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07/01/2003, - 2003-05 FINANCIAL PLAN PRELIMINARY
1 city o sAn tUIS OBISPO t""firms +�4 Q1 . CW • ` x°'34 � Q Damon Garcia Sports Fields Keeping SLO Green with Recycled Water •a Preliminary 2003 -05 FINANCIAL PLAN Approved 2003-04 Budget July 1, 2003 1 city osan tuis 0131, s o 1 p 1 1 DAVID F.ROMERO,MAYOR . CHRISTINE MULHOLLAND.,VICE MAYOR . JOHN EWAN,COUNCIL MEMBER KEN SCHWARTZ, COUNCIL MEMBER ALLEN K. SETTLE, COUNCIL MEMBER 1 Ken Hampian,City Administrative Officer 1 Prepared by the Department of Finance Bill Statler, Director of Finance/City Treasurer 1 Carolyn Dominguez, Accounting Manager I I 2003 -05 FINANCIAL PLAN Approved 2003-04 Budget 2003 July' 2003 REPORT PRODUCTION AND ANALYSIS ' Budget Review Team Carolyn Dominguez, Accounting Manager Wendy George, Assistant City Administrative Officer ' Karen Jenny,Interim Director of Human Resources Betsy Kiser,Principal Administrative Analyst Bill Statler, Director of Finance/City Treasurer ' CIP Review Committee Carolyn Dominguez, Accounting Manager , Betsy Kiser, Principal Administrative Analyst Paul LeSage, Director of Parks & Recreation Deb Linden, Police Chief Mike McCluskey,Director of Public Works John Mandeville, Director of Community Development John Moss, Utilities Director Bill Statler, Director of Finance/City Treasurer Jay Walter, City Engineer Department of Finance Staff Carolyn Dominguez, Accounting Manager Ella Goven, Administrative Assistant 1 Teri Maa, Information Systems Manager Debbie Malicoat, Accounting Supervisor Jodi Polk, Customer Services Supervisor Bill Statler, Director of Finance/City Treasurer Department Fiscal Officers Sue Baasch, Utilities Betsy Kiser, Administration Viv Dilts,Fire Kathy Mills, Parks and Recreation ' Carolyn Dominguez, Finance Diane Reynolds, City Clerk's Office Dave Elliott, Public Works Diane Stuart, Community Development Deborah Holley,Downtown Association Bart Topham, Police ' Karen Jenny, Human Resources Sharon Woodward, City Attorney's Office TABLE OF • PREFACE Economic Development: Transient Occupancy Tax B-57 I Economic Development:Sales Tax B-59 Budget Process Overview i Long-Term Fiscal Health B-62 How to Use the Financial Plan Document ii Status of 2001-03 Major City Goals B-71 About the City iv Section C Section A BUDGET GRAPHICS AND SUMMARIES INTRODUCTION IOverview C-1 Budget Message A4 Combined Expenditures and Revenues:All Funds Financial Budget Highlights A-14 Total Expenditures C-2 Mission Statement A-23 Total Funding Sources C-3 Organizational Values A-24 Operating Program Expenditures Directory of Officials and Advisory Bodies A-25 By Function C-4 Organization of the City A-26 By Type C-5 Awards for Distinguished Budget Presentation A-27 Capital Improvement Plan Expenditures By Function C-6 I Section B By Funding Source C-7 POLICIES AND OBJECTIVES Debt Service Expenditures by Function C-8 Expenditures and Revenues by Fund Type Total Expenditures by Fund C-9 ' Overview B-1 General Fund Expenditures and Uses C-10 General Budget Policies General Fund Operating Program Expenditures Financial Plan Purpose and Organization B-6 By Function C-11 ' Financial Reporting and By Type C-12 Budget Administration B-7 General Fund Revenues C-13 General Revenue Management B-7 Authorized Regular Positions User Fee Cost Recovery Goals B-8 by Function:All Funds C-14 Enterprise Fund Fees and Rates B-12 Revenue Distribution B-13 Section D Investments B-13 OPERATING PROGRAMS ' Appropriations Limitation B-15 Fund Balance and Reserves B-15 Capital Improvement Management B-16 Overview Capital Financing and Debt Management B-17 I Human Resource Management B-22 Purpose and Organization D-1 Productivity B-24 Summary of Major Functions and Operations D-2 Contracting for Services B-24 Operating Program Narratives:Content and ' Major City Goals Organization D-3 Summary of Major City Goals B-26 Cost and Fund Summary B-27 Operating Expenditure Summaries Major City Goal Work Programs Overview D-5 ' Long-Term Water Supply B-28 Operating Expenditures by Function D-6 Street and Sidewalk Maintenance B-32 Operating Expenditures by Program Los Osos Valley Road Interchange B-35 Public Safety D-8 ' Bikeway Improvements: Public Utilities D-9 Railroad Safety Trail B-38 Transportation D-10 Therapy Pool B-40 Leisure,Cultural and Social Services D-11 ' Housing B-43 Community Development D42 Neighborhood Wellness B-47 General Government D-13 South Broad Street Corridor Plan B-51 Operating Expenditures by Department D-14 Downtown Improvements: Monterey Plaza B-55 I (a) TABLE OF • Operating Expenditures by Type:All Funds D-16 Classes,Facility Rentals and Operating Expenditures by Type:General Fund D-17 Adult Athletics D-85 Summary of Significant Operating Major Special Events/Facilities D-87 Program Changes D-18 Youth Sports and Special Events D-89 Teen and Senior Services D791 Public Safety Ranger Services D-94 Golf Course D-96 Police Protection ' Administration D-21 Maintenance Services Parks and Landscape D-98 Support.Services D-23 Swim Center D-100 Neighborhood&Crime Prevention Services D-24 Tree Maintenance D-101 Patrol Services D-26 Cultural Services Traffic Safety D-28 Cultural Activities D-103 Investigative Services D-30 Social Services ' Fire and Environmental Safety Human Relations D-106 Administration D-32 Emergency Response D-34 Community Development Hazard Prevention D-36 Training D-38 Planning Technical Services D-40 Commissions and Committees D-108 Disaster Preparedness D-41 Community Development Administration D-111 Planning Development Review D-113 Public Utilities Long-Range Planning D-116 Housing D-119 I Water Service Construction Development Water Source of Supply D-43 Building and Safety D-122 Water Treatment D-45 Engineering Development Review D-124 Water Distribution D-47 CIP Project Engineering, D-126 Water Customer Service D-49 Natural Resources Protection D-128 Utilities Conservation Office D-51 Economic Health Water Administration&Engineering D-53 Economic Development D-130 Wastewater Service Community Promotion D-133 Wastewater.Collection D-55 Downtown Association D-135 Wastewater Pretreatment D-57 Water Reclamation Facilities D-59 General Government _ Wastewater Administration&Engineering D-61 Whale Rock Reservoir Legislative and Policy Reservoir Operations D-63 City Council D-137 General Administration Transportation City Administration D-138 Public Works Administration D-140 Transportation Management Legal Services Transportation Planning and Engineering D-65 City Attorney D-143 Streets City Clerk Services Pavement Maintenance D-67 Administration and Records D-145 General Street Maintenance D-69 Elections D-147 Traffic Signals and Street Lights D-71 Organizational Support Services Creek&Flood Protection D-73 Human Resources Administration D-148 Parking D-75 Risk Management D-150 Municipal Transit System D-77 Finance&Information Systems Administration D-152 Leisure, Cultural and.Social Serpices Accounting D-154 Parks and Recreation Revenue Management D-156 Recreation Programs Support Services D-158 Recreation Administration D-79 Information Systems D-159 Aquatics D-81 Geographic Information Services D-162 Children Services D-83 ro> 1 ' , TABLE OF CONTENTS Buildings and Equipment Transportation Development Act Fund.. G-9 Buildings D-164 Community Development Block Grant Fund G-10 ' Fleet Management D-166 Law Enforcement Block Grant Fund G-11 Capital Project Funds Section E Capital Outlay Fund G-12 CAPITAL:IMPROVEMENT PLAN CIP Parkland Development Fund G-13 Transportation Impact Fees Fund G-14 Open Space Protection Fund G-15 Overview E-1 Airport Area Impact Fee Fund G-16 1 Summary of CIP Expenditures Affordable Housing Fund G-17 By Function E-2 Equipment Replacement Fund G-18 By Source E-3 Debt Service Fund G-19 ' Project Detail and Phasing Enterprise Funds Public Safety E-4 Water Fund G-20 Public Utilities E-5 Sewer Fund G-21 Transportation E-7 Parking Fund G-22 ' Leisure,Cultural and Social Services E-10 Transit Fund G-23 Community Development E-12 Golf Fund G-24 General Government E-13 Agency Fund:Whale Rock Commission G-25 I Project Expenditures by Source Capital Outlay Fund E-14 Section H Community Development Block Grant Fund E-16 FINANCIAL AND STATISTICAL TABLES Parkland Development Fund E-17 77,17 d ' Transportation Impact Fee Fuad E-18 Open Space Protection Fund E-19 Overview H-1 Fleet Replacement Fund E-20 Revenue Summaries ' Enterpiise and Agency Funds E-21 Summary of Key Revenue Assumptions H-2 Project Descriptions E-23 Revenues by Major Category and Source H-6 Expenditure Summaries Section F Total Expenditures by Type and Function H-11 DEBT SERVICE REQUIREMENTS Interfund Transactions Operating Transfers H42 Reimbursement Transfers H-14 ' Overview F-1 Staffing Summaries Summary of Annual Payments by Function F-2 Regular Positions by Department H-15 Summary of Annual Payments by Source F-3 Regular Positions by Function H-21 Computation of Legal Debt Margin F-4 Temporary Full-Time Equivalents(FTE's) ' by Function H-22 Section G Other Statistical and Financial Summaries CHANGES IN FINANCIAL POSITION Appropriations I-iniit History 14-23 ' Revenue and Expenditure Trends: Last Five Completed Fiscal Years H-24 Overview Demographic and Statistical Summary H-25 Introduction G-1 Organization of the City's Funds G-2 Section I BUDGET REFERENCE MATERIALS Combining Fund Balance Statements ' All Funds Combined G-3 Overview I-1 All Governmental Funds Combined G-4 ' All Enterprise and Agency Funds Combined G-5 Budget of Major Policy Documents 1-2 Budget Glossary I-5 Individual Fund Balance Statements Major Preparation Guidelines and Budget Calendar I-9 General Fund G-6 Resolution Adopting the Financial Plan I.14 I Special Revenue Funds Downtown Association Fund G-7 Gas Tax Fund G-8 I (c) i i PREFACE I ' BUDGET PROCESS OVERVIEW ' The City of San Luis Obispo has received national improvement management, debt management, capital recognition for its use of a two-year budget process that financing, fund balance and reserves, human resource ' emphasizes long-range planning and effective program management,and productivity. management. Significant features of the City's two-year Financial Plan include the integration of Council goal- Preparation and Review Process ' setting into the budget process and the extensive use of , formal policies and measurable objectives. The Financial Under the City Charter, the CAO is responsible for Plan includes operating budgets for two years and a preparing the budget and submitting it to the Council for capital improvement plan(CEP)covering four years. approval. Although specific steps will vary from year to 1 year, the following is an overview of the general While appropriations continue to be made annually under approach used under the City's two-year budget process: this process, the Financial Plan is the foundation for preparing the budget in the second year. Additionally, First Year. As noted above, the Financial Plan process ' unexpended operating appropriations from the first year begins with a Council goal-setting workshop to determine may be carried over into the second year with the major objectives for the next two years. The results of approval of the City Administrative Officer(CAO). Council goal-setting are incorporated into the budget ' instructions issued to the operating departments, who are Purpose of the Two-Year Financial Plan responsible for submitting initial budget proposals. After these proposals are comprehensively reviewed and a The fundamental purpose of the City's Financial Plan is to detailed financial forecast is prepared,the CAO issues the ' link what we want to accomplish for the community with Preliminary Financial Plan for public comment. A series the resources necessary to do so. The City's Financial of workshops and public hearings are then held leading to Plan process does this by:clearly setting major City goals Council adoption of the Financial Plan by June 30. ' and other important objectives; establishing reasonable timeframes and organizational responsibility for Second Year. Before the beginning of the second year of achieving them; and allocating resources for programs the two-year cycle, the Council reviews progress during ' and projects. the first year, makes adjustments as necessary, and approves appropriations for the second fiscal year. Major City Goals Mid-Year Reviews. The Council formally reviews the ' Linking important objectives with necessary resources City's financial condition and amends appropriations, if requires a process that identifies key goals at the very necessary, six months after the beginning of each fiscal beginning of budget preparation. Setting goals and year. .priorities should drive the budget process,not follow it. ' Interim Financial and Project Status Reports. On-line For this reason, the City begins each two-year Financial access to'up-to-date"financial information is provided to Plan process with in-depth goal setting workshops where staff throughout the organization. Additionally, ' the Council invites candidate goals from community comprehensive financial reports are prepared monthly to groups, Council advisory bodies and interested monitor the City's fiscal condition, and more formal individuals; reviews the City's fiscal outlook for the next reports are issued to the Council on a quarterly basis. The ' five years and the status of prior goals; presents their status of major program objectives, including CIP individual goals to fellow Council members; and then set projects, is also periodically reported to the Council on a and prioritize major goals and work programs for the next fornral basis. two years. City staff then prepare the Preliminary ' Financial Plan based on the Council's policy guidance. Administration Financial Plan PoG©es As set forth in the City Charter, the Council may amend ' or supplement the budget at any time after its adoption by Formally articulated budget and fiscal policies provide majority vote of the Council members. The CAO has the the foundation for preparing and implementing the authority to make administrative adjustments to the Financial Plan while assuring the City's long-term fiscal budget as long as those changes will not have a I health. Included in the Financial Plan itself, these significant policy impact nor affect budgeted year-end policies cover a broad range of areas such as user fee cost fund balances. recovery goals, enterprise fund rates, investments, capital HOW TO USE THE FINANCIAL PLAN DOCUMENT VERVIEW This is the fundamental purpose of the City's Financial Plan:to link what we want to accomplish in the near term with the resources required to do so. This document reflects the City's continued use of a two- year financial plan that emphasizes long-range planning The City's Financial Plan process does this by: and effective program management. The benefits identified when the City's first two-year plan was ■ Identifying the .most important things for us to prepared for 1983-85 continue to be realized: accomplish for our community. ■ Reinforcing the importance of long-range planning in ■ Establishing a reasonable timeframe and managing the City's fiscal affairs. organizational responsibility for achieving them. , ■ Concentrating on developing and budgeting for the ■ Allocating the resources necessary to do so. accomplishment of significant objectives. INANCIAL PLAN ORGANIZATION ■ Establishing realistic timeframes for achieving -.�•�-- objectives. IN Creating a pro-active budget that provides for stable In achieving its purpose of identifying the most important ' operations and assures the City's long-term fiscal things for the City to accomplish over the next two years health and allocating the resources necessary to do so, the Financial Plan serves four roles: ■ Promoting more orderly spending patterns. ■ Policy Document. Sets forth goals and objectives ■ Reducing the amount of time and resources allocated to preparing annual budgets. to be accomplished and the fundamental fiscal principles upon which the budget is prepared. , Appropriations continue to be made annually; however, ■ Fiscal Plan. Identifies and appropriates the the Financial Plan is the foundation for preparing the resources necessary to accomplish objectives and budget for the second year. Additionally, unexpended deliver services; and ensures that the City's fiscal operating appropriations from the first year may be health is maintained. carried over into the second year with the approval of the City Administrative Officer. i Operations Guide. Describes the basic ' PURPOSE OF TH,,E FINANCIAL YyPLAN H organizational units and activities of the City. ■ Communications Tool. Provides the public with a ' Although the City's Financial Plan document itself may blueprint of how public resources are being used and introduce new plans or policy goals, its primary.purpose how these allocations were made. is to serve as the Council's primary tool for programming In meeting these roles; the Financial Plan is organized ' the implementation of existing plans and policies by into the following nine.sections. Each of these sections is allocating the resources necessary to do so. introduced by an overview that comprehensively Through a variety of policy documents and plans—such describes its purpose,format and content. ' as the General Plan, Urban Water Management Plan, Section A Access and Parking Management Plan, Pavement Introduction Management Plan, Short-Range Transit Plan, Facilities t Master Plan and Conceptual Physical Plan for the City's Includes the Budget Message from the City Center—the City has set forth a number of long-term Administrative Officer, budget highlights, City mission goals for the City to accomplish. However, with limited statement,organizational values,directory of officials and resources,some process must be developed for evaluating advisory bodies, organization chart and awards for ' priorities and determining which of the goals included in distinguished budget presentation. these plans will be accomplished over a given period of time. ' - ii- ' ' HOW TO USE THE FINANCIAL PLAN DOCUMENT. Section B Section G Policies and Objectives Changes in Financial Position Summarizes the fiscal policies that guide preparation and Provides combined and individual statements of revenues, management of the budget;presents major City goals and expenditures and changes in fund balance/working capital related work programs; and summarize the status of prior for each of the City's operating funds. ' major City goals. Section H Section C Financial and Statistical Tables ' Budget Graphics and Summaries Includes .supplemental financial and statistical Provides simple pie charts and tables that highlight key information such as revenue estimates and assumptions, financial relationships and summarize the overall budget. interfund transactions, authorized staffing levels, ' appropriations limit history and general demographic Section D information about the City. Operating Programs Section I Presents the City's operating programs that form the City's Budget Reference Materials basic organizational units, allow for providing essential services to citizens and enable the City to accomplish the Describes the major policy documents and preparation following tasks: guidelines used in developing and executing the Financial Plan; and provides a Budget Glossary of terms that may ■ Establish policies and goals that define the nature and be unique to local government finance or the City's level of services to be provided.. Financial.Plan. ' ■ Identify activities performed in delivering program services. ' e Propose objectives for improving the delivery of service. ■ Identify and appropriate the resources required to perform activities and accomplish objectives. The City's operating programs are organized into six major functional areas which in many instances cross departmental boundaries and funding sources: public safety; public utilities; transportation; leisure, cultural & social services; community development-, and general ' government. Section E Capital Improvement Plan ' Presents the City's capital improvement.plan (CIP) that includes all of the City's construction projects and I equipment purchases that cost$15,000 or more. Section F Debt Service Requirements ' Summarizes the City's debt obligations at the beginning of the Financial Plan period. I iii- � s � 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 of economically vibrant downtowns in America.. federal and state regional offices and facilities are located here, including Cal Poly State University, overnment Cuesta Community College, Regional Water Quality Board and Caltrans District offices. The City operates under the Council-Mayor-City 1 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 parks, lakes, 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 J" rest Place to Live,Work and Visit Attorney. All other department heads are appointed by the CAO. While San Luis Obispo grew relatively slowly ' during most of the 19th century, the coming of San Luis Obispo is a full-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 qualities. -iv- Section A INTRODUCTION I BUDGET TO: City Council FROM: Ken Hampian,City Administrative Officer The ABC's of Budgeting: Everything we need to facilities, infrastructure and equipment. Operating know about budget-balancing we learned a long revenues fully cover operating expenditures, and time ago ...... fund balances are maintained at policy levels. ' For many months, we have been anticipating the And it responds to Council priorities and very difficult task in front of us: adopting a Financial community input. The Preliminary Financial Plan Plan that closes a projected annual $7 million gap in also reflects the results of Council goal-setting:all of the General Fund for fiscal years 2003-04 and 2004- the.Major City Goals set by the Council early in the 05. This is a large gap—about 20% of our annual budget process are fully funded based on the General Fund budget—so the question looming detailed work programs approved by the Council in ' before us is: What should we do? April 2003. It is also responsive to community input, as discussed in more detail later in this report. Here in the "local trenches," we know what not to ' do: we know that we should not emulate our State But it was tough to do. However, as discussed in government, which—at least as of this writing— greater detail below, achieving a balanced budget in seems incapable of solving its problems, leaving a our current fiscal circumstances has been a very ' "sword of Damocles" hanging over the cities of difficult task. It has only been possible by honestly California. We owe it to our citizens—those who and straightforwardly identifying and confronting entrust us with the positions that we hold—to do the problems facing us at an early stage in the ' better than that. And as daunting as the task is, process, and then making the difficult decisions tackling it really gets down to the "ABC's"—simple necessary to balance the budget, and maintain our lessons related to Action,Balance and Courage. long-standing commitment to fiscal heath and 1 responsible stewardship of the resources that have The proposed program for solving our projected been entrusted to us. funding gap (and continuing our tradition of only balanced budgets)is based on extensive action taken BUDGET PERSPECTIVE AND FRAMEWORK ' over many months—involving residents, the Council and employees—in crafting recommendations that try to balance many community interests and needs. Toughest Fiscal Outlook in Many Years ' What remains, after Council carefully considers these recommendations and more public input, is the The City is facing its toughest fiscal outlook in over courage to make the final decisions considered most ten years, since the 1992-94 recession and State ' appropriate by the Council for our community. budget grabs at the same time. As shown below,. the revised five-year forecast presented to the With action, balance and courage, we will Council in April 2003 projected an annual "budget ' complete our task, solve several immediate problems gap"of about$7.0 million in 2003-05: and position our community for a more fiscally sound—if still somewhat unpredictable—future. "°""M1BudgeGap: 00340 6Z=1 0 I OVERVIEW SLOW 000 W .. I We have a balanced budget. The Preliminary �� 2003-05 Financial Plan presents a balanced budget 940.OM over the next two years for all of the City's funds. I Adequate resources are available to fund basic ,, . services and adequately maintain our existing 0R*v1WFm t W2= I A-1 BUDGET ME§SAGE While the projected beginning fund balance (one- As shown below, expenditure reductions play the time cant'-over from 2002-03 into 2003-04) has largest role in this strategy, accounting for about improved since the revised forecast (from $1.2 75% of the total, with CIP reductions accounting for ' million to $1.6 million), the overall annual gap of about 50%. about$7 million has remained the same. BUDGET As previously discussed with the Council, there are Cbsing&a GapATEGY ' five key factors driving this gap, which together create the"perfect storm"for fiscal stress: °Revveerms ' rs% 1. Unprecedented increases in retirement costs largely due to investment losses by the ° Civ California Public Employee Retirement System °Reserves 49 (CalPERS), which the City contracts with for retirement benefits for our regular employees. Expenditures:74% 2. Increasing insurance costs in all areas: workers °operating ' compensation,general liability and property. Programs as% '3. Tepid trends in our two of three top General Fund revenues: sales tax and transient Background:What We've Already Done occupancy tax. ' 4. Infrastructure maintenance costs. While the challenges facing us are significant, we are not starting off flat-footed. Based on the "six- 5. New service responsibilities, most notably point" Fiscal Health Contingency Plan we prepared ' maintaining the new Damon-Garcia athletic in October 2001, we have had an "early warning" fields currently under construction once they are system and general completed. strategy for responding Fiscal Heath ' to the alarms. This has Contingency Plan These are compounded by the continuing threat of resulted in the following 1. Maintain reserves more State budget cuts as it deals with its own very preventative measures. at minimum policy ' level. serious budget issues. 1. Hiring chill to 2. Follow other key Budget-Balancing Strategy place for over a year. budget and fiscal 2. Total hiring freeze in ' s. In April 2003, the Council conceptually approved place at the 3. Monitor fiscal P P Y PP health on an the budget-balancing strategy in closing this gap, beginning of 2003, ongoing basis. ' which consists of: pending"strategic budget direction a. Assess the g challenge:short 1. Using available reserves above minimum policy approval by the or long-term ' levels. Council in April problem? 2. Developing a General Fund Capital 2003. 5. Identify options. Improvement Plan (CIP) that is the lowest 3. Travel-training chill 6. Prepare and ' possible while reasonably maintaining our in place for over a implement action existing infrastructure and facilities. year, plan. 3. Reducing operating program costs and related 4. 2002-03 budget ' service levels. reductions of$1.8 million: CIP reduced by $1.3 4. Implementing selected new revenues as allowed million and operating budget reduced by under Proposition 218. $500,000. A-2 ' I BUDGET MESSAGE These actions have played a large role in producing Level of Atterrttlon the $1.6 million reserve above our policy minimum Budget Category (compared to I that we will be able to use in helping to balance the current) budget for 2003-05. Less Same More Housing/Growth Issues 8 14 27 ' Ongoing Commitment to Cost Containment and Neighborhoods/Cal Poly 4 27 17 Customer Service. Additionally, the City is Streets&Traffic 9 26 12 committed to an ongoing program of productivity improvements. The most recent example of this is Water,Sewer&Recycling 6 29 11 ' the new contracting system for construction Open Space/Natural 7 27 12 projects—"job order contracting"—for )ower costs, Resources ' faster execution. Transh&Bikeways 12 23 13 Based on the Fiscal Heath Contingency Plan action Parks& Recreation 7 29 12 steps, we have now arrived at."Step 6: Preparing and Economic Development: 7 19 18 ' Implementing the Action Plan"—which in this case Jobs/Tourism/Downtown is the 2003-05 Financial Plan. Public Safety 2 23 12 ' Preparing the Budget-Balancing-Strategy_ _ _ And there is "scientific" data supporting this indication for "same or more" City services. In the In putting together the "metrics" of our proposed professional public opinion survey conducted three budget-balancing strategy, we considered a number years ago in May 2000, 72%of the community rated of sources,including: the City's services as good or excellent; and this may help explain the more informal results of"more ' Community Feedback. As part of the budget or same." process, there has been extensive community involvement through advisory bodies, surveys, Council. We have strived to be responsive to the ' letters, budget workshops and the Community results of the Council's goal-setting process, and to Forum. In crafting our proposed budget-balancing the general guidance that the Council provided to us strategy, we tried to be very sensitive to what we've on February 4, 2003: that our budget-balancing ' heard. On balance, while there is a wide range of strategy should include some combination of varying interests, there is one common thread to the reserves, CIP and operating expenditure reductions feedback we've received, which is contrary to the and added revenues asallowed under Proposition conventional wisdom about wanting government to 218• ' do less. City Employees. We have extensively involved and As reflected in the 600 responses we received to the engaged our employees throughout the organization, ' survey we sent with our utility bills, the fact is that both in communicating the problem and in almost everyone wants the City to keep doing the generating thoughtful solutions. This process same things—or more—in virtually all areas of the resulted in over 500 "bright ideas for dark times" ' City's operations: more public safety services, more from employees from all departments at all levels in street maintenance, more open space protection, the City. Many of these are reflected in the more growth management, more bikeways, more proposed budget-balancing strategy, and many transit service,more parks . . . . . . others are undergoing further review of the "in-the- pantry" ideas that may be brought to bear on While not scientific, the survey results from the challenges facing us in the longer-term. I community forum are also reflective of this: while interest varies between categories, in no service area Employee Unions. We have worked very closely did a majority of respondents want "less;"in fact, in with the leadership of our employee associations, every category, the overwhelming interest was for and we will continue doing so. They have been very the"same or more." helpful and supportive in this process. A-3 BUDGET MESSAGE Department Heads. After receiving the "bright conceptual strategy approved by the Council at that I ideas" from their employees, Department Heads time:. made specific recommendations to the CAO on ' those they thought should be strongly considered as Closing the Gap budget-balancers for 2003-05. (The criteria we used Amount % in making this assessment are discussed below.) In Reserves 800,000 11% ' follow-up to this, the Department Heads and CAO Added Revenues 1,059,400 15% met for eight hours over several days in discussing Reduced Expenditures these ideas, and reaching consensus on the general Capital Improvements 3,525,000 49% strategy reflected in this report. -Operating Programs 1,738,900 24% Total __.$7,123,300 100% CIP Review Team. Along with other coordinating duties, one of the primary responsibilities of this As reflected above, while reserves and added group is to review all CIP budget requests and make revenues play an important role, about 75% of.the recommendations to the CAO. Its members include proposed budget-balancing strategy relies upon the Directors of Public Works, Utilities, Community expenditure reductions. The following summarizes ' Development, Parks & Recreation, Finance, Police each of the key budget-balancing components: Chief and Principal Administrative Analyst. The CIP component of the proposed budget-balancing Reserves ' strategy reflects the results of their review. We recommend using our reserves above the Evaluation Criteria minimum policy (20% of operating expenditures). ' Fortunately, this one-time carry-over from 2002-03 Based largely on the framework set forth in the into 2003-04 has improved since the revised forecast Fiscal Health Contingency Plan, we used the (from $1.2 million to $1.6 million, or $800,000 on ' following criteria in preparing the proposed budget- an annual basis). The recent reallocation of funding balancing strategy: in 2002-03 for Ludwick Center and Damon Garcia fields accounts for about half ($180,000) of this ' 1. Timing: Can it be implemented by July 2003? improvement. 2. Is it within our control to do? We may recommend going below this at some point 3. Is it reasonable and balanced? Does it reflect in the process; however, this should be a "pantry" ' shared sacrifice? item in the event of even more severe events,such as 4. Is it focused on service impacts and priorities— cuts to the"VLF Backfill" not an"across-the-board"approach? New Revenues 5. Is it sensitive to costs and"affordability?" 6. Does it maintain essential facilities, The following summarizes our revenue ' infrastructure and equipment at reasonable recommendations. levels? New Revenues 7. Have we left anything in reserve (in the Higher planning cost recovery I "pantry")? Current fees:45%to 100%recovery $500,000 New fees 18,700 KEY BUDGET FEATURES Parks&recreation fees 30,000 Fre fees 35,700 Trash franchise fees:6%to 10% 210,000 ' The "budget gap" facing us in the Preliminary Water&sewer franchise fees:2%to 3.5% 250,000 Financial Plan is very similar to the revised forecast Sewer lateral encroachment fees 15,000 presented to the Council in April 2003 ($7.1 million compared with $6.9 million), and the proposed Total 1,059,400 budget-balancing actions closely follow the A-4 BUDGET MESS-AGE ' As reflected above, three of these new revenues— rather than at the planning permit application stage. higher planning fee cost recovery, trash franchise This has the benefit of recovering these costs when ' fees and water/sewer franchise fees—account for the applicant has a"real project" (rather than just the over 90%of the new revenues. hoped-for one), and the applicant can finance fees like other development costs. We will be presenting Each of these was reviewed in-depth with the a more detailed analysis of the impact of this Council in April 2003, and are summarized as increase at the May 22 budget workshop. follows: ' We also recommend four new fees for services Planning Service Cost Recovery: $518,700. For where there is currently no cost recovery: appeals, most of the City's development review,functions, administrative approvals, land use documentations ' such as building, engineering and fire plan check and Mills Act (property tax reductions for historic and inspections, it is the City's policy to recover properties)applications. 100% of our costs through fees. However, it is the ' City's current policy to only recover 45% of the cost 1. Appeal Fees ($5,000): The Council has for most planning services. (This includes 25% of considered the issue of `'free" appeals several the cost of long-range planning.) On one hand, this times in the past. The fact is that the average reflects the value that the community at-large appeal costs the City about $4,000 each to ' receives from this review process. On the other process; and there is a general belief that hand, if the applicant—who drives the need for the because they are free, we have more of them City to incur this cost—pays less than the full cost, than warranted by the policy circumstances ' then general-purpose revenues are making-up the alone. difference. Based on a recent survey of the practices in over Given the fiscal challenges facing us, the practical 80 California cities, the overwhelming consequence of this will be deeper cuts in services prevailing practice is to assess a fee of some that rely heavily on general-purpose revenues, such kind,even if at a modest level,with fees ranging ' as police, fire, street maintenance and parks. from $50 to $2,088. Moreover, since the General Fund subsidizes such a Locally, we are the ..•. large portion of planning costs, this means that this only agency .in the Arroyo Grande:$195 ' service is subject to cost cuts as well, at a time when County that does not. Atascadero:$200 development activity is at an all-time high. have an appeal fee. Grover Beach:$150 Appeal fees in the Morro Bay:50%of Given these trade-offs, we recommend moving from seven local agencies application fee ' 45% to 100% cost recovery for planning services. (including the County) (minimum$120) This is reasonable in the overall context of the City's range from $100 to Paso Robles:$100 cost recovery policies, which already distinguish $474 (and in Morro Pismo Beach:$300 I between service recipients versus service drivers. Bay, which sets the SAO County:$474 Moreover, this will also benefit the development appeal fee at 50% of community, by helping to mitigate reductions that the original application fee, it could be higher ' might otherwise be required in our development than $474 on a case-by case basis depending on review services as part of our budget-balancing the type and complexity of the project being strategy. appealed.) ' Based on projected revenues at the current cost We recommend setting an appeal fee at $250: it recovery rate of 45%, we project that moving to reflects a very low cost recovery of 6%: and it is ' 100% (under the current costing methodology) will in the mid-range of the fees charged by other generate about$500,000 in added revenues annually local agencies. However, given its relatively In implementing this added cost recovery, we small revenue potential, this is fundamentally a recommend an approach used by many other cities policy issue, not a budgetary one. for planning cost recovery: collecting at the building permit stage (as a percentage of the permit fee) A-5 BUDGET ME§SAGE 2. Administrative Approvals ($2,400). Our current minor changes in "occupancy" class for hazardous I fee schedule is largely based on when advisory occupations($1,700). body or Council approvals are required. However, there are a number of approvals that Trash Franchise Fees ($210,000). The City levies are made at an administrative level by the franchise fees on refuse services for two reasons: to Community Development Director for which we receive reasonable compensation for the use of our have no fee. We do about 10 of these per year, right-of-way; and to help offset the impact of heavy and based on an analysis of preparation time, we equipment on pavement life and related maintenance recommend a fee of$239. costs. The current franchise rate is 6%. However, I the prevailing rate in the County is 10%: this is the 3. land Use Documentation ($4,300). We rate in all unincorporated areas (where more than commonly receive requests from lenders and half of the County's population lives) as well as the ' others for a detailed analysis of allowed uses on cities and community service districts in the South specific properties. These go far beyond simple County except Pismo Beach. Given its prevalence requests for zoning information. We prepare throughout the County, and its modest impact on about 30 of these per year, and based on an ratepayers (about 39 cents per month for a 32-gallon ' analysis of preparation time, we recommend a can customer), we recommend setting our rate at fee of$143. 10%. 4. Mills Act Application ($7,000). We process Water and Sewer Franchise fees ($250,000). It is about 4 applications annually for participation in the City's long-standing policy to treat the water and this property tax reduction program for sewer funds in the same manner as if they were qualifying historic properties. Based on an privately owned and operated. In addition to setting analysis of research, review, evaluation and rates at levels necessary to fully cover the cost of processing time, we recommend a one-time providing water and sewer service, this means application fee of$1,740, which is less than the assessing reasonable franchise fees. first-year annual savings that will continue on indefinitely. Again, the underlying basis for this is the same as ' other public utilities that pay franchise fees like Recreation Fees ($30,000). This includes $5,000 electricity,gas, trash and cable television: reasonable annually from the rental of the Johnson Ranch house compensation for the use of the City's right-of-way. ' and$25,000 from higher cost recovery for federally- The appropriateness of charging the water and sewer mandated snacks currently provided at no extra cost. funds a reasonable franchise fee for the use of City For program participants, this will result in a modest streets is further supported by the results of recent fee increase of $20 for the school-year .programs studies in Arizona, California, Ohio and Vermont ' (compared with the current year-round fee of which concluded that the leading cause for street $1,300, assuming full attendance during the year at resurfacing and reconstruction is street cuts and $2.60 per hour); and$10 for summer camp programs trenching for utilities. ' (compared with the current fee of $850, assuming full attendance for eight weeks). The state-regulated franchise fee for gas and electric is 2% of revenues; and the federal-regulated rate for ' Fire Fees ($35,700). This reflects added revenues cable television is 5%. We recommend setting the from three areas. An additional $32,000 in cost rate at the mid-point of these: 3.5%. As discussed recovery from providing fire services to Cal Poly below under "Enterprise Fund Participation," it is ' calls in excess of the "baseline" level, based on our goal to absorb this increase cost in the water and contact re-negotiations currently underway with sewer fund through offsetting belt-tightening and them. However, it should be noted that Cal Poly has cost reductions, and not through rate increases. ' expressed concerns about any fee increases. We will have a better idea of the likelihood of this added Sewer Lateral Fees: $15,000. Under the City's revenue within a few weeks. The added revenue incentive program for private property owners to estimate also includes better implementation of our replace their deteriorated sewer laterals, the sewer ' existing "excessive inspection" fee ($2,000) and fund currently reimburses the General Fund about A=6 I 1 1 BUDGET MESSAGE $15,000 annually for inspection and encroachment Basically, if it's "new" or "added"--and funded by fees. However, this is not based on our standard fee the General Fund=it is not included it in the schedule. Using this as basis for reimbursement Preliminary Financial Plan. This "essential increases`General Fund revenues by$15,000. maintenance only" focus saves $3.5 million annually from the forecast assumptions for CIP costs. As ' CIP Reductions: Maintenance-Only Focus discussed above, this accounts for about 50% of the City's overall budget-balancing strategy. Consistent with the budget-balancing strategy approved by the Council in April 2003, the General Important Caveat. There will still be some "new" Fund CIP focuses on maintaining, repairing or projects underway in 2003-05, such as: replacing the facilities, infrastructure and equipment ' already in place. 1. Currently-funded projects .just getting started, like the Damon-Garcia sports .fields and Compared with past CIP's, this approach has Ludwick Center remodel. ' resulted in the following kinds of reductions or 2. Enterprise Fund projects, like water reuse. deferrals in General Fund projects: 3. Grant-funded projects, like landscaped medians 1. No General Fund money for open space on Los Osos Valley Road and the therapy pool. I acquisition. However, based on available 4. Impact fee-funded projects, like the railroad funding from prior years ($422,000) and grant safety trail. programs, we still plan on a very aggressive ' program of open space purchases, estimated at The essential distinguishing feature of the $5.8 million. As such, while we may be taking a recommended strategy is no funding for "new or "pause" in new General Fund support given our added" projects in the 2003-05 Financial Plan from fiscal circumstances, we will still make the General Fund. Related to this concept,it should significant progress in achieving our open space be noted that Engineering design, inspection and preservation goals. project management resources will not be ' 2. No further street sign replacements. significantly affected by this due to the large workloads on "non-General Fund" projects like 3. No park improvements. (We will do necessary those noted above. ' maintenance and replacements, but not enhancements or additions.) Operating Program Reductions 4. No new sidewalks. ' 5. Reduced pavement maintenance by about As presented to the Council in April 2003, $750,000 per year. However, with the departments prepared over 130 operating reduction remaining funding for street resealing and options totaling $2,397,400 on annual basis. As resurfacing, we will maintain the gains in overall summarized below, we recommend implementing pavement condition that we have achieved over over$1.7 million of these: the six years since the Pavement Management Poet Plan was adopted in 1998. FTEs* _ cost Decrease Administration,6. Reduced police patrol vehicle replacement City Clerk a City anomer 1.30 209,600 7.4 frequency, saving$78,000 annually. Finance 1.50 201,000 6.5 I Human Resources 0.23 58,500 5.80/ 7. Reduced public art by about 75%, to $14,000 Community Development 0.35 120,600 5.8% annually. We recommend setting aside 'h% for Public works 420 483,800 5.8 public art—rather than the 1% called for under Parks and Recreation 4.40 156,000 4.9° P Police" :::44 393,300 4.0% our policy—for consistency with our private Fire 1.00 116,100 1. sector requirements. Total 1a.96 $1798900 4. * Full-time equivalent employees. I 8. Deferral of Garden Street makeover to 2005-07 **Two sworn positions will be frozen. ($300,000). A-7 BUDGET The underlying detail for these reductions, including recommend maintaining our current regular staffing their service impacts, is provided in a supplemental levels in Planning. And as discussed below, for the supporting document to the. Financial Plan: same reason we also recommend continuing the Appendix A: Significant Operating Program contract planner and building inspector positions. Changes. This includes reducing 6.5 regular non- sworn positions and "freezing" two sworn ones, Long Story Short: It is not reasonable to expect summarized as follows: applicants to pay higher fees, and then cut positions and reduce service. If the cost for the service is 1. City Clerk(1 Position): Administrative Assistant going to be higher, then service levels should at least stay the same. 2. Finance (2 Positions): Revenue Manager and Administrative Assistant Public Safety. To minimize impacts on direct public safety services, we recommend retaining the 3. Public Works (2.5 Positions): Buildings DARE/School resources Officer, Traffic Sergeant Maintenance Worker, 0.5 Mechanic and Parks and juvenile justice diversion program in Police. Maintenance Worker For the same reason, we do not recommend closing Fire Station No. 3: the service impacts would be too 4. Fire(1 Position): Administrative Assistant great for the relatively small savings this would generate. ' 5. Police (2 "Frozen" Positions for 2003-05): Police Officer and Administrative Lieutenant And again;- in light of development review workloads combined with inspection needs with However, none of these will result in regular staff pending annexations, we also recommend retaining lay-offs, based on current vacancies and our Fire Marshall and Inspector positions. (And as anticipated retirements. discussed below, for the same reason we also recommend continuing the contract inspector In short, we are recommending all of the options position in Fire.) presented to the Council, with the following exceptions: Operating Program Increases Summary of Given our cost reductions, we obviously tried to Annual SavingsFMIS cow hold the line on any operating cost increases (which ' Human Resources only compound our cost reduction needs). However, Training:Employee Relations Institute 800 in some areas this simply could not be avoided. The Innovations Group Membership 1.600 following highlights the most significant of these: Community Development Long-Range Planner 1.00 82,700 Public Works Public Safety Administrative Support. Retaining Contract Landscape Reduction 24,200 the part-time Administrative Assistant in Police (and ' Downtown Sidewalk Cleaning 28,100 - l. Police making this "a"regul.ar position in accordance with DARE/School Resource Officer 1.00 125,600 our Human Resources Management policy) will be Traffic sergeant 1.00 148,700 important in at least partially mitigating the impact ' Juvenile Diversion Program 10000 of the freezing a much more expensive Fre Fire Marshall 1.00 105,700 Administrative Lieutenant position. Inspector 1.00 74,200 ' Total Close Fre Station No.3- 56 500900 Development Review Contract Positions. As noted 5658 5.00 above, continuing the contract planner, building The following highlights the most significant of inspector and fire inspector positions is essential in mase: meeting high development review activities. Simply stated, it will be difficult enough to gain support for Community Development. Given workloads and development review fee increases; it will be even ' related revenue increases exceeding $500,000, we tougher if on top of raising the cost for applicants we lower the service. A-8 ' BUDGET MESSAGE ' Sports Field Maintenance. Maintaining and revenue sources and State funding. As we review managing the new Damon-Garcia athletic fields will the proposed budget over the next month during a ' cost$217,200 beginning.in 2004-05. series of public workshops and hearings, we will undoubtedly be informed by new information, and Homeless Service Support. Continuing our support have to make changes accordingly. Moreover, the ' for the Prado Day Center in light of CDBG cutbacks simple fact is that uncertainty regarding our fiscal will require using $50,000 in General Fund situation is going to be with us well beyond budget resources. adoption. ' Insurance. As previously discussed with the For example, one of the "biggest shoes yet to drop" Council in-depth, we are facing significant increases is how the State's budget process will ultimately ' in worker's compensation, general liability and affect us. And the last time the State faced a similar insurance costs. (but smaller) problem, it did not adopt its budget until September(constitutional requirements to do so ' Special Studies. We will need consultant assistance by June 30, 2003 notwithstanding). And some are in evaluating the feasibility of a revenue ballot projecting that the State might not adopt a budget at measure in 2004 and preparing completing technical all for 2003-04. . and environmental analyses of the proposed ' Monterey Plaza. Additionally, recent trends in our two of, top three General Fund revenues--sales tax and transient Enterprise Fund Participation in this Process occupancy tax—are mixed at best. ' The enterprise funds—water, sewer, parking, transit In short, to paraphrase a former President, we need and golf,—account for almost 50% of the City's to make ambiguity our friend—because it's going to I financial operations. While the fiscal problems be our budget traveling companion for a long to facing the City are in the General Fund, the come. And to do this effectively meansremaining enterprise funds are also participating in the budget- vigilant in following our fiscal policies and planning balancing/expenditure reduction process. In several ahead as best we can. Because from following this cases, they are an integral part of the General Fund's course will come our financial strength and balancing strategy for both new revenues and flexibility in effectively navigating the unknown ' expenditure reductions. shoals ahead of us. With these added costs, there will be added pressure The Threat of More State Takeaways ' on rates. However, it is our goal through belt- tightening and cost reductions to absorb these costs At this point, we are not assuming any State budget and to avoid rate increases above what would cuts. For example, our revenue projections assume otherwise have been required. For example,Utilities continued receipt of the: recommends freezing a regular operator position at the Water Reclamation Facility for the next two 1. "VLF Backfill`."$1.8 million. years, saving about $60,000 annually in the Sewer I Fund. 2. Police officer training(POST)reimbursements: ($80,000). Long Story Short: The enterprise funds are not 3. "COPS"grant(law enforcement funding): ' exempt from budget reductions. $100,000 PROSPECTS FOR THE FUTURE 4. Booking fee reimbursement: $105,400 Cumulatively, these are worth $2.1 million The New Era of Perpetual Uncertainty annually—or$4.2 million over the term of the 2003- 05 Financial Plan. Any one of these—along with I The Preliminary Financial Plan reflects the best the possibility of further shifts of City property taxes information we have at this point regarding key to fund State programs("Son of ERAF) --could fall ' A-9 BUDGET ME§SAGE victim to the State's budget axe. Given the shift almost $2 million in net costs away from significant reductions in operating and CIP the General Fund. On the other hand, it would reductions already reflected in the Preliminary also mean significant fee increases. Financial Plan, finding another $4.2 in ongoing or one-time reductions would have devastating service 4. Development impact fees. We are in the impacts on the community. process of updating our transportation impact fees. Additionally, as many other cities have Beyond 2003-05 done, we could consider impact fees for general government facilities. , Based on the results of the General Fund five-year forecast, we know that our fiscal problems will not 5. Paramedic cost recovery. Several communities go away after 2003-05. While the budget-balancing in California have implemented subscription strategy reflected in the Preliminary Financial Plan fees for paramedic service: for a modest annual will hold us in good stead for the next two years, and fee (such as $30 per year), subscribers are goes a long way towards improving our fiscal eligible for unlimited use of paramedic services. outlook,it is not a"permanent fix." However, non-subscribers who use the service ' pay a much higher "per call" rate that reflects Preparing for the Future: G rhe.Pantry" the full cost of the service. Based on the experience of other communities, this could ' Because of the uncertainties facing us, we have left raise between $500,000 to $700,000 annually. several budget-balancers "in the pantry" that we can Further analysis of the potential for such a draw upon in the case key revenues do not perform program will be a high priority for the Fire Chief as well projected, the State grabs away more over the next two years. revenue,or other unforeseen,adverse events emerge. 6. Delivering City services to other agencies. Over the coming months, we will be taking a closer This might include providing City services like look at the following "pantry" items. Many of them GIS, information technology or fire service to are not "ready for prime time" now (which is why other agencies in the County. ' they are still in the pantry), but with more analysis and community review, they could be in the longer 7. Sale of surplus property and equipment. We tern. have formed a special task force to evaluate thi's ' option. 1. Revisit operating and CIP reductions. We will need to reconsider the remaining operating 8.. Sponsorships and Donations. We may want to reduction options (and perhaps generate become more aggressive in seeking out additional new ones) and our CEP projects. sponsorship opportunities and other voluntary donations. 2. Going below the reserve policy level. , Depending on how the State budget process 9. Revenue ballot measure. This option is fully ends up affecting us, we may need to do this in evaluated in the Long-Tenn Fiscal Health major order to buy time in developing longer-term City goal work program. solutions, including possible implementation of these pantry items. It is important to stress that 10. Unpaid furloughs. Depending on employee using fund balance is not a long-term solution: interest, this could include things like staffing while it can act as a bridge in helping us savings from closing City offices between transition to a lower level service or new Christmas and New Years, without paying revenues,it is a one-time fix. employees for these days. ' 3. Development review enterprise fund.. Moving 11. Not charging the General Fund for water and all of our development review functions to full sewer fees. The General Fund pays for water ' cost recovery—which some cities in California and sewer service like any other customer. have done—on an enterprise fund basis could Largely for park irrigation, this costs the General A-10 BUDGET MESSAGE Fund over $300,000 annually. However, many past, twelve years. The following summarizes the cities in California do not charge themselves for process for 2003-05. ' these services. This raises a number of policy issues, but at some point, we may want to more Goal-Setting Process for 2003-05 seriously consider this option. For 2003-05, the Council held four workshops for 12. Other "bright ideas." There are a number of this purpose on November 15, 2002, December 10, other"bright ideas"submitted by employees that 2002, January 14, 2003 and February 1, 2003. ' are currently under review, which we will Using the services of a professional facilitator, the continue to work on in 2003-04. Council reached agreement on 21 goals organized into the following two priority groupings at its ' COUNCIL GOALS February 1 goal-setting workshop: 1. Major City Goals. These represent the most ' The fundamental purpose of the City's Financial important, highest priority goals for the City to Plan is to link what we want to accomplish over the accomplish.over the next two years, and.as such, next two years with the resources required to do so. resources to accomplish them should be The Financial Plan process approved by the Council included in the 2003-05 Financial Plan. ' does this by: In general, goals in this category represent new 1. Identifying the most important, highest priority initiatives or the continuation of existing ones ' things for us to accomplish for the community. where significant additional resources are likely to be required. If the work program approved by 2. Establishing a reasonable timeframeand the Council for a Major City Goal is not ' organizational responsibility for achieving them. included in the CAD's Preliminary Financial Plan, compelling reasons and justification must 3. Allocating the resources necessary to do so. be provided as to why resources could not be ' made available to achieve This approach only has meaning this goal. In short, these are if there is a way of identifying "must fund"objectives. key goals at the beginning of the Major City Goals and work programs ' process that drive budget to accomplish them are set forth in 2. Other Important Objectives. preparation, not follow it. detail in the Policies and Objectives Goals in this category are section. ' also important for the City to For this reason, the City begins its • Long-Term Water Supply accomplish over the next two two-year budget process with • Street and Sidewalk Maintenance yam_ 1n general, goals in • LOVR/Highway 101 Improvements Council goal-setting. This this category reflect the ' • Bikeway Improvements: Railroad follows an extensive effort to Safety Trail continuation of current goals, involve advisory bodies and the • Therapy Pool or new initiatives that are not community in this process. It • Housing likely to have significant ' also follows consideration of a • Neighborhood Wellness General Fund resource • South Broad Street Corridor Plan number of analytical reports such • Downtown Improvements:Monterey requirements. as the General Fund Five-Year Plaza ' Fiscal Forecast and . Economic Development::Transient Major City Goals comprehensive updates on the Occupancy Tax status of long-term plans and . Economic Development::Sales Tax As noted earlier, the Preliminary policies, current major City goals • Long-Term Fiscal Health Financial Plan fully funds all and capital projects. twelve major City goals set by the Council, in accordance with the detailed work While the specifics of the process vary from plan to programs approved by the Council in April 2003. ' plan, the City has used this basic approach for the (These work programs are provided Section B: Policies and Objectives of the Financial Plan.) ' A-11 BUDGET MESSAGE Other Council Objectives Other Program Objectives. Along with goals set by ' the Council, the Preliminary Financial Plan also In addition to the twelve Major City Goals set by the includes objectives proposed by the staff for ' Council, all of"Other Council Objectives" are also improving the delivery of City services. These are reflected in the Financial Plan in some fashion: different from Council-initiated goals in two important ways: ' ■ Laurel Lane/Orcutt/Bullock Realignment Complete the realignment of Laurel 1. Council goals are generally focused on Lane/OrcuttBullock Streets. objectives that can only be successfully achieved through Council leadership, support and ■ Santa Barbara Street Widening. Complete the commitment; program objectives proposed by existing widening project for Santa Barbara staff are typically more internally focused on Street from Highway 227/Broad Street to improving day-today operations, and can Roundhouse. usually be achieved through staff leadership, support and commitment. ■ Waterways Management Plan Implementation Program. Upon completion of the Waterways 2. Achieving Council goals has a.higher resource Management Plan, adopt an implementation priority. program. Each of the 72 operating programs Presented in the Pe ■ Palm-Nipomo Parking Structure Plans. Financial Plan clearly identifies major City goals, Complete an environmental assessment, other Council goals and other program objectives. preliminary studies and evaluation of options for a new parking structure at Palm and Nipomo BACK TO THE"ABC'S" Streets per the Conceptual Physical Plan for the ' City's Center. In the final analysis, a balanced budget is not just a ■ Short-Range Transit Plan. Implement the financial concept: it also means actions that strike a Short-Range Transit Plan. balance between delivering day-to-day services, maintaining existing public facilities, funding new ■ Airport Area Annexation. Annex the Airport initiatives and protecting against an uncertain future. ' Area Staff has made its best efforts in balancing these ■ Dalidio Property Annexation. Annex the competing but equally important goals in presenting Dalidio property. this Preliminary Financial Plan to the Council. ' However, these balancing decisions ultimately ■ Auto Center Expansion. Continue to explore become the hard choices to be made by the Council the possibility of expanding Auto Center sites through final adoption of the budget=the phase of ' via annexation of the McBride and "gap" the budget process we are now entering. We are lroperties looking forward to assisting the Council with this last stretch of our long fiscal journey for 2003-05. ' ■ Downtown Improvements: Cultural Center Development Encourage development of a Cultural Center such as the Art Center, Mission Museum, Historical Museum, Little Theater and Q Children's Museum) in the Mission Plaza extension area as illustrated in the Conceptual Ken Ilampian Physical Plan for the City's Center, and support City Administrative Officer this effort through the existing Partnership Policy where possible. I A-12 BUDGET MESSAGE ' ACKNOWLEDGMENTS Preparing the Financial Plan at the staff level was a team effort involving the time and talents of a wide variety of City employees: department heads; staff members from Administration and Finance; special review groups such as the CIP Review Committee ' and Budget Review Team; department fiscal officers; and department operating stag.. It would be difficult to over-estimate the staff resources necessary to put together this budget document. The extra effort to prepare the Financial Plan necessarily coincides with the ongoing demands of day-to-day operations. Without the dedication of these City staff members, this budget would not have been possible. Ultimately, the benefits associated with this preparation effort would not exist without the Council's support of long-term planning and modern, innovative budgeting practices as well as their willingness to devote long hours to the budget review and financial planning process. I t A-13 FINANCIAL H�IGHLIGHTS OVERVIEW Budget Compared with the Updated Forecast 1 Total appropriations for 2003-04 are $72.0 million Results of Updated Five-Year Fiscal Forecast summarized as follows: In conjunction with Council goal-setting, a detailed five-year fiscal forecast for the General Fund was , Go�ernrnental Enterprise prepared and presented to Council in December 2002. As stressed at that time, the forecast is not the Operating Programs 34,021,500 16,145,100 50,166,600 budget: it does not make expenditure or revenue CIP 10,455,800 4,684,000 15,139,800 Debt Service 2,086,300 4,581,600 6,667,900 decisions. Its purpose 15 [0 provide an "order Of Total $46,563,600 $25,410,700 $71,974,300 magnitude" feel for the likely fiscal challenges that would be facing us in preparing the Financial Plan. As discussed previously, the budget for 2003-05 is Of necessity, the forecast was based on a number of , balanced for all funds. assumptions that would be refined during the budget preparation process. What is a balanced budget? The City's fiscal policies define a balanced budget as one where: Because of the quickly-changing nature of the fiscal challenges facing us on both the revenue and 1. Operating revenues are equal to or greater than expenditure side, we updated the forecast and ' operating expenditures, including debt service. presented the results to the Council April 2003. As discussed in the Budget Message, the forecast 2. Ending fund balance (or working capital in the concluded that we faced a $6.9 million annual enterprise funds) meets minimum policy levels. "budget gap" in 2003-05, although there would be 1 For the general and enterprise funds, this level significant one-time carry-over to mitigate this. has been established at 20% .of operating expenditures. Proposed General Fund Budget for 2003-05. ' What's Changed Since the Revised Forecast? This means that it is allowable for total expenditures to exceed revenues in a given year, but in this We have made very few adjustments to revised ' situation beginning fund balance can only be used to forecast, summarized as follows: fund capital improvement plan projects, or other "one-time,"non-recurring expenditures. Development review fees. Based on year-to-date results as well as projections by our development FINANCIAL CONDITION SUMMARY review staff for the next two years, the revenue estimates reflect continued high levels of ' development applications. The chart below show General Fiscal Environment development activity over the last ten years as measured by building permits applications. ' The City is facing its toughest fiscal outlook in many years. Nonetheless, we go into 2003-05 in strong San Luis Obispo fiscal shape, with an estimated fund balance that is Ten Year Building Permit Activity ' $1.6 million higher than our minimum under our "' - - fund balance policy. This has not happened by •' ------ -------------- -- ------ ---- --- - - ----- - ..-----------_:. accident: as discussed in the Budget Message, we have consciously put in place a number of short-term g cost-saving measures over the past 18 months in order to best position us for the tough times ahead. NA, NAO .M. Ni, NDN N!, Ni, Np NN WI NJ. Activity Measured in Permits While slightly lower, we are projecting development ' activity for the current year and 2003-05 at levels A-14 ' 1 ' FINANCIAL HIGHLIGHTS similar to 2001-02. And this translates into REVENUE HIGHLIGHTS development review revenues that are higher than Engineering fees. It is the City's current policy that General Fund engineering fees recover 100% of costs. On May 5, ' 2003, we presented the Council with a Sources used in preparing. General Fund revenue comprehensive analysis of changes needed in our projections include: engineering fees to achieve this goal. As we ' discussed with the Council, the methodology setting 1.- Analysis of key revenue trends for the past ten fees back in 1999 understated costs and overstated years compared with changes in the consumer unit volumes. However, due to unusually high price index, population and other demographic ' development review activities, this problem was factors as well as legislative and other structural masked by higher fees. changes. The revenue estimates provided in the Preliminary 2. Economic trends as reported in the national ' Financial Plan are based on the analysis presented to media. the Council on May 5. Along with the proposed 3. Forecast data for the State prepared by the increases in planning fees, we will be presenting a UCLA forecasting project, and for San Luis ' more detailed analysis of the impact of this increase Obispo County by the UCSB Forecasting at the May 22 budget workshop. Project(of which the City is a sponsor). ' Continued State funding for public safety. As 4. Economic and fiscal trends provided by the discussed in the Budget Message, the Preliminary State Legislative Analyst and the State Financial Plan assumes continued State funding for Department of Finance. ' police officer training ($80,000), the "COPS" law 5. Revenue estimating materials prepared by the enforcement grant program ($100,000) and booking State Controller's Office and the League of fee reimbursements ($105,000). In total, .this is California Cities. ' almost$300,000 more than estimated in the forecast. Ultimately, however, the 2003-05 revenue Franchise fees. Based on actual results for 2002-03 projections reflect the staffs best judgment about ' received in mid-April 2003, we have reduced our how the local economy will perform over the next estimate for franchise fees from natural gas two years, and how it will affect our key revenues. downward by $70,000. The decline in 2002-03 from 2001-02 is due to lower natural gas prices and Key General Fund Revenues resulting lower gross receipts. Detailed descriptions and revenue assumptions for Interest earnings. These will be less due to the City'"s top ten revenues, which account for about ' continued declines in market interest rates. 95% of total General Fund revenues, are provided in Section H. Financial and Statistical Tables of the USA marking fees. One of the operating cost Financial Plan. The following is an overview of ' changes recommended in the Preliminary Financial assumptions for the top three General Fund Plan is contracting for Underground Service Alert revenues, which account for about 60% of total (USA) marking services in order to protect the General Fund sources: I City's investment in fiber infrastructure from damage by contractors working in the City's streets. Sales Tax We recommend fully offsetting this cost ($26,000 annually) by establishing user fees for those This is the City's number one General Fund revenue, ' requesting this service. accounting for about 30% of General Fund sources. Recent results have been mixed at best. The following summarizes sales tax revenues by type for ' the fourth quarter of 2002 compared with the prior year: ' A-15 FINANCIAL HIGHLIGHTS 4th ouarter sales rax 2002 vs 2001 Transient Occupancy Tax(TOT) 1 ce rdConsu sr Goods - As shown in below, we have experienced mixed ;,9%. . results 'm TOT revenues this year, too, with RSL x»�s. 1% significant fluctuations in monthly results compared uskressan industry - -�% ; with the prior year. . While year-to-date revenues through March are up by 3%, there have been B Q end Cc istruMm' tremendous swings from month-to-month. For F"d Servia 17% example, TOT revenues were down by 3% in _endD -1% ; January, up by 16% in February and then down by Tow o.,%76%in March. -1&0% -10.0% d.0% 0.0% 5.0% 10.0% 15.0% Yesmo•uft TOT Revenues:2001-02 vs 2002-09 As reflected above, overall revenues for the a. — — "Christmas" quarter were basically flat. The good ALOWe. news is that general consumer goods were ups significantly for the quarter, largely driven by the opening of Best Buy (without this, general consumer a .a% goods would have been down slightly.) On the other ossa s% hand, new car sales were down. While this was not unexpected given the very strong performance off*_�y this category over the last three years, it is Mal fie% , nonetheless a concern for the future. totw - — 3. -10.0%a.6% a.0% -zsx 0.0% 2.5% 5.0% >.s% 10.0% 12.5% 1a0% Ina% Given overall results year-to-date, we should hit our . , assumption for 3% growth in 2002-03, which is also Based largely on long-term trends and an our underlying annual growth rate assumption for expectation.of modest recovery from "9/11" impacts 2003-05. In addition to this,, a net increase of on tourism, $250,000 is projected in 2003-04 from the recently l 1 opened Home Depot; and in 2004-05, an additional by 5% annually in 2003-05. are projecting TOT revenues to grow $775,000 is projected from the following sources: Enterprise Fund Revenues , , 1. $500,000 from an anticipated opening of a Costco. Comprehensive rate reviews and revenue requirements for the next four years will be ' 2. $225,000 from annexation of the Airport Area presented to the Council on May 29, 2003 for each ($450,000 on an annual basis pro-rated for half of the City's enterprise funds: water, sewer, parking, the year. transit and golf. Separate in-depth reports on each t 3. $50,000 from the Copeland project($200,000 on of these funds will be provided to the Council in an annual basis prorated for 25%of the year). advance of flus meeting. Actions taken by the Council at that meeting will be incorporated into Property Tax final 2003-05 Financial Plan. Under Proposition 13, assessed value increases are OPERATING PROGRAM HIGHLIGHTS ' generally limited to 2% annually. They can be increased to market value for improvements or upon change of ownership. Based on both long-term and Appropriations for operating programs—day-to-day recent trends and projected growth in new housing delivery of services—total $50.1 million for 2003-04 ' units,property tax revenues are projected to increase summarized as follows: by 4.5% more than the general 2% rate, or 6.5% annually for 2003-05. A-16 FINANCIAL HIGHLIGHTS ORMfing,Program:2003-04 Transportation Governmental Enterprise Funds Funds Total' Public Safety 16,382,000 15,382,000 4. Enhanced Parking Enforcement. Enhancing Public Utilities 9,441,200 .9,441,200 parking enforcement will cost $67,000 in 2003- Transportation 1,915,300 3,126,800 5,042,100 04 and $85,600 in 2004-05 for contract staffing Leisure,Cultural& and related support supplies and services. Social Services 5,139,400 394,200 5,533,600 Community 5. Restoration of Administrative Assistance for Development 4,988,300 4.988,300 Transit. Restoring one half-time Transportation General Government 6,695,500 1 3,182,900 e,ns,40o Assistant to the regular staffing of the. Transit Total IS34,021,500 1$16,145,100 1.$50,155,500 Program will cost $23,000 in 2003-04 and I A summary of significant operating program $28,900 in 2004-05 in order to meet increased changes—both reductions needed to balance the federal reporting resource needs and allow the budget and increases needed to maintain basic Transit Manager to focus on policy and services—is provided in the Expenditure Summaries marketing issues. part of Section D. Additionally, each of the operating program narratives (also provided in Leisure,Cultural and Social Services Section D) discuss any significant. changes. Comprehensive supporting documentation for each 6. Damon Garcia Sports Fields. Beginning in change—both increases and reductions—is provided 2004-05, managing and maintaining the new in Appendix A: Significant Operating Program Damon-Garcia sports complex will cost Changes to the Financial Plan. $247,200 annually. The following summarizes the most significant of 7. Prado Day Center Support. Continuing to the increases (`Top Dozen") on a program basis contract with the EOC to operate the Prado Day from a policy and service level perspective:. Center in light of limits on the ability of the CDBG program to fund this program will cost Public Safety $50,000 annually from the General Fund. 1. Half-Time Administrative Assistant. Community Development Continuing the 50% Full-Time Equivalent (FTE) Administrative Assistant Il position and 8. Continued Contract Planner. Extending the converting it to a regular 50% position will cost contract Associate Planner position approved in $27,200 in 2003-04 and$28,500 in 2004-05. 2001-0.3 for an additional 24 months to provide the resources needed to handle increased permit 2. Continued Full-Time Contract Fire Inspector. activity will cost $81,500 in 2003-04 and Continuing a full-time contract Inspector with $85,500 in 2004-05. benefits will cost $60,200 in 2003-04 and $66,000 in 2004-05. 9. .Monterey Plaza Technical and Environmental Studies. Performing the technical and Public Utilities environmental studies for a possible public plaza to be established within the Monterey Street 3. Technical Studies for NPDES Permit. right-of-way between Santa Rosa Street and Contracting for technical services for required Osos Street will cost$75,000 in 2004-05. studies found in the Water Reclamation Facility's National Pollutant Discharge 10. Contract Housing Programs Coordinator (CDBG). Adding a contract Housing Programs Elimination System permit (NPDES) will cost Coordinator to administer and expand the City's $206,000 in 2003-04. housing programs will cost $68,700 in 2003-04 and $93,200 in 2004-05. The cost of this A-17 FINANCIAL HIGHLIGHTS position will be fully funded by the City's Plans,Studies and Design CDBG allocation. We will complete a number of important studies and 11. Continued Building Inspector. Continuing a design efforts during 2003-05 that will set the course contract full-time Building Inspector position to for the construction portion of our CIP in the provide adequate staff resources for construction following years. These include: ' inspection workloads will cost $70,200 in 2003- 04 and$73,400 in 2004-05. 1. Groundwater environmental review and design ($400,000) ' General Government 2. Utilities telemetry system study and design 12. Revenue Ballot Measure Feasibility Analysis. ($100,000) Using professional assistance in analyzing the 3. Water reclamation facility expansion feasibility of a revenue ballot measure in 2004 environmental review and design($1.6 million) will cost$37,500 in 2003-04. 4. Whale Rock Reservoir: Old Creek habitat As discussed in-depth previously with the Council, conservation plan study and design($190,000) the: Preliminary Financial Plan also reflect 5. Palm-Nipomo Parking study and environmental significant changes on an organization-wide basis review ($450,000) for retirement and insurance costs. 6. Transit North Area Regional Facility (NARF) CIP HIGHLIGHTS environmental review 1($50,000) Major Construction and_Acquisition Projects As s$42.2 million:summarized below,the two-year CII'for 2003-05 totalWhile planning for the future will be a big part of ' our work program during the next two years, we will CIP Ex—pe7n_ditunes by Fwncti6n „3-04 :2004-05 also undertake a number of major construction and Public Safety 1,004,000 935,000 acquisition projects to maintain and improve our ' Public utilities 3,934,600 16,561,700 facilities and infrastructure, including the following: Transportation 5,123,100 5,846,800 Leisure,Cultural& Public Safety Social Services 708,300 550,900 ' Community Developmem 3,616,000 2,230,000 1. Public safety dispatch center upgrade($1.8 General Government 753,800 963,800 million) Total 515,139,800 527,108,200 Public.Utilities General Fund 3,228,900 1,923,300 Park In-Lieu Fees 18,700 193,600 2. Water treatment plant improvements($4.4 ' Transportation Impact Fees 434,600 442,500 million) CDBG Fund 214,000 80,000 Other Grants and Contributions 5,302,300 3,795,500 3. Water distribution systems improvements($4.5 Equipment Replacement Fund 298,000 84,000 million) ' Debt Financing 959,300 1,818,800 Enterprise and Agency Funds 4,684,00018,770,300 4. Tank Farm gravity sewer and lift station($6 Total $15,139,800 527,106 200 million) As discussed previously, the primary focus of the 5. Other Wastewater collection system ' 2003-05 CIP is on maintaining existing facilities and improvements ($1.8 million) infrastructure. However, due to funding through Transportation grants, impact fees or the enterprise funds, the CIP includes some new initiatives. The following 6. Pavement resealing and resurfacing($3.2 summarizes major CIP projects for 2003-05: million) ' A-18 FINANCIAL HIGHLIGHTS 7. Bullock-Orcutt realignment and signal($1.1 projects (largely due to an adverse construction million) market) and unexpected (but necessary) change 8. Street widening: Santa Barbara at Broad orders on several key projects in progress. ($450,000) While the construction market has improved since ' 9. Los Osos Valley Road Phase 1 improvements then, and our bid "estimates versus actual" has ($149,000). significantly improved, the fact remains that until 10. Railroad safety trail ($540,000) study and design phases are completed, construction budgets are "reconnaissance-level" estimates at this 11. Land acquisition for future parking garages stage in the process. As such, creating a modest CIP ($1.4 million) reserve is a reasonable way of mitigating this cost 12. Bus stop improvements($241,000) concern. Leisure, Cultural& Social Services Moreover, given our significant reductions in the ' 2003-05 General Fund CEP based on its 13. Therapy pool ($225,000) "maintenance-only" focus as part of our budget- 14. Playground and park improvements ($450,000) balancing strategy, there are fewer opportunities for ' re-scoping or re-phasing other projects in the event 15. Swim center filtration improvements ($260,000) that supplemental funding needs arise over the next two years. Community Development ' 16. Grant-funded open space purchases and habitat For 2003-05, the CIP includes funding for a "CIPreserve" of $250,000 to help ensure adequate enhancement($5.8 million) contingency funding for approved General Fund ' General Government projects. Consistent with the approach taken in 2001-03, this represents about 5% of General Fund 17. Radio system replacement($1 million) CIP projects over the next two years. Carryover Projects from 2001-03 Given the significantly reduced level of the General Fund CIP, uncertain outlook for several of our key 1 Along with the projects introduced in the 2003-05 revenues, and the unknown impact of potential State Financial Plan, the following major projects cuts to cities, this will help mitigate any unforeseen previously funded in prior Financial Plans will be impacts on the City's financial condition and avoid underway during 2003-05: making even further reductions in an already ' reduced CIP. 1. Building the water reuse system.. 2. Repairing the Foothill Boulevard bridge. Project Evaluation ' 3. Constructing the Damon-Garcia athletic fields. In preparing their recommendations to CAO on the 4. Remodeling the Ludwick Community Center. lowest possible General Fund CIP that reasonably ' maintains our existing facilities and infrastructure, 5. Installing Los Osos Valley Road landscaped the CIP Review Committee used the following medians• criteria in evaluating CIP requests: ' 6. Renovating the SPRR warehouse and restoring historic adobes. 1. Does it complete an existing project? 2. Is it mandated by the state or federal ' CIP Reserve government? The City first implemented the General Fund CIP 3. Is there significant outside funding for the ' reserve concept with the 2001-03 Financial Plan, in project? light of experiences with the need to fund 4. Is it necessary to address an immediate public supplemental project requests, bid-overages on key health or safety concern? ' A-19 I FINANCIAL HIGHLIGHTS 5. Was it previously scheduled in the 2001-03 For those few projects in preliminary work stages, ' Financial Plan? each has compelling reasons to remain funded. 6. Does it implement a Major City Goal for 2003- 05? DEBT FINANCINGS 7. Is it necessary to adequately maintain an asset 1 we already have? Capital projects that we anticipate debt financing in 8. Will it result in significant operating savings in 2003-05 include the following: the future that makes a compelling case for ' 1 making this investment solely on a financial . Replacing Public safety dispatching upgrade:. basis? If yes,how can we ensure that these and upgrading radio consoles in the current savings will in fact occur? public safety dispatch center located at the Police Station and creating an off-site dispatch Status of Current CIP Projects center in the Emergency Operation Center at the Headquarters Fire Station will cost an additional ' The CIP for 2003-07 presents new projects or $855,000 for design, construction and project required supplemental funding for existing ones. management in 2003-04 and $900,000 for However, in addition to these projects, there area equipment in 2004-05. The equipment number of projects funded and currently underway purchases will be funded through a ten-year from previous Financial Plans that will carryover lease purchase agreement. into 2003-05. Section 4 of Appendix B (CEP Status 2 Radio system upgrade. Upgrading the radio ' Report) takes a more focused look at these projects system will cost $104,300 for study and project by showing the financial status for all projects as of management in 2003-04 and $918,800 in 2004- April 30, 2003; and qualitative progress by phase 1 (study, design or construction) for all construction 05 for equipment acquisition. The equipment purchases will be funded through a ten-year projects. lease purchase agreement. Status Report Conclusion. In preparing this report, 3. Water treatment plant master plan we wanted to achieve three goals: implementation. Implementing projects at the 1. Present the status of current projects—"what's Water Treatment Plant identified in the Water ' already on our plate"=in a comprehensive yet Facilities Master Plan to maintain water concise way. treatment quality and reliability will cost $4,407,300 in 2003-05. The construction costs 2. Show how we are doing overall in completing will be funded by a low interest State Revolving our CIP workscope. Fund loan. 3. "Free-up" funding for newer, higher priority ' 4 projects or programs if we could find lagging, . Water reclamation facility master plan lower priority projects. implementation. Implementing the Water Reclamation Facility component of the There is good news and bad news in what the report Wastewater Master Plan in order to meet future ' shows: capacity demands and address water quality regulations will cost $1,600,000 for plant Projects on-track. Overall, we are making upgrades in 2004-05. Staff will seek a low excellent progress in accomplishing our CIP. interest loan from the State Revolving Fund to construct these projects. No significant new funding opportunities. On the 1 other hand, given the substantial progress on 5. Tank Farm gravity sewer and lift station. approved projects, we were not able to identify any Implementing the collections component the significant funding opportunities for new projects. Wastewater Master Plan to correct existing ' deficiencies and provide adequate infrastructure for areas of town having development potential I A-20 FINANCIAL HIGHLIGHTS will cost $6 million in 2004-05 for construction Planning Fees. As discussed previopsly, we of the Tank Farm lift station. This project will be recommend increasing the planning services cost ' debt financed. recovery goal from 45%to 100%.. MAJOR CITY GOALS Creek and Flood Protection Fund As part of the ' 2002-03 Financial Plan Supplement process, the Council established the Creek and Flood Protection The fundamental purpose of the City's Financial Enterprise Fund and adopted a multi-year fee ' Plan is to link what we want to accomplish over the program that phased-out General Fund support for next two years with the resources required to do so. this program over a five-year period, with the fund The Financial Plan process approved by the Council becoming self-supporting by 2007-08. However, a ' does this by: recent court decision regarding similar fees in the City of Salinas resulted in the Council rescinding 1. Identifying the most important, highest priority these fees pending a fuller analysis of how this ' things for us to accomplish for the community. decision might affect them. In the interim, we have 2. Establishing reasonable timeframes and retained the Creek and Flood Protection Fund, organizational responsibility for achieving them. although at this point the only funding sources for it are Zone 9 revenues and transfers from the General 3. Allocating resources for the programs and Fund. projects necessary to do so. One of the distinguishing criteria of enterprise-type ' Obviously, this approach only has meaning if there funds from other kinds of funds is the intent for user is a way of identifying key goals at the beginning of fees to cover most (if not all) of the total costs of the process that drives budget preparation, not delivering the services funded through them. ' follows it. For this reason, the City begins the (Exceptions include when an outside granting Financial Plan process with Council goal-setting. agency requires that an activity be accounted for on an enterprise fund basis, as in the case of the Transit ' The City's goal-setting process is described in Fund.) Section B: Policies and Objectives of the Financial Plan. This section also provides the results of this At this point, there are no creek and flood protection user fees (and given the recent court case, no process, including the detail work programs for accomplishing Major City Goals. likelihood of setting them in the near future); and there is no outside agency requirement that we Since measuring results is an important part of the maintain an enterprise fund for this purpose. As goal-setting process, a status report on 2001-03 such, in accordance with generally accepted Major City Goals is also provided in Section B. accounting principles, we recommend discontinuing a separate Creek and Flood Protection Fund, and ' FINANCIAL PLAN POLICIES again accounting for this program and related. projects in the General Fund. ' Formally articulated Financial Plan policies provide water and Sewer Franchise Fees. As discussed the fundamental framework and foundation for previously, in receiving reasonable compensation for preparing and implementing the City's budget. They the use of City rights-of-way and recovering the cost ' are comprehensively set forth in Section B: Policies of utility trench cuts on pavement life, we and Objectives of the Financial Plan. recommend increasing the water and sewer franchise fee from 2%to 3.5%. The following summarizes limited changes for 2003- Golf Fund. The City's current policy does not 05 in the City's Budget and Fiscal Policies. The require the Golf Fund to fully recover all of its costs: background and reasons for the changes are more because o the nine-hole hle nature of the golf course fully discussed in Section B: Policies and Objectives with its focus on youth and seniors, subsidies from of the Financial Plan. the General Fund to cover indirect costs and capital ' A-21 FINANCIAL HiGHLIGHTS improvements are allowed. Based on a recent , analysis of the golf course, it is likely that some portion of direct operating costs will also require General Fund support for the foreseeable future. The amount will be determined by the Council as part of the Financial Plan process. Public Art. City's public art policy requires that 1% of eligible project construction costs be set aside for public art. Given the City's fiscal situation, for 2003-05 public art will be funded at a reduced level that is consistent with private sector requirements (0.5%rather than 1 Debt Management:. Refinancings. On December 10, 2002, the Council adopted guidelines for when the City should consider debt refinancings. These have been formally incorporated into these policies. V 1 A-22 ' 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. s 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 aU 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. s Promoting the City as a regional trade, s 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. I ' A-23 ' MISSION STATEME-NT-,-,- SAN LUIS OBISPO STYLE Qualify With Vision WHO ARE WE? WHERE ARE WE GOING? , People ServingPeo le Into the Future with a Design ME ■ A team that puts high value on each citizen it ■ Planning and managing for levels of service t 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. ' M Respect—for each other and for those we serve. Promoting the City as a regional trade, i 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 1 participate in attaining the goals of the City. 1 A-24 DIRECTORY OF OFFICIALS AND ADVISORY BODIES CITY COUNCEL ' Allen Settle,Mayor John Ewan,Vice-Mayor Jan Howell Marx Council Member Christine Mulholland,Council Member Ken Schwartz,Council Member ' ADVISORY BODIES IArchitectural 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 ' Appointed Of,fwwk Ken.Hampian City Administrative Officer Jonathon Lowell City Attorney Department Heads ' Wendy George Assistant City Administrative Officer Wolfgang Knabbe Fire Chief Paul LeSage Director of Parks and Recreation Deb Linden Police Chief John Mandeville Director of Community Development Mike McCluskey Director of Public Works John Moss Director of Utilities I Lee Price City Clerk Karen Jenny,Jill Sylvain Interim Director of Human Resources Bill Statler Director of FmancefCity Treasurer I A-25 ORGANIZATION OF THE CITY OF sAN Luis OBispo i CITIZENS MAYOR AND CITY COUNCIL ' ADVISORY ' BODIES CITY CITY ADMINISTRATIVE t ATTORNEY OFFICER(CAO) COMMUNITY 1 • •-1- 7 Fre,Medical anti Engineering Water Long Range Planning y 'Haz Mat'Emergencies Transportation Sewer Development Review s Hazard Prevention GIS Management Utilities Resource Building&Safety od Services Disaster Planning Maintenance Services Conservation HousingPARKS& HUMAN ASSISTA ' RECREATION • • 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 Goll Course Risk Management Support Services General Administration Disclosure Flings Appointed by the City Council Appointed by the CAO 1 A-26 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of San Luis Obispo, California for its biennial ' budget for the fiscal year beginning July 1, 2001. Our 2001-03 Financial Plan received 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 to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. I GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award ' PRI SEr7't D TO Cite of San Luis Obispo ' California IF'or the Bienuium Beginning July 1, 2001 P' I �IC:iicicfL: C.xPGlttikt f�gPiX'Ic7T I I ' A-27 For our 2001-03 Financial Plan, the California Society of Municipal Finance Officers (CSMFO) Award ' Program for Excellence and Innovation in Budgeting presented the City with its highest level of recognition of with a Certificates of Excellence for Operational Budgeting (two-year award). This award is valid for a period of two years only. We believe our current budget continues to conform to program requirements, and we are submitting it to CSMFO to determine its eligibility for another award. 1 Cafy,�rnia Society of Munni al Finance 019ftcers ( Certificate of AwaM [` Excellence in Operational Budge&T 2001-2002 j Prtseauted to Cite of San Luis Obispo � rar . rmMv�n �.+arua+.a.�a.+f r�nurmct%mmWAreast;d"r l=e wrz=+rftanonarsara� ad fhe py 'i;Z- wisvpm r tSYa«:'.4 aft*M-ba4,3 u mvAmmmd Vebru¢rp N.2002 llc kwed to fscc&jTre in MauicrpW Fia&ndd.Sl n.,z,-csirnr t :; I y i A-28 i i Section B POLICIES & OBJECTIVES I POLICIES AND OBJECTIVES OVERVIEW The overall goal of the City's Financial Plan is to Planning Service Cost Recovery. For most of the I link what we want to accomplish over the next two City's development review functions, such as years with the resources required to do so. Formal building, engineering and fire plan check and statements of fiscal policies and major objectives inspections, it is the City's policy to recover 100% provide the foundation for achieving this goal. of our costs through fees. However, it is the City's current policy to only recover 45% of the cost for This section of the Financial Plan outlines the most planning services. (This includes 25% of the policies used in guiding the preparation and cost of long-range planning.) On one hand, this ' management of the City's overall budget, the major reflects the value that the community at-large objectives to be accomplished, and status of prior receives from this review process. On the other plan major City goals. This section is composed of hand, if the applicant—who drives the need for the 1 three major parts: City to incur this cost—pays less than the full cost, then general-purpose revenues are making-up the 1. Budget and Fiscal Policies difference. 2. Major City Goals for 2003-05 3. Status of 2001-03 Major City Goals Given the fiscal challenges facing us, the practical consequence of this will be deeper cuts in services 1 BUDGET AND FISCAL POLICIES that rely heavily on general-purpose revenues, such as police, fire, street maintenance and parks. Moreover, since the General Fund subsidizes such a The following budget and fiscal policies guide the large portion of planning costs, this means that this preparation and execution of the 2003-OS Financial service is subject to cost cuts as well, at a time when development activity is at an all-time high. Plan. ' ■ Financial Plan Purpose and Organization Given these trade-offs, we recommend moving from ■ Financial Reporting and Budget Administration 45% to 100% cost recovery for planning services. This is reasonable in the overall context of the City's ■ General Revenue Management cost recovery policies, which already distinguish ■ User Fee Cost Recovery Goals between service recipients versus service drivers. ■ Enterprise Funds Fees and Rates Moreover, this will also benefit the development ■ Revenue Distribution community, by helping to mitigate reductions that ■ Investments might otherwise be required in our development ■ Appropriations Limitation review services as part of our budget-balancing ' ■ Fund Balance and Reserves strategy. ■ Capital Improvement Management ■ Capital Financing and Debt Management In implementing this added cost recovery, we ■ Human Resource Management recommend an approach used by many other cities ' ■ Productivity for planning cost recovery: collecting at the building permit stage (as a percentage of the permit fee) ■ Contracting for Services rather than at the planning permit application stage. ' Changes in Budget and Fiscal Policies _ This has the benefit of recovering these costs when the applicant has a"real project" (rather than just the The following summarizes changes from the City's hope for one), and the applicant can finance fees like ' other development costs. budget and fiscal policies from the 2001-03 Financial Pian: Creek and Flood Protection Fund As part of the. ' 2002-03 Financial Plan Supplement process, the Council established the Creek and Flood Protection B-1 ' POLICIES • : ' OVERVIEW Enterprise Fund and adopted a multi-year fee the General Fund to cover indirect costs and capital program that phased-out General Fund support for improvements are allowed. Based on a recent this program over a five-year period, with the fund analysis of the golf course, it is likely that some becoming self-supporting by 2007-08. However, a portion of direct operating costs will also require recent court decision regarding similar fees in the General Fund support for the foreseeable future. City of Salinas resulted in the Council rescinding The amount will be determined by the Council as I these fees pending a fuller analysis of how this part of the Financial Plan process. decision might affect them. In the interim, we have retained the Creek and Flood Protection Fund, Public Art. City's public art policy requires that I% ' although at this point the only funding sources for it of eligible project construction costs be set aside for are Zone 9 revenues and transfers from the General public art. Given the City's fiscal situation, for Fund. 2003-05 public art will be,fundedat a reduced level that is consistent with private sector requirements One of the distinguishing criteria of enterprise-type (0.5%rather than I%). funds from other kinds of funds is the intent for user ' fees to cover most (if not all) of the total costs of Debt Management. Refinancings. On December delivering the services funded through them. 10, 2002, the Council adopted guidelines for when (Exceptions include when an outside granting the City should consider.debt refinancings. These ' agency requires that an activity be accounted for on have been formally incorporated into these policies. an enterprise fund basis, as in the case of the Transit Fund.) MAJOR CITY GOALS re IAt.this point, there are no creek and flood protection user fees (and given the recent court case, no The fundamental purpose of the City's Financial likelihood of setting them in the near future); and Plan is to link what we want to accomplish over the ' there is no outside agency requirement that we next two years with the resources required to do so. maintain an enterprise fund for this purpose. As The Financial Plan process approved by the Council such, in accordance with generally accepted does this by: accounting principles, we recommend discontinuing a separate Creek and Flood Protection Fund, and 1. Identifying the most important, highest priority again accounting for this program and related things for us to accomplish for the community. ' projects in the General Fund. 2. Establishing a reasonable timeframe and Water and Sewer Franchise Fees. In receiving organizational responsibility for achieving them. reasonable compensation for the use of City rights- 3. Allocating the resources necessary to do so. of-way and recovering the cost of utility trench cuts on pavement life, the City currently assesses a 2% Obviously, this approach only has meaning if there franchise fee on the Water and Sewer Fund. We is a way of identifying key goals at the beginning of recommend increasing this to 3.5%, which is the the process that drive budget preparation, not follow mid-point of the statewide standard for public it. utilities like electricity and gas (2% of gross revenues from operations) and cable television (5% For this reason, the City begins its two-year budget of gross revenues). process with Council goal-setting. This follows an extensive effort to involve advisory bodies and the Golf Fund The City's current policy does not community in this process. It also follows require the Golf Fund to fully recover all of its costs: consideration of a number of analytical reports such because of the nine-hole nature of the golf course as the General Fund Five-Year Fiscal Forecast and ' with its focus on youth and seniors, subsidies from comprehensive updates on the status of long-term B-2 I ' POLICIES OBJECTIVES ' OVERVIEW ' plans and policies, current major City goals and goals, it is essential that we have a clear capital projects. understanding of what the Council hopes to achieve with each goal over the next two years. For this While the specifics of the process vary from plan to reason, following this goal-setting workshop, staff plan, the City has used this basic approach for the prepared detailed work programs for achieving ' past twelve years. Major City Goals in order to: Goal-Setting Process for 2003-05 1. Clearly define and scope the adopted goal. ' 2. Ensure that there is a clear understanding of the For 2003-05, the Council held four workshops for means selected to pursue the goal. this purpose on November 15, 2002, December 10,' 3. Convert the general goal into specific action 2002, January 14, 2003 and February 1, 2003. steps so we can measure progress in achieving it. Using the services of a professional facilitator, the Council reached agreement on 21 goals organized ' g two priority groupings at its This is especially important in the case of objectives .into the followint February 1 follogoal-swing t workshop: where fully achieving the goal is likely to extend well beyond the two-year Financial Plan period. 1. Major City Goals. These represent the most However, we can measure progress—and our ' important, highest priority goals for the City to success in accomplishing the goal—by clearly accomplish over the next two years, and as such, defining the specific actions we plan to undertake resources to accomplish them should be over the next two years in making meaningful ' included in the 2003-05 Financial Plan. Progress in achieving the longer–term goal. In general, goals in this category represent new These work programs were presented to the Council ' initiatives or the continuation of existing ones on April 10, 2003. After in-depth review and where significant additional resources are likely discussion, the Council approved the work programs to be required. If the work program approved by with minor revisions. the Council for a Major City Goal is not Work Program Content. The work programs are included in the CAO's Preliminary Financial organized by functional area: public utilities, Plan, compelling reasons and justification must' transportation, leisure, cultural & social services,be provided as to why resources could not be made available to achieve this goal. community development and general government. Each work program provides the following In short,these are"must fund"objectives. information: 2. Other Important Objectives. Goals in this 1. Objective. category are also important for the City to 2. Discussion, including the proposed workscope, accomplish over the next two years. In general, related work accomplished in the past and goals in this category reflect the continuation of challenges we will face in achieving the goal. current goals, or new initiatives that are not 3. Action plan detailing specific tasks and schedule likely to have significant General Fund resource for the next two years. When applicable, likely requirements. "carryover and spin-off' tasks beyond the next ' Major City Goal Work Programs two years are also discussed. 4. Responsible department. The goals set by the Council drive the budget 5. Financial and staff resources required to achieve ' preparation process. However, before the staff can the goal. build the Preliminary Financial Plan around Council ' B-3 ' POLICIESOBJECTIVES OVERVIEW 6. General Fund revenue potential,if any. ■ laurel Lane/OrcuulBullock Realignment 7. Outcome—final work product at the end of the Complete the realignment of Laurel ' next two years. Lane/OrcuttBullock Streets. Integration into the Financial Plan ■ Santa Barbara Street Widening. Complete the existing widening project for Santa Barbara The objectives and related work programs that Street from Highway 227/Broad Street to emerged as Major City Goals from this process are Roundhouse. detailed later in this section of the Financial Plan, ■ Waterways Management Plan Implementation summarized as follows: Program. Upon completion of the Waterways Public Utilities Management Plan, adopt an implementation program. ■ Long-Term Water Supply ■ Palm-Nipomo Parking Structure Plans. Transportation Complete an environmental assessment, ■ Street and Sidewalk Maintenance preliminary studies and evaluation of options for ■ LOVR/Highway 101 Improvements a new parking structure at Palm and Nipomo ' ■ Bikeway Improvements: Railroad Safety Trail Streets per the Conceptual Physical Plan for the City's Center. Leisure,'Cultural& Social Services ■ Short-Range Transit Plan. Implement the ' ■ Therapy Pool Short-Range Transit Plan. Community Development ■ Airport Area Annexation. Annex the Airport ■ Housing Area. ■ Neighborhood Wellness ■ Dalidio Property Annexation. Annex the t ■ South Broad Street.Corridor Plan ■ Downtown Improvements:Monterey Plaza Dalidio property. ■ Economic Development: Transient Occupancy ■ Auto Center Expansion. Continue to explore Tax 1 ■ Economic Development: Sales Tax the possibility of expanding Auto Center sites via annexation of the McBride and gap General Government properties. , ■ Long-Term Fiscal Health ■ Downtown Improvements: Cultural Center Development. Encourage development of a ' Funding for all of the Major City Goals as set forth Cultural Center(such as the Art Center, Mission in the work programs is included in the Financial Museum, Historical Museum, Little Theater and Plan. Children's Museum) in the Mission Plaza extension area as illustrated in the Conceptual Other Council Objectives_ Physical Plan for the City's Center, and support this effort through the existing Partnership In addition to the twelve Major City Goals set by the Policy where possible. ' Council, the following "Other Council Objectives" are reflected in the Financial Plan: Other Program Objectives. Along with goals set by the Council, the Financial Plan also includes ' objectives proposed by the staff for improving the B-4 POLICIES OBJECTIVES ' OVERVIEW I delivery of City services. These are different from ' Council-initiated goals in two important ways: 1. Council goals are generally focused on objectives that can only be successfully achieved through Council leadership, support and commitment; program objectives proposed by staff are typically more internally focused on improving day-today operations, and can usually be achieved through staff leadership, support and commitment.. 2. Achieving Council goals has a higher resource priority. Each of the 73 operating programs presented in the Financial Plan clearly identifies major City goals, other Council goals and other program objectives. STATUS OF 2001-03 MAJOR CITY GOALS Measuring progress in achieving major City goals is ' an essential component of the Financial Plan process. For this reason, a status.summary of 2001- 03 major City goals is provided in this part of Section B. I I B-5 I • • OBJECTIVES BUDGET AND FISCAL POLICIES ' FINANCIAL PLAN PURPOSE 3. Establishing realistic timeframes for AND ORGANIZATION achieving objectives. ' 4. Creating a pro-active budget that provides A. Financial Plan Objectives. Through its for stable operations and assures the City's long-tenor fiscal health. Financial Plan, the City will link resources with ' results by: 5. Promoting more orderly spending patterns. 6. Reducing the amount of time and resources 1. Identifying community needs for essential allocated to preparing annual budgets. services. 2. Organizing the programs required to provide C. Measurable Objectives. The two-year these essential services. financial plan will establish measurable program I objectives and allow reasonable time to 3. Establishing program policies and goals, accomplish those objectives. which define the nature and level of ' program seryices required. D. Second Year Budget. Before the beginning of 4. Identifying activities performed in the second year of the two-year cycle, the delivering program services. Council will review progress during the first 5. Proposing objectives for improving the year and approve appropriations for the second delivery of program services. fiscal year. 6. Identifying and appropriating the resources E. Operating Carryover. Operating program required to perform program activities and appropriations not spent during the first fiscal accomplish program objectives. year may be carred over for specific purposes ' 7. Setting standards to measure and evaluate into the second fiscal year with the approval of the: the City Administrative Officer(CAO). a. Output of program activities. F. Goal Status Reports. The status of major I b. .Accomplishment of program objectives. program objectives will be formally reported to the Council on an ongoing,periodic basis. c. Expenditure of program appropriations. ' G. Mid-Year Budget Reviews. The Council will B. Two-Year Budget. Following the City's formally review the City's fiscal condition, and favorable experience over the past sixteen years, amend appropriations if necessary, six months the City will continue using a two-year financial after the beginning of each fiscal year. plan, emphasizing long-range planning and effective program management. The benefits H. Balanced Budget. The City will maintain a I identified when the City's first two-year plan balanced budget over the two-year period of the was prepared for 1983-85 continue to be Financial.Plan. This means that: realized: ' 1. Operating revenues must fully cover 1. Reinforcing the importance of long-range operating expenditures, including debt planning in managing the City's fiscal service. affairs. 2. Ending fund balance (or working capital in 2. Concentrating on developing and budgeting the enterprise funds) must meet minimum for the accomplishment of significant policy levels. For the general and enterprise objectives. B-6 ' POLICIES OBJECTIVES ' BUDGET AND FISCAL POLICIES funds, this level has been established at 20% policy impact nor affect budgeted year-end fund ' of operating expenditures. balances. Under this policy, it is allowable for total GENERAL REVENUE MANAGEMENT expenditures to exceed revenues in a given ' year; however, in this situation, beginning fund balance can only be used to fund A. Diversified and Stable Base. The City will capital improvement plan projects, or other seek to maintain a diversified and stable revenue 1 "one-time,"non-recurring expenditures. base to protect it from short-term fluctuations in any one revenue source. FINANCIAL REPORTING AND BUDGET ADMINISTRATION B. Long-Range Focus. To emphasize and facilitate long-range financial planning, the City will maintain current projections of revenues for ' A. Annual Reporting. The City will prepare the succeeding five years. annual financial statements as follows: C. Current.Revenues for Current Uses. The City ' 1. In accordance with Charter requirements, will make all current expenditures with current the City will contract for an annual audit by revenues, avoiding procedures that balance a qualified independent certified public current budgets by postponing needed 1 accountant. The City will strive for an expenditures, accruing future revenues, or unqualified auditors' opinion. rolling over short-term.debt. 2. The City will use generally accepted D. Interfund Transfers and Loans. In order to accounting principles in preparing its annual achieve important public policy goals, the City financial statements, and will strive to meet has established various special revenue, capital the requirements of the GFOA's Award for project, debt service and. enterprise funds to ' Excellence in Financial Reporting program. account for revenues whose use should be restricted to certain activities. Accordingly, 3. The City will issue audited financial each fund exists as a separate financing entity statements within 180 days after year-end. from other funds, with its own revenue sources, expenditures and fund equity. B. Interim Reporting. The City will prepare and I issue timely interim reports on the City's fiscal Any transfers between funds for operating status to the Council and staff. This includes: purposes are clearly set forth in the Financial on-line access to the City's financial plan, and can only be made by the Director of management system by City staff; monthly Finance in accordance with the adopted budget. reports to program managers; more formal These operating transfers, under which financial quarterly reports to the Council and Department resources are transferred from one fund to Heads; mid-year budget reviews; and interim another, are distinctly different from interfund ' annual rept• borrowings, which are usually made for temporary cash flow reasons, and are not C. Budget Administration. As set forth in the intended to result in a transfer of financial ' City Charter, the Council may amend or resources by the end of the fiscal year. supplement the budget at any time after its adoption by majority vote of the Council In summary, interfund transfers result in a I members. The CAO has the authority to make change in fund equity; interfund borrowings do administrative adjustments to the budget as long as those changes will not have a significant I B-7 1 POLICIES AND OBJECTIVES BUDGET AND FISCAL POLICIES not, as the intent is to repay in the loan in the interim period based on supplemental analysis near term. whenever there have been significant changes in the method,level or cost of service delivery. ' From time-to-time,interfund borrowings may be appropriate; however, these are subject to the B. User Fee Cost Recovery Levels following criteria in ensuring that the fiduciary purpose of the fund is met: In setting user fees and cost recovery levels, the following factors will be considered: I. The Director of Finance is authorized to approve temporary interfund borrowings for 1. Community-Wide Versus Special Benefit cash flow purposes whenever the cash The level of user fee cost recovery should shortfall is expected to be resolved within 45 consider the community-wide versus special ' days. The most common use of interfund service nature of the program or activity. borrowing under this circumstance is for The use of general-purpose revenues is grant programs like the Community appropriate for community-wide services, ' Development Block Grant, where costs are while user fees are appropriate for services incurred before drawdowns are initiated and that are of special benefit to easily identified received. However, receipt of funds is individuals or groups. , typically received shortly after the request for funds has been made. 2. Service Recipient Versus Service Driver. After considering community-wide versus 2. Any other interfund borrowings for cash special benefit of the service, the concept of flow or other purposes require case-by-case service recipient versus service driver approval by the Council. should also be considered. For example, it could be argued that the applicant is not the ' 3. Any transfers between funds where beneficiary of the City's development review reimbursement is not expected within one efforts: the community is the primary fiscal year shall not be recorded as interfund beneficiary. However, the applicant is the ' borrowings; they shall be recorded as driver of development review costs, and as interfund operating transfers that affect such, cost recovery from the applicant is equity by moving financial resources from appropriate. ' one fund to another. 3. Effect of Pricing on the Demand for USER FEE COST RECOVERY GOALS Services. The level of cost recovery and ' related pricing of services can significantly affect the demand and subsequent level of A. Ongoing Review services provided. At full cost recovery,this has the specific advantage of ensuring that Fees will be reviewed and updated on an the City is providing services for which ongoing basis to ensure that they keep pace with there is genuinely a market that is not changes in the cost-of-living as well as changes overly-stimulated by artificially low prices. ' in methods or levels of service delivery. Conversely, high levels of cost recovery will negatively impact the delivery of services to In implementing this goal, a comprehensive lower income groups. This negative feature ' analysis of City costs and fees should be made at is especially pronounced, and works against least every five years. In the interim, fees will public policy, if the services are specifically be adjusted by annual changes in the Consumer targeted to low income groups. ' Price Index. Fees may be adjusted during this B-8 POLICIES OBJECTIVES IBUDGET AND FISCAL POLICIES 4. Feasibility of Collection and Recovery. readily detected by the City. Many small- Although it may be determined that a high scale licenses'and permits might fall into level of cost recovery may be appropriate this category. for specific services, it may be impractical or too costly to establish a system to identify D. Factors Favoring High Cost Recovery Levels ' and charge the user. Accordingly, the feasibility of assessing and collecting The use of service charges as a major source of charges should also be considered in funding service levels is especially appropriate ' developing user . fees, especially if under the following circumstances: significant program costs are intended to be financed from that source. 1. The service is similar to services provided through the private sector. C. Factors Favoring Low Cost Recovery Levels 2. Other private or public sector alternatives ' Very low cost recovery levels are appropriate could or do exist for the delivery of the under the following circumstances: service. ' 1. There is no intended relationship between 3. For equity or demand management the amount paid and the benefit received. purposes, it is intended that there be a direct" Almost all social service programs fall relationship between the amount paid and into this category as it is expected that one the level and cost of the service received. group will subsidize another. 4. The use of the service is .specifically 2. Collecting fees is not cost-effective or will discouraged. Police responses to significantly impact the efficient delivery of disturbances or false alarms might fall into the servicer this category. ' 3. There is no intent to limit the use of (or 5. The service is regulatory in nature and entitlement to) the service. Again, most voluntary compliance is not expected to be "social service" programs fit into this the primary method of detecting failure to ' category as well as many public safety meet regulatory requirements. Building (police and fire) emergency response permit, plan checks, and subdivision review services. Historically, access to fees for large projects would fall into this neighborhood and community parks would category. also fit into this category. E. General Concepts Regarding the Use of I 4. The service is non-recurring, generally Service Charges delivered on a "peak demand" or emergency basis, cannot reasonably be planned for on The following general concepts will be used in an individual basis, and is not readily developing and implementing service charges: ' available from a private sector source. Many public safety services also fall into 1. Revenues should not exceed the reasonable this category. cost of providing the service. 1 5. Collecting fees would discourage 2. Cost recovery goals should be based on the compliance with regulatory requirements total cost of delivering the service, including and adherence is primarily self-identified, direct costs, departmental administration and as such, failure to comply would not be costs, and organization-wide support costs ' B-9 PO • BUDGET AND FISCAL POLICIES such as accounting, personnel, data 2. Cost recovery for activities directed to youth ' processing, vehicle maintenance and and seniors should be relatively low. In insurance. those circumstances where services are ' similar to those provided in the private 3. The method of assessing and collecting fees sector, cost recovery levels should be should be as simple as possible in order to higher. ' reduce the administrative cost of collection. Although ability to pay may not be a 4. Rate structures should be sensitive to the concern for all youth and senior participants, , "market" for similar services as well as to these are desired program activities, and the smaller, infrequent users of the service. cost of determining need may be greater than the cost of providing a uniform service 5. A unified approach should be used in fee structure to all participants. Further, determining cost recovery levels for various there is a community-wide benefit in programs based on the factors discussed encouraging high-levels of participation in above. youth and senior recreation activities regardless of financial status. F. Low Cost-Recovery Services 3. Cost recovery goals for recreation activities Based on the criteria discussed above, the are set as follows: following types of services should have very low cost recovery goals. In selected High-Range Cost Recovery Activities circumstances, there may be specific activities (60%to 100%) within the broad scope of services provided that a. Classes(Adult and Youth) should have user charges associated with them. b. Day care services However, the primary source of funding for the c. Adult athletics (volleyball, basketball, operation as a whole should be general-purpose revenues,not user fees. softball,lap swim) d. Facility rentals (Jack House, other in- 1. n-1. Delivering public safety emergency door facilities except the City/County response services such as police patrol Library) services and fire suppression. Mid-Range Cost Recovery Activities 2. Maintaining and developing public facilities (30%to 6091c) that are provided on a uniform, community- e. City/County Library room rentals 1 wide basis such as streets, parks and f. Special events (triathlon, other City- general-purpose buildings. sponsored special events) g. Youth track 3. Providing social service programs and h. Minor league baseball economic development activities. i. Youth basketball j. Swim lessons 1 G. Recreation Programs k. Outdoor facility and equipment rentals The following cost recovery policies apply to Low-Range Cost Recovery Activities the City's recreation programs: (0 to 305c) 1. Cost recovery for activities directed to adults 1. Public swimm. Special swim classes should be relatively high. n. Community garden B-10 POLICIES AND OBJECTIVES IBUDGET AND FISCAL POLICIES o. Youth STAR H. Development Review Programs I p. Teen services q. Senior services The following cost recovery policies apply to the development review programs: 4. For cost recovery activities of less than 100%, there should be a differential in rates 1. Services provided under this category between residents and non-residents. include: However, the Director of Parks and ' Recreation is authorized to reduce or a. Planning (planned development permits, eliminate non-resident fee differentials when tentative tract and parcel maps, it can be demonstrated that: rezonings, general plan amendments, variances, use permits). a. The fee is reducing attendance. b. Building and safety (building permits, I b. And there are no appreciable structural plan checks,inspections). expenditure savings from the reduced c. Engineering (public improvement plan attendance. checks, inspections, subdivision 5. Charges will be assessed for use of rooms, requirements,encroachments). pools, gymnasiums, ball fields, special-use d. Fire plan check. areas, and recreation equipment for activities not sponsored or co-sponsored by the City. 2. Cost recovery for these services should Such charges will generally conform to the generally be very high. In most instances, fee guidelines described above. However; the City's cost recovery goal should be the Director of Parks and Recreation is 100%. authorized to charge fees that are closer to full cost recovery for facilities that are 3. However, in charging high cost recovery ' heavily used at peak times and include a levels, the City needs to clearly establish majority of non-resident users. and articulate standards for its performance in reviewing developer applications to ' 6. A vendor charge of at least 10 percent of ensure that there is "value for cost." gross income will be assessed from individuals or organizations using City I. Comparability With Other Communities facilities for moneymaking activities. ' In setting user fees, the City will consider fees 7. Director of Parks and Recreation is charged by other agencies in accordance with authorized to offer reduced fees such as the following criteria: ' introductory rates, family discounts and coupon discounts on a pilot basis (not to 1. Surveying the comparability of the City's exceed 18 months) to promote new fees to other communities provides useful I recreation programs or resurrect existing background information in setting fees for ones. several reasons: ' 8. The Parks and Recreation Department will a. They reflect the "market" for these fees consider waiving fees only when the City and can assist in assessing the Administrative Officer determines in writing reasonableness of San Luis Obispo's that-an undue hardship exists. fees. B-11 POLICIES ' OBJECTIVES BUDGET AND FISCAL POLICIES ' b. If prudently analyzed,they can serve as improvements may be considered by the Council a benchmark for how cost-effectively as part of the Financial Plan process, along with San Luis Obispo provides its services. the need to possibly subsidize direct operating costs as well. 2. However, fee surveys should never be the sole or primary criteria in setting City fees C. Transit. Based on targets set under the as there are many factors that affect how and Transportation Development Act, the City will why other communities have set their fees at strive to cover at least twenty percent of transit their levels. For example: operating costs with fare revenues. ' a. What level of cost recovery is their fee D. Ongoing Rate Review. The City will review intended to achieve compared with our and adjust enterprise fees and rate structures as ' cost recovery objectives? required to ensure that they remain appropriate b. What costs have been considered in and equitable. computing the fees? E. Franchise and In-Lieu Fees. In accordance c. When was the last time that their fees with long-standing practices, City will treat the were comprehensively evaluated? water and sewer funds in the same manner as if d. What level of service do they provide they were privately owned and operated. In compared with our service or addition to setting rates at levels necessary to performance standards? fully cover the cost of providing water and sewer service, this means assessing reasonable e. Is their rate stricture significantly franchise and property tax in-lieu fees. different than ours and what is it intended to achieve? 1. At 3.5%, water and sewer franchise fees are based on the mid-point of the statewide 3. These can be very difficult questions to standard for public utilities like electricity address in fairly evaluating fees among and gas (2% of gross revenues from different communities. As such, the operations) and cable television (5% of comparability of our fees to other gross revenues). As with other utilities, the communities should be one factor among purpose of the franchise fee is reasonable many that is considered in setting City fees. compensation the use of the City's street right-of-way. The appropriateness of ENTERPRISE FUND FEES AND RATES charging the water and sewer funds a reasonable franchise fee for the use of City streets is further supported by the results of A. Water, Sewer and Parking. The City will set recent studies in Arizona, California, Ohio fees and rates at levels which fully cover the and Vermont which concluded that the total direct and indirect costs—including leading cause for street resurfacing and operations, capital outlay, and debt service---of reconstruction is street cuts and trenching the following enterprise programs:. water, sewer for utilities. ' and parking. 2. For the water fund, property tax in-lieu fees B. Golf. Golf program fees and rates should fully are established under the same methodology cover direct operating costs. Because of the used in assessing property tax in-lieu fees to nine-hole nature of the golf course with its focus the Housing Authority under our 1976 on youth and seniors, subsidies from the General agreement with them. Under this approach, Fund to cover indirect costs and capital water fund property tax in-lieu charges are B-12 i POLICIES , OBJECTIVES BUDGET AND FISCAL POLICIES about $29,000 annually, and grow by 2% B. Gasoline Tax Subventions. All gasoline tax per year as allowed under Proposition 13. revenues (which are restricted by the State for street-related purposes) will be used for REVENUE DISTRIBUTION maintenance activities. Since the City's total ' expenditures for gas tax eligible programs and projects are much greater than this revenue The Council recognizes that generally accepted source, operating transfers will be made from accounting principles for state and local the gas tax fund to the General Fund for this governments discourage the "earmarking" of purpose. This approach significantly reduces General Fund revenues, and accordingly, the the accounting efforts required in meeting State practice of designating General Fund revenues for reporting requirements. specific programs should be minimized in the City's management of its fiscal affairs. Approval of the C. Transportation Development Act (TDA) following revenue distribution policies does not Revenues. All TDA revenues will be allocated ' prevent the Council from directing General Fund to alternative transportation programs, including resources to other functions and programs as regional and municipal transit systems, bikeway necessary. improvements, and other programs or projects ' designed to reduce automobile usage. Because A. Property Taxes. With the passage of TDA revenues will not be allocated for street Proposition 13 on June 6, 1978, California cities purposes, it is expected that alternative ' no longer can set their own property tax rates. transportation programs (in conjunction with In addition to limiting annual increases in other state or federal grants for this purpose)will market value, placing a ceiling on voter- be self-supporting from TDA revenues. approved indebtedness, and redefining assessed valuations, Proposition 13 established a D. Parking Fines. All parking fine revenues will maximum county-wide levy for general revenue be allocated to the parking fund. purposes of 1% of market value. Under ' subsequent state legislation, which adopted INVESTMENTS formulas for the distribution.of this countywide levy, the City now receives a percentage of total ' property tax revenues collected countywide as A. Responsibility. Investments and cash determined by the County Auditor-Controller. management is the responsibility of the City Treasurer or designee. Until November of 1996, the City had t provisions in its Charter that were in conflict B. Investment Objective. The City's primary with Proposition 13 relating to the setting of investment objective is to achieve a reasonable ' property tax revenues between various funds. rate of return while minimizing the potential for For several years following the passage of capital losses arising from market changes or Proposition 13, the City made property tax issuer default. Accordingly, the following ' allocations between funds on a policy basis that factors will be considered in priority order in were generally in proportion to those in place determining individual investment placements: before Proposition 13. Because these were general-purpose revenues, this practice was 1. Safety ' discontinued in 1992-93. With the adoption of a 2. Liquidity series of technical revisions to the City Charter in November of 1996, this conflict no longer 3. Yield ' exists. C. Tax and Revenue Anticipation Notes: Not for Investment Purposes. There is an appropriate I B-13 POLICIES OBJECTIVES BUDGET AND FISCAL POLICIES ' role for tax and revenue anticipation notes G. Authorized Institutions. Current financial ' (TRANS) in meeting legitimate short-term cash statements will be maintained for each ' needs within the fiscal year. However, many institution in which cash is invested. agencies issue TRANS as a routine business Investments will be limited to 20 percent of the practice, not solely for cash flow purposes, but total net worth of any institution and may be to capitalize on the favorable difference between reduced further or refused altogether if an ' the interest cost of issuing TRANS as a tax- institution's financial situation becomes preferred security and the interest yields on them unhealthy. if re-invested at full market rates. I H. Consolidated Portfolio. In order to maximize As part of its cash flow management and yields from its overall.portfolio, the City will investment strategy, the City will only issue consolidate cash balances from all funds for I TRANS or other forms of short-term debt if investment purposes, and will allocate necessary to meet demonstrated cash flow needs; investment earnings to each fund in accordance TRANS or any other form of short-term debt with generally accepted accounting principles. ' financing will not. be issued for investment purposes. As long as the City maintains its I. Safekeeping. Ownership of the City's current policy of maintaining fund/working investment securities will be protected through capital balances that are 20% of operating third-party custodial safekeeping. expenditures, it is unlikely that the City would need to issue TRANS for cash flow purposes J. Investment Management Plan. The City except in very unusual circumstances. Treasurer will develop and maintain an Investment Management Plan that addresses the D. Selecting Maturity Dates. The City will strive City's administration of its portfolio, including to keep :all idle cash balances fully invested investment strategies,practices and procedures. ' through daily projections of cash flow requirements. To avoid forced liquidations and K. Investment Oversight Committee. As set forth losses of investment earnings, cash flow and in the Investment Management Plan, this future requirements will be the primary committee is responsible for reviewing the consideration when selecting maturities. City's portfolio on an ongoing basis to determine compliance with the City's E. Diversification. As the market and the City's investment policies and for making investment portfolio change, care will be taken recommendations regarding investment to maintain a healthy balance of investment management practices. Members include the ' types and maturities. City Administrative Officer, Assistant CAO, Director of Finance/City Treasurer, Revenue F. Authorized Investments. The City will invest Manager and the City's independent auditor. only in those instruments authorized by the California Government Code Section 53601. L. Reporting. The City Treasurer will develop and maintain a comprehensive, well-documented The City will not invest .in stock, will not investment reporting system, which will comply speculate and will not deal in futures or options. with Government Code Section 53607. This The investment market is highly volatile and reporting system will provide the Council and continually offers new and creative the Investment Oversight Committee with opportunities for enhancing interest earnings. appropriate investment performance Accordingly, the City will. thoroughly information. investigate any new investment vehicles before committing City funds to them. B-14 I POLICIES AND . : BUDGET AND FISCAL POLICIES APPROPRIATIONS LIMITATION working capital balances of at least 20% of operating expenditures in the General Fund and ' water, sewer and parking enterprise funds. This A. The Council will annually adopt a resolution is considered the minimum level necessary to establishing the City's appropriations limit maintain the City's credit worthiness and to ' calculated in accordance with Article XIII-B of adequately provide for: the Constitution of the State of California, Section 7900 of the State of California 1. Economic uncertainties, local disasters, and Government Code, and any other voter approved other financial hardships or downturns in the amendments or state legislation that affect the local or national economy. City's appropriations limit. 2. Contingencies for unseen operating or fB. The supporting documentation used in capital needs. calculating the City's appropriations limit and 3. Cash flow requirements. I projected appropriations subject to the limit will be available for public and Council review at B. Fleet Replacement. For the General Fund fleet, least 10 days before Council consideration of a the City will establish and maintain a Fleet resolution to adopt an appropriations limit. The Replacement Fund to provide for the timely Council will generally consider this resolution in replacement of vehicles and related equipment connection with final approval of the budget. with an individual replacement cost of $15,000 or more. The City will maintain a. minimum ' C. The City will strive to develop revenue sources; fund balance in the Fleet Replacement Fund of both new and existing, which are considered at least 20% of the original purchase cost of the non-tax proceeds in calculating its items accounted forin this fund. appropriations subject to limitation. The annual contribution to this fund will D. The City will annually review user fees and generally be,based on the annual use allowance, I charges and report to the Council the amount of which is determined based on the estimated life program subsidy, if any, that is being provided of the vehicle or equipment and its original by the General or Enterprise Funds. purchase cost. Interest earnings and sales of surplus equipment as well as any related damage E. The City will actively support legislation or and insurance recoveries will be credited to the initiatives sponsored or approved by League of Fleet Replacement Fund. ' California Cities which would modify Article XIII-B of the Constitution in a manner which C. Future Capital Project Designations. The would allow the City to retain projected tax Council may designate specific fund balance revenues resulting from growth in the local levels for future development of capital projects ' economy for use as determined by the Council. that it has determined to be in the best long-term interests of the City. F. The City will seek voter approval to amend its ' appropriation limit at such time that tax proceeds D. Other Designations and Reserves. In addition are in excess of allowable limits. to the designations noted above, fund balance levels will be sufficient to meet funding ' FUND BALANCE AND RESERVES requirements for projects approved in prior years which are carried forward into the new year, debt service reserve requirements; reserves for ' A. Minimum Fund and Working Capital encumbrances; and other reserves or Balances. The City will maintain fund or designations required by contractual obligations, ' B-15 POLICIES AND OBJECTIVES BUDGET AND FISCAL POLICIES state law, or generally accepted accounting Council through adoption of the Financial principles. Plan. CAPITAL IMPROVEMENT MANAGEMENT 2. Study. Concept design, site selection, feasibility analysis, schematic design,. environmental determination, property ' A. CIP Projects: $15,000 or More. Construction appraisals, scheduling, grant application, projects and equipment purchases which cost grant approval, specification preparation for $15,000 or more will be included in the Capital equipment purchases. I Improvement Plan (CIP); minor capital outlays of less than $15,000 will be included with the 3. Environmental Review. EIR preparation, operating program budgets. other environmental studies. B. CIP Purpose. The purpose of the CIP is to 4. Real Property Acquisitions. Property systematically plan, schedule, and finance acquisition for projects, if necessary. ' capital projects to ensure cost-effectiveness as well as conformance with established policies. 5. Site Preparation. Demolition, hazardous The CIP is a four-year plan organized into the materials abatements, other pre-construction same functional groupings used for the operating work. programs. The CIP will reflect a balance between capital replacement projects that repair, 6. Design. Final design,plan and specification replace or enhance existing facilities, equipment preparation and construction cost estimation. ' or infrastructure; and capital facility projects that significantly expand or add to the City's existing 7. Construction. Construction contracts. fixed assets. 8. Construction Management. Contract C. Project Manager. Every CEP project will have project management and inspection, soils a project manager who will prepare the project and material tests, other support services ' proposal, ensure that required phases are during construction. completed on schedule, authorize all project. expenditures, ensure that all regulations and 9. Equipment Acquisitions. Vehicles, heavy 1 laws are observed, and periodically report machinery, computers, office furnishings, project status. other equipment items acquired and installed independently from construction contracts. D. CIP Review Committee. Headed by the City Administrative Officer or designee, this 10. Debt Service. Installment payments of Committee will review project proposals, principal and interest for completed projects I determine project phasing, recommend project funded through debt financings. managers, review and evaluate the draft CIP Expenditures for this project phase are budget document, and report CIP project included in the Debt Service section of the progress on an ongoing basis. Financial Plan. I E. CIP Phases. The CIP will emphasize project Generally, it will become more difficult for a planning, with projects progressing through at project to move from one phase to the next. As ' least two and up to ten of the following phases: such, more projects will be studied than will be designed, and more projects will be designed 1. Designate. Appropriates funds based on than will be constructed or purchased during the projects designated for funding by the term of the CIP. B-16 POLICIES AND OBJECTIVES BUDGET AND FISCAL POLICIES ' F. CEP Appropriation. The City's annual CIP phase for conformance with the City's public art ' appropriation for study, design, acquisition policy, which generally requires that 1% of and/or construction is based on the projects eligible project construction costs be set aside designated by the Council through adoption of for public art. Excluded from this requirement the Financial Plan. Adoption of the Financial are underground projects, utility infrastructure ' Plan CIP appropriation does not automatically projects, funding from outside agencies, and authorize funding for specific project phases. costs other than construction such as study, This authorization generally occurs only after environmental review, design, site preparation, ' the preceding project phase has been completed land acquisition and equipment purchases. and approved by the Council and costs for the succeeding phases have been fully developed. It is generally preferred that public art be ' incorporated directly into the project, but this is Accordingly, project appropriations are not practical or desirable for all projects; in this generally made when contracts are awarded. If case, an in-lieu contribution to public art will be project costs at the time of bid award are less made. To ensure that funds are adequately than the budgeted amount, the balance will be budgeted for this purpose regardless of whether unappropriated and returned to fund balance or public art will directly incorporated into the ' allocated to another project. If project costs at project, funds for public art will be identified the time of bid award are greater than budget separately in the CIP. amounts,five basic options are available: Given the City's fiscal situation, for 2003-05 ' 1. Eliminate the project. public art will be funded at a reduced level that 2. Defer the project for consideration to the is consistent with private sector requirements next Financial Plan period. (0.5%rather than 1%). ' 3. Rescope or change the phasing of the project CAPITAL FINANCING to meet the existing budget. AND DEBT MANAGEMENT ' 4. Transfer funding from another specified, lower priority project. A. Capital Financing 5. Appropriate additional resources as necessary from fund balance. 1. The City will consider the use of debt financing only for one-time capital G. CIP Budget Carryover. Appropriations for improvement projects and only under the CIP projects lapse three years after budget following circumstances: adoption. Projects which lapse from lack of project account appropriations may be a. When the project's useful life will I resubmitted for inclusion in a subsequent CIP. exceed the term of the financing. Project accounts, which have been appropriated, will not lapse until completion of the project b. When project revenues or specific I phase. resources will be sufficient to service the long-term debt. H. Program Objectives. Project phases will be ' listed as objectives in the program narratives of 2. Debt financing will not be considered the programs, which manage the projects. appropriate for any recurring purpose such as current operating and maintenance ' I. Public Art. CEP projects will be evaluated expenditures. The issuance of short-term during the budget process and prior to each instruments such as revenue, tax or bond B-17 POLICIES D OBJECTIVES BUDGET AND FISCAL POLICIES anticipation notes is excluded from this 5. The City will use the following criteria to limitation. (See Investment Policy) evaluate pay-as-you-go versus long-term financing in funding capital improvements: 3. Capital improvements will be financed primarily through user fees, service charges, Factors Favoring assessments, special taxes or developer Pay-As-You-Go Financing agreements when benefits can be specifically attributed to users of the facility. a. Current revenues and adequate fund Accordingly, development impact fees balances are available or project phasing ' should be created and implemented at levels can be accorhplished. sufficient to ensure that new development b. Existing debt levels adversely affect the pays its fair share of the cost of constructing City's credit rating. necessary community facilities. c. Market conditions are unstable. or 4. Transportation impact fees are a major present difficulties in marketing. funding source in financing transportation system improvements. However, revenues Factors Favoring Long Term Financing from these fees are subject to significant fluctuation based on the rate of new d. Revenues available for debt service are development. Accordingly, the following deemed sufficient and reliable so that guidelines will be followed in designing and long-term financings can be marketed building projects funded with transportation with investment grade credit ratings. ' impact fees: e. The project securing the financing is of the type, which will support an a. The availability of transportation impact ' fees in funding a specific project will be investment grade credit rating. analyzed on a case-by-case basis as f. Market conditions present favorable plans and specification or contract interest rates and demand for City ' awards are submitted for CAO or financings. Council approval. g. A project is mandated by state or federal requirements, and resources are b. If adequate funds are not available at insufficient or unavailable. that time, the Council will make one of two determinations: h. The project is immediately required to meet or relieve capacity needs and • Defer the project'until funds are current resources are insufficient or available. unavailable. • Based on the high-priority of the i. The life of the project or asset to be ' project, advance funds from the financed is 10 years or longer. General Fund, which will be reimbursed as soon as funds become B. Debt Management available. Repayment of General Fund advances will be the first use 1. The City will not obligate the General Fund of transportation impact fee funds to secure long-term financings except when ' when they become available. marketability can be significantly enhanced. 2. An internal feasibility analysis will be ' prepared for each long-term financing which B-18 1 i POLICIES AND OBJECTIVES BUDGET AND FISCAL POLICIES analyzes the impact on current and future a. Funds borrowed for a project today are budgets for debt service and operations. not available to fund other projects IThis analysis will also address the reliability tomorrow. of revenues to support debt service. b. Funds committed for debt repayment 3. The City will generally conduct financings today are not available to fund on a competitive basis. However,negotiated operations in the future. financings may be used due to market In evaluating debt capacity, general-purpose volatility or the use of an unusual or annual debt service payments should complex financing or security structure. generally not exceed 10% of General Fund 4. The City will seek an investment grade revenues; and in no case should they exceed raring (Baa/BBB or greater) on any direct 15%. Further, direct debt will not exceed 2% of assessed valuation; and no more than debt and will seek credit enhancements such 60% of capital improvement outlays will be as letters of credit tor insurance when ' nfunded from long-term financings. necessary for marketing purposes, availability and cost-effectiveness. 2. Enterprise Fund Debt Capacity. The City ' 5. The City will monitor all forms of debt Will set enterprise fund rates at levels needed annually coincident with the City's Financial to fully cover debt service requirements as Plan preparation and review process and well as operations, maintenance, ' report concerns and remedies, if needed, to administration and capital improvement the Council. costs. The ability to afford new debt for enterprise operations will be evaluated as an 6. The City will diligently monitor its integral part of the City's rate review and compliance with bond covenants and ensure setting process. its adherence to federal arbitrage D. Independent Disclosure Counsel ' regulations. 7. The City will maintain good, ongoing The following criteria will be used on a case-by- communications with bond rating agencies case basis in determining whether the City I ashould retain the services of an independent bout its financial condition. The City will follow a policy of full disclosure on every disclosure counsel in conjunction with specific financial report and bond prospectus project financings: I (Official Statement). 1. The City will generally not retain the ' C. Debt Capacity services of an independent disclosure counsel when all of the following 1. General Purpose Debt Capacity. The City circumstances are present: will carefully monitor its levels of general- a. The revenue source for repayment is purpose debt. Because our general purpose under the management or control of the debt capacity is limited, it is important that City, such as general obligation bonds, we only use general purpose debt financing I for high-priority projects where we cannot- revenue bonds, lease-revenue bonds or certificates of participation. reasonably use other-financing methods for two key reasons: b. The bonds will be rated or insured. I B-19 i POLICIES AND . : BUDGET AND FISCAL POLICIES 2. The City will consider retaining the services be paid on a contingency fee basis from the of an independent disclosure counsel when proceeds from the bonds. I one or more of following circumstances are present: 3. Credit Quality. When a developer requests a district, the City will carefully evaluate the a. The financing will be negotiated, and applicant's financial plan and ability to carry the underwriter has not separately the project, including the payment of engaged an underwriter's counsel for assessments and special taxes during build- disclosure purposes. out. This may include detailed background, I b. The revenue source for repayment is not credit and lender checks, and the preparation under the management or control of the of independent appraisal reports and market City, such as land-based assessment absorption studies. For districts where one ' districts, tax allocation bonds or conduit property owner accounts for more than 25% financings. of the annual debt service obligation, a letter of credit further securing the financing may ' c. The bonds will not be rated or insured. be required. d. The City's financial advisor, bond counsel or underwriter recommends that 4. Reserve Fund. reserve fund should be the City retain an independent established in thea lesser amount of: the disclosure counsel based on the maximum annual debt service; 125% of the circumstances of the financing. annual average debt service; or 10% of the bond proceeds. E. Land-Based Financings 5. Value-to-Debt Ratios. The minimum value- 1. Public Purpose. There will be a clearly to-date ratio should generally be 4:1. This articulated public purpose in forming an means the value of the property in the assessment or special tax district in district, with the public improvements, financing public infrastructure should be at least four times the amount of I improvements. This should include a the assessment or special tax debt. In finding by the Council as to why this form special circumstances, after conferring and of financing is preferred over other funding receiving the concurrence of the City's options such as impact fees, reimbursement financial advisor and bond counsel that a agreements or direct developer lower value-to-debt ratio is financially responsibility for the improvements. prudent under the circumstances, the City I may consider allowing a value-to-debt ratio 2. Active Role. Even though land-based of 3:1. The Council should make special financings may be a limited obligation of the findings in this case. ' City, we will play an active role in managing the district. This means that the 6. Capitalized Interest During Corsstruction City will select and retain the financing Decisions to capitalize interest will be made team, including the financial advisor, bond on case-by-case basis, with the intent that if counsel, trustee, appraiser, disclosure allowed, it should improve.the credit quality counsel, assessment engineer and of the bonds and reduce borrowing costs, underwriter. Any costs incurred by the City nefrting both current and future property ' in retaining these services will generally be owners. the responsibility of the property owners or developer, and will be advanced via a 7• Maximum Burden. Annual assessments (or ' deposit when an application is filed; or will special taxes in the case of Mello-Roos or B-20 I POLICIES • OBJECTIVES BUDGET AND FISCAL POLICIES ' similar districts) should generally not exceed required to provide the City with a 1% of the sales price of the property; and disclosure plan. ' total property taxes, special assessments and special taxes payments collected on the tax F. Conduit Financings roll should generally not exceed 2%. ' 1. The City will consider requests for conduit 8. Benefit Apportionment Assessments and financing on a case-by-case basis using the special taxes will be apportioned according following criteria: ' to a formula that is clear, understandable; equitable and reasonably related to the a. The City's bond counsel will review the benefit received by—or burden attributed terms of the financing, and render an to--each parcel with respect to its financed opinion that there will be no liability to improvement. Any annual escalation factor the City in issuing the bonds on behalf should generally not exceed 2%. of the applicant. 9. Special Tax District Administration. In the b. There is a clearly articulated public case of Mello-Roos or similar special tax purpose in providing the conduit districts, the total maximum annual tax financing. I should not exceed 110% of annual debt c. The applicant is capable of achieving service. The rate and method of this public purpose. apportionment should include a back-up tax in the event of significant changes from the 2. This means that the review of requests for initial development plan, and should include conduit financing will generally be a two- procedures for prepayments. step process: ' 10. Foreclosure Covenants. In managing a. First asking the Council if they are administrative costs, the City will establish interested in considering the request, ' minimum delinquency amounts per owner, and establishing the ground rules for and for the district as a whole, on a case-by- evaluating it case basis before initiating foreclosure b. And then returning with the results of ' proceedings. this evaluation, and recommending 11. Disclosure to Bondholders. In general, approval of appropriate financing each property owner who accounts for more documents if wan-anted. than 10% of the annual debt service or This two-step approach ensures that the issues bonded indebtedness must provide ongoing are clear for both the City and applicant, and that disclosure information annually as described key policy questions are answered. ' under SEC Rule 15(c)-12. 3. The workscope necessary to address these 12. Disclosure to Prospective Purchasers. Full issues will vary from request to request, and disclosure about outstanding balances and will have to be determined on a case-by-case annual payments should be made by the basis. Additionally, the City should seller to prospective buyers at the time that generally be fully reimbursed for our costs I the buyer bids on the property. It should not in evaluating the request; however, this be deferred to after the buyer has made the should also be determined on a case-by-case decision to purchase. When appropriate, basis. ' applicants or property owners may be i B-21 POLICI SAND OBJECTIVES ' BUDGET AND FISCAL POLICIES G. Refinancings 2.. Regular employees will be the core work force and the. preferred means of staffing 1. General Guidelines. Periodic reviews of all ongoing, year-round program activities that ' outstanding debt will be undertaken to should be performed by full-time City determine refinancing opportunities. employees rather than independent Refinancings will be considered (within contractors. The City will strive to provide ' federal tax law constraints) under the competitive compensation and benefit following conditions: schedules for its authorized regular work force. Each regular employee will: a. There is a net economic benefit. b. It is needed to modernize covenants that a. Fill an authorized regular position. are adversely affecting the City's. b. Be assigned to an appropriate bargaining financial position or operations. unit. c. The City wants to reduce the principal c. Receive salary and benefits consistent outstanding in order to achieve future with labor agreements or other ' debt service savings, and it has available compensation plans. working capital to do so from other sources. 3. To manage the growth of the regular work I force and overall staffing costs, the City will 2. Standards for Economic Savings. In follow these procedures: general, refinancings for economic savings will be undertaken whenever net present a. The Council will authorize all regular value savings of at least five percent(5%) of positions. the refunded debt can be achieved. b. The Human Resources Department will a. Refinancings that produce net present coordinate and approve the hiring of all value savings of less than five percent regular and temporary employees. will be considered on a case-by-case c. All requests for additional regular basis, provided that the present value positions will include evaluations of: savings are at least three percent(3%) of s The necessity, term and expected the refunded debt. results of the proposed activity. ' b. Refinancings with savings of less than • Staffing and materials costs including three percent (3%), or with negative salary, benefits ' savings, will not be considered unless l there is a compelling public policy equipment, uniforms, clerical objective. support and facilities. • The ability of private industry to HUMAN RESOURCE MANAGEMENT provide the proposed service. • Additional revenues or cost savings, I A. Regular Staffing which maybe realized. 1. The budget will fully . appropriate the 4. Periodically, and before any request for ' resources needed for authorized regular additional regular positions, programs will staffing and will limit programs to the be evaluated to determine if they can be regular staffing authorized. accomplished with fewer regular employees. (See Productivity Review Policy) ' B-22 POLICIES OBJECTIVES BUDGET AND FISCAL POLICIES 5. Staffing and contract service cost ceilings six months and two years) projects, will limit total expenditures for regular programs or activities requiring specialized employees, temporary employees, and or augmented levels of staffing for a specific independent contractors hired to provide period. operating and maintenance services. ' The services of contract employees will be B. Temporary Staffing discontinued upon completion of the assigned project, program or activity. Accordingly, ' 1. The hiring of temporary employees will not contract employees will not be used for services be used as an incremental method for that are anticipated to be delivered on an expanding the City's regular work force. ongoing basis. 2. Temporary employees include al] employees C. Independent Contractors other than regular employees, elected ' officials, and volunteers. Temporary Independent contractors are not City employees. employees will generally augment regular They may be used in two situations: City staffing as extra-help employees, ' seasonal employees, contract employees, 1. Short-term, peak workload assignments to interns and work-study assistants. be accomplished using personnel contracted through an outside temporary employment 3. The City Administrative Officer (CAO) and agency (OEA). In this situation, it is ' Department Heads will encourage the use of anticipated that City staff will closely temporary rather than regular employees to monitor the work of OEA employees and meet peak .workload requirements, fill minimal training will be required. However, ' interim vacancies, and accomplish tasks they will always be considered the where less than full-time, year-round employees of the OEA and not the City. All staffing is required. placements through an OEA will be ' coordinated through the Human Resources Under this guideline, temporary employee Department and subject to the approval of hours will generally not exceed 50% of a the Human Resources Director. I regular, full-time position (1,000 hours annually). There may be limited 2. Construction of public works projects and circumstances where the use of temporary delivery of operating, maintenance or ' employees on an ongoing basis in excess of specialized professional services not this target may be appropriate due to unique routinely performed by City employees. programming or staffing requirements. Such services will be provided without close However, any such exceptions must be supervision by City staff, and the required ' approved by the CAO based on the review methods, skills and equipment will generally and recommendation of the Human be determined and provided . by the Resources Director. contractor. Contract awards will be guided I by the City's purchasing policies and 4. Contract employees are defined as procedures. (See Contracting for Services temporary employees with written contracts Policy) ' approved by the CAO who may receive approved benefits depending on hourly requirements and the length of their ' contract. Contract employees will generally be used for medium-term(generally between ' B-23 POLICIES AF4D OBJECTIVES BUDGET AND FISCAL POLICIES PRODUCTIVITY 4. Improving the organization's ability to respond to changing needs, and identify and implement cost-saving programs.. ' Ensuring the "delivery of service with value for cost" is one of the key concepts embodied in the 5. Assigning responsibility for effective City's Mission Statement (San Luis Obispo Style— operations and citizen responsiveness to the ' Quality With Vision). To this end, the City will department. constantly monitor and review our methods of operation to ensure that services continue to be CONTRACTING FOR SERVICES delivered in the most cost-effective manner possible. 7 " This review process encompasses a wide range of productivity issues, including: A. General Policy Guidelines ' A. Analyzing systems and procedures to identify 1. Contracting with the private sector for the and remove unnecessary review requirements. delivery of services provides the City with a significant opportunity for cost containment B. Evaluating the ability of new technologies and and productivity enhancements. As such, related capital investments to improve the City is committed to using private sector productivity. resources in delivering municipal services as a key element in our continuing efforts to C. Developing the skills and abilities of all City provide cost-effective programs. employees. 2. Private sector contracting approaches under D. Developing and implementing appropriate this policy include construction projects, methods of recognizing and rewarding professional services, outside employment exceptional employee performance. agencies and ongoing operating and maintenance services. E. Evaluating the ability of the private sector to ' 3. perform the.scame level of service at a lower cost. evaluating the costs of private sector contracts compared with in-house F. Periodic formal reviews of operations on a performance of the service, indirect, direct, systematic,ongoing basis. and contract, administration costs of the City ' will be identified and considered. G. Maintaining a decentralized approach in 4. Whenever private sector providers are ' managing the City's support service functions. available and can meet established service Although some level of centralization is levels, they will be seriously considered as necessary for review and control purposes, viable service delivery alternatives using the decentralization supports productivity by: evaluation criteria outlined below. 1. Encouraging accountability by delegating 5. For programs and activities currently responsibility to the lowest possible level. provided by City employees, conversions to ' 2. Stimulating creativity, innovation and contract services will generally be made through attrition, reassignment or absorption individual initiative. by the contractor. ' 3. Reducing the administrative costs of operation by eliminating unnecessary review procedures. ' B-24 ' POLICIES AND OBJECTIVES BUDGET AND FISCAL POLICIES B. Evaluation Criteria ' 1. Within the general policy guidelines stated above, the cost-effectiveness of contract services in meeting established service ' levels will be determined on a case-by-case basis using the following criteria: 2. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable range of alternative 1service providers? 3. Can the contract be effectively and efficiently administered? 4. What are the consequences if the contractor fails to perform, and can the contract reasonably be written to compensate the ' City for any such damages? 5. 'Can a private sector contractor' better respond to expansions, contractions or special requirements of the service?. 6. Can the work scope be sufficiently defined to ensure that competing proposals can be fairly and fully evaluated, as well as the contractor's performance after bid award? 7. Does the use of contract services provide us with an opportunity to redefine service levels? 8. Will the contract limit our ability to deliver emergency or other high priority services? 9. Overall, can the City successfully delegate ' the performance of the service but still retain accountability and responsibility for its delivery? I .. I B-25 POLICIES r OBJECTIVES SUMMARY OF MAJOR CITY GOALS PUBLIC UTILITIES with their adopted master plan for housing and ,-,.__ 11, - � � enrollment. ■ Long-Term Water Supply. Continue ® Neighborhood Wellness. Improve aggressive efforts to develop permanent, reliable neighborhoods and neighborhood involvement water sources to meet General Plan needs, by continuing to implement the neighborhood ' including all options under current Council wellness program, including consideration of a policy. rental inspection ordinance. TRANSPORTATION ■ South Broad Street Corridor Plan. Adopt General Plan and zoning amendments to create a mixed-use residential neighborhood along the ■ Street and Sidewalk Maintenance. Continue South Broad Street corridor from South Street to maintenance of streets and sidewalks at a Orcutt Road and seek grant funding to create a moderate level. neighborhood concept plan for the area. ' ■ LOVR/Highway 101 Improvements. Continue ■ Downtown Improvements: Monterey Plaza working towards improvements at the Los Osos Pursue the creation of a "Monterey Plaza" for ' Valley Road/Highway 101 interchange. civic gatherings and passive recreation, dependent upon the Copeland project. ■ Bikeway Improvements: Railroad Safety Trail. Acquire right-of-way and property for ■ Economic Development: Transient extension of the Railroad Safety Trail from the Occupancy Tax. Encourage and promote Jennifer Street Bridge to Cal Poly. projects that will increase lodging and conference facilities in order to generate ' LEISURE,CULTURAL& SOCIAL SERVICES additional transient occupancy tax revenues. j ■ Economic Development: Sales Tax. ' ■ Therapy Pool. Pursue development of a warm Encourage and promote retail projects that will Water therapy pool at the Swim Center through a increase sales tax.revenues. financing program for its construction and I ongoing operation that does not use general- GENERAL GOVERNMENT purpose revenues. ' COMMUNITY DEVELOPMENT ■ Long-Term Fiswll Health. Develop a comprehensive strategy for preserving essential services, adequately maintaining existing ' ■ Housing. Adopt a housing element that expands facilities and infrastructure, and protecting the housing opportunities for very low, low and City's fiscal health. moderate income households, preserves and enhances residential neighborhoods and ' complies with state laws including CEQA; and encourage and support Cal Poly's efforts to provide more on-campus housing consistent ' B-26 ' I POLICIES 1 OBJECTIVES MAJOR CITY GOALS--COST AND FUNDING SUMMARY ' The following summarizes operating program and capital improvement plan (CIP) costs to achieve the major City ' goal work programs and proposed funding sources. Cost Summary By Goal ' Operating Pro - Capital Improvement Plan 2003-04 2004-05 2003-04 2004-05 2005-06 2006-07 Long-Term Water Supply 69,300 69,300 150,000 250,000 2,050,000 Street and Sidewalk Maintenance 1,660,000 1,630,800 1,687,900 1,736,400 ' Los Osos Valley Road Interchange 149,000 Railroad Safety Trail 170,000 Therapy Pool 25,000 200,000 Housing Neighborhood Wellness 70,200 73,400 South Broad Street Corridor Plan Monterey Plaza 75,000 Economic Development:TOT 15,000 Economic Development: Sales Tax 20,000 5,000 Lon -Term Fiscal Health 37,500 Total 212,0001 222,700 1 11835,000 2 99,800 3,737,900 1 1,736,400 Cost Summary By Funding Source _ _ Operating Pro ams Ca ital Improvement Plan 2003-04 2004-05 2003-04_ 2004-05 2005-06 2006-07 ' General Fund 142,700 153,400 1,660,000 1,630,800 1,687,900 1,736,400 Transportation Impact Fees 170,000 Water Fund 69,300 69,300 150,000 250,000 2,050,000 Grants 25,000 349,000 Total 212,000 222,700 1,835,000 _2,399,800 3,737,900 1,736,400 1 ' B-27 1 POLICIES OBJECTIVES MAJOR CITY GOALS—LONG TERM WATER SUPPLY t OBJECTIVE 2. Groundwater. Work completed to date on ' groundwater development includes analysis of Continue aggressive efforts to develop permanent, the increased yield potential of the San Luis ' reliable water supplies to meet City General Plan Obispo Groundwater Basin, exploratory well needs, including all options consistent with Council drilling at the southem end of the city, and a policy. preliminary analysis of the opportunities for exchange of recycled water for groundwater DISCUSSION currently being used by agriculture. Additionally, a preliminary water quality Background analysis of the basin and an analysis of the treatment options and the impacts associated The City has been aggressively pursuing the with treatment have been completed. Remaining ' development of additional water supplies. In order work will include seeking proposals to complete to continue with these efforts, consistent with a preliminary design of the pumping and Council policy, Staff will most aggressively pursue treatment facilities, environmental review, those water supply options identified as Tier 1 development of plans and specifications for projects (highest priority) by the Council in June construction, financing and construction of the 2002. The Tier 1 projects include water reuse, required facilities. groundwater development, and additional ' conservation. If successful with all of the Tier 1 3. Water Conservation. The City currently has an project options, it is possible that the City could effective and aggressive water conservation satisfy its General Plan objectives through these program. As a Tier 1 program, staff will be t projects alone. As required and as resources permit, developing an expanded conservation program the City will also continue its review and analysis of aimed at landscape water use and non-residential Tier 2 and 3 project options, Desalination; the water use. An analysis of the potential yield Salinas Reservoir Expansion and the Nacimiento from these additional conservation programs has Pipeline. been completed and presented to Council on January 30, 2003. This analysis identified a ' Tier I Projeets potential yield of about 340 acre feet per year of water from implementation of these new 1. Water Reuse. Work completed to date on the conservation measures, which are estimated to Water Reuse Project includes preliminary cost $69,000 annually. A detailed monitoring design, environmental review, design and and verification program will be developed and financing. The Water Reuse Project was implemented in order to evaluate the success and advertised for bid on February 8, 2003 and yield of the new conservation programs so that construction of the backbone distribution system the additional safe annual yield can be identified and treatment facility improvements will begin and added to the City's available water supplies, by the Summer 2003. Delivery of recycled and reported to Council annually. ' water is expected to begin in late 2004. Remaining work for the Water Reuse Project Tier 2 Projects includes completion of a Water Reuse System Master Plan to identify the future incremental 4. Desalination. This is currently the only Tier 2 expansion of the system, development of project. To date, only preliminary analysis and additional user and/or exchange agreements, discussions have occurred in regards to design and implementation of user site development of a desalination water supply modifications to accommodate the use of project for the City. As time and resources recycled water, and all activities associated with permit, staff will continue to investigate and the completion of construction. evaluate all opportunities for possible development of a desalination project. This may include participation in a project with other B-28 POLICIES + / OBJECTIVES MAJOR CITY GOALS—LONG TERM WATER SUPPLY ' agencies such as Morro Bay or Duke Energy, Challenges We Will Face in Achieving this Goal contracting with a private supplier, or development of a City owned and operated Development of any new water supply project will facility. Staff will report findings of the be faced with significant technical, regulatory, opportunities and constraints for the environmental and political challenges. The Tier 1 development of a desalination project as projects represent perhaps the most feasible of the information is developed, or at least annually options available. with the Water Resources Status Report. Water Reuse. This project has been through the Tier 3 Projects majority of its most difficult challenges after nearly 12 years. of environmental review and design. 5. Salinas Reservoir Expansion. Unless Compliance with the regulatory aspects of the specifically directed by Council, no work is project and continued mitigation monitoring will planned for the Salinas Reservoir Expansion consume staff time as we construct and implement project for this next two-year period. To date, the project. Public opinion can also be a significant the water rights permit time extension has been challenge to a water reuse project and staff has received, seismic analysis of the dam structure maintained an ongoing public information/education completed and an Environmental Impact Report program in order to maintain public acceptance of (EIR) has been completed and certified, but the the project. notice of completion has not been filed and is pending Council approval of the project. Should Groundwater Development. This represents a I the City decide to proceed with the project, the significant challenge in achieving maximum EIR would require updating and recirculation for potential yield from the small San Luis Obispo public review, property transfer would have to Groundwater Basin without causing a recurrence of be secured from the Federal government, and ground subsidence or impacting the surface flows in engineering design and construction would all San Luis Obispo Creek. Staff is seeking to develop have to be completed by the year 2010 when the offsetting uses in the basin through exchange of ' City's water rights permit time extension for recycled water with agricultural groundwater completion of the project expires. pumpers to create a "no net impact" scenario in the operation of the basin. Additionally, the treatment ' 6. Nacimiento Pipeline. This project is being of the contaminated groundwater for removal and developed by the County of San Luis Obispo. disposal of Perchloroethylene (PCE) and nitrate will The City continues to be a participant in the present some additional significant challenges. I project along with numerous other agencies. A revised draft EIR will be circulated for comment Conservation Program Implementation. This and is expected to be certified by the County presents perhaps the fewest obstacles of our Tier 1 Board of Supervisors in Fall 2003. Final options, but will require ongoing programmatic ' reservation agreements for the project are effort to sustain any additional yield as the proposed proposed to be presented to the participants for programs center around education and behavior execution in Fall 2003. Staff will continue to modification rather than hardware retrofit. Ongoing ' work with the County as a potential participant monitoring of the program's success will also and will present an analysis of the project and present a significant challenge. recommendation to the Council with the ' presentation of the final reservation agreements, Desalination. As a Tier 2 project, desalination is hopefully in the Fall 2003. All activities faced with the full range of environmental, associated with the current phase of the regulatory, technical and political challenges. ' Nacimiento project are being funded by the Discussions with Morro Bay regarding the shared County through a special project account. use of their desalination facility have not progressed as Morro Bay's long term plans for the facility do not include its continuous operation. Other options B-29 I POLICIES + OBJECTIVES MAJOR CITY GOALS—LONG TERM WATER SUPPLY ' for desalination will be reviewed as a part of this Conservatimi goal but we should be realistic in considering the 7. Develop program elements and 12-03 significant challenges facing the actual development required informational and ' of a project. programmatic resources. Salinas Reservoir Expansion and N 8. Develop monitoring and evaluation 3-04 ' acimiento Pipeline. These Tier 3 projects face significant program. challenges. The Nacimiento Project faces perhaps 9. Fully implement landscape and non- 4-04 its most significant challenge in the cost of the residential program. project and the fragile coalition of participants 10. Present program evaluation report to 6-05 needed to financially support the project. The Council. Nacimiento project also still needs to complete its Naciiniento Pi"eline ' environmental review processes. The Salinas 11. Present project reservation 1-04 Project is encumbered with significant agreements and full project environmental impacts as well as institutional issues information to Council for ' surrounding the transfer of ownership from the consideration. federal government to a local agency, and legal - — Salinas Reservoir Ei�ansion challenges by downstream water interests. These 12. Review options and issues with 6-04 ' two projects will require significant commitment by Council for consideration of possible the City and others to see them through to completion, if the decision is made to move forward project. with either as a primary supply option. ' RESPONSIBLE DEPARTMENT ACTION PLAN The Utilities Department will be responsible for ' _ achieving this goal and completion of the identified Water Reuse _ . —� - - - action steps. The majority of work associated with 1. Complete design of required user 12703 the Nacimiento Pipeline Project is being completed I site modifications. by the County of San Luis Obispo and their consultants. Utilities staff will continue to work 2. Complete Water Reuse Master Plan 11-04 closely with the County on the development of the defining the logical expansion of the Nacimiento Pipeline Project. water reuse system and include funding for associated CIP in the FINANCIAL AND STAFF RESOURCES 2005-07 Financial Plan. REQUIRED TO ACHIEVE THE GOAL ' 3. Complete construction of the water 12-04 reuse project backbone pipeline All costs are funded through the Water Fund as system,Water Reclamation Facility follows: ' improvements and user site modifications. Tier I Projects Ground Water Development 4. Issue RFP for groundwater 12-03 1. Water Reuse.. This project is a currently development and treatment system budgeted and funded project It has a total feasibility analysis. projected capital cost, including environmental ' 5. Select engineer and begin design. 3-04 mitigation and design, of $18 million. A 6. Complete design,invite bids for 6-05 staffing analysis for the Water Reuse Project construction and award contract. along with the increased operating program (Construction is scheduled for costs will be presented to Council and included completion by June 2006). in the 2005-07 Financial Plan. B-30 ' I - POLICIES , OBJECTIVES MAJOR CITY GOALS—LONG TERM WATER SUPPLY 2. Groundwater. _ Developing additional yield additional safe yield to be obtained from from groundwater is estimated to cost $150,000 groundwater. in 2003-04 for study, $250,000 in 2004-05 for 3. Implemented an expanded water conservation design and $2,050,000 in 2005-06 for program aimed at landscape water.use and non- construction. Operating program increases residential customers and completed fiist year ' associated with groundwater development will monitoring and evaluation of the expanded be identified with the design of the treatment conservation program yield. and pumping facilities and will be presented to Council when fully defined and included in the 4. Reviewed additional information regarding the 2005-07 Financial Plan. possibility of developing a desalination project. 3. Expanded Conservation Program. Operating. 5. Made a decision relative to our participation in the Nacimiento Pipeline Project. costs in developing and implementing the expanded water conservation programs are estimated at $69,300 per year for temporary staffing (28,300), rebate incentives ($20,000), preparation and distribution of educational materials ($15,000) and other services and supplies($6,000). Tier 2 and 3 Projects Analysis of these project options will be completed by existing staff on a time available basis. GENERAL FUND REVENUE POTENTIAL Achieving this goal is essential to the ongoing financial well being of the City and the General Fund as achieving many of our General Plan goals ' are contingent on the City's having adequate water resources. OUTCOME—FINAL WORK PRODUCT It is possible that the City will be able to achieve sufficient water resources to meet the objectives of the General Plan through the completion and full implementation of the Tier 1 projects. By the end of I the 2003-05 Financial_ Plan period, it is projected that we will have: 1. Constructed and implemented the initial stages Iof the water reuse project. 2. Completed the Reuse Master Plan and identified projects for the extension of the.distribution system; sited and be constructing a treatment facility for groundwater treatment and identified I B-31 POLICIES D OBJECTIVES MAJOR CITY GOALS—STREET AND SIDEWALK MAINTENANCE ' OBJECTIVE 2. An annual contract sidewalk replacement project of $60,000 in high pedestrian use. areas Continue maintenance of streets and sidewalks at a associated with the pavement management moderate level. program. DISCUSSION 3.. New sidewalk construction of $100,000 from ' the General Fund annually in conjunction with Background designated pavement maintenance areas. Supplementing this, the City received a State ' Pavement Maintenance. In 1998, the City adopted grant of $279,000 for installation of sidewalks a new Pavement Management Plan (PMP), which on South Higuera Street south of Elks Lane. sets forth a comprehensive maintenance program of With the City's General Fund match of$37,000, ' seal coating,overlays and reconstruction. On a scale the total project appropriation was $316,000 in of 0 to 100, the PMP adopts a "Pavement Condition 2001-03. Index" (PCI)goal for the City's overall street system of 80. Since its adoption, the City has closely It should be noted that prior to 1999-01, no followed the PMP, and by June 30, 2003, we will General Fund revenues were allocated on a have provided appropriate maintenance on three- routine basis for new sidewalks: for this . I fourths of the City's streets. This has resulted in purpose, the City relied upon a mandatory raising the overall PCI from 68 to 74—a significant assessment approach that is no longer allowed improvement in the five years since its adoption. under Proposition 218. For 1999-01, the City budgeted $75,000 annually from the General Due to budget considerations, we recommend Fund for new sidewalk installation,increasing to reducing PMP funding by about $1.3 million $100,000 annually in 2001-03. annually. While this reduction will have the effect of delaying the Council's goal of achieving a Due to budget considerations and a strategic citywide PCI of 80, the remaining funding (about focus on maintaining what we already have, we $1.5 million annually) will maintain the current PCI recommend discontinuing installation of new ' at 74, without abandoning the City's commitment to sidewalks in 2003-05. residents and businesses in the remaining 25%of the City awaiting the maintenance of their areas. Challenges We Will Face in Achieving this Goal ' At about$1.5 million annually, this will be less than 1. Street Paving. Funding for ongoing pavement the average of $2.0 million per year we actually maintenance is critical if the PMP is to succeed. spent from the General Fund during 1998-2003 for As mentioned above, Areas 1 through 6 have this purpose. However, it will be significantly more received the benefit of the initial funding as than the $790,000 annually allocated for this shown in the PMP. The PMP lays out an eight- purpose in 1995-97 before adoption of the PMP in year rotation for the entire City, at which time 1998. the benefits of a well-planned program will be evident. Maintaining funding and adherence to Sidewalks. The sidewalk program for 2001-03 the plan will be key issues. included maintenance of existing sidewalks and installation of new sidewalks. It consisted of: 2. Sidewalk Replacement and Repair. Sidewalk removal and replacement is an expensive 1. City staff responding to individual isolated program but is beneficial in that it provides an sidewalk problems (including curb and gutters) ongoing program to make our sidewalks safer by grinding, modifying or replacing the for our citizens and results in fewer accidents damaged facilities. and claims. General Fund limitations prevent this program from ever completely catching up I B-32 POLICIES . OBJECTIVES MAJOR CITY GOALS—STREET AND SIDEWALK MARq TENANCE Iwith the inventory of areas needing work and RESPONSIBLE DEPARTMENT thus the Council has adopted a policy that ' directs work to areas of high pedestrian activity. Public Works Each year the City uses a small amount of available Community Development Block Grant FINANCIAL AND STAFF RESOURCES ' funding to remove existing sidewalk at street REQUIRED TO ACHIEVE THE GOAL comets and replace it with current ADA accessible sidewalk in order to make our 1. Street Paving. City general funds will continue 1 sidewalks accessible to disabled persons. to be programmed each budget year to support pavement management activities. For pavement 3. Continued General Fund Revenue Shortfalls. reconstruction, resurfacing and resealing this ' If State takeaways or budget problems persist, will cost $1,525,000 in 2003-04 and $1;570,750 then further reductions in the street in 2004-05. reconstruction-resurfacing budget may be The majority of this budget will be spent on ' required. pavement reconstruction and resurfacing. Those streets in maintenance areas 7 and 8 not The sidewalk replacement program will continue reconstructed or resurfaced will be sea]-coated indefinitely—both as a means of better pedestrian in order to achieve pavement management goals access and as a means of limiting the City's liability. of seal-coating all streets not reconstructed or resurfaced in every eight-year period. ' The need for the City's largest single investment— streets—to continue to receive significant funding 2. Sidewalk Repair. We recommend continuing will continue beyond 2005 when the first full eight- the current level of in-house sidewalk repair and year cycle is complete. contracting for sidewalk repair ($60,000 ' annually). ACTION PLAN All of the proposed costs are funded through the ' task bate General Fund. 1. Continue the program of Ongoing GENERAL FUND REVENUE POTENTIAL ' monitoring the condition of existing sidewalks. None. 2. Continue to repair damaged Ongoing ' sidewalks,curbs and gutters using OUTCOME—FINAL WORK PRODUCT City staff. 3. Continue implementation of the Ongoing 1. By June 2005, PMP projects will have ' 1998 PMP for Areas 7 and 8. completed one full cycle and addressed 100% of 4. Pursue State grant funding for Ongoing all City streets. This will result in longer street life and safer, more convenient and attractive pavement projects. access throughout the community for bicycle, 5. Continue to retrofit existing curbs Annually transit and vehicle users. for disabled access using CDBG in Fall tfunds. 2. We will have maintained the current PCI of 74, 6. Continue contracts of$60,000 per Annually which is a significant improvement from the PCI year to repair damaged sidewalks. in Spring of 68 five years ago. On the other hand, ' resurfacing and reconstructing fewer streets than 7. Establish permit guidelines to 12/03 anticipated in 1998 when the PMP was adopted expedite sidewalk repairs by means we will not reach its goal for a PCI of 80. private property owners. B-33 POLICIES t OBJECTIVES MAJOR CITY GOALS—STREET AND SIDEWALK MAINTENANCE ' 3. Approximately 660 feet of existing sidewalk will have been removed and replaced. I 4. Approximately 30 comer curbs have been retrofitted for improved access by persons with disabilities. 1 1 1 1 B-34 POLICIES OBJECTIVE IMAJOR CITY GOALS—LOS OSOS VALLEY ROAD INTERCHANGE ' OBJECTIVE mitigate impacts caused by new vehicle trips in and out of the area. ' Continue working towards improvements at the Los Osos Valley Road/Highway 101 interchange. As presented in the Action Plan below, we recommend completing this project in phases that ' DISCUSSION allow for individual developments to go forward before all "end-game" improvements are completed, Background while at the same time assuring that adequate ' mitigation is in-place. For 2003-05, Phase 1 Land development in and around the Los Osos improvements include those that can go forward Valley Road(LOVR)corridor has been on-going for without Cal Trans approval (non-interchange ' many years with little attention given to the improvements), most notably the relocation of Calle interchange at Highway 101. A number of Joaquin. residential subdivisions, including DeVaul Ranch, ' Prefumo Canyon Homes and developments in the Challenges We Will Face in Achieving this Goal County, have been approved and are under construction; and Home Depot opened its doors and Each part of this major improvement project will be I began operation on March 13, 2003. In addition, challenging: there are a number of other development projects along LOVR either submitted or awaiting filing for 1. A Project Study Report-Project Development City or, County review as part of the land Study (PSR-PDS) must be completed so the City development process. can become eligible to compete for State or regional funding. The City, as lead agency, has The existing interchange often experiences already initiated work on the PSR-PDS and it I congestion and vehicle delay during the peak times should be completed during summer 2003. of the day. Recent widening of LOVR west of the 2. A Project Development Team (PDT) has been interchange has helped to reduce congestion and formed with representatives from Caltrans, ' speed up travel times for vehicles along LOVR. SLOCOG and the County of San Luis Obispo to However, congestion still occurs between the oversee the development of the PSR-PDS and freeway ramps on LOUR. The interchange should the future Caltrans Project Report and Plans, ' be improved to keep pace with the demand for Specifications and Estimates (PS&E). roadway capacity in this area in order to maintain City operational thresholds established in the City 3. Modifying the geometrics of the interchange ' Circulation Element. A Caltrans Project Study will be a challenge in and of itself due to the Report (PSR-PDS) will be completed in summer existing atypical ramp layout, constrained right- 2003. of-way, close proximity of San Luis Creek, existing adjacent commercial land use and lack Parts of this objective are already in process: LOVR of alternative access for the Las Verdes has been widened as a part of the conditions of condominiums. approval of the DeVaul and Froom Ranch projects. 4. Drainage and interconnection with future The City's Flood Management Plan states the alternative transportation facilities such as the existing flooding problems at the freeway are not Bob Jones Bike Path will need to be due to undersized culverts,but rather to constrictions incorporated into the project. I downstream. Creating secondary overflow.channels downstream will address this part of the Council 5. Improvements to the LOVR/Highway 101 objective. Further, Environmental Impact Reports interchange must be kept on schedule to address ' conducted for the Costco project as well as traffic short-term and mid-term impacts associated with studies for the proposed motel projects along Calle development along the LOVR corridor. Joaquin have recommended that improvements be 6. Because the long-term funding for the project is ' made to Calle Joaquin and the interchange to likely to include Federal money, National B-35 POLICIES OBJECTIVES MAJOR CITY GOALS—LOS OSOS VALLEY ROAD INTERCHANGE ' Environmental Protection Act (NEPA) as well 10. Award contract and begin 7-04 as California Environmental Quality Act construction of Phase 1 (CEQA)environmental review is recommended. improvements. ' 7. A full financial plan will need to be developed 11. Complete construction of Phase 1 6-05 as part of the PSR and private development to improvements.. ' insure that the project is financially feasible at a time when public infrastructure funding may be The Out-Years. Subsequent work and financial in jeopardy. resources will be required beyond the 2003-05 I 8. A detailed engineering analysis of the Financial Plan to complete the LOVR/Highway 101 Prefumo/San Luis Creek backflow interchange improvement project. As private characteristics will be necessary to fully evaluate development is reviewed and improved in the area, ' the amount of land, the type of construction, and the City along with Caltrans and the County will the level of environmental mitigation needed to need to adequately identify and implement necessary provide flood control relief. Once completed, interim project mitigation at the interchange location ' there is no assurance of cooperative property that will serve the ultimate design solution. Upon owners selling land for this purpose and thus the completion of the EIR/EIS and the Caltrans Project use of eminent domain may be necessary. Report, final construction drawings can be prepared for the project. ACTION PLAN These tasks include hiring a design consultant to Task Date complete the PS&E for the project, obtaining ' 1. Obtain CalTrans approval of the PSR- 7-03 additional grant sources and debt financing for the PDS. project, right-of-way acquisition, bidding the PS&E, obtaining necessary oversight agency permitting and ' 2. Finalize plans for Phase 1 7-03 completing construction of the project. The improvement/mitigation strategies not schedule for "out-years" will largely depend on the requiring Cal Trans approval (non- availability of grant funding sources. interchange improvements), such as . ' relocation of Calle Joaquin. RESPONSIBLE DEPARTMENT 3. Prepare Request for Proposal for the 9-03 ' CEQA Environmental Impact Report The Public Works Department will manage this (EIR),NEPA Environmental Impact project through the Transportation Planning and Statement(EIS) and Project Report. Engineering Program. The CIP Project Engineering 4. PursueAdvance Development 9-03 Program will be responsible for storm drainage ' Funding for the EIRIEIS,Project milestones and will contribute engineering oversight Report and PS&E. and assistance in all tasks of the project 5. Hire consultant and begin preparing 12/03 Community Development Department will assist in EIR/EIS and Project Report. processing environmental review of the project and 6. Complete design of Phase 1 3/04 assist with any Planning Commission findings.if improvements and invite construction eminent domain is required. ' bids. Finance Department will be integral in helping 7. Complete Draft Project Report. 5-04 develop a final financial plan for the project. The I 8. Complete Administrative Draft 6-04 Natural Resource. Manager and City Biologist will EUMS. be required to assist with issues associated with 9. Complete negotiations for Cal Trans 6-04 mitigating the project's impact and effect on San I cooperative agreement. Luis Obispo and Prefumo Creeks. I B-36 1 POLICIES OBJECTIVES MAJOR CITY GOALS—LOS OSOS VALLEY ROAD INTERCHANGE FINANCIAL AND STAFF RESOURCES 1. Interconnection and coordination of traffic ' REQUIRED TO ACHIEVE THE GOAL signals along LOUR, resulting in unproved traffic flow. For 2003-05. A final financial plan for the full 2.. Identification of specific flood improvements for ' project is not complete at this time. A total of incorporation into the interchange project. $900,000 has already been appropriated for development of the PSR-PDS and environmental 3. Completion and Cal Trans approval of the review in the 2001-03 Financial Plan. With these Project Report. funds in conjunction with developer contributions, 4. Completion of Phase1 improvements, most an additional appropriation of $150,000 from the notably relocation of Calle Joaquin. Transportation Impact Fee Fund in 2004-05 should ' cover the cost of Phase I improvements. The Out-Years. In the out-years will come the ' major expenses for design and construction related to the interchange itself. The City's 1994 Transportation Impact Fee program proposed to ' collect $3 million to go towards construction of the project. These funds remain significantly below the expected $10-13 million believed necessary for the ' project. It is anticipated that the project will compete favorably for State and regional funding sources that will allow the project to be completed. ' During the entire project, staff will be looking for additional funding sources. GENERAL FUND REVENUE POTENTIAL This project will not result in increased General Fund Revenues directly but by providing easier and ' safer access to commercial and residential areas there is greater likelihood of shopping in the City and resulting increased sales tax. ' OUTCOME—FINAL WORK PRODUCT I Achieving the two-year work program will result in the following final work products: I B-37 i POLICIES AND OBJECTIVES MAJOR CITY GOALS—BIKEWAY IMPROVEMENTS: RAILROAD SAFETY TRAIL ' OBJECTIVE 3. Pursing eminent domain against Union Pacific if the railroad decides not to sell the City the Acquire right-of-way and property for extension of requisite territory. the Railroad Safety Trail from the Jennifer Street Bridge to Cal Poly. ACTION PLAN DISCUSSION Workscope Background The Action Plan assumes that Cal Poly will extend the bike path from the campus south to Foothill Since 1995, the City has pursued the development of Boulevard, consistent with its master plan, and that a bicycle path adjoining the 4.5-mile segment of the the City's part of the project would stop at Foothill ' Union Pacific Railroad in San Luis Obispo. This Boulevard, which is the extent of this project's path is called for by the City's General Plan preliminary alignment plan. It also assumes that the Circulation Elernent(Program 3.13) and by the 2002 segment of the bike path south of Foothill Boulevard Bicycle Transportation Plan. To date, about 1.5 to Hathaway Street can be located within the miles of path have been constructed between Orcutt California Boulevard right-of-way, thereby reducing Road and Jennifer Street and south of Tank Farm the scope of the land acquisition from Union Pacific. Road as part of adjoining subdivisions. Tasks and Schedule In December 2001 the Council approved a preliminary alignment plan for the Railroad Safety Task Dat Trail extending from the AMTRAK passenger depot 1. Secure Union Pacific support for the 9-1-03 at the south end of Santa Rosa Street to Foothill final schematic design of the bike Boulevard. The Public Works staff has been path between the AMTRAK t working with Union Pacific (UP) on refining this passenger depot and Foothill alignment to address the railroad's concerns. Boulevard. Refined plans prepared by RRM Design were ' transmitted to UP operations and engineering 2. Secure rights of entry permits from 2-1-04 divisions in December 2002,with feedback expected UP, complete land survey and in the near future. prepare a legal description of the ' Once UP agrees to the design of the bike path, RRM area proposed for acquisition. design will prepare a display map that schematically 3. Complete negotiations and execute a 4-1-05 ' shows the land that the City intends to purchase. contract of sale with UP to acquire This map will be transmitted to UP officials in secure the property. Omaha and property discussions will begin. ' Challenges We Will Face in Achieving this Goal RESPONSIBLE DEPARTMENT 1. Communicating with West Coast Union Pacific Public Works officials and gaining Union Pacific's support for the final refined design. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL 2. Working with Union Pacific officials in Omaha to establish the form and content of the purchase 1. The City will need to hire a vendor to secure agreement and to negotiate property issues. necessary right entry permits from Union Pacific and complete a land survey and legal description($15,000). B-38 POLICIES OBJECTIVES ' MAJOR CITY GOALS—BIKEWAY IMPROVEMENTS': RAILROAD SAFETY TRAIL 2. Land acquisition costs are estimated at $155,000, ' based on past purchase experience. 3. If Union Pacific is not a willing seller, appraisal and legal services will be needed (ranging from ' $50,000 to $75,000) to manage the requisite eminent domain proceedings. ' We recommend funding these costs with transportation impact fees. GENERAL FUND REVENUE POTENTIAL None. OUTCOME--FINAL WORK PRODUCT Achieving this goal will result in the acquisition of 1 the land necessary to extend the Railroad Safety Trail between the AMTRAK passenger terminal and Foothill Boulevard. I I I I B-39 POLICIES OBJECTIVES MAJOR CITY GOALS—THERAPY POOL OBJECTIVE A therapy pool can provide a number of recreational opportunities that are not currently available in the Pursue development of a warm water therapy pool at City. The warm water environment is a particularly the Swim Center through a financing program for its attractive place for individuals with physical and construction and on-going operation that does not developmental disabilities to participate in use general-purpose revenues. swimming programs. Infants and young children ' can be made water safe with instructional programs. DISCUSSION During the winter months, youth swimming lessons can be taught. People with range of motion ' Background restrictions, such as arthritis, can exercise freely in the warm water. Studying the need for a community center and ' therapy pool was a Major City Goal in 1999-01 In addition,an added benefit of the potential boost to Financial Plan. The results of this analysis were tourism is the use of the therapy pool during swim presented to the Council on May 16, 2000, which meets. The current City pool is 50 meters long, ' clearly demonstrated the need for both of these which is competition size. However, major swim facilities.As an interim action, Council approved the competitions require a warm-up pool at the site. A remodel of the Recreation (Ludwick) Center and therapy pool can serve that function. directed staff to look for funding sources for both the ' community center and therapy pool. Proposition 40, approved by California voters in March of 2002 allocated $225,000 to San Luis The therapy pool envisioned for San Luis Obispo is Obispo for new construction projects. This funding 1 1,200 square foot, with water depths from 3 to 5 was allocated to the construction of the Damon- feet. The pool would be heated to 90 degrees. Garcia Sports Fields. However, since that project While it does not need to be indoors, it should be at has come in well under budget, the Council de- ' least protected from the wind. If it could be obligated funding for this purpose on April 1, 2003. positioned near one of the existing locker rooms at Accordingly, we recommend using Proposition 40 the SLO Swim Center, additional dressing areas funding for the construction of a therapy pool: while ' would not be needed. As shown below, there are two there are other potential park projects that it could be possible locations for the therapy at the SLO Swim allocated to, this is the only clearly eligible project Center. Site 1 is in the southeast portion of the that is a Major City Goal for 2003-05 where ' center,next to the tot pool. Site 2 to the north would construction could begin within the next two years. replace the non-functioning solar panels. Selecting the best possible location would be part of the Challenges We Will Face in Achieving this Goal ' planning process for the therapy pool. The Council's goal for this project requires that the therapy pool be both constructed and operated ,,,� _ without any added funding from the General Fund. site 1 �—s 2 `h For that to happen it must remain as small as possible, while still providing needed services. The i general rule is that small pools with shallow water ' cost less to build and have the best chance of covering their operating costs. This is because most It recreational activity takes place in the shallow .�' portions of pools, deep water is used less. ti Site 1 ` Typically, pools tend to grow in size during the * planning period as different interest groups weigh in I on the design. For this project to succeed, the pool B-40 ' POLICIES OBJECTIVES MAJOR CITY GOALS—THERAPY POOL must remain small and shallow. A pool of 60' x 20' in the daily pool fee,which will be$2.25 by this fall. is proposed for this project. This would provide With 64,000 paid uses last year, $16,000 can be ' ample space for most therapeutic programming. raised. The Swim Club has promised to contribute Most of the activities are static, in that the $5 per swimmer per month. With 130 active participant exercises while remaining in one spot. members, an additional $7,000 can be credited ' For this type of programming 30 people can be toward maintenance. That is a total of $23,000, accommodated. which is more than enough to fund the maintenance costs. ' For non-static programming, such as aqua walking,. 20-25 people could use the pool at once. Swim programs will charge a fee of$2.50 per use. Functioning as a warm up pool for major swim The cost of an instructor is about $15 per hour, so ' events, 10-12 swimmers can be accommodated at six participants will be needed for a class or program once. Given that each swim event has 8 swimmers to be offered. All swim programs in the therapy in it,there is ample space for warm-up. pool will require pre-registration to insure minimum ' attendance. Proposition 40 has yet to be funded by the legislature, so the date of the availability of the ACTION PLAN ' funding is uncertain. Staff in the State Department of Parks and Recreation Department/Office of Date Grants and Local Assistance believes the funding 1. Receive funding approval from the 1-04 will be included in the next State Budget. In any State and formalize SLO Swim_ Club ' event, assuming the proposed use of this funding donations. source, the project could not commence until the funding is allocated by the State. 2. Select an architect and begin study 3-04 Based upon information supplied by a well-known and environmental review. aquatic facility consulting firm, a construction cost 3. Complete study and environmental 9-04 ' of $125 per square foot is projected for the therapy review and begin design. pool. The pool requires its own stand-alone operating system, including heating, filtration, and 4. Complete design,invite construction 4-05 ' water treatment. The cost projections are $150,000 bids and award contract. for a 1,200 square foot therapy pool. There will be additional costs of $75,000 for design, demolition, 5. Begin construction. 6-05 I deck, fencing and construction management, for a total project cost of$225,000. While a cover would RESPONSIBLE DEPARTMENT be a worthwhile addition to the project, it is not mandatory. A structure to cover the pool and The Parks and Recreation Department will be provide some wind protection will cost about $40,000. The San Luis Sea Hawks Swim Club has responsible for securing the grant and donations indicated a willingness to raise funds in support of needed for this project. Parks and Recreation staff ' this project; their goal is $50,000. Since this is will supervise the programs that are offered when about the cost of the cover, the Swim Cub donation the pool is opened. The Engineering Division will can be applied directly to the structure. be responsible for the study, design, and ' construction of the pool. The Building Maintenance The consulting firm has also indicated that the Division will be responsible for pool maintenance. maintenance cost for a pool of this size is $18,000 per year. In support of this project, the existing pool swimmers have indicated through a poll taken at the pool that they would support a 25-cent (¢) increase I B-41 POOBJECTIVES MAJOR CITY GOALS—THERAPY POOL FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The financial resources to construct the pool can be acquired from non-General Fund sources. Specifically, this is the $225,000 allocation in Proposition 40 funds from the State. If for .some reason the Swim Club donation does not materialize, the pool could still be constructed without a cover. Additional staff will be needed for recreation programs. The funding for those temporary positions can come from the increased revenues. The Aquatic Supervisor can absorb the responsibilities for programming the pool within the existing work schedule. The $18,000 needed to maintain the pool will be allocated to the various maintenance line items. This will include additional ' temporary staff for responsibilities such as cleaning the pool and servicing the filters. GENERAL FUND REVENUE POTENTIAL Swim meets that are targeted for off peak periods, such as in the winter, or even during the week in the summer bring out of the area participants. This has the potential to some TOT and sales tax revenue. OUTCOME—FINAL WORK PRODUCT ' Completion of this goal will give the City a therapeutic recreation facility that is unique to the community. It will provide significant recreational opportunities to youth and older adults, two programming targets of the Parks and Recreation Department. It will serve as a warm up pool which may help in attracting large swim meets to the area. B-42 POLICIES AND OBJECTIVES MAJOR CITY GOALS—HOUSING OBJECTIVE affordable housing than the community has ' experienced in several years. These programs were Adopt a housing element that expands housing prioritized because they offered the most significant opportunities for very low, low and moderate results. In addition, the CDBG program has made income households, preserves and enhances nearly a million dollars a year available to provide ' residential neighborhoods and complies with state and enhance affordable housing. laws including CEQA; and encourage and support Cal Poly's efforts to provide more on-campus This March, Cal Poly announced a very aggressive 1 housing consistent with their adopted master plan for program that may result in up to 850 additional housing and enrollment. apartment style units (with 2,750 beds) on the campus. While this is an extremely important ' DISCUSSION proposal and will assist the City with several of it General Plan goals, the project will not solve all of Background our housing problems. City staff will continue to ' work with the University and Cuesta College on this The City's adopted General Plan Housing Element proposal and other programs to assist with the contains numerous programs to promote the creation student housing impacts. ' and retention of affordable housing in the City. Other policies and programs are directed to avoid Challenges We Will Face in Achieving this Goal exacerbating the need for more affordable housing. I About 80% of the programs from the 1994 Housing 1. Limited Staff Resources. As noted in the Element have been, or are being implemented. description of the City's existing However, other market-place issues have worked to implementation methods above, existing staff create a housing situation in the City that remains resources are limited. Community Development difficult for most of those trying to find sound, Department staff have the primary role in affordable housing. implementing affordable housing programs by creating the ordinances and procedures that ' The Long-Range Planning Division of the accomplish the program goals. Once established, Community Development Department typically most of the regulatory and incentive programs takes the lead on developing the Housing Element are implemented on a case-by-case basis as a ' Updates and Housing Element programs. The part of, the development review and building Housing Element Update is mandated by State law permit process. and is presently underway. Implementation ' programs primarily involve developing regulatory Most housing programs will involve on-going requirements and incentive programs to encourage administration, such as tracking the existing or require private sector development of affordable affordable housing where such housing has been ' housing and through its preparation and required to remain affordable for a defined time administration of Community Development Block or to a defined income group. In drafting Grant(CDBG) applications and programs. The City implementation programs, staff must be diligent ' also.implements its affordable housing goals through to avoid processes or procedures that will create its support of the Housing Authority, which is active significant new demands on limited staff in building and providing affordable housing. resources. ' Programs that are being implemented, such as the Any additional allocation of resources to approval of specific plans for residential expansion implementing new housing programs or studies areas with land set aside for additional housing and will involve redirecting the resources allocated the inclusionary housing ordinance that requires a to existing programs and activities, unless new minimum contribution to affordable housing for new resources are made available. As part of the development, will soon begin to provide more CDBG review process, the Council has B-43 POLICIES OBJECTIVES MAJOR CITY GOALS—HOUSING conceptually approved adding staffing—funded to coordinate the City's CDBG program. The by the CDBG program—to better manage and Finance Department also provides regular staff ' coordinate housing programs. support for the CDBG program. As the City continues to participate in the CDBG program, 2. Dependence on Private Development. With the number of projects will increase, eventually the exception of funding the Housing Authority increasing the staff resource necessary to , and their affiliates who actually construct administer it. As noted above, the Council has affordable housing, and working with the conceptually approved doing so as part of the University to provide additional student 2003-04 CDBG program. . ' housing, the City's main method of securing more affordable housing is to encourage or ACTION PLAN require it as a component of new development. ' Thus, when development activity is slow, little 1. Continue to implement affordable housing is accomplished in the interest of affordable programs as available resources permit The housing. The vitality of the general economy process for allocating existing resources within ' and interest rates for construction financing are the Community Development Department the primary determinant of development involves establishing work program objectives at activity, and the City has little influence on State the beginning of the fiscal year. Existing or National economic vitality. Council goals and other work program objectives determine available staff resources. 3. Dependence on Funding. Some grant funding The City already has important housing ' is available on a competitive basis for uses that programs: can reduce the cost of housing, including reducing land cost, paying for infrastructure, a. Affordable housing incentives. reduced interest rates or purchase subsidies. The competition for these grants is typically intense b. Inclusionary housing requirements for both and receiving these grants uncertain. Obtaining residential and non-residential development significant grant funding requires consistent projects. ' effort to stay abreast of grant opportunities and c. Neighborhood wellness. to put together the applications. This requires a d. Working closely with a County-wide significant amount of staff resource. Access to Housing Trust Fund. ' many grant programs also depends on the City's Housing Element being certified by the State. e. Various CDBG housing programs. f. On-going work with Cal Poly in support of The City has participated in the CDBG program since 1993. In 1998, the CDBG program on-campus housing. provided a $1,000,000 loan to the Housing Staff will continue to implement these programs Authority to construct affordable housing. The as applicable on an on-going basis. In addition loan will be paid though subsequent CDBG to these programs, the following programs have program grants. The CDBG program is an been identified as hi priority for the next two entitlement program rather than a competitive p ty 1 fiscal years. one. This means that as long as the federal government allocates money to the program, the 2. Complete the process of updating the General staff expenditure of resources to participate in Plan Housing Element. The extent to which 1 the program will result in some funding for the the City can implement many housing programs City. will hinge on the ability of the City to The Community Development Department successfully develop a Housing Element update ' that can be certified by the State Department of currently uses about one third of a staff position B-44 POLICIES OBJECTIVES ' MAJOR CITY GOALS—HOUSING ' Housing and Community Development. Their certification of the Housing Element will make 4. Implement existing affordable Ongoing ' the City eligible for more grant opportunities. housing incentive and inclusionary As such, preparing a Housing Element update housing programs. that can be certified by the State, while' 5. Continue working closely with the Ongoing maintaining the City's fundamental land use County-wide Housing Trust Fund. goals,is a high priority. 6. Continue working closely with Cal Ongoing ' Existing State Law says the City must update Poly in encouraging and our Housing Element by December 31, 2003. supporting their efforts to provide The process of updating the Housing Element is more on-campus housing a large task. Therefore, staff began the present consistent with their adopted update process over a year ago in early 2002 in master plan. order to meet the mandated deadline. Even so, ' the year and a half process shown in the table 7. Coordinate preparation and Annual below is ambitious. administration of annual CDBG Cycle As reflected in the Council Goal statement, and program. ' due to the increasing cost of housing relative to 8. Update the General Plan Housing 12-03 incomes, the Housing Element update will look Element for programs that provide more help to moderate a. Complete background ' income households than the former plans. analyses and documentation. b. Identify issues through 3. Encourage and support Cal Poly's efforts to Housing Element Task Force. ' provide more on-campus housing consistent c. Draft policies and programs. with their adopted master plan. The City will d. Begin preparing EIR. continue to work closely with Cal Poly on their e. Hold town hall meeting. ' proposal with Capstone West to provide student f. Hold Planning Commission housing. In addition, there are other Campus study session. Master Plan requirements for student, faculty, g. Hold Council study session: ' and staff housing and the City staff will continue h. Complete environmental to work closely with Cal Poly to help assure that review. these goals are achieved. is Hold Planning Commission ' public Bearings. Tasks and Schedule j. Hold Council public hearings Task Date and adopt update. 1. Implement existing affordable Ongoing k. Begin implementation. ' housing incentive and inclusionary housing programs. RESPONSIBLE DEPARTMENT ' 2. Implement existing affordable Ongoing housing incentive and Community Development. Complete the Housing inclusionary housing programs. Element update, implement adopted affordable I3. Encourage the Chamber of Ongoing housing programs and work with Cal Poly on their Commerce to implement housing proposals. programs that achieve their goals Administration. Review and provide direction ' for producing workforce housing. regarding policy recommendations and Council agenda materials. t B-45 POLICIES OBJECTIVES MAJOR CITY GOALS—HOUSING Finance. Review draft program and element update, analyze fiscal impacts and provide advice. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Significant staff and consultant resources will be required to achieve this goal. As part of the 2002-03 Mid-Year Budget Review, the Council has already ' approved funding in the amount of $155,000 for consultant assistance in preparing the Environmental Impact Report and analyzing fiscal impacts. In conjunction with this funding, and assuming that current staffing levels are maintained, existing resources will be adequate to achieve this goal. GENERAL FUND REVENUE POTENTIAL None. OUTCOME—FINAL WORK PRODUCT 1. The Housing Element will be updated consistent with the schedule established in the State Government Code. t 2. The City will continue to make steady, incremental progress in implementing .our 1 adopted affordable housing programs. 3. The City will continue working closely with Cal Poly and Cuesta College on their roles in providing student housing. B-46 1 POLICIES OBJECTIVES ' MAJOR CITY GOALS—NEIGHBORHOOD WELLNESS ' OBJECTIVE City organization. In addition to "special ' programs,"a substantial portion of the City's day-to- Improve neighborhoods and neighborhood day services are crucial to overall healthy involvement by continuing to implement the neighborhoods, such as police and fire protection, ' neighborhood wellness program, including refuse collection and street sweeping. It is important consideration of a rental inspection ordinance. to think of our neighborhood "investment" in this more comprehensive and interconnected way. DISCUSSION Outlined below are examples of departmental and ' organization-wide neighborhood services that will Background continue in 2003-04: ' Included in the adopted Land Use Element is LU Police Department 2.15 entitled Neighborhood Wellness Action Plans. 1. Support of a full-time Neighborhood Services The element specifies six specific areas that are ' designed to help residents preserve and enhance Manager to coordinate programs and activities their neighborhoods, stating that over time the City for the Office of Neighborhood Services. will: 2. Establishment and recent broadening of the ' Student Neighborhood Assistance Program 1. Identify neighborhoods, and work with residents (SNAP) to enforce the Noise Ordinance, to prepare neighborhood plans that empower Neighborhood Enhancement Ordinance and ' them to shape their neighborhoods. Neighborhood.Parking Districts. 2. Help devise strategies to help stabilize the 3. Establishment of the Working to Improve rental/owner ratio, to maintain neighborhood Neighborhoods (WIN) Program to provide ' character,safety, and stability. public information and education through the 3. Help identify neighborhood problems, and Office of Neighborhood Services. Activities ' undertake a wide range of focused development- involve print; television and radio information to review, capital improvement and code address issues like underage alcohol enforcement efforts. consumption, and specialty programs to promote neighborhood wellness, such as Good Neighbor ' 4. Encourage the formation of voluntary Day, Neighborhood Cooperation Week and neighborhood groups, so residents can become Make a Difference Day. involved early in the development review 4. Development . of the Four Point Crime ' process. Prevention Program, which includes radio, 5. Involve residents early in reviewing proposed television, print and web-based educational public and private projects that could have components. I neighborhood impacts, by notifying residents 5. Creation of a new Manager's Coffee Group of and property owners and holding meetings at various neighborhood leaders, who are not part convenient times and places within the ' neighborhoods. of Residents for Quality Neighborhoods (RQN),to meet regularly with the Neighborhood 6. Provide appropriate staff support, possibly Services Manager. including a single staff person for neighborhood ' issues, and train all staff to be sensitive to issues Public Works of neighborhood protection and enhancement. 6. Support of the Neighborhood Traffic ' These General Plan policies, while perhaps not fully Management Program, which allows implemented in each case,have inspired a number of neighborhoods to develop localized plans to programs and service improvements throughout the address their traffic issues. ' B-47 , POLICIESOBJECTIVES MAJOR CITY GOALS—NEIGHBORHOOD WELLNESS t 7. . Support of Neighborhood Parking Districts, Parks and Recreation established at the request of neighborhoods, often in the Cal Poly area. 18. Oversight of establishing new parks in newly ' 8. Establishment of the Pavement Management development neighborhoods. Plan, which sets a standardized rotation of street 19. Assurance that neighborhood parks are properly ' paving throughout all City neighborhoods. ' and safely equipped. 9. Maintenance of neighborhood parks. 20. Provision of Ranger services to address enforcement issues related to park usage. ' Community Development Fire Department 10. Early notification to, and meetings with, ' neighborhood groups on projects with 21. Enforcement of the annual weed abatement neighborhood impacts so their input is received program to assure that unsafe weeds are prior to formal review. removed prior to fire season. ' 11. Establishment of a full-time Code Enforcement Organization-Wide Officer through internal departmental reorganization. 22. Establishment of the Neighborhood Services 12. Coordinated use of Code Enforcement Violation Team, made up of representatives of various Tracking software (VIOLTRAC), including City departments and representative of RQN, frequent software upgrades; in order to better which meets regularly to address neighborhood ' receive complaints, track their progress and issues. prepare reports for presentation in court. 23. Strong City participation in the Student- 13. Passage of the Neighborhood Enhancement Community Liaison Committee to create better Ordinance in 1995 (and updated in 2002), which relations between the City, the student addresses problems such as fumiture placed on community and neighborhoods. lawns and roofs, placement of garbage cans, 24. Presentations by City officials at Cal Poly parking on lawns and overgrown weeds in yards. WOW Week and SLO Days at Cuesta College 14. Recent passage of the Civil Administrative on how to find appropriate housing and be a ' Citation Ordinance, allowing smaller code good neighbor. violations to be handled through the civil 25. Creation of a Model Rental Ordinance for process, rather than as criminal actions. This landlords. change allows violations to be processed faster and brings in fine revenue to the City. Rental Inspection Ordinance 15. Thorough review of current use permit applications for fraternities and sororities, In addition to continuing these strong efforts, the establishing necessary. conditions to address work program for 2003-05 includes pursuing a potential problems. possible rental inspection ordinance. Adding this 16. A program of year-round inspections of all "tool' to our toolkit would insure that our rental fraternities and sororities for compliance with properties are maintained safely and in conformance use permit conditions, Fire and Building.Codes with existing City and Uniform Housing Codes. The and Property Maintenance Standards. inspection program created by the ordinance would be self-supporting, based on fees charged to the 17. Establishment and enforcement of appropriate property owners. The benefits of such a program zoning to protect the character of would accrue both to tenants and to the ' neighborhoods. neighborhood in which the rental units are located. B-48 POLICIES AND OBJECTIVES ' MAJOR CITY GOALS—NEIGHBORHOOD WELLNESS 1 Challenges We Will Face in Achieving this Goal Task bate ' 4. Continue contract Building 7/03 1. Maintaining the current level of City-wide Inspector position to support support for existing neighborhood wellness continued high levels of building programs at a time of diminishing staff and applications and allow the '. financial resources will be a challenge. continuation of a full-time Code 2 Although a rental inspection ordinance is Enforcement Officer. ' intended to provide safe housing for renters and 5. Evaluate a cost recovery program 12/03 hold property owners accountable for cost for code enforcement efforts as a associated with their business, there is likely to strategy to reduce and deter 1 be opposition to such an ordinance. A repeat offenders while generating comprehensive education program will be an increased revenues,and present important component of this program. findings and recommendations to ' the Council. ACTION PLAN 6. Research a Rental Inspection 7/04 Task D-ate Ordinance in an effort to provide ' 1. Maintain and support all existing Ongoing a safer housing environment for neighborhood wellness programs renters and reduce blighted currently in place. conditions; and present findings and recommendations to the 2. Continue encouraging formation Ongoing Council. and involvement of new ' voluntary neighborhood groups RESPONSIBLE DEPARTMENT by use of the Neighborhood Managers Coffee program,WIN, 1. Police Department. The Office of Neighborhood Services Team, Neighborhood Services will have primary ' Neighborhood Planner and responsibility for coordinating and similar outreach strategies. implementing the City's Neighborhood ' 3. Continue involving residents Ongoing Wellness Action Plan. early in the public review of proposed projects by a more 2. Community Development. Staff support defined Neighborhood Planner assigned by the Director of Community ' program in Community Development would include the Code Development,including Enforcement Coordinator, Neighborhood expanding the Neighborhood Planner and related personnel. ' Planner duties to include two- year terms,an annual 3. Administration. General oversight and neighborhood issues conference participation on the Neighborhood Services I and attendance at City Tom• neighborhood meetings and coffees. 4. Finance. Evaluate fiscal impacts of the Rental ' Inspection Ordinance and expanded use of civil citations; and if approved by the Council, Implement collection system. B-49 1 POLICIES OBJECTIVES, MAJOR CITY GOALS—NEIGHBORHOOD WELLNESS , FINANCIAL AND STAFF RESOURCES construction and other activities. Using this REQUIRED TO ACHIEVE THE GOAL method of cost recovery for building, zoning, neighborhood enhancement, weed abatement, No additional resources in the Office of chronic response properties and related Neighborhood Services are proposed at this time for violations could generate revenues to support continuing to implement existing neighborhood code enforcement activities in Community programs-. The Community Development Development. - Department will need to continue a contract Building Inspector position in order to maintain a OUTCOME—FINAL WORKYRODUCT full-time Code Enforcement Officer. This will cost $67,300 in 2003-04 and $70,800 in 2004-05, and Continuing to implement programs that enhance will be funded_ in the General Fund. neighborhoods within the city contributes directly to quality of life issues that local citizens increasingly Sustaining the current level of existing programs and demand, including reduced crime and blight, safer working on tasks involved in the early.stages of the rental housing, enhanced property values and Neighborhood Wellness Action. Plan, including a achieving the overall goals of the General Plan. new Rental Inspection Ordinance, will require a substantial portion of the Neighborhood Services Manager's time and incremental addition of other staff time as the various action plan elements progress. Development of a Rental Inspection Ordinance will require effort and support from Community Development, Finance, Administration and the City Attorney's Office: GENERAL FUND REVENUE POTENTIAL 1. Rental Inspection Ordinance. There is no ' "net" General Fund revenue potential with this program. However, any additional costs can be My offset by inspection fees. 2. Civil Penalties. Aggressive use of civil penalties in increasing cost recovery associated , with code enforcement could result in a net increase in General Fund revenues. Traditionally, the City has taken a low profile ' approach to enforcement, which minor penalties generating small fines utilizing the local courts. With new local legislation passed in 2002, civil penalties may now be used that generate revenue directly for the City, reducing or eliminating the need to prosecute violators in court. Instead, civil fines may now be imposed on persons who commit violations, refuse to take corrective action or delay actions in order to avoid additional tax penalties based on illegal B-50 1 POLICIES OBJECTIVES ' MAJOR CITY GOALS--SOUTH BROAD STREET CORRIDOR PLAN ' OBJECTIVE 2. Develop buildings and facilities that will ' - contribute to our sense of place and architectural Adopt General Plan and zoning amendments to heritage. create a mixed-use residential neighborhood along 3. Provide a safe and pleasant place to walk and the South Broad Street corridor from South Street to ride a bicycle, for recreation and other daily ' Orcutt Road and seek grant funding to create a neighborhood concept plan for the area. activities. ' DISCUSSION The General Plan identifies the South Broad Street Corridor (between High and Orcutt streets) as a Background "special design area" (LU 8.3). This Land Use ' Element policy states that.in this area renovation of South Broad Street/State Highway 227 is an active streetscapes, landscaping, and building facades is to artery leading to and from the City's downtown, be encouraged. Furthermore, the policy states that connecting it to residential neighborhoods in the the City should work with property owners to ' City and areas beyond. The South Broad Street prepare a plan containing design guidelines and corridor developed over a long period of time. implementing programs. Programs may include There are many different architectural styles along implementation incentives, such as variations from ' the street, with varying design quality. The result is development standards or loan funds. that the streetscape contributes little to the aesthetic A group of property owners and residents have quality of the City and adjacent neighborhoods, or started a grass roots planning effort for the corridor. ' their sense of place. There are few structures and little landscaping providing a human scale to help They have been limited by funding constraints and make pedestrians feel comfortable along the street. the City's inability to join the effort because of other ' high priority commitments. The street itself exists as a wide expanse of asphalt with little landscaping,along which vehicles move at Challenges We Will Face in Achieving this Goal a high rate of speed compared to bicycles and ' pedestrians, exacerbating the unpleasant aspects of 1. Limited Funding to Develop the Plan. Because this corridor. of State budget problems and the general Streets serve as more than circulation corridors for economy, there will be severe fiscal constraints automobiles. They are also public spaces and facing all California cities for most, if not all, of components of neighborhoods. The view along this budget cycle. The City has applied for grant ' streets is a major component of an area's character, a funding through Cal Trans to develop a corridor plan for this neighborhood. At this point it key component of the "sense of place." Streets also seems fairly certain he State will not ain that t serve as bicycle and pedestrian routes. The buildings include funding its that t 4 budget for these I that front on them serve as residences and places of business. grants and this will severely impede the City's ability to produce the originally envisioned plan. In recent times there has been a growing awareness Area plans have been developed in-house with ' that many streets serve only the function of department staff, and we should consider circulation for cars, with little regard for their role as implementing this program in-house beginning defining civic spaces and places for people. When with the General Plan amendment and rezoning. the City updated its General Plan in 1994, several 2. Reluctance to Change in the Existing goals relating to these `other" functions of street Neighborhood There has been some initial corridors were adopted,including: opposition from owners of commercially zoned I1. Maintain the town's character as a small, safe, property along the eastern side of Broad Street comfortable place to live. to the idea of changes in their zoning. Initial I B-51 POOBJECTIVES MAJOR CITY GOALS—SOUTH BROAD STREET CORRIDOR PLAN concepts developed by the private sector for a ACTION PLAN "Broad Street Enhancement Plan" included fairly significant changes in the zoning along the There are four basic options for accomplishing this ' street to allow an intense mix of residential, goal as summarized below. office, and commercial uses. Early proposals also include significant changes to Broad Street 1. Two-Step Process Land Use Element and itself in an attempt to reduce speeds and improve Zoning Changes Preceding Neighborhood safety. The use of traffic circles and planted Concept Plan. With this approach, the first step medians may concern some business owners. would for staff to prepare a General Plan ' amendment and rezoning addressing the 3. Lack of CIP Funding and Dependence on identified neighborhood with the intent of Private Development for Implementation. The providing more mixed-use/housing , plan would address facrade and landscaping opportunities, particularly between South Broad improvements on private property adjacent to Street and the railroad property. This could be South Broad Street. Installing these accomplished in conjunction with the Housing ' improvements will require the cooperation of Element update, and completed during 2003-05 property owners. It is not likely that the City without additional resources. This approach has will have the financial resources to install or the added advantage of placing the issues of construct recommended building improvements. appropriate land use mix directly on the table for , Most of the improvements that will occur on the neighborhood and community to consider at private property must come as the result of work an early date. a property owner initiates. The plan can require ' that certain plan provisions be implemented as a If adding significantly more housing and mixed condition of property development that requires service/office/housing is acceptable to the City approval. Relying on permit conditions to community, these changes could then be ' implement certain plan provisions will probably followed by a more detailed neighborhood result in achieving these provisions over the concept plan that addresses circulation and long-term rather than the short-term. design guidelines prepared during 2005-07. ' This is our recommended approach. Public improvements over which the City has direct control and the ability to fund in the near 2. Consultant Prepared Plan. A consulting firm, t term will produce the most immediate results. with expertise in urban design, can be used to The plan can explore alternatives for providing extend the resources of planning staff to prepare incentives that encourage property owners to the plan, which could be prepared more ' implement the plan provisions that relate to their expediently than a staff- prepared plan. property. However, this option would cost an additional $212,000 for consultant resources, as well as a 4. Property Owner Support. Changes in the larger commitment of limited staff resources ' existing General Plan and zoning has a better than the two-step process above. Without grant probability of being implemented if it has the funding, which is unlikely at this time, this support of the stakeholders, the people and approach is not recommended given our current organizations or agencies affected by it. fiscal situation. Adopting changes that achieve the stated goals for the South Broad Street Corridor will rely on 3. Staff Prepared Plan. As a staff prepared plan, the participation and support of the community the work would be done by Community and the businesses and property owners in South Development staff supplemented by consultant Broad Street area. services for limited technical tasks (that are already funded as part of the Housing Element update), similar to the process that produced the B-52 1 - POLICIES AND OBJECTIVES MAJOR CITY GOALS—SOUTH BROAD STREET CORRIDOR PLAN ' Railroad District Plan and the Mid-Higuera in the basic character of the neighborhood. In short, Enhancement Plan. However, staff resources are sometimes the best way of eating an elephant is one ' limited. As such, to maintain effort on other bite at a time—and this "two-step"process allows us Council Goals and on-going duties, this would to take that approach in achieving the overall goal of mean allocating resources to this plan on an "as- this work plan. However, staff would continue to ' available" basis. This approach is likely to pursue grants to fund the neighborhood concept plan result in an untimely and ultimately unsuccessful for circulation improvements and design guidelines project. Based on our past experience in as a separate, follow-on project. However, given the ' preparing special area plans, it is important to State's fiscal situation, this is unlikely until 2004-05 commit adequate resources at the outset. To do at the soonest. this would require a significant reprioritization ' of the Council's goals for the long-range Task DaNE planning. As such, this approach is not 1. Identify housing targets as part of 12-03 recommended. the adopted Housing_ Element ' update. 4. Cal Poly Student Project. Cal Poly City and 2. Develop work program for 3-04 Regional Planning faculty frequently look for General Plan amendment/rezoning. ' "real-world" case studies for their students. A 3. Initiate the General Plan 4-04 senior class could prepare urban design amendment/rezoningprogram. recommendations for the South Broad Street Corridor. These would be presented to the 4. Hold community meeting/issue 5-04 ' Council and become the basis for a more identification meeting. focused work effort by staff or a consultant. 5. Complete background analyses, 9-04 One drawback to this option is that the student inventorying analysis and issue ' project would likely require follow-up work by identification. staff or a consultant firm to put concepts into the 6. Hold community meeting to 11-04 format of a plan that can be readily discuss and review policies and ' implemented. More importantly, such an programs. approach is not likely to meet the Department of 7. Complete environmental review. 1-05 Housing and Community Development's test for a qualified housing program that can be g• Hold Planning Commission 3-OS ' recognized as likely to provide housing toward hearings and finalize Council the City's quantifiable objectives. recommendation. 9. Hold Council hearing and adopt 6-05 Environmental review will be needed with any General Plan amendment/rezoning. option for preparing the plan. However, with the 10. Continue to seek grant funding for Ongoing "two-step" option of beginning with a General Plan preparation of a follow-on ' amendment and rezoning approach, the neighborhood concept plan. environmental effects of adding significant housing to the area could be addressed through the Housing As reflected above, focused work on the General ' Element Update Environmental Impact Report Plan and zoning changes will begin after adoption of (EIR). This approach will be much less expensive the Housing Element update. This has two than a stand-alone EIR. advantages: it will provide a starting foundation for ' this effort; and knowing that this work will follow, Tasks and Schedule. The tasks listed in the table the environmental and fiscal impacts can be below apply to the option of preparing a Land Use addressed as part of the work that will be required ' Element and zoning change preceding the for the Housing Element any way. This will result neighborhood concept plan. We believe that this is in a more efficient,cost effective approach most practical way of addressing a potential change B-53 POLICIES AND O . s MAJOR CITY GOALS—SOUTH BROAD STREET CORRIDOR PLAN After Council approval of the General Plan and zoning changes, work on design guidelines and circulation improvements as part of a neighborhood concept plan could begin in 2005-07. RESPONSIBLE DEPARTMENT Community Development. Primary staff responsible for preparation of the amendments: Public Works. Responsible for traffic-related Analyses as needed. t Administration. General overview of developing policy recommendations. Economic Development ' Manager: Business liaison and ' economic development recommendations. Natural Resource Manager. Sustainability issues and environmental impacts. Finance. Advise on fiscal impacts of the General Plan amendment/rezoning. t FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Assuming current staffing levels, existing resources are adequate to accomplish the work program for ' 2003-05. GENERAL FUND REVENUE POTENTIAL t There is no significant General Fund revenue potential. ' OUTCOME—FINAL WORK PRODUCT Approval of land use and zoning changes will help ' achieve City housing goals and set the stage for a subsequent neighborhood concept plan that addresses design and circulation issues. B-54 POLICIES OBJECTIVES MAJOR CITY GOALS—DOWNTOWN IMPROVEMENTS: MONTEREY PLAZA OBJECTIVE 3. If the option is chosen to change the description of a project from providing for temporary or ' Pursue the creation of a "Monterey Plaza" for civic periodic street closure to full closure, amending gatherings and passive recreation, dependent upon the Downtown Plan may encounter opposition. the Copeland project. ' ACTION PLAN Task DISCUSSION Date ' Background 1. Consultant completes concept plan.. 7-03 The 1993 Conceptual Physical Plan for the City's 2. Council reviews concept plan and 9-03 Center (Downtown Plan) recommends that a public forwards it for advisory body review. plaza be created on Monterey Street and that it be closed to traffic for special events. When the 3. After advisory body and public review, 7-04 ' County initiated its current effort to construct a new Council identifies preferred design administrative complex, the Council authorized staff concept(s)and establishes the scope of to hire that project's architect, Kaplan-McLaughlin- technical and environmental studies Diaz (KMD), to prepare concept drawings for a (such as circulation;access, utility and public plaza. drainage analysis,and project phasing) for additional study. KMD provided several preliminary sketch plans and ' is working with the staff to produce a final concept 4. Consultants complete technical and 6-05 for consideration by the Council (see action plan, environmental studies, and project Task 1 below). The former Downtown Plan design design is modified as necessary to ' team has also provided input to the conceptual address findings. design, which addresses the physical appearance of the street and minor functional items such. as ' parking. Drainage, traffic flow and costs were not The Out-Years. Depending on the results the technical and environmental studies completed considered in this study. during 2003-05, and funding availability, the project Challenges We Will Face in Achieving this Goal may move forward during 2005-07 in approving environmental documents, schematic project plans, 1. Cost will be a major issue and that will almost construction documents; and inviting bids and certainly keep the project from being developed awarding a construction contract. I, along with the County Government Center RESPONSIBLE DEPARTMENT expansion now underway. To the extent that presently programmed under-street Community Development I improvements can be developed with adequate FINANCIAL AND STAFF RESOURCES depth to provide clearance for the possibility of an inverted street drainage system, the timing REQUIRED TO ACHIEVE THE GOAL I should not bean insurmountable problem. Contracting for technical andenvironmental studies 2. Part of the proposed plan is the occasional or will cost$75,000 from the General Fund in 200405. I permanent closing of Monterey Street for the block between Santa Rosa and Osos streets. Out-Years. Depending on the results of the This would create some circulation issues that technical and environmental studies, and the scope would not be simple to resolve and will surely of planned improvements, estimated"out-year"costs ' create some opposition from business owners in are $200,000 for design and $2,000,000 for the Downtown. I B-55 1-POLICIES AN, DOBJECTIVES MAJOR CITY GOALS—DOWNTOWN IMPROVEMENTS: MONTEREY PLAZA construction. This would most likely require ' funding from the General Fund. GENERAL FUND REVENUE POTENTIAL ' No quantifiable revenue enhancement. OUTCOME—FINAL WORK PRODUCT Achieving the work program will result in an approved design concept and completion of technical and environmental studies (such as ' circulation, access, utilities, drainage and project phasing). 1 1 1 t 1 1 1 B-56 1 POLICIES OBJECTIVES 1 MAJOR CITY GOALS—ECONOMIC DEVELOPMENT. TRANSIENT OCCUPANCY TAX 1 OBJECTIVE 4. The City does not have funding available to 1 subsidize construction of a Convention Center. Encourage and promote projects that will increase lodging and conference facilities in order to generate 5. Currently available meeting facilities are often 1 additional Transient Occupancy Tax revenues. , too small to accommodate large business groups. DISCUSSION ACTION PLAN 1 Background 1. Refocus existing resources toward Ongoing Increasing Transient Occupancy Tax (TOT) Direct Advertisement of the City. 1 revenues is a logical component in the City's budget Develop a focused advertising and balancing strategy during these challenging PR campaign for the City that economic times. In response to advances in establishes a stronger identity for 1 technology and the economic slowdown, business the City as a tourist destination travel has been off since 2001 and this trend is not with a wide variety of activities to expected to reverse itself. Since September 11, undertake during a stay. 1 2001, leisure travel has also been declining. Our local lodging industry has experienced significant 2. Work with various organizations Ongoing declines in occupancy, but this has been offset to a for tourist promotional purposes 1 large degree by increased room rates. However, benefiting both the City and the even with increased rates, the City continues to organizations. experience declines in TOT revenues. 1 3. Work with property owners and Ongoing In completing this goal, Staff will explore the real estate brokers to explore different ways in which we can increase TOT and increasing Bed and Breakfast develop a plan for Council's consideration. opportunities,consistent with City . 1 Additionally, staff will continue to provide high land use and zoning policies. levels of customer service to those projects that will increase lodging and conference facilities. 4. Complete assessment of local 9/03 ' lodging industry conditions by Challenges We Will Face in Achieving this Goal identifying all such properties in the City; identifying all property ' 1. The City has little influence over business travel. owners and their managers;and This is a segment that marketing efforts cannot identifying future expansion easily reach. locations for tourist serving businesses. 2. There is the potential that the addition of new rooms, without more meeting space, will result 5. Assess transportation opportunities 9/03 ' in only transferring business from one City for visitors and if necessary make property to the new property. service improvements. Strongly consider extending trolley service 3. Acquiring access to the Veterans Hall building, to the Monterey Street Hotel Area I although a seemingly ideal location for a Convention Center, presents many hurdles, and 6. Present recommendations for 12/03 we may find that some may not be overcome improved tourism transportation ' when pursuing its possible reuse. and trolley service to Council for approval. I B-57 POLICIES OBJECTIVES 1 MAJOR CITY GOALS—ECONOMIC DEVELOPMENT: TRANSIENT OCCUPANCY TAX , Task Date involved in development review aspects of new 7. Establish a Task Force of local 7/03 projects and expansions. tourism experts to develop a TOT 1/04 enhancement strategy. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL a. Explore ways to coordinate efforts amongst property 3/04 Achieving this goal will require significant work on owners and ways to the part of the City's Economic Development cooperatively book rooms to Manager in addition to other ongoing duties. , prevent business losses to Additionally, updating an advertising conversion other communities. Explore study to better assess our advertising under current ways to increase midweek market conditions will cost $15,000 from the business travel. General Fund in 2003-04. b. Present Tourism Task Force recommendations to Council. GENERAL FUND REVENUE POTENTIAL 8. Update advertising conversion 6/04 Increased TOT revenues will result in additional study completed approximately General Fund Revenues. The proposed new hotel, 1 four years ago. associated with the San Luis Marketplace project is expected to generate approximately $280,000 per 9. Explore reuse of large properties 6/04 year in new TOT, which should net $224,000 after ' on Monterey Street,including sites transfer effects are considered. occupied currently by auto dealers (some of whom are expected to OUTCOME—FINAL WORK PRODUCT relocate). Upon completion of this work program, the City 10. Explore possibility of using the 9/04 should have an improved plan for maintaining and Veterans Memorial Building for increasing TOT revenues. ' convention center purposes,work closely with the Veterans and the County in this effort. 11. Upon construction,encourage the 1/05 Dalidio Project hotel to work with ' the Embassy Suites and develop a coordinated effort to use rooms to support existing conference 1 services at the Embassy Suites. RESPONSIBLE DEPARTMENT ' Administration will be the lead department for this goal. The Finance Department will evaluate the ' benefits of continuing annual TOT reviews of lodging properties, and depending on the results, continue implementing them; and provide support in ' the analysis of TOT receipts. The Community Development and Public Works Departments will be B-58 POLICIES OBJECTIVES ' MAJOR CITY GOALS—ECONOMIC DEVELOPMENT: SALES TAX 1 OBJECTIVE 3. The community and existing businesses may ' have concerns about new retail developments Encourage and promote retail projects that will and their ability to be sustained, and potential increase sales tax revenues. negative fiscal impact on existing business. ' DISCUSSION 4. More development, of any type, creates infrastructure costs as well as timing and Background implementation concerns. In these challenging budgetary times, increasing our 5. The approval of new retail developments does sales tax revenues is a logical component in the not guarantee their construction. ' City's budget balancing strategy. Like most municipalities, and in response to the larger national 6. The City lacks funding and a mechanism to economic downturn, the City's sales tax revenues assist in the improvement of outdated retail ' for the past few quarters have been off. Our revenue centers and individual stores. declines have, however, been minimized by the continued record sales of new automobiles in the 7. The City's current General Plan Policy for the 1 City. Staff continues to be surprised by the strength Gap. and McBride Properties requires a 50% of our automotive sector, and has speculated that dedication of open space, which has inhibited declines in these sales must come at some point the expansion of the Auto Park Way area. ' because they simply do not appear to be sustainable (although we could continue to be pleasantly ACTION PLAN surprised). Task Date There are a variety of ways by which we can attempt 1. Identify retail types that would Ongoing to increase our sales tax. The City presently complement and augment experiences retail leakage in the general consumer existing market conditions. ' area to Northern Santa Barbara County, Arroyo Develop aretail recruitment Grande and Paso Robles. The proposed Costco and strategy to encourage new San Luis Marketplace projects present opportunities retailers to locate in San Luis ' to recapture this leakage. The Copelands Project is Obispo on properties zoned for another project that would create new retailing this purpose. Use direct mail and opportunities. Improving upon and expanding attendance at industry events to ' existing retail centers is another strategy, as is support recruitment strategy. developing a marketing campaign to encourage Hold quarterly meetings with residents to"shop locally". local real estate brokers and property owners. Challenges We Will Face.in Achieving this Goal 2. Continue to contract with HDL Ongoing ' 1. Increasing sales tax revenues largely depends for sales tax analysis services to upon the successful completion of new analyze market conditions. developments, which in part creates a potential conflict between land use decisions and financial ' decisions. 2. There are environmental issues presented by ' several of the proposed new retail developments. I B-59 t POLICIES AND OBJECTIVES MAJOR CITY GOALS—ECONOMIC DEVELOPMENT: SALES TAX Task .. • t ask .. - 3. Continue to conduct demographic Ongoing 6. Continue to support the Ongoing research and information Downtown Strategic Plan. Focus gathering about the City,its support on efforts that maintain residents,its visitors and the the retail health of Downtown and ' region to provide to individuals, increase customer sales in a businesses,real estate sustainable way. professionals and others in ' analyzing San Luis Obispo for 7. Explore training opportunities, Ongoing their business purposes. Continue with local agencies like Cuesta. . to use the UCSB Economic College Institute for Professional Forecast Project as a data source. Development,Private Industry 1 Council, Small Business 4. Continue to facilitate and Ongoing Development Center and others to coordinate City involvement in assist local retailers in improving ' major development projects as their marketing efforts and their directed by the Council. In "E"Business presence. particular continue to facilitate ' the Copelands Project toward 8. Promote shopping as an activity Ongoing construction. Continue for visitors to San Luis Obispo. involvement in the proposed San Luis Marketplace Project through 9. Continue to work with auto Ongoing negotiations, Developmentdealers in the City. When Review,EIR, Annexation and possible,pursue the expansion of Pre-zoning and Agreements for the Auto Park Way area: Sales Tax Reimbursement. Consider broadening the program Continue involvement in the of incentives to auto dealers who Airport Area Specific Plan and relocate out of downtown to Auto Annexation. Park Way to include those who relocate out of downtown to other 5. Continue to conduct"economic Ongoing acceptable sites in the City. ' gardening"in the retail industry Continue to assist Stanley Motors through existing customer service in its efforts to relocate to a oriented programs like the Quick larger, new facility. Work closely Response Team, the Economic with remaining Downtown auto Development Program's dealers to find new locations that involvement in major are more functional. Explore the development projects,the reuse of Downtown auto dealer Economic Development locations for other retail purposes. Program's high level of customer If space is available, encourage service to individuals,businesses new car lines to locate in San ' and real estate professionals. Luis Obispo. 10. Advocate for legislation to extend Ongoing sales tax to include internet sales. 1 B-60 POLICIES 1 OBJECTIVES MAJOR CITY GOALS—ECONOMIC DEVELOPMENT: SALES TAX Task Date FINANCIAL AND STAFF RESOURCES ' 11. Conduct an assessment of current 9/03 REQUIRED TO ACHIEVE THE GOAL retail conditions by surveying existing.retail centers, identifying Achieving this goal will require significant work on tPthe art of the City's Economic Development the types of retail business tY located in existing centers, Manager in addition to other ongoing duties. identifying retail center property Additionally, contracting for economic analysis and ' owners or representatives. assistance in negotiations on the San Luis Marketplace project will cost $20,000 in 2003-04 12. Develop a"Shop Locally" 11/03 and$5,000 in 2004-05 from the General Fund. marketing and PR campaign to ' encourage residents to purchase GENERAL FUND REVENUE POTENTIAL goods in the City. Focus on branding San Luis Obispo as the Increased sales tax revenues will result in additional ' shopping destination for the General Fund Revenues. The.San Luis Marketplace region. Work with the Chamber Project alone is projected to generate net new sales of Commerce, Downtown taxes between $1.05-$1.12 million annually (after a ' Association and others to deduction for transfer effects); and the Costco coordinate efforts and message project is projected to generate"net"new sales taxes about shopping in San Luis of$500,000 annually. . ' Obispo. 13. Explore the potential annexation 2/04 OUTCOME—FINAL WORK PRODUCT of the McBride Property and Gap Upon completion of this work program, the City ' Property if the Dalidio Property is should be well positioned to be the regional retail annexed. center of the County and receive significant sales tax 14. Work with each retail area in the 9/04 revenues. The City will also present diversified 1 City to define itself and develop, shopping opportunities for its residents, in.particular in the general merchandise category as well as added when possible,niche-marketing shopping opportunities for visitors. Property owners ' efforts. Work closely with may experience increased property values as existing property owner and businesses in retail areas improve. each area ' RESPONSIBLE DEPARTMENT [- T ' Administration will be the lead department for this goal. The City Attorney's office will assist in the negotiations of various development"deals" that are ' a part of this goal. The Community Development and Public Works Departments will be involved in development review aspects of new projects and expansions.. The Finance.Department will provide support in preparing sales tax information and analysis. I B-61 - - 1 POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH ' million above our policy minimum from 2002-03 , OBJECTIVE ( po cY ) that helps offset this•somewhat, the fact is that we Develop a comprehensive strategy for preserving are facing an ongoing problem, which means that essential services, adequately maintaining existing "one-time" fixes won't work. We need to either facilities and infrastructure, and protecting the City's decrease costs or increase revenues (or some fiscal health. combination of the two)on an ongoing basis. DISCUSSION Since then, we have updated the forecast to reflect new information, most notably the expenditure and Overview revenue changes presented to the Council in February 2003 as part of the Mid-Year Budget Accomplishing the Major City Goals for 2003-05 Review. As reflected in the sidebar chart, the will require a continued commitment to protecting ongoing shortfall has increased significantly, and the the City's long-term fiscal health. Given the carryover from 2002-03 has decreased by $700,000. significant fiscal challenges facing us based on the For 2003-05, assuming the use of the carryover , recently prepared five-year forecast, this will mean (above our policy minimum), the gap increases by developing a comprehensive strategy for preserving $1.2 million on an annual basis, to about $6.4 essential services and adequately maintaining million. existing facilities and infrastructure, while at the same time protecting the City's fiscal health. Protected Budget Gap:2003.0 MODOAD - — Since the forecast is based on a "maintenance-only" S,,tt= _ Capital Improvement Plan (CIP), the challenge :o 10 becomes even greater if the Council wants to g+•0m•om , achieve other important CIP goals, such as open (SZ0et1000) space preservation, bikeway and pedestrian paths, d'0°°°°°' pavement maintenance, other transportation system (MOM'000) improvements, creek and flood protection,parks andMADAM t public safety improvements. MD, Background QFa M:0wAffbw=02 an etRM4W-ewcnaom 1 Results of the Five-Year Fiscal Forecast. As part of the goal-setting process for 2003-05, a detailed Threat of More State Budget Grabs. The last time five-year forecast for the General Fund was prepared the State faced a similar budget crisis ten years ago, t the result was that the City lost$1.5 million annually and presented to the Council in December 2002 order to assess the City's fiscal environment, and in State takeaways. While none are assumed in the forecast, the threat is very real, and if it happens, it gain some initial insights on the "order of ' magnitude" difficulty we would likely experience in will make our local situation that much worse. balancing the budget for 2003-05. There are a number of ways that State can take funds ' The results showed that the City is facing our away from us, but the "likely suspect" is the "VLF toughest fiscal outlook in many years. The forecast Backfill." Just a few short years ago, the State had a projected an ongoing budget gap of $5.5 million significant budget surplus, and it flitted briefly with ' annually beginning in 2003-04, even if all we do is the notion of a State tax cut: Instead, it decided to continue current service levels and adequately reduce city and county revenues by reducing vehicle maintain existing facilities and infrastructure. While license fees (VLF) by 65%. However, the State ' the forecast projected a"one-time" carryover of$1.9 agreed to"backfill"these lost revenues,thus keeping cities and counties "whole." The cost to the State in B-62 POLICIES ► 1 OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH meeting this commitment, which it can undo 3. Implementing selected new revenues as allowed ' tomorrow, is $4 billion. For the City, the VLF under Proposition 218. Backfill is worth about$1.8 million annually. If this is taken away, our projected gap grows to $8.2 4. Reducing operating program costs and related million annually for 2003-05. service levels. What Are We Doing About This? We have a Fiscal BUDGET BALANCING STRATEGY Heath Contingency Plan in place, and have'already closing the Gap ' taken a number of cost saving steps, such as a hiring a New freeze and $1.8 million in budget reductions to-date. Revenues Additionally, at the April 10, 2003 budget workshop 19% ' the Council approved the budget-balancing.strategy for 2003-05. a ReservesD CIP 11% as% ' Assuming the problem stays about where it is as of =` March 2003, this proposed budget strategy will go a �nd1ftm87 74% long way towards stabilizing our budget situation ' after 2003-05. However, it is based on a °oPeraung Piograrrts significantly reduced CIP that will not be good for 25% the community over the long term. And funding a sufficient CEP beyond 2003-05 will be even harder, since the proposed budget-balancing strategy for Each of these components will be evaluated further 2003-05 uses projected reserves that are above our and refined as we prepare the Preliminary Financial policy minimum(about$1.2 million). This won't be Plan. However, this short-term strategy will not available after 2003-05: we can only use reserves serve us well in the longer term if we want to once. maintain current service levels, adequately maintain existing infrastructure and facilities, and achieve ' Additionally, while many people say that they want longer-term, already-adopted CEP goals. As such, "less government," the fact is that our surveys—and we need to identify and implement other strategies our daily experience—show that we face requests for preserving service levels, achieving CIP goals ' for more service, not less. So, while our immediate and maintaining our fiscal health. These include: goal for 2003-05 is to "stop the bleeding," we will have to continue to work on ways of"re-tooling"the 1. Organizational Vitality. Making our ' organization and developing new revenues if we organization more productive, delivering current want to meet our community's needs and hopes for or higher levels of service for less in response to the long term. community needs. t Challenges We Will Face in Achieving this Goal 2. Economic Development. Helping our economy perform better than our forecast projections. Our short-term strategy for balancing the 2003-05 Generating additional revenues from two of our budget and closing the projected $6.4 million gap top three General Fund revenues—sales tax and consists of the following four components: transient occupancy tax—are both the topics of separate Major City Goals. I 1. Developing a General Fund CIP that is the lowest possible in reasonably maintaining our 3. Legislative Advocacy. Getting back what was existing infrastructure and facilities. taken-away from us by the State; and preventing I any further budget grabs like the VLF Backfill. 2. Using fund balance that is available above Given the current State budget situation, we minimum policy levels. cannot rely upon restoring past State budget B-63 POLICIES OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH grabs from cities as either a short or long-term March 2003. However, it is based on a significantly fiscal health strategy. In fact, if are successful in reduced General Fund CEP that will not be good for simply minimizing any further State takeaways, the community over the long term In short, without ' we will have accomplished a significant feat. draconian reductions in day-today services, additional resources will be needed to address our 4. Citizen-Supported Revenue Options. long-term CIP goals—both to adequately maintain Developing strategies for a possible March or what we already have as well as to make reasonable November 2004 election. progress in achieving our General Plan objectives. ACTION PLAN Proposition 218: The Need for Voter-Supported New Revenues. Under Proposition 218, which was In concert with the other two related Major City approved by California voters in November 1996, ' Goals of generating additional revenues from sales new or increased general-purpose taxes require tax and transient occupancy tax, there are four majority voter approval, and the measure must be proposed components to this action plan for long- held at the same time as Council elections. Special , term fiscal health: taxes require two-thirds majority approval, but the election can be held at any time. This means that 0 Increase Organizational Productivity any significant new revenues require community Staffing costs are the largest part of the City's support—in evidence on Election Day. Gaining this budget, accounting for 75% of operating costs in the support requires more than a compelling need:it also General -Fund. Continuing our Organizational requires communicating this need in a compelling Vitality program, which identifies and supports way. And this requires effective preparation by the 1 methods of improving organizational effectiveness City before placing the measure on the ballot;and an and customer service on an ongoing basis, is a key effective community-based group that will campaign component of our long-term fiscal health strategy. for its passage afterwards. , 0 Continue Legislative Advocacy The first pre-condition—effective preparation—is within the control of the City; the second one—an ' We need to continue working closely with our effective community-based group—is not. employee associations, the League of California Cities, other local governments, professional Background. Shift from Representative to Direct ' associations and other groups to prevent further Democracy. For the past thirty years, California has State raids on city revenue sources. been on the path to a new era of governance, with fundamental changes in the way that decisions— ' 0 Review and Monitor the City's Fiscal especially financial ones—are made. While this is Condition occurring at all levels, this paradigm shift from Effective reporting and monitoring of the City's "repTesentative democracy" to "direct democracy" is fiscal condition on an ongoing basis is an essential, pups most pronounced for local agencies, since fundamental component of managing our finances they are the level of government closest to the and assuring our long-term fiscal health. people, and the one most susceptible to these changes. B ' Analyze the Feasibility of a 2004 Revenue Proposition 13 did not start this trend,but it certainly Ballot Measure resulted from it. Since its passage almost twenty- As noted above, the recommended budget balancing five years ago,there have been an increasing number strategy for 2003-05 will go long way towards of citizen-approved limits on the ability of elected stabilizing our budget situation for the long-term, officials at the local level to make resource decisions assuming the problem stays about where it is as of on behalf of the community. While Proposition 218 B-64 ' POLICIES OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH was the most recent (and sweeping) of these,.it was With these profound changes in voter approval simply the last in a long line of expenditure and requirements, cities must communicate a compelling revenue limitation ballot measures. vision for new revenues at a grass roots level among likely voters. There are a number of possible explanations for this change: Even though this may seem a high-hurdle, many cities throughout the State have been successful in 1. Lack of leadership (or at least the perception)by gaining voter approval for revenue measures,even at ' elected and appointed officials on important the two-thirds level. There are excellent examples issues to the nation, state and community. here in San Luis Obispo County: the City of Arroyo ' 2. Increasing distrust of government in general. Grande, Lucia Mar Unified School District, the City of Paso Robles and the City of Pismo Beach have all 3. Loss of community identity (and support) as recently approved revenue measures requiring two- places of work and home have become thirds voter approval. ' increasingly separated. 4. Increasing frustration with the inability to affect However, based on the experience of many other government at the state and federal level, and an communities, achieving this support at the ballot box 1 over-compensation at the one level—local (the only place it matters) requires two key government—where voters feel they can make a ingredients: a compelling vision of how the new difference. revenues would be used; and an effective way of ' communicating .this vision to likely voters. 5. Improved information about public issues, Communities in California have been successful in resulting in less reliance on others to make generating broad-based voter support for new decisions on our behalf revenues when: ' 6. Increased influence of highly-organized and well-financed special interest groups through the l• There has been a major community-wide focus programs.initiative process. on ro desired In these cases, revenue ' increases have followed these "visioning" Whatever the reason, the reality is that there has efforts, not driven them. Cities in this category been a major shift to direct citizen decision-making come in a lot of sizes, and include El Cerrito, ' in a broad range of issues previously thought to be Duarte,Brea,Torrance and Claremont. too"technical' for this. While this has occurred in a 2. 'There are serious fiscal or service problems of number of areas such as insurance and campaign crisis proportions. Locally, the passage of a financing, it is especially prevalent in "ballot box bond issue several years ago in the Lucia Mar budgeting." Citizens are no longer willing to give School District also falls into this category. their proxy on financial issues to elected officials, or ' to their interest group representatives on "blue Although they were driven by very different factors ribbon" committees. City finance is an issue they – hopes versus fears –all of these successful efforts want to decide directly for themselves. share one thing in common: they were the result of ' affect the City's long- How does this paradigm shiftextensive community-based efforts, which included a combination of outreach tools, and professional term fiscal health? Stated simply, the City will need broad-based community support – in evidence assistance to use them effectively. Based on the ' experience of many cities and other local on Election Day – to implement new revenue government agencies throughout the State, if the sources. In this new model of direct democracy, need is compelling and is effectively communicated, ' creating support among elected officials and this effort is likely to be successful. However; it community leaders – even if it broadly crosses a requires commitment, resources (more on this later), number of interest groups – is no longer enough. time, and most importantly, a strong community- B-65 POLICIES A�D OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH based advocacy group that will aggressively raise results of the public opinion research are invaluable funds and campaign for the issue once it is on the in assessing at the very beginning if there is ' ballot. adequate voter support for a new revenue measure. While support can subsequently be built (or This last issue cannot be stressed enough. Under maintained) through an education program, if there State law, cities have broad discretion in using their is very low support initially, an education campaign funds for professional assistance in researching is unlikely to be successful in gaining voter support issues, conducting surveys and developing voter on Election Day. support strategies. However, once an issue becomes , a formal ballot measure, cities cannot participate as The public opinion survey will typically surface an advocate in any way. In short, unless there is a three key issues: strong community-based group that is willing to ' aggressively raise funds and campaign for the 1. How does the community feel about the City measure,it is not likely to pass. and the services it delivers today? The experience from revenue measures in other , Elements of a Successful Revenue Measure. There communities show that it is very difficult to gain are three major steps in preparing for a successful voter support for new revenues where there isn't revenue measure: already a high level of satisfaction with City services and trust in its government. In short,if 1. Feasibility assessment. Conduct scientifically- voters do not feel that current revenues are being based public opinion research and assess the used wisely; they are not likely to approve more. ' likelihood of a successful revenue measure. 2. What programs are most likely to attract 2. Public information program. If the public voter support? What do voters see as the opinion research is favorable, develop and biggest problems in the community, and would implement a public information educational be likely to approve additional funding for: program on why new revenues are needed. Public safety? Street maintenance? Parks and 3. Ballot measure. Place the measure on the ballot recreation? What messages would be most ' if there is a community-based group that will effective in community the need for additional aggressively campaign for its passage. resources? On the other hand, which service areas are least likely to attract voter support? The following further summarizes the components And what are the reasons why voters would not of each of these steps. It is important to stress that support a revenue measure? while the City can take the lead on these three tasks ' 3 in preparing for the measure, once it is placed on the . What revenues would voters most likely ballot we can no longer be an active participant in suPPort? There is a wide range of new revenue the process or commit resources to its passage in any options available to the City. Which of these is ' way. For this reason even, though the results of the most likely to attract to attract the most voter first two steps may have been very positive, placing support? And how does support change based the measure on the ballot should only occur if there on the rate and level of revenue generated? In ' is a community-based group has emerged that will the final analysis, each of these revenue options campaign for its passage. has underlying philosophical reasons that might make them desirable, such as added revenue diversity (like utility users tax), stability (parcel tax) or shifting the tax burden to non-residents The first step in preparing the feasibility assessment (transient occupancy tax or sales tax). However, is to hire a qualified team of a public opinion the best candidate for a successful measure is I research firm and a revenue measure advisor. The probably the one that voters are the most B-66 POLICIES OBJECTIVES ' MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH I supportive of at the outset. Lastly, how would measure would appear "numerically" easier, other competing revenue ballot measures or however, since its proceeds cannot be earmarked for possible budget-balancing actions by other a specific purpose, it can be difficult to communicate agencies (like the State) affect support for a City the need for the measure, when in essence it calls for ' revenue measure? raising taxes for no particular reason. On the other hand, while it is obviously a greater challenge to From the results of this research, the City can gain two-thirds than majority voter approval, it has evaluate the feasibility of a revenue measure; and if the advantage of communicating a more focused ' it is, determine the elements of an effective (and compelling)reason for added revenues. education program (which is the next step). Completing this first step will cost $37,500 and take In general, majority-voter approval measures are ' 90 to 180 days to complete. more successful when the purpose is to address a "fiscal crisis" in just meeting revenue needs to The City completed a similar analysis in May 2000 continue delivering essential day-today services. ' with the assistance of The Lew Edwards.Group and Two-thirds voter approval measure are more likely Fairbank, Maslin, Maullin & Associates (FMMA). when the purpose is to improve services or make While the results were generally favorable, the community improvements, like a police station, ' Council decided not to go forward with a revenue transportation improvements, senior center or measure at that time. Due to significant changes in athletic fields.. the economic and fiscal environment since then, we ' do not recommend relying upon the results of this One variation on this approach is the "A/B" three-year old analysis. However, if we go forward measure, which has been successfully used in a few with this analysis, we recommend retaining the same cases. This is a dual-component measure: the "A" team•based on the quality of their work and their measure function is simply an "advisory" vote on familiarity with the City. specific projects, asking of voters would support certain uses if new revenues were to become • • • available. The`B" measure asks voters to approve a ' general-purpose revenue measure, but in the context Before placing a measure on the ballot, this next step of the specific project or programs identified in is essential in communicating the need for additional Measure "A," with the expectation that elected ' revenues to likely voters. It would include: officials would be committed ("morally" but not legally) to using the new general revenues for these 1. Refining the new revenue purposes and uses, specific purposes. I including selecting the financing mechanism and developing key messages. As such, "A/B"measures provide some specificity— although via a non-binding advisory measure- 2. Building community support, including which can be appealing to the electorate. However, developing and implementing a public education they need to be carefully structured from a legal program. standpoint; and because they are two separate Imeasures with slightly different messages, it may be 3. Conducting additional public opinion research more difficult to conduct an effective campaign. (tracking poll)to assess shifts in support. In. short, regardless of whether it is a majority or ' Refining the measure. Based on the result of the two-thirds measure, the City needs to communicate a public opinion survey, the City will need to decide compelling reason for why it needs added revenues. which items to fund in the measure. This includes ' making a key strategic decision: should this be a Developing key messages. Once the City has majority or two-thirds voter approval measure? On determined the basic strategy (majority or two-thirds its surface, passage of a majority voter approval ' B-67 POLICIES r OBJECTIVES MAJOR CITY GOALS-LONG-TERM FISCAL HEALTH ' voter approval) and refined the funding items, representatives table or otherwise distribute non- assigned costs and select a funding mechanism, key partisan information about a potential revenue messages are developed that: measure. ' 6. A Speakers Bureau primarily led by constituents 1. Address the need for such a measure: "Why to make presentations to key community now?" And make the case that this is a needed, organizations as needed. ' fiscally responsible plan. 2. If a two-thirds measure, include specifics of the As part of the City's Media/Communications Plan, items to be funded. information-only fact sheets, brochures, letters, 3. Establish protections for ensuring money will be newsletters and guest columns are developed for spent responsibly, such as outside audits and a mailing and distribution. Where time permits, these Citizens Oversight Committee. communications seek citizen input in an ' "interactive"manner. Opinion leaders. Depending on the funding Ideally, before placing a revenue measure on the ' mechanism and uses identified for the measure, ballot,the City's public information program has: building community consensus is essential. Early in this process, key constituents, stakeholders, business 1. Shifted public opinion further towards support ' leaders and other public officials should be of a possible revenue measure. contacted and their support, questions or opposition evaluated. This also begins to identify possible 2. Yielded letters and cards providing the City with members of the community-based group that will be guidance on how to further refine the measure. ' essential later in advocating for passage of the 3. Answered questions about the City's funding measure. needs. Public information program. An effective public 4. Generated greater community awareness before information program includes the following taking action to place a revenue measure on the communications components: ballot. 1. Personal meetings with external "Opinion Additional public opinion research. Following the Leaders" to educate them on the funding needs public information program,the City should conduct contained in the measure and obtain input. another scientific public opinion survey—an 2. A series of non-partisan, information-only abbreviated version also known as a "tracking mailings to Opinion Leaders, again about.the Poll"just before placing the measure on the ballot. ' City's funding needs. The purpose of this tracking poll is a final "litmus test" in ensuring that there is substantial voter 3. A series of non-partisan, information-only approval at this point, and confirm financial ' mailings to constituents determined by the thresholds: that the City is not asking for too little or public opinion survey as needing more too much money for the measure. Conducting a information about the City's funding needs. tracking poll close to the time that the City makes a 4. A "free media" plan that includes (but is not final decision in going forward with a ballot measure ' is the final opportunity to evaluate where the limited to): non-partisan guest columns, "op- eds" and stories in neighborhood newsletters or electorate is,and to make adjustments in the measure as necessary=including not going forward at all. other local outlets about the City's funding needs. Cost and timing. An effective public information 5. Where appropriate, "fixed site visibility" program will take 90 to 180 days before placing a ' activities where constituents and/or City measure on the ballot, and cost $50,000 to $75,000 B-68 1 POLICIES OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH 1 for direct mailings, tracking poll and professional 3. Legislative Advocacy. Continue Ongoing ' assistance in preparing the public information working closely with our program employee associations,the League of California Cities,other. local governments, professional ' The City's final action is to place the item on the associations and other groups to ballot. As noted above, after this the City cannot prevent further State raids on city ' commit any resources in advocating for its passage. revenue sources. For this reason even if all the other factors to-date 4. Review and Monitor the City's Ongoing have been favorable, the City should seriously Fiscal Condition. Continue to ' consider not placing the measure on the ballot if by effectively review and monitor this time an effective community-based group has the City's fiscal condition on an not emerged that will be campaign aggressively for ongoing and timely basis, ' its passage. including on-line access to financial data,quarterly Summary. Preparing for a successful revenue newsletters,focused reporting on measure in this era of "direct democracy" requires key revenues, mid-year budget an approach that will engage the City's voters in the reviews and preparation of annual decision-making process. Gaining this support—in financial reports in accordance ' evidence' on Election Day—requires more than a with generally accepted compelling need: it also requires communicating this accounting principles and need in a compelling way. And this requires nationally recognized excellence effective preparation by the City—doing our in financial reporting guidelines. ' homework, and allocating adequate time and resources to this endeavor—before placing revenue 5. Analyze Feasibility of Revenue measure on the ballot (which is within the control of Ballot Measure in 2004. Use the City); and an effective community-based group professional assistance in that will campaign for its passage afterwards (which analyzing the feasibility of a is not). revenue ballot measure in March ' or November.2004: Tasks and Schedule a. Enter into an agreement with 7-03 The Lew Edwards Group. Task Date 1. Organizational Productivity. Ongoing b. Complete the feasibility 11-03 Continue organizational vitality analysis and present the results to the Council for a program in improving "go/no-go"decision in taking productivity and customer the next step in preparing for service. a revenue measure in 2004. I 2. Fiscal Independence. Support Ongoing AB 1412(Wolk),which would RESPONSIBLE DEPARTMENTS allow local voters to approve an ' increase of 0.25%or 0.5% in the All departments play a critically important role in local sales tax rate without special ensuring the City's long-term fiscal health through legislation. their management and use of City resources; however, Administration, Human Resources and Finance will be especially involved in achieving this goal. I B-69 POLICIES OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH t FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL 1. Analyzing the feasibility of a 2004 revenue ballot measure will cost $37;500 in 2003-04 from the General Fund. All other tasks can be achieved within existing resources. 2. Depending on the results of ,this analysis, an additional $50,000 to $75,000 will be needed from the General Fund in 2003-04 if we proceed to the next step in this process of conducting a public education program. GENERAL FUND REVENUE POTENTIAL Each of these action plans is designed to enhance ' General Fund resources. OUTCOME—FINAL WORK PRODUCT Strategies, programs and systems for assuring our long-term fiscal health in continuing current service levels, adequately maintaining existing infrastructure and facilities, and accomplishing important ' community goals. 1 B-wM 1 POLICIES AND OBJECTIVES STATUS OF 2001-03 MAJOR CITY GOALS ' OVERVIEW Report Card: Major City Goals - - I Prof stuUm at Ju 3%21a9 vm neuro,PWn The following summarizes major City goals for were BwPv 2001-03, including the objective, action plan and street a skewmlk MaInt"nm ' projected status at the end of 2001-03. As indicated LOVR Impro enm in the summaries, we project accomplishing _-_ Fmod Proteotkn ' most of the work " ' Reoroed Recreational TraD --— program task by June Many of these are Nosh Arco Regknel Fedlley - 2003 based on the mufti-year goals that have activities Pa ft°A0CAS8 MVIS 0'Beds' ' adopted two-year "action associated with them Athleilc ode J._ plans." However, many that go beyond the J. of these goals will two-year 1999-01 cemm"nft Sen��t LL 1 .,.. ' continue to have timeframe. . Camra serAws activities associated with As such, the"report Heel 1 7 them beyond 2001-03. card"is based on the Housing .}� - ' two-year work Open space Pme Uo -� -- - -- _— programs and"action Report Cards. The " c�k � — — - "report ort cards" byt tasks approved following P b the Council. Melmenence of seek s.ndcaa summarizes the major City goals for 2001-03 and provides its projected status at June 2003. Note. The projected status is based on the Action Plan as originally approved in the 2001-03 along with amendments to specific tasks as approved by the Council since then. Projected Slitui.vt WATER SUPPLY Major City Goal __. June,30,,2003 complets In Progreso. Water Supply O Objective. Continue efforts to develop long-term ' Streets&Sidewalk Maintenance ® water supplies, including: preserving present water Los Osos Valley Road(LOVR) o rights and pursuing all options with the exception of Improvements State Water; using and protecting groundwater; ' Flood Protection p pursuing acquisition of property for water supply; completing the water reuse project; seeking water Railroad Recreational Trail supply opportunities as part of any annexations; and Downtown Transportation Center. O confirming Council water subcommittee to build ' North Area Regional Facility relationship with North County. Parking&Access Advisory Body Athletic Fields p Action Plan I Community-Senior Center O - - VVeter - Preserve Present. Remodel - - -- Cultural Services p 1. Revise agreements with URS Consultants for ' completion of Salinas.Downstream Fisheries Housing ® Studies and present to Council for approval. Open Space Preservation O 2. Prepare Request for Proposals and solicit Civic Offices proposals for Seismic Study Peer Review. Maintenance of Basic Services B-71 POLICIES OBJECTIVES STATUS OF 2001-03 MAJOR CITY GOALS t 3. Complete Seismic Study Peer Review and present Action Plan results to the Council and State Water Resources 1 Control Board. 1. Continue the program of monitoring the condition 4. Complete downstream fisheries Studies and of existing sidewalks. present results to the State Water Resources 2. Install street name signs at downtown arterial street ' Control Board. intersections. Pursue M1 006 and Use:and Protect.Gromidwater__." 3. Install new sidewalks. 5. Approve budget for Water Conservation program including program enhancements. 4. Continue implementation of the 1998 Pavement Management Plan for Areas 5 and 6. 6. Complete Groundwater Basin analysis and present to Council. 5. Continue to repair damaged sidewalks,curbs and 7. Present Revised Nacimiento Pipeline EIR as gutters. prepared by the County to Council for 6. Inventory tree wells in the community that do not consideration. have trees installed. 8. Complete required environmental work for 7. Consider CDBG funding for Oceanaire-Huasna increased groundwater production. area. 9. Solicit proposals and award contract for 8. Complete installation of all trees in empty tree groundwater production and treatment system wells. ' design. 9. Install new sidewalk on Higuera.Sawt south of 10. Complete initial analysis of opportunities for Elks Lane. seawater desalination and present to Council with 10. Complete installation of 130, 18 new street name 2002 Water Resources Status Report. signs at all arterial intersections. _ 11. Complete installation of 510, 10"new street ..Com lete the Wdter Reuse-Project_ 3'_ __ name signs at all arterial intersections. 11. Finalize concurrence on specific mitigation projects with the National Marine Fisheries Status at June 30,2003. Complete Service. 12. Obtain commitment of State Revolving Fund LOS OSOS VALLEY ROAD IMPROVEMENTS Grant and Loan Financing from the State Water Resources Control Board.. 13. Complete Phase I design. Objective. Widen Los Osos Valley Road from ' Madonna Road to Highway 101; and begin 14. Award Phase I Construction contract. preparing plans to widen the freeway overpass and fix difficulties between freeway exits/entrances and ' Status at June 30,2003. In Progress Calle Joaquin, improve flood structures and provide bicycle and pedestrian lanes over the freeway. STREETS AND SIDEWALKS Action Plan --&— -, Objective. Continue implementing street paving Widening;_=From.Madonna Rd to ff lel and repair programs; and augment funding for 1. Review,approve and issue permits for DeVaul sidewalk installations and repair, new street sign Ranch North project. installations on arterials and tree planting in all 2. Begin LOVR widening,.signal 1 available tree wells. installation/modification and minor drainage improvements. 3. Complete improvements. B-72 POLICIES OBJECTIVES ' STATUS OF 2001-03 MAJOR CITY GOALS 1 - Inteiclin"n .e1- `ioveriiests'` _ RAILROAD RECREATIONAL TRAIL ' 4. Obtain funding for the EIR,Project Report and PSBcE. 5. Complete PSR-PDS. Objective. Continue planning and purchasing property ' 6. Prepare RFP for the EIR and Project Report. for the Railroad Recreational Trail to Cal Poly; extend planning to the south connectingting the Edna-Islay 7. Obtain Caltrans approval of PSR-PDS. Area into the master plan; establish the Morro Street 8. Begin EIR and Project Report. "SLO Street" from the Railroad District to Downtown; ' Flood Improvements and pursue grant funding to complete these projects. 9. Complete Waterways Management Plan. Action Plan ' 10. Complete Storm Drainage Master Plan. 11. Incorporate drainage improvement requirements ItRT Ptii III:AMTRAK.Paisei rTerminal:to Mafsha' into the scope of work for the Project Report. 1. Pursue grant funding for design and construction. Status at June 30,2003. In Progress 2. Achieve UPRR support for the project and initiate property acquisition. ' FLOOD PROTECTION 3. Complete conceptual plans and environmental review. 4. Complete property acquisition. Objective. Improve flood protection for residents and RRTPliase IVcRRT firouiD4arsb to Foothill:_ ' businesses, including alleviating impediments to carrying - off floodwater and preserving flood plains. 1. Pursue grant funding for design and construction. ' Action Plan 2. Council approves route plan for trail. 3. Achieve UPRR support for project and initiate 1. Continue drop inlet maintenance program. property actions. 1 acquisition.ert Complete property py 2. Complete construction of Higuera Street Bridge. 4. _ _RRT:Morr`o Sti-eeC"SLO:Street" . 3. Prepare plans to replace the Foothill/Sterner culverts. 1. Complete conceptual design of bicycle boulevard. t4. Complete Waterways Management Plan. 2. Finalize project plans and specifications for traffic 5. Construct new bridge on Foothill Blvd at Stenner signal at Morro and Santa Barbara and other minor 1 Creek. improvement;complete environmental review; advertise for bids.. 6. Review flood plain preservation options. 7. Complete Citywide Storm Drainage Master Plan. 3. Complete project. I8. Submit a Notice of Intention to comply with the NPDES permit. Status at June 30,2003. In Progress ' Status at June 30,2003. In Progress B-73 ' • OBJECTIVES STATUS OF 2001-03 MAJOR CITY GOALS ' DOWNTOWN TRANSPORTATION CENTER: PARKING AND ACCESS ADVISORY BODY NORTH AREA REGIONAL FACILITY Objective. Explore establishing a Citywide parking Objective. Work with other agencies to acquire and access advisory body. ' land for a multi=modal transportation center and parking structure; northeast of Santa Rosa Street Action Plan between Monterey and Marsh Streets. 1. Complete research into other jurisdiction's Action Plan methods of similar advisory bodies;receive input from current advisory bodies on governance issues Ti ansit with and between advisory bodies. I. Pursue discretionary grant funding for property 2. Hold Council study session to discuss advisory acquisition and construction. body issues,such as purpose,scope of duties, 2. Begin negotiations for"right of entry"to the Shell membership and staff support and receive Station property to conduct Phase II hazardous direction. material testing. 3. Begin conceptual design phase for the Transit Status at June 30,2003. Complete ' Plaza. 4. Receive right of entry approval for Shell Station ATHLETIC FIELDS property;begin Phase 11 hazardous material study. ry` . = 7 ' 5. Complete appraisal of the Shell Station property. 6. Complete draft conceptual design and Objective. Explore the possibilities for additional environmental review;begin to hold public athletic fields, including plans for two lighted workshops and advisory body meetings on softball fields. proposed plan. 7. Council approves implementation plan. Action Plan 8. Secure funding for property-,begin negotiations. t 9. Acquire property. 1. Begin assisting athletic organizations in renting fields. 2. Joint Use Committee begins bi-annual field 1. Pursue County financial participation in the improvement grant program. project. 2. Hire parking design consultant team to develop 3. Study potential locations for new lighted softball preliminary project conceptual plans;begin fields. property appraisals for all remaining properties on 4. Pursue ajoint-field lighting project. block;begin.environmental review of conceptual ' 5. Present options to Council. design 3. Complete draft preliminary project conceptual 6. Complete joint use agreements with appropriate pians,appraisals,environmental review and agencies. ' financing pian. 7. Complete renovation of Santa Rosa Park. 4. Begin holding public workshops and advisory body meetings on proposed plan. 8. Light existing softball fields. 5. Council adopts implementation plan. 9. Complete renovation of Stockton Feld. Status at June 30,2003. In Progress Status at June 30,2003. In Progress ' B-74 POLICIES 1 OBJECTIVES ISTATUS OF 2001-03 MAJOR CITY GOALS ' RECREATION CENTER REMODEL: HOUSING ' COMMUNITY-SENIOR CENTER Objective. Continue implementing programs to Objective. Complete the remodel of the Recreation achieve the City's housing goals. ' Center for community and senior uses. Action Plan. Action Plan ' 1. Work cooperatively with Cal Poly and Cuesta 1. Complete design and invite bids for construction. College in creating on-campus student housing. 2. Award contract and begin construction. 2. Work cooperatively with the Cal Poly Foundation ' 3. Complete remodel. to facilitate construction of affordable faculty and staff housing. Status at.June 30,2003. In Progress 3. Continue implementing the inclusionary housing ' Program. CULTURAL SERVICES 4. Approve new housing proposed by the private sector that uses appropriately zoned land,does not ' exceed the City's 1%growth limit and meets the Objective. Continue funding for arts and culture; City's inclusionary housing requirements for low and identify long-range funding sources to secure and moderate income families,especially in the the future of the Performing Arts Center. Margarita area. ' 5. Continue to support processing and review of the Action Plan Orcutt Area Specific Plan. 6. Explore the"Community Affordable Housing 1. Continue the current PCC grant program Fund"concept. 2. Continue to support the City's formal cultural 7. Continue funding affordable housing programs partnerships. through the Community Development Block Grant ' 3. Continue to support the City's Art in Public Places program;and retain this as the highest priority use program,with particular emphasis on facilitating of these funds. the new developer contribution aspect of the 8. Evaluate the potential for added staff resources to ' program seek affordable housing grant funding,new 4. Seek out outside grant funding for additional City incentive and regulatory programs,and increased cultural activities. inter-agency coordination. ' 5. Continue funding to County for Wednesday 9. Begin updating Housing Element and affordable evening hours at City-County library. housing production targets. 6. Continue to provide administrative assistance funding to FOCA. ' 7. Provide special assistance to FOCA in using Status at June 30,2003. Complete Community Development Block Grant funds for rehabilitation of the Rodriguez Adobe. ' 8. Begin rehabilitation of the Southern Pacific Freight Warehouse for use as a railroad museum. 9. Adopt revised PAC operations agreement and possible long-term funding agreement. _ 10. Begin implementing the PAC long-term funding per• Status at June 30,2003. In Progress (Note:All tasks complete except Task 8.) B-75' POLICIES A14D OBJECTIVES STATUS OF 2001-03 MAJOR CITY GOALS 1 OPEN SPACE PRESERVATION CIVIC OFFICES -- t Objective. Continue funding for open space and Objective. Complete development and agriculture preservation, including management environmental review, conduct construction ' programs for open space lands and staffing for oversight and management and when completed, implementation of those plans. purchase the Palm-Morro Parking/Civic Offices Building pursuant to the terms of a Guaranteed Action Plan Maximum Price contract with Court Street Partners 1 (the Copelands). L Continue negotiating with willing property ' Action Plan owners. 2. Continue planning and stewardship support(Land 1. Approve CIP to purchase the Palm-Morro Conservancy&ECOSLO). ' Parking/Office Building and to improve the 3. Contract with CCC and others for trail interior office space. improvement and associated resource protection at Bishop Peak Natural Reserve and possibly other 2. Open escrow for property transfer;. sites. 3. Execute construction and development agreements - 4. Provide for additional half-time Park Ranger,and with the Copelands. evaluate ranger staffing needs for newly acquired 4. Complete development and environmental review open space when Johnson Ranch is ready to be of the Palm-Morro Parking/Office Building. opened to the public. 5. Issue building permits for the Palm-Morro Parking/Office Building. 5. Council adopts management standards (Conservation Guidelines)for City open space 6. Execute guaranteed maximum purchase price lands contract with the Copelands for the Palm-Morro Parking/Office Building. 6. Prepare and submit private,state and federal grant applications. 7. Close escrow and transfer title to Court Street and the Palm-Morro area. 7. Complete in management programs for g. Begin construction by Copelands on Palm-Morro four City open space areas,tentatively identified Parking/Office Building. as follows: a Irish Hills(Prefumo,Foster,DeVaul open 9. Begin construction oversight and management for the Palm-Morro Parking/Office Building. spaces) 10. Complete design of tenant improvements for the b. Bishop Peak offices in the Palm-Morro Parking/Office c. Johnson Ranch Building. d. Cerro San Luis 11. Complete construction of the Palm-Morro Parking/Office Building. 12. Purchase Palm-Morro Parking/Office Building Status at June 30,2003. In Progress from Copelands pursuant to the terms of the Note: All tasks complete except for management Guaranteed Maximum Price Contract plans for Bishop Peak, Johnson Ranch and Cerro 13. Begin office tenant improvements. San Luis. 14. Occupy offices. Status at June 30,2003. In Progress B-76 POLICIES AND OBJECTIVES ' STATUS OF 2001-03 MAJOR CITY GOALS 1 MAINTENANCE OF BASIC SERVICES fObjective. Preserve current service levels and ' adequately maintain existing facilities and infrastructure. Action Plan .: ' 1. Financial Plan. Prepare and approve 2001-03 Financial Plan that 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 continued on-line access to fiscal information,monthly financial reports, quarterly financial newsletter and comprehensive reports,mid-year budget reviews,Financial Plan I Supplement and special reports such as the quarterly sales tax newsletter. 3. Annual Financial Reports. Continue to issue. annual financial reports in accordance with generally accepted accounting principles. 4. Revenue Management. Ensure we are I maximizing our current revenues by continuing revenue management programs like the business tax and transient occupancy tax(TOT)review ' programs,sales tax monitoring and user fee updates. ' Status at June 30,2003. Complete I B-77 i Section C i BUDGET GRAPHICS I � I r ' BUDGET GRAPHICS AND SUMMARIES ' OVERVIEW - IThis section provides simple charts and tables which Expenditures and Revenues b Fund highlight key financial relationships and summarize I the overall budget document. Graphics summarizing the following areas are included: Total Expenditures by Fund Combined fAgenditures and Revenues M General Fund Expenditures and Uses ® 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 I ■ Operating Program Expenditures by Function ■ Operating Program Expenditures by Type Authorized Regular Positions ■ Capital Improvement Plan Expenditures by Function ■ Authorized Regular Positions by Function ■ Capital Improvement Plan Expenditures by Funding Source ■ Debt,Service Expenditures by Function I I I I C-1 BUDGET GRAPHICS, SUMMARIES TOTAL EXPENDITURES BY TYPE- ALL FUNDS COMBINED I 2003-04 Expenditures By Type: $72.0 Million ' I M Debt Service 9% I I ■ Capital Improvement Plan ' 21% Q 0persting Programs 70% I 2001-02 2002-03 Actual Budget 2003-04 2004.05 ' Operating Programs 42,363,700 48,091,700 50,166,600 53,001,600 Capital Improvement Plan 24,203,500 70,809,600 15,139,800 27,108,200 ' Debt Service 6,008,400 6,023,000 6,667,900 6,661,400 I I TOTAL $72,575,600 $124,924,300 $71,974,300 $86,771,200 I C-2 ' BUDGET GRAPHICS AND SUMMARIES ' TOTAL FUNDING SOURCES -ALL FUNDS COMBINED ' 2003-04 Funding Sources: $72.0 Million Other Sources ' 3% From Other ' Governments 17% ' Taxes Other Service S90/0 Charges 9000 Enterprise Fund Service Charges I 32% 2001-02 2002-03 ' Actual Budget 2003-04 2004-05 ' Taxes 25,807,300 26,819,900 28,615,300 30,657,800 Service Charges Governmental Funds 6,866,000 6,001,800 6,163,000 6,502,000 ' Enterprise&Agency Funds 20,822,500 22,673,600 22,791,800 23,143,300 From Other Governments 13,650,500 18,320,000 12,291,500 11,026,0 Use of Money&Property 1,870,400 1,226,000 1,021,200 1,073,600 ' Other Revenues 1,766,600 3,798,400 1,182,000 1,217,600 Total Current Sources 70,783,300 78,839,700 72,064,800 73,620,300 Proceeds from Debt Financings 5,263,300 27,599,900 959,300 20,068,800 Fund Balance/Other Sources(Uses) (3,471,000) 18,484,700 (1,049,800) (6,917,900) ' TOTAL $72,575,600 $124,924,300 $71,974,300 $86,771,200 ' C-3 BUDGET GRAPHICS AND SUMMARIES OPERATING PROGRAM EXPENDITURES BY FUNCTION 2003-04 Operating Budget: $50.2 Million ' General Government , 18% 1 Community Public Safety Development 32% 10% I Leisure,Cultural& Social Services 11% Public Utilities Transportation 1 VA 10% 1 2001-02 2002-03 Actual Budget 2003-04 200445 , Public Safety 13,897,200 15,420,200 16,382,000 18,226,100 Public Utilities 7,928,900 8,839,500 9,441,200 9,298,400 ' Transportation 4,411,400 5,063,800 5,042,100 5,145,900 ' Leisure,Cultural&Social Services 4,908,100 5,421,300 5,533,600 5,967,800 ' Community Development 4,406,800 5,171,200 4,988,300 5,230,600 General Government 6,811,300 8,175,700 8,779,400 9,132,800 ' TOTAL $42,363,700 $48,091,700 $50,166,600 $53,001,600 ' C-4 ' 1 BUDGET if SUMMARIES ' OPERATING PROGRAM EXPENDITURES BY TYPE ' 2003-04 Operating Budget: $50.2 IVIII01on 1 [3 Other Operating ' Expenditures 14% WContract Services ' 1796 0 Staffing 69% 1 1 2001-02 2002-03 ' Actual Budget 2003-04 2004-05 ' Staffing 27,916,700 30,934,100 34,191,400 36,914,400 Contract Services 7,799,200 9,244,300 8,709,000 8,763,000 ' Other Operating Expenditures 6,273,600 7,510,500 7,142,700 7,188,600 ' Minor Capital 374,200 402,900 123,500 135,600 I ' TOTAL $42,363,700 $48,091,800 $50,166,600 $53,001,600 ' C-5 BUDGET GRAPHICS AND SUMMARIES CAPITAL IMPROVEMENT PLAN EXPENDITURES BY FUNCTION , 2003-04 Capital Improvement Plan: $15.1 Million ' Public Safety 7% , General GovemmeM 5% Public Utilities 1 26% Community ' Development 24% Leisure,Cultural& Transportation t Social Services 33% 5% 1 2001-02 2002-03 Actual Budget 2003.04 2004-05 , Public Safety 716,200 1,263,100 1,004,000 935,000 ' Public Utilities 4,891,100 25,000,800 3,934,600 16,581,700 Transportation 13,902,200 32,888,800 5,123,100 5,846,800 ' Leisure,Cultural&Social Services 1,104,500 10,126,600 708,300 550,900 ' Community Development 3,018,000 507,200 3,616,000 2,230,000 ' General Government 571,500 1,023,100 753,800 963,800 TOTAL $24,203,500 $70,809,600 $15,139,800 $27,108,200 ' C-6 ' BUDGET GRAPHICS AND SUMMARIES ' CAPITAL R%4PROVEMBNT PLAN EXPENDITURES BY FUNDING SOURCE ' 2003-04 Capital Improvement Plan: $15.1 Million 1 ' Enterprise Funds 31% 1 ' Governmental Funds- Current Sources 63% ' Governmental Funds- Debt Financing 6% 1 ' 2001-02 2002-03 Actual Budget2003-04 2004-M ' Governmental Funds ' Current Sources 12,222,400 26,867,800 9,496,500 6,519,100 Debt Financing 4,597,000 959,300 1,818,800 Total Governmental funds 12,222,400 31,464,800 10,455,800 8,337,900 ' Enterprise&Agency Funds Current Sources 6,554,500 16,341,900 4,684,000 520,300 ' Debt Financing 5,426,600 23,002,900 18,250,000 Total Enterprise&Agency Funds 11,981,100 39,344,800 4,684,000 18,770,300 I O GAL $24,2039500 $70,8091600 I $1591399800 I $27,108,200 C7 BUDGET GRAPHICS AND SUMMARIES DEBT SERVICE EXPENDITURES BY FUNCTION ' 2003-04 Debt Service: $6.7 Million ' Public Safety ' 4% General Government ' 2% Leisure,Cultural& ' Social Services 20% Public Utilities ' 52% Transportation ' 22% 2001-02 2002-03 Actual Budget 2003-04 2004-05 ' Public Safety 263,700 261,900 270,600 270,600 ' Public Utilities 3,295,500 3,237,400 3,526,900 3,517,700 Transportation 1,057,800 1,146,500 1,446,300 1,446,300 ' Leisure,Cultural&Social Services 1,28I,300 1,266,300 1,311,100 1,313,800 ' General Govemment 110,100 110,900 113,000 113,000 ' I TOTAL $6,008,400 $6,023,000 $6,667,900 $6,661,400 ' C-8 ' BUDGET GRAPHICS AND SUMMARIES ' TOTAL EXPENDITURES BY FUND 1 ' 2003-04 Expenditures By Fund: $72.0 Million 1 . ' O Enterprise& Agency Funds OGeneral Fund 47% 1 1 ■Other Funds ' 18% 2001-02 2002-03 ' Actual Budget 2003-04 2004-05 ' Governmental Funds General Fund 28,158,700 32,401,100 33,414,000 36,075,800 Other Funds 14,842,100 34,152,800 13,149,600 11,075,100 ' Total Governmental Funds 43,000,800 66,553,900 46,563,600 47,150,900 Enterprise&Agency Funds ' Water Fund 9,346,200 24,594,600 9,150,700 14,417,400 Sewer Fund 8,282,700 13,213,100 9,263,200 16,681,500 Parking Fund 7,708,100 14,109,700 3,059,900 4,463,200 ' Transit Fund 3,038,500 4,380,000 2,411,000 2,653,100 Golf Fund 481,800 568,400 526,800 537,800 ' Whale Rock Reservoir Fund 717500 1,504,600 999,100 867,300 Total Enterprise Funds 29,574,800 58,370,400 25,410,700 39,620,300 ' TOTAL $72,575,600 $124,924,300 $71,974,300 $86,771,2011 ' C-9 BUDGETGRIAPHICS AND SUMMARIES GENERAL FUND EXPENDrFURES AND USES ' 2003-04 General Fund Expenditures and Uses: $39.3 Million , O Debt Service ' 5% ■ Capital ' Improvement Plan 9% OOperating Programs ' 66% 1 2001-02 2002-03 Actual Budget 2003-04 200445 t Operating Programs 28,158,700 32,401,100 33,414,000 36,075,800 ' Capital Improvement Plan 5,291,000 3,299,800 3,662,600 2,382,000 Debt Service 1,715,200 1,699,500 1,760,200 1,760,100 ' Other Uses(Sources) ' Operating Subsides to Other Funds Golf Fund 221,700 245,800 237,300 239,600 ' MOA&Other Compensation Adjustments 428,500 520,700 959,000 Expenditure Savings (759,900) (334,100) (360,800) TOTAL. $35,3862600 I $37,314,800 $3992605700 $41,055,700 C-10 I BUDGET GRAPHICS AND SUMMARIES ' GENERAL FUND OPERATING PROGRAM EXPENDITURES BY FUNCTION ' 2003-04 General Fund Operating: $33.4 Million General Government 17% ' Community Public Safety Development 49% ' 13% ' Leisure,Cultural& Social Services 15% Transportation 6% 1 2001-02 2002-03 ' Actual Budget 2003-04 2004-05 ' Public Safety 13,897,200 15,420,200 16,382,000 18,226,100 Transportation 1,954,100 2,198,200 1,915,300 1,926,900 ' Leisure,Cultural&Social Services 4,540,000 5,055,500 5,139,400 5,559,000 ' Community Development 3,852,000 4,549,000 4,426,400 4,631,200 ' General Government 3,915,400 5,178,200 5,550,900 5,732,600 I ' TOTAL $28,158,700 $32,401,100 $33,414,000 $36,075,800 C-11 BUDGET R APHICS AND SUMMARIES GENERAL FUND OPERATING PROGRAM EXPENDITURES BY TYPE ' 2003-04 General Fund Operating: $33.4 Million ' OOther Operating ' Expenditures 13% M Contract Services ' 9% O Staffing ' 78% 2001-02 2002-03 Actual Budget 2003-04 2004-05 ' Staffing 23,239,100 25,768,500 28,376,400 30,781,500 Contract Services 3,577,700 4,541,800 3,459,500 3,716,700 ' Other Operating Expenditures 3,953,700 4,801,300 4,735,100 4,889,200 ' Minor Capital 284,100 287,000 71,500 88,600 ' Reimbursed Expenditures From Other Funds (2,895,900) (2,997,500) (3,228,500) (3,400,200) ' TOTAL $28,158,700 $3294019100 $33,414,000 $36,075,800 ' C-12 ' GRAPHICSBUDGET ■ ' GENERAL FUND REVENUES ' 2003-04 General Fund Revenues: $37.4 Million ' All Other Revenues 4% Service Charges ' 13% ' Sales Tax Other Taxes 30% 100/0 ' Vehicle License In- Ueu Fees(VLF) I 6% Property Tax ' Utility Users Tax 16% 10% TOT 11% 2001-02 2002-03 ' Actual Budget 2003-04 2004-05 Taxes Sales Tax 10,099,200 10,402,200 10,964,300 12,068,200 Property Tax 5,219,000 5,584,300 5,947,300 6,333,900 I Utility Users Tax 3,532,300 3,673,600 3,820,500 3,973,300 Transient Occupancy Tax(TOT) 3,790,300 3,979,800 4,178,800 4,387,700 Other Taxes 3,166,500 3,180,000 3,704,400 3,894,700 ' Total Taxes 25,807,300 16,819,900 28,615,300 30,657,800 Fines&Forfeitures 321,700 304,000 305,000 305,000 Use of Money&Property 742,500 542,000 447,000 472,000 IFrom Other Governments 3,035,900 2,956,300 3,122,100 3,263,200 Service Charges 4,747,500 4,580,100 4,866,000 5,164,300 IOther Revenues 179,700 75,000 75,000 75,000 ITOTAL $34,834,600 1 $35,277,300 $37,430,400 $39,937,300 I C-13 BUDGET -GRAPHICS AND SUMMARIES AUTHORIZED REGULAR STAFFING BY FUNCTION ' 2003-04 Authorized Positions: 347.3 ' General Government ' 16% Community ' Development 11% Public Safety 42% Leisure,Cultural& ' Social Services 8% ' Transportatlon 7% 'Public Utilities 16% 2001-02 2002-03 Actual Budget 2003-04 2004-05 ' Public Safety 144.5 144.5 142.0 142.0 Public Utilities 57.8 57.8 56.8 56.8 ' Transportation 25.5 25.5 25.0 25.0 ' Leisure,Cultural&Social Services 30.0 30.0 28.0 28.0 I Community Development 39.6 39.6 39.6 39.6 General Government 55.4 55.4 55.9 55.9 I TOTAL 352.8 1 352.81 347.3 1 3473 I C-14 I Section OPERATING PROGR IN ri •�;.�_'_"��iy,�'� _ i !�Jam=' (r f"' 1 � '[moi' �•�� 1 OPERATING ■ ■ s ■ • ■ OVERVIEW PURPOSE AND ORGANIZATION ' PURPOSE ■ Public Safety E Public Utilities ' e Transportation The operating programs set forth in this section of the ■ Leisure,Cultural and Social Services Financial Plan form the City's basic organizational i Community Development ' units,provide for the delivery of essential services and ■ General Government allow the City to accomplish the following: . Operation ' ■ Establish policies and goals that define the nature and level of services to be provided. An operation is a grouping of related programs within a functional area such as Police Protection within ' ® Identify activities performed in delivering Public Safety or Water Service within Public Utilities. program services. ■ Set objectives for improving the delivery of Program ' services. Programs are the basic organizational units of the ■ Appropriate the resources required to perform Financial Plan establishing policies, goals and ' activities and accomplish objectives. . objectives that define the nature and level of services to be provided. ORGANIZATION Activity Activities are the specific services and tasks performed The City's operating expenditures are organized into ' goalsrr a program in the pursuit of its objectives and the following hierarchical categories: goals. • Function ' s Operation ■ Program Sample Relationship: Public Utilities ■ Activity The following is an example of the hierarchical ' Function relationship between functions, operations, programs and activities: ' The highest level of summarization used in the City's FUNCTION-Public Utilities Financial Plan, functions represent a grouping of related operations and programs that may cross OPERATION Water Service organizational (departmental) boundaries aimed at accomplishing a broad goal or delivering a major. PROGRAM Water Treatment service. The six functions in the Financial Plan are: ACTTVTTY Laboratory Analysis I D-1 OPERATIN-GOROGRAMS OVERVIEW-SUMMARY 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 and Flood Protection Public Works General 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 IOVERVIEW—OPERATING PROGRAM NARRATIVES The following information is provided for each STAFFING SUMMARY ' operating program: PROGRAM TITLE Provides a four-year summary of authorized regular positions allocated to this program (2001-02 through ' 2004-05) along with full-time equivalents (FTE's) for Presents the function, program name, operation, temporary staffing. Unless there are compelling department responsible for program administration reasons to do otherwise,regular positions are assigned ' and the primary funding source at the top of the page. to programs based on where employees spend 50% or more of their time, PROGRAM COSTS ISIGNIFICANT PROGRAM CHANGES Provides four years of historical and projected ' expenditure information (2001-02 through 2004-05) Summarizes significant program changes from the organized into four categories: prior Financial Plan such as: ' ■ Staffing. All costs associated with City staffing, ■ Major service curtailments or expansions. including salaries for all regular, temporary and ■ Any increases or decreases in regular positions. contract employees as well as related costs for ■ Significant one-time costs. benefits and overtime. ' ■ Major changes in the method of delivering ■ Contract Services. All expenditures related to services. contract services. ® Changes in operation that will significantly affect ' other departments or customer service. ■ Other Operating Expenditures. Purchases of ■ Changes that affect current policies. supplies, tools, utilities, insurance and similar ■ Reductions needed to balance the budget. ' operating expenditures. Detailed supporting documentation for each of the ■ Minor Capital. Capital acquisitions or projects significant operating program changes (both increases with a life in excess of one year and costs and decreases) is provided in Appendix A of the between $5,000 and $15,000. Capital Financial Plan. acquisitions or projects with a cost in excess of ' $15,000 are included in the Capital Improvement 2003-05 PROGRAM OBJECTIVES Plan(CIP)section of the Financial Plan. I PROGRAM DESCRIPTION Identifies major program objectives for the next two years to improve service delivery.. Describes program purpose,goals and activities. WORKLOAD MEASURES I Provides four years of historical and projected I workload measures (2001-02 through 2003-05) in order to provide the Council and public with an overview of the program's workscope and Ieffectiveness. ' D-3 i Operating Programs EXPENDITURE SUMMARIES OPERATING PROGRAMS IEXPENDITURE SUMMARIES—OVERVIEW IThe following expenditure summaries precede the Expenditures by Type: ' individual operating program narratives in order to All Funds and the General Fund highlight the financial relationships between programs as well as to summarize the overall operating program E Summarizes all operating expenditures by type: budget: staffing (salaries and benefits), contract services, other operating expenditures (materials, Expenditures by Function communications, utilities, and insurance) and minor capital (capital purchases with a per item ■ Summarizes operating expenditures at the cost greater than$5,000 and less than$15,000). function and operation level. Significant Operating Program Changes ' Expenditures by Program ® Summarizes all significant operating program ■ Summarizes all operating expenditures at the changes by function and operation. program level grouped within related functions and operations. ' Expenditures by Department ■ Summarizes all operating program expenditures at the program or operation level grouped by the Department that is responsible for administering them. I I I I ' D-5 OPERATING ■ ■ • ■ EXPENDITURES BY FUNCTION 2001-02 2002-03 2003-04 2004-05 ' ACTUAL BUDGETED BUDGET BUDGET PUBLIC SAFETY Police Protection 7,990,700 9,030,800 9555,700 10,586,400 Fire&Environmental Safety 5,906,500 6,389,400 6,826,300 7,639,700 Total Public Safety 13,897;200 15,420,200 16,382,000 18,226,100 ' PUBLIC UTILITIES Water Service 3,866,400 4,085,300 4,544,800 4,617,300 Wastewater Service 3,474,100 4,065,900 4,238,200 4,003,600 Whale Rock Reservoir 588,400 688,300 658,200 677,500 Total Public Utilities 7,928,900 8,839,500 9,441400 9,2989400 TRANSPORTATION I Transportation Management 335,900 420,600 409,900 391,300 Creek&Flood Protection 199,100 357,500 233,000 239,900 Street Maintenance 1,419,100 1,420,100 1,272,400 1,295,700 Parking 875,100 1,011,800 1,176,000 1,210,600 Municipal Transit System 1582,200 1,853,800 1,950,800 2,008,400 Total Transportation 494119400 510639800 59042,100 5,145,900 LEISURE,CULTURAL&SOCIAL SERVICES Parks&Recreation Recreation Programs 2,334,000 2,633,200 2,734,200 2,891,800 Maintenance Services 1,752,100 1,949,900 1,895,600 2,143,500 Golf Course Operations&Maintenance 368,100 365,800 394,200 408,800 Cultural Services 332,900 343,800 334,000 344,300 Social Services 121,000 128,600 175,600 179,400 Total Leisure,Cultural&Social Services 4,908,100 5,4219300 5,533,600 5,967,800 I D-6 I OPERATING PROGRAM EXPENDITURES BY FUNCTION ' 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET COMMUNITY DEVELOPMENT Planning 1,357,300 1,922,600 1,584,900 1,719,400 Construction Regulation Building&Safety 566,300 619,000 626,500 655,800 Engineering 1,303,300 1;397,100 1,547,600 1,615,200 Natural Resources Protection 252,200 330,400 294,800 305,600 Economic Health Economic Development 139,500 184,100 187,400 178,600 Community Promotion 404,400 368,300 379,300 375,200 Downtown Association 383,800 349,700 367,800 380,800 Total Community Development 4,4061800 5,171,200 4,988,300 592309600 GENERAL GOVERNMENT ' Legislation&Policy 87,600 151,200 101,800 118,200 General Administration City Administration 473,600 526,100 539,700 566,400 ' Public Works Administration 619,500 746,500 904,600 946,100 Legal Services 337,600 352,100 384,400 404,700 City Clerk Services 342,900 512,200 389,700 434,100 ' Organizational Support Services Human Resources Programs 1,386,300 1,540,700 1,828,100 1,860,700 Finance&Information Systems Programs 2,055,900 2,635,900 2,902,600 3,027,100 GeoData Services 197,600 277,100 295,100 307,600 I Buildings&Equipment Building Operations&Maintenance 786,000 864,800 840,100 864,700 Fleet Management 524,300 569,100 592,700 603,200 1 Total General Government 69811;300 8,175,700 89779,400 9,132,800 TOTAL OPERATING EXPENDITURES _$4637700 $487091,700 $50,166,600 $53,001,600 I D-7 t OPERATING P s PROGRAMS EXPENDITURES BY PROGRAM -PUBLIC SAFETY 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET POLICE PROTECTION , Administration 766,700 1,113,300 1,188,600 1;264,100 Neighborhood&Crime Prevention Services 180,600 184,600 196,100 202,600 Support Services 1,165,800 1,456,000 1,410,400 1,495,900 Investigative Services 1,142;500 1,187,100 1,324,000 1,478,900 Traffic Safety 603,700 634,600 564,000 632,600 Patrol Services 4,131,400 4,455,200 4,872,600 5;512,300 Total Police Protection 7,9909700 9,030,800 9,555,700 101586,400 FIRE&ENVIRONMENTAL SAFETY Administration 212,500 460,900 427,200 450,900 1 Emergency Response 4,926,000 5,171,400 5,787,400 6,520,700 Hazard Prevention 374,700 403,300 483,400 510,600 Training 108,800 85,600 94,900 125,100 t Technical Services 96,200 79,300 24,000 23,000 Radio Communications Services175,400 167,800 0 0 Disaster Preparedness 12,900 21,100. _ 9,400 9,400 Total Fire&Environmental Safety 5,906,500 6,3899400 6,826,300 7,639,700 TOTAL PUBLIC SAFETY _g22897,200 $15,420400 $16,382,000 $18,2265100 ' The radio communications services program is included in information systems in 2003-05. 1 1 D-8 1 OPERATING PROGRAMS EXPENDITURES BY PROGRAM-PUBLIC UTILITIES. ' 2001-02 2002-03 2003-04 2004-05 ' ACTUAL BUDGETED BUDGET BUDGET WATER SERVICE Water Source of Supply 879,600 866;300 1,121,000 1,041,700 ' Water Treatment 1,008,800 1,046,600 1,078,400 1,117,000 Water Distribution 710,800 728,100 789,400 830,100 Water Customer Service 199,100 249,500 261,700 271,000 ' Utilities Conservation Office 341,400 . 411,300 397,500 406,500 Water Administration&Engineering 726,700 783,500 896,800 951,000 Total Water Service 3,8662400 4,085,300 4,5440800 4,617,300 ' WASTEWATER SERVICE Wastewater Collection 550,400 624,300 710,000 734,200 ' Wastewater Pretreatment 174,600 203,100 264,600 257,600 Water Reclamation Facility 2,290,600 2,644,000 2,471,400 2,387,800 Wastewater Administration&Engineering 458,500 594,500 792,200 624,000 Total Wastewater Service 39474,100 4,065,900 4,238,200 49003,600 ' WHALE ROCK RESERVOIR Reservoir Operations 588,400 688,300 658,200 677,500 ' TOTAL PUBLIC UTILITIES $7 928 900 $8 8^500 $91441,200 $9 98 400 I I D-9 OPER EXPENDITURES BY PROGRAM-TRANSPORTATION , 2001-02 2002-03 2003-04 2004-05 , ACTUAL BUDGETED BUDGET BUDGET 1 TRANSPORTATION MANAGEMENT Transportation Planning&Engineering 3359900 420,600 409,900 391,3011 STREETS Street Maintenance Pavement Maintenance 630,200 502,600 590,100 605;300 General(Sidewalks,Signs&Markings) 442,200 489,700 360,000 371,200 Traffic Signals&Street Lights 346,700 427,800 322,300 319,200 Total Streets 1,419,100 1,4209100 1,272,400 19295,700 CREEK AND FLOOD PROTECTION , Operations&Maintenance 1999100 3579500 233,000 2399900 PARKING Operations,Maintenance&Enforcement 875,100 1,011,800 11176,000 1,2109600 MUNICIPAL TRANSIT SYSTEM 1 Operations&Maintenance 1,582,200 1,8531800 1,950,800 29008,400 TOTAL TRANSPORTATION $4,411,400 $590639800 $5,042,100 $5,145,900 ' 1 t D-10 -OPERATING • e • s • • ' EXPENDITURES BY PROGRAM-LEISURE, CULTURAL&,SOCIAL SERVICES ' . 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET ' PARKS&RECREATION Recreation Programs Recreation Administration 451,500 571,400 551,700 576,600 ' Aquatics 253,300 278,200 285,800 301,900 Day Care 687,700 725,500 772,400 803,000 Classes&Adult Athletics 272,900 308,700 318,300 364,300 Major Events/Facilities 114,700 120,700 142,400 151,000 Youth Sports&Special Events 207,200 254,000 248,400 259,300 Teen&Senior Services 205,200 223;300 244,600 255,800 Ranger Services 141,500 151,400 110,600 179,900 Total Recreation Programs 2,334,000 2,633,200 2,734,200 2,891,800 Maintenance Services Parks&Landscape Maintenance 1,222,500 1,378,700 1,345,000 1,599,500 Swim Center Maintenance 289,100 300,500 284,300 268,800 Tree Maintenance 240,500 270,700 266,300 275,200 Total Maintenance Services 1,752,100 1,949,900 1,895,600 21143,500 Golf Course Operations&Maintenance 368,100 365,800- 394,200 408,800 Total Parks&Recreation 4,454,200 49948,900 59024,000 5,444,100 I CULTURAL SERVICES Cultural Activities 332,900 343,800 334,000 344,300 SOCIAL SERVICES ' Human Relations 121,000 128,600 175,600 179,400 Total Social Services 121,000 128,600 175,600 179,400 TOTAL LEISURE,CULTURAL& SOCIAL SERVICES $4,9089100 $5,421,300 $5433,600 $5,967,800 1 D-11 OPERATING s ■ ■ s • ■ EXPENDITURES BY PROGRAM-COMMUNITY DEVELOPMENT 1 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET 1 PLANNING Commissions&Committees 25,200 49,700 41,700 42,000 Community Development Administration 357;600 450,600 462,000 481,000 Development Review 517,8Q0 531,700 524,600 550,100 1 Long Range Planning 285,700 618,100 362,500 427,700 Housing 171,000 272,500 194,100 218,600 Total Planning 1,357,300 1,922,600 1,584,900 1,719000 ' CONSTRUCTION REGULATION Building&Safety 566,300 619,000 626,500 655,800 1 CIP Project Engineering 1,075,200 1,143,100 1,262,500 1,316,700 Engineering Development Review 228,100 254,000 285,100 298,500 Total Construction Regulation 1,869,600 2,0165100 22174,100 292719000 NATURAL RESOURCES PROTECTION ' Natural Resources Protection 252,200 330,400 2944800 305,600 ECONOMIC HEALTH 1 Economic Development 139,500 184,100 187,400 178,600 Community Promotion 404,400 368,300 379,300 375,200 1 Downtown Association 383,800 349,700 367;800 380,800 Total Economic Development 927,700 902,100 934,500 934,600 TOTAL COMMUNITY DEVELOPMENT $4,4069800 $5,171,200 $4,988,300 $5,230,600 1 1 1 1 1 1 1 1 1 D-12 1 . . OPERATING ■ ■ ■ ■ . ■ ' EXPENDITURES BY PROGRAM- GENERAL GOVERNMENT 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET ' LEGISLATION AND POLICY City Council 87,600 151,200 101,800 118,200 ' GENERAL ADMINISTRATION City Administration 473,600 526,100 539,700 566,400 Public Works Administration 619,500 746,500 904,600 946,100 ' Total General Administration 1,093,100 1472,600 11444,300 1,512,500 LEGAL SERVICES ' City Attorney 3379600 352,100 384,400 404,700 CITY CLERK SERVICES Administration&Records 340,100 470,800 384,200 398,900 ' Elections 2,800 41,400 5;500 35;200 Total City Clerk Services 342,900 512400 389;700 434;100 ORGANIZATIONAL SUPPORT SERVICES Human Resources Administration 695,700 637,000 623,900 646,500 Risk Management 690,600 903,700 1,204,200 1,214,200 ' Finance&Information Systems Administration 203,500 308,400 245,400 198,700 Accounting 428,200 531,900 563,600 591,200 Revenue Management 404,200 494,200 390,400. 410;100 Support Services . 245,800 375;700 437,800 446,500 Information Systems Management 774,200 925,700 1,265,400 1,380,600 GeoData Services 197,600 277,100 295,700 307,600 Total Organizational Support Services 39639,800 494539700 59026,400 591959400 1 BUILDINGS&EQUIPMENT Building Maintenance 786,000 864,800 840,100 864,700 ' Fleet Management 524,300 569,100 592,700 603,200 Total Buildings&Equipment 1,310,300 19433,900 19432,800 19467,900 TOTAL GENERAL GOVERNMENT $6,811,300 $8,1759700 $897799400 _ $9,1321800 I D-13 t OPERATINGOROGRAMS OPERATING EXPENDITURES BY DEPARTMENT 2001-02 2002-03 .2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET CITY COUNCIL Legislation&Policy 87,600 151,200 101,800 118,200 Total City Council 87,600 151,200 101,800 118400 ADMINISTRATION City Administration 473,600 526,100 539,700 566,400 Cultural Activities 332,900 343,800 334,000 344,300 Natural Resources Protection 252,200 330,400 294,800 305,600 Economic Development 139,500 184,100 187,400 178,600 Community Promotion 404,400 368,300 379,300 375,200 ' Total Administration 19602,600 197529700 11735,200 1,770,100 CITY ATTORNEY Legal Services 337,600 352,100 384,400 404,700 Total City Attorney 3379600 352,100 384,400 4049700 CITY CLERK SERVICES Records&Administration 340,100 470,800 384,200 398,900 Elections 2,800 41,400 5,500 35,200 Total City Clerk Services 342,900 512,200 389,700 434,100 HUMAN RESOURCES Human Resources Administration 695,700 637,000 623,900 646,500 Risk Management 690,600 903,700 1,204,200 1,214,200 Human Relations 121,000 128,600 175,600 179,400 Total Human Resources 1,507,300 1,669,300 2,003,700 2,040,100 FINANCE ' Finance&Information Systems Administration 203,500 308,400 245,400 198,700 Accounting 428,200 . 531,900 563,600 591,200 Revenue Management 404,200 494,200 390,400 410,100 Support Services 245,800 375,700 437,800 446,500 Information Systems Management 774,200 925,700 1,265,400 1,380,600 Total Finance 2,055,900 2,635,900 2,902,600 39027,100 COMMUNITY DEVELOPMENT Commissions&Committees 25,200 49,700 41,700 42,000 , Administration 357,600 450,600 462,000 481,000 Development Review 517,800 531,700 524,600 550,100 Long Range Planning 285,700 618,100 362,500 427,700 1 Housing 171,000 272,500 194,100 218,600 Building&Safety 566,300 619,000 626,500 655,800 Total Community Development 1,9239600 2,5411600 2,211,400 2,3750200 , D-14 OPERATING s s s OPERATING EXPENDITURES BY DEPARTMENT ' 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET PARKS&RECREATION Recreation Programs 2,334,000 2,633,200 2,734,200 2,891,800 Golf Course Operations&Maintenance 368,100 365,800 394,200 408,800 ' Total Parks&Recreation 2,702,100 29999,000 3,128,400 3,300,600 UTILITIES ' Water Services 3,866,400 4,085,300 4,544,800 4,617,300 Wastewater Services 3;474,100 4,065,900 4,238,200 4,003,600 Whale Rock Reservoir 588,400 688,300 658,200 677,500 Total Utilties 7,928,900 8,839,500 994419200 9,298,400 PUBLIC WORKS Administration 619,500 746,500 904,600 946,100 CIP Project Engineering 1,075,200 1,143,100 1,262,500 1,316,700 GeoData Services 197,600 277,100 295,700 307,600 Transportation&Development Review ' Engineering Development Review 228,100 254,000 285,100 298,500 Transportation Planning&Engineering 335,900 420,600 409,900 391,300 Parking 875,100 1,011,800 1,176,000 1,210,600 Municipal Transit System 1;582,200 1,853,800 1,950,800 2,008,400 I Maintenance Services Creek&Flood Protection 199,100 357,500 233,000 239,900 Street Maintenance 1,419,100 1,420,100 1,272,400 1,295,700 Parks&Landscape Maintenance 1,222,500 1,378,700 4345,000 1;599,500 Swim Center Maintenance 289,100 300;500 284,300 268,800 Tree Maintenance 240,500 270,700 266,300 275,200 ' Building Maintenance 786,000 864,800 840,100 864,700 Fleet Management 524,300 569,100 .592,700 603,200 Total Public Works 99594,200 10,868,300 11,118,400 119626,200 POLICE 7,9909700 99030,800 9,555,700 10,586,400 FIRE 519069500 6,389,400 67826,300 77639,700 NON-DEPARTMENTAL Downtown Association 383,800 349,700 367,800 380,800 1 Total Non-Departmental 383,800 349,700 367,800 380,800 TOTAL OPERATING EXPENDITURES $42,3631700 . $48,091,700 $50,166,600 $5390019600 D-15 OPERATING' PROGRAMS OPERATING.EXPENDmiRES BY TYPE-ALL FUNDS COMBINED ' 2001-02 2002-03 2003.04 2004-M ACTUAL BUDGETED BUDGET BUDGET 1 STAFFING 27,916,700 30,934,100 34,191,400 36,914,400 CONTRACT SERVICES 7,799,200 9,244,300 8,709,000 8,763,000 , OTHER OPERATING EXPENDITURES 6,273,600 7,510,500 7,142,700 7,188,600 MINOR CAPITAL 374,200 402,900 123,500 135,600 t TOTAL OPERATING EXPENDITURES $42,363,700 $4820917800 $5117166,600 $53,001,600 1 D-16 OPERATING PROGRAMS OPERATING EXPENDITURES BY TYPE GENERAL FUND 1 - 2001-02 2002-03 2003-04 2004-05 1 ACTUAL BUDGET® BUDGET BUDGET STAFFING 23,239,100 25,768,500 .28,376,400 30,781,500 1 CONTRACT SERVICES 3,577,700 4,541,800 3,459,500 3,716,700 1 OTHER OPERATING EXPENDITURES 3,953,700 4,801,300 4,735,100 4,889,200 1 MINOR CAPITAL 284,100_ _ 287,000 _ 71,500 88,600 TOTAL PROGRAM EXPENDITURES 31,054,600 359398,600 3696429500 39,476,000 1 Reimbursed Expenditures (2,895,900) (2,997,300) (3;228,500) (3,400,200). 1 TOTAL GENERAL FUND OPERATING EXPENDITURES $28,158,700 $32,401,100 $33,414,000 $36,075,800 1 1 1 I 1 1 ' D-17 SIGNIFICANT OPERATING PROGRAM CHANGES SUMMARY OF INCREASES REQUIRED TO SUPPORT BASIC SERVICES Regular Page Staffing 2003.04 2004-05 Police Protection ■ Added Animal Control Costs 5 11,800 25,900 ■ Half-Time Administrative Assistant 6 0.5 27,200 28,500 ■ Booking/Transportation:Mardi Gras Weekend 8 9,700 9,900 Fire& ■ Emergency Medical Supplies 9 5,000 5,000 Environmental Sgfety ■ Special Events Overtime 10 6,700 7,000 ■ Fire Apparatus Gasoline and Fuel 11 6,000 6,200 ■ Continued Full-Time Contract Fire Inspector 12 60,200 66,000 ■ Fire Protection Plan Review 14 10,800 10,800 ■ Mandated Training Overtime 15 19,500 22,000 ■ Health Fitness Program 17 4,400 6,600 i Firefighter Recruit Academy 19 25,400 ' Water Services ■ Expanded Water Conservation Program 20 69,300 69;300 N Restoration of Water System Work Order History 22 10,000 Wastewater Services ■ Development of Local Discharge Limits 23 15,000 ' ■ Phase B Stormwater NPDES Program 24 40,000 40,000 ■ Water Reclamation Facility NPDES Fee Increase 26 13,500 13,500 ■ Technical Studies for NPDES Permit 27 206,000 Parking ■ Enhanced Parking Enforcement 29 67,000 85,600 ■ Additional Contract Services for Parking 31 49,200 49,200 ■ Additional Printing for Parking 32 6,500 6,500 ■ Blue Light Security for Parking Garages 33 5,000 Transit ■ Restoration of Administrative Assistance for Transit 34 0.5 23,000 28,900 ■ Enhanced Transit Marketing 36 15,000 15,000 ' ■ Transit Smart Card Feasibility 37 5,000 Recreation Programs ■ Damon Garcia Sports Fields Management 38 30,000 ' Parks and landscape ® Damon Garcia Sports Fields Maintenance 40 217,200 Maintenance ■ Minor Park Renovations 42 8,400 16,800 Cultural Services s Performing Arts Center Subsidy Increase 43 17,600 24,000 ' Social Services ■ Prado Day Center Support 45 50,000 50,000 D-18 SIGNIFICANT OPERATING PROGRAU CHANGES ' SUMMARY OF INCREASES REQUIRED TO SUPPORT BASIC SERVICES Regular Page Staffing 2003-04 200405 Communil- e _ •• ment Development Review ■ Continued Contract Planner 46 81,500 85,500 ' Long Range Planning ■ Airport Area Annexation Fees 49 11,900 ■ Margarita Area Annexation Fees 52 11,900 e Monterey Plaza Technical&Environmental Studies 54 75,000 ' Housing ■ Contract Housing Programs Coordinator(CDBG) 56 68,700 93,200 1 Building and Sqfety ■ Continued Building Inspector 60 70,200 73,400 Natural Resources ■ Open Space Property Taxes 63 6,300 6,500 ' Community Promotion IN Improved Tourism Promotion 65 15,000 Economic Development ■ San Luis Marketplace Economic Analysis 67 20,000 5,000 ' ■ Economic.Vitality Corporation Marketing Services 68 10,000 10,000 IHuman Resources ■ Increased General Liability and Insurance Costs 70 286,000 286,000 ' Finance.Administrotion ■ Revenue Ballot Measure Feasibility Analysis 72 37,500 Support Services ■ Copier Replacements 75 52,000 52,000 Information Systems ■ Mobile Data Computers:Wireless Services 77 21,000 ■ Wide Area Network Equipment Maintenance 78 22,500 ■ Underground Service Alert:Fiber Optic System 79 26,000 26,000 IBuildings. ■ Minor Building Renovations 81 12,900, 18.500 ITOTAL 1.001 1,461,700 1,643 General Fund 0.5 878,500 1,232,700 Special Revenue Funds:.Community Development Block Grant 68,700 93,200 I Enterprise Funds Water Fund 69,300 79,300 Sewer Fund 274,500 53,500 I Parking Fund ' 27,700 141,300. Transit Fund 0.5 43,000 1 43,900 TOTAL_ 1.0 1,461,700 1,643,900 D-19 SIGNIFICANT OPERATING PROGRAM SUMMARY OF GENERAL FUND REDUCTIONS REQUIRED TO BALANCE THE BUDGET ' FTE's• 2003-04 2004-05 PUBLIC SAFETY 3.00 490,300 523,500, ' Police Protection** 2.00 375,700 407,400 Fire&Environmental Safety 1.00 114,600 116,100 ' TRANSPORTATION 1.50 206,200 212,800 Pavement Maintenance 1.00 188,800 188,800 ' General Street Maintenance 0.50 17,400 17,400 Signal and Street Light Maintenance - 6.600 LEISURE CULTURAL&SOCIAL SERVICES 5.40 29 00 296 900 ' Recreation Programs 4.40 103,100 103,100 ' Parks,Landscape and Swim Center Maintenance 1.00 120,000 124,400 Golf Course Subsidy 52,900 52,900 Cultural Services 11,300 11,300 ' Human Relations 5,200 5,200 C0:11MUNITY DEVELOPMENT 0.35 252,600 20 600 ' Community Development Administration 54,000 54,000 Planning 0.35 20,600 20,600 Building&Safety 47,000 47,000 ' Engineering Development Review 10,600 10,600 Natural Resources Protection 63,000 63,000 Economic Development/Community Promotion 57,400 7,400 ' GENERAL GOVERNMENT 4.73 500,000 538,800 City Administration,City Attorney and City Clerk 1.30 100,400 105,300 Human Resources and Risk Management 0.23 53,300 53,300 Finance and Information Systems 1.50 197,100 227,000 ' Public Works Administration 41,400 41,400 GeoData Services 0.50 16,800 16,800 Buildings and Fleet Maintenance 1.20 91,000 95,000 ' TOTAL 14.98 $1741,600 1,774,600 * Full-time equivalent employees. ' ** Two sworn positions will be frozen indefinitely D-20 ' Operating Programs PUBLIC SAFETY 1 7. L y I I I I I f ■ - LIC SAFETY PROGRAM: Administration OPERATION: Police Protection DEPARTMENT: Police FUND: General Fund ' Actual . Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-8 Staffing 230,900 529,600 613,900 659,500 Contract Services 322,900 315;100 326,200 346,700 ' Other Operating Expenditures 212,900 268,600 248,500 257,900 Minor Capital Total 766,700 1,113,300 11188,600 1464,100 1 PROGRAM DESCRIPTION ' The police administration program plans, directs, and evaluates all police services. This program provides contract service administration, business and fiscal management, and equipment maintenance and administration, personnel and training programs/investigations and services, and claims and risk management. This program administers computer application support for public safety information systems, including computer aided dispatch (CAD) and records applications. This 1 program also provides leadership by coordinating public contacts,preparing and implementing policies and procedures,and maintaining standards and mandates.This program has seven major activities:. ' ■ Leadership. Maintaining positive and effective community relations; administering crime prevention activities; coordinating inter-department and agency affairs; implementing mandated activities; managing special projects; developing policies and procedures, reviewing them for contpliance; conducting internal affairs investigations; coordinating claims investigations. ' ■ Contract administration. Administering animal control,-false alarm, facility, equipment, towing, Bomb Task Force, Information Technology and other contracts. ' ■ Business/fiscal administration. Preparing budgets; coordinating; audits; paying invoices; administering departmental collection activities and preparing financial reports. ■ Public safety information system management. Administering, supporting, and maintaining public safety system applications. ■ Personnel & training. Recruiting, selecting and testing personnel, developing and managing in-service training, mandated training and intermediate &advanced training activities;maintaining personnel training records,facilities and equipment. ■ Cost recovery activities. Processing permit and license applications including background investigations; processing driving-under-the-influence(DUI) billings; administering alarm contracts;coordinating special events and non-criminal services. ' ■ Legal liaison. Processing,investigating and coordinating claims,lawsuits and internal affairs. STAFFING SUMMARY Regular Positions Police Chief 1.0 1.0 1.0 1.0 I Police Captain 1.0 1.0 1.0 1.0 Police Lieutenant(frozen indefinitely) 1.0 1.0 1.0 1.0 Police Sergeant 1.0 1.0 1.0 1.0 Administrative Analyst 1.0 1.0 1.0 1.0 Administrative Assistant 1_0 1_0 1.5 1_5 Total 6.0 6.0 6.5 6-5 D-21 s PROGRAM: Administration(continued) DEPARTMENT: Police SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the.Budget ■ 2003-05 Freezing one administrative lieutenant position will save$140,200 in 2003-04 and$157,500 in 2004-05. ® 2003-05 Renegotiating the alarm contract or performing in-house will save$24,400 annually. ■ 2003-05 Reductions in education and training will save$7,500 annually. ■ 2003-05 Reductions in office fiuniture&equipment($1,500) and recorders/transmoers($500)will result in$2,000 savings annually. N 2003-05 Reducing training aids for 911 Kids Program will result in annual savings of$700. ■ 2003-05 Reducing the conferences budget by 36%will save$3,000 annually. ■ 2003-05 Reductions in non-staffing lime items,throughout the department,will save$58,100 annually. Increases Required to Support Basic Service Levels ■ 2003.05 Continuing the 501/o Full-Time Equivalent(FTE)Administrative Assistant H position and converting it to a regular 50%position will cost$27,200 in 2003-04 and$28,500 in 2004-05. ■ 2003-05 Continuing the animal control services agreement with the County will cost an additional$11,800 in 2003- 04 003 04 and$25,900 in 2004-05 based on proposed fees by the County. ■ 2003-05 Funding booking and transportation teams for Mardi Gras weekend in order to process a high volume of arrestees while keeping City law enforcement personnel in the City to serve the event will cost $9,700 in ' 2003-04 and$9,900 in 2004-05. 2003-05 PROGRAM OBJECTIVES ■ 2003-04 Complete implementation of mobile data computer program for patrol vehicles. ' ■ 2003-04 Complete women's locker room project. ■ 2004-05 Replace existing in-car video systems for patrol vehicles. ■ 2003-05 Maintain basic public safety service levels. ■ 2003-05 Work with all affected parties to assure all major special events are carefully planned to enhance their safety. Actual Projected 20 03-0-1 Financial Plan WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Training Hours Completed 4,879 4,056 2,106 2,206 ' False Alarms Received 1,677 . 1,683 1,689 16 1 1 D-22 s ' PROGRAM: Support Services OPERATION: Police Protection DEPARTMENT: Police FUND: General Fund Actual Budgeted 2003-05 Financial Plan ' PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 1,109,900 1,308,300 1,343,400 1,426,100 Contract Services 48,400 90,300 59,200 61,800 Other Operating Expenditures 4,500 11,400 7,800 8,000, Minor Capital 3,000 46,000 Total 1,165,800 1,456,000 1,410,400 1,495,900 ' PROGRAM DESCRIPTION ' The support services program is responsible for general record keeping, communications and janitorial services at the Police Station.This program has three major activities. ■ Record keeping. Developing and maintaining case and service reports and numerous mandated records;providing required ' reports and information to numerous other criminal justice agencies and the public. ■ Communications services. Receiving and dispatching emergency and routine requests for both police and fire operations.. ' ■ Janitorial Services. Providing janitorial and manor building maintenance services at the Police Station. ' STAFFING SUMMARY Regular Positions Public Safety Information Systems Coordinator1.0 1.0 0.0 0.0 ' Coniminications Manager 1.0 1.0 1.0 1.0 Communications Supervisor 0.0 2.0 2.0 2.0 Records Supervisor 1.0 1.0 1.0 1.0 ' Communications Technician 12.0 10.0 10.0 10.0 Records Clerk 4.5 4.5 4.5 4.5 Building Maintenance Worker 1.0 1.0 1.0 1.0 ' Total 20.5 20.5 19.5 19.5 Temporary Positions Full-Time Equivalents(FTE) 0.1 0.1 0.1 0.1 ' Funding for Public Safety Information Systems Coordinator position was moved to Finance-Information Systems budget. ' 2003-05 PROGRAM OBJECTIVES Other Program Objectives ■ 2003-04 Complete electronic filing project in conjunction with the District Attorney's Office. ■ 2003-05 Increase fee cost recovery by,at least$5000(10%). ■ 2004-05 Decrease report processing time by 10%. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 ' Incident Numbers Issued 28,797 29,661 30,551 31,468 Reports Processed 10,219 10,526 10,842 11,167 ' Citations Processed 7,808 8,980 10,327 11,876 D-23 ■ - LIC S-AFiETY PROGRAM: Neighborhood and Crime Prevention Services OPERATION: Police Protection DEPARTMENT: Police FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05, Staffing 127,100 146,800 159,300 165,800 Contract.Services 49,100 32,000 32,000 32,000 Other Operating Expenditures 4,400 5,800 4,800 4,800 Minor Capital Total 180,600 1849600 196100 202 600 PROGRAM DESCRIPTION The neighborhood and crime prevention services program is responsible for providing support services in response to noise , ordinance and neighborhood enhancement ordinance enforcement, along with related follow-up, data collection and notices to landlords. This program is also responsible for maintaining the department's multi-media crime prevention program;presenting neighborhood education programs and student orientation workshops; providing staff support to various committees and neighborhood groups;and preparing the department newsletter. This program has six major activities: ' s S:1N.A.P(Student Neighborhood Assistance Program).Providing fust response to noise ordinance violations within the city,patrolling neighborhood parking districts,enforcing neighborhood enhancement ordinance and following up on related ' activities. ■ Crime Prevention.Coordinating and preparing the four-point multi-media crime prevention program including television, radio,print and Internet components. ■ N.E.O. (Neighborhood Enhancement Ordinance). As part of the city's blight reduction strategy, delivering 72-hour notices to correct for minor infractions of City codes by SNAP team members. ■ W.I.N. (Working to Improve Neighborhoods). Providing public education and awareness programs primarily utilizing print,television and handout materials aimed at improving neighbor relations and"quality of life"issues in the community. i Neighborhood Services Team. Facilitating cooperation and action plans to improve city response to neighborhood issues through a committee staffed by representatives of City departments and members of neighborhood organizations. ■ Noise Ordinance Enforcement. Providing follow-up clerical,preliminary statistics and recommendations to reduce noise complaints and facilitate identification and prosecution of repeat offenders. STAFFING SUMMARY Regular Positions Neighborhood Services Manager 1.0 1.0 1.0 1.0 ' Total 1.0 1.0 1.0 1.0 Temporary Positions Full-Time Equivalents(FTE) 3.4 3.4 3.4 3.4 D-24 ' PUBLIC SAFETY ' PROGRAM: Neighborhood and Crime Prevention Services(continued) DEPARTMENT: Police ' 2003-05 PROGRAM OBJECTIVES ' Major City Goals ■ 2003-05 Neighborhood. Wellness. Improve neighborhoods and neighborhood involvement by continuing to ' implement the neighborhood wellness program including consideration of a rental inspection ordinance. Other Program Objectives ' ■ 2003-04 Evaluate cost recovery program for code enforcement. ■ 2004-05 Increase neighborhood involvement and outreach using enhanced Neighborhood Planner concept in Community Development. ■ 2004-05 Utilize Neighborhood Services Manager Coffee Program to increase involvement of and addition to current Est of neighborhood groups. ' Actual Projected 2003-05 Financial Plan WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 ' Average response time to noise complaints 22:52 22:30 22:30 22:30 N.E.O notices issued 504 600 650 675 Number of neighborhood groups in 5 5 7 7 Neighborhood Services Manager Coffee ' Program. I I D-25 PUBLIC PROGRAM: Patrol Services OPERATION: Police Protection DEPARTMENT: Police FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 200445 Staffing 4,034,500 4,376,400 4,809,200 5,448,100 Contract Services 11,600 13,200 9,500 9,800 Other Operating Expenditures 46,300 61,700 53,900 54,400 , Minor Capital 39,000 3,900 Total .4,131,400 4,455,200 4A7:4600 5,512,300 PROGRAM DESCRIPTION The police patrol services program maintains order by:enforcing laws; preventing crimes and offenses;apprehending violators; enforcing traffic laws;conducting preliminary investigations of criminal activity; responding to disturbances and traffic related matters; performing preventative patrol; managing unusual incidents; and providing other public safety related services as directed. This program has six major activities: ■ General patrol. Driving or walking assigned beats,responding to calls for service,apprehending violators: e S.OJLT. (Situation Oriented Response Team). Conducting specialized enforcement activities directed at known 1 violators or criminal patterns such as street drug sales and gang activities; augmenting patrol and investigation forces as needed for major crimes,special events,and peak activity periods. s Directed patraL Providing targeted vehicle and foot patrol to respond to known criminal patterns or locations of occurrences. ■ Special events. Plan development and coordination of special events with organizers; other City departments; and key components of the community, such as Cal Poly, Cuesta College, housing management companies, and neighborhood organizations. Special events include Mardi Gras, Poly Royal, and a variety of parades and other large-scale community activities. ■ Traffic enforcement. Providing proactive traffic enforcement efforts by issuing citations and conducting collision investigations when Traffic Officers are unavailable. ■ Downtown officer program Providing education, enforcement and crime prevention efforts in the downtown core; t working with the Downtown Association,Chamber of Commerce and others. STAFFING SUMMARY ' Regular Positions Police Captain 1.0 1.0 1.0 1.0 ' Police Lieutenant 2.0 2.0 2.0 2.0 Police Sergeant 6.0 6.0 6.0 6.0 Police Officer 33.0 33.0 33.0 33.0 Field Service Technician 2.0 2.0 2.0 2.0 Total 44.0 44.0 44.0 44.0 Temporary Positions t Full-Time Equivalents(FTE) 1.5 0.0 0.0 0.0 1 D-26 PUBLIC SAFETY PROGRAM: Patrol Services(continued) DEPARTMENT: Police SIGNIFICANT PROGRAM CHANGES ■ 2003-05 Reducing ammunition supplies will save$2,200 annually. 2003-05 PROGRAM OBJECTIVES 1 Other Program Objectives ■ 2003-04 Complete the Alcohol Enforcement and Education Program,implemented in January 2003. The program is funded by a $91,000 grant from the Office of Traffic Safety and the Department of Alcoholic Beverage Control. ■ 2003-05 Reduce the number of people who become intoxicated while patronizing downtown entertainment establishments through enhanced collaboration with the Downtown Bar and Restaurant Owners' Association,the Downtown Association,and the Chamber of Commerce. E 2003-05 Continue providing current.levels of essential Patrol services, and maintain current average response times ' to calls for service. Actual Projected2003-05 Financial Plan WORKLOAD A11EASURES 2001-02 2002-03 2003-04 2.004-05 Calls for Service 28;797 29,661 30,551 31,468 Reports Prepared 10,219 10,526 10,842 11,167 ' Felony Arrests 417 430 443 456 Total Arrest 3,389 3,490 3,590 3,690 Noise Complaints 2,902 31870 4,100 4,200 1 D-27 PUBLIC SAF�TY PROGRAM: Traffic Safety OPERATION: Police Protection DEPARTMENT: Police FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2603-04 2004-05 Staffing 516,600 602,600 543,100 609,900 Contract Services 1,600 15,200 8,700 9,100 Other Operating Expenditures 13,600 12,900 8,200 9;500 ' Minor Capital 11,900 3,900 4,000 4,100 Total 603,700 634,600 564 000 632,600 PROGRAM DESCRIPTION , The traffic safety program enforces traffic laws, conducts collision investigations, delivers education programs, administers 1 the Office of Traffic Safety Grant and assists with the coordination of special events. This program has three major activities: ■ Targeted Enforcement. Patrolling areas of high traffic concentration and a history of collisions by motorcycle officers. ■ Collision Investigation. Investigating traffic collisions and reconstructing collisions involving death or serious injury. , ■ Special Event Coordination. Assisting Parks and Recreation with planning and staffmg special events. STAFFING SUMMARY Regular Positions ' Police Sergeant 1.0 1.0 1.0 1.0 Police Officer5.0 5.0 5.0 5.0 Total 6.0 6.0 6.0 6.0 1 • Beginning 2003-04, one officer position will be frozen indefinitely. SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ■ 2003-05 Freezing one traffic officer position will save$125,000 in 2003-04 and$139,400 in 2994-05. 1 ■ 2003-05 Reducing training and education will save$1,100 annually. N 2003-05 Reducing impact collision investigation supplies, eliminating passive alcohol screening devices and reducing other supplies will save$2,400 annually. ■ 2003-05 Reducing equipment maintenance related to radar trailer maintenance/repair will save$1,000 annually. D-28 ' i PUBLIC SAFETY PROGRAM: Traffic Safety DEPARTMENT: Police 2003-05 PROGRAM OBJECTIVES ■ 2003-04 Train and qualify a second Collision Reconstruction Expert. ■ 2003-04 Develop and implement a Habitual Violator Enforcement Program ■ 2003-05 Develop and implement a Pedestrian Safety Enforcement Program. ■ 2003-05 Conduct 4 DUI selective enforcement projects per year(Checkpoints and Enhanced Enforcement Periods). ■ 2003-05 Streamline collision report process to reduce the personnel hours required to complete an investigation. ■ 2003-05 Develop a motorist self-service reporting system for documenting"cold"hit and run collisions. ■ 2003-05 Improve the Traffic Hazardous Index from 14.7 to 20(Hazardous citations issued per injury/fatal collision). IActual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 ICitations Issued 7,808 8,980 9,249 9,526 Traffic Collisions 1,260 1,388 1,457 1,530 I DUI',Arrested 392 453 467 480 DUI.Involved Collisions 49 53 56 60 Pedestrian Collisions 25 43 46 50 I D-29 _ 1 ' PUBLIC PROGRAM: Investigative Services OPERATION: Police Protection 1 DEPARTMENT: Police FUND: General Fund Actual Budgeted t PROGRAM COSTS 2001-02 2002-03 2003-04 200445 Staffing 1,101,400 1,133;300 1,282,000 1,435,600 Contract Services 20,300 31;500 19,800 20,200 Other Operating Expenditures 22,300 22,200 23,100 ' Minor Capital 20,800 Total 1,142,500 1,187,100 1,324,000 1,478,900 PROGRAM DESCRIPTION The investigative services program provides follow-up investigation of all felony crimes, selected misdemeanor crimes, and ' juvenile referrals; coordinates and delivers DARE program and Juvenile Diversion programs and staff; collects and analyzes evidence;controls and disposes of property. This program has six major activities: ■ Investigations. Following-up on assigned caseloads to include identifying suspects and submitting cases to the District ' Attorney for prosecution. ■ DARE Program. Coordinating and presenting the DARE program; working with the Parks&Recreation.Department and other community groups in providing programs for at-risk youth. ■ Narcotics Task Force. Supporting the County Narcotics Task Force via the assignment of an investigator,an administrative assistant and necessary equipment. ' ■ Evidence and Property. Collecting,analyzing,and monitoring,storing and auditing evidence and property items;handling and disposing of all found property. ' ■ School Resource Officer Program. Providing police and education services to the high school and middle school levels in the City and managing major.juvenile criminal cases. ■ Youth Offender Diversion. Assisting"at risk"youth and their families with services such as parent-teen conflict resolution, parenting skills,esteem building and truancy follow-up. STAFFING SL 4MARY Regular Positions Police Lieutenant 1.0 1.0 1.0 1.0 Police Officer 8.0 8.0 8.0 8.0 Field Service Technician 1.0 1.0 1.0 1.0 Evidence Technician 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 Total 12.0 12.0 12.0 12.0 t Temporary Positions Full-Tithe Equivalents(FTE) 0.3 0.0 0.0 0.0 1 D-30 1 PUBLIC PROGRAM: Investigative Services(continued) DEPARTMENT: Police ' SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ■ 2003-05 Reducing photo supplies will save$5,000 annually. ' ■ 2003-05 Reducing crime lab services will save$2,100 annually. ■ 2003-05 Reducing other non-staffing investigative expenses will save$1,000 annually. ' 2003-05 PROGRAM OBJECTIVES Other Program Objectives ® 2003-04 Restructure Juvenile Services Unit to reflect staffing rmand workload considerations. a 2003-05 Formalize,and increase level of participation of Intelligence Unit. ■ 2004-05 Increase participation in countywide Sexual Offender Program ' Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 ' Property/evidence booked 7,969 9,961 9,961 12,451 Cases assigned for investigation 715 730 730 750 Elder/dependant adult investigations 60 65 65 70 IChild abuse investigations 222 200 200 225 I I I I D-31 PUBLIC s PROGRAM: Fire Administration OPERATION: Fire and Environmental Safety 1 DEPARTMENT: Fire FUND: General Fund Actual Budgeted 1 PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 104,100 325,200 324,000 344,800 Contract Services 29,400 23,800 22,100 22;200 Other Operating Expenditures 79,000 111,900 81,100 83,900 Minor Capital Total 212,500 460,900 1 427,200 450,900 PROGRAM DESCRIPTION The fire administration program plans, directs and evaluates all fire department programs and their activities. Program goals are 1) responsive, effective and efficient fire department programs and 2) well-planned long-term improvements to the fire department facilities,equipment and organization. This program has three major activities: ■ Advanced planning. Anticipating community needs for fire services and scheduling required changes in facilities, equipment and staffing. e Personnel management. Recognizing and rewarding good performance, interpreting personnel policies, providing advice on personnel matters,documenting personnel actions. ■ Financial management Preparing and monitoring the fire department budget,preparing purchase orders and payment vouchers and ensuring adherence to purchasing regulations. ■ Fund enhancement Researching alternate forms of funding such as grants,sponsorships and fees. STAFFING SUMMARY Regular Positions 1 Fire Chief 1.0 1.0 1.0 1.0 Administrative Analyst II 1.0 1.0. 1.0 1.0 Administrative Assistant 111 1.0 1.0 0.0 0.0 Administrative Assistant A 1.0 1.0 1.0 1.0 Total 4.0 4.0 3.0 3.0 Temporary Positions Full-Time Equivalents(FTE) 0.8 0.8 0.8 0.8 I D-32 1 PUBLIC SAFETY PROGRAM: Fire Administration(continued) DEPARTMENT: Fire ' SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ■ 2003-05 Eliminating one administrative assistant will save$53,000 in 2003-04 and$54;500 in 2004-05. ' ■ 2003-05 Reducing linen service will save$1,000 annually. ■ 2003-05 Reductions of non-staffing line items, throughout the department, including software support,participation in associations,agency specific publications and safety supplies,will save$8,600 annually. 1 Increases Required to Support Basic Service.Levels ■ 2003-05 Providing medical supplies for emergency incidents will cost an additional$5,000 annually. ' ■ 2003-05 Providing fire personnel at special events will cost an additional$6,700 in 2003-04 and$7,000 in 2004-05. ■ 2003-05 Fueling fire apparatus and vehicles with gasoline and bio-diesel at today's prices will cost an additional $6,000 in 2003-04 and$6,200 in 2004-05. 1 2003-05 PROGRAM OBJECTIVES Other Program Objectives ■ 2003-04 Complete final draft of self-assessment and schedule peer review for accreditation. ■ 2003-05 Prepare the organization for the impacts resulting from future anticipated retirements. I ■ 2003-05 Continue to pursue alternative revenue sources for the department. Actual Projected II I ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Payment Vouchers Prepared 1400 1450 1450 1450 Personnel Action Forms Prepared 100 100 100 100 Council Meetings Attended 20 20 20 20 Grants Prepared 3 3 2 2 I I D-33 - 1 PUBLIC PROGRAM: Emergency Response OPERATION: Fire and Environmental Safety DEPARTMENT: Fire FUND: General Fund Actual Budgeted ' PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 4,643,100 5,007,800 5,628,400 6,359,800 Contract Services 32,800 40,600 38,600 39,800 Other Operating Expenditures 250,100 123,000 120,400 _ 121,100 Minor Capital Total 4,9269000 5,1711400 1 5,787,400 67520,700 PROGRAM DESCRIPTION i The emergency response program protects life,the environment and property by responding to a wide variety of emergencies including but not limited to structure fires,medical emergencies, hazardous materials incidents,vehicle accidents and public assists. Program goals include timely response (industry standard of 4 minutes or less), provide Advanced Life Support on medical emergencies,limit any environmental damage caused by a release of hazardous materials and keep property damage to a minimum when confronted with man made or natural adverse events. This Program has six major activities: ■ Structure fire protection. Responding to fire emergencies,suppressing fires and protecting exposures.. ■ Emergency medical response. Providing victims of acute trauma and illness with advance life,support from certified Fire Fighter-Paramedics. ■ Hazardous materials incident response. Control and containment of unwanted hazardous materials release. Y Rescue. Extrication of victims trapped in wrecked automobiles, collapsed buildings, swift water rescues and Cliffside extractions. ■ Equipment and protective clothing purchasing and maintenance. Ensuring equipment and PPE meet continually updated state and federal mandates. i Vehicle maintenance. Performing OSHA regulated maintenance as well as day-today maintenance on all emergency response vehicles. STAFFING SUMMARY Regular Positions 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 Fire Fighter 15.0 15.0 15.0 15.0 Fire Vehicle Mechanic 1.0 1.0 1.0 1.0 Total 46.0 .46.0 46.0 46.0 Temporary Positions Full-Time Equivalents(FTE) 0.3 0.3 0.3 0.3 D-34 PUBLIC SAF�fY 1 PROGRAM: Emergency Response(continued) DEPARTMENT: Fire ' SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget s 2003-05 Reducing funding for injury-related overtime will save$15,000 annually. ' Increases Required to Support Basic Service Levels ■ 2003-05 Providing medical supplies for emergency incidents will cost an additional$5,000 annually. ' ■ 2003-05 Providing fire personnel at special events will cost an additional$6,700 in 2003-04 and$7,000 in 2004-05. ■ 2003-05 Fueling fire apparatus and vehicles with gasoline and bio-diesel at today's prices will cost an additional $6,000 in 2003-04 and$6,200 in 2004-05. 1 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Continue to meet the industry guidelines for emergency responses. ' s 2003-05 Continue to meet the mandated training for fire department personnel Actual Projected2003-05 Financial Plan 1 WORKLOAD MEASURES 2001-02 2002-03 1003-04 2004-05 Medical Responses 2,406 2,478 2,552 2,629 ' Fire Suppression Responses 267 275 283 291 Hazardous Materials Responses 188 194 200 206 Other Responses 1,102 1,135 1,169 1,204 I D-35 PUBLIC ' PROGRAM: Hazard Prevention OPERATION: Fire and Environmental Safety , DEPARTMENT: Fire FUND: General Fund Actual Budgeted t PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 311,200 356,000 415,800 438,100 Contract Services 50,100 25,600 51,900 51,900 Other Operating Expenditures 13,400 21,700 15,700 20,600 Minor Capital Total 374,700 403,300 483,400 510,600 PROGRAM DESCRIPTION The hazard prevention program prevents injury and loss to life, property and the environment caused by fire, explosion or exposure to hazardous materials. Program goals include: 1) eliminating fire hazards and investigating fires in buildings, equipment and properties; 2) safely handling and containing all hazardous materials; 3)broadening public awareness about the dangers of fire and hazardous materials. This program has seven major activities. ■ Fire hazard inspection and abatement. Regularly inspecting residential,commercial,governmental,educational and industrial sites for fire hazards and responding to citizen complaints and implementing the weed abatement program during the fire season. ■ Fire and arson investigation Investigating all reported fires to determine causes and possible prevention measures. ■ Hazardous material inspection and abatement. Enforcing regulations governing the storage, use, handling and disposal of hazardous materials; periodically inspecting the safety and environmental quality of all facilities, storing, using or handling hazardous materials. s Building plan review. Reviewing development projects and building plans for compliance with fire safety codes. ■ Hazardous waste removal and disposal. Serving as a collecting agent for hazardous waste found in city streets, property,or creeks resulting from unknown sources and unidentified parties. 1 ■ Public education. Providing fire and safety education programs to schools, businesses, hospitals, homeowners groups and convalescent homes and conducting fire station open houses. ■ Hydrant maintenance. Inspecting,testing and servicing fire hydrants. STAFFING SUMMARY ' Regular Positions Fire Marshal 1.0 1.0 1.0 1.0 ' Hazardous Materials Coordinator 1.0 1.0 1.0 1.0 Fire Inspector H 2.0 2.0 2.0 2.0 Total 4.0 4.0 4.0 4.0 ' Temporary Positions Full-Time Equivalents(FTE) 0.5 1.0 1.0 1.0 ' 1 D-36 e s LIC SAFETY ' PROGRAM: Hazard Prevention(continued) DEPARTMENT: Fire ' SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Transferring the costs for hydrant testing to Utilities will save $7,000 annually. (Note:.The work will ' continue to be performed by Fire personnel,but the General Fund will be reimbursed by the Water Fund.) ■ 2003-05 Consolidating all CUPA program elements under Fire will result in net savings of$30,000 annually. Increases Required to Support Basic Service Levels ■ 2003-0 Continuing a firll-tune contract Inspector with benefits will cost$60,200 in 2003-04 and$66,000 in 2004- 05. ' ■ 2003-05 Improving customer service and streamlining the plan review process by contracting plan review services will cost an additional$10,800 annually. 2003-05 PROGRAM OBJECTIVES Other Program Objectives ' 11 2003-05 Conduct fire hydrant flow testing and maintenance throughout the City. ■ 2003-05 Provide fire prevention training to all suppression personnel. ■ 2603-05 Provide the necessary resources to respond to the State CUPA audit and Program Improvement Plan. ' ■ 2003-05 Conduct inspections of all Underground Fuel Tank facilities to determine compliance with State and local regulations. ■ 2003-05 Verify and ensure compliance with the Downtown Fire Sprinkler Ordinance. ■ 2003-05 Identify and abate all hazardous vegetation and combustible debris from private property. ■ 2003-05 Ensure adequate funding and training in the area of hazardous materials programs, hazardous waste disposal and leaking underground tank programs. ■ 2003-05 Continue to deliver year round public education and business outreach programs that promote fire and life- I safety. ■ 2003-05 Investigate the cause and origin of all fires,explosions and unauthorized hazardous materials releases. ■ 2003-05 Continue to utilize the plan review services of a registered Fire Protection Engineer. ' ■ 2003-05 Provide continuing education to fire prevention personnel Actual Projected 1 WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Fire and life-safety inspections 1,750 1,750 2,400 2,800 Hazard abatement notices 1,450 1,450 1,450 1,450 ' Hazardous materials inspections/inventories 160 175 200 200 Hazardous materials business plans 170 180 200 200 Hazardous materials enforcement actions 20 20 20 20 Building plan review 130 150 150 160 Development plan review 70 70 70 70 Fire Protection System plan review 130 150 150 160 Environmental plan review 20 20 25 30 Juvenile fire education activities(no.of children) 3,800 3,850 3,800 3;850 Adult fire education activities(no.of adults) 1,500 1;500 1,500 1,500 Fire and arson investigations 35 40 35 35. ' Complaints,fire hazards and referrals 350 375 400 400 Code review and interpretations 150 350 350 350 Fire hydrant flow testing 1;500 1,100 1 1,500 1,500 ' D-37 ,- PUBLIC SAFLTY PROGRAM: Training OPERATION: Fire and Environmental Safety DEPARTMENT: Fire FUND: General Fund Actual Budgeted 2003-0; - 1 PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 73,800 17,500 38,600 64;000 ' Contract Services 16,800 38,300 24,100 26,300 Other Operating Expenditures 18,200 29,800 32,200 34,800 ' Minor Capital Total 1089800 85,600 1 9.479K _._ 125,100 PROGRAM DESCRIPTION The fire training program schedules and coordinates both in-house and outside training for fire department staff. The program also works to maintain and improve the health fitness of fire department employees. The overall program goal is to provide and support highly qualified,well-trained,healthy and fit employees. This program has five major activities: ■ In-service training. Conduct training exercises and classroom lessons to maintain the myriad skills of our business,and facilitate the introduction of new methodologies,technology and equipment. ■ Outside training. Schedule and coordinate employee attendance at State certified upper level(I and II)training offered outside of the Department; facilitate bringing specialized instruction into our area; providing any other training not generated within the instructional capabilities of fire depamnent staff. ■ Health fitness. Schedule and coordinate all physical fitness activities including medical examinations, comprehensive ' fitness evaluation. ■ Safety. Provide regular safety training to all employees. ' ■ Recruitment and promotion testing. Working with the Human Resources Department, assist with the design and administration of testing processes and conduct a recruit-training academy for new hires,as well as the promotion of fire department employees. STAFFING SUMMARY None SIGNIFICANT PROGRAM CHANGES ■ 2003-05 Complying with mandated training for Firefighters will cost an additional$19,500 in 2003-04 and$22,000 in 2004-05. ■ 2003-05 Providing a negotiated required Health Fitness Program will cost an additional $4,400 in 2003-04 and 1 $6,600 in 2004-05. ■ 2004-05 Providing a recruit Firefighter Academy will cost$25,400 in 2004-05. D-38 ' PUBLIC fPROGRAM: Training(continued) DEPARTMENT: Fire ' 2003-05 PROGRAM OBJECTIVES ' ■ 2003-05 Provide for Firefighter health.and safety by continuing the health and fitness program. ■ 2003-05 Develop baseline and advanced skills at the individual,company and organizational level. ■ 2003-05 Deliver mandated training by structuring training that is aligned with the intent of federal and state mandates as well as nationally recognized standards. ■ '2003-05 Implement a comprehensive training evaluation process by developing skills proficiency evaluations at both individual engine company and nurlti-company levels. ■ 2003-05 Develop an accounting system for training received during incident response and streamline the record ' keeping system ■ 2003-05 Provide an opportunity for professional development by facilitating career track counseling and encouraging specialty training. Actual Projected200-3-05 Financial Plan WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 ' Baseline Medical Tests&Review by Physician 0 47 47 47 Basic Physical 0 47 18 32 Comprehensive Medical Exams 0 13 14 10 TB tests 45 0 47 0 Paramedic PALS re-certification 8 7 11 11 Paramedic PHTLS re-certification 8 7 11 11 Paramedic ACLS re-certification 8 7 11 11 EMT re-certification 30 0 23 0 Paramedic re-certification. 8 7 11 11 SAE training 3 3 1 3 3 1 I 1 I D-39 ' PUBLIC PROGRAM: Technical Services OPERATION: Fire and Environmental Safety , DEPARTMENT: Fire FUND: General Fund Actual Budgeted t , PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 8,200 4,800 5,300 5,300 Contact Services 35,700 23,800 Other Operating Expenditures 20,300 18,700 18,700 17,700 ' Minor Capital 32,000 32,000 Total 96,200 79,300 1 249000 23 000 PROGRAM DESCRIPTION 1 The technical services program manages and maintains the City s four fire stations facilities,their grounds and miscellaneous related equipment, and furnishings. The program goal is attractive, safe and energy-efficient fire stations. A new relationship between Public Works Building Maintenance Division and the Fire Department was initiated in February of 2003 in which Building Maintenance assumes the responsibilities and budget for standard facility maintenance and landscape maintenance. This program has two major activities: E Minor Facilities Maintenance. Providing cleaning supplies, janitor service for headquarters station, maintaining landscaped areas, provide preventive maintenance for mechanical equipment, repairing or replacing broken or worn station furnishings,correcting mor electrical and plumbing problems. ■ Major Building Repair and Construction. Remodeling/updating stations,painting and managing larger CIP projects. STAFFING SUMMARY STAFFING SUMMARY ' Temporary Positions Full-Time Equivalents(FTE) 0.3 0.2 0.2 0.2 SIGNIFICANT PROGRAM CHANGES None. ' 2003-05 PROGRAM OBJECTIVES 2003-04 Oversee driveway improvements at Fire Station No.3 ■ 2003-04 Administer front driveway access-at Fire Station No.2 ■ 2003-04 Oversee driveway access at Fire Station No.4 Actual Projected t WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Square feet of fire stations maintained 30,346 30,346 30,346 .30,346 Square feet of property/landscaped maintenance 138,491 138,491 138,491 138,491 1 D-40 ' I • - PROGRAM: Disaster Preparedness OPERATION: Fire and Environmental Safety DEPARTMENT: Fire FUND: General Fund Actual .Budgeted IPROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 4,300 Contract Services 6,600 12,800 ' Other Operating Expenditures 1,900 4,000 9,400 9,400 Minor Capital 4,400 Total 12,900 21,100 9 400 9,400 PROGRAM DESCRIPTION ' The disaster preparedness program has two focuses: I) ensures that City forces can provide appropriate relief and rescue services following major disasters like earthquakes,floods,nuclear power accidents, hazardous material spills,and wildland fires; and 2) provides disaster preparedness, fire safety and senior safety education and training to the general public. Program goals are well-trained disaster response employees, up-to-date disaster response plans,City facilities well equipped ' with disaster response supplies and equipment,and disaster-and emergency-prepared residents and businesses. This program has five major activities: s Training. Teaching city employees from several departments how to use the incident command system and conducting disaster response drills. ■ Planning. Reviewing and revising the city's disaster response plans to improve deployment of city forces and ensure coordination with federal, state and local agencies; operating the City's emergency operation center(EOC) in the event of a disaster. ' ■ Supplies and equipment storage. Stockpiling foodi water,first aid supplies, and emergency response tools at various city sites. ■ Community emergency response training (CERT) teams. Training the general public on how to provide for themselves in major emergencies. ® Public outreach. Providing general fire safety and accident intervention education to citizens in the community. ' STAFFING SUMMARY INone—Program activities are staffed from other program areas. I I D-41 PUBLIC SAFE�TY PROGRAM: Disaster Preparedness(continued) ' DEPARTMENT: Fin SIGNIFICANT PROGRAM CHANGES ' None ' 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Conduct training sessions for city employees and the general public to learn the incident command system ' and other disaster response information. IN 2003-05 Teach six disaster preparedness courses to the general public. ■ 2003-05 Update disaster plans as needed. 1 ■ 2003-05 Continue Public Outreach Programs to educate the public on fire safety and accident prevention. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Citizens given public outreach programs on 100 100 100 100 fire safety and accident prevention ' City employees trained in City-wide disaster 0 0 0 80 drills General public trained for disaster response 100 100 115 115 ' 1 I D-42 i Operating Programs I PUBLIC UTILITIES �r F Yti �t 1 y+ ti I 1 1 ' PUBLICUTILITIES PROGRAM: Water Source of Supply OPERATION: Water Service DEPARTMENT: Utilities FUND: Water Fund 1 Actual Budgeted 1111KIAIIMITMMIN PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing ' Contract Services 879,600 866,300 1,121,000 1,041,700 Other Operating Expenditures Minor Capital Total 879,600 866,300 1,121,000 1,041,700 ' PROGRAM DESCRIPTION ' The water source of supply program procures raw water from the City's two primary sources:Whale Rock Reservoir and Salinas Reservoir (Santa Margarita Lake). The program goal is a clean, dependable supply of raw water for treatment at the water treatment plant. This program has two major activities: ' ■ Whale Rock Reservoir. The Whale Rock Commission, of which the City is a member, operates Whale Rock LReservoir through the Whale Rock Fund. Tbrough the source of supply program, the City pays the Whale Rock fund 55% of the money required to operate the Whale Rock reservoir programs based on our proportionate ownership of the reservoir,and ' 100%of the money required to pump raw water for City use to the City's water treatment plant. ■ Salinas Reservoir. The San Luis Obispo County Flood Control and Water Conservation.District operates Salinas Reservoir 1 under contract with the Army Corps of Engineers. Through the source of supply program,the City pays for the total cost of operating and maintaining Salinas Reservoir and transporting raw water to the City's water treatment plant. Costs associated with recreation activities at the reservoir are paid for by the County of San Luis Obispo. 1 The combined safe annual yield for the City from the two reservoirs is estimated to be 7,235 acre feet per year. STAFFING SUMMARY None SIGNIFICANT PROGRAM CHANGES ' ■ 2003-05 Salinas Reservoir expenses require an increased payment of$50,000, total of$550,000 annually, to the County Flood Control and Water Conservation District. ■ 2003-05 The City's share of the Whale Rock Reservoir 2003-05 capital improvement projects will be $142,000 in 2003-04 and $49,500 in 2004-05. This includes developing a Habitat Conservation Plan to address the potential impacts to steelhead in Old Creek between the.Whale Rock Dam and the Pacific Ocean and ' replacing check valves and pumps at the Whale Rock Pump stations to ensure ongoing reliable operations of these facilities. 2003-05 PROGRAM OBJECTIVES ' Major City Goals ■ 2003-05 Long Term Water Supply. Continue aggressive efforts to develop permanent, reliable water supplies to meet City General Plan needs,including all options consistent with Council policy. I Other Program Objectives ■ 2003-05 Deliver raw water supplies in a reliable,cost-effective manner. I D-43 PUBLIC ._--- PROGRAM: Water Source of Supply(continued) DEPARTMENT: Utilities Actual Projected WORKLOAD MEASURES 2001-02 2002-03 1003-04 20.04-05 Acre feet of water delivered-Salinas 3,676 3,500 5,000 . 51000 Acre feet of water delivered-Whale Rock 2,039 2,000 b500 1,500 t t 1 D-44. 1 ' PUBLIC ' PROGRAM: Water Treatment OPERATION: Water Service DEPARTMENT: Utilities FUND: Water Fund ' Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 493,000 596,700 633,600 666,800 Contract Services 114,400 60,000 56,800 57,300 ' Other Operating Expenditures 401,400 390,000 388,000 392,900 Minor Capital Total 19008,800 1,046,700 1 1,078,400 1,117,000 PROGRAM DESCRIPTION ' The water treatment program receives raw water from reservoirs and wells,treats it to meet potable water standards and delivers it into the water distribution system The program goal is an adequate water supply, treated to required standards, for domestic consumption and firefighting. This program has four major activities: ■ Reservoir water treatment. Receiving and analyzing raw water from reservoirs, chemically treating and filtering the raw water to federal and state standards, adding fluoride to treated water,pumping treated water to storage reservoirs,preparing reports for local,state and federal agencies. ■ Laboratory analysis. Performing analysis necessary for optimization of treatment process operations. ' ■ Equipment maintenance. Calibrating treatment mechanisms, performing periodic preventive maintenance, repairing broken equipment,replacing worn and obsolete equipment. ■ Janitorial and grounds maintenance. Cleaning and tending buildings, removing trash, performing minor repairs, controlling weeds,preventing soil erosion,planting low maintenance landscaping materials. STAFFING SUMMARY IRegular Positions Water Treatment Plant Supervisor 1.0 1.0 1.0 1.0 ' Chief Lab Analyst 0.0 0.0 1.0 0.1 Laboratory Analyst 0.3 0.3 0.2 0.2 Treatment Plant Maintenance Technician 1.0 1.0 1.0 1.0 Treatment Plant Operator 6.0 6.0 5.0 5.0 Treatment Plant Chief Operator 0.0 0.0 1.0 1.0 Total 83 83 9.2 83 ' SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ' ■ 2003-05 Reduced building and construction by$2,000 for each fiscal year. ■ 2003-05 Reduced contract labor by$3,000 for each fiscal year. ' Increases Required to Support Basic Service Levels ■ 2003-05 Monitoring services for newly installed security alarm systems will cost$1,200 each fiscal year. ® 2003-05 Providing nightly random security patrols during periods when the plant is not staffed will cost$1,100 each Ifiscal year. ' D-45 PUBLIC UTIL,ITIES PROGRAM: Water Treatment(continued) DEPARTMENT: Utilities 2003-05 PROGRAM OBJECTIVES ■ 2003-04 Complete facility security evaluation and report findings and recommendations to Council. ■ 2003-04 Complete evaluation and preliminary design of improvements identified in the Water System MasterPlan. ■ 2004-05 Complete final design of Water System Master Plan improvements and initiate construction. 2003-05 Continue to supply a high quality water that meets or exceeds all federal and state requirements. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 200344 2004-05 Acre feet of water treated 6,482 6,685 6,750 6,820 (Salinas,Whale Rock&groundwater) D-46 PUBLIC PROGRAM: Water Distribution OPERATION: Water Service DEPARTMENT: Utilities FUND: Water Fund Actual Budgeted 1 ' PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 477,100 530,300 596,600 632,900 ' Contract Services 94,300 60,300 55,300 55;300 Other Operating Expenditures 124,500 137,500 137,500 141,900 Minor Capital 14,900 Total 710,800 728,100 789,406 830,100 PROGRAM DESCRIPTION The water distribution program delivers potable water from the water treatment plant and wells to customers and fire hydrants via three storage reservoirs, ten pump stations, eight distribution reservoirs, and approximately 170 miles of water mains. The program goal is uninterrupted water flow at adequate pressures with minirmun water leakage. This program has seven major ' activities: ■ Pump station and tank maintenance. Inspecting all pump stations weekly, lubricating and repairing pumps and motors, painting pump houses and tanks,controlling weeds,tending landscaping,repairing fences. ■ Water main maintenance. Repairing broken or leaking water mains and appurtenances, periodically inspecting and cleaning all pressure reducing valves. ' ■ Water service installation and service renewal. Installing and upgrading,service lines,meters,and meter boxes. s Fire hydrant installation. Installing and replacing fire hydrants as needed ■ Backflow and cross connection control. Preventing backflow of harmfW substances into the water system ' ■ USA mark-outs. Locating and marking of all underground City water utilities prior to any excavations within public right of way. ■ Bacteriological sampling. Take water samples of all new water mains before they are placed into service to insure pubic health and safety. STAFFING SUMMARY Regular Positions Water Distribution Supervisor 1.0 1.0 1.0 1.0 I Utility Worker 7.0 7.0 7.0 7.0 Total 8.0 8.0 8.0 8.0 Temporary Positions Full-Time Equivalents(FTE) 0.0 0.0 0.0 0.5 I D47 PROGRAM: Water Distribution(continued) DEPARTMENT: Utilities SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ' 2003-05 Reduced callback by$7,000(from$9,000 to$2,000)annually. ■ 2003-05 Reduced pipe fittings and valves by$2,000(from$32,000 to$30,000)amorally. ■ 2003-05 Reduced contract services by$5,000(from$31,800 to$26,800)annually. Increases Required to Support Basic Service Levels ■ 2003-05 Increasing electrical rates of 5%per year are assumed to increase electrical service charges for the pumping stations from$60;300 to$63,000 in 2003-04; and from$63,000 to$66,150 in 200405. ■ 200405 Hiring temporary employee to enter historical water system work order history into new Hansen data base will cost$10,000 in 2004-05. ' 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Complete development of Hansen computerized maintenance management system. 1 0 2003-04 Complete construction of the water reuse project infrastructure. ■ 2003-05 Identify existing polybutylene water services throughout the City for inclusion in the polybutylene water service replacement Capital Improvement Plan. ■ 2003-05 Continue with the downtown fire sprinkler lateral reimbursement program. ■ 2003-05 Complete the water distribution system improvements in accordance with the Capital Improvement Plan. ■ 2003-05 Design,construct and implement the recommendations in the Water System Master Play Actual Projected i WORKLOAD MEASURES 2001-02 2062-03 2003-04 2004-05 Water main breaks repaired 27 30 25 25 Water service Ime repairs and renewals 207 170 150 125 Fire hydrants installed/repaired 11 17 15 15 ' Underground Service Alert locates(hrs/month) 85 90 90 95 Miles of water main 165 170 175 178 Pump stations and storage facilities inspections 620 625 630 680 ' Valve maintenance,repair,replacement 150 150 150 1-50 After hour call-outs 165 150 1 125 125 1 D-48 PUBLIC UTILITIES tPROGRAM: Water Customer Service OPERATION: Water Service DEPARTMENT: Utilities FUND: Water Fund Actual Budgeted i PROGRAM COSTS 2001-02 2002-03 2003-04 200405 Staffing 161,100 182,600 208,000 217,300 ' Contract Services 5,500 11,000 7,700 7,700 Other Operating Expenditures 32,500 55,900 46,600 46,000 Minor Capital Total 199,100 249,500 261,700 271,000 PROGRAM DESCRIPTION The water customer service program measures water used by approximately 14,000 customers so that accounts receivable can calculate water bills. The program goals are 1) accurate measurement of water usage and 2) timely and regular water billings. This program bas four major activities: I ■ Meter reading. Reading about 7,000 water meters each month,investigating abnormal readings,starting and stopping water service,maintaining access to meters. 1 ■ Meter replacement and maintenance. Replacing all obsolete meters over a seven-year period to conserve water and maximize billing revenues,replacing old or damaged meters on a 20-year schedule. ' ■ Backflow and cross connection control.Preventing backflow of harmful substances into the water system ■ New meter sets.Installing meters in new housing tracts and other developments. STAFFING SUMMARY Regular Positions Water Service Worker 3.0 3.0 3.0 3.0 Total 3.0 3.0 3.0 3.0 ' SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget I ■ 2003-05 Reduced contract services by$2,500(from$5,500 to$3,000)annually. E 2003-05 Reduced water meters purchases by$10,000(from$45,000 to$35,000)annually. Increases Required to Support Basic Service Levels None. ' 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Retrofit 300 water meters(5/8"through Y')annually. 1 ' D-49 1 PUBLIC UTILITIES PROGRAM: Water Customer Service(continued) DEPARTMENT: Utilities Actual Projected ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-M Water meters read 84,000 84,240 84,440 84,640 Water meter leaks repaired 146 150 150 150 Water meters installed/retrofitted 237/101 250/175 250/200 250/250 ' Applications for service turn-ons 2,736 3,000 3,200 3,200 Notice of discontinuance turn-offs 1,677 2,000 2,100 2,100 Non-payment discontinuance/restoration 623 650 675 675 ' Investigates-high read,low read,no consumption 560 500 1 500 1 500 i I D-50 I ! ,PUBLIC 1 PROGRAM: Utilities Conservation Office OPERATION: Water Services DEPARTMENT: Utilities FUND: Water Fund Actual Budgeted PROGRAM COSTS ' Staffing 183,400 203,300 259,600 270,000 ' Contract Services 154,500 198,500 128,000 128,000 Other Operating Expenditures 3,500 .9,500 9,900 8,500 Minor Capital Total 341,400 411,300 397,500 406,500 PROGRAM DESCRIPTION ' The Utilities Conservation Office program coordinates the,plannmg, development and implementation of programs and services related to water conservation,solid waste recycling and energy conservation. The program goals are 1)achieving the Citys solid waste diversion goals 2)maintaining per capita water use at or below the level identified in the Urban Water Management Plan 3) ' promoting and monitoring the efficient use of reclaimed water where appropriate 4)provide information and assistance to reduce the energy use in City facilities. This program has three major activities: ■ Solid waste and recycling program development, implementation and monitoring. Participating with the Regional ' Authority in developing and implementing regional solid waste diversion program; implementing the CiWs Source Reduction and Recycling Element(SRRE) local program responsibilities; monitoring solid waste and recycling fianchise(s) agreements for compliance; evaluating solid waste management program for effectiveness; complying with reporting requirements to the California Integrated Waste Management Board. ■ Water conservation program development,implementation and evaluation. Implementing the sixteen best management practices regarding urban water conservation; enforcing all water conservation municipal codes including the retrofit upon sale ordinance; administering the Retrofit Rebate Program; preparing required reports to California Urban Water Conservation Council(CUWCC); monitoring per capita water demand; implementation of water conservation program by providing community assistance and information and evaluating water conservation programs for effectiveness. ' ■ Energy conservation assistance and strategy. Implementing a programmatic expansion of the Office services to include energy conservation assistance; developing an energy management strategy for the City, and managing a variety of energy management/distributed generation projects. STAFFING SUMMARY ' Regular Positions Utilities Conservation Coordinator 1.0 1.0 1.0 1.0 Utilities Conservation Technician 2.0 2.0 2.0 2.0 ' Total 3.0 3.0 3.0 3.0 Temporary Positions IFull-Time Equivalents(FTE) 0.0 0.0 1.0 1.0 I I D-51 NALIC UTILITIES PROGRAM: Utilities Conservation Office(continued) DEPARTMENT: Utilities SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reduced contract services by$25,000 annually. ■ 2003-05 Reduced toilet and washing machine rebates by$10,000 annually. 1 ■ 2004-05 Reduced other costs by$5,000 annually. Increases Required to Support Basic Service Levels ■ 2003-05 Expanded Commercial Water Conservation Program. Implementing an expanded water conservation program to include a landscape water efficiency component and an increased commercial water conservation element with a goal of adding 300 acre feet of water to the City's Safe Annual Yield will cost $69,300 annually. To support the additional program activities,. an additional small pickup truck is ' included in the 2003-05 Capital Improvement Plan at a cost of$16,000. 2003-05 PROGRAM OBJECTIVES Major City Goals E 2003-05 Long Term Water Supply. Expanded water conservation is a key element of the City's Major City goal 1 for developing a long term water supply. The City currently has an effective and aggressive water conservation program As a Tier 1 program, staff will be developing an expanded conservation program aimed at landscape water use and non-residential water use. An analysis of the potential yield from these additional conservation programs has been completed and presented to Council on January 30,2003. This analysis identified a potential yield of 340± acre feet per year of water from implementation of these new conservation measures. Staff will identify the required resources for implementation of the new conservation measures for inclusion in the 2003-05 Financial Plan. A detailed monitoring and verification ' program will be developed and implemented in order to evaluate the success and yield of the new conservation programs so that the additional safe annual yield can be identified and added to the City's available water supplies,and reported to Council annually. , Other Program Objectives N 2003-04 Implement water conservation programs to maintain per capita water use at or below 145 gallons per person per day ■ 2003-04 Manage and implement a variety of energy distributed generating projects. ■ 2003-05 Implement local programs identified in the Source Reduction and Recycling Element ' ■ 2003-05 Implement and sustain solid waste reduction programs to reach the mandated 50%diversion requirement. ■ 2004-05 Implement a City energy conservation information program Actual Projected 1laz WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Retrofit Upon Sale Certification 1050 900 900 900 Public Event Participation 5 5 5 5 Commercial&Multi-family recycling 100 75 50 50 contacts Water Audits 750 750 750 750 Rebates(washing machine&toilets) 142 150 150 150 D-52 I ': PUBLIC UTILITIES PROGRAM: Water Administration and Engineering OPERATION: Water Services DEPARTMENT: Utilities FUND: Water Fund Actual Budgeted 1 PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Stag 409,200 422,100 449,100 474,200 Contract Services 289,400 304,800 416,900 446,000 Other Operating Expenditures 28,100 56,600 30,800 30,800 Minor Capital Total 726,700 783,500 896,800 951,000 iPROGRAM DESCRIPTION The water administration and engineering program directs and supervises the various water programs and provides strategic planning and engineering for the water system Program goals are 1) efficient achievement of water program operating objectives and 2)well-planned capital improvements for the water enterprise. This program has two major activities: ■ Administration. Identifying problems associated with water utility management, establishing objectives to deal with problems,organizing resources to accomplish objectives, evaluating progress on water utility objectives,overseeing day-to- day operations,matching long-term supply to expected demand and ensuring financial health of the water fund to meet its ' obligations and goals. ■ Engineering. Determining capital improvement needs, providing preliminary design on capital improvement projects, ' developing design standards for capital improvements, providing technical assistance to the water service operating programs,administering special engineering and construction contracts,reviewing private development plans. STAFFING SUMMARY_ Regular Positions Utilities Director 0.5 0.5 0.5 0.5 ' Deputy Director of Utilities/Water 0.9 0.9 0.9 0.9 Utilities Engineer 0.5 0.5 0.5 0.5 Water Projects Manager 1.0 1.0 1.0 1.0 ' Senior Administrative Analyst 0.5 0.5 0:5 0.5 Instrumentation Technician* 0.5 0.5 0.0 0.0 Supervising Administrative Assistant 0.5 0.5 0.5 0.5 Administrative Assistant II 0.4 0.4 0.4 0.4 ITotal 4.8 4.8 4.3 43 Temporary Positions Full-Time Equivalents(FTE) 0.3 0.8 0.1 0.1 * Transferred to Information Systems effective 2003-05. 1 f D-53 PROGRAM: Water Administration and Engineering(continued) 1 DEPARTMENT: Utilities SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget 1 ■ 2003-05 Eliminated fimding for community information about water and water reuse projects:$4,000 per year. ■ 2003-05 Eliminated fimding for consultant services such as computer programming, legal services and plan checks: $5,000 per year. ■ 2004-05 Reduced finding for various office and computer supplies: $3,000 per year. Increases Required to Support Basic Service Levels ' ■ 2003-05 None. 2003-05 PROGRAM OBJECTIVES Major City Goals ■ 2003-05 Long Term Water Supply. Continue aggressive efforts to develop permanent, reliable water supplies to meet City General Plan needs,including all options consistent with Council policy.. Other Program Objectives 2003-05 Complete construction of Phase I of the Water Reuse project to provide recycled water deliveries to fast customers by end of 2004. M 2003-05 Continue participation in the Nacimiento Participants Advisory Committee (NPAC) and the development and certification of the Nacimiento Pipeline Project EIR and final reservation agreements. ■ 2004-05 Initiate and complete the development of a Water Reuse Master Plan to identify the long-term expansion of the recycled water distribution system ■ 2004-05 Complete.preliminary siting and design for expanded groundwater project. Complete evaluation of project to comply with CEQA requirements. Initiate final design of water treatment facilities following completion of CEQA documentation. ■ 2004-05 Complete initial evaluation of improvements for the Water Treatment Plant identified in the Water System Master Plan. Based on recommended improvements identified in preliminary design,complete final design of improvements for the Water Treatment Plant. Actual Projected 2003-0--1 financial Plan WORKLOAD MEASURES 2001-02 2002-03 2003-M 2004-05 Budget programs directly supervised 7 7 7 7 Council Agenda Reports prepared and 25 21 20 20 presented Consultant contracts managed 15 15 '15 15 Water Committee meetings attended 36 36 36 36 D-54 1 PUBLIC s PROGRAM: Wastewater Collection OPERATION: Wastewater Services DEPARTMENT: Utilities FUND: Sewer Fund ' Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 1 Staffmg 417,200 472,900 525,200 547,400 Contract Services 22,100 20,100 38,500 38,500 Other Operating ExPenditures 91;000 116,300 146,300 148,300 Minor Capital 20,100 15,000 Total 550,400 624,300 710,000 734,200 tPROGRAM DESCRIPTION The Wastewater Collection program transports wastewater from its various sources to the Water Reclamation Facility via ten lift stations and approximately 130 miles of wastewater sewer mains. The program goal is uninterrupted sewage flow without health hazard,effluent leakage,or water infiltration and inflow. This program has four major activities: ' ■ Sewer main maintenance. Vacuuming and jetting all sewer mains as scheduled by a commuter-based preventive maintenance system, providing additional cleaning for problem mains, restoring flow to blocked mains, repairing broken mains, manhole repair, rehabilitation and maintenance, inspecting existing mains and new mains under construction for integrity,maintaining computer-based records of sewer main maintenance,providing sewer main location services.: ■ Lift station operation and maintenance. Operating lift station pump systems,performing routine maintenance and repair as scheduled:by computer-based preventive maintenance system, monitoring lift station performance through a telemetry system ■ Inflow and infiltration reduction. Measuring sewage flows; performing physical inspections, conducting smoke tests, ' performing video inspections, maintaining computer-based records of inspections, testing and flow records, and evaluating data in each of the 14 collection system drainage basins to determine the most cost-effective remedies for water infiltration and inflow reduction. ' ■ Voluntary Lateral Rehabilitation Program. Assisting in the identification and rehabilitation of any private system pipe problems by reviewing video inspections of homeowners' service lines and issuing reports on line condition, extent of defects,and repairs eligible for reimbursement under the City's lateral rehabilitation rebate program ' STAFFING SUMMARY Regular Positions Wastewater Collection Supervisor 1.0 1.0 1.0 1.0 Utilities Worker 6.0 3.0 3.0 3.0 Wastewater Systems Collection Operator 0.0 3.0 3.0 3.0 Total 7.0 4.0 4.0 4.0 D-55 PUBLIC UTI LITIES PROGRAM: Wastewater Collection(continued) DEPARTMENT: Utilities SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 The ongoing pipeline replacement program has reduced the required preventative maintenance program by 50,000 feet annually,resulting in a reduction for operational overtime budget of$3;300 annually. Increases Required to Support Basic Service Levels None. 2003-05 PROGRAM OBJECTIVES t ■ 2003-04 Complete the design of the Tank Farm Lift Station and associated collection system infrastructure. ' ■ 2003-05 Evaluate the preventative maintenance hydro-cleaning program each year. E 2003-05 Complete area maintenance hydro-cleaning program each year. i 2003-05 Complete the wastewater collection main replacement CIP projects t 2003-05 Continue implementing the chemical root control program to control invasive roots in the wastewater collection mains. ■ 2003-05 Continue the television inspection program to evaluate collection system defects. ■ 2003-05 Continue implementing the voluntary service lateral inspection and rehabilitation program ' Actual Projected t WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Miles of sewer main cleaned on preventative 48 48 48 48 maintenance ' Miles of sewer main cleaned on unscheduled 1.5 1.5 1.5 1.5 maintenance Miles of sewer main cleaned on area 8 8 28 28 ' maintenance Lift stations on bi-weekly maintenance 10 10 11 11 Sewer main stoppages 17 25 20 20 ' After hour call outs 40 30 25 25 Miles of sewer main on chemical root control 4 2.7 4 4 Underground Service Alert locates. Hours per 80 80 80 80 month ' Voluntary Service Lateral Investigation and 600 200 200 200 Rehabilitation Program. Hours per,year Sewer main T.V.inspections. Hours per year 200 400 600 600 D-56 PUBLIC UtIL(TIES ' PROGRAM: Wastewater Pretreatment OPERATION: Wastewater Services DEPARTMENT: Utilities FUND: Sewer Fund ' Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing .138,700 153,200 170,600 178,600 Contract Services 25,100 29,100 70,000 55,000 ' Other Operating Expenditures 10,800 14,300 24,000 24,000 Minor Capital 6,500 Total 174,600 2039100 264,600 257,600 1 PROGRAM DESCRIPTION 1 The Wastewater Pretreatment program prevents toxic wastes from entering the wastewater collection system from conmnercial and industrial sources. Program goals are 1) full compliance with state and federal discharge requirements 2) protection of property,employees,publicly owned treatment works,and the environment from damage or injury caused by illegal discharge of toxic pollutants, 3) ensuring wastewater effluent and sludge can be safely recycled through prevention of industrial polluted ' discharge to the city sewer system, and 4) monitoring the use and disposal of hazardous waste in the city by commercial and industrial businesses. This program has four major activities: ' ■ Establishing local waste discharge limits. Continually reviewing and technically justifying local discharge limits established in the municipal code to regulate the amount of domestic and industrial pollutants that may be discharged to the City's sewer system;issuing discharge permits to commercial and industrial wastewater customers. ' ! Sample collection and management. Conducting periodic sampling of industrial discharges; storm water discharges, biosolids and publicly owned treatment works(POTW)priority pollutants; ensuring all sample collection and methodology conforms to legal requirements and accepted chain of custody practices required for enforcement purposes. ' • Inspection and enforcement Inspecting industrial and commercial facilities; investigating reports of illegal discharges; identifying violators;issuing notice of violations;seeking legal remedies. ' ■ Reporting and recordkeeping. Preparing and submitting reports to local,state and federal regulatory agencies;maintaining comprehensive inspection, hazardous waste disposal and wastewater discharge records for commercial and industrial customers. STAFFING SUMMARY ' Regular Positions Industrial Waste Coordinator 1.0 1.0 1.0 1.0 Industrial Waste Inspector 1.0 1.0 1.0 1.0 Total 2.0 2.0 2.0 2.0 I ' D-57 PUBLIC UTILITIES' PROGRAM: Wastewater Pretreatment(continued) 1 DEPARTMENT: Utilities SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reduced fimding for contract services,supplies and training by$7,300 annually. Increases Required to Support Basic Service Levels s 2003-04 Developing local discharge limits in compliance with federal and state requirements will require additional sampling laboratory services at a cost of$15,000 in 2003-04. ■ 2003-05 Funding various activities related to the implementation of the Phase 11 municipal storm water National Pollutant.Discharge Elimination System(NPDES)program will cost$40,000 annually. 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Administer and implement the enforcement component of the NPDES Phase II Storm Water program. ■ 2003-05 Implement data entry of Pretreatment and spills information into the"Envision"database. ■ 2003-05 Continue required reporting to all local,state and federal agencies. ■ 2003-05 Address and implement changes and program corrections for the pretreatment compliance audits and inspections. ■ 2003-05 Continue performing all required inspections for the pretreatment and industrial storm water programs. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Required Class I inspections 131 129 130 130 Required Class 11 inspections 161 161 168 168 Completion rate for required inspections(%) 95% 100 100 100 Reports filed with regulatory agencies 28 31 28 25 Enforcement actions 3 18 35 35 1 1 1 D-58 ' PUBLIC ' PROGRAM: Water Reclamation Facility OPERATION: Wastewater Service DEPARTMENT: Utilities FUND: Sewer Fund Actual Budgeted 2003-0--) Financial Plan PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 918,400 1,041,700 1,102,800 1,149,900 Contract Services 269,300 363,500 301,800 290,700 Other Operating Expenditures 1,047,800 1,149,300 1,019,800 900,200 Minor Capital 55,100 89,500 47,000 47,000 Total 2,290,600 2,644,000 2,471,400_ - 2;387,800 PROGRAM DESCRIPTION ' The Water Reclamation Facility(WRF)receives,treats,and disposes of approximately 4.5 million gallons of wastewater per day. Program goals are 1)treated wastewater that continuously meets all state and federal standards 2) safe disposal or recycling of biosolids and 3)continuous compliance with local air quality standards. This program has seven major activities: ' ■ Wastewater treatment. Receiving, treating and disinfecting wastewater; calibrating equipment; maintaining records, preparing reports for local,state and federal agencies;developing and monitoring telemetry control systems. I ■ Water Reuse. Further treating of tertiary treated wastewater to meet Department of Health Services requirements(Title 22) for water reuse in public areas such as parks,playgrounds and landscaping. Insuring an adequate supply of Title 22.water is available to meet customer demands. ' ■ Laboratory analyses. Analyzing untreated and treated drinking water supplies and wastewater; determining physical, chemical, and bacteriological.characteristics of untreated and treated drinking water and wastewater; evaluating treatment effectiveness;sampling and testing Laguna Lake and San Luis Obispo Creek for nuisance algae blooms;sampling and testing ' storm-water for toxic and hazardous wastes. Performing air quality monitoring to insure compliance with air quality standards. ' ■ Equipment maintenance. Performing scheduled preventive maintenance,repairing broken equipment and instrumentation, replacing worn and obsolete parts, managing computerized maintenance scheduling program, tracking and managing inventory. ' s Janitorial and grounds maintenance. Cleaning and tending buildings,removing trash,performing minor building repairs, controlling weeds, repairing irrigation systems, planting and replacing low maintenance nursery stock, preventing soil erosion,repairing fences. ■ Biosolids management. Treating,stabilizing,dewatering,storing and disposal or reclamation of waste solids. ■ Capital improvement plan (CIP) projects. Completing necessary minor and major CIP projects required to maintain, ' rehabilitate,or replace worn out WRF process equipment and structures. I I D-59 PUBLIC IT PROGRAM: Water Reclamation Facility OPERATION: Wastewater Service 1 DEPARTMENT: Utilities FUND: Sewer Fund STAFFING SUMMARY Regular Positions Water Reclamation Plant Supervisor 1.0 1.0 1.0 1.0 WRF Chief Lab Analyst 0.0 0.9 0.9 0.9 WRF Laboratory Analyst 2.7 1.8 1,8 1.8 ' WRF Operator* 8.0 8.0 6.0 6.0 WRF Chief Operator 0.0 0.0 1.0 1.0 WRF Maintenance Technician 2.0 2.0 2.0 2.0 WRF Chief Maintenance Technician 1.0 1.0 1.0 1.0 Total 14.7 14.7 13.7 13.7 *One position frozen. SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-04 Eliminating an operator position over the two year period will save$58,500 annually. Increases Required to Support Basic Service Levels ■ 2003-04 Increases in the annual_National Pollutant Elimination Discharge System (NPDES) Permit fee for the Water Reclamation Facility(WRF)will cost an additional$13,500 annually. ® 2003-04 Contracting for technical services for required studies found in the Water Reclamation Facility's National Pollutant Discharge Elimination System permit(NPDES)will cost$206,000 in 2003-04. 2003-05 PROGRAM OBJECTIVES ■ 2003-04 Begin construction phase of the Water Reuse Project ■ 2003-04 Begin NPDES studies and requirements. ' ■ 2003-04 Fill vacant.lab,maintenance and operator positions. ■ 2004-05 Begin start up and operation of the Water Reuse System. ® 2003-05 Continue to meet all treatment standards as required by EPA, SWRCB,APCD, DHS and other regulatory agencies. ■ 2003-05 Continue working with Brown and Caldwell on beginning design phases of the Wastewater Master Plan. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 7195 Wastewater treated in million gallons per year 1,900 1,471 1,600 Sodium hypochlorite used in thousand gallons 375 360 375 Sodium bisulfate used in thousand gallons 195 190 195 Sodium Hydroxide used in thousand gallons 12 12 12 12 Ferrous chloride used in thousand gallons 25 12 12 12 Cationic polymer used in thousand gallons 4 4 4 4 emulsion Tons of biosolids produced 2,700 2,700 2,700 2,700 ' Maintenance Unit Work-orders Completed Preventive maintenance 625 575 575 600 Repair 109 230 150 100 ' Emergency 19 1 3 3 Replacement 22 40 20 20 D-60 1 PUBLIC PROGRAM: Wastewater Administration and Engineering OPERATION: Wastewater Service DEPARTMENT: Utilities FUND: Sewer Fund ' Actual Budgeted PROGRAM COSTS 2001-02 2002-03 200344 2004-05 Staffing 271,800 278,500 293,400 307,700 Contract Services 177,700 191,900 494,600 312,100 ' Other Operating Expenditures 9,000 124,100 4,200 4,200 Minor Capital Total 458,500 594,500 _ 792,200 624,000 ' PROGRAM DESCRIPTION ' The wastewater administration and engineering program directs and supervises the various wastewater programs and provides long-term planning and engineering for the wastewater system Program goals include 1)efficient achievement and management of wastewater enterprise objectives and 2)effective implementation of capital improvement plans. This program has two major activities: ■ Administration. Identifying problems in progressing toward the goals of the wastewater system, establishing objectives with supervisors for addressing identified problems, organizing resources to accomplish objectives, evaluating progress in accomplishing objectives, monitoring legislative activities relative to regulation of wastewater treatment and discharge, negotiation and development of reasonable discharge limitations with State and Federal regulatory agencies. ■ Engineering. Analyzing the capacity of the wastewater system to ensure that capacity exceeds expected demand, ' determining capital improvement needs,providing preliminary design on capital improvement projects, developing design standards for capital improvements,providing technical assistance to the wastewater operating sections,administering special engineering and construction contracts,reviewing private development plans. STAFFING SUMMARY Regular Positions Utilities Director 0.4 0.4 0.4 0.4 Deputy Director of Utilities/Wastewater 1.0 1.0 1.0 1.0 Utilities Engineer 0.4 0.4 0.4 0.4 Telemetry Technician* 0.4 0.4 0.0 0.0 Senior Administrative Analyst 0.4 0.4 0.4 0.4 Supervising Administrative Assistant 0.4 0.4 0.4 0.4 ' Administrative Assistant 0.2 0.2 0.3 0.3 Total 3.2 3.2 2.9 2.9 ' * Position transferred to Information Systems effective 1003-05. I ' D-61 PUBLIC PROGRAM: Wastewater Administration and Engineering(continued) DEPARTMENT: Utilities S IGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget 1 ■ 2003-05 Eliminated funding for community information about wastewater programs and projects:$4,000 per year. s 2603-05 Eliminated funding for consultant services(NPDES Permit,Computer Programming):$5,500 per year. ■ 2003-05 Reduced funding for legal services: $16,000 per year. ■ 2003-05 Reduced funding for office supplies:$1,400 per year. ■ 2003-05 Reduced funding:for travel meetings:$1,900 per year. Increases Required to Support Basic Service Levels None. 2003-05 PROGRAM OBJECTIVES ■ 2003-04 Complete hiring of Water Reclamation Facility Supervisor and Chief Operator. ■ 2003-04 Complete design of Tank Farm Lift Station. ■ 2003.05 Work with Regional Water Quality Control Boards staff on pathogen and nutrient Total Mass Daily Loads (TMDLs)for San Luis Obispo Creek. 0 2004-05 Finish analysis of Water Reclamation Facility Master Plan and begin phase II of project. i 2003-05 Complete studies for Water Reclamation facility National Pollutant Discharge Elimination System permit. ■ 2003-05 Assist Industrial Waste Coordinator in development and implementation of Phase 11 Municipal Storm Water program. , Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Budget Programs Directly Supervised 4 4 4 4 Council Agenda reports prepared and presented 6 8 8 8 Consultant contracts managed 6 6 8 8 t Water Quality meetings attended 25 25 25 25 Regulatory correspondence 17 17 15 15 D-62 PUBLIC UTILITIES PROGRAM: Reservoir Operations OPERATION: Whale Rock Commission DEPARTMENT: Utilities FUND: Whale Rock Fund IActual Budgeted PROGRAM COSTS 2001-02 2002-03 200344 2004-05 Staffing 255,100 277,800 303,800 317,000 Contract Services 24,100 64,200 33,700 39,800 I Other Operating Expenditures 309,200 346,300 320,700 320,700 Minor Capital Total 588,400 688,300 658,200 677,500 PROGRAM DESCRIPTION The Whale Rock Commission is a joint powers agency with six voting members who represent three state agencies and the City. This commission was formed to build the Whale Rock Reservoir and set policy for its operation The City of San Luis Obispo, California Meds Colony (CMC), and California Polytechnic State University(Cal Poly) are the actual water users, shaming the costs and benefits of the reservoir in proportion to their original investment,with the City at 55%,Cal Poly at 340/cand CMC at I 11%. The reservoir operations program provides for raw water storage in a 40,600 acre-foot reservoir and raw water delivery through 17 miles of conduit and two pump stations to the agencies of the Whale Rock Commission The program goal is a reliable,easily treatable supply of raw water for the participating agencies. This program has six major activities: ■ Water collection, storage and delivery. Collecting and storing raw water, pumping raw water to member agencies and ' other customers. ■ Surveillance. Patrolling and inspecting the dam, reservoir, conduit and pump stations to prevent vandalism and Icontamination ■ Equipment maintenance. Performing periodic preventive maintenance,repairing damaged equipment, and replacing wom ' and obsolete parts. ■ Recordkeeping. Preparing records and reports for local,state,and federal agencies. ' ■ Fishing Program Managing and enhancing the steelhead fishery within the reservoir. ■ Water deliveries to Cayucos Area Water Organization. Providing reservoir water delivery to the new Cayucos Water ITreatment Plant via the Whale Rock pipeline and ensuring maximum use of the Cayucos Area Water Organization well. I D-63 PUBLIC UTWITIES PROGRAM: Reservoir Operations(continued) ' DEPARTMENT: Utilities STAFFING SUMMARY Regular Positions Utilities Director 0.1 0.1 0.1 0.1 Utilities Engineer 0.1 0.1 0.1 0.1 ' Deputy Director of Utilities/Water 0.1 0.1 0.1 0.1 Senior Administrative Analyst 0.1 0.1 0.1 0.1 Supervising Administrative Assistant 0.1 0.1 0.1 0.1 Administrative Assistant 11 0.1 0.1 0.1 0.1 Water Supply Supervisor 1.0 1.0 1.0 1.0 Water Supply Operator 2.0 2.0 2.0 2.0 Total 3.6 3.6 3.6 3.6 ' Temporary Positions Full-Time Equivalents(FTE) 0.4 0.4 0.0 0.0 ' SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Energy Costs. Pumping costs are reduced by$24,000 annually(from$320,000 in 2002-03 to$296,000 in 2004-05). 2003-05 PROGRAM OBJECTIVES M 200345 Continue development of the Habitat Conservation Plan for Old Creek downstream of the dam ' ® 2003-04 Replace a total of six pump, motor, and check valve assemblies at pump stations A and B with energy efficient equipment. ' ■ 2003-04 Install 20-inch ultrasonic master meter and recorder at the dam ■ 2003-05 Continue trapping,spawning,and enhancing steelhead trout fishery at the reservoir. Actual Projected i WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Steelhead planted in reservoir 23,384 10,000 10,000 10,000 ' Acre feet of water delivered 3437 3,000 3,000 3,000 Reports filed with agencies 50 50 50 50 1 1 D-64 1 i I Operating Programs TRANSPORTATION 4� Y � y I I I I I I I TRANSPORTATION. • a . , ' PROGRAM: Transportation Planning and Engineering OPERATION: Transportation Management DEPARTMENT: Public Works FUND: Genenl Fund Actual Budgeted t PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 269,600 300,600 334,300 350,700 Contract Services 53,600 112,300 65,300 30,300 ' Other Operating Expenditures 12,700 7,700 10,300 10,300 Minor Capital Total 335,900 420,600 409,900 391,300 PROGRAM DESCRIPTION I The Transportation Planning and Engineering Program analyzes the City's traffic circulation systems and proposes changes to these systems. The program goals are 1) safe and well-maintained streets 2)reduced air pollution and traffic congestion 3)less use of single-occupant vehicles 4) increased circulation safety with fewer traffic-related collisions and 5) more walking, bike riding,bus riding,and carpooling. This program has two major activities: I ■ Transportation Planning. Preparing and maintaining the General Plan Circulation Element as required by state law; preparing and maintaining Short Range Transit Plans,the Access and Parking Management Plan,the Bicycle Transportation ' Plan, Neighborhood Traffic Management Guidelines and the Pedestrian Transportation Plan; planning and recommending capital improvement plan projects and operating program changes needed to implement transportation plans; promoting alternative transportation;promoting technological advancements in fuel-efficiency, emissions control, and communication which reduce the need for travel. ' ■ Traffic Engineering. Recommending and designing improvements to traffic signal and pavement marking systems; designing new street alignments; conducting traffic counts; reviewing accident reports; responding to citizen complaints; ' mitigating the causes of high collision rates at various locations;analyzing the performance of all transportation modes within the traffic circulation system; reviewing building and development project plans to ensure accommodation of the additional traffic generated ' STAFFING SUMMARY Regular Positions ' Principal Transportation Planner 1.0 1.0 1.0 1.0 Principal 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 Traffic Engineer 1.0 0.0 0.0 0.0 Total 3.0 4.0 4.0 4.0 tSIGNIFICANT PROGRAM CHANGES I None. I I D-65 TRANSPORWibN PROGRAM: Transportation Planning and Engineering(continued) ' DEPARTMENT: Public Works 2003-05 PROGRAM OBJECTIVES ' Major City Goals ' 1 2003-05 LOVR/Highway 101 Improvements. Continue working towards improvements at the Los Osos Valley Road/Highway 101 interchange. ■ 2003-05 Bikeway Improvements: Railroad Safety Trail. Acquire right-of-way and property for extension of the Railroad Safety Trail from the Jennifer Street Bridge to Cal Poly. ' Other Council Goals ® 2003-04 Short-Range Transit Plan. Implement the Short-Range Transit Plan. ® 2003-05 Palm-Nipomo Parking Structure Plans. Complete an environmental assessment,preliminary studies and evaluation of options for a new parking structure at Palm and Nipomo Streets per the Conceptual Physical ' Plan for the City's Center. Other Program Objectives ' ■ 2003-05 Downtown Pedestrian Lighting. Continue to work on downtown pedestrian light program with the Downtown Association. Actual Projected II I WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Traffic collisions 1233 1200 1100 1000 ' Traffic collisions per 100,000 population 2758 2685 2464 2240 Injury collisions 287 315 280 275 Injury collisions per 100,000 population 642 706 627 616 Bicycle collisions 55 50 50 50 Bicycle collisions per 100,000 population 123 112 112 112 Pedestrian collisions 29 39 30 30 Ped collisions per 100,000 population 65 87 67 67 Percentage of city resident trips by motor vehicle 63.7 64 65 65 Percentage of city resident trips by transit 7.0 7.5 8.0 8.0 Percentage of city resident trips by bicycle 6.7 7.0 7.0 7.0 I Percentage of city resident trips by walking,car 18.2 18.0 18.0 20.0 pool,and other modes Average vehicle ridership for City of San Luis 1.65 1.67 1.65 1.65 Obispo employees D-66 I TRANSPORTATION ' PROGRAM: Pavement Maintenance OPERATION: Streets and Flood Protection DEPARTMENT: Public Works FUND: General Fund Actual Budgeted t PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 420,300 293,800 368,900 384,100 Contract Services 10,100 15,900 700 700 Other Operating Expenditures 199,800 192,900 220,500 220,500 Minor Capital Total 630,200 502,600 590,100 605,300 ' PROGRAM DESCRIPTION 1 The Pavement Maintenance Program maintains the paved portion of all streets under City jurisdiction. Program goals are 1) smooth,safe,and clean street pavement and 2)efficient traffic flow. This program has three major activities: ■ Pavement Maintenance. Maintaining serviceable street pavements and reconstructing failed sections; annually evaluating ' overall pavement condition in areas scheduled for maintenance and recommending locations for contract reconstruction, resurfacing, and resealing;paving existing streets to meet newly installed curbs and gutters;paving utility trenches;grading and oiling gravel streets and alleys;grading unimproved shoulders and applying herbicide to control weeds;installing asphalt ' berms in lieu of curbs. ■ Solid Waste Disposal. Collecting and disposing of waste collected from all Public Works maintenance activities;recycling ' excavated asphalt and concrete. ■ Safety Assurance. Conducting safety meetings for streets programs as required by OSHA; installing traffic barricades for parades,Farmers Markets,accidents,and fires. STAFFING SUMMARY Regular Positions Streets Supervisor 1.0 1.0 1.0 1.0 Heavy Equipment Operator* 2.0 2.0 2.0 2.0 ' Maintenance Worker 2.0 2.0 . 2.0 2.0 Total 5.0 5.0 5.0 5.0 Temporary Positions ' Full-Time Equivalents(FTE) 1.9 1.9 0.4 0.4 ' Transferred 1.5 positions for street sweeping to the Creek and Flood Protection program in 2002-03. SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reduced seasonal pavement repair will save$38,800 annually. E 2003-05 Eliminating downtown street resurfacing by City crews will save$150,000 annually. I I ' D-67 TRANSPORfIATION PROGRAM: Pavement Maintenance(continued) DEPARTMENT: Public Works 2003-05 PROGRAM OBJECTIVES Major City Goals ' ■ 2003-05 Street and Sidewalk Maintenance. Continue maintenance of streets and sidewalks at a moderate level. Actual Projected 1,inaiicial Plant WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Street kilometers under City jurisdiction 195.5 197.5 198 199 Street kilometers resealed 9.9 14.3 15.0 15.0 Street kilometers reconstructed( 5.7 8.9 6.0 6.0 overlaid , Service requests for pavement repairs. 143 170 185 185 Percentage of potholes repaired within 100 100 100 100 24 hours of notification. Service requests for removal of debris 175 190 200 200 and abandoned material. Percentage of debris and abandoned 100 100 100 100 material removed within 24 hours of notification. Service requests for barricades and 52 50 50 50 special events. ' 1 D-68 1 TRANSPORTATION PROGRAM: General Street Maintenance OPERATION: Streets and Flood Protection DEPARTMENT: Public Works FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 289,100 326,100 264,200 274,600 Contract Services 78,300 88,100 29,900 30,700 Other Operating Expenditures 74,800 75,500 65,900 65,900 Minor Capital Total 442,200 489,700 360,000 371,200. PROGRAM DESCRIPTION The General Street Maintenance program maintains curbs,gutters,sidewalks,street furnishings,signs,and pavement markings on City streets. Program goals are safe and smooth sidewalks and safe and efficient traffic circulation. This program has three.major activities: IN General Street Maintenance. Constructing new concrete curbs, gutters and sidewalks;repairing concrete curbs, gutters, and sidewalks; pruning street tree roots; repairing and maintaining street firmishings; installing and repairing dead end barriers,survey monument wells,parking meter posts,bus shelters,bus benches,and bike racks. ■ Pavement Marking Maintenance. Installing and maintaining pavement markings, curb markings, and signs; repainting stop bars, parking tees, and "Path of History" lines; periodically replacing thermoplastic school crosswalks; maintaining pavement markings in City parking lots. e Street Sign Maintenance. Fabricating and installing standard traffic control signs; fabricating and installing special signs; installing disabled access signs as required by state codes. STAFFING SUMMARY Regular Positions Streets Supervisor 1.0 1.0 0.0 0.0 Maintenance Worker 4.0 4.0 4.0 4.0 Total 5.0 5.0 4.0 4.0 ' Temporary Positions Full-Time Equivalents(FTE) 1.5 1.5 0.5 0.5 SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ® 2003-05 Reducing curb painting supplies will save$3,000 annually. i 2003-05 Reducing seasonal downtown sidewalk repair will save$14,400 annually. D-69 TRANSPORfIATION t PROGRAM: General Street Maintenance(continued) 1 DEPARTMENT: Public Works 2003-05 PROGRAM OBJECTIVES Major City Goals ■ 2003-05 Street and Sidewalk Maintenance. Continue maintenance of streets and sidewalks at a moderate level. Other Program Objectives s 2003-04 Foothill Bridge. Complete the Foothill Bridge project. ■ 2003-05 Handicapped Ramps. Complete annual handicapped ramp project. Actual Projected ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Number of regulatory signs within the 2,925 2,950 3,000 3,000 city. ' Percentage of damaged stop or yield signs repaired or replaced within three 99 99 100 100 hours of notification. Number of signs within the City(other 966 975 980 980 than stop or yield signs) Number of street name signs within the 1,741 1,720 1,730 1,740 City. , Number of services requests for painting 216 175 580 960 and markings Sidewalk kilometers under City 352.7 355:5 360 360 jurisdiction Service requests for repair of sidewalk 1,844 1,650 1,700 1,700 defects identified by staff Percentage of sidewalk defects repaired within 14 days of notification 100 100 100 100 Meters of sidewalk repaired by city 170 150 90 500 crews. ' Meters of curb and gutter repaired by 84 75 200 200 crews. Meters of sidewalk repaired by contract 571 1,027 500 500 Meters of curb and gutter repaired by 1,941 276 200 200 ' contract. 1 D-70 TRANSPORTATION IPROGRAM: Signal and Light Maintenance OPERATION: Streets and Flood Protection DEPARTMENT: Public Works FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 3002-03 2003-04 2004-05 Staffing 64,200 71,400 78,500 82,000 Contract Services 89,900 113,600 41,400 41,400 Other Operating Expenditures 192,600 202,600 202,400 195,800 Minor Capital 40,200 Total 346,700 427,800 322,300 319,200 PROGRAM DESCRIPTION The Signal and Light Maintenance Program operates and maintains traffic signals and streetlights on City streets. Program goals are 1) safe and efficient traffic flowthrough intersections and 2)well-lighted streets and neighborhoods. This program has two major activities: ■ Traffic Signal Operations and Maintenance. Paying a share of the operations and maintenance cost for state-owned traffic signals within the City; maimainin and repairing City traffic signals; eliminating obsolete telephone line connections between traffic signals. i Street Light Operations and Maintenance. Paying a share of the operations and maintenance cost for state-owned streetlights within the City;maintaining and repairing City streetlights; coordinating the installation of streetlights according to adopted standards. STAFFING SUMMARY Regular Positions Signal Maintenance Electrician 1.0 1.0 1.0 1.0 Total 1.0 1.0 1.0 1.0 SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ■ 2004-05 Upon completion of the fiber optic cable project, eliminating telephone line service charges that serve as traffic signal interconnections will save$6,600 in 2004-05. ' ■ 2004-05 Eliminating contract services for street light maintenance saves $51,500 annually. However; part of this cost is offset by other organizational changes in building maintenance, resulting in a net cost savings organization-wide of$13,400 annually. ' 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Continue working towards achieving program goals. I I ' D-71 TRANSPORTALTION PROGRAM: Signal and Light Maintenance(continued) DEPARTMENT: Public Works Actual Projected t WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Intersections with traffic signals 52 52 53 54 Number of traffic signal service requests 71 60 65 65 I Percentage of traffic signal trouble calls 98 98 99 99 resolved within 60 minutes Streetlights operated and maintained 2,165 2,165 2,185 2,200 Number of street light service requests 213 225 250 250 Percentage of street light trouble calls resolved within 14 days 85 96 98 98 ' I I I D-72 TRANSPORTATION IPROGRAM: Creek and Flood Protection OPERATION: Creek and Flood Protection DEPARTMENT: Public Works FUND: General Fund IActual Budgeted IPROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 42,500 203,600 165;300 172,200 Contract Services 113,800 149,000 61,700 61,700 Other Operating Expenditures 13,100 4,900 6,000 6,000 Minor Capital 29,700 Total 199,100 357,500 233,000_ _ 239,900 PROGRAM DESCRIPTION I The Creek and Flood Protection Program maintains all storm drain facilities and creeks within the City and coordinates emergency response during heavy storms. Program goals are 1)a well-designed and well-maintained storm drainage system that prevents loss of life and minimizes property damage from flooding and 2) a creek system maintained in its natural state. This ' program has three major activities: ■ Storm Drain and Creek Maintenance. Cleaning and maintaining creeks and storm drainage facilities;constructing various improvements to stabilize creek banks; locating underground storm drainage facilities for Underground Service Alert; ' coordinating cooperative creek maintenance among property owners and public agencies; inspecting waterways passing through private property for litter and pollution. ' ■ Street Sweeping. Sweeping and disposing of dirt and debris on City streets to prevent pollution from entering storm drains and eventually City creeks. ■ Storm Emergency Response. .Responding to calls for emergency assistance during and after heavy storms; distributing Isandbags during heavy storms. STAFFING SUMMARY Regular Positions Heavy Equipment Operator0.0 1.5 1.5 1.5 ' Maintenance Worker 0.0 1.0 1.0 1.0 Total 0.0 2.5 25 2.5 Temporary Positions Full-Time Equivalents(FTE) 0.1 0.1 0.1 0.1 • Transferred from pavement maintenance program in 2002-03. ISIGNIFICANT PROGRAM CHANGES ' None. 2003-05 PROGRAM OBJECTIVES IOther Council Goals ■ 2003-05 Waterways Management Plan Implementation Program. Upon completion of the Waterways ' Management Plan,adopt an implementation,ptogram. I D-73 TRANSPORTATON PROGRAM: Creek and Flood Protection(continued) DEPARTMENT: Public Works Other Program Objectives ■ 2003-04 Storm Drain Infrastructure Report. Complete report. I ■ 2003-04 Watershed Study. Complete study. Actual Projected ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Kilometers of creek beds under City jurisdiction. 48 48 48 48 Kilometers of creek beds inspected and cleaned. 48 48 48 48 Number of hours spent cleaning creeks. 2,163 2,100 2,100 2,100 Number of service requests for creek cleaning. 41 120 .150 150 Storm drain drop inlets reconstructed 11 9 12 12 Percent of storm drains cleaned and flushed 100 100 100 100 downtown prior to the first rain. Number of service requests for storm drains 34 85 90 90 cleaning or flushing. I Curb miles of streets swept. 4,878 4,882 4,880 4,880 Percentage of downtown streets swept within 24 99 99 100 100 hours of previous sweeping. I D-74 TRANSPORTATIbN ' PROGRAM: Parking OPERATION: Parking DEPARTMENT: Public Works FUND: Parking Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 485,900 521,300 641,400 679,900 Contract Services 292,700 359,600 421,100 422,200 I Other Operating Expenditures 96,500 130,900 108,500 108,500 Minor Capital 5,000 Total 875,100 1,011,800 1,176,000 1,210,600 ' PROGRAM DESCRIPTION The Parking Program implements the Access and Parking Management Plan and directs the operation and maintenance of the ' City's parking facilities. These facilities include 13 parking lots in the downtown and at Railroad Square, two panting garages, five residential parking permit districts(Alta Vista,Monterey Heights,Park View,College Highlands,Ferrini and Tassajara)and about 1,600 parking meters in parking lots, on streets in the downtown retail core, and on streets in neighborhoods at the I periphery of downtown. Program goals are 1)adequate,safe,and attractive parking for visitors,customers,and employees in the downtown and Ra'ilmad Square;.2) adequate neighborhood parking for residents; and 3) recovery of all program costs through user charges and other program revenue. This program has five major activities: 1 i Enforcement. Patrolling streets,parking lots,parking garages and permit districts;issuing citations;arranging for towing the vehicles of habitual parking offenders;recommending the installation of regulatory signs and curb markings. ' ■ Revenue Management. Collecting fines,parking meter revenue, and parking fees and leases;collecting delinquent fines; recommending parking fee and fine adjustments; modifying meters for rate adjustments; selling parking permits and bus passes. ' ■ Maintenance. Maintaining and repairing parking meters and meter posts;performing janitorial maintenance in the parking garages and parking offices;sweeping and cleaning parking lots;sweeping and scrubbing parking garage floors. ' IN Garage Operations. Collecting parking garage fees, providing security surveillance, maintaining customer service equipment ■ Parking Management and Demand Reduction. Developing and implementing strategies that make maximum use of existing parking supplies and reduce the use of single occupancy vehicles,thereby increasing parking supplies. ISTAFFING SUMMARY Regular Positions I Parking Manager 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 Administrative Assistant 0.0 0.0 2.0 2.0 I Lead Parking Attendant 1.0 1.0 1.0 1.0 Secretary 1.0 1.0 0.0 0.0 Office Assistant 1.0 1.0 0.0 0.0 ' Total 7.0 7.0 7.0 7.0 Temporary Positions IFull-Time Equivalents(FIT) 5.3 6.6 6.6 6.6 ' D-75 R A a . • PROGRAM: Parking(continued) ' DEPARTMENT: Public Works SIGNIFICANT PROGRAM CHANGES ' ■ 1003=05 Enhancing parking enforcement will cost$67,000 in 2003-04 and$85,600 in 2004-05 for contract staffmg ' and related support supplies and services. ■ 2003-05 Adding contract services needed for parking operations will cost an additional $49,200 annually: Marsh Street garage expansion maintenance ($34,300); parking citation printing ($3,900); contract parking citation processing($5,000);and meter coin collection($6,000). ■ 2004-05 Printing a higher volume of parking garage tickets and two updated parking pamphlets will cost an additional$6,500 annually. ■ 2003-04 Studying the feasibility of a blue light security system in the Marsh and Palm Street Parking Garages will cost$5,000 in 2003-04. 2003-05 PROGRAM OBJECTIVES Other Council Goals E 2003-04 Palm-Nipomo Parking Structure Plans. Complete an environmental assessment,preliminary studies and , evaluation of options for a new parking structure at Palm and Nipomo Streets per the Conceptual Physical Plan for the City'Center. Other Program Objectives ' ■ 2003-04 NARF. Conclude conceptual and environmental work on NARF. ® 200344 Copeland Project Parking Structure. Provide construction advice. Actual Projected 111,t i WORKLOAD MEASURES 2001-02 2002-03 2003-04 200445 t Lot parking spaces provided 579 621 510 510 Garage parking spaces provided 668 937 937 1,180 Street parking spaces provided 1,134 1,111 1,100 1,100 Citations written 38,620 40,500 45,000 50,000 Average occupancy rate at the Marsh 90 57 60 90 ' Street Parking Garage Average occupancy rate at the Palm 79 83 85 88 Street Parking Garage ' Complaints about garage operations 472 500 500 550 Percentage of uncontested citations 96 96 96 96 written Percentage of citations successfully 85.5 86 86 86 collected Ratio of actual vs.potential parking 54.1 55 55 55 meter revenue ' Percentage of meters requiring repair 1.7 2.0 2.0 2.0 D-76 RA ■ PROGRAM: Transit OPERATION: Transit DEPARTMENT: Public Works FUND: Transit Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 78,400 86,100 122,300 132,900 Contract Services 1,497,900 1,754,200 1,818;300 1,865,300 ' Other Operating Expenditures 5,900 8,600 10,200 10,200 Minor Capital 4,900 Total 1,582,200 1,853,800 1,950,800 2,008 400 ' PROGRAM DESCRIPTION The Transit Program(SLO Transit) provides daily fixed-route transit service to the general public within the City limits and to Cal Poly State University. This program also provides downtown trolley shuttle service. Program goals are 1) quality transportation for transit dependent people 2)convenient transportation for all residents and 3)an attractive alternative to driving which can reduce traffic congestion and air pollution. This program has three major activities: ■ Vehicle Operations and Maintenance. Contracting for transit operations, including drivers, fuel, and insurance; contracting for downtown trolley operations, including drivers, fuel, and insurance; contracting for maintenance of City- owned buses and trolleys. ■ Non-vehicle Maintenance. Maintaining the bus maintenance yard;maintaining shelters,benches,and signs. ' ■ Administration. Planning for future service improvements and extensions; complying with state and federal grant requirements;ensuring compliance with taxi franchise provisions; organizing agendas for Mass Transportation Committee meetings. STAFFING SUMMARY Regular Positions Transit Manager 1.0 1.0 1.0 1.0 Transportation Assistant 0.0 0.0 0.5 0.5 ' SIGNIFICANT PROGRAM CHANGES ■ 2003-05 Restoring one half-time Transportation Assistant to the regular staffing of the Transit Program will cost $23,000 in 2003-04 and $28,900 in 2004-05 in order to meet increased federal reporting resource needs and allow the Transit Manager to focus on policy and marketing issues. ■ 2003-05 Promoting SLO Transit to attract more passengers will cost an additional$15,000 annually. ■ 2003-04 Studying the feasibility of using SMART Cards for SLO Transit will cost$5,000 in 2003-04. 2003-05 PROGRAM OBJECTIVES IOther Council Goals ■ 2003-05 Short-Range Transit Plan. Implement the Short-Range Transit Plan.. IOther Program Objectives ■ 2003-04 Bus Washing.Facility. Complete construction of the bus washing facility. I D-77 TRANSPORTATION PROGRAM: Transit(continued) 1 DEPARTMENT: Public Works Actual Projected II I 1 WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Buses in fleet 14 13 13 13 Trolleys in fleet 2 2 2 2 Fixed route revenue miles operated' 400,417 419,300 407,700 407,700 Fixed route revenue hours operated' 35,942 36,800 34;500 34,500 Downtown trolley revenue miles 14,113 . 15,200 32,300 32,300 operated Downtown trolley revenue hour 2;188 1,143 3,000 3,000 1 operated Total passengers 721,466 668,000 688,000 688,000 Passengers per revenue hour 20.1 18.2 19.9 19.9 1 Percentage of time buses arrived on time 95 95 95 95 Previously reported in "actual"rather than "revenue"miles and hours operated. 1 1 1 I D-78 I - Operating Programs LEISURE, CULTURAL & SOCIAL SERVICES Y; I I I I I I PROGRAM: Parks&Recreation Administration OPERATION: Parks&Recreation DEPARTMENT: Parks&Recreation FUND: General Fund Actual Budgeted ' PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 380,600 399,700 453,100 475,000 ' Contract Services 34,800 101,600 54,700 56,300 Other Operating Expenditures 33,700 67,600 41,300 42,600 Minor Capital 2,400 2,500 2,600 2,700 ' Total 451,500 571,400 551,700 576,600 PROGRAM DESCRIPTION ' The Parks &Recreation Administration program plans, directs, and evaluates all recreation programs, activities,and employees Monitoring and evaluating department-wide implementation of the Parks and Recreation Element is accomplished by Administration. The administrative staff also plans new parks and facilities and improvements for existing ones,administers and 1 monitors compliance with expenditure and revenue policies,writes and administers grants and tracks expenditures and revenues, provides clerical assistance, coordinates, organizes all recreation activities not provided by the special recreation programs described elsewhere. Three advisory bodies are also included in the program Parks & Recreation Commission, Joint Recreational Use of School District Property(Joint Use) Committee, and Jack House Advisory Committee. Plans, implements, ' and assists in training for emergency response activities. Program goals are 1)well-planned,well-maintained path and.facilities; 2)organized and responsive implementation of the Parks and Recreation.Element;3)well-trained employees;4)diverse and vital recreation programs. This program has nine major activities: ' ■ Advisory bodies. Advising the Council and staff on matters pertaining to parks and recreation,open space,and tourism. ■ Staff support to advisory bodies. Preparing agenda and staff reports,recording minutes, conducting public hearings,and ' preparing annual reports for three advisory bodies. ■ Program planning and evaluation. Developing, marketing, staffing, producing, and evaluating approximately 400 Irecreation programs annually for all age groups. ■ Parks and Recreation Element implementation. Satisfying identified unmet needs in parks,facilities,playing fields,and ' activities as identified in the Parks and Recreation Element and evaluating activity and facility compliance with Element policies and programs. ■ Parks and facilities planning and safety evaluation. Developing current and long-range plans for new parks and I recreation facilities considering both indoor and outdoor space needs. Conducting ongoing safety analysis of playground equipment to insure compliance with California Playground Safety Regulations. I ■ Fiscal management. Developing and monitoring the department-wide expenditures and revenues to assure compliance with financial policies; developing and monitoring grants. Conducting evaluation of revenue opportunities and developing and implementing recommendations to enhance departmental revenue. ' ■ Public relations and information. Producing quarterly brochures listing all recreation programs, the City newsletter, preparing news releases regarding department activities, preparing presentations for the government television channel, representing the department at City-wide functions,and acting as a comity liaison. I ■ Human resource management. Administering human resource policies, staffing requirements, conducting training, approving payroll,and evaluating regular and temporary staff. I D-79 LEISURE, CULTURAL & SOCIAL SERVICES PROGRAM: Parks&Recreation Administration(continued) DEPARTMENT: Parks&Recreation ■ Administrative assistance. Preparing documents ranging from Council Agenda Reports to class rosters; collecting, receiving and depositing all department fees and charges; dispensing program and department information via computer, telephone, and over-the-counter service; and managing department switchboard operations. Managing records retention schedule and providing customer service. STAFFING SUMMARY Regular Positions Parks&Recreation Director 1.0 1.0 1.0 1.0 ' Recreation Manager II 2.0 2.0 2.0 2.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 Total 5.0 5.0 5.0 5.0 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reduced funding for office printing and reproduction will save$700 annually. ■ 2003-05 Reduced funding for office improvements will save$1,000 annually.. 2003-05 PROGRAM OBJECTIVES 1 Major City Goals ® 2003-04 Therapy Pool. Pursue development of a warm water therapy pool at the Swim Center through a financing ' program for its construction and ongoing operation that does not use general-purpose revenues. Other Program Objectives ' e 2003-04 Continue active implementation of the Damon Garcia Sports Fields. s 2003-05 Continue monitoring grants program for the department. ■ 2004-05 Complete capital improvement projects as adopted. ■ 2004-05 Continue to monitor revenues and expenditures and make recommendations to Council as needed. ■ 2003-05 Continue and improve customer service relations. ' Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 200405 Average daily public contact 145 165 175 185 ' Advisory body meeting packets 36 40 40 40 prepared&Public notices mailed I Council agenda reports prepared 13 12 13 13 CAO Reports processed 9 11 10 10 Internal staff meetings 36 36 36 36 Payroll checks distributed(average) 4500 4500 4500 4500 Response time for phone messages: Within 24 his Within 24 hrs Within 24 hrs Within 24 hrs target D-80 I LEISURE, CULTURAL &-SOC-IAL SERVICES PROGRAM: Aquatics OPERATION: Parks&Recreation DEPARTMENT: Parks&Recreation FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 236,700 262,800 269,900 285;400 Contract Services 2,300 3,400 3,500 3,600 ' Other Operating Expenditures 7,100 9,200 9,500 9,900 Minor Capital 7,200 2,800 2,900 3,000 Total 253,300 278,200 285,800 301,900 ' PROGRAM DESCRIPTION Through involvement in aquatics activities, community members discover and continue self-directed;lifelong recreational and fitness pursuits. The aquatics program is charged with providing a safe venue for participants to explore the physical, emotional, and social wellness inherent with involvement in aquatic programs. Whether the need is for fitness, therapy, exercise, or socializing, the SIA Swim Center strives to incorporate each of these components into all programs. ' Participation may be with a team, a group, the family, or individual. The SLO Swim Center is accessible to all individuals, regardless of race, religion, age, gender, disabilities or economic status. Program goals are: 1) Sustaining an environment that is safe,efficient,enjoyable,and economical. 2)Remaining cognizant of the community's needs to facilitate optimum and 1 successful programs. The aquatics program has six major activities. ■ Lap swimming. Incorporating the benefits of physical and mental well being through exercise and fitness in an aquatic environment. Providing a program for all fitness and age levels — competitive, therapeutic, rehabilitative, disabled, and Ileisure recreational ■ Swimming instruction. Offering an avenue of learning for the safe enjoyment of the water for infants,youth,teens,adults ' and seniors. Programming for the complete spectrum of instruction possibilities beginning with non-swimmers, and advancing to Lifeguard Training,Guard Start,Springboard Diving,Water Safety Instructor,and Water Safety Instructor Aid. Targeting youth to participate in the aide and mentor programs as volunteers. ■ Recreational swimming. Providing a venue for social interaction, exercise and play in a safe and well-supervised aquatic facility. Encouraging participation and fun for infants,tots,youth,adults,senior citizens and families. ' ■ In-Service training. Ensuring compliance with all local, state, and federal guidelines and regulations. Requiring facility specific, on-going, training to maximize staff confidence, skills, and abilities to prevent injuries and maintain a safe, successK and enjoyable aquatic environment Continuing the history of the SLO Swim Center's excellent safety record. ■ Maintenance. Focusing on constant and persistent equipment and facility checks. Maintaining a clean,accessible,and safe facility as an integral aspect of successful programsring and paramount to incidentlinjury prevention. ■ Competitive swimming. Managing contractual agreements with the local swim club and the San Luis Coastal School District Incorporating use requests from competitive teams,from both in the community and outside of the community,for access to the facility for events and practices. I I D-81 LEISURE, CULTURAL • S6bIAL SERVICES PROGRAM: Aquatics(continued) DEPARTMENT: Parks&Recreation STAFFING SUMMARY Regular Positions ' Recreation Supervisor 1.0 1.0 1.0 1.0 Total 1.0 1.0 1.0 1.0 Temporary Positions Full-Time Equivalents(FTE) 8.7 8.7 8.5 8.5 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reducing the Assistant Pool Manager's hours by 15%will save$8,000 annually 2003-05 PROGRAM OBJECTIVES ' Mqjor City Goals i 2003-05 Therapy Pool. Pursue development of a warm water therapy pool at the Swim Center through a financing program for its construction and ongoing operation that does not use general-purpose revenues. Other Program Objectives ■ 2003-04 Research industry standards for Therapy Pools. 11 2004-05 Assist in design and plan for Therapy Pool. Actual Projected ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Hours of pool use 5100 5100 5100 5100 1 Hours of in-service 1200 1200 1200 1200 Pool Users served 58000 60000 62000 64000 Scholarships Awarded 40 40 40 40 Maintenance Hours 1900 1900 1900 1900 I D-82 ' LEISURE, CULTURAL • SOCIAL ' PROGRAM: Children's Services OPERATION: Parks&Recreation DEPARTMENT: Parks&Recreation FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 578,000 621,700 665,000 692,400 Contract Services 12,200 14,900 15,900 16,300 ' Other Operating Expenditures 97,500 88,900 91,500 94,300 Minor Capital Total 687,700 725,500 772400 803,000 PROGRAM DESCRIPTION ' The City's Children's Services programs provide inclusive and quality care for school-age children where lifelong learning, cultural unity,personal growth and wellness are emphasized. Programs offered before and after school,during spring recess and throughout the summer focus on the developmental needs, asset building, and individual experiences of each child through progressive curriculum planning, developing a sense of community and place and promoting healthy lifestyles. In ' total over 900 children and their families are served each year. The programs are staffed with well trained staff who provide a daily schedule that includes; staff planned and organized anti-bias curriculum, outside games, sports and play, academic assistance and promotion, and group times. In addition to the daily schedule; the programs feature additional components ' such as Environmental Education, community action projects, peer mediation and enrichment class opportunities such as dance, Spanish, Martial Arts and ceramics. Using the youth asset development framework, the childcare programs have established a "with and for youth" approach through emphasizing youth as problem solvers and asset messengers empowering themselves and their peers to be active in their development. ' Program goals include: 1) providing an enriching and nurturing environment where all children feel safe and special 2) promoting healthy youth development through the emphasis on building youth assets 3) providing confident and well ' trained staff who are responsive to the needs of each child while building a positive youth,adult partnerships 4)adhering to the Title 22 Community Care Licensing requirements 5) providing scholarship support and effectively manage the CALWORKS subsidized scholarship program 6) provide additional enrichment opportunities that children may not otherwise have 7) representing the City's commitment to youth through membership on the local Childcare Planning ' Council, the Mayor's Youth Task Force and the Youth Asset Development Network. Children's Services has seven major components: ' ■ Sun 'N Fun Child Care Program. Accommodating all before and after school childcare needs at each elementary school in San Luis Obispo,the Sun&Fun Program operates Monday through Friday,7:00am through 6:00pm as well as Kindergarten release times. The Sun & Fun Childcare Program is licensed by the State of California Community Care Licensing. The programs offer before and after school care for children Kindergarten through sixth grade. ' ■ S.T.A.R. Program(Students Taking Active Responsibility). Capturing the interests of the older elementary student, the S.T.A.R. program provides children in the 4-6 grades an opportunity to develop life skills, become active in ' community projects, participate.in recreational opportunities and enhance their academic skills. The programs are open Monday through Friday from 2:20-5:30pm. ■ Summer Day Camps. Offering a comprehensive summer camp program that offers children 6-12 years old a day camp experience complete with art and creative expression,science and exploration,music and movement,indoor and outdoor games, sports and play, guest speakers and weekly excursions. Adventure Day Camp serves 250 children for eight weeks, Monday through Friday from 7:00am to 6:00pm. Summer Fun Day Camp is a five week,half day,program for ' children attending summer school. ■ Spring Break Camp and Days of Special Need. Providing opportunities for special day programs during Spring Break Camp, Teacher Work Days and other school year occasions when school is not in session. Programs vary in length,cost,and location. Each program serves 70+children per day. ' D-83 LdISWRE, • SOCIAL • s PROGRAM: Children's Services(continued) 1 DEPARTMENT Parks&Recreation s Scholarship Subsidy Program Providing partial scholarships to subsidize program fees to accommodate those families 1 typically underserved. The scholarship program provides about 150 families with financial assistance in the amount of $60,000 annually. Concurrently, the collaborative relationship with the CALWORKS program provides an additional 1 subsidy to over 200 families. ■ Youth Advocate. Serving on the Local Childcare Planning Council, the Mayors Youth Task Force and the Youth Asset 1 Development Network to advocate and support healthy youth development. ® Mayor's Youth Task Force. Serving as the Treasurer,for the San Luis Obispo Mayor's Youth Task Force,staff carries out responsibilities that include; the distribution, tracking, and recording of up to $18,000.00 in mini-grant funds, active 1 participation in monthly task force meeting and staff support for all task force duties. STAFFING SUMMARY Regular Positions Recreation Supervisor 1.0 1.0 1.0 1.0 t Total 1.0 1.0 1.0 1.0 Temporary Positions Full-Time Equivalents(FTE) 23.0 23.0 22.0 22.5 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget 2003-05 Reducing the Scholarship Coordinator position from 20 hours to 10 hours per week will save $8,000 ' annually. ■ 2003-05 Reorganizing childcare site directors will save$19,000 annually. 2003-05 PROGRAM OBJECTIVES 1 i 2003-05 Adhere to the Youth Asset Development model in all areas of implementation. ■ 2003-05 Implement the"Peaceable Program"model including;peer conflict resolution and a"Peace Place". 1 ■ 2003-05 Increase participation of children with diverse-abilities. Actual Projected i 1 WORKLOAD MEASURES 2001702 2002-03 2003-04 2004-05 Sun`N Fun/S.T.A.R— 850 900 950 975 Children Registered 1 Sim'N Fun/S.T.A.R— 70,437 84,000 86,000 89,000 Annual Attendance Summer Day Camp- 7,314 7,800 7,850 7,900 , Annual Attendance Spring Camp— 330 400 400 400 Annual Attendance Scholarship Recipients 85 150 175 200 1 Scholarships Awarded $30,031 55,000 58,000 60,000 1 D-84 1 LEISURE, CULTURAL • SOCIAL SERVICES ' PROGRAM: Adult Athletics,Classes,&Facilities OPERATION: Parks&Recreation DEPARTMENT: Parks&Recreation FUND: General Fund ' Actual .Budgeted1003-65 Financial Plan ' PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 176,600 201,700 217,300 253,400 Contract Services 69900 77,700 78,000 80,700 ' Other Operating Expenditures 26,400 29,300 23,000 30,200 Minor Capital Total 272,900 3089700 318,300 364,300 ' PROGRAM DESCRIPTION ' Addressing the comprehensive recreational needs of San Luis Obispo residents through classes, adult athletics, senior athletics (boomers), and facilities. Classes offer unique programs for the entire family in a broad range of culturally diverse and wellness oriented programs. Fees for participants in youth classes identified as "at-risk" or receiving economic support from other government agencies may participate in the scholarship program Adult sports offer lifelong athletic opportunities ' through organized leagues in softball and basketball and are designed to promote a healthy lifestyle and social interaction in a safe and controlled environment. Sporting activities for active seniors(boomers)promote safety and health as well as social opportunities for all ability levels. Facility coordination includes management of the Ludwick Community Center,the City's ' tennis courts,Damon-Garcia, and community gardens. The Ludwick Community Center's activities mainstream all ages and backgrounds, offering activities promoting physical, mental, and social health. Working closely with the Joint Use Committee,staff optimizes the tennis court use for city classes,community drop-in use,the school district, local colleges,and ' youth organizations. Management of the community gardens includes working with the City Rangers, volunteers, local grassroots organization and plot users to sustain the three garden areas at Emerson Park,Laurel Lane and Broad Street. The program has six major activities: 1 ■ Classes. Classes are designed to offer opportunities for stimulation of the mired, body, spirit and community through enhancement and education.Courses are offered in fine arts, drama,music, language,science,dance,fitness,martial arts, soccer,and tennis to the community for all ages,abilities and socio-economic situations. ■ Adult Athletic Leagues. Training and scheduling of officials and scorekeepers for league and tournament play, sanctioning leagues through Southern California Municipal Athletic Federation (SCMAF) and other sports specific I organizations. Other program responsibilities include league administration, marketing, obtaining player insurance coverage,and purchasing equipment. ■ Senior Athletics (Boomers). Using volunteers and community service groups to offer league and drop-in sports for adults ages 50 and over. Leagues and program offerings include basketball; softball and turf sports for all interested ' individuals wishing to participate in healthy sporting activities in an enjoyable,positive environment. I ■ Ludwick Community Center Management. Expanding community use of the Ludwick Center by providing quality customer service with knowledgeable experienced staff,facilitating uses and maintaining facility equipment. ■ Tennis Courts and Community Gardens Management. Coordinating the use of the tennis courts through ' communications with the Joint Use Committee and community groups occurs in order to maximize court use within the city. Management of the gardens includes working with the City Park Rangers, volunteers; local organizations and plot users. ' ■ Damon—Garcia Sports Fields. Beginning in 2004-05,managing the facility and sports complex,including coordination among the youth sports groups; adult turf sports uses and special event groups. Anticipated programs at the venue.will include youth soccer,adult grass volleyball,adult flag football and special events. I ' D-85 LEISURE, CULTURAL •• SOCIAL • SERVICES 1 PROGRAM: Adult Athletics,Classes,&Facility Rentals(continued) f DEPARTMENT: Parks&Recreation STAFFING SUMMARY ' Regular Positions Recreation Supervisor 1.0 1.0 1.0 1.0 Total 1.0 1.0 1.0 1.0 Temporary Positions Full-Time Equivalents(FTE)' 4.9 4.9 4.7 5.8 • Excludes instructors for recreation classes who are independent contractors. SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reduced purchasing of sporting equipment will save$14,000 annually. ■ 2003-05 Reduced supplies for the Ludwick Community Center will save$2,300 annually. ' ■ 2003-05 Reduced contract class instructor payment budget will save$15,000 annually. ■ 2003-05 Reduced offerings in adult sports program will save$2,200 annually ■ 2003-0 Reduced basketball league expenses will save$3,700 annually. ■ 2003-05 Reduced softball league expenses will save$4,400 annually. Increases Required to Support Basic Service.Levels ' ■ 2004-05 Supporting the operations of the Damon-Garcia sports fields will cost $30,000 for temporary staffing and materials beginning in 2004-05. Other Program Objectives ' ■ 2003-05 Wellness: Actively inform the community of our wellness programs and collaborate with other organizations for wellness. Develop the wellness program to be fundamental in all areas of the programs I offered by the:section. ■ 2003-05 Athletic Fields, Santa Rosa Park. Maintain regular programming_ during the addition of turf areas at the softball field s 2003-05 Contract Classes. Offer a range of classes for residents of the City. Develop programs and information on health and healthy life styles. E 2003-05 Adult Sports. Promote quality programs for adults in softball and basketball. Introduce new programs at the Damon—Garcia Sports Fields:soccer;flag football;and,,grass volleyball. ' ■ 2003-05 LpdWck Community Center. Manage daily functions and market community use of the newly renovated, facility. Coordinate efforts to offer programs and services for all ages. ■ 2004-05 Damon-Garcia Sports Fields. Fully utilize new turf fields.in the spring of 2004. Coordinate the use and management of facility among different groups. Optimize events on the fields for year round use. Program new organized turf sports activities for adults and youth. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-OS Recreation classes annual attendance 2706 2523 2800 2800 Recreation center annual attendance 28522 16721 30000 30000 ' Adult basketball anmral attendance 2160 2200 2200 2200 Adult softball annual attendance 35039 35000 36470 36470 D-86 1 CULTURAL 1 PROGRAM: Major Special Events/Facilities. OPERATION: Parks&Recreation DEPARTMENT: Parks&Recreation FUND: General Fund 1 Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 ' Staffing 103;500 107,000, 128,300 136,200 Contract Services 8,400 11,300 11,700 12,200 I Other Operating Expenditures 2,800 2,400 2,400 2,600 Minor Capital Total 114,700 120,700 142 400 151,000 PROGRAM DESCRIPTION The Major Special Events and Facilities Division manages major special events held within the city limits and various use permits for all city-owned facilities. This program oversees the city-wide special event coordination of street closures,facility uses, and display of downtown banners collaborating with sponsor organizations and City staff. With various customer services,staff is committed to the promotion of programs and events that enhance mind,body,spirit,and community to assist ' in meeting the needs for healthy lifestyles. This program has four primary activities: ■ Major City-wide Special Events. Collaborating with supporting organizations to facilitate the coordination of citywide special events initiated by community groups, ensuring consistency among events, issuing event permits, maintaining ' files with supporting documentation, and facilitating problem solving with inter-departmental planning in pre-event evaluations and post-event critiques. In addition, sponsors are provided with pertinent documents for layout of their event,resident notifications,parking,alcohol and.fite permits,and a detailed statement of applicable special event fees. ' ■ Film Permits. Supporting the promotion of community image by providing one-stop shopping for issuance of permits required for commercial filming within the city limits. Includes coordinating with media sources and City staff, facilitating inter-departmental planning, providing notifications to community residents and maintaining accurate ' accounting of all related costs required for Mining. ■ Banner Permits. Receiving and processing submitted permits for the display of banners at Higuera Street and Marsh Street locations. Banners promote community special events by verifying qualifications and coordinating the installation ' and removal of each banner with Public Works staff. ■ Scheduling City Recreation Facilities. Overseeing support staff responsible for all issued permits and reservation requests for park facilities,ball fields,multi-use courts,the Jack House Gardens and Mission Plaza,along with the indoor facility uses of the Ludwick Community Center, Meadow Park Building, Senior Center and the City/County Library Rooms. Dependable and quality customer services are essential to ensure meeting the community needs for facilities. ISTAFFING SUMMARY Regular Positions ' Recreation Coordinator 1.0 1.0 1.0 1.0 Total 1.0 1.0 1.0 1.0 I Temporary Positions Full-Time Equivalents(FTE) 2.5 2.5 2.0 2.0 ' D-87 LEI-SUREY . • SOCIAL ' I PROGRAM: Major Special Events/Facilities(continued) 1 DEPARTMENT: Parks&Recreation SIGNIFICANT PROGRAM CHANGES 1 Reductions Required to Balance the.Budget 1 ■ 2003-05 Eliminating fiords for additional law enforcement for Mardi Gras will save$8,000 annually. 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Coordinate a wide range of citywide special events through a".one-stop"process for activities sponsored by community organizations. Facilitate event organization with sponsors and City departments for a safe and ' secure activity. ■ 2003-05 Continue to market the department's wellness program and coordinate activities to bring awareness in expanding mind,body,spirit and community. E 2003-05 Provide an efficient means to handle the facility reservation process and user access: ® 2003-05 Manage the facility uses available at the refurbished Ludwick Community Center by implementing the . facility reservation and permit process ■ 2004-05 Implement the facility permit process for reservation requests of the newly developed Damon-Garcia Sports Fields. Actual Projected Plan WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Facility Permits Processed 1169 1100 1200 1250 Number of Facility Users 183,200 190,000 195,000 200,000 ' Special Event Applications Processed 89 90 95 100 Special Event Participants/Spectators 133,000 185,000 190,00 195,000 Banner Permits Processed 83 90 95 100 I 1 1 I D-88 LEISURE CULTURAL . • SOCIAL . - ' PROGRAM: Youth Sports&Special Events OPERATION: Parks&Recreation DEPARTMENT: Parks&Recreation FUND: General Fund ' Actual Budgeted I PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 ' Staffing 149,600 175,100 192,800 201,700 Contract Services 34,000 36,300 33,100 34,300 ' Other Operating Expenditures 23,600 27,900 22,500 23,300 Minor Capital 14,700 Total 207,200 2549000 248,400 259,300 ' PROGRAM DESCRIPTION This program manages youth sports activities, department-planned special events,and volunteer services. Program goals are to: 1)provide fundamental sports instruction in a non-competitive environment that focuses on participation for children ages five to twelve years; 2)provide enjoyable and affordable family entertainment in City facilities through community-wide special events; 3)reduce departmental temporary paid workforce with volunteer assistance in recreation programs. This program has four major activities: ■ Youth Sports Programs. Designing youth sports opportunities for children in kindergarten through sixth grade that ' promote a positive,growth-oriented environment,through activity in instruction,and organized activities. Each program — basketball, golf, indoor soccer, volleyball and track — fosters social, intellectual, physical and emotional development. The basketball program is an example of the department's continuing effort to not duplicate programs already being offered in the community and is a successful collaboration between the City and the YMCA. Training for ' coaches is offered through the National Youth Sports Coaches Association. The Parent Association for Youth Sports (PAYS), endorsed by the Department, outlines appropriate behavior so parents clearly understand their roles and responsibilities in the youth sports environment. Well-trained staff provides fundamental sports instruction with a focus ' on participation. In addition,an emphasis is placed on a philosophy of non-competitiveness,allowing each child to reach his/her full potential. Volunteers and paid staff are fingerprinted in compliance with the Educational Code, Section 10911.5. ' ■ Special Event Planning and Organization. Hosting many special events that help unify the community and gather citizens in a healthy,positive environment,while promoting the benefits of leisure activities. Six special events a year are planned using collaborative efforts with a variety of entities, including the Downtown Association,local businesses, and Cal Poly sororities and fraternities. Events held Downtown and in Mission Plaza include the Easter Egg Hunt, Snow Night, Halloween Hoopla, and the Holiday Craft Faire. Other community special events include: the San Luis Obispo Triathlon and 0 of July Family Fun in the Park. A major focus coinciding with the organization of events is to review liability concerns,manage contracts with vendors and entertainers,purchase supplies and secure sponsorships. ■ Volunteer Services. Providing opportunities for citizens who, through volunteerism, assist staff in expanding and enhancing a variety of City services. Volunteers,when properly trained,can supplement present services and encourage ' civic pride and community involvement. Recruiting, coordinating, orientating, and tracking the use of volunteers in all parks and recreation programs is reflected in the quality of work provided. In recognition of volunteer efforts,an annual dinner is held honoring program volunteers. Volunteers are assigned throughout the entire scope of departmental I activities. Multiplying the total number of 18,428 volunteer service hours from August 2001 through September 2002 by the average salary of$10.00 translates into an additional.service value of$184,280. M Batting Cage Operations. Operating the batting cages, along with the San Luis Obispo Youth Sports Association,has combined resources to build baseball and softball batting cages at Sinsheimer Park for the youth and adults of the community. The eight cages will provide a valuable training tool for youth in baseball or softball. The cages will be open for public drop in use throughout the year. D-89 • SOCIAL i PROGRAM: Youth Sports&Special Events(continued) ■ DEPARTMENT: Parks&Recreation STAFFING SUMMARY_ Regular Positions ' Recreation Supervisor 1.0 1.0 1.0 1.0 Total 1.0 1.0 1.0 .1.0 Temporary Positions Fuill=Time Equivalents(FTE) 3.1 3.5 3.5 3.5 SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ' ■ 2003-05 Eliminating the Great Pumpkin Run will save$1,500 annually. ■ 2003-05 Eliminating the purchase of extra apparel for Triathlon will save$7,200 annually. ■ 2003-05 Eliminating the Extreme Games program for 6-12 year olds will save$1,000 annually. ® 2003-05 Eliminating the"3-on-3"basketball tournament will save$2,800 annually. 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Continue to increase the number of volunteers to offset part-time staff costs in youth athletics and special events.Recruit, coordinate and train volunteers for use in all parks and recreation programs and continue to acknowledge volunteer achievement with an annual recognition program ■ 2003-05 Train volunteer coaches through National Alliance of Youth Sports Association. Ensure that all volunteers are properly fingerprinted to comply with the Educational Code,Section 10911.5. ■ 2003-05 Train youth sports parents through the PAYS program to ensure proper sports etiquette to promote youth ' sports-as a positive and fin experience. E 2003-05 Continue to offer scholarships to youth sports participants that are unable to afford the costs of the program ■ 2003-05 Work with youth sports groups to incorporate the coaches and parent training programs into their leagues. ' Actual Projected 2603-61 Financial Plan WORKLOAD MEASURES 2001-02 2002-03 2603-04 2004-05 Youth Basketball Annual Attendance 39350 39400 39450 39500 Youth Track Annual Attendance 1940 1945 1950 1955 Youth Golf Annual Attendance 260 300 350 400 Holiday Craft Faire Attendance 9000 9100 9150 9150 4d'of July in the Park Attendance 2700 2800 2,800 2,800 Triathlon Attendance 4,000. 4,500 4,550 - 4,600 Snow Night Attendance 500 550 600 650 Easter Egg Hunt Attendance 500 550 600 650 Halloween Hoopla Attendance 650 675 700 750 Number of Volunteers Annually 1850 1875 1900 1925 ' Volunteer Hours 18,500 18,800 19,100 19,400 Batting Cage Attendance N/A 3,000 8000 8,500 D-90 LEISURE, CULTURAL • SOCIAL SERVICES PROGRAM: Teen &Senior Services OPERATION: Parks&Recreation DEPARTMENT: Parks&Recreation FUND: General Fund 1 Actual Budgeted ' PROGRAM COSTS 2001-02 2002-03 2003-04 200405 Staffing 163,500 178,900 198,400 208,200 ' Contract Services 29,200 30,800 32,200 33,100 Other Operating Expenditures 12,500 13,600 14,000 14,500 Minor Capital Total 205,200 223,300 244,600 255,800 PROGRAM DESCRIPTION ' This program addresses the diverse recreational needs of multiple age populations in the community.Programs for pre-teens, teens, "boomers" (active adults age 50 and above), and seniors are developed to enhance and enrich physical, social, and emotional aspects of participant's lives. These goals are accomplished, in part, through collaborating with community ' agencies and school districts.:This program is also responsible for submitting and tracking mandated fingerprinting processes for all department employees and volunteers. Teen Services ' Teen activities primarily serve the total extracurricular wellness needs of youth 12-18 years old, with emphasis placed on intervention,prevention,and interpersonal development.Program goals are met through diverse activities,well-trained staff,and ' structured events during unsupervised times. Input from participants, parents, community partners, and the public direct the evolution of teen activities.Program changes are made to satisfy the unmet needs of the teen population.Teen services has nine major activity areas: ' ■ SLO Skatepark. Providing a legal,safe,and entertaining venue for skateboard and inline skate enthusiasts.Trained staff supervise and maintain the park, creating a positive recreational environment for participants of all ages and their peers. Obstacles and equipment are routinely rearranged and modified to enhance and refresh the skating experience. Special ' events such as professional demonstrations and contests increase participation and utilization of the facility. During 2003- 05, the opportunity for expanded programming will occur pending the completion of the Santa Rosa Park Improvements which adds lights to the skatepark facility. ' ■ Junior Giants Baseball Program. Promoting positive self-esteem and character strength through a summer baseball league.Boys and girls 8-14 years old are mentored and coached by recreation and police staff in this collaborative program between the San Francisco Giants Community Fund and San Luis Obispo Police and Recreation Departments.Along with ' baseball skills,the principles of teamwork,leadership,confidence,and integrity are stressed.This structured activity offers a positive alternative to unsupervised time. ■ Program X. Offering middle school students the opportunity to recreate with friends after school in a fun, supervised ' environment rather than getting involved in potentially dangerous situations or non-stimulating activities. This after school enrichment program invites teens to experience new things and discover new interests. Diverse activities are planned daily to include athletics, art projects, and innovative games. Staff helps to foster an environment where ' students' social skills and peer relationships grow. ■ Laguna Middle School Sports Program. Collaborating with staff and administration ensures all students the opportunity to participate in well organized and enjoyable sports programs. Sports offered are volleyball, cross-country, golf, basketball and track. Staff emphasizes positive attitude as well as athletic success. The focus of all of the sports programs is quality skill development,cooperation and teamwork rather than competition. ■ Teen Special Events Preventing middle school students from becoming involved in dangerous nighttime activities. Monthly special events for 7d' and 8`h graders provide a sober, safe, and fun environment for socialization and enrichment through music and games. Appropriateness is maintained through the screening of music, posted rules, and ' the employment of trained adult staff. D-91 LEISURE, CULTURAL & SOCIAL PROGRAM: Teen&Senior Services(continued) ' DEPARTMENT: Parks&Recreation ■ City Corps. Developing employment strategies and work ethics. San Luis Obispo teens in grades 9-12 take part in a job training and volunteer program that utilizes youths as community assets.Participants spend two days learning how to secure and maintain a job, then go on to volunteer within Department programs for 20, 40, or 60 hours. Various incentives are offered to teens for each level of completion. Successful teens complete hours, are evaluated,and are presented to the Parks and Recreation Commission.The program goal.is to prepare quality employees for the Department and business community. ■ SLO High School Noontime Gym. Encouraging high school-students to engage in healthy activities during the lunch ' period. Trained staff monitor the San Luis Obispo High School gym to ensure an environment where students release energy,exercise,and socialize with peers through the game of basketball. ■ High School Recreational Basketball League. Continuing involvement in healthy recreational activities.Area high school students help organize, lead, and play in this student-driven basketball league. Staff act as mentors to the teens involved in the program Weekly games help hone skills and sportsmanship. ■ Community Agency Collaboration. Supporting youth through diverse means. Involvement and participation with various community groups such as School Attendance Review Board, SLOPD Juvenile Diversion, and the Mayor's Youth Task ' Force ensures that youth obtain multi-dimensional support. Such associations concentrate on the intervention and prevention of dangerous and detrimental behavior,as well as offer opportunities for alternative activities. Senior Services Senior service activities are designed to enhance the quality of life for seniors in the community by promoting recreation as a model for developing physical,mental and interpersonal opportunities. The idea behind the development of new programs is ' to enrich current and new programs at the Senior Center as well as promoting activities and wellness for the younger senior population.All activities and programs promote social interaction while expanding the interests and skills of participants.This program also represents the City of San Luis Obispo on the Senior Board,which oversees the operations of the Senior Center while helping to develop and promote senior programs. Senior Services has two major activity areas: ' ■ Senior Center Activities. Providing enriching programs at a centralized location. Volunteer senior citizens staff the center, which is open to facilitate peer interaction and interpersonal growth through enjoyable recreation programs and unstructured meeting times. The Senior Center is also used for community agencies to bring services and information to center users. ■ Boomer Programs. Meeting the needs of a changing community by offering generation-specific activities.In response to the ummet needs of an older population too young for Senior Center activities, new programs are created and implemented. Participants meet active members of their peer group in yoga, volleyball, book club, and Computer Partners. Special events encourage physical activity and intergenerational bonding. STAFFING SUMMARY STAFFING SUMMARY Regular Positions Recreation Coordinator 1.0 1.0 1.0 1.0 ' Total 1.0 1.0 1.0 1.0 Temporary Positions ' Full-Time Equivalents(FTE) 5.2 5.0 4.8 4.8 D-92 CULTURAL • • SOCIAL SERVICES 1 PROGRAM: Teen&Senior Services(continued) DEPARTMENT: Parks&Recreation ' SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ■ 2003-05 Reducing hours for the "Boomer Program" Specialist from 40 to 28 hours per week will save $10,000 annually. 2003-05 PROGRAM OBJECTIVES ' ! 2003-05 Continue implementation of the Parks and Recreation Element by targeting teens and pre-teens from high- risk environments. ® 2003-05 Continue the evolution of programs to meet physical and social needs of participants, achieving total wellness. ' ■ 2003-05 Support youth as community assets by offering an expanded,diverse group of teen volunteer opportunities. ■ 2003-05 Continue alliances and activities with comity agencies and bodies to promote the importance of recreation in prevention and intervention efforts. ■ 2003-04 Facilitate senior transition and program development at the Ludwick Community Center. ■ 2004-05 Expand Boomer activities with new and innovative programs. ' Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 1 Number of Teens Participating 775 805 885 900 Total Teen Annual Attendance 14,560 15,145 21,420 22,400 Number of Seniors Participating 620 . 640 710 785 Total Senior Annual Attendance 10,800 1.1,100 12,630 12,900 Number of Skate Park Participants 250 275 315 350 Total Annual Skate Park Attendance 4,100 4,600 4,400 4,900 Total Fingerprints Processed 175 175 180 180 1 - I D-93 LEISURE, CULI s SOCIAL • 1 PROGRAM: Ranger Services OPERATION: Parks&Recreation ' DEPARTMENT: Parks&Recreation FUND: General Fund Actual Budgeted ' PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 11.1,400 118,500 143,600 152,000 Contract Services 18,900 21,200 14,900 15,500 Other Operating Expenditures 11,200 11,700 12,100 12,400 Minor Capital Total 141,500 151,400 170,600 179,900 PROGRAM DESCRIPTION The Ranger Service provides valuable support for the City parks and open space by ensuring proper use and a safe atmosphere for the users,wildlife,and the natural environment. Rangers protect the natural resources in the City's open space by working collaboratively with the City's Natural Resources Program to cavy out daily maintenance, construction, and rehabilitation projects. Ranger staff conducts year round environmental education programs and hikes for people of all ages, thus enabling the people to help protect these gems. The program has seven major activities: ' ■ Park patrol .Patrolling City parks to ensure compliance with the City's park ordinance,reduce park vandalism,and provide park users with a safe and secure atmosphere. ' ■ Event security. Providing security to heighten user safety for various Department activities, such as Mardi Gras and Teen Hangouts. ■ Open space patrol. Ensuring compliance with the City's open space activities regulations by patrolling'on foot,by vehicle f or bicycle the over 3400 acres of open space area. Provide a watchful eye over the land and native species of these areas in order to protect areas from abuse and misuse through physical patrol. Volunteer Trail Lookouts also assist the City with this ' service. ■ Open space management. Managing the maintenance aspects of the City's open space preservation by performing projects needed for rehabilitation and preservation of sensitive and high traffic open space areas. In consultation with the Natural Resources Manager and City Biologist, open space maintenance projects are scheduled and implemented. Monthly Trail Workdays,led by the rangers,are held to aid in the rehabilitation and construction of the trails. Ill Risk management. Monitoring high-risk activity uses in open space areas by identifying,posting, and enforcing specific components related to effective tisk management ■ Creek corridors. Patrolling and maintaining City creek corridors to prevent unnecessary human intrusion and promote the sustainability of the natural resources. ■ Environmental education. Provide nature programs and hikes, school presentations, and other interpretation projects to ' further educate the public about the environment and encourage proper use of the open space. STAFFING SUMMARY Regular Positions Ranger Services Administrator 0.0 1.0 1.0 1.0 Total 1.0 1.0 1.0 1.0 ' Temporary Positions Full-Time Equivalents(FTE) 3.0 3.0 3.0 3.0 ' D-94 SQUAL SERVICES --- ' _ I PROGRAM:. Ranger Services(continued) DEPARTMENT: Parks&Recreation SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ■ 2003-05 Reduced contract service funding for maintenance and construction projects will save$6,900 annually. ' 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Re-define patrol hours and set aside time to work on special enforcement issues. ■ 2003-05 Assist with the implementation of the Conservation_ Guidelines by continuing to work closely with the City's Natural Resources Program ■ 2003-05 Increase the number of volunteers assisting the Ranger Service in the open space with trail maintenance and I construction,and trail lookouts. i 2003-05 Reduce the amount of homeless encampments by working with the judicial system,the police department, mental health,local businesses,and the public. Actual Projected WORKLOAD MEASURES 2001=02 2002-03 2003-04 2004-05 Creek mileage maintained 4 miles 4.5 miles 4.5 miles 6 miles Open space acres managed 3200 acres 3200acres 3400 acres 4284 acres Park acres patrolled 163 acres 189 acres 192 acres 192 acres No.of parks patrolled 21 parks 22 parks 24 parks 24 parks ' Trail mileage 23 miles 23 miles 25.25 miles 28.25 miles Garbage cleaned from 10,000 lbs. 8000 lbs. 11,000 lbs 11,000 lbs. encampments 1 I ' D-95 PROGRAM: Golf Course OPERATION: Parks&Recreation DEPARTMENT: Parks&Recreation FUND: Golf Fund Actual Budgeted2003-05 Financial Plan PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 244,100 250,900 287,800 299,000 Contract Services 46,500 21,900 22,400 22,800 Other Operating Expenditures 77,500 93,000 84,000 87,000 1 Minor Capital Total 368,100 365,80.0 394400 408,800 PROGRAM DESCRIPTION The golf course program operates and maintains the City's nine-hole executive length golf course. Program goals include: 1) a safe, attractive and reasonably priced golf course with an emphasis on senior and youth users; 2) maximum patronage; and 3) recovery of all direct costs and as many indirect costs as course revenues permit This program has five major activities: ■ Customer service. Ensuring full patron enjoyment of the golfing experience. A courteous,knowledgeable staff records and ' coordinates tee times, collects fees, rents equipment, sells supplies and refreshments, coordinates tournaments, helps with club activities, promotes senior and junior participation and provides information on request Golf lessons are contracted through a local PGA Teaching Professional. Every effort is made to satisfy patrons and neighbors alike in a prompt and positive manner. ® Turf and landscape maintenance. lvlanaging the golf course in accordance with accepted cultivation practices and golf rules. These include maintaining turf areas by proper methods of mowing, renovation, irrigation and chemical application; ' daily course set up by moving tee blocks, changing cups, providing drinking water and marking special areas as required; general landscape maintenance including the planting and care of trees;flowers and shrubs. ■ Construction. Maintaining and repairing facilities including buildings,bridges, fences and screens; installing and repairing the irrigation system;new project construction as needed. 11 Equipment maintenance. Servicing,adjusting and repairing of all course equipment including mowers,utility vehicles and attachments,weed trimmers,chain saws and other small tools. ■ Janitorial maintenance. Cleaning and tending rest rooms and buildings on a daily basis, removing trash from course and buildings,and performing minor repairs. STAFFING SUMMARY I Regular Positions Golf Course Supervisor 1.0 1.0 1.0 1.0 I Maintenance Worker 2.0 2.0 2.0 2.0 Total 3.0 3.0 3.0 3.0 Temporary Positions ' Full-Time Equivalents(FTE) 2.5 2.5 2.5 2.5 D-96 LEISURE, CULTURAL & SOCIAL SERVIt. Es ' PROGRAM: Golf Course(continued) DEPARTMENT: Parks&Recreation SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reduced expenses associated with porta-pottie rental will save$300 annually. ■ 2003-05 Reduced regular staffing costs will save$8,200 annually. ■ 2003-05 Reduced use of City water for irrigation will save$6,000 annually. ■ 2003-05 Reductions in operating materials and supplies will save$5,900 annually. ■ 2003-05 Reductions in capital improvements will decrease the General Fund subsidy from past years by$25,000 in 2003-04 and$40,000 in 2004-05. 2003-05 PROGRAM OBJECTIVES Other Program Objectives ■ 2003-05 Increase play to increase course revenue. ■ 2003-05 Continue to maintain the course at a high level. ® 2003-05 Reduce the General Fund subsidy to Golf Course operations. Actual Projected 2003-05 WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-0 Total Rounds Played 35,444 36,000 37,000 38,000 Senior Rounds Played 15,178 15,400 15;600 15,800 Youth Rounds Played 2,338 2,500 2,750 3,000 1 1 I D-97 LEISURET CULTURAL & SOCIAL SERVICES PROGRAM: Park and Landscape Maintenance OPERATION: Parks&Recreation ' DEPARTMENT: Public Works FUND: General Fund Actual -1 n I Budgeted 200'-0- Financial I'lan PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 SwTmg 717,300 749,600 774,500 800,400 Contract Services 160,500 161,300 159,500 301,800 Other Operating Expenditures 327,200 407,800 411,000 480,500 ' Minor Capital 17,500 60,000 16,800 Total 1,222,500 1,378,700 1,345,000 1,599,500 PROGRAM DESCRIPTION The Park and Landscape Maintenance Program maintains parks,landscaped areas,and open spaces within the City. The program goal is safe,useful,and attractive parks and landscaped areas. This program has three major activities: ■ Park and Landscape Maintenance. Maintaining large landscaped areas in developed parks and on grounds used jointly with other agencies for City recreation programs; maintaining landscaped areas around small parks; community gardens, parking lots, street medians, sound walls,and City buildings;providing janitorial maintenance for park restrooms and other park buildings; collecting and disposing of waste from tush containers in parks; grooming and marking playing fields; sweeping and maintaining game courts; controlling and harvesting weeds in Laguna Lake; periodically dredging silt from ' Laguna Lake; managing and maintaining designated open space areas; assisting sponsors of events using City facilities; servicing and repairing landscape maintenance equipment ■ Park and Landscape Improvement. Proposing capital improvement projects for parks and landscaped areas; managing ' minor capital maintenance projects for parks and landscaped areas; inspecting playgrounds for compliance with safety regulations;monitoring irrigation water use and proposing conservation measures. M Training. Conducting safety training required by OSHA;conducting technical training. ' STAFFING SUMMARY Regular Positions ' Parks Supervisor 2.0 2.0 1.0 1.0 Parks Maintenance Technician 1,0 1.0 1.0 1.0 Maintenance Worker 8.0 8.0 8.0 8.0 Total 11.0 11.0 10.0 10.0 Temporary Positions ' Full-Time Equivalents(FTE) 5.0 5.0 6.5 6.5 I D-98 I ' LEISURE', CULTURAL & SOCIAL SERVICES PROGRAM: Park and Landscape Maintenance(continued) DEPARTMENT: Public Works ' SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Charging the cost of parking lot maintenance to. the Parking Fund will save,$19,500 in 2003-04 and $20,100 in 2004-05. S 2003-05 Transferring park trash collection to the trash company will save$20,100 annually. ■ 2003-05 Deleting one regular full-time Parks Maintenance Worker and partially backfilling this with temporary staffing on a peak,seasonal basis will save$29,900 in 2003-04 and$32,700 in 200405. Increases Required to Support Basic Service Levels ■ 2003-04 Completing several minor park renovations will cost $8,400 for: Meadow Park fencing ($4,400) and ' Sinsheimer tennis court screen replacement($4,000). ■ 2004-05 Completing several minor park renovations will cost $16,800 for: Tennis court resurfacing at French and Islay Parks($8,600)and picnic table top replacements($8;200). ■ 2004-05 Maintaining the new Damon-Garcia Sports Fields Complex will cost$217,200 in 200405. 2003-05 PROGRAM OBJECTIVES I ■ 2003-05 Continue working towards achieving program goals. ■ 2004-05 Develop and implement a maintenance program for Damon-Garcia Sports Fields. Actual Projected2003-05-1,inlaridal I'lan- WORKLOAD D'IEASURES 2001-02 2002-03 2003-04 2004-05 Acres of park landscape maintained 129 129 129 156 I Acres of building grounds maintained 5 5 5 5 Acres of parking lot landscape 2 3 3 3 maintained Acres of street landscape maintained 12 12 12 13 Acres of turf maintained 62 64 64 81 Ballfield preparations completed 500 500 500 .500 Units of irrigation water used 65,000 65,000 65,000 78,000 Percentage of turf areas mowed within 95 95 80 80 seven days of previous mowing ' Number of days required to complete 7 9 18 18 routine work orders Percentage of safety work order repairs 100 100 100 100 I completed within 48 hours of notification Work orders completed 944 975 975 1,000 Park reservations/events 3,471 3,500 3,500 3,500 I I D-99 PROGRAM: Swim Center Maintenance OPERATION: Parks&Recreation DEPARTMENT: Public Works FUND: General Fund Actual Budgeted I PROGRAM COSTS 2001-02 2002-03 2003-04 20U4-05- Staffing 76,300 76,300 90,000 93,100 Contract Services 5,100 15,800 9,200 9,200 Other Operating Expenditures 207,700 201,200 185,100 166,500 Minor Capital 7,200 Total 289,100 300,500 284,300 268,800 PROGRAM DESCRIPTION The Swim Center Maintenance Program maintains the swimming and diving pool, the tot pool, the bathhouse and the water treatment equipment at Sinsheimer Swim Center. The program goal is a safe,clean,and attractive swim center. This program has two major activities: ■ Pool Maintenance. Maintaining water temperature, chemical balance, and cleanliness according to health code standards;vacuuming and scrubbing pool tile surfaces. ■ Equipment Maintenance. Operating and maintaining water heating and filtering equipment and alarm systems. STAFFING SUMMARY Regular Positions Building Maintenance Technician 1.0 1.0 1.0 1.0 Total 1.0 1.0 1.0 1.0 Temporary Positions Full-Time Equivalents(FTE) 0.5 0.5 0.5 0.5 SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ' E 2003-05 Switching to liquid chlorine disinfection at the Swim Center will save$21,000 annually. 2003-05 PROGRAM OBJECTIVES I Major City Goals ■ 2003-04 Therapy Pool.. Assist with design of the proposed Therapy Pool in assessing its operations and ' maintenance. Actual Projected ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Surface area of swimming pools(square meters) 1,120 1,120 1,120 1,120 ' Work orders completed 150 201 210 230 Average days to complete work orders with no 16 4 6 10 parts order delays Average days to complete work orders with parts 35 49 45 40 ' order delays D-100 I LEISURE, CULTURAL & SOCIAL SERVICES PROGRAM: Tree Maintenance OPERATION: Parks&Recreation DEPARTMENT: Public Works FUND: General Fund Actual Budgeted MWRIMTMWIU PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 189,200 220,700 219,200 228,100 Contract Services 33,300 30,900 30,700 30,700 ' Other Operating Expenditures 18,000 19,100 16,400 16,400 Minor Capital Total 240,500 270,700 266,300 275,200. PROGRAM DESCRIPTION The Tree Maintenance Program plants,maintains,and preserves trees along City streets and on City property. The program goal is an attractive,healthy,and safe urban forest which beautifies the City,purifies the air,and provides shade and wind protection. This program has three major activities: ' ■ Tree Maintenance. Pruning street trees and other trees on City property; spraying trees in all areas of the City to control pests and diseases;correcting street and sidewalk obstructions caused by shrubs and trees;repairing street tree wells and well covers;servicing and repairing tree maintenance equipment ' ■ Urban Forest Improvement. Enforcing the tree ordinance and associated standards and policies;reviewing landscape im- provement plans and inspecting installations;maintaining the tree inventory and maintenance software;planting new trees in City parks and open space; replacing damaged or diseased trees; conducting and monitoring tree removal operations; ' conducting monthly Tree Committee meetings;promoting awareness and expansion of the urban forest ■ Banner and Decoration Installation. Installing banners and decorations on downtown streets and in Mission Plaza to announce special events. STAFFING SUMMARY Regular Positions Urban Forestry Supervisor 0.0 1.0 0.0 0.0 Urban Forestry Technician 0.0 0.0 1.0 1.0 I Tree Trimer 2.0 2.0 2.0 2.0 Arborist 1.0 0.0 0.0 0.0 Total 3.0 3.0 3.0 3.0 Temporary Positions Full-Time Equivalents(FTE) 1.0 1.0 0.5 0.5 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Combining supervision for the Parks and Landscape Program and Tree Maintenance Program under the Parks Maintenance Supervisor, reclassifying the Urban Forestry Supervisor to Urban Forestry Technician to create a full-time 3-person tree-trimming crew and then eliminating temporary staffing for seasonal work saves$29,500 in 2003-04 and$30,500 in 2004-05. D-101 LEISURE, CULTURAL 1 • SOCIAL I PROGRAM: Tree Maintenance(continued) DEPARTMENT: Public Works 2003-05 PROGRAM OBJECTIVES E 2003-05 Continue working towards achieving program goals. 1 Actual Projected t WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Trees under City jurisdiction 22,818 23,200 23,500 23,800 Trees pruned by City crews 896 1,150 1,200 1,200 Street trees pruned by contract 403 300 300 300 Trees planted on City property 307 718 380 300 Percentage of trees pruned within three 5 4.5 5 5 ' years of previous pruning Percentage of emergency pruning and 100 100 100 100 removal operations completed within 24 brs of notification Percentage of dead or damaged trees 95 95 95 95 replaced within one month of notification D-102 LEISURE, CULTURAL & SOCIAL SERVICES ' PROGRAM: Cultural Activities OPERATION: Cultural Services DEPARTMENT: Administration FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-OS ' Staffing Contract Services 332,900 343,800 334,000 344,300 Other Operating Expenditures Minor Capital Total 332,900 343,800 334,000 344,390 ' PROGRAM DESCRIPTION ' Promotional Coordinating Committee In June of 1970,the Council established the seven-member Promotional Coordinating Committee(PCC) as a standing advisory committee. The goals of the PCC are to 1)improve the quality of life available to all residents of and visitors to San Luis Obispo ' and 2) promote, in a manner consistent with long-range community goals, the development of San Luis Obispo as a regional trade,recreational,and tourist center. ' The PCC makes recommendations to the Council regarding grants to organizations that encourage and provide for the economic, cultural and recreational improvement of San Luis Obispo. The PCC is also responsible for a comprehensive promotional program which includes overseeing the development of an advertising and promotional campaign conducted by local agencies under professional services agreements. ' Cultural Activities Program ' The cultural activities program has four major activities and assumes other responsibilities as needed. ■ Cultural Grants. The Promotional Coordinating Committee recommends funding for local,non-profit organizations that promote cultural,social,and tourism generating recreational activities. 1 ■ Art in Public Places. The City has an Art in Public Places program that provides public art through City finding,private developer funding and contributions from the private sector. ' ■ Performing Arts Center. The City is a partner with Cal Poly and the Foundation for the Performing Arts(FPAC)in the construction and operation of the Performing Arts Center. Operations are overseen by the Performing Arts Commission, ' which includes the Mayor and Assistant ,CAO among its members, as well as representatives from Cal Poly and the Foundation. Under a new operating agreement, the partners will share in finding any operating subsidies on the same basis as the original constriction finding: one-sixth each by the City and FPAC;and two-thirds by Cal Poly. ' ■ Cultural Partnerships and Non-Profit Agency Support. As appropriate, the City assumes responsibilities and makes grants in other cultural areas. Currently,the City/County Library receives a subsidy from the City to allow the Library to remain open for three hours on Wednesday evenings and Sunday afternoons. The City also supports the efforts of I Friends of Las Casas de Adobe (FOCA) through Community Development Block Grant funding, and provides City- owned property at minimal cost to the San Luis Obispo Little Theatre, the San Luis Obispo Children's Museum, the County Historical.Museum and the San Luis Obispo Art Center. The City also has a.lease agreement with San Luis Obispo Railroad Museum to develop a milseum in the historic Southern Pacific Freight Warehouse when the building has Ibeen rehabilitated. ' D-103 LEISURE, CLiLTURAL & SOCIAL SERVICES PROGRAM: Cultural Activities(continued) DEPARTMENT: Administration Activity Cost Summary 2003-04 200405 Cultural Activity Grants 101,300 104,700 Performing Arts Center Operating Subsidy 217,600 224,000 Extended Library Hours 14,200 14,700 Support Costs:Advertising and Printing 900 900 , TOTAL $334,000 $344,300 STAFFING SUMMARY t None—staff support is provided through other program areas. For the PCC, staff assistance comes from the Economic Development Manager or the Principal Administrative Analyst. Staff assistance for the Art in Public Places Program and Community Partnerships is provided by the Principal Administrative Analyst. Estimated regular staff hours to administer ' these programs is 600 hours. The Mayor and Assistant CAO serve on the Performing Arts Center(PAC)Commission,which helps to oversee operations; the Assistant CAO serves on the Commission's Finance Subcommittee, and the Assistant CAO and a Council member serve on the Facilities.Subcommittee. t SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2004-05 Reducing Grants-in-Aid funding by 9.3%from 2002-03 levels will save$11,300 annually. Increases Required to Support Basic Service Levels 1 ® 2003-05 Providing the City's share of operating budget subsidy,including routine maintenance,utilities,reserves for operations,major equipment maintenance and replacement,for the Performing Arts Center(PAC)will cost an additional$17,600 in 2003-04 and$24,000 in 2004-05. 2003-05 PROGRAM OBJECTIVES ' Other Council Goals i 2003-05 Downtown Improvements: Cultural Center Development. Encourage development of a Cultural ' Center (such as the Art Center, Mission Museum, Historical Museum, Little Theater and Children's Museum) in the Mission Plaza extension area as illustrated in the Conceptual Physical Plan.for the QV's Center,and support this effort through the existing Partnership Policy where possible. ' Other Program Objectives ■ 2003-04 Assure the completion of public art projects for Mitchell Park, the Downtown Transit Center and Railroad ' Circle ■ 2003-04 Complete the renovations to the exterior of the Rodriguez Adobe ■ 2003-04 Assist with completing the additional acoustical enhancements needed for the PAC ' E 2003-05 Continue to support and improve the City's cultural grants process, including monitoring the effectiveness of the granting criteria ■ 2003-05 Coordinate the Public Art Process,making improvements to the process as indicated by staf&artists and the community ■ 2003-05 Continue to provide support to the City's community partners, including FOCA, the Children's Museum, SLO Little Theater,the Art Center,the Historical Museum and the Railroad Museum D-104 L�ISURE, CULTURAL •. 1 PROGRAM: Cultural Activities(continued) DEPARTMENT: Administration 1 Actual Projected MVZIAN WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 1 Giants-In Aid applications reviewed 43 44 44 44 Regular staff hours supporting PCC 225 225 225 225 PCC meetings staffed 28 28 28 28 On-going culturallsocial special projects 8 9 8 8 I 1 I 1 1 1 I D-105 PROGRAM: Human Relations OPERATION: Social Services ' DEPARTMENT: Human Resources FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 ' Staffing Contract Services 120,800 126,200 174,200 178,000 Other Operating Expenditures 200 2,400 1,400 1,400 ' Minor Capital Total 121,000 128,600 175,606 179,400 PROGRAM DESCRIPTION The human relations program provides funding for the activities of the Human Relations Commission, which serves as an advisory body to the Council on issues relating to human and social services. Program goals include: 1)advising the Council on social and human service issues; 2) overseeing the grants-in-aid and CDBG processes and providing recommendations to Council on grant distribution; 3) serving as liaison to the community regarding social and human service issues;4) monitoring and informing Council and the community on statistics identifying the social health of the city. The program has five major ' activities: ■ Community Development Block (CDBG) evaluations. Evaluating grant applications and recommending to Council funding levels for applicants. ■ Grants-in-aid administration. Evaluating grant applications and recommending to Council funding levels for social services applicants. ' ■ Homeless shelter performance monitoring. Monitoring the contract performance with the Economic Opportunity Commission(EOC)to provide temporary shelter for people displaced from their homes. ' e Homeless day center liaison and financial support. Providing a Commission liaison to support the efforts and report to the HRC regarding operational standards of the EOC's Prado Day Center, and funding the City's share of the Prado Day Center. Located at the City's Corporation Yard on Prado Road,the center offers various services for homeless persons and those vulnerable to becoming homeless. Hot meals are made available through the volunteer efforts of the People's Kitchen. In addition,the center itself has showers,laundry facilities,a children's play area and creates a single location for a number of service providers to meet with their homeless clients. Note. Prior to 2003-04, operational funding of$50,000 annually for the homeless day center was provided through the Community Development Block Grant(CDBG)program, with an amount matched by the County. Beginning with the 2003 ' grant year, CDBG funding from the City is no longer available for the day center due to federal limits on the use of these funds for public services. (The limit is 15%of total CDBG funds:the City's allowable maximum is already allocated to the homeless shelter). As such,effective 2003-04,the General Fond now funds the City's contribution to the Prado Day Center. Through the Housing Program, the City also provides finding assistance to the EOC for the operation of their homeless shelter program, which provides meals, overnight shelter and counseling assistance to homeless children, women, and men in San Luis Obispo. As noted above, the City uses CDBG funds to fund its contribution to the EOC's homeless shelter program. STAFFING SUMMARY None—staff support is provided through the Human Resources Administration program. D-106 1 - LEISURE, CULTURAL • s6dAL SERVICES IPROGRAM: Human Relations(continued) DEPARTMENT: Human Resources SIGNIFICANT PROGRAM CHANGES IReductions Required to Balance the Budget ■ 2003-M Reducing advertising will save$100 annually. ' ■ 2003-05 Reducing funding for the Human Relations Commission's advertising will save$200 annually. ■ 2003-05 Retaining Grants-in-Aid funding at 2002-03 level will save $3,700 annually compared with expected "COLA"increases. ■ 2003-05 Reducing print&reproduction funding for the HRC will save$200 annually. ' E 2003-05 Reducing office supplies will save$200 annually. ■ 2003-05 Reducing education and training will save$300 annually. ■ 2003-05. Reducing attendance at conferences will save$500 annually. ' Increases Required to Support Basic Services e 2003-05 Continuing to contract with the EOC to operate the Prado Day Center in light of limits on the ability of the ICDBG program to fund this program will cost$50,000 annually from the General Fund. 2003-05 PROGRAM OBJECTIVES ' ■ 2003-05 Provide grant funding to private, non-profit agencies serving the identified priority needs of San Luis Obispo residents. ■ 2003-05 Conduct review meetings as needed regarding homeless shelter operations with neighbors, surrounding ' businesses,and the EOC and make recommendations for operations. ■ 2003-05 Continue to promote accessibility opportunities in San Luis Obispo. ■ 2003-05 Continue to work with the Neighborhood Services Manager in promoting healthy neighborhoods in San Luis Obispo. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-M ' Grants-In-Aid applications received 33 40 38 40 CDBG Applications received 13 15 16 20 Daily noon meals served by People's Kitchen 81 83 85 87 Average persons daily at Day Center 84 85 87 90 I I ' D-107 Operating Programs COMMUNITY DEVELOPMENT I � 1 I l � � ` � 1 1 .- - , : 1 .: � . I . � � � - � . .I I 1 COMMUNITY • • PROGRAM: Commissions&Committees OPERATION: Planning DEPARTMENT: City Council and Advisory Bodies FUND: General Fund Actual Budgeted 11 ' PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 15,200 26,100 21,500 21,500 ' Contract Services 6,800 6,100 6,200 6,400 Other Operating Expenditures 3,200 17,500 14,000 14,100 Minor Capital Total 25400 49,700 41,700 CAN PROGRAM DESCRIPTION Two commissions and two committees advise the City Council on planning and building issues: ■ Planning Commission Reviews and recommends changes to the General Plan and Zoning Regulations, hears appeals of Zoning Administrator decisions,and reviews development and land use permit applications. The Commission's goal is a well-planned community with compatible land uses. ■ Architectural Review Commission (ARC). Evaluates the architectural merit of most commercial,residential and public building projects, including exterior remodeling. The Commission also advises the City Council on design standards, architectural design,and site planning. Commission goals are 1)harmonious,aesthetic development within the City and 2) Preservation of the City's natural beauty and visual resources. ■ Cultural Heritage Committee(CHC). Oversees a broad range of educational and technical assistance programs aimed at preserving historical and cultural resources. The Committee maintains the master list of historical and cultural resources, determines the significance of the impact of development proposals on historic resources,maintains a historical preservation I library, advises people restoring historic buildings, and reviews planned demolition of historical resources. The program goal is preservation of historic and architecturally significant buildings and locations. ' ■ Board of Appeals Holds hearings on requests-for relief-from the strict application of the provisions of the City Building Code, or other specifications in any uniform code, and determines suitability of alternate materials or methods of construction.Meetings are held as needed. ' STAFFING SUMMARY None—staff assistance is provided through all divisions of the Community Development Department. ' SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reducing temporary staff support at meetings will save$4,600 annually. ■ 2003-05 Reducing office supplies will save$400 annually. ' ■ 2003-05 Reducing publications and subscriptions will save$100 annually. ■ 2003-05 Reducing travel and meetings will save$3,000 annually. I Increases Required to Support Basic Service Levels None. I D-108 COMMUNITY DEVELOPMENT• s PROGRAM: Commissions&Committees(continued) DEPARTMENT: City Council and Advisory Bodies 2003-05 PROGRAM OBJECTIVES Planning Commission Goals ' ■ 2003-05 Review and recommend changes to the General Plan and Zoning Regulations, hear appeals of Zoning Administrator decisions, and review development and land use permit applications. The Commission's goal is a well-planned community with compatible land uses. ■ 2003-05 Address increased affordable housing opportunities through the adoption of revised General Plan Policies/Programs and through amended Zoning Regulations. ■ 2003-05 Permit and fund the Bob Jones and Railroad Safety Trails. ' ■ 2003-05 Identify "back bone" infrastructure components of the City's planned pedestrian and bilce path systems (such as bridges and crossings)and place them into the Capital Improvement Plan(CIP). ■ 2003-05 Implement Program 4.7 of the City's Circulation Element of the General Plan and adopt a Pedestrian Transportation Plan to encourage walling and expand pedestrian linkages. ■ 2003-05 Adopt an Urban Design Element of the General Plan ■ 2003-05 Provide funding and support for guest lectures on housing issues. Architectural Review Commission Goals ■ 2003-05 Evaluate the architectural merit of most commercial, residential, and public building projects, including ' exterior remodeling. Also advise the City Council on design standards, architectural design, and site plawing. Commission goals are 1)harmonious,aesthetic development within the City,and 2)preservation of the City's natural beauty and visual resources. ■ 2003-05 Prepare a new Urban Design Element to the City General Plan including streetscape improvement standards, provisions for housing, discussion of land uses, and an update of the Conceptual Physical Plan for the City's Center. ■ 2003-05 Special corridor studies including Broad Street corridor from South to Tank Farm Road; Los Osos Valley ' Road corridor from Madonna Road to the northwest end of City (Foothill Blvd); Foothill Boulevard Corridor;and Upper Monterey Street corridor. ■ 2004-05 Promote Housing in the City by developing an illustrated and photographed design guidelines for depicting ' quality appearing affordable housing choices, which also provides positive examples of collaborative opportunities between the city, landowners, lending institutions, and the development community towards workable solutions in achieving affordable housing choices. Cultural Heritage Committee Goals ■ 2003-05 Oversee a broad range of educational and technical assistance programs aimed at preserving historical and ' cultural resources. Maintain the master list of historical and cultural resources, maintain a historical preservation library, advise people restoring historic buildings, and review planned demolition of historical resources. The program goal is preservation of historic and architecturally significant buildings and locations. s 2003-05 Maintain and update the master and contributing lists of historic resources, with emphasis on potential annexation areas and threatened structures. ■ 2003-05 Prepare guidelines for infill housing and historic resources. ' ■ 2003-05 Complete the rehabilitation of the historic Southern Pacific Freight Warehouse within the taro-year budget cycle. ■ 2003-05 Update the Historic Preservation Program Guidelines. ® 2004-05 Develop standard mitigation measures for projects involving cultural resources, including a possible historic resource mitigation fiord. D-109 COMMUNITY DEVELOPMENT, s PROGRAM: Commissions&Committees(continued) DEPARTMENT: City Council and Advisory Bodies Actual Projected 2003-05-Ffiiaiicial Plan ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Total Agenda Items Reviewed 285 290 300 310 Total Advisory Body Meetings 68 69 75 80 I 1 1 I D-110 COMMUNITY bEVELOPMENT PROGRAM: Community Development Administration OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 200445 Staffing 301,200 367,400 405,100 425,500 Coact Services 27,300 50,900 32,100 31,700 Other Operating Expenditures 29,100 27,600 24,800 23,800 Minor Capital 4,700 Total 3579600 450,600 1 462,000 481,000 PROGRAM DESCRIPTION 1 The Community Development Administration program provides management and support for the Development Review, Long-Range Planning, and Building & Safety Divisions of the Community Development Department, and the City Council, Planning Commission,Architectural Review Commission and Cultural Heritage Committee. Program goals are 1)providing effective and efficient management and support in helping the operating divisions achieve their objectives; 2) promoting quality customer service throughout the Community Development Department and to other City departments; 3)establishing and maintaining complete and accurate records of staff and advisory body actions; and 4) providing prompt, courteous and accurate response to requests for information. This program includes the following activities: i Department administration. Providing overall administration and management of departmental operations;responding to requests for information from Council, committees and commissions, the public, consultants, staff; and other government agencies; developing and in3plementmg the department budget,administering consultant contracts;reviewing and approving home occupation permits;maintaining various sections of the department's website. , ■ Database and Records Management: Providing systematic control of the creation, processing, use,protection, storage, and final disposition of the department's public records; developing and maintaining specialized computer programs for , building and planning applications, as well as citywide notification program; database management, maintenance, research and data entry for City's InfoSLO Land Use Inventory program ® Citywide Addressing. Assigning,correcting,researching and maintaining citywide addressing,and ensuring that emergency response(police,fire,ambulance)and utility companies are informed of new addresses or address changes. i Committee and Commission Support. Preparing and distributing commission and committee agendas;providing public notice of commission and committee hearings;maintaining minutes and records of public hearings; and establishing postal, electronic and voice mail service for commissioners. ■ Public information and support services. Providing clerical support for the department(creating and maintaining files and ' schedules, processing payments and deposits, and preparing routine correspondence); assisting the public; answering the phone;maintaining planning and building files. STAFFING SUMMARY Regular Positions Director of Community Development 1.0 1.0 1.0 1.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Assistant II 3.0 3.0 2.0 2.0 1 Permit Technician 0.0 0.0 1.0 1.0 Total 5.0 5.0 5.0 5.0 Temporary Positions t Full-Time Equivalents(FTE) 1.0 1.5 1.5 1.5 D-111 1 ' COMMUNITY • • ' PROGRAM: Corm nnity Development Administration(continued) DEPARTMENT: Community Development ' SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ■ 2003-05 Providing 50%of graphic/digital services and map updating in-house with interns or volunteers will save $6,000 annually. ' ■ 2003-05 Deferring maintenance on newer equipment,and repairing or replacing others only if critical to operations, will save$1,000 annually. ■ 2003-05 Reducing printing and reproduction expenses by focusing on digitized copies and e-mailing will save ' $3,000 annually. ■ 2003-05 Eliminating some publications available on-line will save$500 annually. ■ 2003-05 Reducing publications for resale and developing distribution by CD's willsave$4,000 annually. ■ 2003-05 Decreases in office expenses,contract services,travel and meetings throughout the department will save ' $39,500 annually. 2003-05 PROGRAM OBJECTIVES ' ■ 2003-05 Continue to provide a high standard of customer service at the department's public counter. ■ 2003-05 Continue to upgrade specialized computer programs for building and planning applications. ' ■ 2003-05 Continue enhanced cross training of support staff. ■ 2003-05 Provide for adequate support of other departments and divisions in achieving major City goals. ■ 2003-05 Continue to provide support for code enforcement(building and zoning code)activities. ■ 2003-05 Continue to microfilm plans and records for projects that have concluded. ' Actual Projected t t t R WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 1 Public notices mailed 34,500 37,000 38,000 40,000 Public notice signs posted 500 630 650 675 Request for field investigation reports 775 790 500 525 Requests for building permit inspections(planners, building inspectors&code enforcement) 14,015 14,030 14,050 14,075 ' Home Occupation permits processed 160 165 170 175 Total advisory body meetings(inc.workshops) 65 70 75 80 Administrative/Director's Hearings 33 35 35 35 Development permit applications received 575 600 625 650 ' Customers served at the counter 35,000 35,500 1 36-000 36500 I I D-112 COOPMENT PROGRAM: Planning Development Review OPERATION: Planning DEPARTMENT: Community Development FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 446,600 479,300 518,500 544,000 Contract Services 68,200 46,500 Other Operating Expenditures 3,000 5,900 6,100 6,100 Minor Capital Total 517,800 5319700 1 524,600 5509100 PROGRAM DESCRIPTION ' The development review program assists the community with land use issues and questions,evaluates all types of development applications(including City-sponsored projects),and maintains the City's development regulations. It is a key component of the City's General Plan implementation strategy. Program goals are to 1)assist in achieving desired development within established policies,guidelines and standards;2)provide timely processing of applications consistent with State and local laws and policies; 3)provide for an enjoyable place to live, work, or visit;4)protect the public health, safety and welfare; and 5) stimulate high public awareness of decisions on planning and environmental issues. Planning development review program has five major activities: ' ■ Evaluating development applications. Processing use permits, variances, architectural review applications,development plans, subdivisions, and home occupation permit/business tax certificate review; conducting environmental review of development projects and capital projects referred by other departments; processing general plan and zoning amendments; processing annexation and pre-zoning proposals. Significant projects that are anticipated to be reviewed in 2003-2005 include Froom Ranch, Dalidio/San Luis Marketplace, Bowden Ranch, Margarita Area subdivisions, Calle Joaquin Hotel complexes,Broad Street Mixed Use development,and various auto dealer relocations. ■ Inter-department support. Providing support and assistance to the Building Division,Public Works Department,Utilities Department, Parks and Recreation Department, and the City's natural resources and economic development programs. Numerous capital improvement plan(CEP)projects.and Council goals will require environmental analysis and review by the ' Architectural Review(ARC)and Planning Commissions. • Maintaining development regulations and standards. Updating land use regulations (such as the Zoning Regulations, Subdivision Regulations and Sign Regulations), updating Architectural Review Guidelines, and Environmental Review Guidelines. Significant update projects that are anticipated in 2003-2005 include expansion of the City's Central Commercial Zoning District,expansion of the outdoor dining regulations,and alternative street standards. ■ Public information. Helping staff the department's public service counter and responding to citizen and student requests for information as well as providing an important liaison between project proponents and neighborhood groups.. • Council, advisory body and neighborhood group support. Providing staff support for the Council, Cultural Heritage Committee, Architectural Review Commission,Planning Commission, and Neighborhood Services Team for development review items and work goals. ' D-113 ' COMMUNITY O ' fPROGRAM: Planning Development Review(continued) DEPARTMENT: Community Development STAFFING SUMMARY ' Regular Positions Deputy Director/Development Review 1.0 1.0 1.0 1.0 Associate Planner 3.0 3.0 3.0 3.0 I Planning Technician* 1.0 1.0 1.0 1.0 Total 5.0 5.0 5.0 5.0 Temporary Positions Full-Time Equivalents 1.5 1.0 1.0 1.0 • Note: The Planning Technician is shown for budget purposes as being assigned to the Development Review Division. Theposition is actually allocated to both the Development Review and Long Range Planning Divisions at a rate of 80%Planning.Development Review and 20%Long Range Planning SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ' ® 2003-05 Reducing overtime budget will save$2,000 annually. Increases Required to Support Basic Service Levels ' ■ 2003-05 Extending the contract Associate Planner position approved in 2001-03 for an additional 24 months to provide the resources needed to handle increased permit activity will cost$81,500 in 2003-04 and$85,500 in 200405. ' 2003-05 PROGRAM OBJECTIVES Other Council Goals ti 2003-04 Dalidio Property Annexation, Provide continued staff review of the Dalidio/San Luis Marketplace development in achieving the Council objective to annex the Dalidio property. ■ 2003-05 Downtown Improvements: Cultural Center Development. Provide staff review of planning applications for development of a Cultural Center in the Mission Plaza extension area as illustrated in the Conceptual Physical Plan for the City's Center. Other Program Objectives ' ■ 2003-04 Revise street standards to slow traffic through. residential areas and improve the appearance of neighborhoods.. ■. 2003-05 Work with the ARC to review and possibly revise the City's Sign Regulations to meet legal objectives. ■ 2004-05 Report on outdoor dining in the downtown and consider possible expansion of test area. I D-114 COMMUNITY1 DEVELOPMENT PROGRAM: Planning Development Review(continued) 1 DEPARTMENT: Community Development Actual Projected 11 1 WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Development Permit Applications Received 268 300 300 300 1 Complex Projects(Annexations,General 15 27 25 25 Plan Amendments/Rezoni�,Planned 1 Developments,and Major Subdivisions) Advisory Body Agenda Items(Development 213 254 250 250 Review Only) 1 Administrative/Director's Hearings 26 26 25 25 Administrative Hearing Agenda Items 116 77 80 80 Processing for Other Department's Projects 8 10 5 5 (CIP or other) 1 Building Permit Plan Checks 500 460 450 350 . 1 I 1 1 i 1 1 1 D-115 COMMUNITY DEVELOPMENT IPROGRAM: Long-Range Planning OPERATION: Planning DEPARTMENT: Community Development Fi1ND: General Fund ' Actual Budgeted PROGRAM COSTS 2001-02 2002-03 200344 2004-05 Staffing 216,800 264,200 283,700 297,700 Contract Services 65,300 344,800 70,100 121,300 I Other Operating Expenditures 3,600 9,100 8,700 8,700 Minor Capital Total 285,700 618,100 362,500 427,700 PROGRAM DESCRIPTION I The long-range planning program oversees the preparation,maintenance and implementation of the long-range plans that direct the City's efforts to meet the future needs of its residents. Program goals are: ■ Conducting analyses to deternime present trends and future needs. ' ■ Organizing and facilitating community forums and outreach vehicles for citizen participation in the planning process. ■ Developing planning alternatives and strategies to meet future needs and realize community goals and values. ■ Developing programs and procedures that implement adopted plans. ■ Providing for the protection and preservation of the environment. ■ Promoting the wise use of City resources. ■ Protecting the public health,safety,and welfare. ■ Planning for well-managed growth and change. ■ Stimulating public involvement in planning decisions that affect community values and the local environment and economy. I ■ Providing planning projections to other responsible City departments and coordinate plans for consistency and efficiency. ■ Conducting environmental review as required by the California Environmental Quality Act for projects that involve the City as the lead agency. ' This program has nine major activities: ■ General Plan. Preparing new general plan elements as necessary, updating existing general plan elements, implementing I general plan policies and programs,preparing an annual report on the status of the general plan,and evaluating requests to modify general plan policies or procedures. ' ■ Specific Plans and Area Plans. Preparing specific plans and area plans. ■ Community Development Block Grant(CDBG)administration. Preparing and coordinating the preparation of the City's I CDBG program, assisting CDBG project managers with administration of approved grant programs (coordinating fiord transfers,monitoring and reporting). E Council and advisory body support. Providing staff support for the Council, Planning Commission, Cultural Heritage Conmmittee and Architectural Review Committee. s Population, demographic, and land use information. Maintaining population census and other statistical information Iregarding the City. i City sponsored annexations. Managing annexations initiated by the City typically involving multiple parcels that are not part of development permit applicatibns. ■ Environmental review for City projects. Preparing environmental analyses, reviews and documentation for projects that involve the City as lead agency or as a responsible agency pursuant to the California Environmental Quality Act D-116 COMMUNITY DEVELOPMENT PROGRAM: Long-Range Planning(continued) I DEPARTMENT: Community Development ■ Public information. Staffing the department's public service counter and responding to requests for information. ■ Other long-range planning activities. Reviewing the City's capital improvement plan for consistency with the General ' Plan; coordinating land use and planning issues where jurisdictional planning boundaries with other agencies overlap; representing the City's long-range planning goals at community meetings;participating in the City s open space protection programs; and conducting general research and working on special projects as requested by City departments, commissions, coamrittees,or the Council. ' STAFFING SUMMARY Regular Positions , Deputy Director/Long-Range Planning 1.0 1.0 1.0 1.0 Associate Planner 2.0 2.0 2.0 2.0 ' Total 3.0 3.0 3.0 3.0 Temporary Positions Full-Time Equivalents(FTE's) 0.1 0.1 0.0 _ 0.0 ' SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ' ■ 2003-05 Reducing overtime will save$5,000 annually. I ■ 2003-05 Eliminating temporary interns will save$2,000 annually. 2003-05 Reducing newsletter updates on major specific plans will save$1,000 annually. N 2003-05 Reducing attendance at conferences will save$2,000 amorally. ' 2003-05 Reducing the budget for new or updated software will save$500 annually. Increases Required to Support Basic Service Levels ■ 2003-04 Completing the Airport Area annexation will cost$11,900 in 2003-04 for LAFCo application filing fees. ■ 2003-04 Completing the Margarita Area annexation will cost$11,900 in 2003-04 for LAFCo application filing fees. ' ■ 2004-05 Performing the technical and environmental studies for a possible public plaza to be established within the Monterey Street right-of-way between Santa Rosa Street and Osos Street will cost$75,000 in 2004-05. 2003-05 PROGRAM OBJECTIVES ' Major City Goals ■ 2003-05 Housing. Adopt a housing element that expands housing opportunities for very low, low and moderate income households, preserves and enhances residential neighborhoods and complies with state laws including CEQA; and encourage and support Cal Poly's efforts to provide more on-campus housing ' consistent with their adopted master plan for housing and enrollment. ■ 2003-05 South Broad Street Corridor Plan. Adopt General Plan and.zoning amendments to create a mixed-use residential neighborhood along the South Broad Street corridor from South Street to Orcutt Road and seek ' grant funding to create a neighborhood concept plan for the area. ■ 2004-05 Downtown Improvements: Monterey Plaza.. Pursue the creation of a "Monterey Plaza" for civic gatherings and passive recreation,dependent upon the Copeland project. D-117 ' COMMUNITY • • ' PROGRAM: Long-Range Planning(continued) DEPARTMENT: Community Development 1 Other Council Goals ® 2003-04 Airport Area Annexation. Annex the Airport Area. 2003-04 Dalidio Property Annexation. Annex the Dalidio property. ■ 2004-05 Auto Center Expansion. Continueto explore the possibility of expanding Auto Center sites via Iannexation of the McBride and"gap"properties. Other Program Objectives ■ 2003-04 Complete General Plan/Airport Land Use Plan Conformity Review. M 2003-04 Annex the Margarita Area. M 2003-05 Complete the Orcutt Area Specific Plan. ' ■ 2004-05 Annex the Orcutt Area. ■ 2003-05 Continue coordinating County,Regional and State Planning activities. ■ 2003-05 Continue administering the Affordable Housing.Fund ■ 2003-05 Continue administering the Mills Act program. ' ■ 2003-05 Continue administering the Community Development Block Grant program. ■ 2003-05 Continue monitoring the General Plan Annual Report/Growth Management program. ■ 2003-05 Continue CIP Conformity reviews. I ■ 2003-05 Continue providing CHC Staff support.. ■ 2003-05 Continue to implement the General Plan(ordinances,special studies,amendments). ■ 2003-05 Continue providing Public Information/Zoning Counter.Support I ■ 2003-05 Continue maintaining GIS CEQA reference.Maps. ■ 2003-05 Continue coordinating Environmental Review for City projects. Actual Projected I I ' WORKLOAD MEASURES 2001-02 2002-03 2063-04 2004-0 General Plan Updates 0 1 2 1 ' General Plan Amendments 7 5 4 4 Specific Plans and Area Plans 0 0 2 2 Annexations 2 0 2 1 ' CDBG Projects 8 10 6 6 Housing Element Improvement Programs 3 2 1 3 Other General Plan Improvement Projects 2 3 2 2 Environmental Reviews 4 5 4 4 I General Plan Annual Reports I 1 1 1 General Plan Conformity Reports 4 3 3 3 County Development Project Referrals 39 30 25 25 ' Community and Committee Workshops 9 18 10 10 City Council and Advisory Body Agenda Items 89 85 1 85 80 I D-118 COMMUNITY-DEVELOPMENT PROGRAM: Housing OPERATION: Planning , DEPARTMENT: Community Development FUND: Community Development Block Grant Actual Budgeted �111AKMS ON PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 65300 92,200 Contract Services 171,000 272,500 125,400 125,400 Other Operating Expenditures 3,000 1,000 Minor Capital Total 171,000 272,500 194,100 21 600 PROGRAM DESCRIPTION This program coordinates the City's housing programs by aggressively seeking grants, low-interest loans, public-private housing partnerships and other types of affordable housing assistance; coordinating housing programs with public and private agencies; and managing the Community Development Block Grant(CDBG)program,including technical assistance to other departments, preparing federal environmental documents; monitoring grantee performance and maintaining grant records. This program also provides funding to the Economic Opportunity Commission (EOC) in helping them meet the housing needs of homeless persons in San Luis Obispo. The program's goals are: I)achieving the City's housing goals as set forth in the General Plan;and 2)helping fund a sheltering program that meets the immediate housing needs of homeless persons. The major activities of this program are: ' Housing Program Coordination ■ Affordable Housing. Developing and implementing programs to promote affordable housing which address a broad range of housing needs and income levels, such as rehabilitation loans, development incentives, homebuyer assistance, renter assistance, group and senior housing and related community development and zoning programs to assist housing initiatives.. • Expansion of Grant and Other Funding Programs. Expanding the range of housing assistance available by aggressively seeking new grants, loans and other funding sources, and by establishing partnerships with private non- profits, lenders, housing consortia, community housing and development organizations, church groups and others; and assisting citizens, non-profits, advisory bodies, staff and others seeking CDBG or other grants for community-wide housing,homeless and community development programs. ■ Student Housing. Working closely with Cal Poly and Cuesta to provide on- and off campus for their students that does , not disrupt existing City neighborhoods. ■ Grant Administration. Managing the City's housing-related grant programs such as CDBG and maintaining high ' quality customer services through expeditious application review, processing and reporting; monitoring grantee performance to ensure effective use of grant funds; and ensuring compliance with grant rules and fair housing requirements. e Housing Element Implementation. Maintaining the City's Housing Element and coordinating implementation of policies and programs. ■ Affordable Housing Monitoring. Monitor affordable rental and ownership housing to assure that it is being utilized ' consistent with the City's housing programs and the conditions placed on the housing when approved. D-119 COMMUNITY • ' PROGRAM: Housing OPERATION: Planning DEPARTMENT: Community Development FUND: Community Development Block Grant ' Homeless Shelter Operations ' ■ Homeless Shelter Funding. Providing funding assistance to the EOC for the operation of their homeless shelter program, which provides meals, overnight shelter and counseling assistance to homeless children, women, and men in San Luis Obispo. For 2003-05,the City anticipates providing$125,400 annually in CDBG funds for operating the shelter program; ' the County of San Luis Obispo is expected to contribute a similaramount. Note: Through the Human Relations Program, the City also provides funding assistance to the EOC for operation of the ' homeless day care center located at the City's Corporation Yard on Prado Road The center offers various services for homeless persons and those vulnerable to becoming homeless. Hot meals are made available through the volunteer efforts of the People's Kitchen. In addition, the center itself has showers, laundry facilities,a children's play area and creates a single location for a number of service providers to meet with their homeless clients. In the past, operational funding of ' $50,000 annually was provided through the CDBG program, with an amount matched by the County. Beginning with the. 2003 grant year, CDBG funding from the City is no longer available for the day center due to federal limits on the use of CDBG funds for public services. (The limit is 15%of total CDBG funds:the City's allowable maximum is already allocated to the homeless shelter). As such, effective 2003-04, the General Fund now funds the City's contribution to the Prado Day Center. STAFFING SUMMARY Contract Position Housing Programs Coordinator 0.0 0.0 1.0 1.0 SIGNIFICANT PROGRAM CHANGES ■ 2003-05 Adding a contract Housing Programs Coordinator to administer and expand the City's housing programs ' will cost$68,700 in 2003-04 and$93,200 in 2004-05.The cost of this position will be fully funded by the City's CDBG allocation. 2003-05 PROGRAM OBJECTIVES Major City Goals ■ 2003-05 Housing. Adopt a housing element that expands housing opportunities for very low, low and moderate income households, preserves and enhances residential neighborhoods and complies with state laws including CEQA; and encourage and support Cal Poly's efforts to provide more on-campus housing ' consistent with their adopted master plan for housing and enrollment Other Program Objectives ■ 2003-05 Provide a significant increase in the staff time that can be focused directly on housing programs. ■ 2003-05 Develop new programs to promote affordable housing which address a broad range of housing needs and income levels such as rehabilitation loans, development incentives, homebuyer assistance, renter ' assistance, group and senior housing, and related community development and zoning programs to assist housing initiatives. ■ 2003-05 Expand the range of housing assistance available by aggressively seeking new grants, loans and other funding sources, and by establishing partnerships with private non-profits, lenders, housing consortia, community housing and development organizations,church groups and others. ' ■ 2003-05 Administer the homeless shelter contract with the EOC. ' D-120 COMMUNITY bEVE-LOPMENT PROGRAM: Housing OPERATION: Planning t DEPARTMENT: Community Development FUND: Community Development Block Grant Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Daily overnight stays at the shelter 74 75 77 80 Breakfast and dinner served at the shelter 179 180 182 185 Solicit grants,loans,and other forms of 3 6 financial assistance for affordable housing Implement Housing Element programs 2 5 1 D-121 ' COMMUNITY DEVELOPMENT ' PROGRAM: Building and Safety OPERATION: Construction Regulation DEPARTMENT: Community Development FUND: General Fund 1 Actual Budgeted - - PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 1 Staffing 396,700 477,100 572;300 . 599,500 Contract Services 79,900 122,600 34,100 31,600 ' Other Operating Expenditures 18,200 19;300 20,100 24,700 Minor Capital 71,500 Total 566,300 619,000 626 00. 6557800 1 PROGRAM DESCRIPTION ' The building and safety program implements the adopted construction codes and other state and local laws that regulate building construction and use. The program goal is safe, sound,accessible,and energy-efficient buildings that comply with all applicable construction regulations. This program has five major activities: ' ■ Public information. Answering questions, offering interpretations of construction codes, promoting understanding of the City's regulations,and advocating violation prevention. ' ■ Construction permit application review. Reviewing construction permit applications and plans for compliance with applicable codes,issuing permits,and collecting fees. ■ Development review coordination. Coordinating permit application review with other departments/agencies to ensure ' compliance with other development regulations. ■ Construction inspection. Inspecting construction projects to ensure compliance with codes and approved plans. 1 ■ Code enforcement. Investigating alleged violations of housing,zoning,sign,and construction codes and following through with abatement actions. ISTAFFING SUMMARY Regular Positions ' Chief Building Official 1.0 1.0 1.0 1.0 Building Permit Coordinator 1.0 1.0 1.0 1.0 Plans Examiner 1.0 1.0 1.0 1.0 Senior Building Inspector 0.0 1.0 1.0 1.0 Building Inspector 2.0 1.0 1.0 1.0 Code Enforcement Officer 0.0 1.0 1.0 1.0 I Code Enforcement Coordinator 1.0 0.0 0.0 0.0 Total 6.0 6.0 6.0 6.0 I Temporary Positions Full-Time Equivalents(FTE) 0.1 1.0 1.0 1.0 D422 COMMUNITY DEVELOPMENT PROGRAM: Building and Safety{continued) DEPARTMENT: Community Development SIGNIFICANT PROGRAM CHANGES ' Reductions Required to Balance the Budget ■ 2003-05 Reducing engineering&plan check contract services saves$35,000 annually. ■ 2003-05 Reducing publications for resale saves$3,000 annually. ■ 2003-05 Reducing microfilming contract services saves$3,000 annually. , ■ 2003-05 Reducing overtime funding saves$6,000 annually. Increases Required to Support Basic Service Levels ' ■ 2003-05 Continuing a contract full-time Building Inspector position to provide adequate staff resources for construction inspection workloads will cost$70,200 in 2003-04 and$73,400 in 2004-05. 2003-05 PROGRAM OBJECTIVES Program Objectives ■ 2003-04 Process permit applications,issue permits,conduct inspections,and investigate alleged code violations. ■ 2003-05 Microfilm or digitize plans and permit records for projects completed. ■ 2003-05 Participate in training opportunities concerning the technical codes and state regulations. e 2004-05 Adopt and amend the 2004 editions of the California building codes. ■ 2003-05 Establish and/or maintain policies and procedures as needed to insure efficiency, consistency, and . completeness of plan review and inspection processes. Actual Projected 2003-05 Financial I'lan WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Number of building permits issued 699 759 750 750 ' $Value of construction permitted 78,410,778 80,000,000 75,000,000 75,000,000 Plan Check applications processed 688 700 650 650 ' Inspections Conducted 7,714 10,650 11,000 11,000 Enforcement Cases Received 442 450 450 450 Total Enforcement Cases Closed 405 425 425 425 Closed by Referral to City Attorney 0 4 10 10 ' Average Days to Resolve Cases 107 100 1 100_ 100 t 1 D-123 COMMUNITY • • PROGRAM:. Engineering Development Review OPERATION: Construction Regulation DEPARTMENT: Public Works FUND: General Fund Actual .Budgeted 2003-05 Fifiancia.l.Plan. -- PROGRAM COSTS 2001-02 2002-03 2003-04 200445 Staffing 223;500 249,100 279,800 293,200 Contract Services 3,400 3,000 3,200 3,200 Other Operating Expenditures 1,200 1,900 2,100 2,100 Minor Capital Total 228,100 254,000 285,100 298,500 PROGRAM DESCRIPTION The Engineering Development Review Program oversees design and construction of various public works projects built by private developers for City ownership. These projects typically include additions to the City's water, wastewater, street, flood protection,and park systems. This program also grants permission for various uses of public rights of way. The program goal is safe, effective, and efficient public works which meet established engineering standards and specifications. This program has ' three major activities: N Development Review. Reviewing parcel maps, subdivision maps, and subdivision construction plans as required by the Subdivision Map Act;reviewing private building and development project plans;enforcing Federal Emergency Management Act(FEMA)standards which prevent or reduce damage caused by flooding. E Encroachment Permit Review. Reviewing and approving all encroachments into the public right of way,including:private construction,public capital improvement project construction, utility installation and repair,newsracks, and outdoor dining facilities;monitoring truck routes and issuing wide load trucking permits: 1 ® Recordkeeping. Preparing and filing as-built drawings of private&public works construction;preparing legal descriptions for property transactions;abandonment and easement requests. ' STAFFING SUMMARY Regular Positions 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 Engineering Assistant 2.0 0.0 0.0 0.0 Total 3.0 3.0 3.0 3.0 1 I D-124 COMMUNITYIDEVELOOMENt PROGRAM: Engineering Development Review(continued) ' DEPARTMENT: Public Works SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reclassifying the principal civil engineer position to associate civil engineer will save$10,600 annually. 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Continue working towards achieving program objectives. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Encroachment permits issued 263 250 250 275 Excavation work permitted(lineal meters) 3,310 3,500 3,500 3,500 Sidewalk work permitted(lineal meters) 1,431 800 800 800 Driveway ramp work permitted(lineal meters) 351 250 250 250 Transportation permits issued 69 75 75 75 Improvement plans approved 19 5 5 5 Tract maps approved 4 4 4 4 Parcel maps approved 4 4 4 4 Planning applications reviewed 161 165 165 165 Building permit applications reviewed 135 150 150 150 1 I I D-125 COMMUNITY DEVELOPMENT• s PROGRAM: CII'Project Engineering OPERATION: Construction Regulation DEPARTMENT: Public Works FUND: General Fund Actual Budgeted 2003-0 5 Himicial Plan PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 IStaffing 1,008,900 1,080,400 1,217,300 1,271,500 Contract Services 45,000 33,700 28,600 28,600 ' Other Operating Expenditures 17,100 29,000 16,600 16,600 Minor Capital 4,200 Total 1,075,200 1,143,100 1 1,262,506 .1,316,700 PROGRAM DESCRIPTION The CIP Project Engineering Program oversees design and construction of all construction projects in the City's Capital Improvement Plan(CIP). These projects include improvements to buildings,parks;and streets as well as water,wastewater,and flood protection systems. The program also provides inspection services for public infrastructure improvements built by the private sector in addition to those constructed by the City. The program goal is cost-effective CIP projects and public ' infrastructure improvements that meet established engineering standards and specifications. This program has four major activities: ■ CIP Project Design. Acquiring right of way;designing projects;preparing plans,specifications,and cost estimates. ■ CIP Project Construction Management. Advertising for bids on construction contracts; qualifying contractors and awarding contracts; inspecting construction work for conformance to specifications; preparing estimates for progress ' payments ■ Private Development Inspection. Inspecting construction work by the private sector on public facilities that will be dedicated to the City and ensuring that this construction conforms to City standards. ® Recordkeeping. Preparing and maintaining record maps of City streets and infrastructure; preparing as-built drawings of CIP project construction;preparing legal descriptions for property transactions; preparing exhibits and maps for meeting presentations. STAFFING SUMMARY Regular Positions Supervising Civil Engineer 0.0 1.0 1.0 1.0 Associate Engineer 0.0 3.0 3.0 3.0 Assistant Engineer 0.0 1.0 1.0 1.0 Construction Engineering Manager 0.0 0.0 1.0 1.0 ' Program and Projects Coordinator 0.0 0.0 1.0 1.0 Field Engineering Assistant 0.0 1.0 2.0 2.0 Public Works Inspector 1.0 2.0 2.0 2.0 ' Engineering Technician 4.0 3.0 3.0 3.0 Deputy Public Works Director/City Engineer 1.0 1.0 0.0 0.0 Field Engineering Supervisor 0.0 1.0 0.0 0.0 ' Civil Engineer 2.0 0.0 0.0 0.0 Engineering Assistant 5.0 0.0 0.0 0.0 Total 13.0 130 14.0 14.0 ' Temporary Positions Full-Time Equivalents(FTE) 3.8 2.5 3.5 3.5 D-126 COMMUNITY DEVELOPMENT PROGRAM: CIP Project Engineering(continued) ' DEPARTMENT: Public Works SIGNIFICANT PROGRAM CHANGES None. ' 2003-05 PROGRAM OBJECTIVES Major City Goals ■ 2003-05 LOVR/Highway 101 Improvements. Continue working towards improvements at the Los Osos Valley Road/Highway 101 interchange. Other Council Goals ■ 2003-05 Laurel Lane/Orcutt/Bullock Realignment. Complete the realignment of Laurel Lane/OrcuttBullock f Streets. ■ 2003-05 Santa Barbara Street Widening. Complete the existing widening project for Santa Barbara Street from ' Highway 227/Broad Street to Roundhouse. ■ 2003-05 Waterways Management Plan Implementation Program. Upon completion of the Waterways Management.Plan,adopt an implementation program. Other Program Objectives N 2003-04 Begin implementing the "Job Order Contracting" (JOC) system for maintenance-oriented construction projects. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Construction projects designed 7 17 12 9 Value of projects designed $7,500,000 $6,500,000 $5,500,000 $11,200,000 Permit inspections 263 249 250 250 Tracts under inspection 17 17 15 15 Value of projects constructed $8,800,000 $26,000,000 $6,800,000 $18,300,000 i 1 1 D-127 ' COMMUNITY • • ' PROGRAM: Natural Resources Protection OPERATION: Natural Resources Protection DEPARTMENT: Administration FUND: General Fund, Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 ' Staffing 171,700 190,200 218,100 228,700 Contract Services 56,500 .110,900 56,600 56,800 Other Operating Expenditures 24,000 29,300 20,100 20,100 Minor Capital Total 252,200 330,400 294,800 305,600 PROGRAM DESCRIPTION For many years, the City of San Luis Obispo has had in place numerous policies and programs designed to protect and enhance the City's natural environment. Carrying out these policies and programs was a responsibility shared by a number of departments and staff persons. In 1995 a more formally structured program was created to bring greater overall guidance and a proactive approach to the City's environmental protection and restoration efforts and to the open space and greenbelt. programs. Because of growth in the City's open space system and increased responsibility for mitigation activities,in 2000, the Natural Resources Protection Program was expanded significantly with the addition of the City Biologist. Today the program has two major activities: ' ■ Open space/greenbelt acquisition and management. This activity consists of the identification of important open space resources of the community (referred to as the San Luis Obispo greenbelt) and seeking long-term protection of those resources. This involves(1)educating the community as to the value of open space resources and(2)working with ' landowners,planning officials, and grant-mating organizations to effect long-tern land and habitat protection. Methods used to achieve this protection include direct purchase of land or less-than-fee interest in land; accepting dedications of land in conjunction with the granting of development entitlements;accepting outright donations of land or easements;and working with the County and with nonprofit organizations on policies that protect the greenbelt. Consistent and effective stewardship of open space lands in City ownership is a fundamental component of this activity. • Natural resource protection, project mitigation and educational outreach. This activity consists of improving the ' environmental components of development projects and of routine maintenance, regardless of the party carrying it out. This is done by:(1)participating in the review of development proposals and recommending modifications or mitigations where appropriate; and(2)working with landowners and City staff on maintenance projects affecting sensitive resources ' or habitats. This may include activities as disparate as advising City staff and homeowners on maintenance practices within creek areas, to overseeing mitigation programs for major City projects. The latter activity is an important new focus for the Natural Resources Protection Program occasioned by the hiring of the City Biologist. This activity, previously administered in several departments,has been transferred to the Natural Resources Protection Program This I program also (3) seeks to educate citizens about'the community's natural resources by developing an inventory of the City's natural resources and making that information available to the community through various educational and volunteer activities. ISTAFFING SUMMARY I Regular Positions Natural Resources Manager 1.0 1.0 1.0 1.0 City Biologist 1.0 1.0 1.0 1.0 Administrative Assistant III 0.3 0.3 0.3 0.3 ' Total 23 23 23 23 D-128 COMMUNITY 'DEVELOPMENT PROGRAM: Natural Resources Protection(continued) DEPARTMENT: Administration SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Allocating costs of the Natural Resources Manager and City Biologist to the Water and Sewer Funds for mitigation monitoring/reporting will save$40,500 annually. 2003-05 Reducing printing expenditures will save$3,500 annually. ■ 2003-05 Reducing contract with the Land Conservancy from$15,000 to$7,500 will save$7,500 annually. * 2003-05 Reducing contract with ECOSLO from$26,500 to$14,000 will save$11,500 annually. Increases Required to Support Basic Service Levels ■ 2003-05 Fully funding open space property tax payments will cost an additional $6,300 in 2003-04 and $6,500 in 2004-05 (up from$4,500 in 2002-03)for open space properties outside the city limits. However,partially offsetting this cost is rental income from the use of open space properties. 2003-05 PROGRAM OBJECTIVES Other Program Objectives ■ 2003-05 Research potential use of surplus City-owned properties to continue funding for open space or agricultural land conservation,and utilize those possibilities if appropriate. M 2003-05 Continue to take advantage of fee or easement acquisition opportunities and grant support. ■ 2003-05 Oversee completion of the Conservation Plans for the Irish Hills,Bishop Peak,.and Cerro San Luis Obispo 1 Natural Reserves and the Johnson Ranch Open Space,and begin implementation of those plans. 2003-05 Assist Utilities Department in design and implementation of the Coon Creek mitigation project, and the Old Creek Habitat Conservation Plan. ■ 2003-05 Oversee development of open space components of the Airport,Margarita,and Orcutt.Area Specific Plans, and the Bowden Ranch project,and begin implementation of those plans.. 0 2003-05 Continue development of City's Natural Resources Protection Program website. ■ 2003-05 Continue natural resources inventory elements and publication of educational documents. ' ■ 2003-05 Continue to oversee City mitigation efforts, particularly along the City's creeks and at the Damon-Garcia Sports Complex site. ■ 2003-05 Continue to oversee ECOSLO and Land Conservancy contracts. ■ 2003-05 Participate in Los Padres National Forest Plan Update as it pertains to City open space interests. ' ■ 2003-M Participate in development of the City-to-the-Sea Greenway. ■ 2001-03 Provide technical support for Cal Poly's proposed student housing project. ■ 2003-05 Continue to take a leading staff role in matters involving City creeks. Actual Projected 2003-05 Financial Plan WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 ' Land Transactions 4 1 2 2 Staff referrals responded to 50 50 55 60 Citizen referrals responded to 800 800 825 850 ' Stewardship or education events/participants 20/800 20/800 20/800 20/800 Grant funds applied for $1,930,000 $2,420,000 $3,525,000 $2,280,000 Grant funds approved $300,000 $275,000 $2,500,000 $1,250,000 Acres acquired in fee/easement 860 1 740 300 Natural Resource Management Plans Completed 0 1 1 2 3 D-129 1COMMUNITY DEVELOPMENT 1 PROGRAM: Economic Development OPERATION; Economic Health DEPARTMENT: Administration FUND: General Fund 1 Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-65 1 Staffing 84,900 110,000 124,600 130,800 Contract Services 51,800 63,600 51,300 36,300 1 Other Operating Expenditures 2,800 .10,500 11,500 11,500 Minor Capital Total 139,500 184,100 187,400 178,600 1 PROGRAM DESCRIPTION 1 The economic development program seeks to create an atmosphere conducive to the creation, maintenance,and expansion of a diverse local economy, consistent with the community's vision for San Luis Obispo. This effort will result in maintaining and increasing the number of quality jobs and will also enhance the fiscal position of the City through increased business tax, sales tax,transient occupancy tax and property tax revenues. This program has two major activities: 1 ■ Ongoing Economic Development. This activity includes: providing local business retention and expansion assistance; providing in-fill sitelbuild ng space location assistance; providing high levels of customer service (such as the Quick 1 Response Team); City image enhancement; solidifying partnerships with Cal Poly and Cuesta College; serving as property owner liaison for completing Airport Area Specific Plan;distributing marketing materials;maintaining,updating and providing content to the economic development Web site;networking locally with Association of Manufacturers and Distributors, Chamber of Commerce; Central Coast Marketing Team, commercial real estate brokers, Downtown 1 Association, Economic Vitality Corporation(EVC), Small Business Development Center, Softec, and others; continuing revitalization efforts with the Copelands Project and others; assisting retailers (downtown, auto dealers and local shopping centers)and other small business owners. 1 ■ Marketing Initiative. Successful economic development dePends heavily upon proactive and strategic marketing; therefore, a proactive targeted marketing program is included in the Economic Development Program In addition to 1 enhancing the City's image,efforts will be focused on presenting the advantages and opportunities available to businesses remaining and locating in San Luis Obispo, with an emphasis on customer service, demographic analysis and the attraction of Council endorsed targeted industries. This effort is achieved through the development and dissemination of various marketing materials, the role of the City's Economic Development Manager as Lead Staff Member to the' 1 Promotional Coordinating Committee and supervisor of all Community Promotion Events, attendance by the Program Manager at events and meetings, participation in marketing organizations, participation on the Visitors and Conference Bureau Board of Directors,and collaboration with other local groups at trade shows to market the entire region. 1 STAFFING SUNIMARY Regular Positions 1 Economic Development Manager 1.0 1.0 1.0 1.0 Administrative Assistant III 0.3 0.3 0.3 0.3 Total 13 1.3 13 13 I 1 D-130 COMMUNITY1 DEVELOPMENT PROGRAM: Economic Development(continued) DEPARTMENT: Administration SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the.Budget ■ 2003-05 Reducing office expenses,travel,meeting and dues will save$1,200 annually. ■ 2003-05 Reducing contract web design services with a majority conducted"in-house"will save$1,000 annually. ' 2003-05 Eliminating an ad in SLO Chamber of Commerce Membership Directory will save$1,200 annually. ■ 2003-05 Eliminating other marketing and trade show expenses will save$4,000 annually. Increases Required to Support Basic Service Levels 1 ■ 2003-05 Continuing economic analysis and assistance in negotiations by Economist Allan Kotin on the economic impacts to the City of various aspects of the San Luis Obispo.Marketplace Project will cost the City $20,000 in 2003-04 and$5,000 in 2004-05. ' ■ 2003-05 Continuing contract services with the Economic Vitality Corporation of San Luis Obispo County(EVC) will cost$10,000 annually. 2003-05 PROGRAM OBJECTIVES 1 Major Council Goals ® 2003-05 TOT Revenues. Encourage and promote projects that will increase lodging and conference facilities in order to generate additional transient occupancy tax revenues: ■ 2003-05 Sales Tax Revenues. Encourage and promote retail projects that will increase sales tax revenues. Other Council Goals ■ 2003-05 Airport Area Annexation. Annex the Airport Area: ■ 2003-05 Dalidio Property Annexation. Annex the Dalidio e 2003-05 Auto Center Expansion. Continue to explore the possibility of expanding Auto Center sites via annexation of the McBride and"gap"properties. Other Program Objectives E 2003-05 Continue to serve as principal staff to the City's Promotional Coordinating Committee, manage the ' Community Promotions efforts and supervise contractors involved in these efforts. ■ 2003-05 Continue to coordinate the Copelands Project through construction and possible exercise of the Chinatown Option. ■ 2003-05 Continue to coordinate the San Luis Obispo Marketplace Project through its development review and negotiations with the City. ■ 2003-05 Continue to pursue economic development program objectives to increase the diversity and compensation levels for local jobs,retain and expand existing businesses and recruit targeted industries. ■ 2003-04 Assist in the education of property owners,business owners,and the community regarding the Airport Area Specific Plan, and possible annexation of the Airport Area for open space and to create the necessary inventory for current and future business Creeds. ' ■ 2003-05 Continue to coordinate the City's Quick Response Team ■ 2003-05 Monitor new and existing Economic Development contractors and provide evaluation for continued and future funding. ■ 2003-05 Work with the Downtown Association to support their five-year Economic Strategy. ' ■ 2003-05 Continue existing business visitation program with bi-monthly meetings with City Council and San Luis Obispo Chamber of Commerce. Continue current one-on-one program and include future data gathering about local businesses. ■ 2003-04 Evaluate existing Targeted Industries for continued compatibility with San Luis Obispo and if necessary present revised list to Council for consideration. D-131 COMMUNITY • • ' PROGRAM: Economic Development(continued) DEPARTMENT: Administration ' ■ 2003-05 Continue to expand and improve the Economic Development Program website by maintaining existing partnerships with local real estate brokers,by implementing new technologies as they become available to the City and by pursuing the implementation of an interactive,GIS based,Economic Development Program website which increases the level of sophistication of demographic information available to the public.. ■ 200345 Continue to work with uptown and Broad Street area Auto Dealers to meet their retention and expansion ' needs and assist in the possible re-use of existing sites. ■ 2004-05 Expand marketing initiatives to proactively reach targeted industries and implement a proactive program for the business park portion of the Aiiport Area upon its annexation. s 200345 Continue to provide high levels of customer service to new retail and lodging projects. 1 Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 200445 City/Chamber Bi-Monthly Business Visits 12 12 12 12 Economic Development Manager Business Visits 30 35 40 40 ' Quick Response Team Meetings Facilitated 16 20 20 22 Economic Development Contracts Administered 6 4 4 4 Development Negotiations Participated In 55 45 45 40 Contacts with local businesses regarding retention issues 36' 45 50 50 Contacts with prospective businesses 24 24 36 36 Hits on Economic Development Website 8,000 9,600 10,000 11;000 ' Jobs retained or created through CDBG Revolving Loan Fund 4 4 5 5 External association/organization meetings 100 110 110 110 attended I I D-132 COMMUNITY • ' PROGRAM: Community Promotion OPERATION: Economic Health DEPARTMENT: Administration FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing Contract Services 404,100 367,700 378,700 374,600 Other Operating Expenditures 300 600 600 600 Minor Capital Total 404,400 368,300 379,300 375,200 PROGRAM DESCRIPTION Promotion Coordinating Committee In June of 1970, the City Council established the seven-member Promotional Coordinating Cottee (PCC) as a standing committee. The goals of the PCC are to(1)improve the quality of life available to all residents of and visitors to San Luis Obispo and (2)promote, in a manner consistent with long-range community goals, the development of San Luis Obispo as a regional trade and tourist center. The PCC is responsible for a comprehensive promotional program that includes overseeing the development of an advertising and promotional campaign as well as promotional publications, including reaps and informational brochures. The PCC also makes recommendations to the Council regarding grants to organizations that encourage and provide for the economic, cultural,and recreational improvement of San Luis Obispo(see Cultural Activities Program). Community Promotion Program The community promotion program promotes the City as a tourist destination. The program goal is to create a strong and reliable tourism component for the City's economic base. The program focuses on funding the City's diversified approach to community promotions. Presently there are four separate contracts focusing on providing Visitors Center Service, Public Relations,Direct Advertising and Regional Advertising. STAFFING SUMMARY None. Staff assistance is provided by the Economic Development Manager and/or Principal Administrative Analyst,and supported by the Administration Department's Administrative Assistant requiring approximately 350 hours per year. SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget 0 2003-04 Eliminating the Enhanced Promotional Fund will save$50,000 in 2003-04. 1 Increases Required to Support Basic Service Levels 0 2003-04 Performing a study of advertising effectiveness will cost$15,000 for consultant services in 2003-04. t 1 1 D-133 COMMUNITY • ' PROGRAM: Community Promotion(continued) DEPARTMENT: Administration ' 2001-03 PROGRAM OBJECTIVES IMajor City Goals ■ 2003-05 TOT Revenues. Encourage and promote projects that will increase lodging and conference facilities in order to.generate additional transient occupancy tax revenues. Other Program Objectives ■ 2003-05 Develop,obtain Council approval and implementannual promotional programs. ■ 2003-04 Complete assessment of local lodging industry conditions.. ■ 2003-04 Establish a Task Force of local tourism experts to develop a TOT revenue enhancement strategy. ' ■ 2003-05 Provide high levels of customer service to new lodging or conference projects. ■ 2003-05 Explore the possibility of the use of the Veterans Building for conference facilities. ■ 2003-05 Assess transportation opportunities for visitors. ■ 2003-M Nurture and enhance tourism to San Luis Obispo through a variety of methods,including collaborating with I other organizations through the San Luis Obispo Chamber of Commerce Tourism Council. ■ 2003-05 Continue to identify and implement ways of improving destination tourism during non-peak seasons. ■ 2003-0 Continue efforts to expand advertising in secondary tourism markets, in particular the Bay Area and San Joaquin Valley. ■ 2003-05 Provide close oversight of the City's promotional contracts to assure accountability. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Number of promotional contracts administered 4 4 4 4 I PCC meetings staffed 28 29 28 28 TOT Dollars received by City $3,790,262 $3,979,800 $4,178,800. $4,387,700 I I D-134 COMMUNITY DEVELOPMENT ' PROGRAM: Downtown Association OPERATION: Economic Health ' DEPARTMENT: City Council&Advisory Bodies FUND: Downtown Association Fund Actual Budgeted- -- — _ PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 144,200 148,200 155,100 167,100 Contract Services 157,400 124,600 138,000 138,500 Other Operating Expenditures 82,200 76,900 74,700 75,200 ' Minor Capital Total 383,800 349,700 367,800 380,800 PROGRAM DESCRIPTION ' The Downtown Association is a.specia)fee district within a limited geographical area of the City's core. It was established in 1975 primarily as a parking and promotions district for downtown businesses. The Downtown Association is fimded by a 100 percent surcharge added to the business taxes of businesses located within the Association's boundaries. An eleven member board of directors develops a budget and work program to allocate revenues for the purposes of the Downtown Association's mission which reads as follows: The SLO Downtown Association is a partnership of members working for the economic, social, cultural and environmental vitality of Downtown. The Downtown Association program has four major activities: ® Promotions. A designated committee designs and implements nearly two dozen seasonal, traditional and newly added ' activities to increase the visibility of Downtown and increase visits by residents and tourists. The annual Holiday Parade, the Rib Cook O$ Concerts in the Plaza, Taste of San Luis and Fanners' Market (Thursday Night Promotions) are examples of this activity. ' Design. The Design Committee (formerly Beautification Committee) annually reviews its projects to apply funds and energy where most.nceded and effective including enhancement,maintenance and upgrading programs. Examples of this include tree lighting,flag banners,"Sweep `n Greet"and public art. ■ Parking and Access. Continually an issue for the Downtown,parking remains at the top of the list for the Association's two year program of work: aggressively obtain more convenient and available parking and acquiring a site for a third structure. The goal is to provide adequate, convenient and available parking for both customers and employees in the Downtown core. Further goals include working with the City and other agencies to provide or promote alternative means of access to the Downtown,particularly for employees. ■ Economic Activity. The Downtown Association, in compliance with the Main Street 4-Point program,has developed a ' committee whose program is dedicated to business health and stability in the Downtown. Working with the City's Economic Development Manager and Main Street, the Downtown Association will embark on programs including continuing implementation of its Downtown Strategic Plan, Downtown construction projects, Downtown information kiosk and more. STAFFING SUMMARY Temporary Positions Full-Time Equivalents(F"TE) 3.3 3.3 3.3 .3.3 I D-135 • bLVP-LOPMENT I PROGRAM: Downtown Association(continued) DEPARTMENT: City Council&Advisory Bodies SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-04 Reducing Holiday expenses including Santa's House and Parade Coordinator will save$10,000 annually. ■ 2003-05 Eliminating the Promotions Assistant will save$12,000 annually. ' ■ 2004-05 Reducing design activity costs,such as"Sweep`n Greet"and banner hangings,will save$2,500 annually. Increases Required to Support Basic Service Levels I ■ 2003-04 Increased retirement and worker's compensation costs:$10,000. ■ 2003-05 Increased costs for technology such as phones,DSL services,computer and web maintenance:$5,000. ' 2003-05 PROGRAM OBJECTIVES ■ 2003-04 Provide opportunities for guests to come Downtown. ■ 200345 Provide input on making adequate parking and access opportunities available to guests. ■ 2004-05 Provide programs to make Downtown clean and safe for all users. Actual Projected I I WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Meetings: Committee&Boards 350 Hours 350 350 350 Publications&Reports 480 Hours 480 480 480 I Promotions/Special Events 1,000 Hours 1,000 1,000 1,000 Quarterly Breakfast 112 Hours 112 112 112 Main St participation 200 Hours 200 200 200 Meetings: Issues 100 Hours 100 100 100 Office,training,web 500 Hours 500 500 500 Special Projects: Construction 500 Hours 500 500 500 campaigns,juror dining program,etc. I I t D-136 Operating Programs GENERAL GOVERNMENT i i x t I I I GENERAL GOVERNMENT PROGRAM: Legislation and Policy OPERATION: City Council DEPARTMENT: City Council FUND: General Fund Actual Budgeted 2003-05 PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 62,300 89,000 68,100 68,900. 1 Contract Services 600 600 600 Other Operating Expenditures 25,300 61,600 33,100 48,700 Minor Capital Total 87,600 151,200 101,800 118,200 ' PROGRAM DESCRIPTION The Council governs the City of San Luis Obispo by enacting and enforcing all laws and regulations concerning municipal affairs, subject only to limitations and restrictions of the City Charter and the state constitution. Fifteen standing advisory bodies help the Council with this work. Program goals are (1) open, informed and democratic public decisions, (2) responsive and appropriate legislation and policy and (3) effective and efficient execution of adopted laws.and regulations. This program has three major activities: ■ Legislation. Enacting ordinances and resolutions,reviewing compliance with adopted laws and regulations. ■ Policy. Reviewing and adopting plans which guide the decisions and actions of the City s operating programs. s Supervision. Directing and evaluating the City Administrative Officer and City Attorney. STAFFING SUMMARY 1 None-Staff assistance is provided through City Administration, City Attorney and City Clerk programs. Direct clerical and administrative support is provided through the City Administration program. SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reducing office supplies and travel&meetings expenses will save$2,800 annually. 2003-05 PROGRAM OBJECTIVES I ■ 2003-05 Presented in detail in the Major City Goals section of the Financial Plan Actual Projected 0' Financial Plan ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Council correspondence prepared 345 .370 370 370 Advisory Body interviews 65 70 55 60 Workshops/Special events 19 21 20 21 Council Meetings 36 36 36 36 Advisory Commissions and Committees 15 15 15 15 Regional/county commissions served 18 18 18 18 Mayoral proclamations 24 24 24 24 D-137 GENERAL GOVERNMENT PROGRAM: City Administration OPERATION: General Administration DEPARTMENT: Administration FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 436,800 487,700 521,500 548,100 Contract Services 19,500 12,800 4,000 4,100 Other Operating Expenditures 17,300 25,600 14,200 14,200 Minor Capital Total 473,600 526,100 539,700 566,400 PROGRAM DESCRIPTION The City Administration Program provides information and recommendations to the Council, implements Council policies, directs the delivery of municipal services,oversees accomplishment of City objectives and provides administrative support to the Mayor and Council members. Program goals include(1)informed public decision making;(2)responsive,effective and efficient operating programs; (3) effective City management; (4) supervision of the Economic Development and Natural Resources programs;and(5)effective Council administrative support. This program has five major activities: ■ Policy advice,guidance and implementation. Serving as the Council's chief policy advisor on all areas of City operations; implementing Council policies,goals,and objectives. ' ■ Council meeting agenda management. Reviewing council meeting agenda reports,recommending Council actions. ® Operating program direction and evaluation. Ensuring that services are delivered effectively,evaluating accomplishment of approved program objectives. ® Management teambuilding and leadership. Presiding at department head meetings,organizing management training and development activities,supervising and evaluating the performance of department heads and other key managers. IN Economic Development and Natural Resource program management. Providing direction and day-today supervision, ensuring coordination and compatibility between the programs and consistency with Council policy and goals. STAFFING SUMMARY Regular Positions City Administrative Officer 1.0 1.0 1.0 1.0 Assistant City Administrative Officer 1.0 1.0 1.0 1.0 I Principal Administrative Analyst 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 Total 4.4 4.4 4.4 4.4 Temporary Positions Full-Time Equivalents(FTE) 0.5 0.5 0.0 0.0 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Eliminating temporary salaries will save$8,600 annually. ■ 2003-05 Reducing contract services,office expenses and travel&meetings will.save$4,200 annually. D-138 I GENERAL GOVERNMENT ' PROGRAM: City Administration(continued) DEPARTMENT: Administration 2003-05 PROGRAM OBJECTIVES ■ 2003-04 . Continue to integrate new members into Department Head team to build a.strong leadership group for the difficult fiscal times ahead. E 2003-04 Assure completion of the Housing Element update and explore other opportunities to increase affordable ' housing in the City. ■ 2003-04 Transition the focus of the Principal Administrative Analyst's work responsibilities to include revenue generating activities such as seeking out grant funding,sponsorships or other entrepreneurial activities. ' ■ 2003-05 Continue a strong commitment to protecting the City's long-term fiscal health, while developing a comprehensive strategy for preserving essential services and adequately maintaining existing facilities and infrastructure. ■ 2003-0 Oversee implementation of the Council's Major City Goals and Other Important Objectives, past and ' present. i 2003-05 Protect and enhance the organizational culture after completion of budget reductions. ■ 2003-05 Supervise and assist the Natural Resource and Economic Development Programs to achieve their respective ' goals,oversee cultural and Community Partnership programs and the City's television cable franchise,and supervise various special projects. ■ 2003-05 Continue solid relationships with other agencies to address such issues as water,housing,Performing Arts Center enhancements,land use,the new County government building,public school issues,open space ' fimdmg and legislative matters. ■ 2003-05 Assure appropriate City support necessary for completion of major retail projects such as the Copeland's project,the Marketplace Project and Costco. ' ■ 2003-05 Assist staff,advisory bodies and Council in advancing long-range planning efforts,such as the Airport and Margarita Area Specific Plans,the Mid-Higuera Plan,and the Orcutt Area Specific Plan. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Council Meetings 30 30 36 36 ' Agenda Reports reviewed/approved 368 380 380 380 CAO Reports reviewed/approved 345 340 340 340 Departments Supervised 9 9 9 9 ' Budget Programs Directly Supervised 5 5 6 6 Department Head/CAO Updates 108 108 108 108 I D-139 GENERAL GOVERNMENT .PROGRAM: Public Works Administration OPERATION: General Administration DEPARTMENT: Public Works FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 543,200 562,200 849,800 890,500 Contract Services 55,100 36,300 34,700 35,500 Other Operating Expenditures 21,200 134,600 20,100 20,100 Minor Capital 13,400 Total 619,500 746,500 1 904,600 946,100 PROGRAM DESCRIPTION The Public Works Administration Program helps plan,direct and evaluate the following Public Works operating programs: Transportation Planning and Engineering Park and Landscape Maintenance Pavement Maintenance Tree Maintenance General Street Maintenance Engineering Development Review Signal and Light Maintenance CIP Project Engineering Creek and Flood Protection Geographic Information Services Parking Building Maintenance Transit Fleet Maintenance The Public Works Administration Program also assists the operating .programs with various administrative and property management services. The program goal is delivery of responsive and competitive public works services through teamwork, good communication,and appropriate technology. This program has four major activities: ■ Public Works Department Leadership. Representing Public Works Department programs before the public,the Council, 1 department heads and other public agencies;refining and articulating the Public Works Department vision and values. • Organization Development. Encouraging teamwork and open communication;reducing response time for service requests; soliciting feedback from customers;adapting new technology to better deliver services;striving to be competitive in quality and cost with the private sector and other public agencies;recogriiziug,using,and developing the talents of all Public Works employees. ■ Administrative Assistance. Preparing the Public Works Department operating and capital budgets;administering personnel and procurement policies; providing clerical services to all Public Works and Utilities programs; maintaining department applications on local area networks located at 955 Morro Street,the Corporation Yard,and the Marsh Street parking offices. e Property Management. Assessing needs for office, meeting and storage space and managing remodeling projects to accommodate changing needs;negotiating and closing property acquisitions,sales,and leases. 1 D-140 GENERAL GOVERNMENT PROGRAM: Public Works Administration(continued) DEPARTMENT: Public Works STAFFING SUMMARY I Regular Positions Public Works Director 1.0 1.0 1.0 1.0 Deputy Public Works Director(1) 1.0 1.0 2.0 2.0 ' Administrative Services Manager 0.0 1.0 1.0 1.0 Program and Projects Coordinator(2) 0.0 0.0 1.0 1.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 3.0 3.5 3.5 3.5 Administrative Analyst 1.0 0.0 0.0 0.0 Office Assistant 0:5 0.0 0.0 0.0 ' Total 7.5 7.5 9.5 9.5 Temporary Positions Full-Time Equivalents(FTE) 0.3 0.3 0.3 0.3 1. Transferred one position from the CIP Project Engineering Program:No net increase in regular staffing. 2. Transferred from Parks and Landscape Maintenance Program:No net increase in regular staffing. SIGNIFICANT PROGRAM CHANGES 1 Reductions Required to Balance the Budget ■ 2003-05 Reductions in utility costs,materials and supplies throughout the department will save$41,400 annually. 2003-05 PROGRAM OBJECTIVES Major City Goals ■ 2003-05 Street and Sidewalk Maintenance. Continue maintenance of streets and sidewalks at a moderate level. ■ 2003-05 LOVR/Highway 101 Improvements. Continue working towards improvements at the Los Osos Valley Road/Highway 101 interchange, 0 2003-05 Bikeway Improvements. Railroad Safety Trail. Acquire right-of-way and property for extension of the Railroad Safety Trail from the Jennifer Street Bridge to Cal Poly. Is 200345 Therapy Pool. Coordinate design and construction of a warm water therapy pool at the Swim Center. Other Council Goals ■ 2003-05 Laurel Lane/Orcutt/Bullock Realignment. Complete the realignment of Laurel Lane/Orcutt/Bullock Streets. s 2003-05 Santa Barbara Street Widening. Complete the existing widening project for Santa Barbara Street from Highway 227Broad Street to Roundhouse. ® 2003-05 Waterways Management Plan Implementation Program. Upon completion of the Waterways I Management Plan,adopt an implementation program. ■ 2003-05 Palm-Nipomo Parking Structure Plans. Complete an environmental assessment,preliminary studies and evaluation of options for a new parking structure at Palm and Nipomo Streets per the Conceptual Physical Plan for the City's Center. ■ 2003-05 Short-Range Transit Plan. Implement the Short-Range Transit Plan. I D-141 GENERAL GOVERNMENT PROGRAM: Public Works Administration(continued) DEPARTMENT: Public Works Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Community service hours arranged 1,707 1,730 1,730 1,730 CAO reports prepared 58 78 78 78 Council agenda reports prepared 91 106 106 106 Invoices processed 9,393 9,400 9,400 9,400 Payment vouchers prepared 3,905 3,800 3,800 3,800 Budget amendment requests prepared 72 75 70 70 Claims processed 53 62 72 82 Contracts awarded 87 97 1 100 100 1 D-142 ' GENERAL GOVERNMENT PROGRAM: Legal Services OPERATION City Attorney DEPARTMENT: . City Attorney FUND: General Fund Actual Budgeted ' PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 317,700 308,000 360,700 379,000 Contract Services 1,300 22;400 4,400 4,400 Other Operating Expenditures 18,600 21,700 19,300 21;300 Minor Capital Total 337,600 352,100 384,400 404,700 PROGRAM DESCRIPTION The legal services program ensures that the City conducts its activities legally, represents the City in civil litigation and ensures ' that violators of City laws are prosecuted. Program goals include 1)minimum liability exposure, 2)prompt and thorough legal advice,and 3)general compliance with City laws and regulations. This program has five major activities: ■ Legal review and advice. Reviewing ordinances,resolutions,legislation, contracts and other agreements, Council agenda reports and CAO reports;providing legal advice to the Council, various commissions and committees and staff; providing City-related legal information to the public. E Legal representation. Representing the City at Council and Planning Connrnssion meetings; defending the City against. claims and litigation;and initiating civil actions on behalf of the City. ' ■ Document preparation. Preparing ordinances, resolutions; contracts, legal pleadings, reports; correspondence and other legal documents. ' ■ Enforcement. Enforcing and prosecuting violations of the Municipal Code, including both criminal violations and civil enforcement ' ■ Legislative review. Coordinating the City's legislative review and response activities. STAFFING SUMMARY ' Regular Positions 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 3.0 3.0 3.0 3.0 ' Temporary Positions Full-Time Equivalents(FTE) 0.2 0.2 0.2 0.2 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the.Budget 2003-05 Reductions in travel and meeting expenses will save$2,000 annually. D-143 1 GENERAL GOVERNMENT PROGRAM: Legal Services(continued) DEPARTMENT: City Attorney 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Develop and maintain a high level of legal support to City government. ■ 2003-05 Provide prompt,thorough legal advice in response to inquiries,with emphasis on legal options. ■ 2003-05 Minimize liability exposure of City through thepractice of preventative law. ■ 2003-05 Apprise City council on pending litigation,legislation,and other significant legal matters. ■ 2003-05 Revise and strengthen Municipal code provisions. E 2003-05 Maintain adequate law hlxmy for City's legal needs. ■ 2003-05 Provide innovative ideas and creative solutions. Actual Projected i WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Municipal Code Violations.Prosecuted 32 47 51 55 Civil Litigation Cases Pending 19 11 12 13 Legal Opinions Provided(est.) 1008 756 1008 1008 Resolutions/Ordinances Reviewed 160 170 171 172 Agenda/CAO Reports Reviewed 579 504 509 513 Contracts Reviewed(est.) 104 150 150 150 Meetings Attended 501 430 501 505 Claims Reviewed 82 50 55 60 Telephone Consultations(est.') 564 418 564 569 Neighborhood Enhancement Enforcement Letters 70 50 55 60 Amicus Curiae Joined 26 19 20 21 Letters Support/Opposing Legislation 37 25 27 29 Response time for typical inquiries:, target 14 days 1-6 days 1 14 days 14 days Telephone consultations do not include direct calls placed to attorneys'private lines. D-144 GENERAL GOVERNMENT PROGRAM: Administration and Records OPERATION: City Clerk Services DEPARTMENT: City Clerk FUND: General.Fund Actual Budgeted 2003-05 Financial Plan PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 266,800 287,100 260,600 272,300 ' Contract Services 53,600 105,400 76,700 79,200 Other Operating Expenditures 19,700 78,300 46,900 47,400 Minor Capital 0 0 ' Total 340,100 470,800 384,200 398,900 PROGRAM DESCRIPTION ' The City Clerk Administration and Records program ensures that organization-wide records are recorded and preserved as provided by City Charter and state and municipal law. It also provides a variety of support and information services to the Council, public and staff. Program goals include: 1) open and informed public decision-making; 2) complete and accurate ' records of Council actions and policies;and,3)prompt responses to requests for recorded information. The Administration and Records program has ten major activities: ■ Information Dissemination. Preparing and coordinating legal and promotional publications and posting of ordinances, ' resolutions,public hearings,advisory body vacancies;preparing legal notices;researching legislative data;providing central information telephone and lobby support at City Hall;providing City Council agendas and other information on the City's web page. ■ Council Meeting Agenda Coordination. Coordinating and scheduling agenda items,compiling,.reviewing,assembling and distributing agenda reports. ' ■ Brown Act Compliance. Ensuring that all agendas for regular City Council and advisory body meetings are completed and posted 72 hours prior to the meeting;keeping Council Members and Advisory Body Members and support staff informed of their obligations under the Act 1 ■ Records Management Recording and preserving Council minutes; managing official records of Council actions (ordinances,resolutions,deeds and agreements); codifying and disseminating the City's Municipal Code and related policies; ' implementing a City-wide records management and retention program outlining policies, procedures and standards for preservation or destruction of official records. e Ministerial Duties. Administering oaths of office,notarizing,attesting and sealing official documents,receiving claims filed ' against the City,receiving and scheduling appeals. ■ Statements of Economic Interest Reviewing and approving state and local financial disclosure statements for City staff and advisory body members; bi-ammally updating City Conflict of Interest Code; serving as filing officer for Council, Planning Commission and designated employees. ■ Agreement Processing. Processing documents approved by the Council and City Administrative Officer not included in the IInvitation for Bid or Request for Proposal process;filing and maintaining original City agreements. ■ Council Services and Support. Receiving and distributing Council correspondence,coordinating regular and special meetings and managing other Council-related activities. ■ Government Access Channel Management and KCPR Radio Broadcasts. Overseeing the contract with the Cablecast operator and coordinating the City Calendar. Planning for expansion of programming in accordance with the adopted government access channel policy statement and operating guidelines. Overseeing KCPR Radio Council meeting broadcast services. D-145 GENERAL . PROGRAM: Administration and Records(continued) , DEPARTMENT: City Clerk ■ Advisory Body Recruitment Administration. Recruiting citizens to serve on Advisory Bodies,scheduling interviews ' for applicants,preparing recommendations for Council consideration,coordinating new member orientations,updating advisory body rosters and the Advisory Body Handbook,hosting the affival Advisory Body Member recognition event, ' and sponsoring annual training. STAFFING SUNLUARY Regular Positions City Clerk 1.0 1.0 1.0 1.0 Administrative Assistant 3.0 3.0 2.0 2.0 Total 4.0 4.0 3.0 3.0 Temporary Positions Full-Time Equivalents(FTE) 0.3 0.5 0.7 0.7 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Eliminating an Administrative Assistant position will save$60,000 in 2003-04 and$62,900 in 2004-05. ® 2003-05 .Reducing office expenses and travel and meetings will save$14,800 annually. E 2003-05 Reducing the cost of Council meeting broadcasts will save$8,000 annually. 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Continue managing the City's government access channel, enhancing programming and make other , improvements in accordance with the City's cable franchise agreement. Continue working with the cable provider and other agencies to develop public and educational programming opportunities. ■ 2003-05 Continuing to provide and enhance community information access through the City web page,public radio, and governmental access cable channel. ' ■ 2003-05: Streamlining the agenda process, enhancing the records management program, improving public information services. ■ 2003-05 Ensuring Brown Act compliance for City Council and Advisory Bodies meetings and activities. ■ 2003-05 Continuing to provide Council Advisory Body support,rec'mitments,training and recognition. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Documents recorded 21 25 30 30 Agenda reports processed 368 380 380 380 , Legal and promotional advertisements 90 90 90 90 Council meeting agendas&minutes 97 110 115 115 Resolutions/Ordinances processed 160 150 155 155 , Telephone/front desk inquiries 14,500 14,750 14,500 14,500 Research projects/document requests 89 100 100 100 Legislative actions indexed(agenda 485 500 500 500 reports/agreements) Payment Vouchers processed 288 175 225 225 Statements of Economic Interest processed 126 126 1 130 130 D-146 I GENERAL GOVERNMENT PROGRAM: Elections OPERATION: City Clerk Services DEPARTMENT: City Clerk FUND: General Fund 1 Actual Budgeted I PROGRAM COSTS 2001-02 2002-03 2oo3-04 2004-05 Stagg 2,000 ry Contract Services 100 35,800 2,000 30,300 Other Operating Expenditures 2,700 3,600 3,500 4,900 Minor Capital Total 2,800 41,400 5 500 35,200 PROGRAM DESCRIPTION ' The City Clerk Elections program coordinates City elections for elective offices,initiatives,referenda and recalls. Program goals are: 1)conduct an election that conforms to the state elections code and the City's campaign regulations;2)train staff in new state election and campaign disclosure laws; and, 3)encourage a high level of voter participation and turnout This program has four major activities: ■ Election Administration. Conducting regular and special elections, including processing and certifying citizen-generated petitions,preparing and advertising legal notification in compliance with state and municipal law,reviewing and updating the City's election manual in accordance with the City's Campaign Regulations, State Elections Code and new Fair Political Practices Commission(FPPC)pilings. ■ Disclosure Reporting. Receiving,filing and maintaining records of all candidate and political action committee campaign activity statements, all candidate statements of economic interest, and publishing information regarding campaigns, as required by the City's Campaign Regulations ordinance. ■ Voter Education. Promoting voter education through the City's website and other resources, schools and comity groups. ■ Municipal Advocate Registration. Registering municipal advocates as required under the Municipal Code. ' STAFFING SUMMARY None—Staff support is provided through the City Clerk Administration and Records program. SIGNIFICANT PROGRAM CHANGES 1 Reductions Required to Balance the Budget ■ 2004-05 Elimimting temporary staffing for the election season will save$2,000 in 200405. 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Provide continuing educational opportunities for staff to ensure compliance with ever-changing State law. ■ 2004-05 Conduct General Municipal Election on November 2,2004. ■ 2004-05 Promote voter education,registration and participation. Actual Projected II I WORKLOAD MEASURES 2001-02 2002-03 2o03-04 2004-05 Ballot Measures 0 1 0 1 Legal and Promotional Ads o 9 0 9 Campaign Committees 0 6 0 6 Campaign Disclosure Statements 0 48 0 48 D-147 GENERAL GbVERNMENT ' PROGRAM: Human Resources Administration OPERATION: Organizational Support Services DEPARTMENT: Human Resources FUND: General Fund Actual Budgeted t PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 317,900 324,000 371,400 389,000 Contract Services 301,300 218,000 167,600 172,100 Other Operating Expenditures 69,400 95,000 84,900 85,400 ' Minor Capital 7,100 Total 695,700 637,000 623,900 646,500 PROGRAM DESCRIPTION ' The human resources administration program manages the City's human resources activities:employee classification,recruitment, compensation,labor relations,and training. Program goals are 1)highly-qualified,well-trained and motivated City employees 2) legal and unbiased recruitment practices 3)fair and competitive pay and benefits and 4)accurate job descriptions. This program has six major activities: ■ Employee recruitment and selection. Soliciting,interviewing and hiring candidates for vacant City positions. ' ■ Employee classification. Identifying the duties, qualifications and compensation appropriate for each City position; ensuring that employee classifications strengthen the City's organization ■ Employee/employer negotiations. Periodically meeting and conferring with employee representatives to reach agreement on labor relations issues. ' ■ Equal employment opportunity administration. Ensuring that employee appointments and promotions conform with the Americans with Disabilities Act,and anti-discrimination policies and regulations. ' ■ Employee training. Developing,scheduling and conducting organization-wide training sessions. ■ Employee benefit administration. Managing employee benefits such as insurance,retirement and leave. Regular Positions Director of Human Resources 1.0 1.0 1.0 1.0 Human Resources Analyst 1.0 1.0 1.0 1.0 HR Executive Assistant 1.0 1.0 1.0 1.0 Human Resources Specialist 1.0 1.0 1.0 1.0 Total 4.0 4.0 4.0 4.0 Temporary Positions ' Full-Time Equivalents(FTE) 0.2 0.2 0.2 0.2 D-148 ' I _ GENERAL GOVERNMENT PROGRAM: Human Resources Administration(continued) . DEPARTMENT: Human Resources SIGNIFICANT PROGRAM CHANGES I Reductions Required to Balance the Budget 0 2003-05 Reduced temporary staffing will save$4,700 annually. 0 200345 Reduced newspaper advertising will.save$11,000.annually. 0 2003-05 Less frequent advertising in.specialty publications will save$4,000 annually. 0 200345 For laboratory services,reduced contingency amount under the City's Policy on Drug and Alcohol Testing will save$500 annually. 0 2003-05 Reduced funding for legal expenses will save$7,000 annually. 0 2003-05 Reduced number of pre-employment physicals will save$3,800 annually. 0 2003-M Reduced employment testing will save$800 annually. 0 2003-05 Reduced printing of job flyers and increase use of web posting will save$1,300 annually. 0 2003-05 Reduced publications and subscriptions will save$200 annually. 13 2003-05 Reduced funding for Organizational Vitality by 4%will save$1,100 annually. 2003-05 PROGRAM OBJECTIVES 17 2003-05 Negotiate collective bargaining agreements with various represented associations: SLOCEA general employees(12/31/03);Police Officers' Association(6/30/04); Police Staff Officers'Association(6/30/04); and Fire Battalion Chiefs'Association(6/30/04). 13 2003-05 Continue to develop and implement a comprehensive training program for all City employees. 0 2004-05 Continue to develop and implement an organizational development program that includes coordination of individual department efforts and City-wide activities designed to enhance organizational effectiveness. Actual Projected 11 1 WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Recruitments Regular and.Temporary 64 65 30 M Days to establish eligibility list 28 27 27 27 Meetings with employee associations 22 26 28 28 Applications screened 2,200 2,300 1,150 1,300 Training:Anti-discrimination and 150 0 0 300 unlawful harassment Training:Emotional Intelligence/OV 0 95 200 200 Employee Relations issues 26 25 25 25 Personnel Action Forms reviewed 1,550 1,600 1,400 1,450 Additions or deletions to benefit 100 190 100 100 programs 1 D-149 GENERAL GOVERNMENT PROGRAM: Risk Management OPERATION: Organizational Support Services 1 DEPARTMENT: Human Resources FUND: General Fund — - Actual Budgeted ' PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 93,500 95,700 108,100 113,100 1 Contract Services 13,800 29,000 15,700 15,800 Other Operating Expenditures 583;300 779,000 1,080,400 1,085,300 1 Minor Capital Total 690,600 903,700 1,204,200 19214,200 PROGRAM DESCRIPTION 1 The risk management program reduces the risk of accidents and protects City assets from liability for accident losses. It also helps City employees reduce injury and disease risks and maintain good health and fitness. Program goalsare1)no avoidable 1 accidents 2)minimal City exposure to loss liability 3)adequate and appropriate coverage for losses and 4)measurable injury and disease reduction and measurable health and fitness increases for employees who participate in wellness activities. This program has eight major activities:. Loss Control Activities ■ Liability claims administration. Reviewing general liability claims against the City and recommending adjustment or other 1 action. ■ Workers' compensation claims administration. Reviewing employee injury claims against the City and recommending 1 adjustment or other action. ■ Safety improvement. Identifying safety risks,recommending hazard abatement,recommending safer operating procedures.. ■ Insurance review. Ensuring that contractors and special event sponsors carry adequate insurance to protect the City; 1 reviewing the city s self-insurance provisions to ensure adequate resources are available to cover losses. ■ Semi-annual physical fitness testing .and counseling. Testing participants, tabulating various Health and fitness 1 measurements,comparing results to current objectives,establishing new objectives. ■ Health and fitness education. Conducting classes on health and fitness strategies;maintaining a library of health and fitness 1 materials. General Liability and Properly Insurance Premiums 1 ■ Liability. Providing general liability coverage to$10 million with a self-insured retention of$250,000. ■ Property. Providing coverage for property damage and loss. Other Insurance Costs Worker's compensation and employee health insurance policies are also administered by the risk management program 1 However,the costs for these insurance programs are directly allocated to each operating program and are included in the staffing component of program costs. 1 4 1 D-ISO 1 GENERAL GOVERNMENT ' PROGRAM: Risk.Management(continued) DEPARTMENT: Human Resources STAFFING SUMMARY ' Regular Positions Risk Manager 1.0 1.0 1.0 1.0 Total 1.0 1.0 1.0 1.0 Temporary Positions Full-Time Equivalents(FTE) 0.5 0.5 0.5 0.5 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget 13 2003-05 Reduced temporary staffing will save$1,000 annually. D 2003-05 Reduced funding for safety audits will save$7,000 annually. ® 2003-05 Reduced attendance at conferences will save$400 annually. 0 2003-05 Reduced finding for Employee.Assistance Program contract will save$5,000 annually. 0 2002-05 Reduced funding for blood draws in the.Wellness Program will save$700 annually. O 2003-05 Reduced publications and subscriptions will save$600 annually. 0 2003-05 Reduction in the number of wellness reimbursements available will save$3,600 annually. 0 2003-05 Reduce education&training amount available for brown bag sessions and use of Wellness Coordinator in place of outside speaker will save$200 annually. 0 2003-05 Reduced attendance at conferences will save$400 annually. Increases Required to Support Basic Service Levels O 2003-05 Increasing funding for the City's self-fimded liability insurance premium for 2003-05 will cost an additional $257,000 in each year to maintain the City's liability insurance coverage. 0 2003-05 Increasing funding for the City's property insurance premium will cost an additional$29,000 in each year to maintain the City's property insurance coverage: 2003-05 PROGRAM OBJECTIVES B 2003-05 Review and update safety policies and procedures in compliance with Cal-OSHA. ® 2003-05 Increase safety awareness and reduce preventable injuries through continued training and education of employees. 0 2004-05 Review insurance plans and coverages and process renewals annually, seeking out the most cost-effective methods of insuring. Actual Projected 11 WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Liability claims filed 83 76 80 80 Workers compensation claims files 95 90 90 90 Safety training sessions scheduled 6 8 10 10 Contracts and special event permits 48 50 50 50 reviewed Wellness participants' 100 100 1 80 100 • Adjusted downward to reflect retirements,with a two-year build-up period for new recruits. 1 D-151 GENERAL GOVERNMENT PROGRAM: Finance and Information Systems Administration OPERATION: Organizational Support Services I DEPARTMENT: Finance FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 188,700 189,500 185,900 163,400 Contract Services 2,800 34,100 44,900 18,600 Other Operating Expenditures 12,000 84,800 14,600 16,700 I Minor Capital Total 203,500 308,400 245,400 198,700 PROGRAM DESCRIPTION This program plans, organizes, leads and monitors the activities of the two finance department divisions: Fiscal Services (Accounting and Revenue Management) and Information Systems. It is responsible for managing the City's financial and ' information technology operations in accordance with established policies and plans. Program goals are: 1) developing and implementing efficient and effective financial policies,plans and reporting systems that help the operating departments achieve their objectives and assure the City's long-term fiscal health.2)protecting the Citys assets from unauthorized use 3)effectively using the City's information technology resources in improving productivity, customer service and public access to City information 4)and providing quality service to all of the department's customers—both external and internal to the organization. This program has four major activities: ' ■ Fiscal Policy Advice and Guidance. Developing innovative and cost-effective ways of financing City services and facilities; preparing and implementing policies and plans for effectively managing the City's financial resources and preserving its long-term financial health;advising the Council and City Administrative Officer on fiscal matters;coordinating the preparation of the City's two-year financial plan and budget; and reviewing Council agenda reports and other policy documents for fiscal impacts. ■ Information Technology Policy Advice and Guidance. Developing policies and plans for the effective use of information ' technology resources in improving organizational productivity, customer service and public access to City information; advising the Council and City Administrative Officer on information technology matters. ■ Department Leadership. Developing an organization that effectively builds and uses the skills and talents of each finance ' team member in achieving departmental goals and objectives; communicating City values,missions and goals to all finance team members and assuring that they guide actions and behaviors developing departmental and employee work programs ' and monitoring performance; coordinating activities that cross program lines; maintaining a positive employee relations environment and achieving a high level of employee morale; and representing department programs before the public, community groups,Council,staff and other public agencies. ® Department Administration. Coordinating department training activities;preparing and administering department budgets; administering department personnel, payroll, and purchasing activities; maintaining department records; providing clerical support for department program areas. I STAFFING SUMMARY Regular Positions Director of Finance/City Treasurer 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 0.0 0.0 Total 2.0 2.0 1.0 1.0 ' Temporary Positions Full-Time Equivalents(FTE) 0.0 0.0 0.5 0.5 D-152 GENERAL GOVERNMENT fPROGRAM: Finance and Information Systems Administration(continued) DEPARTMENT: Finance SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget ■ 2003-05 Reduced Administrative Support. Eliminating the Administrative Assistant III position when the incumbent retires in December 2003 will result in net.savings of$22,500 in 2003-04 and$47,900 annually thereafter. This savings reflects the need to partially backfill some of the lost productivity with part-time clerical assistance($14,500 annually). M 2003-05 Web Site Support. Eliminating web contract services for web site support will save$3,600 annually. Increases Required to Support Basic Service Levels M 2003-04 Revenue Ballot Measure Feasibility Analysis.. Using professional assistance in analyzing the feasibility of a revenue ballot measure in 2004 will cost$37,500 in 2003-04. 2003-05 PROGRAM OBJECTIVES Major City Goals M 2003-05 Long-Term Fiscal Health. Develop a comprehensive strategy for preserving essential services,adequately maintaining existing facilities and infrastructure,and protecting the City's fiscal health. Other Program Objectives 0 2003-04 Coordinate preparation of the revenue ballot measure feasibility analysis. i 2003-04 Ensure a smooth transition in implementing the organizational changes brought about by budget reductions and the consolidation of all telecommunications support in Information Systems. ■ 2003-05 Work closely with operating departments in preparing and implementing funding plans and strategies to accomplish major City goals and objectives. ■ 2003-05 Work closely with Administration and other departments in coordinating implementation of the long-term fiscal health strategies set forth in the 2003-05 Financial Plan. ■ 2003-05 Continue to develop and implement departmental team building and productivity improvement strategies. ■ 1003-05 Continue to seek out and aggressively use cooperative purchasing opportunities with other agencies. ■ 1003-05 Achieve accounting,revenue management and information systems program goals and objectives. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Council agenda reports reviewed 190 200 110 220 CAO reports reviewed 290 300 310 320 1 D-153 GENERALOWLRNMENT PROGRAM: Accounting OPERATION; Organizational Support Services ' DEPARTMENT: Finance FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 343,506 370,600 423;200 450,100 Contract Services 78,600 150,800 131,100 132,500 Other Operating Expenditures 6,100 10,500 9,300 81600 Minor Capital Total 428,200 531,900 563,600 591,200 PROGRAM DESCRIPTION The accounting program coordinates preparation of the City's budget,issues financial reports and administers the disbursement of City fiords in accordance with adopted fiscal policies and internal control procedures. Program goals are 1) developing and implementing effective and efficient financial planning, reporting, and accounting systems that help the operating departments achieve their objectives; 2)providing quality customer service; 3)protecting the City's resources from unauthorized use. This program has five major activities: ' i Financial planning and reporting. Coordinating preparation of the two-year financial plan and annual budgets;preparing the comprehensive annual financial report (CAFR); coordinating annual and special audits; preparing annual State Controllees Reports; issuing interim financial reports on the City's fiscal and budgetary status;preparing the cost allocation , plan, calculating the annual appropriation limit; maintaining on-line access of financial information to department fiscal officers and other City system users;maintaining accurate and timely financial information on the City's web site. ■ ,Payroll. Processing the City's employee payroll; filing monthly and annual reports with taxing authorities and regulatory agencies; coordinating employee benefit coverage and reporting with the Human Resources Department; processing payments for insurance benefits and withheld taxes;providing payroll statistics to various departments and agencies. ■ Accounts payable. Processing the City s accounts payable and issuing checks to vendors;filing monthly and annual reports ' required by regulatory agencies; reviewing internal controls and adhering to established payables procedures; maintaining vendor and encumbrance files;reviewing contract pay estimates. ■ General accounting services and policies. Maintaining the general ledger system and chart of accounts;preparing daily ' cash deposits and reports; reconciling monthly bank statements; providing accounting services to various government agencies including the Central Coast Cities Self hisurance Fund;establishing accounting and purchasing policies systems and practices; coordinating cooperative purchasing opportunities; reviewing contract documents for compliance with City ' purchasing policies; administering the City's real and personal property management systems; coordinating FEMA/OES disaster cost recovery activities; reviewing claims to recover the cost of providing state-mandated services (SB90); maintaining historical records of the City's financial performance. ' ■ Support services. Processing and distributing interdepartmental and U.S.mail; administering formal bids for purchases of supplies, equipment and services (placing bid notices; opening bids; reviewing insurance endorsements; coordinating contract execution;monitoring insurance after bid award);inventorying and ordering copier/printer paper supplies. STAFFING SUMMARY Regular Positions t Accounting Manager 1.0 1.0 0.0 0.0 Finance Manager• 0.0 0.0 0.5 0.5 Accounting Supervisor 1.0 1.0 1.0 1.0 ' Accounting Assistant 4.0 4.0 4.0 4.0 Total 6.0 6.0 5.5 5.5 Temporary Positions ' Full-Time Equivalents(FTE) 0.2 0.3 0.3 0.3 'Allocated 50%to Accounting and-50%to Revenue Management D-154 GENERAL GOVERNMENT 1 PROGRAM: Accounting(continued) DEPARTMENT: Finance 1 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget s 2003-05 Department Reorganization. Eliminating the Revenue Manager position and reorganizing the 1 Department into two divisions (Fiscal Services and Information Technology)will result in net savings of about$96,000,after accounting for position savings less reclassification costs in upgrading the Accounting Manager position to Finance Manager to reflect the significant increase in scope of duties. This cost 1savings is allocated evenly between the Accounting Program and the Revenue Management Program. 2003-05 PROGRAM OBJECTIVES H 2003-04 Ensure a smooth consolidation of the Accounting and Revenue programs into one Division due to the elimination of the Revenue Manager position. ■ 2003-04 Implement major changes in the City's audited financial statements as required by GASB Statement No.34. ■ 2003-05 Assist with the coordination and implementation of the long-term fiscal health strategies set forth in the-2003- 05 Financial Plan. ■ 2003-W Coordinate city-wide copier replacement on an as needed basis. • 2003-05 Continue to provide efficient and accurate delivery of payroll,accounts payable and other accounting services. ■ 2003-05 Continue to issue comprehensive annual financial reports (CAFR) in accordance with generally accepted accounting principles that meet the Government Finance Officer's Association's program requirements for excellence in financial reporting. ■ 2003-05 Continue to issue timely and accurate interim financial information to the Council and operating departments. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Payroll checks and direct deposits 14,000 14,000 14,300 14;300 Vendor invoices 11,900 12,300 12,600 12,900 W-2's issued 800 800 800 800 1099's issued 200 200 200 200 1 Contracts processed 50 50 50 50 I 1 D-155 PROGRAM: Revenue Management OPERATION: Organizational Support Services 1 DEPARTMENT:. Finance FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 333,500 363,800 291,800 305,600 Contract Services 15,800 54,800 26,800 27,300 Other Operating Expenditures 54,900 75,600 71,800 77,200 Minor Capital Total 404,200 494,200 1 390,400 410,100 PROGRAM DESCRIPTION The revenue management program administers the Citys treasury and revenue operations in accordance with established fiscal ' policies. Program goals are: 1)developing and implementing effective and efficient revenue planning,monitoring and reporting systems that help assure the City's long-term fiscal health; 2) providing quality customer service; 3) protecting the City's cash assets from unauthorized use. This program has six major activities: ® Utility billing. Administering meter reading system; coordinating customer service orders (service stops, starts, and questions); billmg and collecting water and sewer service payments; administering low income assistance programs; supporting the City s water conservation program ■ Business tax. Administering the business tax system, including annual renewals of all City businesses, issuing tax certificates to new businesses, enforcing the business tax ordinance, implementing gross receipt verification programs and providing mandated business tax information to the State. ■ Accounts receivable. Maintaining an organization-wide accounts receivable system, including gtant.receipts and transient occupancy tax(TOT)collections. , ■ Cashier and public counter. Providing public counter and cashiering services at City Hall as well as accounting for all bank deposits from other City facilities. , s Revenue forecasts and rate reviews. Preparing revenue forecasts and monitoring trends; reviewing utility rates, user charges and development impact fees,and making recotrunendations to Council as appropriate. ® Investments,banking services,and debt service administration. Managing the City s investment portfolio in accordance ' with adopted policies and plans, including preparing cash flow projections, coordinating broker/dealer services, identifying appropriate investment vehicles and timeframes and allocating interest earnings among fimds in accordance with generally ' accepted accounting principles; administering the City's banking services contract; coordinating project financings and administering debt service obligations in accordance with bond covenants. STAFFING SUMMARY ' Regular Positions Accounting Manager 1.0 1.0 0.0 0.0 1 Finance Manager* 0.0 0.0 0.5 0.5 Accounting Supervisor 1.0 1.0 1.0 1.0 Accounting Assistant 4.0 4.0 4.0 4.0 ' Total 6.0 6.0 5.5 53 Temporary Positions Full-Time Equivalents(FTE) 0.3 0.3 0.1 0.1 * Allocated 50%to Accounting and 50%to Revenue Management. D-156 ' GENERAL GOVERNMENT PROGRAM: Revenue Management(continued) DEPARTMENT: Finance SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget 0 2003-05 Department Reorganization. Eliminating the. Revenue Manager position and reorganizing the 1 Department into two divisions (Fiscal Services and Information Technology) will result in net savings of about$96,000,after accounting for position savings less reclassification costs in upgrading the Accounting Manager position to Finance Manager to reflect the significant increase in scope of duties. This cost savings is allocated evenly between the Accounting Program and the Revenue Management Program. Increases Required to Support Basic Service Levels None. 2003-05 PROGRAM OBJECTIVES ■ 2003-04 Ensure a smooth consolidation of the Accounting and Revenue programs into one Division due to the elimination of the Revenue Manager position. ■ 2003-04 Coordinate comprehensive review of the City's development review costs. ■ 2003-04 Complete update of Transportation Impact Fees, ■ 2003-04 Evaluate the benefits of the TOT verification program in light of its staffing requirements in the context of budget reductions. 1 ■ 2003-05 Assist with the coordination and implementation of the long<term fiscal health strategies set forth in the 2003- 05 Financial Plan. ■ 2003-05 Continue to issue timely and accurate interim revenue information to the Council and operating departments. 1 ■ 2003-05 Continue business tax verification program. ■ 2003-05 Achieve yields on investments that exceed 90 day U. S. Treasury Bills while safeguarding the City's portfolio from losses due to creditor default or market changes. 1 0 2003-05 Update General Fund fees in accordance with adopted City policy and cost of services study results. 2003-05 Continue to assist enterprise fund managers in monitoring revenues and preparing rate.studies. Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-11S Regular utility bills issued 87,765 88,643 89;500 90,400 Delinquent utility notices issued 16,614 16,780 16,900 17,100 Utility service orders 6,595 6,661 6,700 6,800 Accounts Receivable invoices issued 1,001 1011 1,000 1,100 Business Tax certificates issued 6,844 6,912 7,000 7,100 Cashier transactions 23,875 24,114 24,400 24,600 ' Utility phone calls 13,304 13,437 13,600 13,700 D-157 GENERAL GbVERNMENT PROGRAM: Support Services OPERATION: Organizational Support Services DEPARTMENT: Finance FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 0 0 0 0 1 Contract Services 18,100 133,900. 107,400 108,000 Other Operating Expenditures 227,700 241,800 278,400 286,500 Minor Capital 52,000 52,000 Total 245,800 375,700 437,800- 446 500 PROGRAM DESCRIPTION , The support services program administers and accounts for indirect costs not easily charged to operating programs or projects. The program goal is cost-effective budgeting and accounting for indirect costs. This program controls five major indirect cost categories: ■ Telephone services. Funding for local and long-distance telephone services, replacement telephones, telephone repairs, leases,rentals,cell phones and voice mail maintenance. 7 Copier maintenance and supplies. Funding for contract maintenance and supplies for City-owned copiers. ■ Postage. Funding for postage costs incurred through the City s central postage meter (specialized mailing costs are accounted for in the individual operating programs). 1 ■ City associations. Funding for City membership in the League of California Cities and San Luis Obispo Chamber of Commerce and staff attendance at the annual League Conference. ■ Ventures and contingencies. Providing the CAO with the flexibility to fiord innovative proposals from the operating 1 departments that improve City services, reduce operating costs, increase productivity or respond to one-time expenditures that are essential for the delivery of basic services that could not be anticipated during the City s two-year financial planning and budgetary process. STAFFING SUMMARY None. Staffing assistance is provided through the City administration, finance administration, accounting, and information Systems management programs. SIGNIFICANT PROGRAM CHANGES .■ 2003-05 Replacing four copiers Per year-on an as needed basis-will cost$52,000 annually. 2003-05 PROGRAM OBJECTIVES M 2003-05 Continue working towards achieving program goals. ' Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Copiers on-site 21 21 21 21 Copies made on-site 1,400,000 1,500,000 1,450,000 1,450,000 Telephone lines maintained 700 700 700 700 D-158 GENERAL GOVERNMENT ' PROGRAM: Information Systems OPERATION: Organizational Support Services DEPARTMENT: Finance FUND: General Fund Actual .Budgeted 111XX0ZXU=1W _ PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 385,100 423,900 704,200 740,600 Contract Services 109,500 140,400 120,500 168,800 ' Other Operating Expenditures 279,600 361,400 440,700 471,200 Minor Capital Total 774,200 925,700 .1,2651400 1,380,600 ' PROGRAM DESCRIPTION ' The information systems program is responsible for ensuring that the Cit/, s information technology resources are effectively managed and used as key organizational tools in improving organizational productivity, customer service and public access to City information. Program goals are: 1) developing and implementing long-range plans, policies and standards for acquiring, maintaining and achieving full use of information technology resources 2)providing responsive ongoing support,maintenance, ' trouble-shooting and training for office automation and telecoamnmications systems and applications.. This program has four major activities: ' ■ Policies and standards. Implementing the City's information technology plans, policies and standards; assisting in establishing organization-wide priorities for new system acquisitions; ensuring compliance with software copyrights and licensing agreements;protecting computer systems and files from unauthorized use or access;and providing staff support to the Information Technology Steering Committee and other technical/user groups. ■ New systems and applications installation support. Taking lead responsibility for planning and managing the installation of new organization-wide systems and applications;assisting operating departments in plarming and managing the installation ' of new systems and applications for more specialized functions. ■ Network and office automation support. Assuring adequate support, maintenance, and training for the full use of City- wide information systems;providing advice and support to departmental application administrators; administering the wide 1 area network;administering all local area networks. ■ Telecommunications management. Supporting and maintaining organization-wide telecomrnumcations systems,including telephones, voice mail, cell phones, fiber optic ,systems, data circuits, radios, utilities telemetry systems and other "wireless" communication systems such as the mobile data computers in Police and Fire. ' STAFFING SUMMARY Regular Positions Information Systems Manager 1.0 1.0 1.0 1.0 ' Telecommunciations Supervisor* 0.0 1.0 1.0 1.0 Information Systems Technician 4.0 4.0 4.0 4.0 Radio Technician* 0.0 0.0 1.0 1.0 ' Telemetry Technician• 0.0 0.0 1.0 1.0 Total 5.0 6.0 8.0 8.0 ' Temporary Positions Full-Time Equivalents(FTE) 0.5 0.5 0.5 0.5 * These positions were transferred to Information Systems from the Police, Fire and Utilities Departments in consolidating ' telecommunications support as recommended in the City's Information Technology Strategic Plan. As such, they do not re,Elect an increase in overall staff Ong for this function. D-159 GENERAL GbVERNMENT PROGRAM: Information Systems(continued) ' DEPARTMENT: Finance SIGNIFICANT PROGRAM CHANGES i Reductions Required to Balance the Budget ■ 2003-05 Revised Standard Workstation Cost. The City's current replacement policy sets the standard"desktop" workstation cost at$2,500, including monitors, City-standard application software, taxes and delivery; and the cost standard for laptops and GIS/CAD workstations is set at 1.5 times the desktop standard. Based on ' the City's current estimated life of 3.5 years per unit,reducing:the desktop replacement cost standard from $2,500 to$2,000(and related decreases in laptop and GIS/CAD costs)results in annual savings of$45,000. ® 2003-05 Reduced Organization-Wide Training. Reducing the budget for organization-wide IT training by 50% will save$20,000 annually. ■ 2003-05 Reduced Customer Support. There area number of network support and maintenance functions that can only be performed by taking the system off-line. To minimize the impact on users, this means performing these tasks during "non-regular" hours. To maintain user access to support assistance during working hours, many of these tasks are done on an overtime basis. Additionally; "special projects" are often performed on an overtime basis for the same reason. No longer doing this on an overtime basis, and only ' using overtime for "emergency" situations, will save $10,000 annually; however, it will reduce the availability of technical assistance to users during their working hours. Increases Required to Support Basic Service Levels ■ 2003-05 Contracting for Underground Service Alert (USA) marking services in order to protect the City's fiber infrastructure will cost $26,000 annually. However, this cost can be fully offset by establishing user fees I for those requesting this service. ■ 2004-05 Wireless communication services for the public safety mobile data computers (MDC) installed during 2003-04 will cost$21,000 in 2004-05. ■ 2004-05 Maintaining the upgraded wide area network(WAN)equipment installed during 2003-04 will cost$22,500 in 2004-05. 2003-05 PROGRAM OBJECTIVES ■ 2003-04 Ensure successful consolidation of organization-wide telecommunications support in Information Systems. ■ 2003-04 Complete the cooperative project with Cal Poly to install fiber optic cable connecting key City sites. M 2003-04 Complete installation of the upgraded WAN equipment. ■ 2003-04 Complete implementation of the public safety MDC project. ■ 2003-05 Continue network security improvements. ■ 2003-05 Manage information technology capital improvement plan projects for 2003-05: • FoxPro database conversion to SQL-server(2003-04) • Server migration to Windows 2000(2003-04) • Desktop conversion to Office XP(2003-04) • System management server implementation(2003-04) • Radio system upgrade(2003-05) • Public safety dispatch upgrade(2003-05) • Intranet design and implementation(2004-05) ' • Utilities telemetry system improvements(Study: 2004-05) D-160 GENERAL GOVERNMENT PROGRAM: Information Systems(continued) DEPARTMENT: Finance Actual Projected WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 City sites serviced 24 26 27 28 Users supported 450 450 450 450 Desktops workstations supported Standard workstations 275 292 295 295 GIS/CAD workstations 282 28 30 30 Laptops supported 26 42 45 45 Local area network servers supported 7 8 7 7 Special-purpose servers supported 21 21 22 23 Data backed-up nightly 150 225 225 250 Databases 7 8 8 9 Operating systems 11 13 13 13 Palm pilots/similar`FDA's"supported 23 30 30 35 Printers and plotters 85 90 90 95 Scanners 110 110 115 125 Software applications 70 80 80 85 Radios maintained 250 255 260 270 Cell phones supported 100 136 136 145 Pagers supported 290 300 310 320 1 I I I D-161 GENERAL GOVERNMENT PROGRAM: Geographic Information Services OPERATION: Organizational Support Services 1 DEPARTMENT: Public Works FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 178,200 220,300 246,300 258,200 Contract Services 12,600 41,000 31,500 31,500 Other Operating Expenditures 6,800 15,800 17,900 17,900 Minor Capital Total 197,600 277,100 2959700 307,600 PROGRAM DESCRIPTION ' The Geographic Information Services Program operates and maintains the City's integrated geographic information system ' (GIS),which uses computers to link various digital City maps and databases. Program goals are 1)accurate,comprehensive, and up-to-date City maps and associated land use and infrastructure inventories 2) quick and easy access to GIS information with reasonable security and 3)easy access to maps and databases from outside agencies and organizations. This program has four major activities: ' ■ GIS Map Maintenance. Establishing and enforcing standards for GIS map accuracy;setting up procedures to ensure timely updates of GIS maps; scheduling the ongoing addition of new maps to the GIS; working with other agencies and organizations to share GIS information. ■ GIS Database Management. Ensuring compatibility between databases and base.maps;establishing standards for GIS data accuracy,integrity,and accessibility;setting up procedures to ensure timely updates of GIS databases. ' ■ GIS Applications Development. Developing City-wide applications for analysis and inquiry of GLS information;assisting other operating programs to develop specific applications for analysis and inquiry;establishing security and priority measures for access to GIS information. ■ GIS Training and Assistance. Coordinating training classes for GIS users; answering questions and solving problems for GIS users. STAFFING SUMMARY Regular Positions ' 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 Total 3.0 3.0 3.0 3.0 Temporary Positions ' Full-Time Equivalents(FfE) 0.1 0.5 0.0 0.0 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget E 2003-05 Eliminating the half-time temporary position will save$16,800 annually. ' 2003-05 PROGRAM OBJECTIVES 0 2003-05 Continue working towards achieving program goals. I D-162 1 GENERAL ' PROGRAM: Geographic Information Services(continued) DEPARTMENT: Public Works Actual Projected ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 Potential internal GIS users 330 330 330 330 Current internal GIS users 63 75 75 75 ' City-wide GIS applications available 6 6 6 6 Specialized applications available 9 9 7 8 External GIS data users over 20 over 20 over 20 over 20 External web applications 2 5 7 9 1 I I I D-163 GENERAL GOVEWMENT PROGRAM: Building Maintenance OPERATION: Buildings and Equipment 1 DEPARTMENT: Public Works FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 Staffing 347,800 367,800 373,500 389,200 Contract Services 191,400 189,300 218,300 227,200 Other Operating Expenditures 223,400 252,000 238,300 238,300 Minor Capital 23,400 55,700 10,000 10,000 Total 786,000 864,800 840,100 864,700 PROGRAM DESCRIPTION t The Building Maintenance Program provides full maintenance service for the all City buildings except the Utilities plants. Program goals are attractive buildings, comfortable and productive work environments, safe and energy-efficient buildings, a positive image for the City,and maxinvim building service life. This program has three major activities: ■ Skilled Craft Maintenance. Performing skilled maintenance and repair work(such as plumbing and electrical work) on ' City buildings; maintaining security and fire alarm systems; maintaining fire extinguishers and first aid kits to OSHA standards;remodeling and repairing systems f mi true workstations;providing locksmith services;manAammg drinking water purification systems. ■ Housekeeping. Providing janitorial maintenance for City buildings; performing incidental minor maintenance and repair work on City buildings. ■ Building Improvement Constructing building improvements for better appearance, productivity, safety and energy- 1 efficiency;identifying and convecting wasteful energy use;coordinating new systems fumiture installations. STAFFING SUMMARY Regular Positions Facilities Maintenance Supervisor 1.0 1.0 1.0 1.0 Maintenance Technician 2.0 2.0 2.0 2.0 Maintenance Worker 2.0 3.0 2.0 2.0 Janitor 1.0 0.0 0.0 0.0 1 Total 6.0 6.0 5.0 5.0 D-164 ' 6ENEkAL GOVERNMENT ' PROGRAM: Building Maintenance(continued) DEPARTMENT: Public Works ' SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budget E 2003-05 Realigning janitorial and street light maintenance staff will save $13,400 in 2003-04 and$15,900 in 2004- 05. ' ■ 2003-05 Reducing janitorial maintenance frequency in specific areas will save$30,300 annually.. ■ 2003-05 Redirected quarterly janitorial maintenance will save$19,600 annually. ' Increases Required to Support Basic Service Levels ■ 2003-04 Completing minor building renovations will cost$12,900 in 2003-04 for: Jack House Gift Shop re-roofing ($5,000); Carnegie Library water penetration repair($5,000); turn-out shelving replacement at Fire Station No. 1 ($1,200);turn-out cabinet installation at Fire Station No. 3($500); landscape replacement at Fire Station No.4($1,200). ■ 2004-05 Completing arinor building renovations will cost $18,500 in 2004-05 for: Fire Station No. 1 roof repairs I ($3,500); Fire Station No. 2 kitchen flooring replacement ($1,100) and fence repair ($1,900); and Fire Station No. 3 planter reconstruction($2,000); and energy-saving window replacements at Fire Station No.4 ($10,000). 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Continue working towards achieving program goals. ' Actual Projected 11 I WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004-05 I Square meters of buildings maintained 13,210 13;210 19,432 19,432 Square meters of parking garages maintained 22,300 22;300 23,377 23,377 Work orders completed 975 1,000 1,025 1,050 Average days to complete work orders with no 6 8 9 10 parts order delays Average days to complete work orders with parts 30 31 32 33 ' order delays I D-165 GENERAL GbVERNMENT PROGRAM: Fleet Maintenance OPERATION: Buildings and Equipment DEPARTMENT: Public Works FUND: General Fund Actual Budgeted PROGRAM COSTS 2001-02 2002-03 2003-04 2004-05 ' Staffing 206,200 246,100 244,100 254,600 Contract Services 57,000 65,700 69,700 69,700 Other Operating Expenditures 261,100 257,300 278,900 278,900 ' Minor Capital Total 524,300 569,100 592,700 603,200 PROGRAM DESCRIPTION The Fleet Maintenance Program maintains and repairs all City vehicles and construction equipment except those used in Fire and ' Transit programs. The program goal is safe,efficient,and reliable vehicles and equipment This program has four major activi- ties: Vehicle and Construction Equipment Maintenance. Servicing and repairing autos, commercial vehicles; construction equipment, turf mowers, and emergency generators; answering road calls for repair and towing of City vehicles; scheduling and documenting maintenance services. General Equipment Maintenance. Performing mechanical and electrical repairs on small equipment maintaining the ' fueling and washing islands at the Corporation Yard. ■ Procurement. Recommending vehicle and equipment replacements and writing specifications for procurements;managing inventories of fuel,oil,tires,and replacement parts;performing shipping and receiving tasks for the Corporation Yard. ■ Safety and Environmental Protection. Arranging state-mandated inspections for smog certifications,commercial vehicles, ' and cranes;monitoring and disposing of hazardous materials for the Corporation Yard. STAFFING SUMMARY I Regular Positions Fleet Maintenance Supervisor 1.0 1.0 1.0 1.0 ' Heavy Equipment Mechanic 2.5 2.5 2.5 2.5 Total 3.5 3.5 3.5 3.5 Temporary Positions ' Full-Time Equivalents(FTE) 1.5 0.5 0.3 0.3 SIGNIFICANT PROGRAM CHANGES Reductions Required to Balance the Budge ■ 2003-0 Eliminating one half-time regular position and adding one third-time temporary position will save $27,700 in 2003-04 and$29,200 in 2004-05. 2003-05 PROGRAM OBJECTIVES ■ 2003-05 Continue working towards achieving program goals. D-166 I 1 ' GENERAL GOVERNMENT PROGRAM: Fleet Maintenance(continued) DEPARTMENT: Public Works 1 Actual Projected ' WORKLOAD MEASURES 2001-02 2002-03 2003-04 2004405 Police patrol units maintained 23 23 23 23 Police unmarked units maintained 11 12 12 12 ' Fire general purpose units maintained 7 7 7 7 Public Works units maintained 80 81 82 82 Utilities units maintained 53 53 54 54 Community Development units 8 8 8 8 maintained. Other units maintained. 20 21 22 22 Work orders completed 1,523 1481 1 1,500 1,500 I I ' D-167 Section E CAPITAL IMPROVEMENT PLAN 1 1 I 1 - CAPITAL • - • PLAN OVERVIEW INTRODUCTION 3. Summary of CIP expenditures by funding ' source. All of the City's construction projects and equipment 4. Listing of all CIP projects by function providing purchases costing $15,000 or more are included in the project title, phase (study, environmental ' the Capital Improvement Plan. (Minor capital review, design, real property acquisitions, site outlays costing less than $15,000 are included with preparation, construction, construction the operating program budgets.) management and equipment acquisitions), project cost and schedule. Through the Capital Improvement Plan (CIP), the 5. Listing of all CIP projects by funding source. City systematically plans, schedules and finances ' capital projects to ensure cost-effectiveness and 6. Project description summaries. conformance with established. polices. Comprehensive policies governing the development SUPPLEMENTAL INFORMATION— and management of the CIP are set forth in the APPENDIX B: CIP PROJECTS Policies and Objectives section of the Financial Plan (capital improvement management; capital financing and debt management). 2003-07 CIP Project.Detail. The CIP information I provided in the Financial Plan is based on the project The CIis a four year plan organized into the same detail provided in Appendix B: Capital Improvement functional groupings used for the operating Plan Projects. In addition to summary information, Iprograms: Appendix B includes the following for each CIP ■ Public Safety project:. ' ■ Public Utilities ■ Function ■ Transportation ■ Request title ■ Leisure, Cultural& Social Services ■ Project summary ' ■ Community Development ■ Project objectives ■ General Government ■ Existing situation ■ Goal and policy links I ORGANIZATION ■ Project work completed E Environmental review ■ Other special review considerations The CIP is composed of six parts: ■ Project phasing,costs and funding sources 1. Overview introducing the CIP an ■ Department coordinatord describing ■ Alternatives project types,phases and financing. ■ Project effect on the operating budget ' 2. Summary of CIP expenditures by function and ■ Location map/schematic design(if applicable) operation. I E-1 CAPITAL s • PLAN SUMMARY OF CIP EXPENDITURES BY FUNCTION . 2003-04 2004-05 2005-06 200647 BUDGET BUDGET PROPOSED PROPOSED PUBLIC SAFETY Police Protection 895,000 935,000 4,162,800 405,000 Fire and Environmental Safety 109,000 Total Public Sgfety 1,004,000 935,000 4,162,800 405,000 PUBLIC UTILITIES ' Water Services 2,191,600 7,339,700, 4,868,200 2,014,000 Wastewater Services 1,486,000 .9,142,000 1,649,300 19,492,000 Whale Rock Reservoir 257,000 100,000 80,500 ' Total Public Utilities 3,934,600 16,581,700 6,598,000 21,506,000 TRANSPORTATION Streets 4,292,100 2,966,800 6,194,000 12,977,300 Creek and Flood Protection 70,000 50,000 70,000 35,000 Pedestrian&Bicycle Paths 205,000 655,000 765,000 2,400,000 ' Parking 400,000 1,840,000 4,900,000 350,000 Transit 156,000 335,000 1,775,000 1,450,000 Total Transportation 5,123,100 5,846,800 13,704,000 17,212,300 ' LEISURE,CULTURAL AND SOCIAL SERVICES Parks and Recreation 660,700 532,800 80,100 126,000 Cultural Services 47,600 .18,100 .76,200 29,600 Total Leisure, Cultural and ' Social Services 708,300 550,900 156,300 155,606 COMMUNITY DEVELOPMENT ' Natural Resource Protection 3,600,000 2,230,000 450,000 400,000 Construction Regulation 16,000 Total Community Development 3,616,000 2,230,006 450,000 400,000 ' GENERAL GOVERNMENT Information Systems 441,800 963,800 1,712,800 1,225,000 ' Geo-Data Services 40,000 Buildings 22;000 26,000 CIP Reserve 250,000 --- - Total General Government 753,800 963,800 1,738,800 1,225,000 TOTAL 15,139,800 27,108,200 26,809,900 40,903,900 1 1 E-2 IMPROVEMENTCAPITAL SUMMARY OF CIP EXPENDITURES BY FUNDING SOURCE I2003-04 2004-M 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED I CAPITAL OUTLAY FUND General Fund 3,228,900 1,923,300 7,529,100 3,227,400 Debt Financing 959,300 1,818,800 160,000 200,000 ' Federal and State Grants 1,777,300 1,765,500 1,486,300 9,685,200 Total Capital Outlay Fund 5,965,500 5,507,600 9,175,400 13,112,600 ICOMMUNITY DEVELOPMENT BLOCK GRANT(CDBG)FUND Federal Grants 214,000 80,000 80,000 80,000 ' PARKLAND DEVELOPMENT FUND Park In-lieu Fees 189700 193,800 TRANSPORTATION IMPACT FEE FUND ' Transportation Impact Fees 434,600 442,500 3,306,800 31472,700 OPEN SPACE PROTECTION FUND General Fund 200,000 200,000 Grants .3,525,000 2,030,000 250,000 200,000 Total 3,525,000 2,036,000 450,000 400,000 EQUIPMENT REPLACEMENT FUND General Fund 298,000 84,000 2182000 205,000 ENTERPRISE AND AGENCY FUNDS I Water Fund 2,225,400 7,344,200 5,039,400 2,136,500 Sewer Fund 1,519,800 9,146,500 1,820,700 19,614,500 Parking Fund 496,900 1,842,300 4,982,800 395,300 Transit Fund 172,900 337,300 1,656,300 1,487;300 Golf Fund 12,000 Whale Rock Fund 257,000 100,000 80,500 Total Enterprise and Agency Funds 4,684,000 18,770,300 13,579,700 231633,600 ' TOTAL $15,139,800 $27,108,200 $267809,900 $40,903,900 E-3 CAPITAL • OVEMENT PLAN PROJECT DETAIL AND PHASING -PUBLIC SAFETY ' - - 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED POROTEtfiON Public Safety dispatch upgrade Facilities upgrade 1 Design 50,000 Construction 540,000 160,000 Construction management 50,000 ' Dispatch consolestfurniture Design 100,000 Equipment acquisition 900,000 Construction management 75,000 EOC dispatch center Design 20,000 ' Equipment acquisition 200,000 Construction management 20,000 Police facilities development Acquisition 2,700,000 t Construction 860,800 Equipment acquisition 250,000 ' Vehicle replacements Sedans-administration 40,000 20,000 20,000 Passenger van 21,000 Sedans-patrol 93,000 155,000 ' Utility vehicle-patrol 33,000 Motorcycles 15,000 45,000 30,000 Total Police Protection 895,000 935,000 4,162,800 405,000 1 FIRE & -• Fire engine lights 17,000 , Cardiac monitor 18,000 Access to Station No.4 45,000 ' Fleet replacement:.sedan 29,000 Total Fire&Environmental SiV5e0 109,000 TOTAL PUBLIC SAFETY $1,0049000 $9357000 $49162,800 $405,000 t 1 Costs art for construction or acquistion unless noted otherwise. E-4 ' CAPITAL IMPROVEMENT PLAN PROJECT DETAEL AND PHASING- PUBLIC UTILITIES 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED IW4TER SERVICES Source of Supply I Groundwater development Environmental review 150,000 Design 250,000 Construction 2,000,000 Construction management 50,000 Water reuse master plan 250,000 250,000 Water Treatment Plant Major facility maintenance Study 20,000 Construction 100,000 100,000 50,000 Master plan implementation Design 197,600 Construction 4,000,000 Construction management 209,700 Fleet replacement-pickup 16,000 Water Distribution Distribution master plan implementation ' Environmental review 20,000 Design 80,000 50,000 Construction 400,000 1,430,000 506,000 150,000 Distribution system improvements 1,000,000 1,000,000 1,000,000 1,000,000 Downtown sprinkler reimbursement 25,000 25,000 Polybutylene water service replacement 250,000 250,000 250,000 250,000 Telemetry system upgrade Study 50,000 Construction 507,200 198,000 ' Fleet replacement: ll2 ton pickups 16,000 16,000 2 ton service body trucks 180,000 ' Backhoe 75,000 Utilities Conservation Fleet addition-pickup 16,000 ' Administration and Engineering Fleet replacement:utility vehicle 26,000 Total Water Services 21191,600 7,339,700 4,868,200 2,014,000 1 Costs are for construction or acquittion unless noted otherwise. E-5 s s , PLAN PROJECT DETAIL AND PHASING - PUBLIC UTILITIES ' 2003-04 2004-05 2005-06 2006-07 ' BUDGET BUDGET PROPOSED PROPOSED Wastewater Collection Tank Farm gravity sewer&lift station 6,000,000 Voluntary sewer lateral rehab program 150,000 150,000 150,000 150,000 Collection system improvements 700,000 750,000 750,000 750,000 Telemetry system upgrade ' Study 40,000 Construction 217,300 462,000 Fleet replacement: ' 1-ton step van 100,000 Service body truck 67,000 Flat bed truck 60,000 t Reclamation Facility Water reclamation facility maintenance 520,000 475,000 478,000 480,000 Water reclamation facility master plan Environmental review 200,000 Design 1,400,000 ' Construction 15,900,000 Construction management 1,750,000 Fleet addition-sedan 16,000 Fleet replacement-flat bed truck 54,000 ' Total Wastewater Services 1,486,000 9,142,000 1,649,300 19,492,000 WHALE ROCK RESERVOIR Whale Rock Operations Facility maintenance and equipment replacement. 120,000 Old Creek habitat conservation plan , Study 100,000 Design 90,000 Telemetry system upgrade Study 10,000 Construction 80,500 Fleet replacement-loader 37,000 Total Whale Rock Reservoir 257,000 100,000 80,500 TOTAL PUBLIC UTILITIES $37934,600 $167581,700 $6,598,000 $21,506,000 Cosu are for consrruawn or acquarion wiles noted otherwise. E-6 CAPITAL IMPROVEMENT ■ 1 PROJECT DETAIL AND PHASING -TRANSPORTATION ' 2003-04 2004-05 2005-06 2006-07 ' BUDGET BUDGET PROPOSED PROPOSED Pavement Maintenance ' Street reconstruction,resurfacing,resealing 1,525,000 1,570,800 1,617,900 1,666,400 Fleet replacement:backhoe 75,000 ' General Street Maintenance Neighborhood traffic management 18,000 18,000 18,000 18,000 Foothill Boulevard bridge ' Design 35,000 Land acquisition 16,000 Construction 1,810,000 Street widening Higuera-Marsh to High Land acquisition 992,10.0 Construction 1,262,900 Street widening on Santa Barbara-High/Broad ' Land acquisition 130,000 Construction 320,000 Street widening on South-Higuera to Beebee 50,000 Traffic safety improvements 35,000 35,000 35,000 35,000 Bridge replacement and rehabilitation Environmental review 180,000 ' Design 250,000 Land acquisition 20,000 Guardrail improvements ' Design 35,000 Construction 75,000 75,000 Construction management 20,000 20,000 ' Prado Road bridge widening Environmental review 190,000 Design 470,000 ' Land acquisition 20,000 Bullock-Orcutt realignment&signal 270,000 824,000 Higuera-Prado right of way acquisition Land acquisition 63,100 ' LOVR interchange improvements Design 500,000 Land acquisition 1,636,000 600,000 I Construction 139,000 8,800,000 Construction management 10,000 450,000 Trgfc Signals and Street lights I Traffic safety report implementation 95,000 Traffic signal at Broad&Pacific 120,000 Street light electrical service boxes 50,000 50,000 50,000 50,000 ' Street light replacement-Broad Street 85,000 Total Streets 4,2929100 2,966,800 62194rt900 12,977,300 I Costs an for consrruction or acquisrion Mess nosed otherwise. E-7 CAPITAL IMPROVEMENT , PROJECT DETAIL.AND PHASING - TRANSPORTATION 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED FLOODCREEK AND PROTECTION Silt Removal Tank Farm 35,000 By-pass channel at wastewater plant 35,000 Railroad culvert at Morrison 50,000 Prefumo Creek 70,000 Marsh Street bridge 35,000 Total Creek and Flood Protection 70,000 50,000 70,000 35,000 PEDESTRIAN, Garden Street makeover 300,000 Railroad safety trail-Phase 3 Land acquisition 170,000 Design 260,000 Construction 2,250,000 Railroad,safety trail-Phase 4 65,000 305,000 Pedestrian transportation plan Study 25,000 Sidewalk repair 60,000 60,000 70,000 70,000 Crosswalk light installation Higuera at Garden 30,000 Programmable speed limit sign installation 40,000 Sidewalk ramps 80,000 80,000 80,000 80,000 Total Pedestrian and Bicycle Paths 205,000 655,000 765,000 2,400,000 Costs are for construction or acquistion unless noted otherwise. E-8 1 • IMPROVEMENT . s PROJECT DETAIL AND PHASING TRANSPORTATION f 2003-04 2004-05 2005-06 2006-07 ' BUDGET BUDGET PROPOSED PROPOSED ' Electronic parking signs Design 25,000 25,000 Construction 35,000 40,000 ' Equipment acquisition 140,000 75,000 Land acquisition for future parking garages Study 25,000 Land acquisition 1,400,000 1,400,000 ' NARF-Parking Land acquisition 3,500,000 Design 350,000 ' Palm-Nipomo Parking Garage Study 150,000 Environmental review 300,000 ' Fleet addition-utility scooter 25,000 Total Parking 400,000 1,844000 4,900,000 350,000 1 ' Bus stop improvements Study 1,000 Construction 10,000 10,000 Equipment acquisition 46,000 174,000 ' Capital costs of contracting Equipment acquisition 50,000 50,000 50,000 50,000 Fleet replacement-3 buses 825,000 ' NARF-Transit Environmental review 50,000 Land acquisition 100,000 900,000 Construction 1,400,000 Total Transit 156,000 .335,000 1,775,000 1,450,000 1 TOTAL TRANSPORTATION $5,123,100 $5,846,800 $137704,000_ $17,2122300 Costs arefor construction or acquLnion unless noted otherwise.. E-9 CAPITAL ROVEMENT PLAN PROJECT DETAIL AND PHASING - LEISURE,CULTURAL&SOCIAL SERVICES 2003-04 2004-05 2005-06 2006-07 1 BUDGET BUDGET PROPOSED PROPOSED PARKS A�b • Recreation Programs Therapy pool Design 25,000 Construction 200,000 Playground equipment replacement Anholm Park Design 7,500 Construction 57,500 Throop Park Design 6,500 Construction 62,500 French Park ' Design 9,500 Construction 97,700 Laguna Lake Park ' Design 9,200 Construction 96,100 Meadow Park Design 15,100 , Construction 126,000 Parks and Landscape Johnson Park picnic area renovation 45,000 Santa Rosa Park turf installation 45,000 Sinsheimer Park tennis court resurfacing 25,000 , Tree maintenance So.Higuera Elks to LOUR 32,000 Fleet replacement: Lift truck 2-ton 154,000 ' Truck 1-ton 49,000 Swim Center High rate sand filtration Construction 2.50,000 Construction management 10,000 Swim center painting 65,000 Golf Course Rotary mower 12,000 ' Total Parks and Recreation 660,700 532,800 80,100 126,000 Costs are for construction or acgnisnon unless noted otherwise. E-10 1 CAPITAL IMPROVEMENT , e PROJECT DETAIL AND PHASING - LEISURE, CULTURAL& SOCIAL SERVICES 2003-04 2004-05 2005-06 .2006-07 ' BUDGET BUDGET PROPOSED PROPOSED CULTURAL SERVICES ' Jack House fire sprinkler; 30,000 Jack House foundation repairs Design 7,000 ' Construction 58,000 Public Art 17,600 11,100 18,200 29,600 Total Cultural Services 47,600 18,100 76,200 29,600 ' TOTAL LEISURE,CULTURAL AND SOCIAL SERVICES $708,300 $550,900 $156,300 $155,600 1 1 I Costs are for construction or acquistion unless noted otherwise. E-11 CAPITAL ROVEMENT PLAN PROJECT DETAIL AND PHASING- COMMUNITY DEVELOPMENT 2003-04 2004-M 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED -NATURALoURCES OROTECTION Natural Resources Protection Open Space Preservation Land.Acquisition 3,525,000 2,030,000 450,000 400,000 City to Sea greenway pre-mitigation 200,000 Froom Creek Road decommissioning 75,000 Total Natural Resources Protection 3,600,000 2,230,000 450,000 400,000 • • • ' CIP Project Engineering t Fleet addition: Pick-up 16,000 Total Construction Regulation 16,000 TOTAL COMMUNITY DEVELOPMENT $3,6169000 $2,230,000 $450,000 $400,000 Costs are for construction or acquisnon unless noted otherwise. E-12 ' 1 -CAPITAL I • - O PROJECT DETAIL AND PHASING-GENERAL GOVERNMENT 2003-04 - - 200405 -2005-06 2006-07 ' BUDGET BUDGET PROPOSED PROPOSED IN-FoRNIATION FoxPro database conversion to SQL server 150,000 ' Radio system upgrade Design 35,000 Equipment acquisition 918,800 ' Construction management 69,300 Technology infrastructure improvements Server migration to Windows 2000 75,000 Desktop Conversion to Office XP 90,000 ' Migration to Microsoft outlook exchange 132,800 Voice-over-1P implementation 250,000 Secure data center implementation 50,000 ' Technology management improvements Systems management server 22,500 Security initiatives 45,000 Disaster recovery plan update 100,000 ' rr strategic plan update 150,000 Storage area network implementation 300,000 Off-site disaster recovery implementation 75,000 ' Intranet design and development Design 20,000 Equipment acquisition 25,000 ' Strategic systems&software improvements Financial management system Study 150,000 Equipment acquisition 800,000 ' Electronic document management system 650,000 E-Govemment improvements 150,000 Public key infrastructure strategy(Study) 60,000 ' Hybrid web infrastructure implementation 25,000 Total Information Systems 441,800 9632800 1,712,800 1,22S,000 GE.ODATA Aerial photos 40,000 Total GIS 40,000 1 ' ' Corporation yard admin building roof repair 22,000 Fleet replacement:service body truck 26,000 Total Buildings 22,000 26,000 CIP RESERVE Contingency for General Fund CIP projects 250,000 ' Total CIPReserpe 250,000 TOTAL GENERAL GOVERNMENT $7537800 $963,800 $197387800 $1,225,000 Com are for construction or acgnistimi unless notcd otherwise. E-13 CAPITAL IMP, - • PROJECT EXPENDITURES BY SOURCE-CAPITAL OUTLAY FUND 2003-04 2004.05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED - ' . Police Protection Police facilities development 3,810,800 Fire&Environmental Safety Fire engine lights 17,000 Cardiac monitor 18,000 Access-Fire Station No.4 45,000 Streets ' Neighborhood traffic management 18,000 18,000 18,000 18,000 • Foothill Boulevard bridge 372,200 Street widening South Higuera to Beebee' 50,000 1 Traffic safety improvements M,000 .35,000 35,000 35,000 • Bridge replacement and rehabilitation 90,000 • Guardrail improvements 35,000 ' • Traffic signal at Broad&Pacific 40,000 Street light electrial service boxes 50,000 50,000 50,000 50,000 • Street light replacement-Broad Street 45,000 ' Street reconstruction,resurfacing,resealing 1,525,000 1,570;800 1,617,900 1,666,400 Pedestrian and Bicycle Paths Garden Street makeover 300,000 • Railroad Safety Trail-Phase 3 300,000 Pedestrian transportation plan 25,000 Sidewalk repair 60,000 60,000 70,000 70,000 Creek and Flood Protection Silt removal 70,000 50,000 70,000 35,000 Parks and Landscape Maintenance Johnson Park picnic area renovation 45,000 Santa Rosa Park turf installation 45,000 ' Sinsheimer tennis court resurfacing 25,000 Tree maintenance-South Higuera 32,000 Parks and Recreation • Playground equipment replacement 15,100 126,000 Swim Center high rate sand filtration 260,000 ' Swim Center painting 65,000 Cultural Services Jack House fire sprinklers 30,000 ' Jack House foundation repairs 7,000 58,000 Public Art 17,600 11,100 18;200 29,600 CIP Project Engineering ' Fleet addition-pickup 16,000 •Project funded by more than one source E-14 CAPITAL IMPROVEMENT s • ■ PROJECT EXPENDITURES BY SOURCE - CAPITAL OUTLAY FUND 1 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED Information Systems ' • Financial management system 112,500 600,000 FoxPro database conversion 105,000 • Intranet design and development 31,400 ' • Technology infrastructure improvements 115,400 267,800 35,000 • Technology management improvements 15,700 206,400 262,400 • Strategic systems and software improvements 619,400 Geo-Data Services Aerial photos 40,000 ' Buildings Corporation yard building roof repair 22,000 1 CIP Reserve Contingency for General Fund CIP Projects 250,000 Total General Fund 3,228,900 1,923,300 7,529,100 3427,400 ' Upgrade public safety dispatching Facilities upgrade 640,000 Facilities rehabilitation 160,000 ' Dispatch consoles&furniture 175,000 900,000 EOC dispatch center 40,000 200,000 Radio system upgrade 104,300 918,800 ' Total Debt F'mancing 959,300 1,8189800 160,000 2009000 FEDERAL • Railroad Safety Trail-Phase 3 350,000 • Foothill Boulevard bridge 1,488,800 • Bridge replacement and rehabilitation 360,000 • Guardrail improvements 95,000 95,000 ' • Bullock-Orcutt realignment and signalization 600,000 ■ Street widening on Higuera-Marsh to High 615,300 390,200 • Railroad Safety Trail-Phase 4 58,500 256,500 City-to-Sea Greenway premitigation 200,000 Froom Creek Road decommissioning 75,000 Therapy pool 25,000 200,000 Crosswalk light Higuera at Garden 30,000 Programmable speed limit sign installation 40,000 • Los Osos Valley Road interchange 149,000 386,000 8,850,000 • Widen street Santa Barbara-High to Broad 130,000 320,000 ' Total Federal and State Grants 1,777;300 1,765,500 1,486;300 9,685,200 TOTAL CAPITAL OUTLAY FUND 5,965,500 .5,507,600 9,175400 13,112,600 •Project funded by more than one source E-15 1 CAPITAL • • • a PROJECT EXPENDITURES BY SOURCE-CDBG FUND 1 1 2003-04 2004-05 2005-06 200647 BUDGET BUDGET PROPOSED PROPOSED 1 FEDERAL • STATE GRANTS * Playground replacement Anholm&Throop Parks 134,000 ** ** 1 Sidewalk accessibility improvements 80,000 80,000 80,000 80,000 TOTAL CDBG FUND 2140000 8%000 80,000 80,000 ** No programming of CDBG funds-even on a tentative basis-has been made beyond 2002-03 1 1 1 1 1 1 1 i 1 1 1 1 1 *Project funded by more than one source E-16 CAPITAL IMPROVEMENT ' PROJECT EXPENDITURES BY SOURCE-PARKLAND DEVELOPMENT FUND 2003-04 2004-05 2005-06 2006-07 ' BUDGET BUDGET PROPOSED PROPOSED PARK IN-LIEU FEES • Playground repladement-French Park 9,500 35,200 ' ° Playground replacement-Laguna Lake Park 9,200 33,600 FEDERAL - . - ANTS ' • Playground replacement-French Park 62,500 • Playground replacement-Laguna Lake Palk 62,500 ' TOTAL PARKLAND DEVELOPMENT FUND 18,700 193,800 O Q O Project funded by mon than one source E-17 CAPITAL IMOROVEMENT PLAN PROJECT EXPENDITURES BY SOURCE-TRANSPORTATION B PACT FEE FUND 2003-04 2004-05 2005-06 2006-07 TRANspou4mmMOACT FEES BUDGET BUDGET PROPOSED PROPOSED , * Bullock-Orcutt realignment and signalization 270,000 224,000 Prado Road bridge widening 680,000 * Street widening on Higuera-Marsh to High 376,800 872,700 + LOVR interchange improvements 1,750,000 11000,000 * Railroad Safety Trail-Phase 3 170,000 260,000 1,600,000 ' * Railroad Safety Trail-Phase 4 6,500 , 48,500 * Street light replacement-Broad Street 40,000 Traffic safety report implementation 95,000 ' Higuera-Prado right of way acquisition 63,100 + NARF-Transit 200,000 TOTAL TRANSPORTATION IMPACT FEES 434,600 442,500 _ 3,306,800 3,472,700 1 •Project funded by more than one source E-18 CAPITAL IMPROVEMENT PROJECT EXPENDITURES BY SOURCE- OPEN SPACE PROTECTION FUND 2003.04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED GENERAL FUND • Open space preservation&management 200,000 200,000 FEDERAL • STATE GRANTS s Open space preservation&management 3,525,000 2,030,000 250,000 200,000 TOTAL OPEN SPACE PROTECTION FUND 3,5259000 210309000 4509000 4009000 U •Project funded by more than one source E-19 CAPITAL IMPiROVEMENT PLAN PROJECT EXPENDITURES BY SOURCE-FLEET REPLACEMENT FUND 2003-04 2004.05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED GENERALFUND Public Safety Police Protection 4 sedans, 1 passenger van 40,000 20,000 21,000 20,000 6 patrol motorcycles 15,000 45,000 30,000 8 patrol sedans 93,000 155,000 1 patrol utility vehicle 33,000 Fire&Environmental Safety Replace utility vehicle with sedan. 29,000 Total Public Safety 69,000 35,000 192,000 205,000 Transportation Streets Backhoe 75,000 Total Transportation 759000 Leisure,Cultural&Social Services , Tree Maintenance 2-ton lift truck 154,000 1 1/2 ton truck 49,000 Total Leisure,Cultural&Social Services 154,000 49,000 General Government Building Maintenance 3/4 ton pickup 26,000 Total General Government 269000 TOTAL EQUIPMENT REPLACEMENT FUND 298,000 84,000 218,000 205,000 •Project funded by more than one source E-20 1 CAPITAL IMPROVEMENT . . 1 PROJECT EXPENDITURES BY SOURCE-ENTERPRISE AND AGENCY FUNDS 1 2003-04 2004-05 2005-06 2006-07 1 BUDGET BUDGET PROPOSED PROPOSED WATER FUND 1 *. Financial management system 15,000 80,000 * FoxPro database conversion 15,000 * Intranet design and development 4,500 * Technology infrastructure improvements 16,500 38,300 5,000 * Technology management improvements 2,300 29,500 37,500 * Strategic systems and software improvements 88,500 * Utilities telemetry system upgrade 50,000 507,100 198,000 Water distribution master plan implementation 500,000 1,480,000 506,000 150,000 Water distribution system improvements 1,000,000 _ 1,000,000 1,000,000 1,000,000 Downtown firesprinkler reimbursement 25,000 25,000 Groundwater development 150,000 250,000 2,050,000 Polybutylene water service replacements 250,000 250,000 250,000 250,000 Water reuse master plan 250,000 250,000 Water treatment plant major facility maint. 20,000 100,000 100,000 50,000 Water treatment master plan implementation 197,600 4,209,700 Fleet addition 16,000 Fleet replacement Utility vehicle-pick up 26,000 Three 1/2 ton pick ups 32,000 16,000 Two 2-ton service body trucks 180,000 Backhoe 75,000 Total Water Fund 2,225,400 7,344,200 5,039,400 2,136,500 * Financial management system 15,000 80,000 * FoxPro database conversion 15,000 * Intranet design and development 4,500 * Technology infrastructure improvements 16,500 38,300 5,000 D * Technology management improvements 2,300 29,500 37,500 * Strategic systems and software improvements 88,500 * Utilities telemetry system upgrade 40,000 217,400 462,000 Tank Farm gravity sewer and lift station 6,000,000 Voluntary sewer lateral rehabilitation 150,000 150,000 150,000 150,000 Major water reclamation facility maintenance 520,000 475,000 478,000 480,000 Water reclamation.facHity master plan imp. 1,600,000 17,650,000 Wastewater collection system improvements 700,000 750,000 750,000 750,000 Fleet replacement Step van 100,000 Service body truck 67,000 Flat bed trucks 60,000 54,000 Fleet addition-sedan 16,000 Total Sewer Fund 1,519,800 9,146,500 1,820,700 19,614,500 •Project funded by more than one source E-21 CAPITAL ■ - • PLAN PROJECT EXPENDITURES BY SOURCE-ENTERPRISE AND AGENCY FUNDS 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED PARKING FUND ' Financial management system 4,500 24,000 * FoxPro database conversion 7,500 ' Intranet design and development 2,300 ' Technology infrastructure improvements 8,300 19,200 2,500 ' Technology management improvements 1,100 14,800 18,800 ' Strategic systems and software improvements 44,300 ' Traffic signal at Broad.&Pacific 80,000 * Electronic parking signs 200,000 140,000 Land acquisition for future garages 25,000 1,400,000 1,400,000 NARF-Parking 3,500,000 350,000 Palm-Nipomo parking garage 150,000 300,000 1 Fleet addition-utility scooter 25,000 Total Parking Fund 496,900 1,842,300 4,982,800 395,300 TRANSIT • ' Financial management system 3,000 16,000 * FoxPro database conversion 7,500 * Intranet design and development 2,300 ' Technology infrastructure improvements 8,300 19,200 2,500 ' Technology management improvements 1,100 14,800 18,800 * Strategic systems and software improvements 44,300. Bus stop improvements 56,000 185,000 Capital cost of contracting 50,000 50,000 50,000 50,000 ' Fleet replacement-3 buses 825,000 * NARF-Transit 50,000 100,000 700,000 1,400,000 Total Transit find 172,900 337,300 1,656,300 1,487,3110 ' • 9 Rotary mower 12,000 Total Golf Fund 129000 WHALL-RbCK FUND ' ' Utilities telemetry system upgrade 10,000 80,500 Facility maintenance and equipment replace 120,000 Old Creek habitat conservation plan 100,000 90,000 Fleet replacement-loader 37,000 Total Whale Rock Rind 257,000 1009000 807500 TOTAL ENTERPRISE & AGENCY FUNDS 4,684,000 189770,300 139579,700 23,6339600 ' *Project funded by more than one source E-22 CAPITAL • • i PROJECT DESCRIPTIONS—PUBLIC SAFETY POLICE PROTECTION FIRE AND ENVIRONMENT SAFETY Upgrade Public Safety Dispatching(2003407) Fire Engine Lights(2003-04) Replacing and upgrading radio consoles in the Upgrading existing antiquated scene lighting on public safety Dispatch Center and creating an off: Engines 1 and A with remote control night scan site Dispatch Center in the EOC at the Headquarters lighting will cost$17,000 in 2003-04. Fire Station will cost $855,000 for design, construction and project management in 2003-04; Cardiac Monitor(2003-04) $900,000 for equipment in 2004-05; $160,000 for Purchasing one replacement cardiac monitor with facilities rehabilitation in 2005-06;and$200,000 for associated battery support system will cost $18,000 EOC equipment in 2006-07.. in 2003-04. Police Facilities Development(2005-06) Access-Fire Station No.4(2003-04) Purchasing, renovating and furnishing a'building of Reconfiguring Fire Station 4 rear driveway to not less than 9000 square feet will cost no more than accommodate the widening of Los Osos Valley $4,000,000 in 2005-06. Road will cost$45,000 in 2003-04. Fleet Replacement(20034Y7) Fleet Replacement: • Replacing four police administration sedans and Fire Administration(2003-04) one van will cost $40,000 in 2003-04; $20,000 Replacing one utility vehicle with one general- in 2004-05; $21,000 in 2005-06; and $20,000 in purpose sedan will cost$29,000 in 2003-04. 2006-07 • Replacing eight police patrol sedans and one utility vehicle will cost$126,000 in 2005-06 and $155,000 in 2006-07. • Replacing six police patrol motorcycles will cost $15,000 in 2004-05; $45,000 in 2005-06 and$30,000 in 2006-07. OUpgrade Public Safety Dispatching(2003-07) Replacing and upgrading radio consoles in the public safety Dispatch Center and creating an off- site Dispatch Center in the EOC at the Headquarters Fire Station will cost $855,000 for design, construction and project management in 2003-04; $900,000 for equipment in 2004-05; $160,000 for facilities rehabilitation in 2005-06;and$200,000 for EOC equipment in.2006-07. E-23 CAPITAL IMPROVEMENT PROJECT DESCRIPTIONS—PUBLIC UTIIdTIES WATER SERVICES Water Distribution LX ge Water Distribution Master Plan Source of Supply Implementation(2003-07) Implementing the projects identified in the Water t Groundwater Development(2003-06) System Master Plan to correct existing deficiencies Pursuing expansion of the City's groundwater and provide additional facilities necessary to serve production to increase the safe annual yield of our existing residents and plaaned growth within the water supplies to meet existing and future demands City will cost $500,000 in 2003-04 and $1,480,000 will cost $150,000 for study and environmental in 2004-05 for design, right-0f--way acquisition, and work in 2003-04; $250,000 for design in 2004-05; construction; $506,000 in 2005-06 and $150,000 in and$2,050,000 for construction in 2005-06. 2006-07 for construction of the projects. Water Reuse Master Plan (2005-07) Water Distribution System Developing the Water Reuse Master Plan to identify Improvements(2003-07) the logical expansion of the Water Reuse Project to Replacing pipelines and related infrastructure to allow full utilization of the available recycled water eliminate bottlenecks, leaking, deteriorating or for appropriate non-potable uses throughout the substandard mains and facilities, to strengthen community will cost $250,000 annually for portions of the distribution system, and to improve construction projects beginning 2005-06. water flow for fine protection will cost approximately $1,000,000 annually beginning in Water Treatment 2003-04. Water Treatment Plant: Downtown Fire Sprinkler Major Facility Maintenance(2003-07) Lateral Reimbursement Program (2003-07) Performing routine maintenance on facilities at the Providing rebates to qualified property owners and City's Water Treatment Plant to ensure proper installing fire sprinkler laterals in conjunction with operation and prolong the life of equipment and water main replacement projects to encourage the other facilities will cost $20,000 to study pavement installation of fire sprinklers in the Downtown Fire problems at the plant in 2003-04; $100,000 for Protection District will cost $25,000 annually pavement repair in 2004-05 and 2005-06; and beginning in 2005-06. $50,000 to rebuild a large compressor in 2006-07. Polybutylene Water Service Water Treatment Master Plan Replacements(2003-07) Implementation(2003-05) Replacing polybutylene plastic water services to Implementing projects at the Water Treatment Plant proactively and systematically eliminate this inferior . 1 as identified in the Water Facilities Master Plan to material from the Water Distribution System will maintain water treatment quality and reliability will cost$250,000 annually. cost $197,600 for design and environmental documentation in 2003-04 and $4,209,700 for Utilities Telemetry System Upgrade(20044)7) ' construction and construction management in 2004- Evaluating upgrades to the City's water telemetry 05. system will cost $50,000 in 2004-05; and implementing upgrades will cost $507,200 in 2005- ' Fleet Replacement(2003-04) 06 and$198,000 in 2006-07. Replacing one 'h-ton pickup truck will cost $16,000 in 2003-04. ' E-24 ' 1 1 CAPITAL IMPROVEMENT PLAN PROJECT DESCRIPTIONS—PUBLIC UTII.ITIES Fleet Replacement–(20034)7) Wastewater Collection System 1 • Replacing two '/-ton pickup trucks will cost Improvements(20034)7) $16,000 in 2003-04 and 2006-07. Constructing collection system improvement projects to replace aging and inadequate sewer • Replacing two 2-ton service body trucks with 1 infrastructure, ensuring uninterrupted wastewater two new 2-ton service body trucks will cost collection, and reducing maintenance activities will $180,000 in 2005 06. cost $700,000 in 2003-04 and $750,000 annually • Replacing one backhoe will cost $75,000 in thereafter. 1 2006-07. Utilities Conservation Utilities Telemetry System Upgrade(2004-0'n 1 - Evaluating upgrades to the City's sewer telemetry system will cost $40,000 in 2004-05; and Fleet Addition–(2003-04) implementing upgrades will cost$217,300 in 2005- Adding one pickup truck to the Utilities 06 and$462,000 in 2006-07. Conservation fleet will cost$16,000 in 2003-04. Fleet Replacement(2003-05) Water Administration and Engineering e Replacing one 1-ton step van will cost$100,000 eFleet Replacement(2003-04) in 2003-04. Replacing one utility vehicle will cost $26,000 in • Replacing one backhoe will cost $75,000 in 2003-04. 2003-04. 1 • Replacing one service body truck will cost WASTEWATER SERVICES $67,000 in 2004-05. • Replacing one flat bed truck will cost$60,000 in 2004-05. Wastewater Collection 1 Reclamation Facility Tank Farm Gravity Sewer and Lift Station(200405) Major Water Reclamation Facility Implementing the Collections component of the Maintenance (2003-07) Wastewater Master Plan to correct existing Completing major maintenance projects at the deficiencies and provide adequate infrastructure for water Reclamation Facility to ensure proper areas of town having development potential will function, prolong service life, and maintain high cost approximately $6,000,000 for construction of quality treatment processes will cost $360,000 in the Tank Farm Lift Station Project in 2004-05. 2003-04; $475,000 in 2004-05; $478,000 in 2005- 06;and$480,000 in 2006-07. Voluntary Sewer Lateral Rehabilitation Program(20034)7) Water Reclamation Facility Increasing the funding for the Voluntary Sewer Master Plan Implementation(2004-07) Lateral Rehabilitation Program to help property Implementing the Water Reclamation Facility owners repair their sewer laterals and reduce component of the Wastewater Master Plan to meet infiltration and inflow into the City's wastewater future capacity demands to support planned growth, collection system will cost $150,000 annually correct existing deficiencies, and address current beginning 2003-04. and proposed water quality regulations will cost $1,600,000 for design of the plan upgrades in 2004- 05 and $17,650,000 for construction and construction management in 2006-07. E-25 ■ ■ ■ OPLAN PROJECT DESCRIP'T'IONS—PUBLIC UTILITIES Fleet Addition(2003-04) Adding one sedan to the Water Reclamation Facilities fleet for the Industrial Waste Coordinator will cost$16,000 in 2003-04. Fleet Replacement(2005-06) Replacing one flat bed truck will cost $54,000 in 2005-06. WHALE ROCKRESERVOIR Whale Rock Facility Maintenance and Equipment Replacement(2003-04) Replacing or maintaining Whale Rock facilities and equipment to ensure reliable operation and increase efficiency will cost $120,000 for six.sets of pumps, motors and check valves in 2003-04. Old Creek Habitat Conservation Plan(2003-05) Developing a Habitat Conservation Plan to address the potential impacts to steelhead in Old Creek between the Whale Rock Dam and the Pacific Ocean to ensure regulatory compliance during future ' steelhead spawning events will cost $100,000 for a study in 2003-04 and $90,000 for the development of the Habitat Conservation Plan in 2004-05. ' Utilities Telemetry System Upgrade(200407) Evaluating upgrades to the Whale Rock Reservoir's ' telemetry system will cost$10,000 in 2004.05; and implementing upgrades will cost $80,500 in 2005- 06 t Fleet Replacement(2003-04) Replacing one loader will cost$37,000 in 2003-04. E-26 IMPROVEMENTCAPITAL PLAN ' PROJECT DESCRIPTIONS—TRANSPORTATION STREETS between Higuera Street and Beebee Street will cost $50,000 in 2003-04. Streets—Pavement Traffic Safety Improvements(2003-07) ' Designing and ' constructing improvements at Street Reconstruction,Resurfacing locations identified in the City's Annual Traffic and Resealing(2003-07) Safety Report with low safety ratings will cost Reconstructing; resurfacing, and resealing street $35,000 annually. pavement in Area 7 will cost$1,525,000 in 2003-04; in Area 8, $1,570,000 in 2004-05; in Area 1, Bridge Replacement and Rehabilitation (2005- $1,616,000 in 2005-06; and in Area 2,$1,664,000 in 06) 2006-07, Replacing or rehabilitating one of the City's 34 existing vehicle bridges to prevent emergency repair Fleet Replacement- (2003-04) or replacement will cost$420,000 for environmental Replacing one backhoe will cost $75,000 in 2003- review, design, and easement acquisition in 2005- 04. 06.Total project cost is estimated at$1,500,000. Streets—General Guardrail Improvements(2005-07) Replacing or improving substandard guardrails at Neighborhood Traffic Management(2003-07) various locations will cost $130,000 in 2005-06 and Constructing neighborhood traffic management $95,000 in 2006-07. projects requested by residents will cost $18,000 annually. Prado Road Bridge Widening(2006-07) Widening and reinforcing the Prado Road Bridge Foothill Boulevard Bridge (2003-04) over San Luis Obispo Creek to extend the service Removing damaged culverts under Foothill life of existing bridge and improve traffic circulation Boulevard and replacing them with a bridge will will cost $680,000 for environmental review, cost an additional$1,861,000 in 2003-04. design, and land acquisition in 2006-07. Total project cost is estimated at$5,200,000. . Street Widening on Higuera: Marsh to High (2005-07) Bullock-Orcutt Realignment Widening the west side of Higuera Street between and Signalization(2003-05) Marsh Street and a point just south of High Street Realigning Bullock Lane to intersect with Orcutt will cost $992,100 for land acquisition in 2005-06 Road at Laurel Lane, installing a traffic signal, and and$1,262,900 for construction in 2006-07. widening Orcutt Road will cost $270,000 for acquisition of right of way from UPRR in 2003-04 Street Widening on Santa Barbara: and $824,000 for construction of road and signal High to Broad (2003-05) improvements and payment to UPRR for installation Widening Santa Barbara Street between High Street of railroad crossing improvements in 2004-05. and Broad Street will cost $130,000 for land acquisition in 2003-04 and $320,000 for Higuera-Prado Right of Way construction in 2004-05. Acquisition(2003-04) Reimbursing the developer of 3440 South Higuera Street Widening on South Street: Street for the dedication of additional right of way Higuera to Beebee(2003-04) for a future widening project will cost $63,100 in Satisfying contract obligations to participate with 2003-04• CalTrans in widening the south side of South Street E-27 A PITAL IMPROVEMENT PROJECT DESCRIPTIONS—TRANSPORTATION Los Osos Valley Road Interchange PEDESTRIAN AND BICYCLE PATHS Improvements(2004-07) Widening the bridge on Los Osos Valley Road over Highway 101 and reconfiguring the on and off Garden Street Makeover(200547) ramps to improve traffic circulation will cost an Renovating Garden Street between Marsh Street and ' additional $149,000 for minor construction and Higuera Street to beautify the area and improve construction management in 2004-05; $1,636,000 pedestrian circulation will cost$150,000 in 2005-06 for land acquisition and $500,000 for design in and$150,000 in 2006-07. 2005-06; and $600,000 for land acquisition and $9,250,000 for construction and construction Railroad Safety Trail-Phase 3(20044)7) management in 2006-07. Extending the Railroad Safety Trail along the west side of the Union Pacific Railroad (UPRR) between Traffic Signals Improvements Santa Rosa Street and Marsh Street will cost $170,000 for property acquisition in 2004-05; Traffic Safety Report Implementation (2003-04) $260,000 for design in 2005-06; and $2,250,000 for Constructing traffic signal improvements at the construction and construction management in 2006- Marsh/Santa Rosa and Marsh/Osos intersections 07• will cost$95,000 in 2003-04. Railroad Safety Trail-Phase 4(2003-05) Traffic Signal Installation Extending the Railroad Safety Trail along the east at Broad and Pacific (2003-04) side.of the Union Pacific Railroad (UPRR) between ' Installing a traffic signal at Broad and Pacific to Foothill Boulevard and Hathaway Avenue will cost comply with EIR requirements for the Marsh Street $65,000 for design in 2003-04 and $305,000 for Garage Expansion will cost$120,000 in 2003-04. construction and construction management in 2004- ' 05. Street Light Electrical Service Boxes(2003-07) Installing approximately 50 electrical service boxes Pedestrian Transportation Plan(2005-06) ' in sidewalks next to street light poles that have Preparing a Pedestrian Transportation Plan, direct electrical cabling without a fused disconnect including related environmental documents, will will cost$50,000 annually. cost$25,000 in 2005-06. ' Street Light Replacement(2005-06) Sidewalk Repair(2003-07) Replacing four street lights and installing signal Repairing sidewalks in selected pavement ' interconnection and street lighting conduit in Broad maintenance areas will cost $60,000 per year in Street in conjunction with the Broad Street Utilities 2003-04 and 2004-05 and $70,000 per year in 2005- Undergrounding project will cost $85,000 in 2005- 06 and 2006-07. 1 06. Crosswalk Light Installation CREEK AND FLOOD PROTECTION on Higuera at Garden(2005-06) ' 7F 7 77, ;'+ Installing an in-road lighting system on Higuera Street at the Garden Street pedestrian crossing will Silt Removal (2003.07) cost$30,000 in 2005-06. Removing silt to increase the capacity of creeks will cost $70,000 in 2003-04; $50,000 in 2004-05; $70,000 in 2005-06; and$35,000 in 2006-07. 1-28 CAPITAL ° ° PLAN PROJECT DESCRIPTIONS—TRANSPORTATION Programmable Speed Limit Sign TRANSIT Installation(2004-03) : Installing programmable dynamic speed advisory signs on Johnson Avenue at Sydney and on Los Bus Stop Improvements Osos Valley Road at Laguna Middle School will and Bus Identification(2003-05) cost$40,000 in 2004-05. Purchasing and installing bus stop and bus identification improvements will cost $56,000 in Sidewalk.Ramps(2003-07) 2003-04 and$185,000 in 2004-05. Removing existing concrete curb returns and sidewalks and constructing ramps that improve Capital Cost of Contracting(2003-07) D accessibility for the disabled at 40 locations each Capitalizing a portion of the maintenance cost for year will cost$80,000 annually. SLO Transit buses to reduce operating costs will cost $50,000 each year beginning 2003-04 through PARKING 2006-07. Fleet Replacement(200405) Electronic Parking Signs(2003-05) Replacing three transit buses will cost $825,000 in Installing new electronic parking signs along major 2004-05. downtown entrance corridors will cost $200,000 in 2003-04 and installing internal electronic garage North Area Regional Facility-Transit(20034)7) signs will cost$140,000 in 2004-05. Developing the transit component of the North Area Regional Facility (NARF) will cost $50,000 for Land Acquisition for environmental review in 2003-04, $100,000 for land p Future Parking Garages(2003-06) acquisition in 2004-05; $900,000 for land U Appraising land for future parking lot acquisition acquisition in 2005-06; and $1,400,000 for will cost $25,000 in 2003-04 and acquiring land for construction in 2006-07. needed surface parking lots or future garages will cost$1,400,000 in 2004-05 and$1,400,000 in 2005- 06. North Area Regional Facility-Parking(200547) Developing the parking component of the Noith Area Regional Facility(NARF) will cost$3,500,000 for land acquisition in 2005-06 and $350,000 for design in 2006-07.. Palm-Nipomo Parking Garage(2003-05) Developing the Palm-Nipomo Parking Garage will cost $150,000 for conceptual design in 2003-04 and $300,000 for environmental review in 2004-05. Fleet Addition(2003-04) Adding one utility scooter to the Parking fleet for use by a new Parking Enforcement Officer will cost $25,000 in 2003-04. E-29 CAPITAL I n IROVEMENT PLAN PROJECT DESCRIPTIONS—LEISURE,CULTURAL& SOCIAL SERVICES PARKS AND RECREATION Swim Center Swim Center High Rate Sand Filtration (2003- Recreation Programs 04) Installing a high rate sand filtration system at Therapy Pool(2003-05) Sinsheimer Swim Center will cost $260,000 2003- Designing and constructing a therapy pool at the 04. SLO Swim Center will cost$25,000 for design in 2003-04 and$200,000 for construction in 2004-05. Swim Center Painting(2005416) ' Repainting the exterior of the Swim Center to Playground Equipment Replacement(2003-07) restore appearance and prevent future damage will • Replacing sub-standard playground equipment cost$65,000 in 2005-06. and provide accessible play areas at French, Golf Course Anholm, Throop, and Laguna Lake Parks, at a cost of $152,700 for 2003-2004 and $193,800 for 2004-2005. Fleet Replacement(2003414) Replacing one mower with one new turf mower will • Replacing playground equipment at Meadow cost$12,000 in 2003-04. 1 Park in 2005-2006 will cost $15,100 for design CULTURAL SERVICES and for construction in 2006-2007 at.a cost of � $126,000. Parks and Landscape Jack House Fire Sprinklers(2003-04) Installing fire sprinklers at the Jack House to comply Johnson Park Picnic Area Renovation(20040,5) With fire code requirements will cost $30,000 in Renovating the group picnic area at Johnson Park to 2003-04. improve appearance and function will cost $45,000 Jack House Foundation 2rs ai Re in 200405. Repairs ( D� Repairing the foundation of the Jack House to prevent further settling of the building will cost ' Santa Rosa Park Turf Installation.(200405) $7,000 for design in 2004-05 and $58,000 for Replanting existing turf areas at Santa Rosa Park construction in 2005.06. will cost$45,000 in 200405. Sinsheimer Tennis Court Resurfacing(2003-04) Public Art(2003-07) 1 Resurfacing the tennis courts at Sinsheimer Park Funding public art at 50% of the City's public art will cost$25,000 in 2003-04. policy level (0.5% instead of 1%) will cost $17,600 in 2003-04 and$11,100 in 2004-05. Tree Maintenance on South Higuera(2003-04) Pruning Monterey cypress trees for safety and ' removing dead trees on South Higuera between Elks Lane and Los Osos Valley Road will cost$32,000 in 2003-04. ' Fleet Replacement-Tree Maintenance (2003-05) Replacing one 2-ton lift truck will cost $154,000 in 2003-04; replacing one 1-ton truck with a new IV2- ton truck will cost$49,000 in 2004-05. E-30 1 CAPITAL IMPROVEMENT PROJECT DESCRIPTIONS—COMMUNITY DEVELOPMENT NATURAL RESOURCES PROTECTION Open Space Preservation(2003407) Funding for open space and agricultural land protection will cost $3,525,000 in 2003-04, $2,030,000 in 2004-05 (both years fully funded with grants), $450,000 in 2005-06 and $400,000 in 2006- 07. City to the Sea Greenway "Premitigation"(2003-04) Planting, fencing and other habitat improvements along the route of the City to the Seaway Greenway pwill cost$200,000 in 2003-04. Froom Creek Road Decommissioning(2003-04) Q Stabilizing an old roadway along Froom Creek within Irish Hills Natural Reserve will cost $75,000 in 2003-04. CONSTRUCTION REGULATION CIP Project Engineering Q Fleet Addition—(2003-04) Adding one new pickup truck to the general fleet for use by a regular Feld Engineering Assistant will cost$16,000 in 2003-04. E-31 CAPITAL • PLAN PROJECT DESCRIPTIONS—GENERAL GOVERNMENT ORGANIZATIONAL SUPPORT SERVICES GeoData Services Aerial Photos(2003-04) t Information Systems Acquiring new high-resolution digital aerial photos including the area. within the city limits and city- FoxPro Database Conversion(2003-04) owned open space will cost$40,000 in 2003-04. Converting . FoxPro database applications to Microsoft SQL will cost$150,000 in 2003-04. BUILDINGS AND EQUIPMENT' F 77 Radio System Upgrade(2003-05) Upgrading the radio system will cost $104,300 for Buildings the study and project management IN 2003-04; and $918,800 for equipment acquisition and project Corporation Yard Administration Building contingency in 2004-05. Roof Repair(2003.04) Repairing the roof of the Corporation Yard ' Technology Infrastructure Administration Building will cost $22,000 in 2003- Improvements(2003-07) 04. Improving the City's technology infrastructure will ' cost$165,000 in 2003-04; $382,000 in 2005-06; and Fleet Management $50,000 in 2006-07. Fleet Replacement–(2005-06) ' Technology Management Replacing one old 3/4-ton pickup truck with one new Improvements (20034)7) 3/4-ton service body truck will cost $26,000 in 2005- Implementing technology management 06, ' improvements will cost $22,500 in 2003-04; $30,000 in 2004-05; $295,000 in 2005-06; and CIP RESERVE $375,000 in 2006-07. Intranet Design and Development(2004-05) Funding a reasonable General Fund CEP Reserve of Designing and developing an Intranet to improve $250,000 (about 5% of General Fund CIP projects productivity will cost$45,000 in 2004-05. over the next two years) will help ensure adequate contingency funding for approved Capital Financial Management System(2005-07) Improvement Plan (CII') projects in 2003-05. Replacing the Financial Management System will Council approval will be required on a case-by-case cost $150,000 for study and consultant services to basis to allocate funding from this reserve. assist in preparing a request for proposals and evaluating the results in 2005-06 and $800,000 for ' purchase and installation.in 2006-07. Strategic Systems ' and Software Improvements(2005-06) Implementing strategic systems and software improvements will cost$78000 in 2005-06. 1 E-32 I I � Section F DEBT SERVICE REQUIREMENTS r � � r � r I I DEBT SERVICE REQUIREMENTS OVERVIEW IEW This section summarizes the debt service obligations of the City at the beginning of the 2003-05 Financial Plan period (July 1, 2003). 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 2003-05 Financial Plan. The following is a description of each lease or bond obligation existing at July 1,2003: 1992 State Clean Water Revolving ■ Maturity Date:2005 purchase Downtown Plan properties Fund Loan ■ Original Principal Amount: ■ Maturity Date:2029 $1,650,000 ■ Original Principal.Amount: ■ Purpose:Upgrade the City's water ■ July 1,2003 Principal $6;745,000 D reclamation plant and collection Outstanding:$620,000 2001 Refunding Principal: system to meet discharge standards. ■ Interest Rate:5.0%to 6.0% $7,285,000 ■ Maturity Date:2012 ■ Funding Source:CDBG Fund ■ July 1,2003 Principal Outstanding: ■ Original Principal Amount: $7,140,000 $31,227,400 2001 Revenue Refunding Bonds ■ Interest Rate:3:75%to 6.25% ■ July 1,2003 Principal Outstanding: Series A i Funding Source:Debt Service Fund $17,922.400 Refunded the 1999:Series A Lease ■ Interest Rate:3.00%to 3.20% Revenue Bonds 2001 State Infrastructure Bank ■ Funding Source:Sewer Fund (CIEDB)Loan ■ Purpose:Construct various water 1994 Refunding Lease Revenue Bonds system improvements. ■ Purpose:Expand Marsh Street Refunded the 1986 Lease Revenue Bands ■ Maturity Date:2008 parking structure ■ Original Principal Amount: ■ Maturity Date:2031 ■ Purpose:Construct parking $5,000,000 ■ Original Principal Amount: structures(net proceeds: 2001 Refunding Principal: $7,765,900 $5,758,400);make road $2,430,000 ■ July 1,2003 Principal Outstanding: improvements and purchase ■ July 1,2003 Principal $7,765,900 facilities(net proceeds:$4,450,000). Outstanding:$2,115,000 to Interest Rate:3.37%(including ■ Maturity Date:Original issue—2006 ■ Interest Rate:6.70%to 7.25% annual loan fees) 1994 Refunding—2014 ■ Funding Source:Water Fund ■ Funding Source:Parking Fund ■ Original Principal Amount: $13,970.000 2001 Revenue Refunding Bonds 2002 Refunding Revenue Bonds 1994 RefundingPrincipal Series B P Refunded the 1993 Water Revenue Bonds $11,780,000 Refunded the 1999 Series B Lease ■ July 1,2003 Principal Outstanding: Revenue Bonds and 1990 Certificates ■ Purpose:Upgrade the City's water $8,057,900 of Participation treatment plant to meet water ■ Interest Rate:3.5%to 6.375% quality standards. ■ Purpose:Acquire land for open ■ ■ Funding Source:Debt Service and Maturity Dau:2023 Parking Funds space,rehabilitate the City's ■ Original Principal Amount: Recreation Center,and acquire $10,890,000 1996 Lease Revenue Bonds land for parks and recreation 2002 Refunding Principal: offices/neighborhood park. $9,485,000 ■ se:Construct anew ■ Maturity Date: 2010 Purpo ■ July 1,2003 Principal Outstanding: headquarters fur station;make ■ Original Principal Amount: $9,190,000 seismic safety and HVAC $4,500.000 ■ Interest Rate:3.50%to 4.60% improvements to City YHall;expand ■ 2001 Refunding Principal: ■ Funding Source:Water Fund Mission Plaza;acquire various $2,700,000 properties and purchase the-street ■ July 1,2003 Principal 2003 Energy Conservation Lease lighting system. Outstanding: $2,440,000 Interest Financing ■ Maturity Date:2026 Rate: 6.00%to 6.70% ■ Purpose:.Provide financing for ■ Original Principal Amount: ■ Funding Source:Debt Service various energy conservation $7,100,000 Fund measures. ■ July 1,2003 Principal Outstanding: ■ Maturity Date:2013 2001 Revenue Refunding Bonds 1999 $6.370.000 Series C ■ Original Principal Amount: ■ Interest Rate:5.30%to 7.25% $3,023,100 Refunded the 1999 Series C Lease ■ Jul 1,2003 Principal Outstandin ■ Funding Source:Debt Service Fund y p g: Revenue Bonds $3,023.100 1999 Section 108 Loan ■ Purpose:Purchase property and ■ Interest Rate:3.60% ■ Purpose:Build affordable housing build athletic fields;purchase ■ Funding Sources:.Sewer,Water,and ($1.0 million)and rehabilitate the property for police expansion; General Funds old Carnegie Library($650,000). F-1 DEBT ANNUAL PAYMENTS BY FUNCTION 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET PUBLIC SAFETY ' Police Protection 22,600 22,500 23,200 23,200 Fire&Environmental Safety 241,100 239,400 247,400 247,400 Total Public Safety 263,700 261,900 270,600 270,600 PUBLIC UTILITIES Wastewater Service 2,129,400 2,135,700 2,418,600 2,412,200 Water Service 1,166,100 1,101,700 1,108,300- 1,105,500 ' Total Public Utilities 3,295,500 3,237,400 3,526,900 3,517,700 TRANSPORTATION Streets and Flood Control 381,600 382,400 391,600 391,600 Parking 676,200 764,100 1,054,700 1,054,700 Total Transportation 1,057,800 191469500 1,446,300 114469300 LEISURE,CULTURAL&SOCIAL SERVICES I Cultural Services 64,600 64,400 66,300 66,300 Parks and Recreation 895,200 879,900 918,700 918,600 ' Social Services 321,500 322,000 326,100 328,900 Total Leisure,Cultural&Social Services 192819300 1,266,300 1,311,100 1,3139800 GENERAL GOVERNMENT ' Buildings 110,100 110,900 113,000 113,000 TOTAL DEBT SERVICE REQUIREMENTS $6,008,400 $6,0239000 $6,667,900 $6,661,400 ' F2 ' DEBT SERVICE REQUIREMENTS ANNUAL PAYMENTS BY SOURCE - - 2001-02 2002-03 2003.04 2004-05 ACTUAL BUDGETED BUDGET BUDGET DEBT SERVICE FUND 1994 Refunding Lease Revenue Bonds Principal 179,800 190,600 199,800 210,900 Interest 201,100 191,800 181,400 170,400 1996 Lease Revenue Bonds Principal 120,000 125,000 135,000 145,000 Interest 404,200 395,500 386,500 376,700 2001 Revenue Refunding Bonds Series Band Series C(Note 1) Principal 339,600 405,000 425,000 440,000 Interest 470,500 390,000 374,700 360,600 Energy Conservation Lease Financing Principal 39,400 40,900 Interest 1,600 18,400 15,600 Total Debt Service Fund 11715,200 19699,500 1,7609200 1,760,100 D CDBG FUND Section 108 Loan Principal 265,000 280,000 300,000 320,000 Interest 56,500 42,000 26,100, 8,900 Total CDBG Fund 321,500 322,000 3269100 328,900 WATER FUND 2001 Revenue Refunded Bonds Series A(Notel) Principal 300,000 315,000 325,000 335,000 Interest 107,000 74,200 63,500 52,700 2002 Revenue Refunding Bonds(Note 2) Principal 235,000 295,000, 325,000 335,000 Interest 524,100 417,500 365,600 354,200 Energy Conservation Lease Financing Principal 19,900 20,700 ' Interest 9,300 7,900 Total Water Fund 1,166,100 1,101,700 11108,3110 19105,500 WASTEWATER FUND ' 1992 State Revolving Fund(SRF)Loan Principal 1,482,200 1,528,600; 1,576,300 1,625,400 Interest 647,200 607,100 559,400 510,100 Energy Conservation Lease Financing ' Principal 192,700 200,400 _ Interest 90,200 76,300 Total Wastewater Fund 2,129,400 2,135,700 2,418,600 2,412,200 ' PARKING FUND 1994 Refunded Lease Revenue Bonds Principal 144,500 324,500 340,200 359,100 Interest 531,700 326,600 308,800 290,000 CIEDB State Loan Principal 169,900 175,100 Interest 113,000 235,800 230,500 ' Total Parldng Fund 676,200 764,100 1,0549700 1,054,700 TOTAL DEBT SERVICE REQUIREMENTS $69008,400 $6,023,000 $6,667,900 $6,661,400 Notes 1. The 1988 and 1990 Certificates of participation were refunded in the 1999 Lease Revenue bonds;the 1999 Lease Revenue Bonds were refunded by the 2001 Revenue Refunded Bonds. 2. The 2002 Water Revenue Bonds were used to refund the 1993 Revenue Bonds F-3 DEBT ' COMPUTATION OF LEGAL DEBT MARGIN Gross Assessed Valuation(2002-03) $3,681,608,655 ' Legal Debt Limit-3.75%of Gross Assessed Valuation(See Note Below) $138,060,300 ' Other Long-Term Debt: ' Revenue Bonds Secured by Capital Leases 29,146,000 State Water Resources Revolving Fund Loans 17,922,400 ' State Infrastructure Bank Loans 7,765,900 Federal Section 108 Loan(Repayble from Community Development Block Grant) 620,000 Water Revenue Bonds 9,190,000 ' 64,644,300 LESS DEDUCTIONS ALLOWED BY LAW: Revenue Bonds Secured by Capital Leases and Grant Funds 55,454,300 ' Water Revenue Bonds 9,190,000 64,644,300 TOTAL DEBT APPLICABLE TO COMPUTED LIMIT $0 LEGAL DEBT MARGIN $138,060,300 1 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. F-4 Section G CHANGES IN FINANCIAL POSITION f I f f 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 City's General Fund ' operating funds. For the Govemmental Funds, Special Revenue Funds financial position is defined as fund balance; for the Downtown Association Fund enterprise funds it is defined as working capital; and Gas Tax Fund for the Whale Rock Reservoir (an Agency Fund of Transportation Development Act Fund the City) it is defined as fund balance as reported by Community Development Block Grant Fund the Whale Rock Commission in its separately issued Law Enforcement Grants Fund ' 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 Affordable Housing Fund concepts: resources available at the beginning of the year to fund operations, debt service, and capital Equipment 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 Parking Fund last two completed fiscal years (1999-00 and 2000- Transit Fund 01); and the two years covered by the 2001-03 Golf Fund Financial Plan(2001-02 and 2002-03). Agency Fund FINANCIAL POSITION SCHEDULES Whale Rock Commission The organization of the City's funds and basis of The following schedules are included in this section: accounting are further described on the following page. Combining Financial Position Statements ■ All Funds Combined ■ All Governmental Funds Combined ■ All Enterprise and Agency Funds Combined G-1 POSITION ORGANIZATION OF THE CITY'S FUNDS t In accordance with generally accepted accounting ■ Capital Project Funds principles, the City's financial reporting system 'is • Capital Outlay organized on a fund basis consisting of three major • Parkland Development fund types—governmental, proprietary and • . Transportation Impact Fees fiduciary—and two self-balancing account groups: • Open Space Protection general fixed assets and general long-term. The • Airport Area Impact Fees City's various funds have been established in order • Affordable Housing Fund to segregate and identify those financial transactions , Equipment Replacement 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 governmental funds have legally adopted budgets Enterprise funds are distinguished from except capital project funds. While budgets are governmental funds by their similarity to private ' prepared for the City's capital project funds, the sector enterprises, as it is intended that the cost of capital projects generally span more than one year providing services will be financed or recovered and are effectively controlled at the project level. primarily through user charges. The City uses the ' following five enterprise funds: The following funds are included in the Financial ■ Water Plan; additional descriptions of each of the fund ■ Sewer , types are provided in the Budget Glossary (Section I)of the 2001-03 Financial Plan: ■ Parking ■ Transit ' Governmental Funds ■ Golf 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 a trustee capacity for private individuals, 1 than upon determining net income: organizations,or other governmental agencies. ■ General Fund Agency funds are custodial in nature (assets equal ' liabilities) and do not measure the results of ■ Special Revenue Funds operations (revenues; expenditures, and changes in • Downtown Association fund balance). Because of their custodial nature, ' • Gas Tax agency funds are not typically included in budgetary documents. In this case, however, the City is • Transportation Development Act Community Development Block Grant directly responsible for the day-to-day management ' • and operations of the Whale Rock Reservoir. As • Law Enforcement Grants Fund 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, ° • • ' ALL FUNDS COMBINED 2061-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues Tax Revenues 25,807,300 26,819,900 28,615,300 30,657,800 ' Fines and Forfeitures 957,400 895,000 1,050,000 1,085,600 Investment and Property Revenues 1,870,400 1,226,000 1,006,800 1,055,700 From Other Governments 13,650,500 18,320,000 12,189,200 10,905,600 ' Service Charges Governmental Funds 6,866,000 6,001,800 6,163,000 6,502,000 Enterprise Funds 20,822,500 22,673,600 22,791,800 23,143,300 ' Other Revenues 809,200 2,903;400 132,000 132,000 Total Revenues 789"9JOU 71,948,100 Expenditures Operating Programs Public Safety 13,897,200 15,420,200 16,382,000 18,226,100 Public Utilities 7,928,900 8,839,500 9,441,200 9,298,400 Transportation 4,411,400 5,063,800 5,042,100 5,145,900 Leisure,Cultural&Social Services 4,908,100 5,421,300 5;533,600 5,967,800 Community Development 4,406,800 5,171,200 4,988,300 5,230,600 General Government 6,811,300 8,175,700 8,779,400 9,132,800 Total Operating Programs , Capital Improvement Plan Projects 24,203,500 70,809,600 15,139,800 27,108,200 Debt Service 6,008,400 6,023,000 67667,900 6,661,400 Total Expenditures , Other Sources(Uses) Operating Transfers In 8,273,700 6,217,800 6,557,100 5,288,000 Operating Transfers Out (8,273,700) (6,217,800) (6,557,100) (5,288,000) Proceeds from Debt Financings 5,263,300 27,599,900 959,300 13,418,800 Potential MOA Adjustments (170,700) (589,800) (1,031,600) Expenditure Savings 759,900 454,100 410,800 Total Other Sources(Uses) , aRevenues and Other Sources Over(Under) Expenditures and Other Uses 3,471,000 (17,895,500) 797,400 (49I,200) Fund Balance/Working Capital, Beginning of Year 42,836,500 46,307,500 28,068,500 28,845,600 Fond Balance(Working Capital, End of Year Reserved for Debt Service 1,568,500 1,568,500 1,568,500 1,568,500 Unreserved 44,739,000 26,843,500 27,297,400 26,785,900 Total Fund BalancetWorking Capital $46,307,500 $28,4129000 $28,8659900 $28,3549400 G-3 CHANGES 10 FINANCIAL POSITION ALL GOVERNMENTAL FUNDS COMBINED ' 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET t Revenues Tax Revenues 25,807,300 26,819,900 28,615,300 30,657,800 Fines and Forfeitures 321,700 304,000 305,000 305,000 1 Investment and Property Revenues 923,100 627,500 530,300 556,000 From Other Governments 10,897,300 14,111,900 10,101,200 8,766,300 Service Charges 6,866,000 6,001,800 6,163,000 6,502,000 ' Other Revenues 495,900 1,316,700 115,000 115,000 Total Revenues 45011,3W 4991" Expenditures ' Operating Programs Public Safety 13,897,200 15,420,200 16,382,000 18,226,100 Transportation 1,954,100 2,198,200 1,915,300 1,926,900 , Leisure,Cultural&Social Services 4,540,000 5,055;500 5,139,400 5,559,000 Community Development 4,406,800 5,171,200 4,988;300 5;230,600 General Government 6,839,500 8,220,000 8,825,000 9,181,600 Total Operating Programs , Reimbursed Expenditures (2,895,900) (2,997,500) (3;228,500) (3,400,200) Total Operating Expenditures34,U21,5W 36,724,00t) Capital Improvement Plan Projects 12,222,400 31,464,800 10,455,800 8,337,900 t Debt Service 2,036,700 2,021,500 2,086,300 2,0897000 Total Expenditures 431000, , Other Sources(Uses) ' Operating Transfers In 8,052,000 5,972,000 6,319,800 5,048,400 Operating Transfers Out (8,273,700) (6,217,800) (6,557,100) .(5,288,000) ' Proceeds from Debt Financings (163,300) 4,597,000 959,300 1,818,800 Potential MOA Adjustments (520,700) (959,000) Expenditure Savings 759,900 334,100 360,800 ' Total Other Sources(Uses) (38510W 5,111,1W , Revenues and Other Sources Over(Under) ' Expenditures and Other Uses 1,925,500 (12,261,000) (198,400) 732,200 Fund Balance,Beginning of Year 23,380,300 25,305,800 12,401,300 12,182,600 Fund Balance,End of Year Reserved for Debt Service 1,568,500 1,568,500 1;568,500 1,568,500 Unreserved 23,737,300 11,476,300 10,634,400 11,346,300 ' Total Fund Balance $25,305,800 $13,044,800 $129202,900 $12,914,800 G-4 CHANGES FINANCIAL. . • • ' ALL ENTERPRISE AND AGENCY FUNDS COMBINED 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues Fines and Forfeitures 635,700 591,000 745,000 780,600 Investment and Property Revenues 947;300 598,500 476,500 499,700 ' From Other Governments 2,753,200 4,208,100 2,088,000 2,139,300 Service Charges 20,822,500 22,673,600 22,791,800 23,143,300 Other Revenues 313,300 1,586,700 17,000 17,000 Total Revenues 25,47210W 29,657,9UU 26,118,3W Expenditures Operating Programs Public Utilities 7,928,900 8,839,500 9,441,200 9,298,400 Transportation 2,457,300 2,865,600 3,126,800 31219,000 Leisure,Cultural&Social Services 368,100 365,800 394,200 408,800 General Government 2,867,70.0 2,953,200 3,182,900 3,351,400 Total Operating Programs Capital Improvement Plan Projects 11,981,100 39,344,800 4,684,000 18,770,300 Debt Service 3_,971,700 4,001,500 4,581,600 4,572,400 Total Expenditures 29,574,800 58937%QU , , , Other Sources(Uses) Operating Transfers In 221,700 245,800 237,300 239,600 Proceeds from Debt Financings 5,426,600 23,002,900 11,600,000 Other Sources(Uses) 300,000 120,000 50,000 Potential MOA Adjustments (170,700) (69,100) (72,600) Total Other Sources(Uses) 5,648,300 23075,UUU 28812uu , a Revenues and Other Sources Over(Under) Expenditures and Other Uses 1,545,500 (5,334,500) 995,800 (1,223,400) Working Capital,Beginning of Year 19,456,200 21,001,700 15,667,200 16,663,000 Working Capital,End of Year $21,0019700 $15,6679200 $16,663,000 $15,439,600 G-5 CHANGES IN FINANCIAL PO- SITION GENERAL FUND 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues Tax Revenues 25,807,300 26,819,900 28,615,300 30,657,800 Fines and Forfeitures 321,700 304,000 305,000 305,000 Investment and Property Revenues 742,500 542,000 447,000 472,000 . From Other Governments 3,035,900 2,956,300 3,122,100 3,263,200 Service Charges 4,747,500 4,580,100 4,866,000 5,164,300 ' Other Revenues 179,700 75,000 75,000 75,000 Total Revenues 341834,600 35,277,300 37,430,400 39,937,300 Expenditures Operating Programs Public'Safety 13,897,200 15,420,200 16,382,000 18,226,100 Transportation 1,954,100 2,198,200 1,915,300 1,926,900 Leisure,Cultural&Social Services 4,540,000 5,055,500 5,139,400 5,559,000 Community Development 3,852,000 4,549,000 4,426,400 4,631,200 General Government 6,811,300 8,175,700_ 8,779,400 9,132,800 ' Told Program Expenditures 31,054,600 35,398,600 36,642,500 39,476,000 Reimbursed Expenditures (2,895,900) (2,997,500) (3,228,500) (3,400,200) Total Expenditures 28,158;700 329401,100 33,4149000 36,075,800 Other Sources(Uses) Operating Transfers In 934,700 887,700 897,000 906,300 ' Operating Transfers Out (7,227,900) (5,245,100) (5,660,100) (4,381,700) MOA&Other Compensation Adjustments (428,500) (520,700) (959,000) Expenditure Savings 759,900 334,100 360,800 Total Other Sources(Uses) (6,293,200) (4,026,000) (4,949,700) (4,073,600) Revenues and Other Sources Over(Under) Expenditures and Other Uses 382,700 (1,149,800) (933,300) (212,100) , Fund Balance,Beginning of Year 9,069,300 9,452,000 8,302,200 7,368,900 Fund Balance,End of Year $9,452,000 $8,302,200 $7,368,900 $7,156,800 t G-6 CHANGES IN FINANCIAL POSITION- DOWNTOWN • •DOWNTOWN ASSOCIATION FUND 2001-02 2002-03 2003-04 2004-05 1 ACTUAL BUDGETED BUDGET BUDGET Revenues Investment and Property Revenues 6, 00 5,000 5,000 5,000 1 Service Charges 402,200 348,500 362,800 375,800 Total Revenues 408,400 353,500 367,800 3809800 ' Expenditures Operating Programs- Community Development 383,800 349,700 367,800 _ _ 380,800 Total Expenditures 383,800 349,700 367,800 3804800 Other Sources(Uses) Operating Transfers In Total Other Sources(Uses) Revenues and Other Sources Over(Under) Expenditures and Other Uses 24,600 3,800 Fund Balance,Beginning of Year _44,800 69,400 73,200 73,200 Fund Balance,End of Year $69,400 $73,200 $73400 $73400 B Q 0 0 G-7 CHANGES IN FINANCIAL POSITION GAS TAX FUND ! 2001-02 2002-03 2003-04 200445 ! ACTUAL' BUDGETED BUDGET BUDGET Revenues ! From Other Governments- Gasoline Tax 869,800 867,800 876,500 885,200 ! Traffic congestion grant 111,100 85,000 Total Revenues 9801900 952,800 876,500 885,200 Other Sources(Uses) ! Operating Transfers Out (980,900) (952,800) _ (876,500) (885,200) Total Other Sources(Uses) (980,900) (952,800) (876500) (885,200) ! Revenues and Other Sources Over(Under) Expenditures and Other Uses Fund Balance,Beginning of Year Fund Balance,End of Year $ $ $ - $ - ! ! ! G-8 ' CHANGES POSITION ' TRANSPORTATION DEVELOPMENT ACT(TDA)FUND ' 2001-02 2002-03 2003-04 2004-05 ' ACTUAL BUDGETED BUDGET BUDGET Revenues From Other Governments- 21,200 19,900 20,500 21,100 ' Total Revenues 21,200 19,900 20,500 21,100 Other Sources(Uses) ' Operating Transfers Out (21,200) (19,900) (20,500) (21,100) Total Other Sources(Uses) (21,200) (191900) (20,500) (21,100) ' Revenues and Other Sources Over(Under) Expenditures and Other Uses Fund Balance,Beginning of Year Fund Balance,End of Year $ - $ - $ - $ D D D D D 0 0 0 G-9 CHANGES POSITION COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)FUND 2001-02 2002-03 .2003-04 200"S ACTUAL BUDGETED BUDGET BUDGET Revenues From Other Governments CDBG Allocation 1,153,800 1,890,300 772,800 676,300 State Grant Close-Out 22,200 50,000 7,000 Total Revenues 191769000 1,940,300 779,800 676,300 Expenditures t Operating Programs Community Development 171,000 272,500 194,100 218,600 General Government 28,200 44,300 45,600 48,800 Total Operating Programs 199,200 316,800 239,700 267,400 Capital Improvement Plan Projects 655,300 1,301,500 214,000 80,000 Debt Service 321,500 322,000 326 ,100 328,900 Total Expenditures 1,176,000 1,9409300 779,800 676,300 Other Sources(Uses) ' Operating Transfer In Proceeds From Debt Financing Total Other Sources(uses) Revenues and Other Sources Over(Under) Expenditures and Other Uses Fund Balance,Beginning of Year Fund Balance,End of Year $ $ - $ - $ G-10 ' CHAN-GES IN FINANCIAL POSITION LAW ENFORCEMENT GRANTS FUND ' 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues Investment and Property Revenues 20,700 10,000 10,000 10,000 ' From Other Governments 53,400 264,700 Service Charges 16,700 10,000 10,300 10,600 Total Revenues 90,800 284,700 20,300 20,600 ' Expenditures Operating Programs Public Safety Total Operating Expenditures Capital Improvement Plan Projects 9,700 433,400 Total Expenditures 9,700 433,400 Other Sources(Uses) Operating Transfer In 4,900 3,400 Operating Transfer Out (43,700) Total Other Sources(Uses) (38,800) 3,400 Revenues and Other Sources Over(Under) Expenditures and Other Uses 42,300 (145,300) Fund Balance,Beginning of Year 174,800 217,100 71,800 71,800 Fund Balance,End of Year $217,100 $71,800 $71,800 $71,800 G-11 ! CHANGE S IN FINANCIAL POSITION CAPITAL OUTLAY FUND 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues From Other Governments 3,708,600 . 6,385,400 1,777,300 1,765,500 Service Charges Other Revenues 113,800 601,700 Total Revenues 3,822,400 6,987,100 19777,300 197659500 Expenditures Capital Improvement Plan Projects 7,718,500 24,390,500 5,965,500 5,507,600 Total Expenditures 7,718,500 24,390,500 5,965,500 5,507,600 Other Sources(Uses) Operating Transfers In 4,685,500 2,694,700 3,228,900 1,923,300 Proceeds from Debt Financing 4,597,000 959,300 1,818,800 Total Other Sources(Uses) 49685,500 7,291,700 41188400 .3,742,100 Revenues and Other Sources Over(Under) Expenditures and Other Uses 789,400 (10,111,700) Fund Balance,Beginning of Year 9,322,300 10,111,700 Fund Balance,End of Year $10,1119700 1 1 1 G-12 1 CHANGES IN FINANCIAL POSITION---- PARKLAND • •PARKLAND DEVELOPMENT FUND - - 2001-02 2002-03 2003-04 2004-M ACTUAL BUDGETED BUDGET BUDGET Revenues Investment and Property Revenues 21;900 20,000 20,000 20,000 ' From Other Governments 403,500 125,000 Service Charges Park In-Lieu Fees 493,600 170,900 5,000 5,000 Dwelling Unit Fees 4,900 5,000 5,000 51000 Total Revenues 5209400 599AN 30,000 155,000 Expenditures Capital Improvement Plan Projects 27,100 1,502,300 18,700 193,800 Total Expenditures 27,100 1,5029300 18,700 193,800 Other Sources(Uses) Operating Transfers In Operating Transfers Out Total Other Sources(Uses) Revenues and Other Sources Over(Under) Expenditures and Other Uses 493,300 (902,900) 11,300 (38,800) Fund Balance,Beginning of Year 554,000 1,047,300 144,400 155,700 Fund Balance,End of Year $1,047,3110 $144000 $155,700 $116,900 O G-13 CHANGES IN FINANCIAL POSITION TRANSPORTATION RVIPACT FEE FUND 1 2001-02 2002-03 2003-04 2004-05 1 ACTUAL BUDGETED BUDGET BUDGET Revenues 1 Investment and Property Revenue 39,200 13,500 10,000 10,000 From Other Governments 664,000 1 Service Charges 638,200 410,000 422,300 435,000 Other Revenues 600,000 Total Revenues 677,400 1,687,500 4321300 445,000 Expenditures Capital Improvement Plan Projects 69,500 2,232,100 434,600 442,500 , Total Expenditures 69,500 2,232,100 434,600 442,500 Other Sources(Uses) Operating Transfer Out 1 Revenues and Other Sources Over(Under) Expenditures and Other Uses 607,900 (544,600) (2,300) 2,500 Fund Balance,Beginning of Year 273,800 881,700 337,100 334,800 Fund Balance,End of Year $881,700 $3379100 $334,800 $337,300 1 1 1 1 1 G-14 CHANGES IN FINANCIAL POSITION OPEN SPACE PROTECTION FUND 2001-02 2002-03 2003-04 200405 ' ACTUAL BUDGETED BUDGET BUDGET Revenues Service Charges 58,800 From Other Governments 1,921,300 525,000 3,525,000 2,030,000 Investment and Property Revenue 24,400 2,000 2,000 2,000 Other Revenues 105,800 Total Revenues 2,110;300 527,000 3,527,000 29032,000 Expenditures ' Capital Improvement Plan Projects 2,848,300 752,200 3,525,000 2,030,000 Total Expenditures 2,848,300 752,200 39525,000 2,030,000 Other Sources(Uses) Operating Transfer In 250,000 200,000 Revenues and Other Sources Over(Under) Expenditures and Other Uses (488,000) (25,200) 2,000 2,000 Fund Balance,Beginning of Year 585,800 97,800 72,600 74,600 Fund Balance,End of Year $97,800 $72,6(10. $74,600 $76,600 Q G-15 t CHANGES IN FINANCIAL POSITION AIRPORT AREA INTACT FEE FUND 2001-02 2002-03 2003-04 2004-0 ACTUAL BUDGETED BUDGET BUDGET ' Revenues Service Charges 39,200 27,300 28,100 28,900 Investment and Property Revenue 10,900 5,000 6,000 6,200 Total Revenues 50,100 32,300 349100 35,100 Expenditures Capital Improvement Plan Projects Total Expenditures Other Sources(Uses) Operating Transfer In Revenues and Other Sources Over(Under) Expenditures and Other Uses 50,100 32,300 34,100 35,100 Fund Balance,Beginning of Year 240,200 290,300 322,600 356,700 1 Fund Balance,End of Year $290,300 $3229600 $3569700 $3917800 1 1 G-16 CHANGES IN FINANCIAL POSITION AFFORDABLE HOUSING FUND 1 2001-02 2002-03 2003-04 2004-05 1 ACTUAL BUDGETED BUDGET BUDGET Revenues 1 Service Charges 464,900 450,000 463,500 477,400 Investment and Property Revenue 20,000 15,000 15,300 15,800 Total Revenues 484,900 465,000 478,800 493,200 ' Expenditures Capital Improvement Plan Projects 215,000 Total Expenditures 215,000 Other Sources(Uses) Operating Transfer In Revenues and Other Sources Over(Under) Expenditures and Other Uses 484,900 250,000 478,800 493,200 Fund Balance,Beginning of Year 201,900 686,800 936,800 1,415,600 Fund Balance,End of Year $686,800 $936,800. $194157600 $12082800 B D Q 0 G-17 CHANGES IN FINANCIAL POSITION 1 FLEET REPLACEMENT FUND 2001-02 .2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues Investment and Property Revenues 37,300 15,000 15,000 15,000 , Service Charges Other Revenue Sale of Surplus Property 96,600 40,000 40,000 40,000 Total Revenues 133,900 55,000 55,000 - 55,000 t Expenditures Capital Improvement Plan Projects 894,000 852,800 298,000 84,000 , Total Expenditures 894,000 852,800 2989000 84,000 Other Sources(Uses) Operating Transfers In 461,700 486,700 433,700 458,700 Total Other Sources(Uses) 461,700 486,700 433,700 458,700 Revenues and Other Sources Over(Under) Expenditures and Other Uses (298,400) (311,100) 190,700 429,700 Fund Balance,Beginning of Year 1,181,600 883,200 572,100 762,800 ' Fund Balance,End of Year $883,2(10 $572,100 $762,800 $1192,500 t 1 1 G-18 1 FINANCIAL - CHANGES IN POSITION DEBT SERVICE FUND ' 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Expenditures Debt Service ' 1994 Refunding Revenue Bonds 381,600 382,400 381,200 381,300 1996 Financing Issue 524,200 .520,500 521,500 521,700 2001 Refunding Revenue Bonds 809,400 795,000 799,700 800,600 ' Energy Conservation Lease Financing 1,600 57,800 56,500 Total Expenditures 19715,2(10 1,699,500 1,760,200 1,760,100 Other Sources(Uses) Operating Transfers In 1,715,200 1,699,500 1,760,200 1,760,100 Proceeds from Debt Financing (163,300) Total Other Sources(Uses) 1,551,900 11699,500 1,760,200 1;760,100 Revenues and Other Sources Over(Under) Expenditures and Other Uses (163,300) Fund Balance,Beginning of Year 1,731,800 1,568,500 1,568,500 1,568,500 Fund Balance,End of Year Reserved for Debt Service 1,568,500 1,568,500 1,568,500 1,568,500 Unreserved BTotal Fund Balance $1,5689500 $19568,500 $19568,500 $1,568,500 Q G-19 CHANGES IN FINANCIAL POSITION WATER FUND 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues Service Charges Water sales Water Service Charges 7,055,700 7,744,000 7,537,500 7,688,600 Sales to Cal Poly 414,600 392,000 476,000 476,000 Development Impact Fees 1;546,500 1,878,300 1,496,000 1,556,300 Connection Charges and Meter Sales 34,900 40,000 22,500 22,500 Account Set-up Fee 99,100 99,500 102,500 105,600 Other Service Charges 114,800 104,400 107,500 110,700 Total Service Charges 9,265,600 10,258,200 9,742,000 9,959,700 Other Revenues 313,300 100,600 15,000 15,000 From Other Government 5,000 , Investment and Property Revenues 504,300 273,000 . 250,000 250,000 Total Revenue 101088,200 10,631,800 10,007,000 10,224,700 Expenditures Operating Programs Public Utilities 3,866,400 4,085,300 4,544,800 4,617,300 General Government 1,104,500 1,137,600 1,272,200 1,350,400 ' Total Operating Programs 4,970,900 5,222,900 5,817,000 5,967,700 Capital Improvement Plan Projects 3,209,200 18,270,000 2,225,400 7,344,200 Debt Service _ 1,166,100 1,101,700 1,108,300 1,105,500 , Total Expenditures 9,346,200 24,594,600 9,1509700 149417,400 Other Sources(Uses) ' Other Sources(Uses) Proceeds from Debt Financing 12,083,400 4,000,000 Potential MOA Adjustment (70,300) (43,000) (45,300) Other Sources(Uses) 100,000 Total Other Sources(Uses) 12,113,100 (439000) 3,954,700 Revenues and Other Sources Over(Under) ' Expenditures and Other Uses 742,000 (1,849,700) 813,300 (238,000) Working Capital,Beginning of Year 8,874,700 9,616,700 7,767,000 8,580,300 ' Working Capital,End of Year $97616,700 $7,767,000 $8,580,300 $8,342,300 G-20 CHAN6ES IN FINANCIAL POSITION ' SEWER FUND ' - - - 2001-02 2002-03 2003-04 200405 ACTUAL BUDGETED BUDGET BUDGET Revenues Service Charges Customer Sales Sewer Service Charges 6,880,600 7,131,000 7,525,000 7,940,800 Sales to Cal Poly 313,400 256,100 279,700 293,700 Industrial User Charges 39,800 39,700 46,100 40,500 CUPA Inspection Fees 39,600 40,000 Development Impact Fees 761,500 700,000 624,500 649,700 D Other Service Charges 118,900 2,000 2,000 2,000 Total Service Charges 8,153,800 8,168,800 8,471,300 8,926,700 Other Revenue 7,700 Investment and Property Revenues 173,600 100,000 103,000 100,000 Total Revenues 8,3279400 89276,500 8$ 74,300 990269700 Expenditures Operating Programs Public Utilities 3,474,100 4,065,900 4,238,200 4,003,600 General Government 986,400 1,015,500 1,086,600 1,119,200 Total Operating Programs 4,460,500 5,081,400 5,324,800 5,122,800 Capital Improvement Plan Projects _ 1,692,800 5,996,000 1,519,800 9,146,500 Debt Service 2,129,400 2,135,700 2,418,600 2,412,200 Total Expenditures 8,282,700 13,2139100 9,263,200 16,681,5W Other Sources(Uses) Proceeds from Debt Financing 2,309,300 7,600,000 Potential MOA Adjustments (63,900) Other Sources(Uses) 200,000 100,000 50,000 Total Other Sources(Uses) 2,445,400 100,000 7,650,000 Revenues and Other Sources Over(Under) Expenditures and Other Uses 44,700 (2,491,200) (588,900) (4,800) Working Capital,Beginning of Year 5,080,000 5,124,700 2,633,500 2,044,600 Worldng Capital,End of Year $59124,700 $296339500 $290449600 $2239,800 G-21 CHANGES • POSITION PARKING FUND 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET ' Revenues Service Charges Parking Meter Collections ' Lots 414,600 336,600 354,500 311,800 . Streets 762,800 815,300 898,200 907,200 Parking Structure Collections 379,300 556,300 531,800 772,400 ' Long-Term Parking Revenues 110,800 309,800 342,300 416,400 Lease Revenues 162,000 195,600 169,600 178,300 Parking In-Lieu Fees 75,400 608,800 587;500 75,500 Other Service Charges 101,500 300 300 300 Toll Service Charges 2,006,400 2,822,700 2,884,200 2,661,900 Investment and Property Revenues 237;700 199,100 99,900 126,100 ' Fines and Forfeitures 635,700 591,000 745,000 780,600 Other Revenues 1,471,500 Total Revenues 2,879,800 59084,300 3,729,100 3,568,600 Expenditures Operating Programs Transportation 875,100 1,011,800 1,176,000 1,210,600 General Government 313,200 322,600 332,300- - 355,600 Total Operating Programs 1,188,300 1,334,400 1,508,300 1,566,200 Capital Improvement Plan Projects 5,843,600 12,011,200 496,900 1,842,300 1 Debt Service 676,200 764,100 1,054,700 1,054,700 Total Expenditures 7,708,100 14,109,700 3,059,900 4,463,200 Other Sources(Uses) 1 Proceeds from Debt Financing 5,426,600 8,610,200 Other Sources(Uses) 20,000 Potential MOA Adjustments (13,500) (11,800) (12,200) Total Other Sources(Uses) 5,426,600 8,596,700 8,200 (129200) Revenues and Other Sources Over(Under) 1 Expenditures and Other Uses 598,300 (428,700) 677,400 (906,800) Working Capital,Beginning of Year 4,529,200 5,127,500 4,698,800 -- 5,376,200 1 Working Capital,End of Year $5,127,500 $496981800 $5,376400 $4,469,400 1 1 1 G-22 CHANGES IN FINANCIAL POSITION TRANSIT FUND 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues Investment and Property Revenues 2,600 2,600 2,600 From Other Governments TDA Revenues 1,236,900 1,171,200 1,265,000 1,339,300 Other Grants 1,289,900 FTA Grants 1,511,300 1,747,000 823,000 800,000 Service Charges 370,500 370,400 385,400 423,000 Other Revenues 6,900 2,000_ 2,000 DTotal Revenues 3,1181700 4,588,000 2478,000 2,5669900 Expenditures Operating Programs Transportation 1,582,200 1,853,800 1,950,800 2,008,400 General Government 270,800 278,900 287,300 307,400 Total Operating Programs 1,853,000 2,132,700 2,238,100 2,315,800 Capital Improvement Plan Projects 1,185,500 2,247,300 172,900 337,300 Total Expenditures 3,038,500 4,380,000 21411,000 2,6539100 Other Sources(Uses) Potential MOA Adjustments (6,300) (2,400) (2,700) Other Revenue Sources Expenditure Savings (6,300) (2,400) (2,700) Revenues and Other Sources Over(Under) Expenditures and Other Uses 80,200 201,700 64,600 (88,900) Working Capital,Beginning of Year 187,100 267,300 469,000 533,600 Working Capital,End of Year $267,300 $469,000. $533,600 $444,700 G-23 CHANGES • • POSITION GOLF FUND 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues Service Charges Retail Sales 9,200 12,000 12,400 12,800 Green Fees 223,700 249,000 256,500 264,200 Other Fees 38,100 24,700 25,400 26,200 Total Service Charges 271,000 285,700 294,300 303,200 ' Other Revenues Investment and Property Revenues 1,600 1,000 1,000 1,000 Total Revenues 272,600 286,700 295,300 3049200 ExpendiUu,es Operating Programs Leisure,Cultural&Social Services 368,100 365,800 394,200 408,800 General Government 113,700 117,100 120,600 129,000 Total Operating Programs 481,800 482,900 514,800 537,800 Capital Improvement Plan Projects 85,500 12,000 ' Total Expenditures 481,800 5689400 526,800 537,800 Other Sources(Uses) Operating Transfers In 221,700 245,800 237,300 239,600 Potential MOA Adjustments (4,600) Total Other Sources(Uses) 221,700 241,200 231,500 233,600 Revenues and Other Sources Over(under) Expenditures and.Other Uses 12,500 (40,500) Working Capital,Beginning of Year 28,000 40,500 Working Capital,End of Year $40,500 ' G-24 ' CHANGES IN FINANCIAL P• • WHALE ROCK COMMISSION 2001-02 2002-03 2003-04 .2004-05 ACTUAL BUDGETED BUDGET BUDGET Revenues Service Charges Member Agency Contributions 477,700 447,300 717,600 571,800 Water Distribution Charges 276,400 320,000 296,000 296,000 Other Revenues 1,100 500 1,000 1;000 Total Service Charges 755,200 767,800 1,014,600 868,800 Investment and Property Revenues 30,100 22,800 20,000 20,000 Total Revenues 785;300 790,600 19034,600 888,800 OExpenditures Operating Programs Public Utilities 588,400 688,300 658,200 677,500 General Government 79,100 81,500 83,900 89,800 Totdl Operating Programs 667,500 769,800 742,100- - 767,300 Capital Improvement Plan Projects 50,000 734,800 257,000 100,000 Total Expenditures 717,500 1,504,600 9999100 867,300 Other Sources(Uses) Potential MOA Adjustments (12,100) (6,100), (6,400) Total Other Sources(Uses) (12,100) (6,100) (6,400) Revenues and Other Sources Over(Under) Expenditures and Other Uses 67,800 (726,100) 29,400 15,100 Worlpng Capital,Beginning of Year 757,200 - - 825,000 98,900 - 128,300 Wor"Capital,End of Year $8259000 $98,900 $128,300 $143,400 O G-25 f Section H FINANCIAL & STATISTICAL TABLES 1 f f f f 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 (2001-02 and 20002-03); and the two fiscal years ■ Temporary Full-Time Equivalents (FTE's) by covered by the 2001-03 Financial Plan(2003-04 and Function 2004-05). 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 o 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 GENERAL FUND One of the key analytical tools developed during the 2003-05 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.. The forecast was initially prepared in December 2002,and updated in April 2003. I As part of the 2002-03 mid-year budget review process,the revenue assumptions included in the forecast were comprehensively reexamined based on actual results for 2001-02 as well as emerging trends at the mid-point of the year. No major changes were made at that time. Accordingly,with a few notable exceptions,the revenue projections reflected in this Financial Plan rely heavily on the projections made as part of the updated five year forecast. 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 2003-05 revenue projections reflect the staffs best judgment about the performance of the local economy over the next two years and how it will affect the City's General Fund revenues. . . 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 2003-05 revenue projections. These"top ten"revenues account for about 95%of total General Fund revenues. © Sales Tax The City receives 1%from all taxable retail sales occurring in its limits. Grows by 5.4%in 2003-04 This is collected for the City by the State of California along with their Grows by 10.1%in 2004-05 component of the,sales tax(5%for the State General Fund and 1%for ' 2003-04 revenue $1oy6400 local transportation purposes,for a total sales tax rate in San Luis 2004-05 revenue $12,068,200 Obispo County of 7%). The existing sales tax base is projected to %ofrorai revenue _ 29% grow by 3%annually. In addition to this,a net increase of$250,000 is a;_.,_:...,,a ____�__ -- projected in 2003-04 from the recently opened Home Depot;and in ' 2004-05,an additional$775,000 is projected from the following sources:$500,000 from an anticipated opening of a Costco;$225,000 from annexation of the.Airport Area($450,000 on an annual basis ' pro-rated for half the year);and$50,000 from the Copeland project ($200,000 on an annual basis prorated for 25%of the year). 0 Property Tax Under Proposition 13 adopted in June of 1978,property taxes for Grows by 6.5%in 2003.04 general purposes may not exceed I%of market value. Property tax Grows by 6.5%in 2004-05 assessment,collection and apportionment are performed by the County. 2003-04 revenue $5,947,3m , The:City receives approximately 14%of the levy within its limits. 2004-05 revenue $6,333,900 Assessment increases to reflect current market value are allowed when st of raw/revenue 16% property ownership changes or when improvements are made; ' otherwise,increases in assessed value are limited to 2%annually.The 2003-05 estimates add 4.5%to this for the next two years based on trends for the past fifteen years. H-2 ' 1 1 FINANCIAL AND STATISTICAL TABLES SUMMARY OF KEY REVENUE ASSUMPTIONS 1 © Transient Occupancy Tax Transient occupancy taxes(TOT)are levied on all individuals occupying 1 Grows by 5.0%in 2003-04 their dwelling for 30 days or less. This is generally most applicable to Grows by 5.0%in 2004-05 room rentals at motels and hotels,although it is also applicable to other 2003-04 revenue $4,178,800 types of short term rentals. The TOT rate is 10%of the room rental 2004-05 revenue $4,387,700 ' rate.Although the tax is collected for the City by the operators,it is a 1 %of roud revenue 11.% tax on the occupant,not the hotel or motel. Based on both long-term and current trends;this revenue source is projected to grow by 5% annually in 2003-05 based on trends for the past ten years. ® Utility Users Tax The City levies a 5%tax on all residences and businesses using the Grows by 4.0%in 2003-04 following utilities: telephone,electricity,natural gas,water and cable 1 Grows by 4.0%in 2004-05 television. Although the tax is collected for the City by the utility 2003-04 revenue $3,820,500 companies,it is a tax on the user,not the utility. Based on long-term 2004-05 revenue $3,973J00 and current trends,trends,this revenue source is projected to grown by 1 %of wud revenue 10%; 4%annually in 2003-05 based on trends for the past fifteen years. 11 6 Vehicle In-Lieu Subvention Until 1998-99,the State levied vehicle license fees(VLF)in the amount Grows by 5.0%in 2003.04 of 2%of the market value of the motor vehicle in lieu of local property Grows by 5.0%in 2004-05 taxes. The State then allocated 81.25%of these revenues equally 2003-04 revenue $2,704]7% between cities and counties,apportioned based on population. The 2004-05 revenue $3,840State subsequently reduced this rate,but made up the difference to local %of rood revenue . agencies through the State General Fund. Revenue for 2003-05 is projected to grown annually by 5%based on trends for the past 1 fifteen years. © Business Tax Certificates Anyone conducting business in the City is subject to a municipal Grows by 4.0%in 2003-04 business tax. The tax basis and rate are the same for.all businesses:$50 Grows by 4.0%in 2004-05 per$100,000 of gross receipts(or one-twentieth of one percent). The 2003-04 revenue $1,443,100 tax is not regulatory;and is only imposed for the purpose of raising 2004-05 revenue $1,500,800 general purpose revenues. Based on year-to-date trends,this revenue %ofIoW revenue 4% source is projected to grow by 14.2%in 2000-01. Based on mends for the last five years,this revenue source is projected to grow by 4% Qannually during 2003-05. ® Franchise Fees Franchise fees are levied by the City on a variety of utilities at various Tax bare grows by 4.0%in 2003-04* rates.The State sets franchise fees for utilities regulated by them(most Tax bare grows by 4.0%in 2004-05* notably gas and electricity):2%of gross revenues.The City sets rates 2003-04 revenue $1,830,800 on a gross receipts basis for the following utilities: water and sewer 2004-05 revenue $1,956,500 (3.5%,an increase from 2.0%in 2002-03);solid waste collection %of rota!revenue 5% (10%,an increase from 6%in 2002-03);and cable television(5%). "- - '' = The underlying revenue base is projected to increase 4.0%annually in See discussion ofproposed 2003-05 based on historical trends during the past fifteen fee increases years. In addition to this,an increase of$210,000 is projected from the proposed rate increase in trash franchise fees(prorated by 75%in 2003-04);and$250,000 annually from the proposed rate increase in water and sewer franchise fees. H-3 FINANCIAL 1 , STATISTICAL TABLES SUNEVIARY OF KEY REVENUE ASSUMPTIONS Service Charges The City sets charges for a broad range of services in accordance Based on Comprehensive User with a comprehensive user fee cost recovery policy as set forth in Fee Cosy Recovery Policy Section B(Policies and Objectives)of rhe Financial Plan. While no one fee category on its own accounts for more than I%of total. General Fund revenues,collectively service charges total$4.9 million, and account for 13%of General Fund revenues. 0 Development Review Fees Development review fees recover costs for planning,building&safety, 2003-04 revenues Szsas,i00 , engineering and fire plan check services.. Cost recovery for these 2004-05 revenues $3,136,200 : services is generally set at 100%of total costs. Based on the current total revenue 9% t construction market,we project development review fees will remain strong during 2003-05. Q Recreation Fees Fees are charged for a wide variety of recreation activities including 2003-04 revenues $1,089;;00 adult and youth athletics,classes,special events,facility rentals, 2004-05 revenues $1,122,300 aquatics,teen and senior services,at-risk youth programs,and before %of total revenue 396 , and after school programs. Specific cost recovery goals are set for 1 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. m Other Fees Fees are also assessed for a wide range of public safety,transportation 2003.04 revenues $891,400 - and general government services,including emergency medical 2004-05 revenues $905,800 services,fire service to Cal Poly,maintenance of State highways,and %of total revenue 2% financial services to the Central Coast Cities Self Insurance Joint Powers Authority. These are generally projected to grow about Excludes development impact fres 3%annually. t H-4 ' FINANCIALAND STATISTICALTABLES ' SUMMARY OF KEY REVENUE ASSUMPTIONS ' 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 Tax.Subventions The State allocates.a portion of gas tax revenues to cities under four Grows by 1.0%annually in 2003-05 distinct funding categories on a population basis totaling about$18.00 2003.04 revenue $876,500 per capita.Gas tax revenues are restricted by the State for street 2004.05 revenue $885,200 : purposes 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 2003-05. ■ Comm Dev Block Grant Community development block grant(CDBG)funds are allocated by Based on 8stbnated Auoranon the federal government to eligible local agencies for housing and 2003-04 revenue $779,800 community development purposes. Within general program guidelines 2004-05 revenue $676,300e+ to assure that federal program goals are being met,entitlement cities ------ determine their own projects and priorities. ENTERPRISE FUNDS The City maintains five enterprise funds,which account for about.35%of the City's fiscal operations: water,sewer, parking,transit and golf. Comprehensive rate reviews and revenue requirement projections for the next four years are presented to the Council as part of the 2003-05 Financial Plan process for each of these funds. Os Water Fund Detailed analyses of enterprise fund revenues and rates will be 2003-04 revenue $10,007,000 presented to the Council at the May 29, 2003 budget workshop. 2004-05 revenue _ $10,224,700 ■ Sewer Fund 2003-04 revenue $8,574,300 2004-05 revenue $9,026,700 ■ Parking Fund 03-04 revenue 53,729,100 F04-05 revenue ■ Transit Fund 2003-04 revenue $2,492,400 2004-05 revenue $2,5 a ■ Goff Fund F3-04 revenue $295,300 4-05 revenue $304,200 H-5 FINANCIAL AND ► ► TABLES REVENUES BY MAJOR CATEGORY AND SOURCE Actual Estimated e o 2001-02 2002-03 2003-04 2004-05 GEhERALTUND Tax Revenues Sales&use tax General 10,099,200 10,402,200 10,964,300 12,068,200 Public safety(Proposition 172) 217,300 223,800 230,500 237,400 Property tax 5,219,000 5,584,300 5,947,300 6,333,900 Transient occupancy tax 3,790,300 3,979,800 4,178,800 4,387,700 Utility users tax 3,532,300 3,673,600 3,820,500 3,973,300 Franchise fees 1,388,100 1,368,600 1,830,800 1,956,500 Business tax certificates 1,355,900 1,387,600 1,443,100 1,500,800 Real property transfer tax 205,200 200,000 200,000 200,000 Total Tax Revenues 251807;300 26,819,900 28,615,300 30,657,800 Fines and Forfeitures 1 Vehicle code fines 216,900 205,000 205,000 205,000 Other fines and forfeitures 104,800 99,000 100,000 100,000 Total Fines and Forfeitures 321,700 304,000 305,000 305,000 Investment and Property Revenues Investment earnings 700,800 500,000 400,000 425,000 Rents&concessions 41,700 42,000 47,000 47,000 Total Investment and Property Revenues 742,500 542,000 447,000 472,000 1 From Other Governments Motor vehicle in-lieu 2,467,400 2,576,100 2,704,900 2,840,100 ' Homeowners&other property taxes in-lieu 81,800 80.000 82,000 84,000 Other in-lieu taxes 44,600 46,000 47,400 48,800 SB 90 reimbursements Police training(POST) 48,000 32,500 82,400 84,900 Traffic Safety Grant 131,400 . COPS grant AB3229 100,000 100,000 100,000 100,000 Booting fee reimbursement 105,400 105,400 105,400 105,400 t Other state&federal grants 57,300 16,300 Total From Other Governments 3,035,900 29956,300 3,1229100 392639200 ' Service Charges Police Services Accident reports 3,100 4,000 4,100 4,200 ' Alarm permits 114,400 120,000 123,000 126,100 DUI cost recovery 10,000 6,000 6,200 6,400 Second response fees 1,600 5,100 5,200 5,300 Booking fee reimbursements 18,500 17,300 17,700 18,100 Other police services 23,100 48,000 49,200 50,400 Total Police Services 170,700 200,400 205,400 210,500 ' H-6 ' FINANCIAL AND STATISTICAL TABLES 1 REVENUES BY MAJOR CATEGORY AND SOURCE Actual Estimated 2001-02 2002-03 2003-04 2004-05 GENERALFUND Fire Services Cal Poly fire services 168,000 200,000 , 200,000 200,000 Medical emergency recovery 120,300 122,400 126;100 129,900 Third Engine Company Inspections 2,000 2,000 Fire-safety/haz mat permits 80,900 47,300 50,200 51,700 CUPA fees 18,700 47,000 78,200 80,500 Mutual aid reimbursements 337,600 585,400 Haz mat response reimbursements 23,100 Other fire services 4,400 35;000 2,500 2,500 Total Fire Services 753,000 1,037,100 459,000 466,600 Transportation Maintenance of state highways 23,700 25,000 25,000 25,000 Zone 9 reimbursements 83,800 67,000 67,000 67,000 Total Transportation 107,500 92,000 92,000 92,000 Development Review Planning&zoning fees 456,800 450,000 891,800 1,022,700 Construction plan check&inspections 1,512,000 1,350,000 1,383,800 1,425,300 Infrastructure plan check&inspections 335,000 59,500 200,300 . 240,800 Encroachment permits 58,100 74,000 229,300 262,100 Fire plan check&inspections 263,500 175,500 179,900 185,300 Total Development Review 2,625,400 2,109,000 2,885,100 3,136,200 Parks and Recreation Adult athletic fees 107,200 100,000 103,000 106,100 Youth athletic fees 21,900 18,000 32,000 33,000 Instruction fees 85,700 95,000. 97,900 100,800 Special event fees 64,600 71,700 73,900 76,200 Rental&use fees 84,800 78,000 . 71,800 74,000 Children services 485,000 494,700 534,500 550,500 Teens&seniors 23,700 23,600 24,300 25,000 Aquatics 141,900 142,400 148,500 153,000 Other recreation revenues 3,500 3,600 3,700 Total Parks and Recreation 1,014,800 1,026,900 1,089,500 1,122,300 General Government Sales of publications 20,300 38,000 35,000 35,000 CCCSIF reimbursements 50,000 52,500 54,000 55,700 USA marking fees 26,000 26,000 Other service charges 5,800 24,200 20,000 20,000 Total General Government 76,100 114,700 135,000 136,700 Total Service Charges 4,747,500 . 4,580,100 4,866,000 5,164,300 Other Revenues Insurance refunds 137,400 Other revenues 42,300 75,000 75,000. 75,000 Total Other Revenues 179,700 75,000 75,000 759000 Total General Fuad $34,8349600 $35,277;300 $377430,400 $39,937,300 H-7 STATISTICAL a : REVENUES BY MAJOR CATEGORY AND SOURCE . Actual Estimated e 2001-02 2002-03 2003.04 2004-05 SPECIALJ�E�V-EWLk FUNDS Downtown Association Fund Investment and Property Revenues 6,200 5,000 5,000 51000 , Service Charges Business tax surcharge 163,700 145,000 149,400 153,900 Other service charges 238,500 .203,500 213,400 221,900 ' Total Downtown Association Fund 408,400 353,500 3679800 380,800 Community Development Block Grant Fund From Other Governments 1,1769000 1,940,300 779,800 676,3011 Gas Tag Fund From Other Governments 980,900 952,800 876,500 885,200 Transportation Development Act Fund ' From Other Governments 21,200 19,900 20,500 21,100 Law Enforcement Grant Fund Investment and Property Revenues 20,700 10,000 10,000 10,000 ' From Other Governments 53,400 264,700 Service Charges 16,700 10,000 10,300 10,600 Total Law Enforcement Grant Fund 90,800 .284,700 20,300 20,600 CAFi[TALIPROJECT Capital Outlay Fund From Other Governments State of CaTjornia Traffic.safety gram 35,300 40,000 ' Surface transportation program(STIP/SLTPP) 453,000 130,000 1,069,000 Proposition 116 State SHA grant 1,686,100 1,770,600 State public safety CLETEP ' Other state grants 262,000 15UOO 656,500 Federal Government Highway and bridge rehabilitation and ' replacemenr(HBRR) 2,022,500 2,626,100 1,488,800 Transportation enhancement(TEA) 4169,100 Other federal grants 69,300 ' Service Charges Zone 9 reimbursements Other Revenues Sale of surplus property 490,500 Contributions 113,800 1.11,200 Total Capital Outlay Fund 398229400 6,987,100 1,777,3(10 1,765,500 H-8 FINANCIAL AND STATISTICAL TABLES REVENUES BY MAJOR CATEGORY AND SOURCE Actual Estimated 2001-02 2002-03 2003-04 2004-05 CAPITAL PROJECT_ _ Parkland Development Fund Investment and Property Revenues 21,900 20,000 20,000 20,000 From Other Governments 403,500 125,000 Service Charges Park in-lieu fees 493,600 170,900 5,000 5,000 Dwelling unit charge 4,900 5,000 5,000 5,000 Other Revenues Total Parkland Development Fund 520,400 599,400 30,000 155,000- Transportation Impact Fee Fund Investment and Property Revenues 39,200 13,500 10,000 10,000 From Other Governments 664,000 Service Charges 638,200 410,000 422,300 435,000 Other Revenues-Contributions 600,000 Total Transportation Impact Fee Fund 677,400 .19687,500 432,300 445,000 Fleet Replacement Fund Investment and Property Revenues 37,300 15,000 15,000 15,000 Other Revenues Sale of surplus property 96,600 40,000 40,000 40,000 Total Equipment Replacement Fund 133,900 55,000 55,000 55,000 Open Space Protection Fund Investment and Property Revenues 24,400 2,000 2,000 2,000 From Other Governments 1,921,300 525,000 3,525,000 2,030,000 Service Charges 58,800 Other Revenues 105,800 Total Open Space Protection Fund 2,110,300 527,000 3,527,000 2,032,000 Airport Area Impact Fee Fund Investment and Property Revenues 10,900 5,000 6,000 6,200 Service Charges 39,200 27,300 28,100 28,900 Total Airport Area Impact Fee Fund 507100 -32,300 34,100 35,100 Affordable Housing Fund Investment and Property Revenues 20,000 15,000 15,300 15,800 Service Charges 464,900 450,000 463,500_ _ _ 477,400 Total Affordable Housing Fund 484,900 465,000 478,800 493400 TOTAL-GOVERNMENTAL FUNDS $45,311,300 $49,181,800 $45,829,800 $46,902100 H-9 FINANCIAL �AND STATISTICALTABLES REVENUES BY MAJOR CATEGORY AND SOURCE Actual Estimated ' 2001-02 2002-03 2003-04 2004-05 FUNDS 1 Water Fund Investment and Property Revenues 504,300 273,000 250,000 250,000 Subventions&Grants 5,000 Service Charges 9,578,900 10,258,200 9,742,000 9,959,700 Other Revenues 100,600 15,000 15,000 Total Water Fund 10,088,200 10,631,800 10,007,000 10,2249700 , Sewer Fund Investment and Property Revenues 173,600 100,000 103,000 100,000 Service Charges 8;153,800 8,168,800 8,471,300 8,926,700 ' Other Revenue 7,700 Total Sewer Fund 8,327,400 8,276,500 8,574,300 9,026,700 Parking Fund Fines and Forfeitures 635,700 591,000 745,000 780,600 Investment and Property.Revenues 237,700 199,100 99,900 126,100 Service Charges 2,006,400 2,822,700 2,884,200 2,661,900 Other Revenue 1,471,500. Total Parking Fund 2,879,800 5,084,300 3,729,100 3,568,600 Transit-Fund ' Investment and Property Revenues 2,600 2,600 2,600 From Other Governments 2,748,200 4,208,100 2,088,000 2,139,300 Service Charges 370,500 370,400 385,400 423,000 Other Revenues 6,900 2,000 2,000 Total Transit Fund 3,118,700 4,5889000 2,478,000 2,5669900 Golf Fund Investment and Property Revenues 1,600 1,000 1,000 1;000 Service Charges 271,000 285,700 294,300 .303,200 Total Goff.Fund 272,600 286,700 295,300 304,200 Whale Rock Commission Investment and Property Revenues 30,100 22,800 20,000 20,000 Service Charges 755,200 767,800 1,014,600 868,800 Total Whale Rock Commission Fund 785,300 790,600 1,034,600 888,800 Total Enterprise&Agency Funds $25,472,000 $29,657,900 $26,118,300 $269579200 TOTAL-ALL FUNDS $70 783 $78",700 $719948,100 $73 482 000 H-10 ' s STATISTICAL TABLES TOTAL EXPENDITURES BY TYPE AND FUNCTION 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET OPERATING PROGRAM EXPENDITURES Public Safety 13,897,200 15,420,200 16,382,000 18,226,100 Public Utilities 7,928,900 8,839,500 9,441,200 9,298,400 Transportation 4,411,400 5,063,800 5,042,100 5;145,900 Leisure,Cultural&Social Services 4,908,100 5,421,300 5,533,600 5,967,800 Community Development 4,406,800 5,171,200 4,988,300 5,230,600 General Government 6,811,300 8,175,700 8,779,400 9,132,800 Total Operating Programs 429363,700 481091,700 50,166,600 5390019600 CAPITAL IMPROVEMENT PLAN EXPENDITURES n Public Safety 716,200 1,263,100 1,004,000 935,000 u Public Utilities 4,891,100 25,000,800 31934,600 16,581,700 Transportation 13,902,200 32,888,800 5,123,100 5,846,800 Leisure,Cultural&Social Services 1,104,500 10,126,600 708,300 550,900 Community Development 3,018,000 507,200 3,616,000 2,230,000 General Government 571,500 _1,023,100 753,800 963,800 Total Capftal Improvement Plan 24,203,500 70,809,600 15,139,800 279108,200 DEBT SERVICE EXPENDITURES Public Safety 263,700 261,900 270,600 270,600 Public Utilities 3,295,500 3,237,400 3,526,900 3,517,700 Transportation 1,057,800 1,146,500 1,446,300 1,446,300 Leisure,Cultural&Social Services 1,281,300 1,266,300 1,311,100 1,313,800 Community Development General Government 110,100 110,900 113,000 'l 13,000 Total Debt Service 620089400 610239000 61667,900 6,661,400 TOTAL EXPENDITURES Public Safety 14,877,100 16,945,200 17,656,600 19,431,700 Public Utilities 16,115,500 37,077,700 16,902,700 29,397,800 Transportation 19,371,400 39,099,100 11,611,500 12,439,000 Leisure,Cultural&Social Services 7,293,900 16,814,200 7,553,000 7,832,500 Community Development 7,424,800 5,678,400 8,604,300 7,460,600 General Government 7,492,900 _9,309,700 9,646,200 1.0,209,600 Total Expenditures 72,575,600 124,924,300 71,974,300 86,771,200 H-11 FINANCIALIAND STATISTICAL TABLES INTERFUND TRANSACTIONS - OPERATING TRANSFERS 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET General Fund Operating Transfers In Gas Tax Fund 869,800 867,800 876;500 885,200 TDA Fund 21,200 19,900 20,500 21,100 Law Enforcement Block Grant Fund 43,700 Total operating transfers in 934,700 887,700 897,000 906,300 Operating Transfers Out Downtown Association Fund Law Enforcement Block Grant Fund (4,900) (3,400) Capital Outlay Fund (4,574,400) (2,609,700) (3,228,900) (1,923,300) Open Space Protection Fund (250,000) (200,000) Equipment Replacement Fund (461,700) (486,700) (433,700) (458,700) Debt Service Fund (1,715,200) (1,699,500) (1,766,200) (1,766,100) Golf Fund (221,700) (245,800) (237,300) (239,600) Total operating transfers out (7,227,900) (5;245,100) (5,660,100) (4,381,700) Total Operating Transfers (6,293,200) (4,357,400) (4,763,100) (31475,400) Gas Tax Fund Operating Transfer Out General Fund (869,800) (867,800) (876,500) (885,200) Capital Outlay Fund (111,100) (85,000) Total operating transfers out (980,900) (9529800) (876„500) (885,200) Transportation Development Act Fund Operating Transfer Out General Fund (21400) (19,900) (20,500) (21,100) t Law Enforcement Block Grant Fund Operating Transfer In ' General Fund 4,900 3,400 Operating Transfer Out General Fund (43,700) Total operating transfers (38,800) 3,400 Capital Outlay Fund Operating Transfer In ' General Fund 4,574,400 2,609,700 3,228,900 1,923,300 Gas Tax Fund 111,100 85,000 Total operating transfers in 4,685,500 2,694,700 3,2289900 1,923,300 Open Space Protection Fund Operating Transfers In General Fund 250,000 200,000 H-12 FINANCIAL AND STATISTICAL TABLES ! INTERFUND TRANSACTIONS - OPERATING TRANSFERS ! 2001-02 2002703 2003-04 200405 ACTUAL BUDGETED BUDGET BUDGET Equipment Replacement Fund Operating Transfers In General Fund 461,700 486,700 433,700 458,700 ! Debt Service Fund Operating Transfer In General Fund 1,715,200 1,699,500 1,760,200 1,760,100 Golf Fund ! Operating Transfer In General Fund 221,700 245,800 237,300 239,600 NET OPERATING TRANSFERS $0 $0 $0 $0 ! D D D D D D ! D H-13 FINANCIAL AND STATISTICAL TABLES INTERFUND TRANSACTIONS -REDaURSEMENT TRANSFERS 2001-02 2002-03 2003-04 2004-M ACTUAL BUDGETED BUDGET BUDGET ' General Fund (2,895,900) (2,997;500) (3,228,500) (3,400;200) Community Development Block Grant Fund 28,200 44;300 45,600 48,800 Enterprise and Agency Funds Water 1,104,500 1,137,600 1,272,200 1,350,400 Sewer 986,400 1,015,500 1,086,600 1,119,200 Parking 313,200 322,600 332;300 355,600 Transit 270,800 278,900 287,300 307,400 Golf 113,700 117,100 120,600 129,000 Whale Rock Commission 79,100 81,500 83,900 89,800 Total Enterprise and Agency Funds 2,867,700 2,953,200 3,182,900 3,351,400 NET REIMBURSEMENT TRANSFERS $0 $0 $0 $0 Summary of .. • of 206-3-05 All of the City's General Govemaient 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 2003-05,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: ' 2003704 . 2004-05 General Government Programs City Council 101,800 118,200 General Administration City Administration 539,700 .566,400 Public Works Administration 904,600 946,100 Transportation Planning&Engineering 409,900 391;300 ' Parks&Recreation Administration 551,700 576,600 Legal Services 384,400 404,700 City Clerk Services 402,800 434,500 Organizational Support Services ' Finance,Human Resources,Information Systems,and Geodata Services 3,384,400 3,534,700 Risk Management and Insurance Expenditures 1,379,800 1,393,600 Other Support Services(telephones,copiers,etc) 437,800 446,500 Buildings and Vehicle Maintenance 1,432,800 1,467,900 Total General Government Programs 9,929,700 10,280,500 CIP Project Engineering Program 1,262,500 1,316,700 Facilities and Equipment Use 2,912,400 2,999,800 Total Reimbursed Programs 14,104,600 14,597,000 Percent Funded By General Fund 77% 77% Community Development Block Grant Fund 0% 0% Enterprise and Agency Funds 23% 23% Total Reimbursed Programs 100% 10046 ' H-14 FINANCIAL AND STATISTICAL TABLES ' AUTHORIZED REGULAR POSMONS BY DEPARTMENT 2001-02 2002-03 2003-04 2004-M ACTUAL BUDGETED BUDGET BUDGET ADMINISTRATION City Administration City Administrative Offices(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 0.0 0.0 0.0 Principal Administrative Analyst 0.0 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 1.0 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 8.0 8.0 &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 0.0 0.0 0.0 Administrative Assistant 2.0 3.0 2.0 2.0 Total City Clerk 4.0 4.0 3.0 3.0 HUMAN RESOURCES n Director of Human Resources 1.0 1.0 1.0 1.0 uHuman 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 0.0 1.0 0.0 Human Resources Specialist 1.0 2.0 1.0 2.0 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 Manages 1.0 1.0 1.0 1.0 Revenue Manager 1.0 1.0 0.0 0.0 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 Technician 4.0 4.0 4.0 4.0 Telecommunications Supervisor 0.0 1.0 1.0 1.0 Radio Systems Technician 0.0 1.0 1.0 1.0 Telemetry/Instrunimt Technician 0.0 1.0 1.0 1.0 Accounting Assistant 8.0 8.0 8.0 8.0 Administrative Assistant 1.0 1.0 0.0 0.0 Total Finance19.0 22.0 20.0 20.0 H-15 1 STATISTICALFINANCIAL A, ND , e AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET COMMUNPrY DEVELOPMENT I Administration Director of Community Development 1.0 1.0 1.0 1.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 3.0 1.0 2.0 2.0 Permit Technician 0.0 2.0 1.0 1.0 Long Range Planning Deputy Director 1.0 1.0 1.0 1.0 Planning Technician 1.0 1.0 1.0 1.0 Associate Planner 3.0 3.0 3.0 3.0 ' Development Review Deputy Director 1.0 1.0 1.0 1.0 Associate Planner 2.0 2.0 2.0 2.0 ' Building&Safety Chief Building Official 1.0 1.0 1.0 1.0 Building Permit Coordinator 1.0 1.0 1.0 1.0 Building Inspector 2.0 2.0 1.0 1.0 Senior Building Inspector 0.0 0.0 1.0 1.0 Plans Examiner 1.0 1.0 1.0 1.0 ' Cade 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 I Recreation Coordinator 2.0 2.0 2.0 2.0 Park Ranger Administrator 1.0 1.0 1.0 1.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Office Assistant 1.0 0.0 0.0 0.0 Administrative Assistant 0.0 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 15.0 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 Warks 1.0 1.0 1.0 1.0 Administrative Analyst 1.0 0.0 0.0 0.0 PW Administrative Services Manager 0.0 1.0 1.0 1.0 ' Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 3.5 3.5 3.5 3.5 Deputy Director of Public Works/City Engineer 0.0 0.0 1.0 1.0 Program&Project Coordinator 1.0 1.0 1.0 1.0 H-16 FINANCIALAND STATISTICAL TABLES AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 2001-02 2002-03 2003-04 200445 ' ACTUAL BUDGETED BUDGET BUDGET GeoData Services GIS Manager 1.0 1.0 1.0 1.0 GIS Specialist 2.0 2.0 2.0 2.0 ' CiP Project Engineering Deputy Director of Public Works/City Engineer 1.0 1.0 0.0 0.0 Principal Civil Engineer 1.0 0.0 0.0 0.0 Supervising Civil Engineer 0.0 1.0 1.0 1.0 Associate Engineer 3.0 3.0 3.0 3.0 Assistant Engineer 1.0 1.0 1.0 1.0 Engineering Technician 3.0 3.0 3.0 3.0 Field Engineering Supervisor 1.0 0.0 0.0 0.0 Construction Engineering Manager 0.0 1.0 1.0 1.0 Field Engineering Assistant 2.0 2.0 2.0 2.0 Public Works Inspector 2.0 2.0 2.0 2.0 Program&Project Coordinator 0.0 0.0 1.0 1.0 Transportation and Engineering Development Review Engineering Development Review Supervising Civil Engineer 1.0 1.0 1.0 1.0 Principal Civil Engineer 1.0 1.0 1.0 1.0 Assistant Engineer 1.0 1.0 1.0 1.0 Transportation Planning&Engineering Principal Transportation Plattner 1.0 1.0 1.0 1.0 Associate Transportation Engineer 1.0 0.0 0.0 0.0 Principal Transportation Engineer 0.0 1.0 1.0 1.0 Transportation Associate 1.0 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 Q 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 Administrative Assistant 1.0 2.0 2.0 2.0 Office Assistant 1.0 0.0 0.0 0.0 Transit Transit Manager 1.0 1.0 1.0 1.0 Transportation Assistant 0.0 0.0 0.5 0.5 Streets Streets Supervisor 2.0 0.0 0.0 0.0 Streets Maintenance Supervisor 0.0 1.0 1.0 1.0 Program&Project Coordinator 0.0 1.0 0.0 0.0 Heavy Equipment Operator 2.0 2.0 2.0 2.0 Signal Maintenance Electrician 1.0 1.0 1.0 1.0 Maintenance Worker 6.0 6.0 6.0 6.0 Creek&Flood Protection Engineering Associate 0.0 0.0 0.0 0.0 Maintenance worker 1.0 1.0 1.0 1.0 Heavy Equipment Operator 1.5 1.5 1.5 1.5 H47 t FINANCIAL AND STATISTICAL TABLES AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET Parks&Trees Urban Forestry Supervisor 1.0 1.0 0.0 0.0 Urban Forestry Technician 0.0 0.0 1.0 1.0 Parks Supervisor 1.0 1.0 1.0 1.0 ' 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 7.0 7.0 Equipment Supervising Mechanic 1.0 0.0 0.0 0.0 Fleet Maintenance Supervisor 0.0 1.0 1.0 1.0 ' Heavy Equipment Mechanic 2.5 2.5 2.0 2.0 Building and Swim Center Maintenance Building Maintenance Supervisor 1.0 0.0 0.0 . 0.0 Facilities Maintenance Supervisor 0.0 1.0 1.0 1.0 Building Maintenance Technician 3.0 3.0 3.0 3.0 Maintenance Worker 3.0 3.0 2.0 2.0 Total Public Works 775 775 75.5 755 UTILnUS Administration and Engineering Utilities Director 1.0 1.0 1.0 1.0 Utilities Engineer 1.0 1.0 1.0 1.0 Water Projects Manager 1.0 1.0 1.0 1.0 t Administrative Analyst 1.0 0.0 0.0 0.0 Senior Administrative Analyst 0.0 1.0 1.0 1.0 Supervising Administrative Assistant 1.0 1.0 1.0 1.0 Administrative Assistant 0.8 0.8 0.8 0.8 Instrumentation Technician 1.0 0.0 0.0 0.0 Water Services ' Water Division Manager 1.0 0.0 0.0 0.0 Deputy Director of Utilities/Water 0.0 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 5.0 5.0 ' Treatment Plant Chief Operator 0.0 0.0 1.0 1.0 Treatment Plant Maintenance Technician 1.0 1.0 1.0 1.0 Laboratory Analyst 0.3 0.3 0.2 0.2 ' Chief Laboratory Analyst 0.0 0.0 0.1 0.1 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 H-18 FINANCIAL-AND STATISTICAL TABLES ' AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 2001-02 2002-03 2003-04 200445 ACTUAL BUDGETED BUDGET BUDGET ' Wastewater Services Wastewater Division Manager 1.0 0.0 0.0 0.0 Deputy Director of Utilities/Wastewater 0.0 1.0 1.0 1.0 Treatment Plant Supervisor 1.0 0.0 0.0 0.0 Wastewater Reclamation Plant Supervisor 0.0 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 Water Reclamation Operator 8.0 8.0 7.0 7.0 Water Reclamation Chief Operator 0.0 0.0 1.0 1.0 Maintenance Technician 2.0 2.0 2.0 2.0 Laboratory Analyst 2.7 2.7 2.7 2.7 Utility Worker 6.0 6.0 6.0 6.0 Chief Maintenance Technician 1.0 1.0 1.0 1.0 Total Utilities 57.8 56.8 56.8 56.8 pPOLICE 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 46.0 46.0 46.0 46.0 Non-Sworn Positions Public Safety Information System Coordinator 1.0 0.0 0.0 0.0 Neighborhood Services Manager 1.0 1.0 1.0 1.0 Commu icatims;Manager 1.0 1.0 1.0 1.0 Communications Supervisor 0.0 2.0 2.0 2.0 B Cximmu ications Technician 12.0 10.0 10.0 10.0 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 0.0 0.0 0.0 Administrative Analyst 0.0 1.0 1.0 1.0 Administrative Assistant 2.0 2.0 2.5 2.5 Maintenance Worker 1.0 1.0 1.0 1.0 Total Police 89.5 885 89.0 89.0 H-19 FINANCIAL ► ND STATISTICAL TABLES AUTHORIZED REGULAR POSITIONS BY DEPARTMENT 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET FRE 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 E'.ngm= 15.0 15.0 15.0 15.0 Firefighter 15.0 15.0 15.0 15.0 , Non-Sworn Positions Fire Marshal 1.0 1.0 1.0 1.0 Fire Inspector 2.0 2.0 .2.0 2.0 ' Hazardous Materials Coordinator 1.0 1.0 1.0 1.0 Radio Communications Technician 1.0 0.0 0.0 0.0 Fire Vehicle Mechanic 1.0 1.0 1.0 1.0 Administrative Assistant 2.0 2.0 1.0 1.0 Management Assistant 1.0 0.0 0.0 0.0 Administrative Analyst 0.0 1.0 1.0 1.0 ' Total Fire 55.0 54.0 53.0 53.0 TOTAL REGULAR POSITIONS 352.8 352.8 347.3 347.3 r H-20 ' FINANCIAL AND STATISTICAL TABLES AUTHORIZED REGULAR POSITIONS BY FUNCTION 2001-02 2002-03 2003.04 2004-05 ACTUAL BUDGETED BUDGET BUDGET PUBLIC SAFETY Police Protection 89.5 88.5 89.0 89.0 Fire&Environmental Safety 55.0 54.0 53.0 53.0 Total Public Safety 144.5 1425 142.0 142.0 PUBLIC UTILITIES Water Service 27.1 26.6 26.6 26.6 Wastewater Service 27.0 26.6 .26.6 26.6 Whale Rock Reservoir 3.7 3.6 3.6 3.6 Total Public Utilities 57.8 56.8 56.8 56.8 TRANSPORTATION Shu 11.0 11.0 10.0 10.0 u Creek&Flood Protection 2.5 2.5 2.5 2.5 u Transportation Planning 4.0 4.0 4.0 4.0 Parking 7.0 7.0 7.0 7.0 Municipal Transit System 1.0 1.0 1.5 1.5 Total Transportation 25.5 25.5 25.0 25.0 LEISURE,CULTURAL&SOCIAL SERVICES Recreation Programs 12.0 12.0 12.0 .12.0 Maintenance Services 15.0 15.0 13.0 13.0 Golf Course Operations&Maintenance 3.0 3.0 3.0 3.0 QTotal Leisure,Cultural&Social Services 30.0 30.0 28.0 28.0 COMMUNITY DEVELOPMENT Planning 13.0 13.0 13.0 13.0 Natural Resource Protection 2.3 2.3 2.3 2.3 Economic Development 1.3 13 1.3 1.3 Building&Safety 6.0 6.0 6.0 6.0 Engineering Development Review 3.0 3.0 3.0 3.0 CIP Project Engineering 14.0 14.0 14.0 14.0 Total Community Development 39.6 39.6 39.6 39.6 GENERAL GOVERNMENT City Administration 4.4 4.4 4.4 4.4 Public Works Administration 7.5 7.5 9.5 9.5 Legal Services 3.0 3.0 3.0 3.0 City Clerk Services 4.0 4.0 3.0 3.0 Human Resources Programs 5.0 5.0 5.0 5.0 Finance&Information Systems 19.0 22.0 20.0 20.0 GeoData Services 3.0 3.0 3.0 3.0 Building Operations&Maintenance 6.0 6.0 5.6 5.0 Fleet Management 3.5 3.5 3.0 3.0 Total General Government 55.4 5&4 55.9 55.9 TOTAL REGULAR POSITIONS 352.8 352.8 3473 .3473 H-21 FINANCIAL �AND STATISTICAL TABLES TEMPORARY FULL-TIlVIE EQUIVALENTS (PTE'S)BY FUNCTION 2001-02 2002-03 2003-04 2004-05 ACTUAL BUDGETED BUDGET BUDGET PUBLIC SAFETY Police.Protection 5.0 3.5 3.5 3S Fire and Environmental Safety 1.6 2.1 2.1 2.1 Total Public Safety 6.6 5.6 5.6 5.6 PUBLIC UTILITIES Water Service 0.3 0.8 1.1 1.6 Wastewater Service 0.0 0.0 0.0 0.0 Whale Rock Reservoir 0.4 0.4 0.0 0.0 Total Public Utilities OA OA 0.0 0.0 ' TRANSPORTATION Transportation Planning 0.0 0.0 0.0 0.0 Streets 3.4 3.4 OS OS Creek&Flood Protection 0.1 0.1 0.1 0.1 Parking 6.3 6.6 6.6 6.6 ' Total Transportation 9.8 10.1 7.2 7.2 LEISURE,CULTURAL&SOCIAL SERVICES Recreation Programs 50.4 51.4 48.8 50.1 Maintenance Services 6.5 6.5 7.5 7.5 Golf Course Operations and Maintenance 2.5 2.5 2.5 2.5 Total Leisure,.Cultural&Social Services 59A 60.4 58.8 60.1 COMMUNITY DEVELOPMENT Planning 2.7 4.6 3.5 3.5 Engineering 3.8 2.5 3.5 3.5 Downtown Association 3.3 3.3 3.3 3.3 Total Community Development 9.8 10A 10.3 10.3 GENERAL GOVERNMENT City Administration 0.5 OS 0.0 0.0 Public Works Administration 0.3 0:3 0.3 0.3 City Attorney 0.2 0.2 0.2 0.2 City Clerk Services 0.3 0.5 0.7 0.7 Human Resources 0.2 0.2 0.2 0.2 Risk Management 0.5 0:5 0.5 0.5 Finance&Information Systems Administration 0.0 0.0 0.5 OS Finance-Revenue Management 0.3 0.3 0.1 0.1 ' Finance-Accounting 0.2 0.3 0.3 0.3 Finance-Information Systems 0.5 0.5 0.5 0.5 GeoData Services 0.1 0.5 0.0 0.0 Building Operations&Maintenance 0.0 0.0 0.0 0.0 ' Fleet Maintenance 1.5 0.5 0.3 0.3 Total General Government 4.6 4.3 3.6 3.6 TOTAL TEMPORARY FTE'S 90.6 91.2 85.5 86.8 H-22 1 FINANCIALAND STATISTICALTABLES I APPROPRIATIONS LB41T HISTORY 1 The Gann Spending Limit Initiative,a State constitutional ' amendment adopted by the voters on June 6, 1979,restricts APProPMatl°nam t 979 to 2004 appropriations from tax revenues by State and local governments. $40'00°'000 Under its provisions,no local agency can appropriate proceeds of SM.Ow.000 - ' taxes in excess of its"appropriations limit." Excess funds may $30,1:00,01M) be carried over into the next year. However,any excess funds remaining after the second year must be returned to taxpayers by azs.000.000 ' reducing tax rates or fees;or a majority of the voters may approve $20.000.000 an override to increase the limit. $15.000.000 $10.000.000 ' The following summarizes changes in the City's appropriations limit and appropriations subject to the limit since the effective date $5.M0.000 of the initiative. While there are exceptions,in general,the City's $ appropriations limit increases annually by compound changes in m g $ ' cost-of-living and population. This summary also reflects changes FMW raw Emft made by Proposition 11 I (adopted in June 1990)in determining -nvwov Lint �AM100doro swlieu 10 tb„n the appropriations limit as well as the appropriations subject to it. 1Cost-of-Living Population Appropriations AppropriationsFiscal 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 5,795,500 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 198485 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% 14,83000 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 199495 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 I 2000-01 31,717,100 4.91% 2.46% 34,093.000 18,802,000 15,291,000 2001-02 34,093,000 0.33% 1.80% 34,820,900 23,227,900 11,593,000 2002-03" 34,820,900 0.33% 1.80% 35,564,400 25,040,000 10,524,400 ' 2003-04+ 35,564,400 2.31% 1.32% 36,865,900 26,022,400 10,843,500 Appropriations subject to limit are estimates for these years. H-23 FINANCIAL IAND STATISTICAL TABLES REVENUE AND EXPENDITURE TRENDS -LAST FIVE COMPLETED YEARS t 1997-98 1998-99 1999-00 2000-01 2001-02 Includes all governmental fund types ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ' REVENUES Takes Sales and use 7,708,100 8,272,600 9,480,000 9,737,000 10,316,500 Property 3,966,300 4;169,300 4,501,300 4,799,800 5,219,000 Utility users 2,991,400 2,943,400 3,079,100 3,425,200 3,532,300 Transient occupancy 3,002,900 3,256,800 3,582,700 3,920,200 3,796,300 Franchise fees 889,900 883,900 1,089,600 1,211,800 1,388,100 Business tax certificates 1,069,600 1,041,500 1,107,800 1,275,200 1,355,900 ' Real property transfer 135,500 167,200 158,300 198,000 205,200 Total Taxes 19,763,700 20,734,700 22,998,800 24,567,200 25,807,300 Fines and Forfeitures 118,100 239,400 278,200 276,700 321,700 Investment and Property Revenues 973,900 671,000 1,077,700 1,410,700 923,100 ' Subventions and Grants 5,320,500 5,786,600 5,866,100 6,811,900 10,897,300 Service.Charges 3,410,400 4,437,400 4;867,300 5,205,500 6,866,000 Other Revenues 1,276,300 290,600 124,100 11481,100 495,900 Total Revenues 30,862,900 32,159,700 35,212,200 39,7539100 45,311,300 EXPENDITURES Operating Programs Public Safety 10,389,200 11,146,400 11,483,800 12,181,900 13,897,200 Transportation 1,670,100 1,890,000 1,501,100 1,659,700 1,954,100 ' Leisure,Cultural&Social Services 3,358,800 3,558,200 3,972,100 4,295,800 4,711,000 Community Development 3,020,500 .3,444,100 3,437,100 3,962,800 4,235,800 General Government 3,065,000 3,427,100 3,868,800 3,888,400 3,943,600 ' Total Operating Programs 21,503,600 23,465,800 .24,262,906 25,988,600 28,741,700 Capital Outlay 7,442,400 6,240,500, 11,576,400 9,253,200 12,222,400 Debt Service 1,311,100 1,346,500 1,505,000 2,395,700 2,036,700 ' Total Expenditures 30,257,100 31,052,800 37,344,300 37,637,500 43,0009800 OTHER SOURCES(USES) ' Operating Transfers In(Out) (92,500) (127,800) (172,700) (218,700) (221,700) Proceeds from(uses of)Debt Fundings 800,500 6,992,400 313,300 .(163 300 Total Other Sources(Uses) (92,500) 67297 6,819, 00 94$600 Z3859000) Excess of Revenues&Sources ' Over(Under)Expenditures&Uses 513,300 1,779,600 4,6879600 292109200 1,9259500 Fund Balance,Beginning of Year 13,9819400 14,4949700 16,274,300 20,961,900 2373800300 Fund Balance,End of Year General Fund 8,126;800 7,448,400 7,970,100 9,069,300 9,452,000 Special Revenue Funds 20,100 20,100 69,200 219,600 286,500 Capital Outlay Funds 5,029,200 7,487,200 11,190,800 12,151,400 13,998,800 Debt Service Fund 1,318,600 1,318,600 1,731,800 1,731,800 1,568,500 Total-All Governmental Funds $14,494,700 $16474,300 $20,961,900 $23,172,100 $259305,800 H-24 FINANCIAL AND ► ► TABLES pDEMOGRAPHIC AND STATISTICAL SUNMARY 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 I,2003) PHYSICAL SIZE 44,359 11.0 Square Miles Public Safety 002003-04 00 Fire Sworn personnel.........................................:................. 46 46 46 Number of fire stations..........................,.....::................ 4 4 4 Police sworn personnel....v.....,......:.....::.....:.....:.........:....:. 61 61 61 Public UtilitiesO 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 Customeraccounts.-:........................................................................................................................ 13,500 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.......................................................................................................... 130 Streets and Flood Notection Estimated miles of paved Streets.........:................................:...................................I........................ 120 Intersections with traffic signals........................................................................................................... 49 Street lights operated&maintained..................................................................................................... 2,165 Estimated miles of creekbed maintained.......::......................::........................................................ 29 SERVICES PROVIDED BY OTHER AGENCIES Public elementary and secondary schools............................San Luis Coastal Unified School District Cuesta Community College.................................................San Luis Obispo Community College District Animal regulation...............................................................San Luis Obispo County Property tax collection&administration............................San Luis Obispo County Solid waste collection and disposal....:.:....................:.....::....Private companies under franchise H-25 I Section I BUDGET REFERENCE MATERIALS f t 1 f i I BUDGET REFERENCE - IALS OVERVIEW Complementing the City's Budget and Fiscal Financial Policies are a numbed of major policy documents that also guide the preparation and execution of the ■ General Fund Five Year Fiscal Forecast: 2003- City's Capital Improvement Plan (CIP). A brief 2008 narrative summary for each of the following ■ Financial Management Manual documents is provided in this section of the 2003-07 ■ Investment Management Plan CIP. ■ 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 ■ City Code of Ethics ■ General Plan ■ Conceptual Physical Plan for the City's Center ■ Facilities Master Plan: 1988-2010 The following materials are also included in this section to facilitate the readers understanding of the Utilities CIP document and preparation process: ■ Urban Water Management Plan ■ Budget Glossary. Defines terms that may be ■ Wastewater Management Plan used in a manner unique to public finance or the City's budgetary process in order to provide a Transportation common terminology in discussing the City's financial operations. ■ Short-Range Transit Plan ■ Major Preparation. Guidelines and ■ Access and Parking Management Plan J P Budget ■ Pavement Management Plan Calendar. Describes the steps, procedures and ■ Bicycle.Transportation Plan calendar. used in developing and documenting ■ Flood Management Policy the 2003-05 Financial Plan. Leisure,Cultural &Social Services ■ Budget Resolution. Provides the resolution adopted by Council approving the 2003-05 ■ Parks and Recreation Master Plan Financial Plan and 2003-04 Budget. Administrative ■ Information Technology Strategic Plan ■ Property Management Manual D ■ Public Art Policy ■ Fleet Management Program ■ Goals and Objectives Reporting System D ■ Risk Management Manual D D I-I BUDGET REFERENCE MATERIALS SUMMARY OF MAJOR POLICY DOCUMENTS C' wide Policy Documents Facilities Master Plan: 1988-2010. This report consolidates the findings of previous consultant and City Charter. The City of San Luis Obispo staff reports, census and economic data, field changed from a General Law City to a Charter City investigations, staff interviews and data from city- on May 1, 1876. Under the state constitution, wide office workspace studies. The master plan charter cities have more independence than general examines potential solutions to existing and law cities in managing their municipal affairs. projected facility needs. Municipal Code. The Municipal code contains all Utilities ' of the regulatory, penal, and administrative ordinances of the City of San Luis Obispo, codified Urban Water Management Plan. This policy according to the Government Code of the State of document provides a strategic plan for the continued California. development of the City's water resources and its treatment and delivery systems. City Council Policies and Procedures Manual. This manual establishes guidelines for the conduct Wastewater Management Plan. Wastewater is of Council meetings. It also sets forth other policies another critical resource consideration for the City. and procedures related to the Council such as Recent upgrades to the water reclamation facility appointments to advisory bodies, Council and other large capital requirements required to compensation, and Council/staff relationships. modernize the entire infrastructure will significantly influence financial planning for many years to come. City Code of Ethics. The purpose of this code is to Like the Urban Water Management Plan, this establish and communicate City standards for ethical document is a policy instrument that defines and conduct. Containing examples, it addresses analyzes the key.wastewater issues facing the City conflicts-of-interest (real and perceived), public and recommends solutions. confidence, acceptance of favors, use of confidential information, use of City facilities, contracts, outside Transportation employment personal investments, and each individual employee's personal responsibility for Short-Range Transit Plan. This plan outlines five- ethical behavior. year goals and objectives for transit system operation and objectives. ' General Plan. A General Plan is the blueprint of a community's future addressing land use, Access and Parking Management Plan. The transportation, housing, open space preservation, purpose of this plan is to maintain downtown as a ' conservation of resources, public safety and noise. healthy retail center by providing easy access to In addition to these mandated topics, called stores and offices. The plan also aims to protect the elements, San Luis Obispo's General Plan also character of the downtown and surrounding office ' addresses energy conservation, park and recreational and residential areas. It consists of several facility development, water, and wastewater components including a financial base to improve treatment facilities. and maintain parking operations. ' Conceptual Physical Plan for the City's Center. Pavement Management Plan. The City maintains The City's downtown business and shopping area is over 100 miles of streets representing a significant over 100 years old and is rich in historical, cultural, community investment in infrastructure and rights- and social significance. This plan guides of-way. The Plan's objectives are to establish design development and change in the central business and maintenance standards, prioritize maintenance district by providing design concepts and policies for actions, schedule long term maintenance activities to this key area of the City. 1 I-2 1 BUDGET REFERENCE - IALS SUMMARY OF MAJOR POLICY DOCUMENTS obtain maximum pavement life, and protect the departments, and establishing a process for investment made in pavement systems. developing and maintaining a comprehensive inventory and data base of the City's real property Bicycle Transportation Plan. This plan identifies assets. projects and programs that encourage and enhance bicycling in San Luis Obispo. A key element of this Public Art Policy. Adopted in May of 1990, this plan is the recommended network of bikeways (on- policy encourages the creation and placement of street lanes and routes and off-street paths) that public art throughout the community. extend throughout the community and connect Implementation components include "percent for neighborhoods with activity centers. art" and matching fund programs. Flood Management Policy. There are several Fleet Management Program. This policy natural waterways, feeder streams, and catch basins document establishes fleet management within the City that are critical drainage channels as responsibilities including purchasing and B well as sensitive resource areas. The objectives of disposition, insurance, vehicle utilization, and the policy include maintaining creeks in a natural operations and maintenance. state to the maximum extent feasible and preventing the loss of life and minimizing property damage Goals & Objectives Reporting System. The from flooding. Additionally, the policy establishes Financial Plan identifies major goals to be design capabilities, development guidelines, flood accomplished over its two-year timeframe. Formal management standards and priorities, and an action reports are provided to the Council on a periodic plan. basis that report our progress in accomplishing these goals as well as the status of capital improvement Leisure, Cultural& Social Services plan projects or other key objectives. Parks and Recreation Master Plan. This plan Risk Management Manual. The City's goals, evaluates current and future parks and recreation policies, and procedures regarding risk management needs, identifies City recreation goats, policies and activities are provided in this document. programs, and establishes short and long-range implementation and funding mechanisms to ensure Financial B our facilities and programs keep pace with our changing community. General Fund Five-Year Fiscal Forecast: 2003- 2008. The City begins each of its two-year Administrative Financial Plans with a detailed forecast of the General Fund's projected financial position for the Information Technology Strategic Plan. next five years. This forecast is provided to the Effectively using information technology is a key Council in conjunction with the goal-setting process. component of the City's overall strategy to improve The forecast looks at trends for the past 15 years in productivity, customer service and public access to the consumer price index, population, revenues and City information. This plan sets forth a strategy for expenditures. Based on these past trends as well as acquiring and supporting information technology economic forecasts prepared for the state and region resources through 2005: by the UCLA and UCSB,revenue forecasts prepared by the State Controller's Office, and other key Property Management Manual. This document assumptions prepared by the staff about likely aims to maximize the productive use of the City's revenue and expenditure factors that will affect the real property assets by defining property upcoming Financial Plan, the forecast provides an management activities, assigning responsibility for "order of magnitude" feel for the fiscal challenges property management to the appropriate City likely to face the City in preparing the budget. 1-3 BUDGET REF, ERENCE MATERIALS SUMMARY OF MAJOR POLICY DOCUMENTS Financial Management Manual. This manual is Finance publishes interim financial statements on a t distributed to key individuals throughout the monthly and quarterly basis. Monthly reports are organization who are involved in managing the distributed to the operating departments at a detailed financial operations of the City. As indicated by its level for ongoing monitoring and tracking of title, the purpose of this document is to provide a revenues and expenditures. Formal quarterly reports single, up-to-date reference source of the major are prepared for distribution to a broader group of policies and procedures that guide the administration end users that summarize revenues, expenditures, of the City's fiscal affairs. Subject areas include and fund balance, and highlight key trends and internal control concepts, purchasing policies and issues. The purpose of these reports is to provide procedures, travel guidelines, fixed assets and meaningful information on an ongoing basis inventory management, budget policies and regarding the City's financial position as well as procedures, accounting policies and procedures, and emerging trends. general administrative policies that affect the City's fiscal operations. Comprehensive Annual Financial Report (CAFR). The CAFR includes the City's audited , Investment Management Plan. The purpose of general-purpose financial statements as well as a this plan is to establish strategies, practices, and comprehensive review of the City's financial procedures to be used in administering the City's operations and statistical information of general ' investment portfolio in accordance with the City's interest about the San Luis Obispo community. The adopted Investment Policy. City's commitment to the highest levels of financial reporting is evidenced by its receipt of the t Revenue Management Manual. This manual is Certificate of Achievement for Excellence in distributed to key individuals throughout the Financial Reporting for all of its CAFR's issued organization who are responsible for managing the since 1983-84. revenue operations of the City. As indicated by its ' title, the purpose of this document is to provide a single, up-to-date reference source of the major ' -• policies and procedures that guide the administration t of the City's revenues. Subject areas include revenue chart of accounts, revenue sources, cash management, accounts receivable, City fees, employee labor rates, and revenue management policies. Cost Allocation Plan. The cost allocation plan identifies the total cost of providing City services by allocating indirect costs such as accounting, personnel, legal, and facility usage to direct program cost areas. This information is used in setting City fees, reimbursing the General Fund for services provided to other funds, evaluating service delivery ' options, and recovering grant administration costs. The plan is updated every two years in conjunction with the Financial Plan. ' Monthly and Quarterly Financial Reports. In addition to providing up-to-date, on-line access to City financial information, the Department of 1-4 1 ' BUDGET REFERENCE MATERIALS BUDGET GLOSSARY ' Activities. Specific services performed in Budget. A financial plan for a specified period of ' accomplishing program objectives and goals. (See time that matches projected revenues and planned Program) expenditures to municipal services, goals and objectives. The City of San Luis Obispo uses a Appropriation. An authorization made by the financial plan covering two fiscal years, with actual Council that permits the City to incur obligations budget appropriations made annually. and to make expenditures of resources. Budget Amendment. Under the City Charter, the Assessed Valuation. A value established for real Council has the sole responsibility for adopting the property for use as a basis in levying property taxes. City's budget, and may amend or supplement the For all agencies in the State.of California, assessed budget at any time after adoption by majority vote. value is established by the County for the secured The City Administrative Officer has the authority to and unsecured property tax rolls; the utility property approve administrative adjustments to the budget as tax roll is valued by the State Board of Equalization. long as those changes will not have a.significant Under Article XIII of the State Constitution policy impact nor affect budgeted year-end fund (Proposition 13 adopted by the voters on June 6, balances. 1978), properties are assessed at 100% of full value. Proposition 13 also modified the value of real Budget Message. Included in the opening section taxable property for fiscal 1979 by rolling back of the budget, the Budget Message provides the values to fiscal 1976 levels. From this base of Council and the public with a general summary of B assessment, subsequent annual increases in valuation the most important aspects of the budget, changes are limited to a maximum of 2%. However, from previous fiscal years, and the views and increases to full value are allowed for property recommendations of the City Administrative Officer. improvements or upon change in ownership. Q Personal property is excluded from these limitations, Budget and Fiscal Policies. General and specific and is subject to annual reappraisal. Property taxes guidelines adopted by the Council that govern for general purposes cannot exceed 1% of assessed financial plan preparation and administration. value. Capital Improvement Plan (CIP). A four-year Audit. Prepared by an independent certified public plan for maintaining or replacing existing public accountant (CPA), the primary objective of an audit facilities and assets, and for building or acquiring is to determine if the City's financial statements new ones. The CIP only includes projects that cost fairly present the City's financial position and results $15,000 or more; capital projects costing less than of operations in conformity with generally accepted $15,000 are included in the operating budget. accounting principles. In conjunction with performing an audit, independent auditors Capital Project Funds. This fund type is used to customarily issue a Management Letter stating the account for financial resources used in acquiring or adequacy of the City's internal controls as well as building major capital facilities other than those recommending improvements to the City's financial financed by Proprietary Funds and Trust Funds. management practices. (See Fund). SBonds. A form of borrowing(debt financing) which Certificates of Participation. Form of lease- reflects a written promise from the City to repay a purchase financing used to construct or acquire sum of money on a specific date at a specified capital facilities and equipment. interest rate. Bonds are used to finance large capital projects such as buildings, streets, utility Major City Goals. Provides policy guidance and infrastructure, and bridges. (See Debt Financing direction for the highest priority objectives to be Policy and Revenue Bonds) accomplished during the Financial Plan period. I-5 BUDGET REFERENCE MATERIALS BUDGET GLOSSARY Debt Financing. Borrowing funds for capital Expenditure. The outflow of funds paid or to be improvements needed today and pledging future paid for an asset, goods or services regardless of , revenues to repay principal and interest expenditures when the invoice is actually paid. This term applies (See Debt Service). The City of San Luis Obispo to all funds. Note: An encumbrance is not an uses debt financing only for one-time capital expenditure; an encumbrance reserves funds to be ' improvements whose life will exceed the term of expended. financing and where expected revenues are sufficient to cover the long-term debt. (See Debt Financing Expenditure Savings. Under the City's budgeting , Policy) procedures, staffing cost projections are based on all positions being filled throughout the year. Cost Debt Instrument. Methods of borrowing funds, projections for major supply purchases and service including general obligation bonds, revenue bonds, contracts are projected on a similar basis. However, ' lease/purchase agreements, lease-revenue bonds, tax costs may be less due to vacancies and purchase .allocation bonds, certificates of participation, and cost-savings. Past experience indicates that actual assessment district bonds. (See Bonds and Revenue expenditures are likely to be less than budgeted ' Bonds) amounts, due in large part to this costing methodology. Accordingly, the expenditure savings Debt Service. Payments of principal and interest on category is used to account for this factor in bonds and other debt instruments according to a pre- preparing fund balance and working capital determined schedule. projections. Debt Service Funds. This fund type is used to Financial Plan. A parent document for the budget t account for the payment and accumulation of that establishes management policies, goals and resources related to general long-term debt principal objectives for all programs within the City.over a ' and interest; debt service payments related to two-year period. (See Budget) enterprise operations are directly accounted for in those funds. (See Fund) Fiscal Year. The beginning and ending period for t recording financial transactions. The City has Department. A major organizational unit of the specified July 1 to June 30 as its fiscal year. City that has been assigned overall management responsibility for an operation or a group of related Fixed Assets. Assets of long-term nature such as ' operations within a functional area. land, buildings, machinery, furniture and other equipment. The City has defined such assets as Enterprise Funds. This fund type is used to those with an expected life in excess of one year and account for operations that are: (a) financed and an acquisition cost in excess of$5,000. operated in a manner similar to private sector enterprises and it is the City's intent that the costs Fund. An accounting entity that records all (including depreciation) of providing goods or financial transactions for specific activities or services to the general public be financed or government functions. The six generic fund types recovered primarily through user charges; or (b) the used by the City are: General Fund, Special City or an outside grantor agency has determined Revenue, Debt Service, Capital Project, Enterprise, that a periodic determination of revenues earned, and Trust&Agency Funds. expenses, and net income is appropriate for capital ' maintenance, public policy, management control, Fund Balance. Also known as financial position, accountability, or other purposes. The City has fund balance for the governmental fund types is the established five enterprise funds: water, sewer, excess of fund assets over liabilities, and represents 1 parking,transit and golf. (See Fund) the cumulative effect of revenues and other financing sources over expenditures and other I-6 BUDGET REFERENCE MATERIALS ' BUDGET GLOSSARY ' financing uses. Fund balance is a similar (although Operations. A grouping of related programs within ' not exact) concept as working capital in the a functional area. (See Function and Program) enterprise funds(See Working Capital). Program. A grouping of activities organized to Function. A group of related programs crossing accomplish basic goals and objectives. The financial organizational (departmental) boundaries and aimed plan includes seventy programs grouped into six at accomplishing a broad goal or accomplishing a functions. (See Function, Operation,and Activity) major service. The six functions in the City's financial plan are: Public Safety; Public Utilities; Reserve. An account used to indicate that a portion Transportation; Leisure, Cultural and Social of a fund's balance is legally restricted for a specific Services; Community Development; and General purpose and is, therefore, not available for general Government. appropriation. General Fund. The primary operating fund of the Revenue Bonds. Bonds sold to construct a project City, all revenues that are not allocated by law or that will produce revenues pledged for the payment contractual agreement to a specific fund are of related principal and interest. (See Bonds) accounted for in the General fund. Except for subvention or grant revenues restricted for specific Special Revenue Funds. This fund type is used to uses, General fund resources can be utilized for any account for the proceeds from specific revenue legitimate governmental purpose. (See Fund) sources (other than trusts or major capital projects) that are legally restricted to expenditures for specific Goal. A statement of broad direction, purpose or purposes. (See fund) intent. Subventions. Revenues collected by the State (or Investment Revenue. Interest income from the other level of government) that are allocated to the investment of funds not immediately required to City on a formula basis. The major subventions meet cash disbursement obligations. received by the City from the State of California Binclude motor vehicle in-lieu and gasoline taxes. Line-Item Budget. A budget that lists detailed expenditure categories (temporary salaries, postage, Trust and Agency Funds. Also known as telephone service, chemicals, travel, etc.) separately, Fiduciary Fund Types, these funds are used to along with the amount budgeted for each specified account for assets held by the City in a trustee category. The City uses a program rather than line- capacity or as an agent for private individuals, item budget; however, detail line-item accounts are organizations, or other governmental agencies. The maintained and recorded for financial reporting and fiduciary funds used by the City include expendable control purposes. trust and agency funds. Expendable trust funds are accounted for in the same manner as Governmental Objective. A statement of specific direction, Funds (general, special revenues, debt service, and purpose, or intent based on the needs of the capital project funds). Agency funds are custodial in B community and the goals established for a specific nature (assets equal liabilities) and do not measure program. the results of operations. Due to its significance to the City's operations and organizational structure, Operating Budget. The portion of the budget that budget information for the operation of the Whale pertains to daily operations and delivery of basic Rock Reservoir(which is accounted for as an agency governmental services. The program budgets in the fund of the City) is included in the City's financial financial plan form the operating budget. (See plan. (See Fund) Operating Programs—Overview) 1-7 BUDGET REFERENCE MATERIALS BUDGET GLOSSARY ' Worldng Capital. Also known as financial position in private sector accounting and in enterprise fund ' accounting in the public sector, working capital is the excess of current assets over current liabilities. For the enterprise funds, this term is a similar (although not exact) concept as fund balance in the ' governmental fund types(See Fund Balance). 1 I-8 I - BUDGET ' MAJOR PREPARATION GUIDELINES ' In preparing the 2003-05 Financial Plan, several key Community Forum workshops were held and documents produced which significantly affected its development. The The first of these was a special workshop on January following is a description of each of these along with 14, 2003, at which the Council considered candidate a calendar of key dates in the preparation process. goals presented by community groups, interested ' individuals and Council advisory bodies. In addition, COUNCIL BUDGET WORKSHOP: to over 600 responses to the City's "Budget Bulletin "SETTING THE TABLE" Survey," about 125 community members participated in this interactive forum. Held on November 15,2002,the purpose of this Goal-Setting Workshop ' workshop was to"set the table"for upcoming goal- setting workshops by providing in-depth background The Community Forum was followed by an all-day materials on the: workshop on February 1, 2003, facilitated by an outside consultant specializing in group goal-setting. 1. Status of General Plan Implementation Programs At this workshop, Council members discussed the 2. Long-Term Capital Improvement Plan: Summary specific goals presented by each Council members, of Facility and Infrastructure Improvements resulting in their setting and prioritizing goals for the Through General Plan Build-Out 2003-05. I 3. Status of 2001-03 Goals and Objectives At the end of this goal-setting workshop,the Council 4. Status of Current Capital Improvement Plan(CIP) agreed upon 21 goals organized into two priority Projects groupings: 5. General Fiscal Outlook I. Major City Goals. These represent the most COUNCIL BUDGET WORKSHOP: important, highest priority goals for the City to accomplish over the next two years, and as such, FINANCIAL PLAN PROCESS OVERVIEW resources to accomplish them should be included in the 2003-05 Financial Plan. Held on December 10, 2002, the purpose of this In general, goals in this categoryrepresent new workshop was to lay the framework for preparing initiatives or the continuation of existing ones the 2003-05 Financial Plan:. where significant additional resources are likely a to be required. If the work program approved by 'uf 1. Recommended goal-setting process for 2001-03. the Council for a Major City Goal is not 2. Financial Plan policies and organization. included in the CAD's Preliminary Financial 3. Financial results for 2001-02. Plan, compelling reasons and justification must 4. General Fund Five-Year Fiscal Forecast be provided as to why resources could not be made available to achieve this goal. QCOUNCIL GOAL-SETTING WORKSHOPS In short, these are"must fund"objectives. 2. Other Important Objectives. Goals in this Consistent with the objective of meaningfully category are also important for the City to integrating Council goal-setting into the budget accomplish over the next two years. In general, process, the preparation of the 2003-05 Financial goals in this category reflect the continuation of Plan formally began with a series of workshops current goals, or new initiatives that are not leading to the development and approval of major City goals. D 1-9 1 BUDGET REOERENCE MATERIALS MAJOR PREPARATION GUIDELINES likely to have significant General Fund resource COUNCIL BUDGET WORKSHOPS: requirements. PRELIMINARY FINANCIAL PLAN BUDGET INSTRUCTIONS On May 22 and 27, 2003, the Council held budget workshops to consider and discuss the Preliminary ' Comprehensive guidelines were issued to the staff 2003-05 Financial Plan with an emphasis on the on January 21, 2003 describing the City's fiscal General Fund. On May 29, 2003 the Council held a situation, overall budget strategy, procedures for special budget workshop focusing on the enterprise ' preparing operating program and capital funds. improvement plan budget submittals, and budget review calendar. These were preceded by focused BUDGET HEARINGS t instructions for preparing Capital Improvement Plan in October 2002. The Council held further budget hearings on June 3 MID-YEAR BUDGET REVIEW and June 17, 2003 for continued review of the 2003- 05 Financial Plan, leading to adoption on June 17, 2003. On February 18, 2003, the Council was provided with a detailed review of the City's financial FINANCIAL PLAN APPENDICES condition at the mid-point of 2002-03 along with year-end ' fund balance and working capital ' projections. Appendix A Significant Operating Program Changes COUNCIL GOAL WORK PROGRAMS Supporting documentation for each significant operating program change recommended by the Following the goal-setting workshop on February 1 CAO is included in this appendix. . Significant staff prepared detailed work programs for achieving operating program changes include: major service Council goals in order to: expansions; increases in regular staffing; major 1. Clearly define and scope the adopted goal. changes in the method of delivering services; significant one-time costs; changes in operation that 2. Ensure that there is a clear understanding of the affect other departments or customer service; and means selected to pursue the goal. changes that affect current policies. t 3. Convert the general goal into specific action T steps so we can measure progress in achieving it. This document is oganized into two main sections: r These work programs were presented to the Council Increases Required to Maintain Basic Services ' on April 10, 2003. After an in-depth review, the This section of the Appendix includes a narrative for Council conceptually approved the work programs. each request providing the following information: ' STRATEGIC BUDGET DIRECTION 1. Functional area affected 2. Request title , At the April 10, 2003 budget workshop, the Council 3. Request summary 4. Key objectives also considered and adopted the conceptual budget- balancing strategy for 2003-05 in closing the 5. Factors driving the request for change 6. Alternatives projected annual"budget gap"of$6.9 million. I-10 ' BUDGET REFERENCE MATERIALS MAJOR PREPARATION GUIDELINES ' 7. Implementation each request and submitting their recommendations 8. Operating program affected to the CAO. The team was composed of the ' 9. Cost summary following staff members who were divided into two review groups for operating program changes and General Fund Reductions Required to CIP project requests: Balance the Budget Operating and Capital Improvement Plan This section includes a summary of each proposed reduction in order to balance the General Fund budget Bill Statler, Director of Finance by functional area providing the following Wendy George, Assistant CAO information: Karen Jenny,Interim Human Resources.Director Carolyn Dominguez,Accounting Manager 1. Operating program affected Betsy Kiser,Principal Administrative Analyst 2. Description of the reduction. 3. Service impact Capital Improvement Plan 4. Rill-time equivalent(FTE)staffing reduction 5. Cost savings in 2003-04 and 2004-05 John Mandeville, Director of Community Development Mike McCluskey,Director of Public Works Appendix B Jay Walter,City Engineer Capital Improvement Plan Paul LeSage, Director of Parks&Recreation BI John Moss,Director of Utilities Supporting documentation for each recommended Deb Linden,Police Chief capital improvement plan (CIP) project is included in this document providing the following information for each project: 1. Function and request title 2. Project description O 3. Project objectives 4. Existing situation 5. Goal and policy links 6. Project work completed 7. Environmental review(if applicable) 8. Other special review considerations(if applicable) 9. Project phasing,costs and funding sources 10. Department coordinator and project support 11. Alternatives 12. Project effect on the operating budget 13. Location map/schematic design (if applicable) BUDGET REVIEW TEAM To assist the CAO in developing the recommended operating program changes and CIP projects included in these documents, a Budget Review Team was created with the responsibility for evaluating I-11 BUDGET REFERENCE i MAJOR PREPARATION GUIDELINES Calendar of Key Budget Dates August 21,2002 ■ Mayor and CAO send letter to Council advisory body members on their role in the budget process. September 3,2402 ■ Council reviews and conceptually approves the Financial Plan process and ' Regular Council Meeting calendar for 2001-03. October 10,2002 ■ CAO and Director of Finance brief Council advisory body chairs on the ' budget process and their role in it at quarterly meeting with the Mayor. October 2002 through ■ Council advisory bodies begin preparing work programs and goals for ' January 2003 consideration by the Council for 2003-05. ■ Community groups and interested individuals requested to prepare candidate goals for consideration by the Council. ' ■ Finance begins preparing five year General Fund fiscal forecast. ■ "Community Budget Bulletin"providing information about the Financial Plan process and survey sent to all City utility customers(over 650 responses ' received by February 2003). October 29,2002 ■ Finance issues Capital Improvement Plan(CIP)budget instructions and holds ' briefing with departments. November 15,2442 ■ Council holds budget workshop on the on the status of General Plan Special Budget Workshop. implementation programs;long-term CIP status of 2001-03 major City goals; ' Setting the Table status of current CIP projects;and general fiscal outlook. December 14,2002 ■ Council finalizes goal-setting process for 2003-05;reviews and approves ' Special Budget Workshop Financial Plan policies;reviews Annual Financial Report for 2001-02;and Budget Foundation discusses the results of the General Fund five-year fiscal forecast. I December 16,2002 ■ Departments submit draft CIP requests for initial review by Engineering. January 21,2002 ■ Finance issues budget instructions and holds briefing with departments. ' January 14,2003 ■ Council holds Community Forum:considers candidate goals presented by ' Special Budget Workshop: community groups,interested individuals and Council advisory bodies; Community Forum reviews results of"Community Budget Bulletin"surveys. February 1,2003 ■ Council holds goal-setting workshop:considers candidate goals and other Special Budget Workshop: information presented to them at the January 14 Community Forum;discusses ' Council Gael-Setting Council member goals;and sets and prioritizes goals for 2003-05. February 4,2003 ■ Council finalizes goal-setting process. ' Regular Council Meeting I-12 I 1 ' BUDGET REFERENCE MATERIALS MAJOR PREPARATION GUIDELINES ' Calendar of Key Budget ' February 18,2003 ■ Council considers mid-year budget review. Regular Council Meeting ' March 17 through ■ Departments submit Council goal work programs and operating/CIP budget ' April 3,2003 requests. ■ Budget Review Team and CEP Review Committee begin evaluating budget proposals and hold briefmgs with departments to discuss budget requests. ' April 10,2003 ■ Council reviews and approves detailed work programs to accomplish Major Special Budget Workshop City Goals;approves"Strategic Budget Direction." April 4 through ■ Budget Review Team completes review of budget proposals and revenue ' May 5,2001 projections;makes recommendations to the CAO. ■ CAO finalizes preliminary budget recommendations. ' May 16,2003 ■ Finance completes and distributes the Preliminary Financial Plan. ' May 22 and 27,2003 ■ Council considers Preliminary Financial Plan:General Fund focus(operating Special Budget Workshops programs and CIP projects). ' May 28,2001 ■ Planning Commission reviews preliminary capital improvement plan for Planning Commission Meeting consistency with the General Plan. May 29,2001 ■ Council considers Preliminary Financial Plan:Enterprise fund focus(operating ' Special Budget Workshop/ programs,CIP projects,changes in working capital and rate requirements); Public Hearing adopts rates for 2001-03. June 3,2003 ■ Council continues budget hearings. Regular Council Meeting I June 17,2003 ■ Council continues budget hearings;adopts the 2001-03 Financial Plan and Regular Council Meeting 2002-03 Budget. Public Hearing Council Review/Action Dates ' I-13 BUDGET R&ERENCE MATERIALS BUDGET RESOLUTION DRAFT RESOLUTION NO. (2003 SERIES) ' A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO. APPROVING THE 2003-05 FINANCIAL PLAN AND 2003-04 BUDGET WHEREAS, the City Administrative Officer has submitted the 2003-05 Financial Plan to Council for their review and consideration in accordance with budget policies and objectives.established by the Council; and WHEREAS, the 2003-05 Financial Plan is based upon extensive public comment and direction ' of the Council after scheduled budget study sessions and public hearings. NOW, THEREFORE, be it resolved by the Council of the City of San Luis Obispo that the 2003-05 Financial Plan is hereby approved and that the operating, debt service and capital improvement plan budget for the fiscal year beginning July 1, 2003 and ending June 30, 2004 is hereby adopted. ' On motion of > seconded by , and on the following roll call vote: ' AYES: NOTE: ABSENT: the foregoing Resolution was passed and adopted this day of June 17, 2003. Mayor David F. Romero ATTEST: Lee Price, City Clerk APPROVED: Jonathon Lowell, City Attorney ' I-14