fund Public Utilities Water Service Utilities Water Fund ' Wastewater Service Utilities Sewer Fund Whale Rock Reservoir Utilities Whale Rock Fund Transportation , Transportation Planning&Engineering Public Works General Fund Streets Public Works General Fund Creek&Flood Protection Public Works Creek&Flood Protection Fund ' Parking Public Works Parking Fund Municipal Transit System Public Works Transit Fund Leisure, Cultural&Social Services Parks and Recreation Recreation Programs Parks&Recreation General Fund Golf Course Parks&Recreation Golf Fund Maintenance Programs Public Works General Fund Cultural Activities Administration General Fund Social Services ' Human Relations Human Resources General Fund Housing Assistance Human Resources CDBG Fund Community Development ' Planning Community Development General Fund Construction Regulation Building&Safety Community Development General Fund ' Engineering Public Works General Fund Natural Resources Protection Administration General Fund Economic Health Economic Development Administration General Fund ' Community Promotion Administration General Fund Downtown Association(DA) Council&Advisory Bodies DA Fund General Government ' Legislation&Policy Council&Advisory Bodies General Fund General Administration City Administration Administration General Fund Public Works Administration Public Works General Fund Legal Services City Attorney General Fund Records&Elections City Clerk General Fund ' Organizational Support Services Human Resources Administration Human Resources General Fund Risk Management Human Resources General Fund , Financial Management Finance General Fund Information Systems Finance General Fund GeoData Services Public Works General Fund , Building&Vehicle Maintenance Public Works General Fund D-2 ' ' OPERATING PROGRAMS ' EXPENDITURE SLJ? A ES-OVERVIEW ' The following expenditure summaries highlight the Expenditures by Type: financial relationships between programs as well as to All Funds and the General Fund ' summarize the overall operating program budget: ■ Summarizes all operating expenditures by type: Expenditures by Function staffing (salaries and benefits), contract services, ' other operating expenditures (materials, ■ Summarizes operating expenditures at the communications, utilities, and insurance) and function and operation level. minor capital (capital purchases with a per item cost greater than$5,000 and less than$15,000). Expenditures by Program Significant Operating Program Changes t ■ Summarizes all operating expenditures at the program level grouped within related functions ■ Summarizes all significant operating program and operations. changes by function and operation. Expenditures by Department ' ■ Summarizes all operating program expenditures at the program or operation level grouped by the Department that is responsible for administering ' them. D-3 OPERATING PROGRAMS EXPENDITURES BY FUNCTION ' 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET PUBLIC SAFETY Police Protection 6,901,900 7,340,700 8,236,200 8,915,700 Fire&Environmental Safety 4,581,900 4,841,200 5,910,600 5,936,400 Total Public Safety 11,483,800 12,181,900 14,146,800 14,852,100 PUBLIC UTILITIES Water Service 4,569,900 3,235,000 3,930,000 3,927,300 Wastewater Service 2,749,900 2,908,800 3,799,400 3,951,100 Whale Rock Reservoir 354,900 414,000 657,900 671,300 Total Public Utilities 7,674,700 6,557,800 8,387,300 8,549,700 TRANSPORTATION ' Transportation Management 200,800 217,400 374,800 420,500 Streets 1,300,300 1,442,300 1,874,100 1,675,600 Creek and Flood Protection 251,800 Parking 784,300 810,000 927,600 957,600 Municipal Transit System 1,417,800 1,352,800 1,761,400 1,841,400 Total Transportation 3,703,200 3,822,500 4,937,900 5,146,900 LEISURE,CULTURAL&SOCIAL SERVICES Parks&Recreation Recreation Programs 1,787,000 2,046,500 2,498,600 2,559,000 Maintenance Services 1,726,300 1,739,200 1,894,000 1,942,500 Golf Course Operations&Maintenance 322,900 405,600 352,800 368,300 ' Cultural Services 193,900 218,900 337,600 339,400 Social Services 264,900 291,200 380,800 315,100 Total Leisure,Cultural&Social Services 4,2959000 4,701,400 5,463,800 5,524,300 D-4 ' OPERATING PROGRAMS EXPENDITURES BY FUNCTION 1 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET t COMMUNITY DEVELOPMENT Planning 1,003,100 1,041,800 1,508,400 1,302,900 Construction Regulation ' Building&Safety 442,200 488,100 630,300 544,300 Engineering 1,030,700 1,173,400 1,354,400 1,391,900 Natural Resources Protection 178,300 246,900 300,800 294,900 ' Economic Health Economic Development 110,700 157,400 164,400 164,100 Community Promotion 337,100 393,600 419,200 353,800 Downtown Association 335,000 461,600 374,200 345,700 1 Total Community Development 3,437,100 3,962,800 4,751,700 4,397,600 GENERAL GOVERNMENT Legislation&Policy 91,300 90,000 141,500 161,000 General Administration City Administration 557,900 529,000 538,300 509,700 Public Works Administration 511,000 557,000 607,800 609,000 Legal Services 289,200 312,200 340,000 352,100 City Clerk Services 320,100 347,000 423,500 437,100 Organizational Support Services Human Resources Programs 1,311,500 1,301,700 1,416,100 1,489,900 Finance&Information Systems Programs 2,025,200 1,965,400 2,436,300 2,351,900 GeoData Services 155,400 166,700 255,500 268,600 ' Buildings&Equipment Building Operations&Maintenance 627,400 683,500 755,500 735,400 Fleet Management 540,300 573,300 542,400 559,100 Total General Government 6,429,300 6,525,800 7,456,900 7,473,800 TOTAL OPERATING EXPENDITURES $37,023,100 $37,752,200 $45,144,400 $45,944,400 1 D-5 OPERATING PROGRAMS EXPENDITURES BY PROGRAM- PUBLIC SAFETY 1999-00 2000-01 2001-02 2002-03 , ACTUAL ACTUAL BUDGETED BUDGET POLICE PROTECTION ' Administration 831,600 736,500 1,101,600 1,137,100 Neighborhood&Crime Prevention Services * 106,600 194,900 184,600 Support Services 1,088,200 1,124,900 1,331,600 1,431,600 Investigative Services 893,100 1,070,700 1,196,300 1,182,300 Traffic Safety ** 550,500 616,000 Patrol Services 4,089,000 4,302,000 3,861,300 4,364,100 Total Police Protection 6,901,900 7,340,700 8,236,200 8,915,700 1 FIRE&ENVIRONMENTAL SAFETY Administration 294,600 317,000 439,800 454,500 ' Emergency Response 3,674,400 3,872,100 4,704,600 4,754,000 Hazard Prevention 315,700 359,200 413,700 403,400 Training 93,800 64,600 71,200 67,000 ' Technical Services 62,400 82,800 93,800 92,700 Radio Communications Services 127,000 135,400 176,000 155,300 Disaster Preparedness 14,000 10,100 11,500 9,500 , Total Fire&Environmental Safety 4,581,900 4,841,200 5,910,600 5,936,400 TOTAL PUBLIC SAFETY $11,483,800 $12,181,900 $14,146,800 $14,852,100 1 * The neighborhood services program was included in patrol services in 1999-00. ** Traffic safety is anew program effective in 2001-03;prior year costs arc included in the patrol services program. 1 1 D-6 1 OPERATING PROGRAMS 1 EXPENDITURES BY PROGRAM- PUBLIC UTILITIES 1 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET" 1 WATER SERVICE Water Source of Supply 2,029,600 590,200 832,100 840,500 1 Water Treatment 754,900 871,400 1,005,100 1,038,000 Water Distribution 621,100 590,900 705,200 728,100 Water Customer Service 213,400 211,500 218,600 249,500 Utilities Conservation Office 223,400 303,700 392,900 346,000 1 Water Administration&Engineering 727,500 667,300 776,100 725,200 Total Water Service 4,569,900 3,235,000 3,930,000 3,927,300 1 WASTEWATER SERVICE Wastewater Collection 481,300 519,800 586,200 624,300 Wastewater Pretreatment 158,600 105,900 187,700 203,100 1 Water Reclamation Facility 1,725,300 1,854,000 2,515,400 2,644,000 Wastewater Administration&Engineering 384,700 429,100 510,100 479,700 Total Wastewater Service 2,749,900 2,908,800 3,799,400 3,951,100 1 WHALE ROCK RESERVOIR Reservoir Operations 354,900 414,000 657,900 671,300 1 TOTAL PUBLIC UTILITIES $7,674,700 $6,557,800 $8,387,300 $8,549,700 1 1 1 1 1 1 1 D-7 OPERATING PROGRAMS EXPENDITURES BY PROGRAM -TRANSPORTATION 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET TRANSPORTATION MANAGEMENT ' Transportation Planning&Engineering 200,800 217,400 374,800 420,500 STREETS&FLOOD PROTECTION ' Streets Pavement Maintenance&Sweeping 516,800 549,700 785,400 806,600 General (Sidewalks,Signs&Markings) 423,600 409,800 476,600 485,700 Traffic Signals&Street Lights 288,400 304,700 365,800 383,300 ' Flood Protection " 71,500 178,100 246,300 Total Streets & Flood Protection 1,300,300 1,442,300 1,874,100 1,675,600 CREEK AND FLOOD PROTECTION ' Operations&Maintenance # 251,800 PARKING ' Operations,Maintenance&Enforcement 784,300 810,000 927,600 957,600 MUNICIPAL TRANSIT SYSTEM Operations&Maintenance 1,417,800 1;352,800 1,761,400 1,841,400 TOTAL TRANSPORTATION $3,703,200 $3,822,500 $4,937,900 $5,146,900 , ` The Creek&Flood Protection enterprise fund becomes effective July 1,2002,previously accounted for in the General Fund. t 1 t D-8 ' OPERATING PROGRAMS ' EXPENDITURES BY PROGRAM- LEISURE, CULTURAL & SOCIAL SERVICES ' 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET 1 PARKS&RECREATION Recreation Programs Recreation Administration 423,600 419,100 491,200 497,100 Aquatics 211,100 237,800 270,200 278,200 Day Care 473,500 568,500 703,100 726,000 Classes&Adult Athletics 215,000 267,200 313,200 322,500 Major Events/Facilities 100,400 100,500 116,600 120,700 ' Youth Sports&Special Events 169,700 188,200 243,200 239,300 Teen&.Senior Services 142,900 172,900 213,900 223,800 Park Ranger 50,800 92,300 147,200 151,400 Total Recreation Programs 1,787,000 2,046,500 2,498,600 2,559,000 Maintenance.Services Parks&Landscape Maintenance 1,194,000 1,219,200 1,344,600 1,378,500 ' Swim Center Maintenance 268,900 268,900 291,800 293,300 Tree Maintenance 263,400 251,100 257,600 270,700 Total Maintenance Services 1,726;300 1,739,200 1,894,000 1,942,500 Golf Course Operations&Maintenance 322,900 405,600 352,800 368,300 ' Total Parks&Recreation 3,836,200 4,191,300 4,745,400 4,869,800 CULTURAL SERVICES Cultural Activities 193,900 218,900 337,600 339,400 SOCIAL.SERVICES Human Relations 114,900 108,700 125,300 127,100 Housing Assistance 150,000 182,500 255,500 188,000 Total Social Services 264,900 291,200 380,800 315,100 I TOTAL LEISURE,CULTURAL& SOCIAL SERVICES $4,295,000 $4,701,400 $5,463,800 $5,524,300 1 ' D-9 OPERATING PROGRAMS EXPENDITURES BY PROGRAM - COMMUNITY DEVELOPMENT 1999-00 .2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGETED BUDGET PLANNING , Commissions&Committees 15,100 20,100 50,200 49,700 Community Development Administration 347,300 317,000 453,500 437,700 Development Review 372,000 430,200 606,500 462,300 Long Range Planning 268,700 274,500 398,200 353,200 Total Planning 1,003,100 1,041,800 1,508,400 1,302,900 CONSTRUCTION REGULATION Building&Safety 442,200 488,100 630,300 544,300 CIP Project Engineering 828,100 954,000 1,113,900 1,136500 Engineering Development Review 202,600 219,400 240,500 255,400 1 Total Construction Regulation 1,472,900 1,661,500 1,984,700 1,936,200 NATURAL RESOURCES PROTECTION ' Natural Resources Protection 178,300 246,900 300,800 294,900 ECONOMIC HEALTH t Economic Development 110,700 157,400 164,400 164,100 Community Promotion 337,100 393,600 419,200 353,800 Downtown Association 335,000 461,600 374,200 345,700 Total Economic Development 782,800 1,012,600 957,800 863,600 ' TOTAL COMMUNITY DEVELOPMENT $3,437,100 $3,962,800 $4,751,700 $4,397,600 1 D-10 , ' OPERATING PROGRAMS EXPENDITURES BY PROGRAM - GENERAL GOVERNMENT 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET 1 LEGISLATION AND POLICY City Council 91,300 90,000 141,500 161,000 ' GENERAL ADMINISTRATION City Administration 557,900 529,000 538,300 509,700 Public Works Administration 511,000 557,000 607,800 609,000 Total General Administration 1,068,900 1,086,000 1,146,100 1,118,700 LEGAL SERVICES City Attorney 289,200 312,200 340,000 352,100 tCITY CLERK SERVICES Administration&Records 318,300 314,000 417,100 395,700 ' Elections 1,800 33,000 6,400 41,400 Total City Clerk Services 320,100 347,000 423,500 437,100 ORGANIZATIONAL SUPPORT SERVICES 1 Human Resources Administration 522,600 637,000 707,600 607,200 Risk Management 788,900 664,700 708,500 882,700 Finance Administration 273,500 221,400 219,800 235,200 Accounting 396,500 420,200 477,400 512,200 Revenue Management 374,900 393,600 480,000 462,100 Support Services 289,300 231,300 304,000 357,600 Information Systems Management 691,000 698,900 955,100 784,800 GeoData Services 155,400 166,700, 255,500 268,600 Total Organizational Support Services 3,492,100 3,433,800 4,107,900 4,110,400 BUILDINGS&EQUIPMENT Building Maintenance 627,400 683,500 755,500 735,400 Fleet Management 540,300 573,300 542,400 559,100 Total Buildings&Equipment 1,167,700 1,256,800 1,297,900 1,294,500 TOTAL GENERAL GOVERNMENT $6,429,300 $6,525,800 $7,456,900 $7,473,800 1 1 r D-11 OPERATING PROGRAMS , OPERATING EXPENDITURES BY DEPARTMENT 1999-00 2000-01 2001-02 2002-03 , ACTUAL ACTUAL BUDGETED BUDGET CITY COUNCIL ' Legislation&Policy 91,300 90,000 141,500 161,000 Total City Council 91,300 90,000 141,500 161,000 ADMINISTRATION City Administration 557,900 529,000 538,300 509,700 Cultural Activities 193,900 218,900 337,600 339,400 Natural Resources Protection 178,300 246,900 300,800 294,900 ' Economic Development 110,700 157,400 164,400 164,100 Community Promotion 337,100 393,600 419,200 353,800 Total Administration 1,377,900 1,545,800 1,760,300 1,661,900 , CITY ATTORNEY Legal Services 289,200 312,200 340,000 352,100 ' Total City Attorney 289400 312,200 340,000 352,100 CITY CLERK SERVICES Records&Administration 318,300 314,000 417,100 395,700 Elections 1,800 33,000 6,400 41,400 Total City Clerk Services 320,100 347,000 423,500 437,100 HUMAN RESOURCES Human Resources Administration 522,600 637,000 707,600 607,200 Risk Management 788,900 664,700 708,500 882,700 1 Human Relations 114,900 108,700 125,300 127,100 Housing Assistance 150,000 182,500 255,500 188,000 Total Haman Resources 1,576,400 1,592,900 1,796,900 1,805,000 FINANCE Finance Administration 273,500 221,400 219,800 235,200 Accounting 396,500 420,200 477,400 512,200 Revenue Management 374,900 393,600 480,000 462,100 Support Services 289,300 231,300 304,000 357,600 Information Systems Management 691,000 698,900 955,100 784,800 ' Total Finance 2,025,200 1,965,400 2,436,300 2,351700 COMMUNITY DEVELOPMENT ' Commissions&Committees 15,100 20,100 50,200 49,700 Administration 347,300 317,000 453,500 437,700 Development Review 372,000 430,200 606,500 462,300 Long Range Planning 268,700 274,500 .398,200 353,200 ' Building&Safety 442,200 488,100 630,300 544,300 Total Community Development 1,445,300 1,529,900 2,138,700 1,847,200 t D-12 OPERATING PROGRAMS OPERATING EXPENDITURES BY DEPARTMENT 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' PARKS&RECREATION Recreation Programs 1,787,000 2,046,500 2,498,600 2,559,000 Golf Course Operations&Maintenance 322,900 405,600 352,800 368,300 Total Parks&Recreation 2,109,900 2,452,100 29851,400 2,927,300 UTILITIES Water Services 4,569,900 3,235,000 3,930,000 3,927,300 Wastewater Services 2,749,900 2,908,800 3,799,400 3,951,100 Whale Rock Reservoir 354,900 414,000 657,900 671,300 Total Utilties 7,674,700 6,557,800 8,387,300 8,549,700 1 PUBLIC WORKS Administration 511,000 557,000 607,800 609,000 CIP Project Engineering 828,100 954,000 1,113,900 1,136,500 GeoData Services 155,400 166,700 255,500 268,600 Transportation&Development Review Engineering Development Review 202,600 219,400 240,500 255,400 I Transportation Planning&Engineering 200,800 217,400 .374,800 420,500 Parking 784,300 810,000 927,600 957,600 Municipal Transit System 1,417,800 1,352,800 1,761,400 1,841,400 ' Maintenance Services Streets 1,300,300 1,442,300 1,874,100 1,675,600 Creek&Flood Protection * 251,800 Parks&Landscape Maintenance 1,194,000 1,219,200 1,344,600 1,378500 Swim Center Maintenance 268,900 268,900 291,800 293,300 Tree Maintenance 263,400 251,100 257,600 270,700 Building Maintenance 627,400 683,500 755,500 735,400 ' Fleet Management 540,300 573,300 542,400 559,100 Total Public Works 8,294,300 8,715,600 10,3479500 10,653,400 POLICE 6,901,900 7,340,700 8,236,200 89915,700 FIRE 4,581,900 4,841,200 51910,600 5,936,400 NON-DEPARTMENTAL Downtown.Association 335,000 461,600 374,200 345,700 Total Non-Departmental 335,000 461,600 374,200 345,700 1 TOTAL OPERATING EXPENDITURES $37,023,100 $372752,200 $45,144,400 $45,944,400 ' * Previously included in the Street program. ' D-13' OPERATING PROGRAMS OPERATING EXPENDITURES BY TYPE- ALL FUNDS COMBINED 1999-00 2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGETED BUDGET STAFFING ' Salaries and Wages Regular Salaries 17,308,600 18,170,200 21,000,400 21,760,600 Temporary Salaries 1,335,900 1,632,300 1,960,200 1,927,700 Overtime 904,300 1,184,300 1,035,800 988,800 Benefits Retirement 1,087,800 1,073,000 1,208,300 1,702,500 , Group Health and Other Insurance 1,692,100 1,790,900 2,043,300 2,130,800 Medicare&Social Security 175,400 193,500 235,100 238,200 Unemployment Reimbursements 7,700 6,000 88,200 91,900 Workers'Compensation 1,023,200 1,064,200 1,188,000 1,672,800 ' Total Staffing 23,535,000 2591149400 28,759,300 30,513,300 CONTRACT SERVICES 6,750,200 6,750,500 8,760,500 8,161,200 OTHER OPERATING EXPENDITURES Communications&Utilities 1,748,800 1,928,900 2,669,900 2,743,400 ' Rents&Leases 93,400 94,200 204,600 188,900 Insurance 682,100 554,800 566,200 742,700 Other Operating Expenditures 3,846,200 2,922,500 3,740,400 3,404,300 Total Other Operating Expenditures 6,3709500 5,500,400 7,181,100 7,079,300 MINOR CAPITAL 367,400 386,900 443,500 190,600 TOTAL OPERATING EXPENDITURES $37,023,100 $37,752,200 $45,144,400 $45,944,400 ' D-14 ' OPERATING PROGRAMS ' OPERATING EXPENDITURES BY TYPE- GENERAL FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET STAFFING Salaries and Wages Regular Salaries 14,356,800 15,033,500 17,556,200 18,095,100 Temporary Salaries 1,060,100 1,356,400 1,653,700 1,603,600 Overtime 776,700 1,064500 901,400 849,000 ' Benefits Retirement 877,000 834,300 960,600 1,414,700 Group Health and Other Insurance 1,359,500 1,443,300 1,652,000 1,713,200 1 Medicare&.Social Security 143,700 160,200 198,200 198,700 Unemployment Reimbursements 6,300 5,000 73,700 77,000 Workers'Compensation 828,600 867,500 974,100 1,302,000 Total Staffing 19,408,700 20,761,700 23,969,900 25,253,300 CONTRACT SERVICES 2,775,600 3,182,300 4,126,300 3,608,100 OTHER OPERATING EXPENDITURES ' Communications&Utilities 1,042,800 1,129,200 1,306,300 1,340,600 Rents&Leases 79,000 78,300 181,400 164,000 ' Insurance 674,400 549,000 557,200 733,700 Other Operating Expenditures 2,081,600 2,051,200 2,633,700 2,265,100 Total Other Operating Expenditures 3,877,800 3,807,700 4,678,600 4,503,400 MINOR CAPITAL 276,300 230,200 310,800 77,100 TOTAL PROGRAM EXPENDITURES 26;338,400 27,981,900 33,085,600 33,441,900 Reimbursed Expenditures (2,590,900) (2,657,700) (3,047,400) (3,045,400) TOTAL GENERAL FUND OPERATING EXPENDITURES $23,747,500 $25,324,200 $30,038,200 $30,396,500 ' D-15 OPERATING PROGRAMS SUMMARY OF SIGNIFICANT OPERATING PROGRAM CHANGES ' Regular OperatingPublic' Safety ' Staffing Expenditures Police Protection a Overtime 50,000 Public jutilit-i-ess Water Services ■ Creek and Flood Protection Fees 300 Wastewater Services i Creek and Flood Protection Fees 1,800 Transportation Flood Protection ■ Creek and Flood Protection Program Coordinator 1.0 39,900 ' Parking ■ Creek and Flood Protection Fees 900 ' —Leisure� CulturalJ& Social Services Parks&Landscape r Maintenance ■ Creek and Flood Protection Fees 11,800 Golf ■ Creek and Flood Protection Fees 2,500 ' Communityl Development Long Range Planning ■ Increase in LAFCO Fees 51300 ' Economic Development ■ EVC Regional Marketing Services 15,000 , Human Resources ■ Increase in Liability Insurance Premium 109,400 ■ Increase in Property Insurance Premium 43,200 Building Maintenance R Creek and Flood Protection Fees 6,400 ' 1.0 286,500 ' Funding Summary = General Fund 241,100 Water Fund 300 Sewer Fund 1,800 Creek and Flood Protection Fund 39,900 ' Parking Fund 900 Golf Fund 2,500 Total 286,500 ' D-16 , 2001-03 Financial Plan Supplement: 2002-03 Budget SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Police REQUEST TITLE: Overtime Adjustments Request Summary The Police Department is requesting adjustments in overtime for Patrol, Investigations and Support Services. An increase of$50,000 in 2002-03 is requested to meet MOA mandated costs.. Key Objective ■ Insure appropriate funding for MOA approved costs ' Factors Driving the Request for Change ■ Recent MOA approvals have changed the overtime rate of pay and Investigator Stand-By costs. Funding for salary and benefit adjustments are in place. Previously projected overtime budgets for fiscal year 2002-03 do not reflect recent MOA changes. Alternatives ® Continue the status quo or defer request. If we do nothing at this time to fund MOA adjustments, then one year from now we will have incurred additional MOA costs requiring an even greater overtime budget ' adjustment at a later date. It is recommended that we fund MOA approved overtime adjustments for fiscal year 2002-03 at this time, rather than wait and fund a greater deficit at the end of fiscal year 2002-03. Cost Summary The table below reflects how much the recommended adjustments will cost by division. 2002-03 Current Costs Proposed Changes Police Patrol 210,600 33,800 Police Investigations 49,300 13,000 Police Support Services 22,000 3,200 Total Operaung Costs 281,900 50,000 ' The specific line items affected by this request in 2002-03 are outlined below. Ione Item Description I Account No.1 Projected kequestedl 2002-03 Actual t.. . �;.•.., , �....:._�. _..-_-..,�_L�!..z.....:.xb ,.Ln ... l�:u....,^, .( \x r.'� J ..t "`�.'., Y^s. N, .. . w- _4�.. -s^y,d ' Patrol Training 80200-7022 21,000 3,500 24,500 Patrol Special Events 80200-7024 35,100 5,200 40,300 Patrol Call Back 80200-7034 75,600 12,900 88,500 ' Patrol Court 80200-7037 16,900 2,500 19,400 Patrol Shift Continuation 80200-7038 62,000 9,700 71,700 Investigations Training 80300-7022 600 100 700 ' Investigations Special Event 80300-7024 3,700 500 4,200 Investigations Stand-By 80300-7032 5,000 6,500 11,500 Investigations Call Back 80300-7034 11,000 1,600 12,600 Investigations Shift Continuation 80300-7038 29,000 4,300 33,300 Support Services Overtime 80400-7020 1,300 100 1,400 Support Services Training 80400-7022 3,000 400 3,400 Support Services Special Events 80400-7024 800 100 900 ' Support Services Stand-By 80400-7032 2,400 400 2,800 Support Services Call Back 80400-7034 8,000 1,200 9,200 Support Services Shift Continuation 80400-7038 6,500 1,000 7,500 tTotalOperating Costs 281,900 50,000 331,900 ' D-17 2001-03 Financial Plan Su lement: 2002-03 Budget ' PP 9 SIGNIFICANT OPERATING PROGRAM CHANGE ' PROGRAM: Various REQUEST TITLE: Creek and Flood Protection Fees Request Summary Paying the creek and flood protection fees to be assessed on City-owned property will cost a total of$23,700 in 2002-03. These costs will be distributed among the following programs: t Park and Landscape Maintenance $11,800 Building Maintenance 6,400 ' Water Administration and Engineering 300 Parking 900 ' Wastewater Administration and Engineering 1,800 Golf Course 2,500 ' Total $23,700 Key Objective ' Cover the cost of creek and flood protection services delivered through the new Creek and Flood Protection Fund , Factors Driving the Request for Change Over the last seven years,two major challenges have arisen with the City's creek and flood protection systems. First,heavy rainstorms in 1995 and 1997 showed that the community was still vulnerable to flood damage,despite implementation of many flood protection improvements recommended in the 1983 Flood Management Policy. And second,the City learned that it would be subject to National Pollution Discharge Elimination System(NPDES) , regulations that require significant ongoing activities to reduce the level of pollutants discharged from storm drainage systems into natural waterways. Since 1995 the City has been actively planning for several new initiatives to correct flooding problems and comply ' with NPDES regulations. These initiatives include eliminating harmful discharges to the creek system, educating the public about creek protection, increasing the replacement of deficient storm drains,and constructing projects that ' will improve flow capacity in the creeks while protecting or enhancing natural habitat. To finance these initiatives, the Council has conceptually approved formation of a Creek and Flood Protection 1 Fund and assessment of fees on all developed property within the City. The fee for non-residential property is $0.15 per month per 1,000 square feet of parcel area. The City owns nearly 13 million square feet of developed property. Alternatives There are no reasonable alternatives to this request. If creek and flood protection fees are assessed, then State ' law—along with basic standards of equitability—dictate that the City should pay its fair share. 1 D-18 t Creek and Flood Protection Fees Page 2 of 2 Implementation This change will be implemented with the first utility bills issued after July 1, 2002. Cost Summary Line Item Description Account No. 2002-03 23 700* OthWOW Creek and Flood Protection Fees 100.50200.7602 11,800 Creek and Flood Protection Fees 100.50230.7602 6,400 Creek and Flood Protection Fees 500.55100.7602 300 Creek and Flood Protection Fees 510.50600.7602 900 Creek and Flood Protection Fees 520.55300.7602 1,800 Creek and Flood Protection Fees 540.60700.7602 2,500 Total Operating Costs 23,700 D-19 2001-03 Financial Plan Supplement: 2002-03 Budget ' SIGNIFICANT OPERATING PROGRAM CHANGE ' PROGRAM: Creek and Flood Protection REQUEST TITLE: Creek and Flood Protection Program Coordination ' Request Summary ' ■ Adding one Engineering Associate to the regular staff of the Creek and Flood Protection Program to coordinate all program activities will cost $36,400 in 2002-03. (Annual ongoing cost will be about 1 $76,000.) ■ Buying a telephone,pager, and other equipment needed for this employee will cost$1.000 in 2002-03. E Adding one new desktop computer to the City's inventory will cost$2,500 in 2002-03. 1 Key Objectives ■ Protect life and property from flood damage ■ Comply with National Pollution Discharge Elimination System(NPDES)regulations ■ Restore and enhance wildlife habitat in the creek watershed Factors Driving the Request for Change ' Over the last seven years,two major challenges have arisen with the City's creek and flood protection systems. ' First,heavy rainstorms in 1995 and 1997 showed that the community was still vulnerable to flood damage,despite implementation of many flood protection improvements recommended in the 1983 Flood Management Policy. And second,the City learned that it would be subject to NPDES regulations that require significant ongoing activities ' to reduce the level of pollutants discharged from storm drainage systems into natural waterways. Since 1995 the City has been actively planning for several new initiatives to correct flooding problems and comply with NPDES regulations. These initiatives include: ■ Eliminating illicit discharges to the creek system ' ■ Controlling construction site runoff ■ Encouraging public participation in creek protection activities ■ Educating the public about creek protection ' ■ Inspecting and cleaning catch basins and storm sewers ■ Increasing the replacement and improvement of inadequate storm sewers ■ Constructing creek flow capacity improvement projects ' In addition, there will be several administrative tasks such as: ■ Preparing ordinances, operations manuals, inspection procedures, and other documents needed to ' implement expanded program activities ■ Preparing the NPDES permit application,goals, and annual compliance reports ' ■ Training City maintenance crews about how to reduce pollution discharges and control erosion in creeks ■ Coordinating the creek protection activities to be conducted in Public Works, Utilities, Fire, Community Development, and Administration Departments Coordinating all these activities will require the abilities, knowledge, and skills of an Associate Engineer. ' D-20 ' ' Creek and Flood Protection Program Coordination Page 2 of 2 ' Alternatives ' ■ Continue the status quo. Without the requested program coordinator, the City would have to divert resources from other important program activities (probably CEP project design)to at least implement the minimum efforts required to comply with NPDES regulations. Creek and flood protection service levels would continue at a minimum level,and problems with aging infrastructure would go unresolved. ' ■ Defer or re phase the request. Postponing the needed program coordination would jeopardize the City's ability to meet deadlines for submitting the NPDES permit application and implementing NPDES compliance activities. ' ■ Contract out the program activities. In general, contracting out the program coordination activities would be problematic because so much day-today interaction with other departments and programs will be required. Contracting out some public education and outreach activities may be advantageous, ' particularly if advanced technical or public relations skills are needed. Implementation Task Date Submit a requisition for one new engineer September 2001 ' Advertise for applicants October 2001 Order a desktop computer through Information Systems November 2001 Receive applications November 2001 ' Interview applicants and select one candidate December 2002 Receive the computer and set up an additional workstation December 2002 Begin orientation January 2003 ' Cost Summary Line Item Description Account No.1 2002-03 Stamm 36 400 Salaries-Regular 550.50350.7010 29,600 Retirement Contributions 550.50350.7040 2,100 ' Health and Disability Insurance 550.50350.7042 2,900 Medicare 550.50350.7044 1,200 Unemployment Insurance 550.50350.7046 100 ' Workers Compensation Insurance 1550.50350.7048 1 500 Other Operating ndhwes 1000 Operating Materials and Supplies 1550.50350.7843 1 1,000 ' Minor Capital 20 Computer Acquisitions 550.50350.7951 1 2,500 Total Operating Costs 39,900 1 D-21 2002-03 Financial Plan Supplement: 2002-03 Budget PP 9 SIGNIFICANT OPERATING PROGRAM CHANGE t PROGRAM: Long-Range Planning REQUEST TITLE: LAFCo Budget Allocation Adjustment Request Summary ' This is a request to increase the 2002-03 LAFCo budget allocation by $5,300 to a total of$38,300. At the time the budget was prepared, the estimate for 2001-02 was $41,000 and 2002-03 was $33,000. Actual costs for 2001- 02 were $41,052 and for 2002-03 are$38,256. Key Objectives ■ Complies with State requirement that local governments support the Local Agency Formation Commission. • Lessens the influence of County government on LAFCo by reducing LAFCo dependency on County 1 government for operating resources. Factors Driving the Request for Change , ■ State law changed in 2000 in an effort to make LAFCos more independent. The City of San Luis Obispo's contribution to the San Luis Obispo LAFCo was estimated to be$74,000 for the 2001-2003 budget cycle. ' ■ The total City of San Luis Obispo share for the 2001-2003 budget cycle has proven to be $79,308, or about $5,300 higher. Alternatives The City's contribution to LAFCo is required by State law, so there is no feasible alternative. Implementation Task Date Increase the amount from 33,000 to$38,300 from Fund Balance 7-1-02 ' Cost Summary ' At the time the budget was prepared, the estimate for 2001-02 was $41,000 and 2002-03 was $33,000. Actual costs for 2001-02 were$41,052 and for 2002-03 are$38,256. ' Line Item Description Account No.1 2y0.02-03 Contract.ServICCS2 "_. i z. ., r s. Tl _'rr r rZ 7' 0:: LAFCo Contribution from Fund Balance 40400-7227 $5,300.00 Total Operating Costs $5,300.00 1:2001-03 Financial Plan Templates/2002-03 Supplement/Operating Programs/Significant Operating Program Request D-22 ' t 2001-03 Financial'Plan Supplement: 2002-03 Budget ' SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Economic Development ' REQUEST TITLE' Economic Vitality Corporation Regional Marketing Services ' Request Summary Continuing to contract for an additional year with the Economic Vitality Corporation of San Luis Obispo County ' (EVC) for regional marketing services will cost$15,000 in 2002-03. Background ' The City is one of several local agencies that contract with the EVC for regional marketing services. Other funding agencies presently include the cities of Atascadero, Arroyo Grande, Grover Beach, Morro Bay, Paso 1 Robles, Pismo Beach, and the County of San Luis Obispo. All of the Cities in the county have entered into a Protocol Agreement with the EVC establishing a communication framework to be used by the EVC. Funding of $15,000 was allocated in the Financial Plan for FY2001-02 but the decision to fund the EVC in 2002-03 was delayed until staff evaluated the EVC's performance under the Protocol Agreement and Regional Marketing 1 Services Agreement. The results of an evaluation by representatives from the participating Cities, County and private business indicate that the EVC has met the performance requirements of the Agreements and that it is appropriate to continue funding in the second year. ' Key Objectives ' ■ Provide the City's Economic Development Program with assistance in the development of job employment, training and business opportunities for low and moderate income residents ' ® Provide regional marketing services, consistent with the City of San Luis Obispo's Economic Development Policies,marketing the region as a location for new businesses ■ Provide representation of the region by actively participating in the Central Coast Marketing Group (CCMT) to market the region to this group as well as regional, state and federal agencies. Factors Driving the Request for Change E The EVC provides regional marketing services to the City that can enhance its Economic Development ' Program by leveraging scarce human and financial resources. ■ The City has been providing funding to the EVC for the past five years, and we believe, based on the results of the recent program evaluation, that it is appropriate to continue this funding for another year. Alternatives ' ■ Continue the status quo. The Council could choose not to fund this request. The City's service delivery could be impacted. It could also send a potentially harmful message to other local agency sponsors who could reduce or eliminate their contributions, resulting in the weakening of countywide economic development efforts by the EVC. ■ Defer or re phase the request The Council could choose to provide a lesser amount of additional funding. This could send a potentially harmful message to other local agency sponsors who could reduce their ' contributions,resulting in a weakening of countywide economic development efforts by the EVC. ' D-23 Economic Vitality Corporation Regional Marketing Services Page 2 of 2 Cost Summary ' Line Item Description I Account No.1 2002-03 ' Conti act Sei�ices - - 15.000. Promotions and Public Relations 100.11200.7227 15,000 Total Operating Costs 15,000 Net O eratin Costs 15,000 t t t t t r D-24 ' ' 2001-03 Financial Plan Supplement: 2002-03 Budget ' SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Human Resources Risk Management. ' REQUEST TITLE: Increased Funding for Liability Insurance ' Request Summary Increasing funding for the City's self-funded liability insurance premium for 2002-03 will cost an additional ' $109,400 to maintain the City's liability insurance coverage. Key Objectives ■ Maintain the City's liability insurance coverage. ' Factors Driving the Request for Change ■ Each year the City's self-insurance program administrator, Driver Insurance Services, releases the liability 1 premium amount for the next fiscal year, which includes a "self-insured" amount based on claims up to the point that the excess liability insurance begins to pay. This annual premium is based upon the City's losses over a five-year rolling average; consequently, the premium varies each year. ' ■ Three claims within the last four years (retaining wall failure,POA lawsuit and Mardi Gras lawsuit)have had expenses and reserves of $100,000 or more each. Another three claims have had expenses and reserves between $50,000 and 100,000 each. Most of the expenses in these claims are for defense costs, although there are also amounts reserved for potential awards/settlements. These six claims have had the most impact on our liability premium for 2002-03. ■ The 2002-03 liability premium($611,400) is 25% higher than the 2001-02 premium($487,400). An inflation factor of 3% had been included for 2002-03, which was a "best guess" amount at the time the two-year financial plan was put together. ' ■ We are also seeing increased premiums for the excess liability insurance (over our $250,000 self-insured retention)as a result of the significant insured losses on September 11,2001. ' Alternatives a Do not pay the premium and no longer participate in the self-funded Joint Powers Authority(JPA). The City ' is one of 11 cities in the JPA and obtains liability coverage through this group at a reduced premium. If the premium were not paid, the city would no longer experience the group-discounted premium. To obtain liability insurance coverage as a single city would be more expensive. Because the City is self-insured for ' the first $250,000 for any claim, the majority of the amount is to fund actual expenses on claims and cannot be avoided. ' Implementation T ask Date Payment of liability deposit premium to CCCSIF August 2002 1 D-25 Increased Funding for Liability Insurance Page 2 of 2 Cost Summary Currently, $502,000 is budgeted for liability insurance. This request represents an additional $109,400 for liability insurance,bringing the total to 611,400. , Line Item Description Account No. 2002-03 Liability Insurance Premiums(additional amount needed) 1100-30200-7725 109,400 t t 1 D-26 1 ' 2001-03 Financial Plan Supplement: 2002-03 Budget ' SIGNIFICANT OPERATING PROGRAM CHANGE PROGRAM: Human Resources Risk Management ' REQUEST TITLE: Increased Funding for Property Insurance 1 Request Summary Increasing funding for the City's property insurance premium for 2002-03 will cost an additional $43,200 to 1 maintain the City's property insurance coverage. Key Objectives ' ■ Maintain the City's liability insurance coverage on all City facilities. Factors Driving the Request for Change ■ For the past several years and prior to September 11, 2001, the property and casualty insurance market had been soft. This meant that prices for automobile,property and liability coverages and workers' compensation ' declined or held steady for many insurance buyers, including local government. Moreover, competition and very aggressive pricing by insurance companies over the last few years also, until recently, gave rise to a "buyers' market". ■ As is the case with may other segments of the economy, the insurance market is cyclical. The emphasis during the last several years was on reducing prices and selling insurance. After years of competitive pricing, insurance companies were beginning to see some "red ink" from the practice of pricing insurance below ' losses and expenses. The decline in the stock market in early 2001 compounded by the events of September 11, 2001, drastically weakened the ability of the insurance industry financially. ' ■ Insurance companies cannot sustain continued losses, so they are increasing premiums at renewal time. Our property insurance rate for 2002-03 has doubled, a not-uncommon phenomenon. The City of Santa Maria, who recently withdrew from the JPA's property insurance program, had similar rates at their renewal already ' in October of 2001. Alternatives ' ■ With an estimated property values of over $78 Million, property insurance is an important aspect of the City's risk management program. It would not be prudent to"self-insure"our facilities. ® Increase the deductible Our current $10,000 deductible is significant and is the highest in the JPA, so this alternative is not recommended. Implementation Date Property insurance premium 7-July 2002 ! D-27 Increased Funding For Property Insurance Page 2 of 2 Cost Summary Currently, $31,900 is budgeted for property insurance in the Insurance Premiums line item. This request represents an additional $43,200 for property insurance, for a total of$75,100 for that component. Other ' insurance premiums are also included in that line item. Line Item Description Account No. 2002-03 ' ContractSeryices< ' _43,200, Insurance Premiums 100-30200-7727 43,200 ' D-28 1 i Section E 1 CAPITAL IMPROVEMENT PLAN i Izz i i i i 1 1 1 1 1 1 1 1 CAPITAL IMPROVEMENT PLAN 1 OVERVIEW iINTRODUCTION ORGANIZATION 1 All of the City's construction projects and equipment The CIP section of the original 2001-03 Financial purchases costing $15,000 or more are included in Plan provides a comprehensive summary of the 1 the Capital Improvement Plan. (Minor capital phasing, cost, funding source, and description of outlays costing less than $15,000 are included with each CIP project. The CIP section also discusses the operating program budgets.) the organization of the City's CIP and the City's 1 capital appropriation policy. The following Through the Capital Improvement Plan (CIP), the schedules have been included in this document as a City systematically plans, schedules and finances supplement to the 2001-03 Financial Plan CEP: 1 capital projects to ensure cost-effectiveness and conformance with established polices. ■ Summary of CIP Expenditures by function Comprehensive policies governing the development N Summary of CIP expenditures by funding source 1 and management of the CIP are set forth in the Policies and Objectives section of the Financial Plan ■ Summary of CIP changes (capital improvement management; capital financing 1 and debt management). The CIP is a four year plan organized into the same functional groupings used for the operating iprograms: ■ Public Safety 1 ■ Public Utilities ■ Transportation ■ Leisure, Cultural &Social Services i ■ Community Development ■ General Government i 1 1 1 1 1 E-1 CAPITAL IMPROVEMENT PLAN SUMMARY OF CIP EXPENDITURES BY FUNCTION 2001-02 2002-03 2003-04 2004-05 ' BUDGETED BUDGET PROPOSED PROPOSED PUBLIC SAFETY Police Protection 1,165,800 155,000 351,300 243,000 Fire and Environmental Safety 378.400 527;500 1,400.000 230,000 1 Total Public Safety 1,544,200 682,500 1,751,300 473,000 PUBLIC UTILITIES Water Services 18,692,800 1,995.000 7,065,000 2585,000 Wastewater Services 4,180,500 1,135,000 5580,000 2,300,000 Whale Rock Reservoir 620,800 53,000 110,000 ' Total Public Utilities 23,494,100 3,183,000 12,755,000 4,885,000 TRANSPORTATION Streets 14,425,000 3,848,000 4,174,000 13,752,000 Creek and Flood Protection 286,000 282,000 463,000 Pedestrian&.Bicycle Paths 944,600 699,000 1,070,000 6,080,100 Parking 9,236,600 8,906,400 1,390,000 13585,000 ' Transit 2,337,900 1,089,000 50,000 2,275,000 Total Transportation 26,944,100 14,828,400 6,966,000 36,155,100 LEISURE,CULTURAL AND SOCIAL SERVICES Parks and Recreation 6,068,100 756,800 2,562,700 5,716,100 t Golf 63,000 45,000 25,000 25.000 Cultural Services 1,262,100 41,000 134,700 267,600 Social Services 1,147,200 215,200 ' Total leisure, Cultural and Social Services 8,540,400 1,058,000 2,722,400 6,008,700 COMMUNITY DEVELOPMENT i Natural Resource Protection 3503,900 200,000 200,000 200,000 Construction Regulation 238,200 ' Community Promotion 121,500 25,000 100,000 Total Community Development 3,863,600 200,000 225,000 300,000 GENERAL GOVERNMENT Public Works Administration 51,000 17,000 Information Systems 651,400 538,500 540,300 Geo-Data Services 20,900 60,000 ' Buildings 804,600 4,810,800 2,632;600 10,965,300 Fleet Management 40,200 30,000 General Fund CIP Reserve 269,300 ' Total General Government 1,837,400 4,857,800 3,231,100 11,505,600 TOTAL 66,223,800 24,809,700 27,650,800 59,327,400 ' E-2 CAPITAL IMPROVEMENT PLAN SUMMARY OF CIP EXPENDITURES BY FUNDING SOURCE ' 2001-02 2002-03 2003-04 2004-05 BUDGETED BUDGET PROPOSED PROPOSED ' CAPITAL OUTLAY FUND General Fund 13,747,700 2,676,800 6;563,200 7,028,100 Debt Financing 4,125,300 5,112,600 20,542,300 Federal and State Grants 9,682,700 940,000 388,000 7,538,000 Service Charges 50,000 Other Sources 490,500 Other Contributions 23,400 600,000 20,000 Total Capital Outlay Fund 23,503,800 8,832,600 12,063,800 35,128,400 ' COMMUNITY DEVELOPMENT BLOCK GRANT(CDBG)FUND** Federal Grants 1,268,700 486,200 ' LAW ENFORCEMENT GRANTS FUND Federal and State Grants 409,300 PARKLAND DEVELOPMENT FUND Park In-lieu Fees 328,500 285,500 183,000 450,000 Federal and State Grants 391,000 127,500 Total Parkland Development Fund 719,500 413,000 183,000 450,000 TRANSPORTATION IMPACT FEE FUND Transportation Impact Fees 541,100 631,000 400,000 2,045,000 Federal and State Grants 186,000 Total Transportation Impact Fee Fund 727,100 631,000 400,000 2,045,000 OPEN SPACE PROTECTION FUND General Fund 661,600 200,000 200,000 200,000 ' Service Charges 58,100 Federal and State Grants 2,675,000 Other contributions 105,800 Total Open Space Protection Fund 3,500,500 200,000 200,000 200,000 ' FLEET REPLACEMENT FUND General Fund 963,300 737,500 302,000 271,000 ' ENTERPRISE AND AGENCY FUNDS Water Fund 18,692,800 1,995,000 7,065,000 2,585,000 ' Sewer Fund 4,180,500 1,135,000 5,580,000 2,300,000 Creek and Flood Protection 286,000 282,000 463,000 Parking Fund 9,236,600 8,906,400 1,390,000 13,585,000 1 Transit Fund 2,337,900 1,089,000 50,000 2,275,000 Golf Fund 63,000 45,000 25,000 25,000 Whale Rock Fund 620,800 53,000 110,000 ' Total Enterprise and Agency Funds 35,131,600 13,509,400 14,502,000 21,233,000 TOTAL $66,223,800 $24,809,700 $27,650,800 $59,327,400 E-3 CAPITAL IMPROVEMENT PLAN ' SUMMARY OF CAPITAL IMPROVEMENT PLAN CHANGES 2002-03 Transporjtation Creek& Flood Protection ■ Silt Removal-Laguna Lake Prefumo Arm 70,000 Parking i 919 Palm Street Parking Garage&Offices 13,097,200 , Transit ■ Emission Reduction Equipment 39,000 Parks&Landscape Maintenance ■ Replace Damaged Mower 52,000 13,258,200 Funding Source Capital Outlay Fund 4,615,800 Creek and Flood Protection Fund 70,000 Parking Fund:Debt Financing 8,481,400 Transit Fund 39,000 Fleet Replacement Fund 52,000 Total 13,258,200 E-4 , 2001-03 Financial Plan Supplement: 2002-03 Budget . ' CAPITAL IMPROVEMENT PLAN PROGRAM: Flood Control ' REQUEST TITLE: Silt Removal—Laguna Lake Prefumo Arm Project Summary Removing sediment from Prefumo Creek at its outlet to Laguna Lake will cost$70,000 in 2002-03. ' Project Objectives t ® Reduce the flood danger for properties adjacent to Laguna Lake by maintaining adequate capacity in the upper lake channel ■ Keep siltation from filling up Laguna Lake Existing Situation ' The 1981 Laguna Lake Management Plan envisioned the Prefumo Creek Inlet as a siltation basin which would collect most sediment before it reached the lake. The plan recommended removing collected silt periodically to preserve the inlet's function as a siltation basin. The City has removed the following quantities of silt since 1977: 1 Year Cubic Yards 1977 20,000 1983 14,000 1986 4,000 1990 7,000 1995 10,000 1999 11,000 During late summer or early fall, when the channel is dry, the City should remove about 10,000 cubic yards from the delta area. The City has received permits from the U.S. Army Corps of Engineers allowing the inlet to be cleared every three years. The permit is good until 2007. This project was originally proposed for 2002-03 with the general fund as the funding source, but in order to balance general fund revenues and expenditures for 2002-03, it was moved to 2003-04. With new Creek and Flood Protection Fund revenues available,this project can now be moved back to 2002-03 as originally planned. This scheduling would maintain a three-year siltation removal period, which is the optimum cycle calculated by the CIP Project Engineering staff and approved by the Corps of Engineers. Goal and Policy Links ® 1999-01 Financial Plan, pages E-9 and E-32 i 1981 Laguna Lake Management Plan ■ 1983 Flood Management Plan i Adopted flood control program goal: an effective storm drainage system which prevents loss of life and minimizes damage from flooding tProject Work Completed ' This project can be rapidly accomplished because all of the permitting work has been done. E-5 Silt Removal—Laguna Lake Prefumo Arm Page 2 of 2 Environmental Review ' Environmental work for this project has been completed. Project Phasing and Funding Sources Project Costs by Type Project Costs To-Date 2001-02 2002-03 2003-04 2004-051 Total Construction 1 70,000 70,000 Total 1 70,000 70,000 Project Funding Source: Creek and Flood Protection Fund Department Coordinator and Project Support ■ Department Coordinator. Barbara Lynch ■ Project Support: Project management—CIP Project Engineering Program Alternatives Deny or defer the project. If this project does not proceed, the Prefumo Atm will fill up and no longer function as a siltation basin. This situation will increase the risk of flooding for the adjacent properties. Also, completed environmental and permitting work will allow two silt removal projects before 2007. Failing to proceed would waste the time and effort spent to accomplish environmental clearances and receive permits. Project Effect on the Operating Budget Staff Resources: CIP Project Engineering Program: 100 hours for design CIP Project Engineering Program: 40 hours for inspection E-6 , ' 2001-03 Financial Plan Supplement: 2002-03 Budget CAPITAL IMPROVEMENT PLAN tPROGRAM: Parking REQUEST TITLE: Palm-Morro Parking/Office Building 1 Project Summary Purchasing and equipping the Palm-Morro Parking/Office Building upon its completion along with related recon- figuration and life-cycle maintenance at City Hall will cost$.13,097,200 in 2002-03: $8,481,400 in the Parking Fund and$4,615,800 in the General Fund. Beginning in 2003-04, ongoing annual net costs will be$603,300 in the Parking Fund and$237,400 in the General Fund. Parking Fund 1. Purchasing a proportionate share of the land for a new parking and office building at 919 Palm Street will cost$843,000. ' 2. Purchasing parking spaces in a new building at 919 Palm Street will cost$6,990,100 (net after acquisition of 4 dedicated spaces by the General Fund in the amount of$145,000). ' 3. Overseeing construction of the new building at 919 Palin Street to ensure that it meets the requirements of the City as the future property owner will cost $213,500. 4. Allowing for potential mitigation of a) impacts on archeological and historical resources and b) hazardous waste for the Court Street.development project will cost$78,000. 5. Allowing for project contingencies will cost$356,800. ' * 188 above-grade spaces for general use, 2 below-grade for public recharging of battery-powered vehicles,and 3 below-grade for library parking Total Parking Fund Cost: $8,481,400 ($6,497,900 to be debt financed at a cost of$472,100 per year; net annual costs after accounting for net revenue increases, operation and maintenance and debt service will be$603,300.) General Fund 1. Purchasing a proportionate share of the land for a new parking and office building at 919 Palm Street will cost$329,500. 2. Purchasing 16,100 square feet of office space in a new building at 919 Palm Street will cost$2,782,700. 3. Acquiring 4 dedicated parking spaces in the new building at 919 Palm Street (after swapping 41 spaces at other locations to the Parking Fund for 41 spaces in the new building) will cost$145,000. 4. Overseeing construction of the new building at 919 Palm Street to ensure that it meets the requirements of the City as the future property owner will cost$83,500. ' 5. Installing furnishings, electrical cabling, communication cabling, computer network cabling, and other inte- rior improvements for the new office space at 919 Palm Street will cost$760,000. 6. Reconfiguring workspaces at 990 Palm to consolidate departments that are now divided at separate locations will cost$350,000. 7. Allowing for potential mitigation of a) impacts on archeological and historical resources and b) hazardous waste for the Court Street development project will cost$26,000. 8. Allowing for project contingencies will cost$139,100. Total General Fund Cost: $4,615,800 ($4,125,300 to be debt financed at a cost of$299,700 per year;net cost af- ter accounting for off-setting lease revenues and maintenance costs will be$237,400. E-7 Palm-Morro Parking/Office Building Page 2 012- Project f2Project Objectives 1. Provide public parking for the Court Street development project ' 2. Provide office space for City Hall operations over the next 20 years 3. Consolidate development review activities at one location 4. Reunite the inspectors with the engineers in the CIP Project Engineering Program 5. Provide flexibility to sell the 955 Mono Street property at some time in the future to facilitate development of the Chinatown project Eidsting Situation As part of plans for retail development of the City-owned property at 999 Monterey Street(the Court.Street park- ing lot), the City and Court Street Partners LLC (the Copelands) have entered into a memorandum ofunderstand- ing that calls for the Copelands to construct a new building on Copeland-owned property at 919 Palm Street. This building will include one below-grade level with 50 parking spaces, one at-grade level with 16,100 square feet of office space; and four above-grade levels with 188 parking spaces. Upon completion, the City will pur- chase the 919 Palm Street property and use the below-grade building level for non-revenue parking(including 45 dedicated City spaces, 2 spaces for public recharging of battery-powered vehicles, and 3 spaces for library staff parking), the at-grade level for City offices, and the above-grade levels for public parking. A guaranteed maxi- mum price for this property is included in the memorandum of understanding. Goal and Policy Links 1. City General Plan, including Circulation Element 2. Conceptual Physical Plan for the City's Center(eliminating surface parking lots and building parking ga- rages) 3. Parking Management Plan(supporting the Conceptual Physical Plan for the City's Center, providing parking for visitors and employees,favoring parking garages as the best way to provide more parking spaces) , 4. Major City Goal#13 in the 2001-03 Financial Plan (need for Civic Offices) 5. Memorandum of Understanding between the City of San Luis Obispo and Court Street Partners LLC,as amended Project Work Completed ' 1. The architect for the Copelands has prepared a conceptual design for the project. 2. The City has hired a construction management firm to oversee construction of the new building at 919 Palm Street and ensure that it meets the requirements of the City as the future property owner. Environmental Review 1. The Copelands will be responsible for environmental review and mitigation of environmental impacts on the 919 Palm Street property. 2. The City will be responsible for the costs of mitigating environmental impacts on the 999 Monterey Street property. ' 'E-8 ' 1 Palm-Morro Parking/Office Building Page 3 of 3 Project Phasing and Funding Sources—Parking Fund Pro'ect Costs by Type—Parking Fund ' Project Costs To-Date 2002-03 2003-04 2004-05 Total ' Environmental review 78,000 78,000 Land acquisition 843,000 843,000 Building acquisition 7,135,100 7,135,100 Reimbursement from General Fund for 4 spaces * (145,000) (145,000) Construction management 213,500 213,500 Contingencies at.5 percent of building acquisition_ 356,800 356,800 Total 8,481,400 . 8,481,400 * The General Fund will acquire 45 below-grade parking spaces in the new building from the Parking Fund. The General Fund will 1 buy outright 4 spaces at a cost of$36,245 per space. The General Fund will swap a credit for 24 spaces in the old.Kozak Garage for 24 spaces in the new building. The General Fund will also swap 9 spaces at the Old Library and 8 spaces at 955 Morro Street for 17 spaces in the new building. Two below-grade spaces will remain in possession of the Parking Fund and be used as publicrecharging stations for battery-powered vehicles. Three below-grade spaces will remain in possession of the Parking Fund and be used as dedi- cared parking for the City/County Library staff. Pro'ect Funding by Source—Parking Fund Project Funding Sources To-Date 2002-03 2003-04 2004-05 Total Parking In-lieu Fees from Court Street Project 512,000 512,000 Proceeds from Sale of Court Street Property 1,471,500 1,471,500 Proceeds from Sale of Bonds 6,497,900 6,497,900 Total 8,481,400 8,481,400 Project Phasing and Funding Sources—General Fund 1 Pro'ect Costs by Type-General Fund Project Costs To-Date 2002-03 2003-04 2004-05 Total IEnvironmental review 26,000 26,000 Land acquisition 329,500 329,500 Building acquisition(offices) 2,782,700 2,782,700 Parking space acquisition 145,000 145,000 Construction management 83,500 83,500 ' Furnishings&telephone/computer cabling:919 Palm 760,000 760,000 Reconfiguration&life-cyle maintenance:990 Palm 350,000 350,000 Contingencies @ 5 percent of building acquisition 139,100 139,100 Total 4,615,800 4,615,800 Pro'ect Funding by Source—General Fund Project Funding Sources To-Date 2002-03 2003-04 2004-05 Total Proceeds from Sale of Court Street Property 490,500 490,500 Proceeds from Sale of Bonds 4,125,300 4,125,300 Total 4,615,800 -4,61- -- E-9 ,61E-9 Palm-Morro Parking/Office Building Page 4 of 4 Implementation Task Date Open escrow for property transfers 8/02 Execute construction and development agreements with the Copeland-. 9/02 Complete development and environmental review for 919 Palm 9/02 ' Issue building permits for 919 Palm 9/02 Execute the guaranteed maximum purchase price contract with the Copelands 9/02 Close escrow and transfer title to Court Street and the Palm-Morro area 9/02 Begin construction by Copelands at 919 Palm 10/02 Begin construction oversight and management at 919 Palm 10/02 Complete design of office tenant improvements at 919 Palm 12/02 Begin construction related office tenant improvements at 919 Palm 8/03 Complete construction at 919 Palm 10/03 Purchase the 919 Palm building pursuant to the terms of the Guaranteed Maximum Price Contract 10/03 Begin non-construction related office tenant improvements at 919 Palm 10/03 Complete non-construction related office tenant improvements at 919 Palm 12/03 Move Public Works and Community Development into 919 Palm 12/03 Begin the office reconfiguration at 990 Palm 01/04 1 Complete the office reconfiguration at 990 Palm 04/04 Department Coordinator and Project Support Department Coordinator: Administration ' Project Support: Public Works,Community Development,Finance Alternative Although most project costs have been fixed by previous decisions, there is still one area that offers an opportu- nity to reduce project costs: minimizing the reconfiguration of workspaces at 990 Palm Street. After Community Development moves out of City Hall, several departments plan to use the vacated space as a chance to consoli- date staff members who are currently divided at separate locations within City Hall and at the Old Library. This consolidation will include reconfiguring workstations, recabling voice and data connections, and modifying elec- trical and HVAC systems at an estimated cost of$350,000. A temporary alternative to such a reconfiguration would be to simply move operations into new spaces with only minor changes to existing workspaces. This al- ternative would cost about$80,000 and would reduce one-time General Fund project costs by$270,000. It would also reduce ongoing General Fund debt service by $19,600 per year. ' Project Effect on the Operating Budget Project Management f Administration Department: 200 hours Public Works Department: 200 hours ' Community Development Department: 100 hours E-10 Palm-Morro Parking/Office Building Page 3 of 5 Annual Ongoing Costs Parking General ' Fund Fund Total Additional Ongoing Costs and Revenue Losses(annual): ' Parking garage operations and maintenance @ $436 per space 84,200 19,600 103.800 Office space maintenance for 919 Palm @ $5.08 per square foot 81,800 81,800 Debt service on bond proceeds @ 6% interest over 30 years 472,100 299,700 771,800 ' Loss of meter and fine revenue from the Court Street lot 200,400 200,400 Subtotal Additional Costs and Revenue Losses 756,700 401,100 1,157,800 ' Additional Ongoing Revenues and Cost Reductions(annual): Parking garage revenue @ $617 per space per year for 212 spaces 130,800 130,800 Surface lot meter and fine revenue @ $1,070 per space for 17 spaces 17,200 17,200 ' Lease revenues from 955 Morro @ $22.20 per square foot 133,200 133,200 Reduction in office space maintenance @ 955 Morro 30,500 30,500 ' Court Street lot reduced operations and maintenance @ $50 per space 5,400 5,400 Subtotal Additional Revenues and Cost Reductions 153,400 163,700 317,100 Net Annual Cost $ 603,300 $ 237,400 $ 840,700 ' Location Map/Schematic Design See Attached Pages 1 1 1 1 E-11 Palm-Morro Parking/Office Building Page 3 of 6 Q • ' • OSOS STREET . 14 Y I�w --am 4Ti°OE RM I llt - _ �o9�B® 1®1■.... lit' �rvijiPi��' u` _,-._ } s 1•� p • _� ���111111 111� 11111 MII 1111 1111 11111111 i1 i:' 10 gig. j1IP�_ �`��{J�J`♦♦�1�%%. „�I�� �r�`,���, ~ •e 1\�m ��f1M11`\.1,�� j .o... � ice!\,��I'/t�•" `Il/J�r l l��m°`i�E�\i 1 ! 1 .. \i�/iY6>9 J'9911:yiYp�l598@1l91���►i6F'I�%■�<',4, ,�•ll`�lr:• 1- LPA1(l�ti I►�\11'l�� ae�ni>s' ►r�� �� ' II�11 ' •' �Ifa8E�16 A6cxt16E,`.' dUAW"���I v—..7alt. ■ - p • • 2001-03 Financial Plan Supplement: 2002-03 Budget CAPITAL IMPROVEMENT PLAN 1 PROGRAM: Transit REQUEST TITLE: Emission Reduction Equipment , Project Summary Purchasing and installing emission reduction equipment on all diesel transit buses to comply with California Air Resources Board(ARB) standards will cost$39,000 in 2002-03. Project Objectives ■ Comply with California Air Resource Board (CARB) emissions standards that take effect in October 2002 ■ Avoid sanctions from the CARB Existing Situation SLO Transit currently maintains a diesel fleet and has selected the"clean diesel fuel'option for complying with new California air quality standards. As a requirement of selecting the clean diesel fuel option, SLO Transit must install additional emission equipment to meet CARB emissions standards. This equipment consists mainly of dual filtering traps installed in the exhaust system to capture particulate matter. One interesting feature of this equipment is that it is self-cleaning. One trap collects particulate matter until it is full. Then the system switches to the other trap. While the second trap continues to collect particulates, the first trap chemically neutralizes its. accumulated particulate matter. 1 This project was originally proposed for 2003-04 but has been moved up to 2002-03. The reasons for this change are to demonstrate increased diligence in complying with emissions standards and to keep the clean diesel fuel option available as a path toward compliance. Goal and Policy Links ' ■ CARB regulations ■ Adopted Transit Program goal to reduce air pollution Project Work Completed None Environmental Review CEQA regulations allow a categorical exemption for retrofit of existing equipment under 14 CAC 15302. NEPA regulations allow a categorical exclusion for equipment purchase for vehicles under 23 CFR 771 (c) (17) ' E-14 ' Emission Reduction Equipment Page 2 of 2 tProject Phasing and Funding Sources 1 Project Costs by Type Project Costs To-Date 2001-02 2002-03 2003-04 2004-051 Total Equipment acquisition 39,000 _ . 39,000 Total 39,000 39,000 Project Funding Source: State Transportation Development Act(TDA) grant Department Coordinator and Project Support Department Coordinator: Austin O'Dell 1 Alternatives None. rProject Effect on the Operating Budget The Transit Manager is the primary resource for this project. After installation, minimal maintenance will be required and will be performed by the transit operations contractor. 1 E-15 2001-03 Financial Plan Supplement: 2002-03 Budget CAPITAL IMPROVEMENT PLAN PROGRAM: Park and Landscape Maintenance REQUEST TITLE: Replacement of Damaged Mower Project Summary Replacing mower#9404 with a new turf mower will cost$52,000 in 2002-03. Project Objective ■ Allow efficient continuation of turf mowing schedules E Reduce operation and maintenance expense Existing Situation Mower#9404 is a Toro Groundsmaster rotary mower that was bought in 1994 to cover the turf mowing workload that was added with the completion of the new French and Islay Hills Parks. Purchase price was $31,703. On March 26, 2002 this mower suffered an electrical fire that destroyed all of the electrical components in the engine compartment and damaged other electrical circuits on the machine. The estimated cost of repair is $8,000 based on a quotation from the regional Toro maintenance depot. This mower is the largest mower in the City fleet and is the workhorse among the turf mowers used by Park and Landscape Maintenance workers. It must be either repaired and returned to service or replaced. Without it, maintenance crews need one extra day per week to complete scheduled turf mowing tasks. The Toro service representative and the City's Fleet Maintenance Supervisor both feel that it does not make eco- nomic sense to repair this machine. Expected maximum service life on this type of mower is about 5,000 hours, and #9404 has already accumulated 4,122 hours. (To put this in perspective, in normal service the operating components of this mower run at a speed and load equivalent to 60 miles per hour on a car or truck. So this mower has accumulated the equivalent of over 247,000 service miles.) The following table compares the depre- ciation per service hour of the repaired mower vs. a new mower. This calculation assumes that there is$1,000 of salvage value remaining in the mower before repairs. Repaired New Mower Mower ' Cost of Repair/Acquisition $9,000 $52,000 Expected Service Hours 878 . 5,000 Depreciation Cost per Hour $10.25 $10.40 Although the depreciation rate is slightly lower for the repaired mower, its maintenance cost would be much higher because it would be operating at the last part of its service life, when repairs occur frequently. Examining the maintenance history of this machine reinforces this observation. Since acquisition in 1994, maintenance cost has averaged $4.58 per service hour. Over the last year, though, maintenance cost has averaged $12.66 per ser- vice hour: Assuming that maintenance cost would be at least$12.66 per hour on the repaired mower and at most $4.58 per hour fora new mower, the table on the next page compares the overall cost of depreciation plus main- tenance over the next 878 hours of operation. 1 E-16 1 Replacement of Damaged-Mower Page 2 of.2 ' Repaired New Mower Mower Depreciation Cost per Hour $10.25 $10.40 Maintenance Cost per Hour $12.66 $4:58 Overall Coster Hour $22.91 $14.98 _ - Service Hours _ 878 _ -___-_878 Overall Cost $20,115 $13,152. 1 Over the next 1-1/2 years (878 hours at 515 hours per year), it would cost.about$7,000 less to buy and operate a new mower. Goal and Policy Links 9 Fleet Management Policy(Section 405 of the Finance Management Manual) 1 ■ Fleet Maintenance Program goal: safe,efficient,and reliable vehicles and equipment Project Work Completed Quotations have been received for both repair of the existing mower and acquisition of a new mower. Environmental Review No environmental review required. Project Phasing and Funding Sources Project Costs by Type Project Costs - --- To-Date 2002-03 __ 2003-04 2004-OS Total Equipment acquisition _ _ 52,000 1 52,000 Total 52,000 52,000 Project Funding Source: Vehicle Replacement Fund Department Coordinator and Project Support ® Department Coordinator: Ron Holstine ■ Project Support Public Works Administration Alternatives 1 ® Repair the existing mower. As shown above, this alternative would cost about $8.00 more per service hour or$7;000 more overall compared to buying a new mower. ■ Lease a new mower. Under one possible arrangement, the cost of leasing a new mower would be $992 per month or$11,900 per year for five years, and the City would then own the machine. Considering the value of money over time, lease cost would be only slightly higher than the cost of buying the equipment outright. E-17 Replacement of Damaged Mower Page 3 of 3 Project Effect on the Operating Budget Hours of administrative staff time needed for project coordination: 10 Buying or leasing a new machine would reduce maintenance cost over the next 1-1/2 years. 1 w t r t E-18 Section F DEBT SERVICE REQUIREMENTS t r i 1 l ` r 1 I I 1 t DEBT SERVICE REQUIREMENTS OVERVIEW tThis section summarizes the debt service obligations of the City as of July 1, 2002. 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 2001-03 Financial Plan. The following is a description of each lease or bond obligation existing at July 1, 2002:. 1986 Lease Revenue Bonds—Refunded in 1994 ■ July 1, 2002 Principal Outstanding: $9,215,000 ■ Interest Rate: 5.00%to 5.50% ■ Purpose:Construct parking structures(net proceeds: ■ Funding Source: Water Fund $5,758;400);make road improvements and purchase facilities(net proceeds: $4,450,000). 1996 Lease Revenue Bonds ■ Maturity Date: 2014 ■ Original Principal Amount: $13,970,000 ■ Purpose: Construct a new headquarters fire station; ' ■ July 1,2002 Principal Outstanding: $8,574,000 make seismic safety and HVAC improvements to City ■ Interest Rate:3.5%to 6.375% Hall;expand Mission Plaza;acquire property at ■ Funding Source: Debt Service and Parking Funds Higuera and Marsh streets(Mathews property)and ' the lot adjacent to the Bowden Adobe;and purchase 1988 Water Certificates of Participation the street lighting system Refunded in 1999 and 2001: Series A Lease Revenue Bonds ■ Maturity Date: 2026 ■ Original Principal Amount: $7,100,000 ■ Purpose:Construct various water system ■ July 1,2002 Principal Outstanding: $6,495,000 improvements. ■ Interest Rate: 5.30%to 7.25% ■ Maturity Date: 2008 ■ Original Principal Amount: $5,000,000 ■ Funding Source: Debt Service Fund ' ■ July 1,2002 Principal Outstanding: $2,430,000 1999 Section 108 Loan ■ Interest Rate: 3.25% ■ Funding Source: Water Fund ■ Purpose: Build affordable housing($1.0 million)and 1 rehabilitate the old Camegie Library($650,000). 1990 Certificates of Participation ■ Maturity Date: 2005 Refunded in 1999 and 2001:Series B Lease Revenue Bonds ■ Original Principal Amount:$1,650,000 ' ■ Purpose:Acquire land for open space,rehabilitate the ■ July 1,2002 Principal Outstanding: $900,000 City's Recreation Center and acquire land for parks ■ Interest Rate: 5.0%to 6.0%■ Funding Source:CDBG Fund and recreation offices/neighborhood park. ' ■ Maturity Date: 2010 1999 Series C Lease Revenue Bonds ■ Original Principal Amount: $4,500,000 Refunded in 2001:Series C Lease Revenue Bonds ■ July 1,2002 Principal Outstanding: $2,700,000 Interest Rate: 3.25%to 3.50% ■ Purpose: Purchase property and build athletic fields; ■ Funding Source:Debt Service Fund purchase property for police expansion;purchase Downtown Plan properties 1992 State Clean Water Revolving Fund Loan ■ Maturity Date:2029 ' ■ Purpose:Upgrade the City's water reclamation plant ■ Original Principal Amount: $6,745,000 and collection system to meet discharge standards. ■ July 1,2002 Principal Outstanding: $4,540,000■ Interest Rate:3.25%to 4.6% ■ Maturity Date: 2012 ■ Original Principal Amount:$31,227,400 ■ Funding Source:Debt Service Fund ■ July 1,2002 Principal Outstanding: $19,451,000 2001 State.Infrastructure Bank(CIEDB)Loan ■ Interest Rate:.3.00%to 3.20% - ■ Funding Source: Sewer Fund ■ Purpose:Expand Marsh Street parking structure ' 11 Maturity Date:2031 1993 Water Revenue Bonds ■ Original Principal Amount: $7,765,900 ' ■ Purpose:Upgrade the City's water treatment plant to ■ July 1,2002 Principal Outstanding: $7,765,900 meet water quality standards. ■ Interest Rate: 3.37%(including annual loan fees)■ Maturity Date:2023 ■ Funding Source:Parking Fund ■ Original Principal Amount:$10,890,000 ' F-I DEBT SERVICE REQUIREMENTS ANNUAL PAYMENTS BY FUNCTION 1999-00 2000-01 2001-02 2002-03 , ACTUAL ACTUAL BUDGETED BUDGET PUBLIC SAFETY Police Protection 35,600 22,600 22,500 Fire&Environmental Safety 241,400 240,200 241,100 239,400 Total Public Safety 241,400 275,800 263,700 261,900 PUBLIC UTILITIES ' Wastewater Service 2,140,100 2,140,200 2,135,500 2,135,700 Water Service 881,800 1,206,700 1,159,000 1,144,200 , Total Public Utilities 3,021,900 3,346,900 3,294,500 3,279,900 TRANSPORTATION Streets and Flood Control 381,600 382,700 381,600 382,400 , Parking 696,900 706,800 649,400 1,071,300 Total Transportation 1,078,500 1,089,500 1,031,000 1,453,700 LEISURE,CULTURAL&SOCIAL SERVICES , Cultural Services 10,500 95,300 64,600 64,400 Parks and Recreation 465,300 1,212,200 896,000 879,900 Social Services 296,000 320,000 321,400 322,000 ' Total Leisure,Cultural&Social Services 771,800 1,627,500 1,282,000 1,266,300 GENERAL GOVERNMENT Buildings 110,200 109,600 110,100 109,300 , TOTAL DEBT SERVICE REQUIREMENTS $5,223,800 $6,449,300 $5,981,300 $6,371,100 Proposed 2002-03 Financing , Water Improvements During 2002-03,a project financing or a State loan in the amount of$8,850,000 is planned to pay for the Water reuse and reclaimed water distribution project. Annual debt service requirements are estimated to be$354,000 beginning in 2003-04 to be paid from the Water Fund. An SRF Grant in the amount of$3,390,000 has been , secured by the City to complete the estimated project cost of$12,240,000. Palm-Morro Parking/Office Building ' During 2002-03,a project financing or a State loan in the amount of$10,623,200 is planned to pay for purchasing and equipping the Palm-Morro Parking/Office Building. The Parking Fund portion of the financing is$6,497,900 and the General Fund portion of the financing is$4,125,800. ' 1 F-2 DEBT SERVICE REQUIREMENTS ANNUAL PAYMENTS BY SOURCE ' 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET DEBT SERVICE FUND 1990 Certificates of Participation(Note 1) Principal 190,000 Interest 112,600 ' 1994 Refunded Lease Revenue Bonds Principal 162,800 172,100 179,800 190,600 Interest 218,800 210,600 201,800 191,800 1996 Lease Revenue Bonds Principal 105,000 110,000 120,000 125,000 Interest 419,800 412,200 404,200 395,500 1999 Lease Revenue Bonds Series B and Series C(Note 3) Principal 305,000 340,000 Interest 865,700 269,500 2001 Revenue Refunded Bonds Series B and Series C Principal 405,000 Interest 200,700 390,000 Total Debt Service Fund 1,209,000 2,075,600 1,716,000 1,697,900 CDBG FUND Section 108 Loan Principal 235,000 250,000 265,000 280,000 Interest 61,000 70,000 56,400 42,000 Total CDBG Fund 296,000 320,000 321,400 322,000 WATER FUND 1959 Water Bonds-Series B(Note 2) Principal 50,000 Interest 200 1993 Water Revenue Bonds Principal 215,000 225,000 235,000 250,000 Interest 538,600 528;500 517,000 505,000 1999 Lease Revenue Bonds Series A(Note land 3) Principal 280,000 300,000 Interest 78,000 173,200 66,900 ' 2001 Revenue Refunded Bonds Series A Principal 315,000 Interest 40,100 74,200 Total Water Fund 881,800 1,206,700 1,159,000 1,144,200 WASTEWATER FUND 1992 State Revolving Fund(SRF)Loan Principal 1,393,900 1,437,400 1,482,200 1,528,600 ' Interest 746,200 702,800 653,300 607,100 Total Wastewater Fund 2,140,100 2,140,200 2,135,500 2,135,700 PARKING FUND 1994 Refunded Lease Revenue Bonds Principal 277,200 293,000 306,200 324,500 Interest 419,700 413,800 343,200 326,600 CIEDB State Loan ' Principal 161,000 Interest 259,200 Total Parking Fund 696,900 706,800 649,400 1,071,300 ' TOTAL DEBT SERVICE REQUIREMENTS $5,223,800 $6,449,300 $5,981,300 $6,371,100 Notes I. The 1988 and 1990 Certificates of Participation were refunded in the 1999 Lease Revenue bonds. 2. The Series B bonds matured on August I, 1999. ' 3. The 1999 Lease Revenue Bonds were refunded in the 2001 Revenue Refunded Bonds. F-3 DEBT SERVICE REQUIREMENTS COMPUTATION OF LEGAL DEBT MARGIN Gross Assessed Valuation(2001-02) $3,408,584,134 Legal Debt Limit-3.75%of Gross Assessed Valuation(See Note Below) $127,821,900 ' Other Long-term Debt: ' Revenue Bonds Secured by Capital Leases 24,739,000 Water Revenue Bonds 9,215,000 33,954,000 ' LESS DEDUCTIONS ALLOWED BY LAW: Revenue Bonds Secured by Capital Leases 24,739,000 ' Water Revenue Bonds 9,215,000 33,954,000 TOTAL DEBT APPLICABLE TO COMPUTED LIMIT $0 LEGAL DEBT MARGIN $127,821,900 , NOTE The California Government Code provides for a legal debt limit of 15%of gross assessed valuation based on 25%of market value. Since this limit was set,the State Constitution has changed,requiring assessed value to , beset at 100%of market value. Adjusting for this change results in a comparable legal debt limit of 3.75%of assessed value. The City's debt management policy,however, sets a lower direct debt limit of 2%of assessed valuation. , 1 a F-4 , �- r � � y 1 ♦i�-+.moi S'f Y� a �I�Zn4i�i'. q,�t �^a�S�'yt 'f-�.y1..~� h S,L�ji Y A^.�,� Section G CHANGES IN FINANCIAL POSITION sa^wj a f 1 1 CHANGES IN FINANCIAL POSITION ' OVERVIEW INTRODUCTION Individual Financial,Position Statements Governmental Funds This section summarizes revenues, expenditures, and changes in financial position for each of the General Fund ' City's operating funds. For the Governmental Special Revenue Funds Funds; financial position is defined as fund balance; Downtown.Association Fund for the enterprise funds it is defined as working Gas Tax Fund capital; and for the Whale Rock Reservoir (an Transportation Development.Act Fund Agency Fund of the City) it is defined as fund Community Development Block Grant Fund balance as reported by the Whale Rock Commission Law Enforcement Grants Fund in its separately issued financial statements. Capital Project Funds Because governmental and enterprise funds use Capital Outlay Fund different bases of accounting, fund balance and Parkland Development Fund ' working capital are different measures of financial Transportation Impact Fees Fund position under generally accepted accounting Open Space Protection Fund principles. However, they represent similar Airport Area Impact Fee Fund concepts: resources available at the beginning of Affordable Housing Fund the year to fund operations, debt service, and capital Fleet Replacement Fund improvements in the following year. Accordingly, Debt Service Fund ' to establish a similar framework for evaluating and projecting the City's overall financial position, these Enterprise Funds two measures of financial position are used Water Fund interchangeably in this section. Sewer Fund Changes in financial position are provided for the Creek&Flood Protection Fund last two completed fiscal years (1999-00 and 2000- Parking Fund 01); and the two years covered by the 2001-03 Transit Fund Financial Plan (2001-02 and 2002-03). Golf Fund FINANCIAL POSITION SCHEDULES Agency Fund Whale Rock Commission Fund The following schedules are included in this section: The organization of the City's funds and basis of accounting are further described on the following Combining Financial Position Statements page. ® All Funds Combined ■ All Governmental Funds Combined ■ All Enterprise and Agency Funds Combined 1 ' G-1 CHANGES IN FINANCIAL POSITION ORGANIZATION OF THE CITY'S FUNDS In accordance with generally accepted accounting ■ Capital Project Funds , principles, the City's financial reporting system is • Capital Outlay Fund organized on a fund basis consisting of three major . Parkland Development Fund , fund types—governmental, proprietary and • Transportation Impact Fees Fund fiduciary—and two self-balancing account groups: • Open Space Protection Fund general fixed assets and general long-term. The • Airport Area Impact Fees Fund ' City's various funds have been established in order • Affordable Housing Fund to segregate and identify those financial transactions • Fleet Replacement Fund and resources associated with providing specific activities or programs in conformance with special ■ Debt Service Fund regulations,restrictions, or limitations. 'Budgets are prepared for each fund in accordance Enterprise Funds with its respective basis of accounting. All Enterprise funds are distinguished from governmental funds have legally adopted budgets governmental funds by their similarity to private except capital project funds. While budgets are sector enterprises, as it is intended that the cost of ' prepared for the City's capital project funds, the providing services will be financed or recovered capital projects generally span more than one year primarily through user charges. The City uses the and are effectively controlled at the project level. following five enterprise funds: The following funds are included in the Financial 0 Water Fund Plan; additional descriptions of each of the fund E Sewer Fund ' types are provided in the Budget Glossary (Section ■ Creek and Flood Protection Fund I)of the 2001-03 Financial Plan: ■ Parking Fund Governmental Funds ■ Transit Fund ■ Golf Fund Most of the City's programs and functions are Trust and Agency Funds , provided and financed through the following governmental funds, which are distinguished by Also known as fiduciary funds, trust and agency their measurement focus on determining financial funds are used to account for assets held by the City , position and changes in financial position, rather in a trustee capacity for private individuals, than upon determining net income: organizations,or other governmental agencies. ■ General Fund Agency funds are custodial in nature (assets equal ' ■ Special Revenue Funds liabilities) and do not measure the results of • Downtown Association Fund operations (revenues, expenditures, and changes in fund balance). Because of their custodial nature, • Gas Tax Fund agency funds are not typically included in budgetary • Transportation Development Act Fund documents. In this case, however, the City is • Community Development Block Grant Fund directly responsible for the day-to-day management • Law Enforcement Grants Fund and operations of the Whale Rock Reservoir. As such, because of 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 FINANCIAL POSITION ' ALL FUNDS COMBINED 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' Revenues Tax Revenues 22,998,800 24,567,200 25,341,800 26,528,600 ' Fines and Forfeitures 725,100 765,000 929,400 895,000 Investment and Property Revenues 2;254,800 2,891,500 1,620,000 1,519,600 Subventions and Grants 8,377,400 9,010,000 22,947,800 8,082,300 Service Charges Governmental Funds 4,867,300 5,413,600 5,376,700 4,199,800 Enterprise Funds 19,806:100 18,351,100 20,490,400 22,273200 Other Revenues 179,100 1,608,400 343,800 811.400 ' Total Revenues , 62,606,800 77,049,900 64,309,9W Expenditures ' Operating Programs Public Safety 11,483,800 12,181,900 14,146,800 14,852,100 Public Utilities 7,674,700 6,557,800 8;387;300 8,549,700 Transportation 3,703,200 3,822,500 4,937,900 5,146,900 Leisure,Cultural&&Social Services 4,295,000 4,701,400 5,463,800 5,524,300 Community Development 3,437,100 3,962,800 4,751,700 4,397,600 General Government 6,429,300 6,525,800 7,456,900 7,473,800 Total Operating Programs - 43,944,400 Capital Improvement Plan Projects 16,849,400 15,257,400 66,223,800 24,809,700 Debt Service 5,223,800 6449,300 5,981,300 6,371,100 ' Total.Expenditures 59, .5;5'you 117 500 77,125W Other Sources(Uses) Operating Transfers In 8,567,100 10,707,200 8,061,900 6;548;100 Operating Transfers Out (8,567,100) (10,707,200) (8,061,900) (6,548,100) Proceeds from Debt Financings 6,992,400 313;_300 16,101,700 10,623,200 Potential MOA Adjustments (800) (993,900) ' Other Sources(Uses) 3,390,000 2,962,000 Expenditure Savings 901,100 759,900 Total Other Sources(Uses) 6,992,400 313,3W ZO,3929000 --1375rq�W aRevenues and Other Sources Over(Under) Expenditures and Other Uses 7,104,700 3,461,200 (19,907,600) 535,900 Fund Balance/Working Capital, Beginning of Year 32,270,700 39,375,400 42,459,900 22,506,000 Fund BalancefWorking Capital, _ End of Year Reserved for Debt Service 1,731,800 1,731,800 1,731,800 1,731,800 Unreserved 37,643,600 41,104,800 20,820.500 21,310,100 Total Fund Balance/Working Capital 39,375,400 $ 42,836,600 $ 22,552,300 $ 23,041,900 ' G-3 CHANGES IN FINANCIAL POSITION _ ALL GOVERNMENTAL FUNDS COMBINED 1999-00 2000.01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET t Revenues Tax Revenues 22,998,800 24,567,200 25,341,800 26,528,600 Fines and Forfeitures 278,200 276,700 295,100 304,000 , Investment and Property Revenues 1,077,700 1,418,900 880,800 769,100 Subventions and Grants 5,866,100 6,811,900 19,138,900 5,926,400 Service Charges 4,867,300 5,413,600 5,376,700 4,199,800 Other Revenues 124,100 1,472,900 219,700 690,000 ' Total Revenues51,253,000 38,417,9UU Expenditures Operating Programs Public Safety 11,483,800 12,181,900 14,146,800 14,852,100 Transportation 1,501,100 1,659,700 2,248,900 2,096,100 ' Leisure,Cultural&Social Services 3,972,100 4,295,800 5,111,000 5,156,000 Community Development 3,437,100 3,962,800 4,751,700 4,397,600 General Government 6,429,300 6,525,800 7,456,900 7,473,800 ' Total Operating Programs 26,823,400 28,626,000 33,715,300 =,975,60U Reimbursed Expenditures (2,560,500) (2,637,400) (2,867,700) (3,045,400) Total Operating Expenditures30,93 Capital Improvement Plan Projects 11,576,400 9,253,200 31,092,200 11,300,300 ' Debt Service 1,505,000 2,395,600 2,037,400 2,019,900 Total Expenditures 37,637,400 , Other Sources(Uses) Operating Transfers In 8,394,400 10,488,500 7,872,800 6,041,100 Operating Transfers Out (8,567,100) (10,707,200) (8,061,900) (6,548,100) ' Proceeds from Debt Financings 6,992,400 313,300 51,700 4,125,300 Other Sources(Uses) 490,500 Potential MOA Adjustments (823,200) Expenditure Savings 901,100 759,900 Total Other Sources(Uses) 6,319,70U 94,600 , Revenues and Other Sources Over(Under) Expenditures and.Other Uses 4,687,600 2,418,400 (11,960,500) (1,787,000) Fund Balance,Beginning of Year 16,274,300 20,961,900 23,003,600 10,996,800 Fund Balance,End of Year Reserved for Debt Service 1,731,800 1,731,800 1,731,800 1,731,800 Unreserved 19,230,100 21,648,500 9,311,300 7,478,000 Total Fund Balance 20,961,900 $ 23,380,300 $ 11,043,100 $ 9,209,800 G-4 CHANGES IN FINANCIAL POSITION ALL ENTERPRISE AND AGENCY FUNDS COMBINED 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' Revenues Fines and Forfeitures 446,900 488,300 634,300 591,000 Investment and Property Revenues 1,177,100 1,472,600 739,200 750,500 ' Subventions and Grants 2,511;300 2,198,100 3,808,900 2,155,900 Service Charges 19,806,100 18,351,100 20,490,400 22,273,200 Other Revenues 55,000 135;500 124,100 121,400 Total Revenues 23,996,400 22,645,600 , ' Expenditures Operating Programs Public Utilities 7,674,700 6,557,800 8,387,300 8,549,700 Transportation 2,202,100 2,162,800 2,689,000 3,050,800 Leisure,Cultural&Social Services 322,900 405,600 352,800 368,300 General Government 2,560,500 2,637,400 2,867,700 3,045,400 Total Operating Programs Capital Improvement Plan Projects 5,273,000 6,004,200 35,131,600 13,509,400 Debt Service 3,718,800 4,053,700 3,943,900 4,351,200 Total Expenditures 21,752,000 21,821,500 530720U0 329874,800 Other Sources(Uses) ' Operating Transfers in 172,700 218,700 189,100 507,000 Proceeds from Debt Financings 16,050,000 6,497,900 Expenditure Savings ' Other Sources(Uses) 3;390,000 2,471,500 Potential MOA Adjustments (800) (170,700) Total Other Sources(Uses) I _ ,/Lui 218,700 19,628,300 ' Revenues and Other Sources Over(Under) Expenditures and Other Uses 2,417,100 1,042,800 (7,947,100) 2,322,900 ' Working Capital,Beginning of Year 15,996,400 18,413;500 19,456,300 11,509,200 Working Capital,End of Year 18,413,500 $19,456,300 $11,509,200 $13,832,100 ' G-5 CHANGES IN FINANCIAL POSITION GENERAL FUND 1 1999-00 2000-01 2001-02 2002-03 1 ACTUAL ACTUAL BUDGETED BUDGET Revenues 1 Tax Revenues 22,998,800 24,567,200 25,341,800 26,528,600 Fines and Forfeitures 278,200 276,700 295,100 304,000 1 Investment and Property Revenues 950,700 1,200,500 736,700 634,600 Subventions and Grants 2,661,400 3,478,200 2,947,200 2,883,000 Service Charges 3,417,300 3,839,000 4,135,000 3,421,300 1 Other Revenues 51,900 715,900 50,500 50,000 Total Revenues 30,358,300 34,077,500 33,506,300 33,821,500 Expenditures 1 Operating Programs Public Safety 11,483,800 12,181,900 14,146,800 14,852,100 Transportation 1;501,100 1,659,700 2,248,900 2,096,100 ' Leisure,Cultural&Social Services 3,822,100 4,113,300 4,855,500 41968,000 Community Development 3,102,100 3,501,200 4,377,500 4,051,900 General Government 6,429,300 6,525,800 7,456,900 7,473,800 1 Total Program Expenditures 26,338,400 27,981,900 33,085,600 33,441,900 Reimbursed Expenditures (2,590,900) (2,657,700) (3,047,400) (3,045,400) Total Expenditures 23,747,500 25,324,200 30,038,200 30,396,500 Other Sources(Uses) 1 Operating Transfers In 1,239,000 1,373,200 1,014,800 979,700 Operating Transfers Out (7,328,100) (9,027,300) (6,955,100) (5,476,400) 1 MOA&Other Compensation Adjustments (823,200) Expenditure Savings 901,100 759,900 Total Other Sources(Uses) (6,089,100) (7,654,100) (5,039,200) (4,5601000) 1 Revenues and Other Sources Over(Under) Expenditures and Other Uses 521,700 1,099,200 (1,571,100) (1,135,000) 1 Fund Balance,Beginning of Year 7,448,400 7,970,100 9,069,300 7,498,200 Fund Balance,End of Year 7,970,100 $9,069,300 $7,498,200 $6,363,200 1 1 1 1 1 G-6 1 CHANGES IN FINANCIAL POSITION ' DOWNTOWN ASSOCIATION FUND ' 1999-00 , 2000-01 2001-02 .2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' Revenues Investment and Property Revenues 9,100 11,100 6,000 5,000 ' Service Charges 350,000 403,500 363,100 348,500 Total Revenues 359,100 414,600 369,100 353,500 ' Expenditures Operating Programs- Community Development 335,000 461,600 374,200 345,700 1 Total Expenditures 335,000 461,600 374,200 345,700 Other Sources(Uses) ' Operating Transfers In 25,000 22,600 Total Other Sources(Uses) 25,000 22,600 1 Revenues and Other Sources Over(Under) Expenditures and Other Uses 49,100 (24,400) (5,100) 7,800 Fund Balance,Beginning of Year 20,100 69,200 44,800 39,700 Fund Balance,End of Year $69,200 $44,800 $39,700 $47,500 1 1 1 1 G-7 CHANGES IN FINANCIAL POSITION ' GAS TAX FUND , 1999-00 2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGETED BUDGET Revenues ' Subventions and Grants- Gasoline Tax 834,700 1,159,000 951,200 959,800 ' Total Revenues 834,700 1,159,000 951,200 9599800 Other Sources(Uses) Operating Transfers Out (834,700) (1,159,000) (1,043,200) (1,051,800) ' Total Other Sources(Uses) (834,700) (1,159,000) (1,043,200) (1,051,800) Revenues and Other Sources Over(Under) ' Expenditures and Other Uses (92,000) (92,000) Fund Balance,Beginning of Year Fund Balance,End of Year $0 $0 $0 $0 G-8 ' CHANGES IN FINANCIAL POSITION TRANSPORTATION DEVELOPMENT ACT (TDA) FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues Subventions and Grants- 23,300 24,100 19,900 19,900 ' Total Revenues 23,300 24,100 19,900 19,900 Other Sources(Uses) Operating Transfers Out (23,300) (24,100) (19,900) (19,9.00) Total Other Sources(Uses) (23,300) (24,100) (19,900) (19,900) Revenues and Other Sources Over(Under) Expenditures and Other Uses Fund Balance,Beginning of Year Fund Balance,End of Year $0 $0 $0 $0 G-9 CHANGES IN FINANCIAL POSITION COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues Subventions and Grants CDBG Allocation 1,691,900 917,200 1,916,100 946,200 , State Grant Close-Out 4,600 82,200 50,000 Total Revenues 1,696,500 917,200 1,998,300 996,200 Expenditures Operating Programs Leisure,Cultural &Social Services 150,000 182,500 255,500 188,000 General Government 30,400 20,300 179,700 Total Operating Programs 180,400 202,800 435,200 188,000 Capital Improvement Plan Projects 1,722,300 707,700 1,268,700 486,200 Debt Service 296,000 320,000 321,400 322,000 Total Expenditures 2,198,700 1,230,500 2,025,300 996,200 Other Sources(Uses) Operating Transfer In Proceeds From Debt Financing 502,200 313,300 51,700 Total Other Sources(uses) 502,200 313,300 51,700 Revenues and Other Sources Over(Under) Expenditures and Other Uses 24,700 Fund Balance,Beginning of Year Fund Balance,End of Year $0 $0 $0 $0 1 1 1 G-10 CHANGES IN FINANCIAL POSITION LAW ENFORCEMENT GRANTS FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues Investment and Property Revenues 23,500 22,600 14,000 Subventions and Grants Federal Grants 28,000 203,200 State Grants 114,900 84,400 Service Charges 14,400 10,000 10,000 Total Revenues 180,800 320,200 24,000 Expenditures Operating Programs Public Safety Total Operating Expenditures ' Capital Improvement Plan Projects 148,500 409,300 Total Expenditures 148,500 409,300 Other Sources(Uses) Operating Transfer In 142,500 4,900 Operating Transfer Out (43,700) Total Other Sources(Uses) 142,500 (38,800) Revenues and Other Sources Over(Under) Expenditures and Other Uses 174,800 (127,900) 24,000 Fund Balance,Beginning of Year 174,800 46,900 Fund Balance,End of Year $0 $174,800 $46,900 $70,900 t G-11 CHANGES IN FINANCIAL POSITION CAPITAL OUTLAY FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues r Subventions and Grants 307,300 1,002,800 9,682,700 940,000 Service Charges 500,000 50,000 50,000 Other Revenues 23,600 730,800 23,400 600,000 Total Revenues 830,900 1,783,600 9,756,100 1,540,000 Expenditures Capital Improvement Plan Projects 8,680,600 7,322,400 23,503,800 8,832,600 Total Expenditures 8,680,600 7,322,400 23,503,800 8,832,600 Other Sources(Uses) Operating Transfers In 5,301,400 6,035,400 4,425,400 2,676,800 Other Sources(Uses) 490,500 Proceeds from Debt Financing 6,077,000 4,125,300 Total Other Sources(Uses) 11,378,400 6,035,400 4,425,400 7,292,600 Revenues and Other Sources Over(Under) Expenditures and Other Uses 3,528,700 496,600 (9,322,300) Fund Balance,Beginning of Year 5,297,000 8,825,700 9,322,300 Fund Balance,End of Year 8,825,700 $ 9,322,300 $ - $ - G-12 ' CHANGES IN FINANCIAL POSITION PARKLAND DEVELOPMENT FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues Investment and Property Revenues 23,100 47,800 20,000 20,000 Subventions and Grants 391,000 127,500 Service Charges Park In-Lieu Fees 2,600 184,800 20,000 5,000 Dwelling Unit Fees 186,900 5,100 5,000 5,000 ' Other Revenues 11,200 Total Revenues 212,600 248,900 436,000 157,500 t Expenditures Capital Improvement Plan Projects 106,500 201,900 719,500 413,000 Total Expenditures 106,500 201,900 719,500 413,000 Other Sources(Uses) Operating Transfers In 1 Operating Transfers Out Total Other Sources(Uses) Revenues and Other Sources Over(Under) ' Expenditures and Other Uses 106,100 47,000 (283,500) (255,500) Fund Balance,Beginning of Year 400,900 507,000 554,000 270,500 Fund Balance,End of Year 507,000 $554,000 $270,500 $15,000 1 1 G-13 CHANGES IN FINANCIAL POSITION TRANSPORTATION IMPACT FEE FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues Investment and Property Revenue 600 10,500 13,500 Subventions and Grants 186,000 Service Charges 258,000 610,000 500,000 410,000 Total Revenues 258,000 610,600 696,500 4239500 Expenditures Capital Improvement Plan Projects 2,400 100,100 727,100 631,000 Total Expenditures 2,400 100,100 727,100 631,000 Other Sources(Uses) Operating Transfer Out (381,000) (496,800) Revenues and Other Sources Over(Under) , Expenditures and Other Uses (125,400) 13,700 (30,600) (207,500) Fund Balance,Beginning of Year 385,500 260,100 273,800 243,200 ' Fund Balance,End of Year 260,100 $ 273,800 $ 243,200 $ 35,700 1 1 1 G-14 t CHANGES IN FINANCIAL POSITION OPEN SPACE PROTECTION FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' Revenues Service Charges 18,500 37,400 58,100 Subventions and Grants 342,900 87,700 2,675,000 Investment and Property Revenue 13,400 36,200 14,000 14,000 Other Revenues 6,300 105,800 Total Revenues 374,800 167,600 2,852,900 14,000 Expenditures Capital Improvement Plan Projects 422,900 _ 300,400 3,500,500 200,000 Total Expenditures 422,900 300,400 3,500,500 200,000 Other Sources(Uses) Operating Transfer In 220,000 402,500 250,000 200,000 Revenues and Other Sources Over(Under) Expenditures and Other Uses 171,900 269,700 (397,600) 14,000 Fund Balance,Beginning of Year 144,200 316,100 585,800 188,200_ Fund Balance,End of Year $ 316,100 $ 585,800 $ 188,200 $ 202,200 1 G-15 CHANGES IN FINANCIAL POSITION AIRPORT AREA IMPACT FEE FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues ' Service Charges 134,000 75,700 Investment and Property Revenue 5,000 14,600 5,000 5,000 Total Revenues 139,000 90,300 5,000 5,000 Expenditures Capital Improvement Plan Projects Total Expenditures Other Sources(Uses) ' Operating Transfer In Revenues and Other Sources Over(Under) Expenditures and Other Uses 139,000 90,300 5,000 5,000 Fund Balance,Beginning of Year 10,900 149,900 240,200 245,200 ' Fund Balance,End of Year 149,900 $240,200 $245,200 $250,200 G-16 1 1 CHANGES IN FINANCIAL POSITION AFFORDABLE HOUSING FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues Service Charges 193,700 235,500 Investment and Property Revenue 8,200 6,000 3,000 Total Revenues 201,900 241,500 3,000 Expenditures Capital Improvement Plan Projects Total Expenditures ' Other Sources(Uses) Operating Transfer In Revenues and Other Sources Over(Under) Expenditures and Other Uses 201,900 241,500 3,000 1 Fund Balance,Beginning of Year 201,900 443,400 Fund Balance,End of Year 201,900 443,400 446,400 1 t G-17 CHANGES IN FINANCIAL POSITION FLEET REPLACEMENT FUND 1999-00 2000-01 2001-02 2002-03 , ACTUAL ACTUAL BUDGETED BUDGET Revenues Investment and Property Revenues 76,400 76,400 60,000 60,000 Service Charges Other Revenue Sale of Surplus Property 48,600 8,700 40,000 40,000 Total Revenues 125,000 85,100 100,000 100,000 Expenditures Capital Improvement Plan Projects 641,700 472,200 963,300 737,500 Total Expenditures 641,700 472,200 963,300 737,500 Other Sources(Uses) Operating Transfers In 400,000 436,700 461,700 486,700 Total Other Sources(Uses) 400,000 436,700 461,700 486,700 Revenues and Other Sources Over(Under) Expenditures and Other Uses (116,700) 49,600 (401,600) (150,800) Fund Balance,Beginning of Year 1,248,700 1,132,000 1,181,600 780.000 ' Fund Balance,End of Year 1,132,000 $1,181,600 $780,000 $629,200 S G-18 ' CHANGES IN FINANCIAL POSITION DEBT SERVICE FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Expenditures Debt Service 1990 Certificates of Participation 302,600 1994 Refunding Revenue Bonds 381,600 382,700 381,600 382,400 1996 Financing Issue 524,800 522,200 524,200 520,500 1999 Revenue Bonds 1,170,700 609,500 2001 Refunding Revenue Bonds 200,700 795,000 Total Expenditures 11209,000 2,075,600 1,716,000 1,697,900 ' Other Sources(Uses) Operating Transfers In 1,209,000 2,075,600 1,716,000 1,697,900 Proceeds from Debt Financing 413,200 Total Other Sources(Uses) 1,622,200 2,075,600 19716,000 19697,900 Revenues and Other Sources Over(Under) ' Expenditures and Other Uses 413,200 Fund Balance,Beginning of Year 1,318,600 1,731,800 1,731,800 1,731,800 Fund Balance,End of Year Reserved for Debt Service 1,731,800 1,731,800 1,731,800 1,731,800 Unreserved Total Fund Balance 1,731,800 1,731,800 1,731,800 1,731,800 G-19 CHANGES IN FINANCIAL POSITION WATER FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues Service Charges Water Sales Water Service Charges 7,789,900 7,071,900 7,627,700 7,744,000 Sales to Cal Poly 423,500 396,900 404,700 392,000 Capital Improvement Charges 259,900 462;500 1,029,300 1,491,200 Connection Charges and Meter Sales 21,100 74,900 22,500 22,500 ' Account Set-up Fee 95,800 100,000 104,400 107,500 Other Service Charges 202,200 48,300 18,700 10,000 Total Service Charges 8,792.400 8,154,500 9,207,300 9,767,200 Other Revenues 50,000 101,700 122,100 119,400 Subventions&Grants 28,100 115,100 5,000 Investment and Property Revenues 558,900 645,500 355,100 365,800 Total Revenues 9,429,400 9,016,800 9,689,500 10,252,400 Expenditures Operating Programs Public Utilities 4,569,900 3,235,000 3,930,000 3,927,300 General Government 1,085,200 1,117,800 1.104,500 1,137,600 Total Operating Programs 5,655,100 4,352,800 5,034,500 5,064,900 Capital Improvement Plan Projects 2,408,800 2,577,300 18,692,800 1,995,000 Debt Service 881,800 1,206,700 1,159,000 1,144,200 Total Expenditures 8,945,700 8,1369800 24,886,300 8,204,100 Other Sources(Uses) Other Sources(Uses) Proceeds from Debt Financing 8,850,000 Other Sources(Uses) 3,390,000 Potential MOA Adjustments (70,300) Total Other Sources(Uses) 12,240,000 (70,300) Revenues and Other Sources Over(Under) Expenditures and Other Uses 483,700 880,000 (2,956,800) 1,978,000 Working Capital,Beginning of Year 7.511,000 7,994,700 8,874,700 5,917,900 Working Capital,End of Year 7,994,700 $8,874,700 $5,917,900 $7,895,900 G-20 ' CHANGES IN FINANCIAL POSITION SEWER FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues Service Charges Customer Sales Sewer Service Charges 6,502,400 6,422,900 6,888,900 7,131,000 Sales to Cal Poly 271,400 226,800 248,600 256,100 Industrial User Charges 40,400 42,000 39,300 39,700 CUPA Inspection Fees 39,300 40,000 84,000 Capital Improvement Charges 137,900 287,200 530,000 428,800 Other Service Charges 17,300 8,300 20,500 2,000 Total Service Charges 6,969,400 7,026,500 7,767,300 7,941,600 Subventions and Grants 151,400 15,400 Other Revenue 31,300 Investment and Property Revenues 305,600 331,700 154,600 159,200 Total Revenues 7,426,400 7,4049900 7,921,900 8,100,800 Expenditures Operating Programs Public Utilities 2,749,900 2,908,800 3,799,400 3,951,100 General Government 771,900 795,100 986,400 969,000 Total Operating Programs 3,521,800 3,703,900 4,785,800 4,920,100 Capital Improvement.Plan Projects 922,600 1,611;200 4,180,500 1,135,000 Debt Service 2,140,100 2,140,200. 2,135,500 2,135,700 Total Expenditures 6,584,500 7,455,300 11,101,800 8,190,800 Other Sources(Uses) Potential MOA Adjustments (63,900) Total Other Sources(Uses) (63,900) Revenues and Other Sources Over(Under) Expenditures and Other Uses 841,900 (50,400) (3,179,900) (153,900) Working Capital,Beginning of Year 4,288;500 5,130,400 5,080,000 1,900,100 Working Capital,End of Year 5,130,400 $5,080,000 $1,900,100 $1,746,200 w 1 G-2l CHANGES IN FINANCIAL POSITION CREEK AND FLOOD PROTECTION FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues t Service Charges Single-Family Residential 109,400 Multi-Family Residential 28,800 Educational 3,000 Other Non-Residential 144,600 ' Total Service Charges 285,800 Subventions and Grants-Zone 9 100,000 Other Revenue Investment and Property Revenues Total Revenues 385,800 Expenditures Operating Programs Transportation 251,800 General Government 138,700 Total Operating Programs 390,500 Capital Improvement Plan Projects 286,000 Total Expenditures 676,500 Other Sources(Uses) Operating Transfer In 290,700 Total Other Sources(Uses) 290,700 Revenues and Other Sources Over(Under) Expenditures and Other Uses Working Capital,Beginning of Year Working Capital,End of Year G-22 1 1 CHANGES IN FINANCIAL POSITION PARKING FUND 1999-00, 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues Service Charges Parking Meter Collections Lots 450;500 434,600 411,400 336,600 Streets 769,200 779,300 749,900 815,300 Parking Structure Collections 273,000 285,600 376,500 556,300 1 Long-Term Parking Revenues 210,100 195,000 220,000 309,800 Lease Revenues 147,000 130,600 169,600 195,600 Parking In-Lieu Fees 199,300 102,300 96,800 608,800 ' Other Service Charges 1,000 200 300 300 Total Service Charges 2,050,100 1,927,600 2,024,500 2,822,700 Investment and Property Revenues 254,400 429,700 .202,800 199,100 1 Fines and Forfeitures 446,900 488,300 634;300 591,000 Total Revenues 2,751,400 2,845,600 2,861,600 3,612,800 Expenditures Operating Programs Transportation 784,300 810,000 927,600 957,600 General Government 268,500 276,600 313,200 322,600 Total Operating Programs 1,052,800 1,086,600 1,240,800 1,280,200 Capital Improvement Plan Projects 806,200 376,400 9,236,600 8,906,400 Debt Service 696,900 706,800 649,400 1,071,300 Total Expenditures 2,555,900 2,169,800 11,126,800 11,257,900 Other Sources(Uses) Proceeds from Debt Financing 7,200,000 6,497,900 Other Sources(Uses) 1,471,500 Potential MOA Adjustments (400) (13,500) ' Total Other Sources(Uses) 7,199,600 7,955,900 Revenues and Other Sources Over(Under) ' Expenditures and Other Uses 195,500 675,800 (1,065,600) 310,800 Working Capital,Beginning of Year 3,657,900 3,853,400 4,529,200 3,463,600 1 Working Capital,End of Year 3,853,400 $4,529,200 $3,463,600 $3,7742400 ' G-23 CHANGES IN FINANCIAL POSITION TRANSIT FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Revenues ' Investment and Property Revenues 3,800 2,600 2,600 Subventions and Grants TDA Revenues 809,900 772,000 1,137,100 1,171,200 Other Grants 908,800 589,300 293,200 FrA Grants 613,100 651,200 2,373,600 884,700 ' Service Charges 327,100 399,500 382,100 370,400 Other Revenues 5,000 2,500 2,000 2,000 Total Revenues 2,663,900 2,418,300 4,190,600 2,430,900 Expenditures Operating Programs Transportation 1,417,800 1,352,800 1,761,400 1,841,400 , General Government 261,800 269,700 270,800 278,900 Total Operating Programs 1,679,600 1,622,500 2,032,200 2,120,300 Capital Improvement Plan Projects 964,600 750,700 2,337,900 1,089,000 Total Expenditures 2,644,200 2,373,200 4,370,100 3,209,300 Other Sources(Uses) Potential MOA Adjustments (400) (6,300) Other Sources(Uses) 1,000,000 Expenditure Savings (400) 993,700 Revenues and Other Sources Over(Under) Expenditures and Other Uses 19,700 45,100 (179,900) 215,300 Working Capital,Beginning of Year 122,300 142,000 187,100 7,200 Working Capital,End of Year $ 142,000 $ 187,100 $ 7,200 $ 222,500 G-24 ' CHANGES IN FINANCIAL POSITION GOLF FUND 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' Revenues Service Charges Retail Sales 11,700 10,400 11,000 12,000 Green Fees 257,900 251,100 268,000 281,000 Other Fees 33,200 27,400 32,000 24,700 Total Service Charges 302,800 288,900 311,000 317,700 ' Other Revenues Investment and Property Revenues 900 3,100 1,300 1,000 Total Revenues 303,700 292,000 312,300 318,700 ' Expenditures Operating Programs Leisure,Cultural&Social Services 322,900 405,600 352,800 368,300 General Government 101,500 104,500 113,700 117,100 Total Operating Programs 424,400 510,100 466,500 485,400 ' Capital Improvement Plan Projects 24,500 63,000 45,000 Total Expenditures 448,900 510,100 5299500 530,400 ' Other Sources(Uses) Operating Transfers In 172,700 218,700 189,100 216,300 Expenditure Savings Potential MOA Adjustments (4,600) Total Other Sources(Uses) 172,700 218,700 189,100 211,700 Revenues and Other Sources Over(under) Expenditures and Other Uses 27,500 600 (28,100) Working Capital,Beginning of Year 27,500 28,100 Working Capital,End of Year 27,500 $ 28,100 $ - $ - t 1 1 ' G-25 CHANGES IN FINANCIAL POSITION WHALE ROCK COMNIISSION 1999-00 2000-01 2001-02 2002-03 1 ACTUAL ACTUAL BUDGETED BUDGET Revenues , Service Charges Member Agency Contributions 1,289,100 458,200 477,700 447,300 Water Distribution Charges 75,200 94,800 320,000 320,000 Other Revenues 1,100 500 500 Total Service Charges 1,364,300 554,100 798,200 767,800 , Subventions&Grants 55,100 Other Revenues Investment and Property Revenues 57,300 58,800 22,800 22,800 Total Revenues 1,421,600 668,000 8219000 790,600 1 Expenditures Operating Programs Public Utilities 354,900 414,000 657,900 671,300 General Government 71,600 73,700_ 79,100 81,500 Total Operating Programs 426,500 487,700 737,000 752;800 Capital Improvement Plan Projects 146,300 688,600 620,800 53,000 Total Expenditures 572,800 1,176,300 1,3579800 805,800 Other Sources(Uses) ' Equity Transfer In Potential MOA Adjustments (12,100) ' Total Other Sources(Uses) (12,100) Revenues and Other Sources Over(Under) Expenditures and Other Uses 848,800 (508,300) (536,800) (27,300) Working Capital,Beginning of Year 416,700 1,265,500 757,200 220,400 Working Capital,End of Year 1,265,500 $757,200 $220,400 $193,106 1 G-26 , 1 (f. »S', y,y a, ♦� w' ������.""ir1z+:�� Sj1y&.'`.tSa,J 1.,-1'L"M1�. :R % u�'.�r .�ia��'Fl �. % En�'y"�'Yi�.a tt i- -7� �+!-� `� *i`:.pr�� hbd!ti�..�'��`.� ,iy`���J+f,�•7+,�8�,*Y ' w��� T4E"� P i7�+�1�: ..v S �r":43#$w�G„�M�� w-1i�'.'Y r Section H FINANCIAL & STATISTICAL TABLES r 1 1 r r r r r r FINANCIAL AND STATISTICAL TABLES ' OVERVIEW This section provides summaries that integrate the Staffing Summaries other Financial Plan sections as well as provide ' supplemental financial and statistical information. ■ Regular Positions by Department Generally, each schedule provides information for ■ Regular Positions by Function four fiscal years: last two completed fiscal years (1999-00 and 2000-01); and the two fiscal years ■ Temporary Full-Time Equivalents (FTE's) by covered by the 2001-03 Financial Plan (2001-02 and Function 2002-03). The following schedules are included in ' this section: Other Statistical and Financial Summaries Revenue and Expenditure Summaries ■ Appropriations Limit.History ' ■ Summary of Key Revenue Assumptions a Revenue and Expenditure Trends—Last Five Completed Fiscal Years ■ Revenues by Major Category and Source ■ Demographic and Statistical Summary ' ■ Total Expenditures by Type and Function Interfund Transactions ■ Reimbursement Transfers ■ Operating Transfers ■ H-1 FINANCIAL AND STATISTICAL TABLES SUMMARY OF KEY REVENUE ASSUMPTIONS i BACKGROUND , One of the key analytical tools developed during the 2001-03 Financial Plan process was a comprehensive five year , financial forecast for the General Fund. This forecast considered key revenue and expenditure projection factors such as population,increases in the consumer price index(CPI)and other growth factors. The trending of these key factors and their effect on revenues and expenditures for the past fifteen years provided an historical basis for the five year financial forecast. As part of the 2001-02 mid-year budget review process,the revenue assumptions included in the forecast were comprehensively reexamined based on actual results for 2000-01 as well as emerging trends at the mid-point of the year. ' Some major reductions were made at that time. The revenue projections reflected in this Financial Plan Supplement rely heavily on the projections of the five year forecast as revised at the mid-year budget review and current trending. 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),economic and fiscal information developed by the State Legislative Analyst and the State Department of Finance,and materials prepared by the ' League of California Cities and State Controller's Office. Ultimately,however,the revised 2001-03 revenue projections reflect the staffs best judgment about the performance of the local economy during the next year and how it will affect the City's General Fund revenues. Top Ten General Fund Revenues The following provides a brief description of the City's top ten General Fund revenues along with an overview of the , assumptions used in preparing 2002-03 revenue projections. These"top ten"revenues account for about 95%of total General Fund revenues. O Sales Tax The City receives I%from all taxable retail sales occurring in its limits. Grows by 3.5%in 2001-02 This is collected for the City by the State of California along with their Grows by 5.0%in 2002-03 component of the sales tax(5:25%for the State General Fund and I%for 1001-02 revenue $9.875.000 local transportation purposes,for a total sales tax rate in San Luis 2002-03 revenue $10.368.900 Obispo County of 7.25%). Based on year-to-date trends,this revenue of total revenue 31% source is projected to grow by 3.8%during 2001-02. For 2002-03,it is projected to grow by 5%which includes additional revenues from the , planned opening of a variety of new retail stores. © Property Tax Under Proposition 13 adopted in June of 1978,property taxes for general , Grows by 6.4%in 1001-02 purposes may not exceed 1%of market value. Property tax assessment, Grows by 5.0%in 1002-03 collection and apportionment are performed by the County. The City ' 2001-02 revenue $5,107,200 receives approximately 14%of the levy within its limits.Assessment 2002-03 revenue $5,362.600 increases to reflect current market value are allowed when property %of total revenue 16% ownership changes or when improvements are made;otherwise,increases in assessed value are limited to 2%annually. ' © Transient Occupancy Tax Transient occupancy taxes(TOT)are levied on all individuals occupying Decreases by 3.0%in 2001-02 their dwelling for 30 days or less. This is generally most applicable to Grows by 5.0%in 2002-03 room rentals at motels and hotels,although it is also applicable to other 2001-02 revenue $3,802.600 types of short term rentals. The TOT rate is 10%of the room rental rate. , 2001-03 revenue $3.992,700 Although the tax is collected for the City by the operators,it is a tax on %of total revenue 12% the occupant,not the hotel or motel.This revenue source grew by 9%in 2000-01. However,after September 11,2001,San Luis Obispo tourism H-2 FINANCIAL AND STATISTICAL TABLES SUMMARY OF KEY REVENUE ASSUMPTIONS has followed the national trend and has significantly declined. As such,the projected revenue for 2001-02 shows a decline of 3%from the prior year. For 2002-03, we anticipate some partial recovery of tourism and are projecting a 5% increase on the lower revenue base. ' © Utility Users Tax The City levies a 5%tax on all residences and businesses using the Grows by 2.4%in 2001-01 following utilities:telephone,electricity,natural gas,water and cable Grows by 4.0%in 2001-03 television. Although the tax is collected for the City by the utility 2001-01 revenue $3,506,400 companies, it is a tax on the user,not the utility. Based on year-to-date 2002-03 revenue $3,646,700 trends,this revenue source is projected to grow by 2.4%in 2001-02. %of total revenue 11% This is a decrease from the original 12.5%projection,as natural gas and electrical rates have not continued to increase as originally projected. For 2002-03,we continue to project a 4%increase based on long-term historical trends. ' 8 Vehicle In-Lieu Subvention Until 1998-99,the State levied vehicle license fees(VLF)in the amount Grows by 5.0%in 2001-02 of 2%of the market value of the motor vehicle in lieu of local property Grows by 5.0%in 2002-03 taxes. The State then allocated 81.25%of these revenues equally 2001-02 revenue $2,382,900 between cities and counties,apportioned based on population. The 2002-03 revenue $2502,000 ' State subsequently reduced this rate,but.made up the difference to local %oftotal revenue 7% agencies through the State General Fund. No reductions in State support for the "VLF backfill' are reflected in this support. Revenue for 2001-03 is projected to grow annually by 5%based on trends for the past ten years. Business Tax Certificates Anyone conducting business in the City is subject to a municipal Grows by 5.4%in 2001-02 business tax. The tax basis and rate are the same for all businesses:$50 Grows by 3.3%in 1001-03 per$100,000 of gross receipts(or one-twentieth of one percent). The tax 2001-02 revenue $1344.000 is not regulatory,and is only imposed for the purpose of raising general 2002-03 revenue 51387,600 _ purpose revenues. %of total revenue 4% O Franchise Fees Franchise fees are levied by the City on a variety of utilities at various Tax base grows by 7.3%in 2001-02 rates.The State sets franchise fees for utilities regulated by them(most Tax base grows by 4.0%in 2002-03 notably gas and electricity): 1%of gross sales or 2%of revenues 2001-02 revenue $1,300,000 attributable to their investment in infrastructure,whichever is greater.The 1001-03 revenue $1,352,000 City sets rates on a gross receipts basis for the following utilities: water ' %of total revenue 40Y. (2%);solid waste collection(6%);sewer(2%);and cable television(5%). 2001-02 revenue projection was increased based on higher cable and solid waste rates. However,cable revenue was reduced by the anticipated t loss of cable modem revenue. 2002-03 increase of 4%is based on historical trends during the past 5 years. ' Service Charges The City sets charges for a broad range of services in accordance with a Based on Comprehensive User comprehensive user fee cost recovery policy as set forth in Section B Fee Cost Recovery Policy (Policies and Objectives)of the Financial Plan. While no one fee category on its own accounts for more than 1%of total General Fund revenues, collectively service charges total$3.5 million, and account for 10%of General Fund.revenues. ' H-3 FINANCIAL AND STATISTICAL TABLES SUMMARY OF KEY REVENUE ASSUMPTIONS Development Review Fees Development review fees recover costs for planning,building& , 1001-02 revenues :1,667].40 safety,engineering and fire plan check services. Cost recovery for 2002-03 revenues these services is generally set at 100%of total costs. The key exceptions are fees for planning services,which are generally set at 45%of total costs. Based on the current construction market,we project development review fees will increase 3.8%in 2001-02, , over the 2000-01 levels. The 2002-03 revenue is based on an estimated reduction in the level of private sector construction. ® Recreation Fees Fees are charged for a wide variety of recreation activities including ' 2001-02 revenues $945,100 adult and youth athletics,classes, special events,facility rentals, 2002-03 revenues $988,700 aquatics,teen and senior services,at-risk youth programs,and before %of total revenue 3%; and after school programs. Specific cost recovery goals are set for ' each activity based on a general policy framework that cost recovery should be relatively high for adult-oriented programs,and relatively low for youth and senior programs. Overall,recreation fees recover , about 40%of total costs. Previous estimates for 2002-03 included an increase of$40,000 in adult sports related to fees helping to offset costs related to installing lights at two softball fields. This project ' has been delayed until 2003-04,reducing anticipated fee collection. Gi Other Fees Fees are also assessed for a wide range of public safety,transportation 200142 revenues $1,065,900 and general government services,including emergency medical 2002-03 revenues $765,200 services,fire service to Cal Poly,maintenance of State highways,and %o total revenue 2% financial services to the Central Coast Cities Self Insurance Joint Powers Authority. One-time increase in revenue from fire services to Excludes development impact fees Cal Poly is reflected in this current estimate. Special Revenue Funds The City maintains five special revenue funds: Downtown Association Fund,Community Development Block Grant (CDBG)Fund,Gas Tax Fund,Transportation Development Act(TDA)Fund(to account for the 2%required allocation of TDA funds for bicycle planning)and Law Enforcement Grant Fund. The following summarizes revenue assumptions for the two largest funds: Gas Tax and CDBG. ' • Gasoline Tag Subventions The State allocates a portion of gas tax revenues to cities under four Grows by 1.0%annually in 2001-03 distinct funding categories on a population basis totaling about$21.50 ' 2001-02 revenue $951,200 per capita. Gas tax revenues are restricted by the State for street purposes 2002-03 revenue $959,800 ' only(see Section B,Policies and Objectives-Revenue Distribution,for the City's policy regarding the use of gas tax revenues).They are projected to grow at 1.0%annually during 2001-03 based on estimated ' population growth. m Comm Dev Block Grant Community development block grant(CDBG)funds are allocated by the Based on Estimated Allocation federal government to eligible local agencies for housing and community 2001-02 revenue $1.998300 development purposes. Within general program guidelines to assure that 2002-03 revenue $996,200 ' federal program goals are being met,entitlement cities determine their own ' projects and priorities. (Note: The estimate for 2001-02 includes carry- over revenues from prior years.) H-4 FINANCIAL AND STATISTICAL TABLES ' SUMMARY OF KEY REVENUE ASSUMPTIONS Enterprise ' ' The City maintains six enterprise funds,which account for about 45%of the City's fiscal operations: water,sewer, creek&flood protection,parking,transit and golf. Comprehensive rate reviews and revenue requirement projections for the next four years were presented to the Council as part of the.2001-03 Financial Plan process for each of these Rinds. The following is a brief overview of enterprise fund revenue issues and the rate actions taken by the Council for 2001-03. These were revisited by the Council for 2002-03 as part of the Supplement process. o Water Fund Although the City will be embarking on an ambitious capital program ' 2001-02 revenue 59.689500 over the next five years,no rate increases are required for 2001-03. 2002-03 revenue $10,252,400 ' ■ Sewer Fund In order to continue supporting an adequate capital improvement plan 2001-02 revenue $7,921,900 and avoid large rate increases in the future,the Council approved 2001-03 revenue $8,100,800 a modest rate increase of 3%in 2002-03. ■ Creek and Flood Protection.Fund The Creek and Flood Protection Fund was initiated in 2002-03, 11001-02 revenue $0 prompted by persistent ongoing flood control problems and by federal 2002-03 revenue 5385,800 requirements to prevent pollution of waterways through storm water. As part of the phase-in strategy for this new fund,some level of General Fund subsidy in declining levels annually is expected through 2006-07. tWhile our initial plan was to make these fees effective July 1,2002,a recent court decision regarding similar fees in the City of Salinas is likely to result in deferring their implementation pending a fuller analysis of how this decision may affect them. ■ Parking Fund In accordance with previously adopted fiscal plans,no rate increases 1001-02 revenue $2,831,600 beyond those previously approved are required in 2001-03. 2001-03 revenue $3.612,800 o Transit Fund No fare increases are proposed in 2001-03. However,in order to meet 2001-02 revenue $4,190,600 State fare box recovery requirements(20%of operating costs),it is likely 2001-03 revenue. $2,430,900 that a fare box increase will be needed in 2003-04. ■ Golf Fund The Council approved modest increases of 25 cents per round 1001-02 revenue $312300 annually for 2002-03. Additionally, in accordance with adopted fiscal ' 2002-03 revenue $318,700 policies,the General Fund will subsidize this operation by$189,100 in 2001-02 and$216,300 in 2002-03. H-5 FINANCIAL AND STATISTICAL TABLES ' REVENUES BY MAJOR CATEGORY AND SOURCE 1 1999-00 2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGETED BUDGET Tax Revenues GENERALFUND , Sales&use tax General 9,283,400 9,516,400 9,875,000 10,368,800 Public safety(Proposition 172) 196,600 220,600 231,600 243,200 Property tax 4,501,300 4,799,800 5,107,200 5,362,600 Transient occupancy tax 3,582,700 3,920,200 3,802,600 3,992,700 ' Utility users tax 3,079,100 3,425,200 3,506,400 .3,646,700 Franchise fees 1,089,600 1,211,800 1,300,000 1,352,000 Business tax certificates 1,107,800 1,275,200 1,344,000 1,387,600 Real property transfer tax 158,300 198,000 175,000 175,000 Total Tax Revenues 22,998,800 24,567,200 25,341,800 26,528,600 Fines and Forfeitures Vehicle code fines 180,600 188,200 204,200 205,000 Other fines and forfeitures 97,600 88,500 90,900 99,000 Total Fines and Forfeitures 278,200 276,700 295,100 304,000 Investment and Property Revenues Investment earnings 900,400 1,156,700 700,000 600,000 Rents&concessions 50,300 43,800 36,700 34,600 Total Investment and Property Revenues 950,700 1,200,500 736,700 634,600 ' Subventions and Grants Motor vehicle in-lieu 2,130,900 2,297,700 2,382,900 2,502,000 Homeowners&other property taxes in-lieu 81,100 81,200 78,000 80,000 Other in-lieu taxes 43,300 44,100 45,100 46,000 FEMA reimbursement 1,300 282,500 SB 90 reimbursements 35,200 131,300 70,000 70,000 , Police training(POST) 83,200 60,300 80,000 80,000 Traffic Safety Grant 209,900 84,000 Local Law Enforcement 63,300 100,000 100,000 100,000 ERAF refund 115,300 152,700 ' Booking fee reimbursement 105,400 105,400 Other state&federal grants 2;400 13,100 107,200 5,000 Total Subventions and Grants 2,661,400 3,478,200 2,947,200 2,883,000 Service Charges Public Safety Police Services Accident reports 16,200 12,900 17,000 17,300 ' Alarm permits 78,900 74,600 80,000 81,600 DUI cost recovery 6,100 5,700 6,500 6,600 Second response fees 2,400 1,400 5,000 5,100 Booking fee reimbursements 17,600 23,500 17,000 17,300 Other police services 30,600 44,200 55,000 56,100 Fire Services ' Cal Poly fire services 109,000 111,700 168,000 135,000 Medical emergency recovery 86,600 116,800 118,800 122,400 Fire-safety/haz mat permits 48,300 93,900 119,700 102,300 Other fire services 153,800 128,200 263,900 102,000 ' H-6 S FINANCIAL AND STATISTICAL TABLES REVENUES BY MAJOR CATEGORY AND SOURCE 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET ' GENERALFUND Transportation Maintenance of state highways 23,600 23,700 25,000 25,000 Zone 9 reimbursements 124,100 67,000 100,000 Street services Development Review 1 Planning&zoning fees 329,400 340,000 324,500 334,200 Construction plan check&inspections 919,400 1,032,800 1,210,000 907,100 Infrastructure plan check& inspections 283,300 470,800 298,600 214,900 Encroachment permits 91,100 62,500 65,900 67,900 tFire plan check&inspections 122,100 138,700 225,000 143,300 Leisure,Cultural&Social Services Adult athletic fees 95,400 102,600 110,200 113,500 Youth athletic fees 17,700 21,300 24,600 41,600 Instruction fees 66,800 81,800 92,900 95,700 Special event fees 71,900 92,000 64,300 66,000 Rental&use fees 67,000 78,900 62,400 64;300 Children services 402,400 465700 426,200 438;200 Teens&seniors 16,000 19,200 23,000 23,500 Aquatics 124,000 140,800 138,100 142,400 Other recreation revenues 800 3,400 3,500 General Government Sales of publications 22,700 25,400 20,000 22,000 CCCJPA reimbursements 45,500 47,000 50,000 52,500 Other service charges 44,600 15,900 20,000 20,000 Total.Service Charges 3,417,300 3,839,000 4,135,000 3,421,300 Other Revenues Insurance refunds 10,200 668,800 Other revenues 41,700 47,100 50,500 50,000 i Total Other Revenues 51,900 715,900 50,500 50,000 Total General Fund $30,358,300 $34,077,500 $33,506,300 $331821,500 SPECIAL REVENUE FUNDS Downtown Association Fund Investment and Property Revenues 9,100 11,100 6,000 5,000 Service Charges 350,000 403,500 363,100 348,500 Total Downtown Association Fund 359,100 414,600 369,100 353,500 t Community Development Block Grant Fund Subventions and Grants 1,696,500 917,200 1,998,300 996,200 Gas Tax Fund Subventions and Grants 834,700 1,159,000 951,200 959,800 Transportation Development Act Fund Subventions and Grants 23,300 24,100 19,900 19,900 H-7 FINANCIAL AND STATISTICAL TABLES REVENUES BY MAJOR CATEGORY AND SOURCE , 1999-00 2000-01 2001-02 2002-03 , ACTUAL ACTUAL BUDGETED BUDGET SPECIAL REVENUE FUNDS Law Enforcement Grant Fund Investment and Property Revenues 23,500 22,600 14,000 Subventions and Grants 142,900 287,600 ' Service Charges 14,400 10,000 10,000 Total Law Enforcement Grant Fund 180,800 320,200 24,000 CAPITAL-OkOjEcT FUNDS , Capital Outlay Fund Subventions and Grants ' State of California Traffic safety grant 36,500 Surface transportation program(STIP/SLTPP) 8,500 1,628,000 Proposition 116 20,000 State SHA grant 217,300 2,484,500 664,000 State public safety CLETEP 65,000 State AB2928 ' Other state grants 5,000 138,400 37,000 Federal Government Highway and bridge rehabilitation and ' replacement(HBRR) 819,400 4,570,700 Transportation enhancement(TEA) 893,100 276,000 Other federal grants 69,400 Service Charges ' Zone 9 reimbursements 500,000 50,000 50,000 Other Revenues 60,800 Contributions 23,600 670,000 23,400 600,000 ' Total Capital Outlay Fund 830,900 1,783,600 9,756,100 1,540,000 Parkland Development Fund Investment and Property Revenues 23,100 47,800 20,000 20,000 ' Subventions and Grants 391,000 127,500 Service Charges Park in-lieu fees 2,600 184,800 20,000 5,000 ' Dwelling unit charge 186,900 5,100 5,000 5,000 Other Revenues 11,200 Total Parkland Development Fund 212,600 248,900 436,000 157,500 Transportation Impact Fee Fund ' Investment and Property Revenues 600 10,500 13,500 Subventions and Grants 186,000 Service Charges 258,000 610,000 500,000 410,000 1 Total Transportation Impact Fee Fund 258,000 610,600 696,500 423,500 Fleet.Replacement Fund Investment and Property Revenues 76,400 76,400 60,000 60,000 Other Revenues Sale of surplus property 48,600 8,700 40,000 40,000 Total Equipment Replacement Fund 125,000 85,100 100,000 100,000 ' H-8 FINANCIAL AND STATISTICAL TABLES REVENUES BY MAJOR CATEGORY AND SOURCE 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET CAPITALPROJECT • Open Space Protection Fund Investment and Property Revenues 13,400 36,200 14,000 14,000 Subventions and Grants 342,900 87,700 2,675,000 Service Charges 18,500 37,400 58,100 Other Revenues 6,300 105,800 Total Open Space Protection Fund 374,800 167,600 2,852,900 14,000 Airport Area Impact Fee Fund Investment and Property" Revenues 5,000 14,600 5,000 5;000 Service Charges _ _134,000 - 75,700_ Total Airport Area Impact Fee Fund 139,000 90,300 5,000 5,000 Affordable Housing Fund ' Investment and Property Revenues 8,200 6,000 3,000 Service Charges 193,700 235,500 Total Affordable Housing Fund 201,900 241,500 3,000 TOTAL-GOVERNMENTAL FUNDS $35,212,200 $39,961,200 $51,253,000 $38,417,900 1 H-9 FINANCIAL AND STATISTICAL TABLES REVENUES BY MAJOR CATEGORY AND SOURCE 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Water Fund Investment and Property Revenues 558,900 645,500 355,100 365,800 Subventions&Grants 28,100 1.15,100 5,000 Service Charges 8,792,400 8,154,500 9,188,600 9,757,200 Other Revenues 50,000 101,700 140,800 129,400 Total Water Fund 9,429,400 9,016,800 9,689,500 10,252,400 ' Sewer Fund Investment and Property Revenues 305,600 331,700 154,600 159,200 Subventions&Grants 151,400 15,400 Service Charges 6,969,400 7,026,500 7,767,300 7,941,600 Other Revenues 31,300 Total Sewer Fund 7,426,400 7,404,900 7,921,900 8,100,800 Creek and Flood Protection Fund Investment and Property Revenues Subventions&Grants 100,000 Service Charges 285,800 ' Other Revenues Total Creek and Flood Protection Fund 385,800 Parking Fund ' Fines and Forfeitures 446,900 488,300 634,300 591,000 Investment and Property Revenues 254;400 429,700 202,800 199,100 Service Charges 2,050,100 1,927,600 2,024,500 2,822,700 Total Parking Fund 2,751,400 2,845,600 2,861,600 3,612,800 Transit Fund Investment and Property Revenues 3,800 2,600 21600 Subventions and Grants 2,331,800 2,012,500 3,803,900 2,055,900 Service Charges 327,100 399,500 382,100 370,400 Other Revenues 5,000 2,500 2,000 2,000 Total Transit Fund 2,663,900 2,418,300 4,190,600 2,430,900 1 Golf Fund Investment and Property Revenues 900 3,100 1,300 1,000 Service Charges 302,800 288,900 311,000 317,700 ' Total Golf Fund 303,700 292,000 312,300 318,700 Whale Rock Commission Investment and Property Revenues 57,300 58,800 22,800 22,800 ' Subventions&Grants 55,100 Service Charges 1,364,300 553,000 798,200 767,800 Other Revenues 1,100 Total Whale Rock Commission Fund 1,421,600 668,000 821,000 790,600 Total Enterprise&Agency Funds $23,996,400 $22,645,600 $25,796,900 $25,892,000 TOTAL-ALL FUNDS $59,208,600 $62,606,800 $77,049,900 $64;309,900 H-10 ' FINANCIAL AND STATISTICAL TABLES TOTAL EXPENDITURES BY TYPE AND FUNCTION 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET OPERATING PROGRAM EXPENDITURES Public Safety 11,483,800 12,181,900 14,146,800 14.852,100 Public Utilities 7,674,700 6,557,800 8,387,300 8,549,700 Transportation 3,703,200 3,822,500 4,937,900 5,146,900 Leisure,Cultural&Social Services 4,295,000 4,701,400 5,463,800 5,524,300 Community Development 31437,100 3,962,800 4;731,700 4,397,600 General Government 6,429,300 6,525,800 7,456,900 _ _ 7,473,800 Total Operating Programs 37,023,100 37,752,200 45,144,400 45,944,400 CAPITAL IMPROVEMENT PLAN EXPENDITURES Public Safety 1,205,200 724,800 1,544,200 682,500 Public Utilities 3;477,700 4,871,900 23,494,100 3,183,000 Transportation 6,367,600 6,945,200 26;944,100 14,828,400 Leisure,Cultural&Social Services 3,334,000 1,735,200 8,540,400 1,058,000 Community Development 2,156,200 353,000 3,863,600 200,000 General Government 308,700 627,300 1,837,400 4,857,800 Total Capital Improvement Plan 16;849,400 15,257,400 66,223,800 24,809,700 DEBT SERVICE EXPENDITURES Public Safety 241,400 275,800 263,700 261,900 Public Utilities 3,021,900 3;346,900 3,294,500 .3,279,900 Transportation 1,078,500 1,089,500 1,031,000 1,453,700 Leisure,Cultural & Social Services 771,800 1,627,500 1,282,000 1,266,300 Community Development 1 General Government 11.0,200 109,6.00 110,100 _ 109,300. Total Debt Service 5,223,800 6,449,300 .5;981,300 6,371;100 TOTAL EXPENDITURES Public Safety 12,930,400 13,182,500 15,954,700 15,796,500 Public Utilities 14,174,300 14,776,600 35,175,900 15,012,600 ' Transportation 11,149,300 11,857,200 32,913,000 21,429,000 Leisure,Cultural &Social Services 8,400,800 8,064,100 15,286,200 7,848,600 Community Development 5,593,300 4,315,800 8,615,300 4,597,600 General Government 6,848,200 7.262,700 9,404,400 12,440,900 Total Expenditures 59,096,300 59,458,900 117,349;500 77,125,200 1 t H-II FINANCIAL AND STATISTICAL TABLES INTERFUND TRANSACTIONS - OPERATING TRANSFERS 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET General Fund ' Operating Transfers In Gas Tax Fund 834,700 852,300 951,200 959,800 TDA Fund 23,300 24,100 19,900 19;900 Law Enforcement Block Grant Fund 0 43,700 Transportation Impact Fee Fund 381,000 496,800 Total operating transfers in 1,239,000 1,373;200 1,014,800 979,700 Operating Transfers Out Downtown Association Fund (25,000) (22,600) Law Enforcement Block Grant Fund (142,500) (4,900) Capital Outlay Fund (5,301,400) (5,728,700) (4,333,400) . (2,584,800) ' Open Space Protection Fund (220,000) (402,500) (250,000) (200,000) Equipment Replacement Fund (400,000) (436,700) (461,700) (486,700) Debt Service Fund (1,209,000) (2,075,600) (1,716,000) (1,697,900) Creek&Flood Protection Fund (290,700) Golf Fund (172,700) (218,700) (189,100) (216,300) Total operating transfers out (7,328,100) (9,027,300) _ _ (6,955,100) (5,476,400) ' Total Operating Transfers (6,089,100) (7,654,100) (5,940,300) (4,496,700) Downtown Association Fund Operating Transfer In ' General Fund 25,000 22,600 Gas Tax Fund , Operating Transfer Out General Fund (834,700) (852,300) (951,200) (959,800) Capital Outlay Fund (306,700) (92,000) (92,000) Total operating transfers out (834,700) (1,159,000) (1,043,200) (1,051,800) Transportation Development Act Fund Operating Transfer Out General Fund (23,300) (24,100) (19,960) (19,900) Law Enforcement Block Grant Fund Operating Transfer In General Fund 142;500 4,900 Operating Transfer Out General Fund (43,700) Total operating transfers out 142,500 (38,800) 0 Capital Outlay Fund Operating Transfer In General Fund 5,301,400 5,728,700 4,333,400 2,584,800 Gas Tax Fund 306,700 92,000 92,000 , Total operating transfers in 5,301,400 6,035,400 4,425,400 2,6769800 H-12 FINANCIAL AND STATISTICAL TABLES INTERFUND TRANSACTIONS - OPERATING TRANSFERS ' 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET Open Space Protection Fund Operating Transfers In General Fund 220,000 402,500 250,000 200,000 Transportation Impact Fee Fund Operating Transfer Out General Fund (381,000) (496,800) Fleet Replacement Fund Operating Transfers In ' General Fund 400,000 436,700 461,700 486,700 Debt Service Fund ' Operating Transfer In General Fund 1,209,000 2,075,600 1,716,000 1,697,900 Creek&Flood Protection Fund Operating Transfer In General Fund 290,700 t Golf Fund Operating Transfer In General Fund 172,700 218,700 189,100 216,300 NET OPERATING TRANSFERS $0 $0 $0 $0 1 H-13 FINANCIAL AND STATISTICAL TABLES INTERFUND TRANSACTIONS -REIMBURSEMENT TRANSFERS 1999-00 2000-01 2001-02 2002-03 ACTUAL ACTUAL BUDGETED BUDGET General Fund (2,590,900) (2,657,700) (3,047,400) (3.045,400) Community Development Block Grant Fund 30,400 20,300 179,700 0 Enterprise and Agency Funds , Water 1,085,200 1,117,800 1,104,500 1,137,600 Sewer 771,900 795,100 986,400 969,000 Creek and Flood Protection 138,700 Parking 268,500 276,600 313,200 322,600 Transit 261,800 269,700 270,800 278,900 Golf 101,500 104,500 113,700 117,100 Whale Rock Commission 71,600 73,700 79,100 81,500 Total Enterprise and Agency Funds 2,560,500 2,637,400 2,867,700 3,045,400 NET REIMBURSEMENT TRANSFERS $0 $0 $0 $0 1 Summary of Purpose of 2001-031 All of the City's General Government and CIP Project 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 2001-03,the following is a summary of total general government,CIP project engineering and facility use costs,and the percentage level supported by the General.CDBG,Enterprise and Agency Funds: 2001-02 2002-03 General Government Programs City Council 141,500 161,000 General Administration City Administration 538,300 509,700 Public Works Administration 607,800 609,000 Transportation Planning&Engineering 374,800 420,500 ' Parks&Recreation Administration 491,200 497,100 Legal Services 340,000 352,100 City Clerk Services 423,500 437,100 Organizational Support Services Finance,Human Resources,Information Systems,and Geodata Services 3,095,400 2,870,100 Risk Management and Insurance Expenditures 708,500 882.700 ' Radio Communications Services 176,000 155,300 Other Support Services(telephones,copiers,etc) 304,000 357,600 Buildings and Vehicle Maintenance 1,297,900 1,294,500 Total General Government Programs 8,498,900 8,546,700 CIP Project Engineering Program 1,113,900 1,136,500 Facilities and Equipment Use 2,912,400 2,999,800 Total Reimbursed Programs 12;525,200 12,683,000 Percent Funded By General Fund 75% 76% Community Development Block Grant Fund 1% 0% Enterprise and Agency Funds 23% 24% ' Total Reimbursed Programs 100% 100% H-14 ' FINANCIAL AND STATISTICAL TABLES AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 1999-00 2000-01 2001-02 2002-03 ACTUAL BUDGETED BUDGET BUDGET ADMINISTRATION City Administration 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 1.0 1.0 1.0 1.0 CAO Executive Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 0.4 0.4 0.4 0.4 Natural Resource Protection Natural Resources Manager 1.0 1.0 1.0 1.0 City Biologist 0.0 1.0 1.0 1.0 Administrative Assistant 0.3 0.3 0.3 0.3 Economic Development Economic Development Manager 1.0 1.0 1.0 1.0 Administrative Assistant 0.3 0.3 0.3 0.3 Total Administration 7.0 8.0 8.0 8.0 CITY ATTORNEY City Attorney 1.0 1.0 1.0 1.0 Assistant City Attorney 1.0 1.0 1.0 1.0 Legal Assistant/Paralegal 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 Administrative Assistant 2.0 2.0' 2.0 2.0 Total City Clerk 4.0 4.0 4.0 4.0 HUMAN RESOURCES Director of Human Resources 1.0 1.0 1.0 1.0 Human Resources Analyst 1.0 1.0 1.0 1.0 Risk Manager 1.0 1.0 1.0 1.0 HR Executive Assistant 1.0 1.0 1.0 1.0 Human Resources Technician 1.0 1.0 1.0 1.0 Total Human Resources 5.0 5.0 5.0 5.0 FINANCE Director of Finance/City Treasurer 1.0 1.0 1.0 1.0 Accounting Manager 1.0 1.0 1.0 Lo Revenue Manager 1.0 1.0 1.0 1.0 Information Systems Manager 1.0 1.0 1.0 1.0 Accounting Supervisor 1.0 1.0 1.0 1.0 Customer Services Supervisor 1.0 1.0 1.0 1.0 Information Systems Teclinician 3.0 4.0 4.0 4.0 Accounting Assistant 8.0 8.0 8.0 8.0 Administrative Assistant 1.0 1.0 1.01.0 Total Finance 18.0 19.0 19.0 19.0 t H-15 FINANCIAL AND STATISTICAL TABLES AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 1999-00 2000-01 2001-02 2002-03 ' ACTUAL BUDGETED BUDGET BUDGET COMMUNITY DEVELOPMENT ' Administration Community Development Director 1.0 1.0 1.0 1.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 3.0 3.0 3.0 3.0 Long Range Planning Deputy Director 0.0 1.0 1.0 1.0 , Long Range Planning Manager 1.0 0.0 0.0 0.0 Planning Technician 1.0 1.0 1.0 1.0 Associate Planner 3.0 3.0 3.0 3.0 Development Review ' Deputy Director 0.0 1.0 1.0 1.0 Development Review Manager 1.0 0.0 0.0 0.0 Associate Planner 2.0 2.0 2.0 2.0 ' Building &Safety Building Official 1.0 1.0 1.0 1.0 Building Permit Coordinator 1.0 1.0 1.0 1.0 Building Inspector 3.0 2.0 2.0 2.0 Plans Examiner 0.0 1.0 1.0 1.0 Code Enforcement Coordinator 1.0 1.0 1.0 1.0 ' Total Community Development 19.0 19.0 19.0 19.0 PARKS AND RECREATION , Parks&Recreation Director 1.0 1.0 1.0 1.0 Recreation Manager 2.0 2.0 2.0 2.0 Recreation Supervisor 4.0 4.0 4.0 4.0 Recreation Coordinator 2.0 2.0 2.0 2.0 Park Ranger 0.0 1.0 1.0 1.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Office Assistant 1.0 1.0 1.0 1.0 Golf Course Supervisor 1.0 1.0 1.0 1.0 Maintenance Worker 2.0 2.0 2.0 2.0 ' Total Parks and Recreation 14.0 15.0 15.0 15.0 PUBLIC WORKS ' Administration Director of Public Works 1.0 1.0 1.0 1.0 Deputy Director of Public Works 1.0 1.0 1.0 1.0 Administrative Analyst 1.0 1.0 1.0 1.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 3.0 3.0 3.0 3.0 Office Assistant 0.5 0.5 0.5 0.5 GeoData Services GIS Manager 1.0 1.0 1.0 1.0 GIS Specialist 0.0 2.0 2.0 2.0 Engineering Technician 2.0 0.0 0.0 0.0 H-16 , FINANCIAL AND STATISTICAL TABLES 1 AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 1999-00 2000-01 .2001-02 .2002-03 ACTUAL BUDGETED BUDGET BUDGET CIP Project Engineering Deputy Public Works Director/City Engineer 1.0 1.0 1.0 1.0 Principal Civil Engineer 0.0 1.0 1.0 1.0 Civil Engineer 3.0 0.0 0.0 0.0 Associate Engineer 0.0 3.0 3.0 3.0 Assistant Engineer 0.0 1.0 1.0 1.0 Engineering Technician 3.0 3.0 3.0 3.0 Engineering Assistant 2.0 0.0 0.0 0.0 Field Engineering Supervisor 1.0 1.0 1.0 1.0 Field Engineering Assistant 1.0 1.0 2.0 2.0 Public Works Inspector 2.0 2.0 2.0 2.0 Transportation and Engineering Development Review Engineering Development Review Supervising Civil Engineer 1.0 1.0 1.0 1.0 Principal Civil Engineer 0.0 1.0 1.0 1.0 Assistant Engineer 0.0 1.0 1.0 1.0 tEngineering Assistant 2.0 0.0 0.0 0.0 Transportation Planning&Engineering Principal Transportation Planner 1.0 1.0 1.0 1.0 Traffic Engineer 1.0 0.0 0.0 0.0 Associate Transportation Engineer 0.0 1.0 1.0 1.0 Transportation Associate 0.0 1.0 1.0 1.0 Transportation Assistant 1.0 1.0 1.0 1.0 Parking Parking Manager 1.0 1.0 1.0 1.0 1 Lead Parking Attendant 1.0 1.0 1.0 1.0 Parking Enforcement Officer 2.0 2.0 2.0 2.0 Parking.Meter Repair 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 1.0 1.0 1.0 1.0 Streets and Flood Protection Streets Supervisor 2.0 2.0 2.0 2.0 Heavy Equipment Operator 3.5 3.5 3.5 3.5 Signal Maintenance Electrician 1.0 1.0 1.0 1.0 Maintenance Worker 6.0 7.0 7.0 6.0 Creek&Flood Protection Engineering Associate 1.0 Maintenance Worker 1.0 Parks &Trees Arborist 1.0 1.0 1.0 1.0 Parks Supervisor 2.0 2.0 2.0 2.0 Tree Trimmer 2.0 2.0 2.0 2.0 ' Parks Maintenance Technician 1.0 1.0 1.0 1.0 Maintenance Worker 8.0 8.0 8.0 8.0 t H-17 FINANCIAL AND STATISTICAL TABLES AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 1 1999-00 2000-01 2001-02 2002-03 ACTUAL BUDGETED BUDGET BUDGET Equipment t Supervising Mechanic 1.0 1.0 1.0 1.0 Heavy Equipment Mechanic 2.5 2.5 2.5 2.5 Building and Swim Center Maintenance Building Maintenance Supervisor 1.0 1.0 1.0 1.0 Building Maintenance Technician 2.0 3.0 3.0 3.0 Maintenance Worker 3.0 3.0 3.0 3.0 ' Janitor 1.0 0.0 0.0 0.0 Total Public Works 74.5 76.5 77.5 78.5 UTELrMS Administration and Engineering Utilities Director 1.0 1.0 1.0 1.0 Utilities Engineer 1.0 1.0 1.0 1.0 t Water Projects Manager 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 Office Assistant 0.5 0.5 0.8 0.8 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 Treatment Plant Operator 6.0 6.0 6.0 6.0 Treatment Plant Maintenance Technician 1.0 1.0 1.0 1.0 Laboratory Analyst 0.2 0.2 0.3 0.3 Laboratory Technician 0.0 0.0 0.0 0.0 Water Supply Operator 2.0 2.0 2.0 2.0 ' Utility Worker 7.0 7.0 7.0 7.0 Water Service Worker 3.0 3.0 3.0 3.0 Utilities Conservation Coordinator 1.0 1.0 1.0 1.0 Utilities Conservation Technician 2.0 2.0 2.0 2.0 Wastewater Services Wastewater Division Manager 1.0 1.0 1.0 1.0 ' Treatment Plant Supervisor 1.0 1.0 1.0 1.0 Wastewater Collection Supervisor 1.0 1.0 1.0 1.0 Industrial Waste Coordinator 1.0 1.0 1.0 1.0 Industrial Waste Inspector 1.0 1.0 1.0 1.0 Pretreatment Technician 0.0 0.0 0.0 0.0 Water Reclamation Operator 8.0 8.0 8.0 8.0 Maintenance Technician 2.0 2.0 2.0 2.0 ' Laboratory Analyst 1.8 1.8 2.7 2.7 Utility Worker 6.0 6.0 6.0 6.0 Maintenance Worker 1.0 1.0 1.0 1.0 ' Total Utilities 56.5 56.5 57.8 57.8 H-18 ' FINANCIAL AND STATISTICAL TABLES AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 1999-00 2000-01 2001-02 2002-03 ACTUAL BUDGETED BUDGET BUDGET t POLICE Sworn Positions Police Chief 1.0 1.0 1.0 1.0 ' Captain 2.0 2.0 2.0 2.0 Police Lieutenant 4.0 4.0 4.0 4.0 Police Sergeant 8.0 8.0 8.0 8.0 Police Officer 44.0 46.0 46.0 46.0 Non-Sworn Positions Public Safety Information System Coordinator 1.0 1.0 1.0 1.0 Neighborhood Services Manager 1.0 1.0 1.0 1.0 ' Neighborhood Services Technician 0.0 0.0 0.0 0.0 Communications Manager 1.0 1.0 1.0 1.0 Communications Technician 11.0 12.0 12.0 12.0 t Evidence Technician 1.0 1.0 1.0 1.0 Field Service Technician 3.0 3.0 3.0 3.0 Records Supervisor 1.0 1.0 1.0 1.0 Records Clerk 4.5 4.5 4.5 4.5 Management Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 2.0 2.0 2.0 2.0 Maintenance Worker 1.0 1.0 1.0 1.0 Total Police 86.5 89.5 89.5 89.5 FIRE Sworn Positions Fire Chief 1.0 1.0 1.0 1.0 ' Battalion Chief 3.0 3.0 3.0 3.0 Fire Captain 12.0 12,0 12.0 12.0 Fire Engineer 15.0 15.0 15.0 15.0 ' Firefighter 14.0 14.0 15.0 15.0 Non-Sworn Positions Fire Marshal 1.0 1.0 1.0 1.0 Plan Check Inspector 1.0 0.0 0.0 0.0 Fire Inspector 1.0 2.0 2.0 2.0 Fire Protection Engineer 1.0 0.0 0.0 0.0 Hazardous Materials Coordinator 0.0 1.0 1.0 1.0 Radio Communications Technician 1.0 1.0 1.0 1.0 Fire Vehicle Mechanic 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 1 Administrative Secretary 1.0 1.0 1.0 1.0 Office Assistant 1.0 1.0 1.0. 1.0 Total Fire 54.0 54.0 55.0 55.0 TOTAL REGULAR POSITIONS 341.5 349.5 _ 352.8 353.8 1 ' H-19 FINANCIAL AND STATISTICAL TABLES AUTHORIZED REGULAR POSITIONS BY FUNCTION ' 1999-00 2000-01 2001-02 2002-03 ' ACTUAL BUDGETED BUDGET BUDGET PUBLIC SAFETY ' Police Protection 86.5 89.5 89.5 89.5 Fire and Environmental Safety 54.0 54.0 55.0 55.0 Total Public Safety 140.5 1435 1445 144.5 ' PUBLIC UTILITIES Water Service 26.8 26.8 27.1 27.1 ' Wastewater Service 26.0 26.0 27.0 27.0 Whale Rock Reservoir 3.7 3.7 3.7 3.7 Total Public Utilities 56.5 56.5 57.8 57.8 ' TRANSPORTATION Streets and Flood Control 12.5 13.5 13.5 12.5 * Creek&Flood Protection ').0 ' Transportation Planning 3.0 4.0 4.0 4.0 Parking 7.0 7.0 7.0 7.0 Municipal Transit System 1.0 1.0 1.0 1.0 1 Total Transportation 23.5 25.5 25.5 26.5 LEISURE,CULTURAL &SOCIAL SERVICES , Recreation Programs 11.0 12.0 12.0 12.0 Maintenance Services 15.0 15.0 15.0 15.0 Golf Course Operations and Maintenance 3.0 3.0 3.0 3.0 , Total Leisure,Cultural&Social Services 29.0 30.0 30.0 30.0 COMMUNITY DEVELOPMENT Planning 13.0 13.0 13.0 13.0 ' Natural Resource Protection 1.3 2.3 2.3 2.3 Economic Development 1.3 1.3 1.3 1.3 Building and Safety 6.0 6.0 6.0 6.0 1 Engineering-Development Review 3.0 3.0 3.0 3.0 CIP Project Engineering 13.0 13.0 14.0 14.0 Total Community Development 37.6 38.6 39.6 39.6 ' GENERAL GOVERNMENT City Administration 4.4 4.4 4.4 4.4 1 Public Works Administration 7.5 7.5 7.5 7.5 GeoData Services 3.0 3.0 3.0 3.0 Legal Services 3.0 3.0 3.0 3.0 ' City Clerk Services 4.0 4.0 4.0 4.0 Personnel Programs 5.0 5.0 5.0 5.0 Finance Programs 18.0 19.0 19.0 19.0 Building Operations &Maintenance 6.0 6.0 6.0 6.0 ' Vehicle&Equipment Maintenance 3.5 3.5 3.5 3.5 Total General Government 54.4 55.4 55.4 55.4 TOTAL REGULAR POSITIONS 3415 3495 352.8 353.8 ' * New program effective 711/j02 previously accounted for as part of Street Program H-20 FINANCIAL AND STATISTICAL TABLES TEMPORARY FULL-TIME EQUIVALENTS (FTE'S) BY FUNCTION 1999-00 2000-01 2001-02 2002-03 ACTUAL BUDGETED BUDGET BUDGET t PUBLIC SAFETY Police Protection 1.6 1.6 3.4 3.4 Fire and Environmental Safety 1.6 1.6 1.6 1.6 Total Public Safety 3.2 3.2 5.0 5.0 PUBLIC UTILITIES ' Water Service Wastewater Service 0.0 0.5 0.0 0.0 Whale Rock Reservoir 0.4 0.4 0.0 0.0 ' Total Public Utilities 0.4 0.9 0.0 0.0 TRANSPORTATION ' Transportation Planning Streets 3.4 3.4 3.4 3.3 " Creek&Flood Protection 0.1 ' Parking 5.3 5.3 5.8 7.0 Total Transportation 8.7 8.7 9.2 10.4 ' LEISURE,CULTURAL&SOCIAL SERVICES Recreation Programs 48.0 49.3 56.7 56.7 Maintenance Services 4.9 4.9 4.9 4.9 Golf Course Operations and Maintenance 3.0 3.0 3.0 3.0 Total Leisure,Cultural&Social Services 55.9 57.2 64.6 64.6 COMMUNITY DEVELOPMENT Planning 2.0 2.0 2.0 2.0 Engineering 0.8 0.8 0.8 0.8 Downtown Association 3.3 3.3 3.3 3.3 ' Total Community Development 6.1 6.1 6.1 6.1 GENERAL GOVERNMENT ' City Administration 0.5 0.5 0.2 0.2 Public Works Administration 0.3 0.3 0.3 0.3 City Clerk Services 0.3 0.3 0.8 0.8 ' Human Resources 0.1 0.1 0.4 0.4 Risk Management 0.5 0.5 0.5 0.5 Finance-Accounting 0.3 0.3 0.4 0.4 ' Finance-Information Systems 0.5 0.5 0.5 0.5 GeoData Services 0.4 0.4 0.4 0.4 Building Operations&Maintenance 1.0 1.0 0.0 0.0 Total General Government 3.9 3.9 3.5 3.5 TOTAL TEMPORARY FTE'S 78.2 80.0 8&4 89.6 ' New program effective 7/1/j02 previously accounted for as part of Street Program ' H-21 FINANCIAL AND STATISTICAL TABLES ' APPROPRIATIONS LIMIT HISTORY The Gann Spending Limit Initiative,a State constitutional 1 Appropriations Limit: 1979 to 2003 amendment adopted by the voters on June 6, 1979,restricts appropriations from tax revenues by State and local governments. sao,000,000 Under its provisions,no local agency can appropriate proceeds of taxes in excess of its"appropriations limit." Excess funds may $30,000,000 be carried over into the next year. However,any excess funds remaining after the second year must be returned to taxpayers by reducing tax rates or fees;or a majority of the voters may approve $20.000.000 an override to increase the limit. $10.000.000 ' The following summarizes changes in the City's appropriations limit and appropriations subject to the limit since the effective date of the initiative. While there are exceptions,in general,the City's appropriations limit increases annually by compound changes in = m m m cost-of-living and population. This summary also reflects changes Fiscal Year Ending made by Proposition 111 (adopted in June 1990)in determining -Appropriations Limit ®Appropriations Subject to Limit ' the appropriations limit as well as the appropriations subject to it. Cost-of-Living Population Appropriations Appropriations Fiscal Year Limit Base Factor Factor Limit Subject to Limit Variance 1978-79 $8,018,200 $8,018,200 ' 1979-80 $8,018,200 10.17% -0.34% 8,803,600 $6,189,700 2,613,900 1980-81 8,803,600 12.11% 0.52% 9,921,000 51795,500 4,125,500 ' 1981-82 9,921,000 9.12% 1.03% 10,937,300 8,296,800 2,640,500 1982-83 10,937,300 6.79% 2.59% 11,982,500 8,247,800 3,734,700 1983-84 11,982,500 2.35% 1.42% 12,438,200 9,414,900 3,023,300 ' 1984-85 12,438,200 4.74% 2.13% 13,305,300 10,356,500 2,948,800 1985-86 13,305,300 3.74% 2.04% 14,084,500 11,451,800 2,632,700 1986-87 14,084,500 2.30% 2.97% 14,836,300 13,081,800 1,754,500 Pre-Proposition 111 1987-88 14,836,300 3.04% 0.71% 15,395,900 14,411,700 984,200 1988-89 15,395,900 3.93% 4.10% 16,657,000 15,223,500 1,433,500 ' 1989-90 16,657,000 4.98% 2.93% 17,998,800 16,753,800 1,245,000 Post-Proposition 111 1987-88 14,836,300 3.47% 2.93% 15,800,900 14,411,700 1,389,200 ' 1988-89 15,800,900 4.66% 4.10% 17,215,200 15,223,500 1,991,700 1989-90 17,215,200 5.19% 3.92% 18,818,600 16,691,800 2,126,800 1990-91 18,818,600 4.21% 4.59% 20,511,000 15,005,400 5,505,600 1991-92 20,511,000 4.14% 3.04% 22,009,500 14,911,100 7,098,400 ' 1992-93 22,009,500 -0.64% 1.00% 22,087,300 18,094,900 3,992,400 1993-94 22,087,300 2.72% 1.86% 23,110,100 15,215,000 7,895,100 1994-95 23,110,100 0.71% 1.40% 23,600,000 16,778,400 6,821,600 1995-96 23,600,000 4.72% 1.60% 25,109,300 15,530,800 9,578,500 1996-97 25,109,300 4.67% 2.31% 26,889,000 16,825,500 10,063,500 1997-98 26,889,000 4.67% 2.06% 28,724,500 17,513,200 11,211,300 1998-99 28,724,500 4.15% 2.70% 29,671,300 17,291,800 12,379,500 ' 1999-00 29,671,300 4.53% 2.28% 31,717,100 18,030,500 13,686,600 2000-01 31,717,100 4.91% 2.46% 34,093,000 18,802,000 15,291,000 2001-02* 34,093,000 7.82% 1.60% 37,347,300 23,324,300 14,023,000 ' 2002-03 * 37,347,300 0.33% 1.80% 38,144,700 25,040,000 13,104,700 'Appropriations subject to limit are estimates for these years. H-22 ' ' FINANCIAL AND STATISTICAL TABLES ' REVENUE AND EXPENDITURE TRENDS - LAST FIVE COMPLETED YEARS ' 1996-97 1997-98 1998-99 1999-00 2000-01 Includes all governmental fund types ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL REVENUES Taxes Sales and use 6,996,600 7,708,100 8,272,600 9,480,000 9,737,000 Property 3,873;500 3,966,300 4,169,300 4,501,300 4,799,800 Utility users 2,828,200 2,991,400 2,943,400 3,079,100 3,425,200 ' Transient occupancy 2,845,300 3,002,900 3,256,800 3,582,700 3,920,200 Franchise fees 841,000 889,900 883,900 1,089,600 1,211,800 Business tax certificates 905,900 1,069,600 1,041,500 1,107,800 1,275,200 Real property transfer 101,900 135,500 167,200 158,300 198,000 Total Taxes 18,392,400 19,763,700 20,734,700 22,998,800 24,567,200 Fines and Forfeitures 131,800 118,100 239,400 278,200 276,700 Investment and Property Revenues 689,700 973,900 671,000 1,077,700 1,410,700 Subventions and Grants 4,357,800 5,320,500 5,786,600 5,866,100 6,811,900 Service Charges 3,347,800 3,410,400 4,437,400 4,867,300 5,205,500 Other Revenues 1,702,900 1,276;300 290,600 124,100 1,481,100 ' Total Revenues 28,622,400 30,862,900 32,159,700 35,212,200 39,753,100 EXPENDITURES Operating Programs Public Safety 10,546,500 10,389,200 11,146,400 11,483,800 12,181,900 Transportation 1,989,400 1,670,100 1,890,000 1,501,100 1,659,700 ' Leisure,Cultural&Social Services 3,392,600 3,358,800 3,558,200 3,972,100 4,295,800 Community Development 2,736,400 3,020,500 3,444,100 3,437,100 3,962,800 General Government 3,259,600 3,065,000 3,427,100 31868,800 3,888,400 Total Operating Programs 21,924;500 21,503,600 23,465,800 24,262,900 25,988,600 Capital Outlay 5,944,800 7,442,400 6,240,500 11,576,400 9,253,200 Debt Service 1,312,600 1,311,100 1,346,500 1,505,000 2,395,700 1 Total Expenditures 29,181,900 30,257,100 319052,800 37,3449300 379637,500 OTHER SOURCES(USES) Operating Transfers In(Out) (54,500) (92,500) (127,800) (172,700) (218,700) Proceeds from Debt Financings 800,500 6,992,400 313,300 Total Other Sources(Uses) (54,500) (92,500) 672,700 6,819,700 9476 Excess of Revenues&Sources Over(Under)Expenditures &Uses (614,000) 513,300 1,779,600 4,687,600 2,210,200 Fund Balance,Beginning of Year 14,595,400 13,981,400 14,494,700 16,274,300 20,961,900 ' Fund Balance,End of Year General Fund 6,363,600 8,126,800 7,448,400 7,970,100 9,069,300 Special Revenue Funds 20,700 20,100 20,100 69,200 219,600 ' Capital Outlay Funds 6,278,500 5,029,200 7,487,200 11,190;800 12,151,400 Debt Service Fund 1,318,600 1,318,600 1,318,600 1,731,800 1,731,800 Total-All Governmental Funds $13;981,400 $14,494,700 $16,274,300 $20,961,900 $23,172,100 H-23 FINANCIAL AND STATISTICAL TABLES DEMOGRAPHIC AND STATISTICAL SUMMARY LOCATION 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 Chartered May 1, 1876 ' POPULATION(JANUARY 1, 2002) PHYSICAL SIZE 44,426 11.0 Square Miles 1 Public Safety 2000-01 ' Fire Sworn personnel........................................................... 45 46 46 Number of fire stations.................................................. 4 4 4 ' Police sworn personnel....................................................... 61 61 61 Public Utilities Water services Sources of supply(acre feet) Whale Rock Reservoir capacity(City share)................................................................. 22,380 Salinas Reservoir capacity............................................................................................. 23,300 ' Groundwater(acre feet pumped calendar year 2000).................................................... 266 Estimatedmiles of main line.................................................................................................. 287 Customer accounts............................................................................................................... 11,500 Wastewater services Treatment plant capacity(million gallons per day)................................................................. 5.1 Average daily plant flows(million gallons per day)............................................................... 4.1 Estimated miles of sewer line................................................................................................. 126 ' Streets and Flood Protection Estimated miles of paved streets.................................................................................................. 120 Intersections with traffic signals........................................................................................................... 49 Street lights operated&maintained............................................................................................ 2,165 ' Estimated miles of creekbed maintained..................................................................................... 29 1 SERVICES PROVIDED BY OTHER AGENCIES Public elementary and secondary schools............................ San Luis Coastal Unified School District t 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-24 9'' �(x X"a� Ytii}n i> •,� ti� r, r Section I BUDGET REFERENCE MATERIALS e 1 BUDGET REFERENCE MATERIALS ' MAJOR PREPARATION GUIDELINES 1 Complementing the general budget policies Financial provided in Section B are a number of major policy documents that also guide the preparation and ■ General Fund Five-Year execution of the City's Financial Plan. A brief Fiscal Forecast: 2001-2006 narrative summary for each of the following ■ Financial Management Manual documents is provided in this section of the 2001-03 ■ Investment Management Plan Financial Plan: ■ Revenue Management Manual ■ Cost Allocation Plan Citywide Policy Documents ■ Monthly and Quarterly Financial Reports ■ Comprehensive Annual Financial Report ■ City Charter (CAFR) ' ■ Municipal Code ■ City Council Policies and Procedures Manual The following materials are included in this section ■ City Code of Ethics of the 2001-03 Financial Plan to facilitate the ' ■ General Plan reader's understanding of the Financial Plan ■ Conceptual Physical Plan for the City's Center document and preparation process: ■ Facilities Master Plan: 1988-2010 ■ Budget Glossary. Defines terms that may be Utilities used in a manner unique to public finance or the City's budgetary process in order to provide a ' ■ Urban Water Management Plan common terminology in discussing the City's ■ Wastewater Management Plan financial operations. Transportation ■ Major Preparation Guidelines and Budget Calendar. Describes the steps, procedures, and ■ Short-Range Transit Plan calendar used in developing and documenting ■ Parking Management Plan the 2001-03 Financial Plan. ■ Pavement Management Plan ■ Bicycle Transportation Plan ■ Budget Resolution. Provides the resolution ■ Flood Management Policy adopted by Council approving the 2001-03 ' Financial Plan and 2001-03 Budget. Leisure,Cultural& Social Services ■ Parks and Recreation Master Plan ` " ��"' ='�' '`��°} x�.r.t y` � ` '�- �''-`-• Administrative ' The 2001-03 Financial Plan Supplement includes ■ Information Technology Master Plan the resolution adopted by the Council approving ■ Property Management Manual the Supplement and 2002-03 Budget ■ Public Art Policy ■ Fleet Management Program ■ Goals and Objectives Reporting System ■ Risk Management Manual ' I-1 RESOLUTION NO. (2002 Series) ' A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO APPROVING AMENDMENTS TO THE 2001-03 FINANCIAL PLAN AND ' APPROPRIATING FUNDS FOR FISCAL YEAR 2002-03 WHEREAS, the Council adopted the 2001-03 Financial Plan on June 19, 2001 which ' established comprehensive financial and policy guidelines for fiscal years 2001-02 and 2002-03; and WHEREAS, the 2001-03 Financial Plan included appropriations for fiscal year 2002-03; ! and WHEREAS, the Council has reviewed proposed changes to the 2001-03 Financial Plan to ! be effective for fiscal year 2002-03 after holding budget workshops and noticed public hearings; and WHEREAS, the City Administrative Officer has submitted the 2001-03 Financial Plan Supplement and Preliminary 2002-03 Budget to the Council for their review and consideration. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of San Luis Obispo hereby adopts the budget for fiscal year 2002-03 in the amount of$77,125,200. Upon motion of seconded by ' and on the following roll call vote: AYES: NOES: ' ABSENT: the foregoing resolution was adopted this 18th day of June 2002. ' Mayor Allen Settle ATTEST: ! City Clerk ! APPROVED AS TO FORM: ! City Attorney ! ! I-2 !