HomeMy WebLinkAbout07/01/2003, - APPENDIX A SIGNIFICANT OPERATING PROGRAM CHANGES 2003-05 FINANCIAL PLAN city of sAn 1UIS OBISPO
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Damon Garcia Sports Fields
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Appendix A
Significant Operating Program Changes
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2003 -05 FINANCIAL PLAN
July 1, 2003
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1 2003-05 Financial Plan: Apgendix A
SIGNIFICANT OPERATING PROGRAM
TABLE OF CONTENTS
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OVERVIEW 1
SUMMARY
® Summary of Increases Required to Maintain Basic Services 2
f Summary of General Fund Reductions Required to Balance the Budget 4
SIGNIFICANT OPERATING PROGRAM REQUESTS
Public Safety 5
Public Utilities 20
Transportation 29
Leisure, Cultural &Social Service_s 38
Community Development 46
General Government 70
Note:A detailed Table of Contents is provided with the Summary.
GENERAL FUND OPERATING PROGRAM REDUCTIONS
Public Safety 83
Transportation 89
Leisure,Cultural&Social Services 91
Community Development 100
General Government 106
Note:A detailed Table of Contents is provided with the Summary.
city of San tuis OBISPO
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OPERATING-PROGRAM,
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DOVERVIEW
The se of this document is to summarize and compile the-supporting ortin materials that were used in developing the
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significant operating program changes recommended by the City Administrative Officer(CAO) for inclusion in the
2003-05 Financial Plan. Significant operating program changes are defined as:
1. Major service curtailments or expansions.
2. Any increases or decreases in regular positions.
3. Significant one-time costs.
4. Major changes in the method of delivering services.
5. Changes in operation that will significantly affect other departments or customer services.
6. Changes that affect current policies.
In addition to a summary of the significant operating program changes, this document is organized into two main
sections:
Increases Required to Maintain Basic Service Levels
This section of the Appendix includes a narrative for each request providing the following information:
1. Functional area affected
2. Request title
3. Request summary
4. Key objectives
5. Factors driving the request for change
6. Alternatives
7. Implementation
8. Operating program affected
9. Cost summary
General Fund Reductions Required to Balance the Budget
1 This section includes a summary of each proposed reduction in order to balance the General Fund budget by
functional area providing the following information:
1 1. Operating program affected
2. Description of the reduction
3. Service impact
' 4. Full-time equivalent(FTE)staffing reduction
5. Cost savings in 2003-04 and 2004-05
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SIGNIFICANT OPERATINGPROGRAM
SUMMARY OF INCREASES REQUIRED TO SUPPORT BASIC SERVICES
RegularFiscal Year '
Page Staffing 2003-04 2004-05
Police Protection IN 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 Safety a Special Events Overtime 10 6,700 7,000 '
Fire Apparatus Gasoline and Fuel 11 6,000 6,200
■ Continued Full-Tithe Contract Fire Inspector 12 60,200 66,000
■ Fire Protection Plan Review 14 10,800 10,800
M Mandated Training Overtime 15 19,500 22,000
■ Health Fitness Program 17 4,400 6,600
■ Firefighter Recruit Academy 19 25,400
Public Utilities
Water Services ■ Expanded Water Conservation Program 20 69,300 69,300 '
■ Restoration of Water System Work Order History 22 10,000
Wastewater Services ■ Development of Local Discharge Limits 23 15,000 '
■ Phase U Stormwater NPDES Program 24 40,000 40,000
E 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 t
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
Leisure, Cultural & So6al Services
Recreation Programs IN Damon Garcia Sports Fields Management 38 30,000
Parks and landscape ■ Damon Garcia Sports Fields Maintenance 40 217,200
Maintenance a Minor Park Renovations 42 8,400 16,800
Cultural Services ■ Performing Arts Center Subsidy Increase 43 17,600 24,000 f
Social Services ■ Prado Day Center Support 45 50,000 50,000
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SIGNIFICANT OPERATING PROGRAM
SUMMARY OF INCREASES REQUIRED TO SUPPORT BASIC SERVICES
1 Regular
Page Staffing 2003-04 2004-05
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
■ Monterey Plaza Technical&Environmental Studies 54 75,000
IHousing ® Contract Housing Programs Coordinator(CDBG) 56 68,700 93,200
Building and Sgfety E Continued Building Inspector 60 70,200 73,400
Natural Resources E Open Space Property Taxes 63 6,300 6,500
Community Promotion s 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
Human Resources ■ Increased General Liability and Insurance Costs 70 286,000 286,000
Finance Administration ■ 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
M Underground Service Alert:Fiber Optic System 79 26,000 26,000
1 Buildings ■ Minor Building Renovations 81 12,900 18,300
1 TOTAL 1.00 1 1;461,700 1,643,900
Summary E�y Fund
1 General Fund 0.5 878,500 1,232,700
Special Revenue Funds:Community Development Block Grant 68,700 93,200
Enterprise Funds
Water Fund 69,300 79,300
Sewer Fund 274,500 53,500
Parking.Fund 127,700 141,300
Transit Fund 0.5 43,000 43,900
TOTAL _ _ 1.0 1,461;700 _ 1,643,900
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PROGRAMSIGNIFICANT OPERATING
SUMMARY OF GENERAL FUND REDUCTIONS REQUIRED TO BALANCE THE BUDGET '
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Page FTE's2003-04 2004-05
PUBLIC SAFETY 3.00 490 523,500 '
Police Protection ** 83 2.00 375,700 407,400 '
Fire&Environmental Safety 87 1.00 114,600 116,100
TRANSPORTATION 1.50 206,200 212,800
Pavement Maintenance 89 1.00 188,800 188,800 I
General Street Maintenance 90 0.50 17,400 17,400
Signal and Street Light Maintenance 90 - 6,600
LEISURE CULTURAL&SOCIAL SERVICES 5.40 292,500 296,900
Recreation Programs 91 4.40 103,100 103,100
Parks,Landscape and Swim Center Maintenance 95 1.00 120,000 124,400
Golf Course Subsidy 98 52,900 52,900 '
Cultural Services 99 11,300 11,300
Human Relations 99 5,200 5,200
COMMUNITY DEVELOPMENT 0.35 252,600 202,600
Community Development Administration 100 54,000 54,000
Planning 101 0.35 20,600 20,600 '
Building&Safety 103 47,000 47,000
Engineering Development Review 104 10,600 10,600
Natural Resources Protection 104 63,000 63,000 '
Economic Development/Community Promotion 105 57,400 7,400
GENERAL GOVERNMENT 4.73 500,000 538,800 '
City Administration,City Attorney and City Clerk 106 1.30 100,400 105,300
Human Resources and Risk Management 107 0.23 53,300 53,300 '
Finance and Information Systems 109 1.50 197,100 227,000
Public Works Administration 111 41,400 41,400
GeoData Services 111 0.50 16,800 16,800 '
Buildings and Fleet Maintenance 112 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 f
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1 PUBLIC SAFETY
ADDED ANIMAL CONTROL COSTS
1 Request Summary
1 Continuing the animal control services agreement with the County will cost an additional$11,800 in 2003-04 and
$25,900 in-2004-05 based on proposed fees by the County.
1 Key Objectives
Maintain the full service animal control contract with the County.
1 Factors Driving the Request for Change
1. The County recently conducted a cost analysis, comparing actual costs for services versus payments received
from the City during fiscal year 2001-02, which demonstrated that the County had assumed a larger portion of
the City's prorated costs. Contract increases in the past did not meet actual increased costs of services.
Contract increases over the last two years were 5% each year; and some years before that, there were no cost
1 increases to the City
2. Changes in state law, with the enactment of the Hayden Bill, requires that all dogs and cats, among other
1things,be housed longer periods of time, thus increasing kennel costs and increasing costs to the City.
3. Based on information provided to us by the County, costs for the Animal Services Contract will increase 20%
each year over the next three years, to bring payments in-line with actual prorated costs for services.
1 The following summarizes current and proposed costs:
1 Contrail Services "CurrenftCosts 2003/04 2004/05.
Animal Control Services 58,700 70,500 84,600
Spay/Neuter Clinic 5,000 5,000 5,000
Total Contract 63 700 75 00. 89 600
1 Alternatives
1 Reduce current service levels. The only alternative contract arrangement available from the County would result
in service levels being reduced by at least one-third. A subsequent service rate based on total County costs would
actually increase costs on a reduced contract, as services would be based on individual costs. This is not a cost
effective option and is not recommended by staff.
Operating Program
Police Administration
Cost Summary
Contract Services - Account No. 2003-04 2004-05
Animal Control Agreement 106-80100-72111 11,8001 25,900
Total Operating Costs 11,8001 25,900
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PUBLIC SAFETY
POLICE ADMINISTRATIVE ASSISTANT 50% FTE POSITION ,
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Request Summary
Continuing the 50% Full-Time Equivalent (FTE) Administrative Assistant II position and converting it to a
regular 50%position will cost$27,200 in 2003-04 and$28,500 in 2004-05.
Key Objectives
1. Ensure adequate staffing to continue business office, fiscal, administration and support responsibilities and '
meet Police Administrative Division workload demands.
2. Continue a critical position in order to meet workload demands, in keeping with the staffing changes and
agreement of July 2002.
Factors Driving the Request for Change
1. As a result of the 2002 Job Study and moving of the Pubic Safety technology position from the Police
Department budget to the Information Systems program, an assessment of the Police Administrative Division
workload was conducted. The assessment identified the need for additional administrative support staff to '
meet workload demands.
2. Based on organizational changes and workload demands, in July 2002 the City Administrative Officer ,
approved a one-year contract benefited 50% FTE Administrative Assistant position, pending further
experience and analysis of ongoing support needs.
3. Quarterly assessments of Police Administrative Division workload demands and workload distribution— ,
which includes processing payment vouchers, purchasing and receiving, budget administration, vehicle
registrations, permit processing for Taxi and Massage permits, background investigation inquiry
correspondence and administrative staff support—consistently confirm the critical need of the 50% FTE
Administrative Assistant position.
4. Additional clerical staff support for the Neighborhood Services Manager will be necessary to meet the '
Neighborhood Wellness Major City Goal objectives.
5. There is only one other general office support position in the entire department: the Police Chief's ,
Administrative Assistant.
6. Retaining this position is especially critical in light of the recommendation to indefinitely freeze the '
Administrative Lieutenant position.
Alternatives '
1. Renew the contract benefited 50% FTE Administrative Assistant position. Costs for the contract-benefited
position are the same costs as for a regular-benefited position. This alternative would provide appropriate
staffing levels to meet the workload demand,while deferring the commitment of adding a regular position.
2. Eliminate the position. This would leave the Police Department (a 24-hour, 7-days a week operation with
88.5 employees) with only one Administrative Assistant position for administrative support work, business 1
office, and management and staff support.
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1 PUBLIC SAFETY
POLICE ADMINISTRATIVE ASSISTANT 50% FTE POSITION
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3. Contract out the work andlor use temporary staffing. This would not meet the security requirements for
1 access public safety information and systems.
Operating Program
1 Police Administration
Cost Summary
1 Line Item Description Account No. 2003-04 2004-05
Staff1hg27,2M, 28,500-
1 Salaries-Regular 100-80100-7010 19,500 19,500
PERS 100-80100-7040 3,400 4,700
Group Insurance 100-80100-7042 3,400 3,400
1 Worker Compensation 100-80100-7048 800 800
Unemployment Insurance 100-80100-7046 100 100
Medicare 100-80100-7044 .200 300
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' PUBLIC SAF,ETY
BOOKING AND TRANSPORTATION TEAMS: MARDI GRAS WEEKEND
Request Summary
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 200405.
Key Objectives
1. Contracting with public safety allied agency resources to process and transport arrest volume associated with
special event.
2. Funding three booking/transportation teams, each consisting of two correctional officers and a transport van,
for a total of six correctional officers and three transport vans for 10-hour deployments on the Friday, ,
Saturday and Sunday nights associated with Mardi Gras weekend.
Booking Teams Quantity Total Hours Cost 200310,41 Cost,2004/05'
Correctional Officers($54-$55per hour) 6 30 $9,700 $9,900
Transport Vans 3 30 Included Included
Total $9,700 $9,900
Factors Driving the Request for Change
The jail booking process and arrestee transport to the County Jail takes City public safety resources away from the
special event. With large numbers of arrestees, the booking process is lengthy. Booking/transport team resources
contracted through the County Sheriffs Department will allow City police officers to remain in the City to focus
law enforcement resources on the large event and associated pubic safety issues.
Operating Program
Police Administration
Cost Summary
Line Item Description Account No 2003-04 2004-05 ,
Contract Services %700 9 00.
Contract Services L00-80100-7227 9,700 1 9,900
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PUBLIC
EMERGENCY MEDICAL SUPPLIES
Request Summary -
Providing medical supplies for emergency incidents will cost an additional$5,000 annually.
Key Objectives
1. Support medical EMT-Paramedic program by providing supplies necessary to conduct medical calls.
2. Provide infectious disease control for Firefighters and the public.
3. Support new medical equipment technology.
Factors Driving the Request for Change
1. The majority of emergency responses are medical in nature. Supplies must be available to properly prevent
emergency workers and the public from hazardous exposures.
1 2. Medical supplies in the past could be used more than once. This is no longer the case. Now the majority of
medical supplies are disposable
3. Current technology needs material support; such as hands-free defibrillation.
4. Percentage of calls where medical equipment is needed for decontamination hasescalated over the past five
years.
5. Costs for medical supplies continue to increase.
6. Certain medical responses are known as "dry runs" in which the patient is treated, but not transported;
1 Medical supplies would be used, but are not reimbursed by anyone.
Alternatives
Not funding this request could potentially expose emergency workers and the public to infectious diseases.
Additionally,emergency workers would not be able to use the sophisticated medical technology that is in place.
Operating Program
Fire Emergency Response
Cost Summary
Line Item Description I Account No. 1 2003-04 2004-05
Other eratin E endinres -5 000 - -5000
Medical Supplies 85200-7839 5,000 5,000
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FIRE SPECIAL EVENTS OVERTIME
Request Summary
Providing fire personnel at special events and Thursday Night Farmer's Market will cost an additional $6,700 in '
2003-04 and$7,000 in 2004-05.
Key Objectives '
1. Staff personnel at special events such as Mardi Gras, Bicycle Criterium,Christmas Parade and Triathalon.
2. Provide bike medics at Thursday Night Farmer's Market. '
Factors Driving the Request for Change
1. Special Events. In the past, the current special events overtime budget was used to fund the Fire
Department's annual Open House. However, the Fire Department is now providing emergency personnel at
many more special events such as Mardi Gras, Bicycle Criterium,Christmas Parade and Triathalon. '
2. Thursday Night Farmer's Market. Because of their maneuverability and pre-positioning in the downtown
area, bicycle medics are able to respond immediately when incidents occur at Thursday Night Farmer's
Market. Given the number of participants, congested access and closed streets, this faster response is an
important public safety consideration.
Alternatives
Not providing additional funding, will cause the Fire Department to restrict the number of activities it can be
involved in, which will decrease service to the community.
Operating Program
Fire Emergency Response
Cost Summary
Line Item Description I Account No. 1 2603-04 2004-05
StaffingSpecial Events Overtime 1 100 85200.7024 1 6,7001 7,000
Total Operating Costs 6,7001 7,000
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LIC SAFETY
FIRE APPARATUS GASOLINE AND FUEL
1 Request Summary
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 200405.
1 Key Objectives
Provide fuel for emergency apparatus to provide essential services.,
IFactors Driving the Request for Change
1. Current volatile trends in world affairs have raised fuel costs. Unpredictability in the fuel market has made it
impossible to provide an accurate estimate of fuel costs. Therefore, these increases are based upon today's
prices. Prices are as follows: bio-diesel gasoline is $1.75/gallon (9,000 gallons used annually); and gasoline
I is $2.24/gallon (6,000 gallons used annually). The department has also experienced an increase in fuel usage
this past year.
2. The Department, for environmental concerns, is planning to convert to a blend of bio-diesel fuel, which is
more costly.
3. For environmental reasons., in September all gasoline sold in California will be ethanol-based_ fuel, which is
also more per gallon.
Operating Program
1 Fire Emergency Response
Cost Summary
The current budget for fire apparatus fuel is $8,200. The requested funding will increase this to$14,200 in 2003-
04 and$14,400 in 200405.
Line Item
Description JAccount No. 1 -2003-041_ _ _2004-05
Other'0 eratin Ex endiums _: 14,190: 14190
Gasoline&Fuel 85200-7811 1 6,0001 6.200_.
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PUBLIC SAFETIY
CONTINUED FULL-TIME CONTRACT FIRE INSPECTOR '
Request Summary '
Continuing a full-time contract Inspector with benefits will cost$60,200 in 2003-04 and$66,000 in 2004-05.
Key Objectives
1. Maintain an adequate level of service in the CUPA program to meet new State regulations.
2. Inspect underground fuel storage tanks and hazardous materials remediation sites.
3. Inspect newly annexed area businesses,including(but not limited to) the Airport Area. '
4. Manage the downtown commercial fire zone sprinkler retrofit project.
5. Manage the Hazardous Materials Business Plan Program. '
6. Assume duties previously assigned to other personnel in the Fire Prevention Bureau including field inspection
workload. '
Factors Driving the Request for Change
In 1996, the City Council requested that the California Environmental Protection Agency approve the Fire '
Department's status as Participating Agency (PA) under the San Luis Obispo County Certified Unified Program
Agency (CUPA). With this approval, the Fire Department, the Utilities Department and the County Health
Agency now act in a"unified format" to manage and implement the following six hazardous materials programs.
1. Underground Storage Tank Program
2. Hazardous Materials Business Plan Program
3. Above Ground Storage Tank Program
4. Hazardous Waste Generator Program
5. CaIARP(California Accidental Release Prevention Program)
6. Uniform Fire Code, Article 80, Hazardous Materials Inventory Reporting Program
To help implement several components of the CUPA Program, a contract employee with full benefits was hired '
for a two-year period of June 2001 to June 2003. This employee is uniquely qualified and has far exceeded our
expectations.
Current Situation
New State regulations have forced an expansion to the CUPA program. The contract employee is responsible for. 1
bringing businesses within the community into compliance with the new regulations. In addition, workload has
increased due to the remediation of a number of severely contaminated properties: railroad right-of-way at
Roundhouse, the new County Government Center building currently under construction downtown, and several
service station sites throughout the City. '
As areas are annexed into the City due to the ever-increasing expansion of the city limits and local economic
growth, new businesses are incorporated into the various inspection programs. These programs include all the '
components of the CUPA program as well as Uniform Fire Code regulations.
Staff is anticipating a reduction in personnel due to retirements and a resignation. Each of these positions contain '
job duties, that, if reduced would severely impact service to the local community, State agencies and other City
departments. The contract employee will not only perform the duties assigned as specified in the key objectives,
but will also be responsible for updating the main fire prevention database. This database contains all critical fire '
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-PUBLIC SAFEW
CONTINUED FULL-TIME CONTRACT FIRE INSPECTOR
response information for every business in the City. Additionally, this individual will assist the public with all
public information requests relating to file reviews.
It should be noted that the Draft Airport Specific Plan calls for the addition of a full-time position to
accommodate this workload. Accordingly, if significant annexations occur after this plan is adopted, staff is
likely to return to the Council with a recommendation to conver the contract position to a regular full-time
position.
Alternatives
1. We could decide not to renew the contract position;however, we would be unable to provide service to the
' community and other City departments in the following areas:
a. Guarantee quality, accuracy, and timeliness of permit issuance and fee collection. Significant revenues
' generated to the City would be reduced if businesses are not identified and included in the CUPA and
Uniform Fire Code permit programs.
b. Meet the new State regulations for the CUPA program.
c. Provideregulatory oversight for hazardous materials remediation sites and upgrades to existing service
' stations.
d. Inspect new businesses to assure compliance with the CUPA program and the Uniform Fire Code
regulations.
' e. Maintain hazardous materials management software.
2. We could return the CUPA Program back to the SLO County Health Agency; however, this action would
1 result in a significantly decreased level of service to the business community and other City departments.
Implementation
' With the approval of the budget document, staff would initiate a renewal contract for implementation as "soon as
possible.
tOperating Program
Fire Department-Hazard Prevention
Cost Summary
' Line Item Description Account No.T 2003-U 2004-05
Staff
Salaries-Contract 85300-7012 42,300 44,500
1 PERS 85300-7040 7,300 10,700
Insurance 85300-7042 6,700 6,700
Medicare 85300-7044 .660 600
Unemployment 85300-7046 200 200
Workers Comp. 85300-7048 .3,100 3,300
Total Operating Costs 1 60,200 66,000
' It should be noted this position was approved in the 2001-03 Financial Plan. Also,the CUPA Program and the
Uniform Fire Code Hazardous Materials permit fees generate considerable revenue respectively: CUPA Program:
$60,000 per year, and Uniform Fire Code: $54,900 per year.
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PUBLIC SAFETY
FIRE PROTECTION PLAN REVIEW '
Request Summary
Improving customer service and streamlining the plan review process by contracting plan review services will ,
cost an additional$10,800 annually.
Key Objectives
1. Utilize the services of a licensed Fire Protection Engineer
2. .Provide better customer service through improved streamlining of the plan review process.
3. Redistribute the fire inspector/plan checker workload to allow for more time conducting field inspections and
assuring construction activities are complying with Fire and Building Codes.
Factors Driving the Request for Change
1. The Fire Department has experienced a significant increase in demands for plan reviews and inspection
services due to increased building activity, which closely tracks building permits (fire fees are collected at the
same time as building fees). This increase has resulted in a
backlog of plan reviews and difficulty in meeting our
requests for field inspections. San Luis Obispo
Ten Year Building Permit Activity
2. The technical nature of fire protection systems and building ------------------------
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components is forcing us to seek the services of a licensed ----------------------------
Fire
___________________________Fire Protection Engineer. -----------------------------W!
3. Revenues have increased due to the increased volume of -e ___ ; .
plan checks. The additional revenues could be used to offset „o
the cost of outside plan review services.
4. The Fire Department cooperatively provides residential fire a
sprinkler plan review services for our Building Department. s rpt
With much of the current building activity centered on new
homes there is a significant increase in these types of plan Activity Measured in Permits
reviews.
Alternatives
Perform the work in-house. Unless staffing was increased, this would adversely affect other programs.
Additionally,this is specialized plan review better performed by a licensed engineer.
Operating Program
Fire Hazard Prevention
Cost Summary
The current budget for contract fire plan check services is $12,800; the requested funding will increase this to
$23,600 annually.
Line Item Descri tion Account No. 2003-04 2004-05
GontractSe-tyrtxs _
Contract Services 85300-7227 10,800 1 10,800
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PUBLIC
' FIRE MANDATED TRAINING OVERTIME
' Request Summary
' Complying with mandated training for Firefighters will cost an additional $19,500 in 2003-04 and $22,000 in
200405.
' Key Objectives
1. Provide mandated training for Firefighters.
' Factors Driving the Request for Change
' 1. Funds allocated to the Training Program's overtime budget are insufficient to meet both the Department's
needs and Federal and State mandates. These costs are not new.
2. In 2001-02 the training budget was over-budget by $57,000. These expenses were covered primarily through
' the administrative rate component of the United States Forest Service reimbursement schedule for the City's
responses to fires throughout the State of California. These reimbursements cannot be relied upon, as fire
seasons are unpredictable.
3. Mandated classes are generally aligned with a 40-hour workweek. Firefighters work a varied schedule
consisting of 24-hour shifts. The conflict arises when a Firefighter is required to attend a Monday-Friday, 8-5
class. This schedule does not match their shift pattern, thus requiring the student to attend class on their off-
1 duty time. This would be the equivalent of requiring a 40-hour workweek employee to attend a class on a
Saturday and Sunday.
4. There are a number of mandated training classes. Paramedics are required to attain 24 hours of continuing
' education credits every two years in order to maintain their Paramedic licensing both at the state and local
level. In order for Firefighters to respond to mutual aid requests within this county, they are required to have
a minimum level of Incident Command System and Technical Rescue training. Additionally, Firefighters
' must annually receive training in SOBA, CPR, EMT, hazardous materials, vehicle extrication etc. The
department tries whenever possible to have employees attend these classes on-duty. When students are
attending required classes they must remain in class for the entire session or else they do not receive credit.
' Therefore,overtime personnel must be utilized to handle dispatched emergencies.
5. In an effort to reduce the cost of outside instructors, the Department plans to utilize our personnel as
instructors, when qualified. The overtime costs of the instructors is far less expensive than hiring an outside
' trainer. Not only are outside trainers difficult to obtain, but typically design their classes to be taught over an
8-hour day. This does not match the Fire Department's daily schedule.
' It should be noted that the Fire Department and Fire Union have already successfully agreed to a reduction in
training overtime costs by discontinuing overtime costs for employees while attending non-mandated training. If
this agreement had not been reached, the training overtime budget request would have been for an additional
$31,000 in 2003-04 and$32,000 in 2004-05.
IAlternatives
' 1. Not increasing the training overtime budget to meet the existing mandated training will put the Department in
jeopardy of being in violation of State laws, local agreements with other fire agencies for mutual aid response,
and contractual agreement with the Fire union.
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pnm SAFETY
FIRE MANDATED TRAINING OVERTIME a
2. Choosing to not train Firefighters would place the City at risk for citation by State agencies, legal actions by a
citizens, etc. and could jeopardize our cooperative agreement for mutual aid resources.
Operating Program a
Fire-Training Overtime a
Cost Summary
Line Item Description I Account No. I 2003-04 2004-05 a
Staffin _
Training Overtime 85400-7020 1 19,500 22,000 a
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PUBLIC SAFETY
FIRE HEALTH FITNESS PROGRAM
' Request Summary
' Providing a negotiated required Health Fitness Program will cost an additional $4,400 (14 comprehensive exams
at $310 each) in 2003-04 and $6,600 in 2004-05 (14 comprehensive at$310 each. and 14 basic physicals at$250
each).
' Key Objectives
I 1. Promote and evaluate the health of employees working in emergency situations and reduce the incidents of
preventable accidents, illnesses and disability.
2. Comply with legal mandates that require Firefighters be approved by a program physician to wear self-
contained breathing apparatus (SCBA) while engaged in the following activities:
• interior structural firefighting;
C working in confined spaces where toxic products or an oxygen deficient atmosphere may be
' present;
Y emergency situations involving toxic substances
• all other phases of firefighting, such as wildland and vehicles.
Factors Driving the Request for Change
' 1. A mandated Respiratory Program in accordance with California Code of Regulations:sections 3409 and 5144
was established last fiscal year. This program defines Departmental policy, responsibilities and requirements
for the protection of firefighters whose job requires the use of respiratory protection. The program physician
is mandated to conduct a medical evaluation and provide clearance for the Firefighter to wear an SCBA and
perform firefighting duties.
2. Recognizing the need for Firefighters to be in good physical condition, in 1989 the Fire Department instituted
a health fitness program, which consisted of both a medical exam and a fitness test. This program has
remained relatively unchanged for the past 14 years. However, new documentation has been created by the
' International Association of Firefighters and International Association of Fire Chiefs, which broadens and
improves the function of this initial program.
' 3. The respiratory program regulations and health fitness program require existing employees receive medical
examinations as follows; less than 35 years old once every three years, 35 —45 years old every two years and
greater than 45 years old annually. The age demographics of the existing firefighting force is older, thus
dictating more medical examinations.
4. With the implementation of the new Respiratory Program, because of liability issues, the program physician
the department had been using was unwilling to sign off on the releases. Doctors willing to take the
' responsibility of being the program physician simply cost more.
5. Lacking a designated program physician, rising costs from the health fit testing vendor (Cal Poly), new
respiratory program regulations, and new guidelines from the International Association of Firefighters and
Fire Chiefs caused staff to review and evaluate the entire health fitness program. After more than a year of
study and research, the most cost-effective program was developed.
1
17
PUBLIC SAFETY
FIRE HEALTH FITNESS PROGRAM t
6. The new health fitness program requires a more sophisticated comprehensive exam. This exam is a cardiac
and pulmonary exercise stress test observed by a physician specializing in cardiology.Participation will occur
on an annual cycle as determined by age (50 or older) or 40 years of age with two.or more risk factors as
defined below.
• Cardiovascular disease in immediate family, i.e.father,mother,grandmother, etc..
• Diabetes
• Use of Tobacco in any form
• Blood panel with irregularities,i.e., high triglycerides, high cholesterol
• High blood pressure, i.e. 140/90
This component was thoroughly studied and determined to be a necessary component of the testing process.
Past exams have identified critical underlying medical issues that ultimately saved individual's lies.
7. The City and International Association of Firefighters, Local 3523 have approved the Health Fitness Program '
developed in 2003.
8. During 2003-05 a majority of Firefighters, because of their age, will be required to receive the medical exams.
It is likely that with the implementation of the new 3% at 50-retirement system in 2004-05, many of these '
older employees will retire and costs will be reduced.
9. Medical costs have increased during the past two years,causing the cost of this program to escalate.
Alternatives
1. Not providing this program will be in violation of current regulations and policies, and contrary to
negotiations with the union.
2. Limit the number of physicals and not provide medical exams to those individuals who may beat risk. 1
Operating Program
Fire Training Program
Cost Summary
Line Item Description Account No.1 2003-04 2004-05
Contract Services
Medical Services 85400-7265 1 4,4001 6,600 '
1
18
1
' PUBLIC SAFETY
FIREFIGHTER RECRUIT ACADEMY
' Request Summary
Providing a recruit Firefighter Academy will cost$25,400 in 2004-05.
Key Objectives
Provide adequate training for new recruit Firefighters
' Factors Driving the Request for Change
1. New Firefighter recruits are required to attend a 6-8 week internal training academy. To prepare and deliver
an academy causes a major impact on the already significantly impacted Training Division.
2. In 1997, a study concluded that the Federal and State required training level had reached a total of 166
hours/firefighter. Given the Training Division's other responsibilities (emergency response), they are only
' able to deliver 144 hours/Firefighter. As an example,they may be forced to ignore mandated training such as:
confined space, respiratory awareness, Sudden Infant Death Syndrome training (SIDS) and Utility training
requirements.
3. The department does not have a dedicated Training officer, who would be able to handle the tasks involved in
' preparing, conducting and managing an academy. Personnel throughout the organization currently perform
these assignments on an overtime basis. A successful academy cannot be done with on-duty personnel, who
' may be called away to handle emergency incidents.
Alternatives
1. Contract with Alan Hancock College to provide the training. This is considerably more expensive than doing
it in-house. This would not provide us with the same level of quality training. Additional department specific
training would be required prior to release for duty.
2. Many cities the size of San Luis Obispo could join together with other communities to develop a
hiring/training program. Unfortunately, the City's remote location does not lend itself to having this as a
cost-effective approach.
Implementation
Due to retirements,a recruit Firefighter academy is expected to be held in 2004-05.
Operating Program
IFire-Training
' Cost Summary
Line Item Desch tion I Account No. 1 2003-04 2004-05
' Staffin
Training-OT 85400-7020 22,900
Other Operating Expendiures
' Lumber&Hardware 85400-7835 1,000
ITraining Aids 85400-7909 11500
TotalOperating Costs 25,400
19
. . 1
EXPANDED WATER CONSERVATION PROGRAM 1
Request Summary
Implementing an expanded water conservation program to include a landscape water efficiency component and an 1
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 pick-
up truck is included in the 2003-05 Capital Improvement Plan at a cost of$16,000. 1
Key Objectives
1. Increasing the City's Safe Annual Yield through increased water efficiency. 1
2. Providing for increased water supply reliability by implementing expanded water efficiency measures.
Factors Driving the Request for Change 1
1. The City has been pursuing multiple new water supply sources for many years to satisfy the requirements of 1
the General Plan with limited success. Implementation of the proposed expanded water conservation measures
will add to the Safe Annual Yield needed to reach the goals of the General Plan.
2. Water conservation has proven to be the most cost effective, environmentally sensitive means of creating 1
water supply through the efficient use of the resource.
3. Many of the other water supply options require the cooperation of other agencies and/or cumbersome 1
regulatory approvals, which add to the uncertainty of being able to complete the projects. Expanding the
Water Conservation Program is under direct control of the City and the community.
Alternatives
Continue the status quo. Continue the current programs and service levels utilizing the existing dedicated 1
resources. Currently, about 1S full time equivalencies (FrE's) are dedicated to the Water Conservation Program
activities.
Implementation 1
Task Date
Develop
. -
Develop the irrigation efficiency component and implementation strategy. 11/03 1
Develop the commercial conservation component.and implementation strategy. 10/03
Develop monitoring program. 1/04
Hire and train temporary staff. 3/04 1
Implement programs. 4/04
Operating Program
The requested program will be managed by the Utilities Department, Water Division's Utilities Conservation
Office.
1
20
PUBLIC
' EXPANDED WATER CONSERVATION PROGRAM
' Cost Summary
' Line Item Description I Account No. 1 2003-04 2004-05
$ 289M 28,300
2 Temporary Staff-City Worker IV 500 55130 7014 23,200 23,200
' Unemployment 500 55130 7046 950 950
Workers Comp 500 55130 7048 3,800 3,800
Medicare 500 55130 7044 350 350
Contract Services 35,000 35,000
Postage 500 55130 7227 5,000 5,000
Public Relations and Education 500 55130 7227 5,000 5,000
' Computer Programming 500 55130 7227 5,000 5,000
Non-Residential Incentives 500 55130 7227 20,000 20,000
Other Operating Ex endiures 6,000 6 000
' Printed Material 500 55130 7283 5,000 5,000
Training 500 55130 7459 500 500
Office Supplies 500 55130 7421 500 500
Total Operating Costs 69,300 697300
' A request to add one vehicle to support program activities has been included in the Utilities Department 2003-05
Capital Improvement Project requests, at an estimated cost of$16,000.
I
1
I
1
21
_ t
PUBLIC UTILITIE-S
RESTORATION OF WATER SYSTEM WORK ORDER HISTORY
Request Summary
Restoring the water system work order history in the new Hansen data base will require hiring a temporary
employee in fiscal year 2004-05 at a one=time cost of$10,000.
Key Objective
Recreate water system history lost as a result of the Hansen database corruption by inputting archived work -
orders.
Factors Driving the Request for Change
Prior to the Hansen/GIS upgrade staff was informed by the vendor that all the history in our current database had '
been corrupted and could not be incorporated into the upgrade. Approximately 7 years of work orders were lost.
Due to the workload of the Water Distribution Section it is not possible to accomplish this task in house.
Alternatives
Take no action. By doing so we will lose valuable information that helps us identify deficiencies and trends and 1
is a critical tool for projecting future system needs.
Implementation 1
Task bate
Advertise and hire temporary employee I July 2004
Project completion I January 2005
Cost Summary
Line Item Descri tion I Account No. 1 2003-04 2004-05
Staff - — - - 10,000
Tem ora for data entry 500:55160.7014 10,000
I
j
1
1
22
1
DEVELOPMENT OF LOCAL DISCHARGE LIMITS
1 Request Summary
1 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.
1 Key Objectives
1. Protection of the City's wastewater collection system, Water Reclamation Facility (WRF) and wastewater
1staff from industrial discharges.
2. Ensure local discharge limits are properly developed.
1 3. Ensure compliance with state and federal regulations.
Factors Driving the Request for Change
1 1. The City is required is develop local discharge limits by the Environmental Protection Agency and state to
ensure that industrial discharges to the wastewater collection system will not harm personnel, damage the
collection system or Water Reclamation Facility or result in discharge violations or treatment problems.
' Recent audits and inspections from the State have indicated that the City's local limits need to be revised.
2. The City'.s current local discharge limits have not been revised for 13 years.
1 3. Several new constituents need to be considered for development of discharge limits.
4. Current local discharge limits may not provide adequate protection.
1 Alternatives
Continue the status quo. The City's local discharge limits need to be revised because of changes in industry, new
1 information, and as identified by recent State inspections and audits. The City's current limits may not be as
protective as required which may lead to industrial discharges that could injure wastewater staff, damage the
collection system and WRF and.lead to possible WRF effluent discharge violations.
1 Implementation
Task Date
Wastewater sampling 10/01/03
Operating Program
Wastewater Pretreatment
Cost Summary
Line Item Description Account 1Vo. 2003-04 2004-05
Contract Services 15;000 0
Laboratory Services 1520.55320.7255 1 15,000
' 23
' PUBLIC
PHASE II STORMWATER NPDES PROGRAM
Request Summary
Funding various activities related to the implementation of the phase II municipal storm water National Pollutant ,
Discharge Elimination System (NPDES) program will cost $40,000 annually. This will be an ongoing program
administered by Utilities Department,previously proposed to be administered by the Public Works Department.
The phase II municipal storm water program is a state/federal clean water act program that municipalities must
begin implementing this year. Initially this program was proposed to include the addition of a coordinator
position the second year of the 2003-05 Financial Plan. Because of job duty shifting associated with transferring '
the inspection duties of the CUPA program to the Fire Department, it is now proposed that the pretreatment
section of the Utilities department perform the majority of the administrative and some of the implementation
duties for this program over the next two years. Evaluation of this program's ongoing needs will continue during
this financial plan.
Key Objectives
1. Implement the phase II municipal storm water program.
2. Ensure compliance with state and federal clean water act regulation.
3. Protect the water quality of local waterways.
4. Successful transition of the program responsibilities from the Public Works Department to the Utilities ,
Department.
Factors Driving the Request for Change
1. In 1999 the.EPA issued orders that cities must comply with phase II storm water regulations. .
2. The phase II storm water program requires the control and/or reduction of pollutants found in storm water
runoff being discharged into local waterways.
3. Funding needs to be dedicated to this program to ensure adequate implementation and demonstrate to state
and federal regulators that sufficient resources are being allocated for this program.
4. Phase 11 NPDES storm water program is a mandated program that the City is required to implement.
5. As a General Fund cost savings measure, administration of this program has been shifted to the Sewer Fund
as an additional water quality program.
Alternatives
Continue the status quo. The phase II storm water program.is a mandated program. Shifting this program to the
Utilities Department saves the General Fund program approximately $120,000 annually and is a logical nexus
with the other water quality programs Utilities administers. Failure to effectively implement this program may
result in enforcement action against the City.
Implementation
This program will be on-going program. Listed below are some of the activities that will be implemented over
the next two years. '
24
1 -
1 PUBLIC UTILITIES
PHASE 11 STORMWATER NPDES PROGRAM
Task Date
Development of public education materials 12/01/03
1 Staff training On-going
Development of guidance materials 7/01704
1 Development of storm water ordinance 7/01/04
Operating Program
1 Wastewater Pretreatment
Cost Summary
1 Projected costs associated with administration of this program are$40,000 annually.
1 line Item Description Aarnmt No. 2003-04 2004-05
Contract Sery m . 25,000 25;000::
Contract Services 1520.55320.7227 1 25,0001 25,000
15900015,0006
Printing and Reproduction Supplies 1510.55516.7425 12,000 12,000
Education and Training 520.55320.7459 3,000 3,000
1 Total Operating Casts. 40,000 40,000
1
1
1
1
1
1 25
PUBLIC UTILI-OES
WATER RECLAMATION FACILITY NPDES FEE INCREASE
Request Summary '
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.
Key Objectives
Ensure adequate funding for payment of required state fees.
Factors Driving the Request for Change
1. State Water Resources Control Board (SWRCB)increase in annual NPDES fee from$6,500 to$20,000. '
2. Payment of annual fees for state water quality programs is mandatory'.
Alternatives '
Continue the status quo. Inadequate funding is not recommended because insufficient payment of NPDES fees
would be in violation of state water quality regulations, resulting in the City being in violation and subject to 1
possible enforcement actions up to and including fines..
Operating Program 1
Water Reclamation Facility
Cost Surnmaiy '
The increase in the WRF's NPDES fee is an increase of$13,500 annually and will be an ongoing cost.
Line Item Description I Account No.1 2003-04 2004-05 ,
Contract Services. J -_ __. . .13 00_. 13,500.
Taxes and Lincenses 1520.55330.7301 1 13,500 1 13,500 '
1
26
PUBLIC
TECHNICAL STUDIES FOR WATER RECLAMATION FACII HY NPDES PERMIT
1 Request Summary
' 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.
' Key Objectives
1. Perform required sampling and studies as identified in the WRF's NPDES permit.
2. Ensure compliance with the WRF's NPDES permit.
Factors Driving the Request for Change
1. The City's current NPDES permit requires these studies be performed.
' 2. City staff do not posses the technical knowledge or experience to perform these studies.
3. The results of these studies will assist the City and RWQCB staff in determining if additional discharge limits
need to be developed,treatment processes to be added and certain pollutants to be controlled.
' 4. The studies should recommend the most practical manner to achieve compliance, if needed.
5. Failure to perform these studies and prepare documents will result in enforcement action, up to fines,from the
' RWQCB.
6. Completion of these studies will ensure that any additional requirements placed on the City and the associated
costs to achieve compliance are warranted and based on good science.
' Alternatives
1. Continue the status quo. If inadequate funding is unavailable this may result in delays or inadequate studies
and documents being prepared. This would be in violation of the WRF's NPDES permit.
2. Defer orre-phase the request. The provisions of the WRF's NPDES permit include submittal dates for scope
of work, data and study results. Deferral or re-phasing would require negotiations and approval by the
RWQCB.
Implementation
Task Date
' Submittal of Trihalomethane(THM)and groundwater study scope of work ll/l/03
Submittal of sampling data 2/1/04
Submittal of Reasonable Potential Analysis (RPA) study 10/1/04
Submittal of results from groundwater and THM studies 12/1/04
Submittal of dilution study results 12/1/04
' Operating Program
Wastewater Administration
' 27
PUBLic UTILITIES
TECHNICAL STUDIES FOR WATER RECLAMATION FACILITY NPDES PERMIT
Cost Summary
Consulting for the WRF's NPDES permit will cost $206,000 over the 2003-05 financial plan. Because of the '
nature of this type of work, it is difficult to estimate the exact amount of funding the studies will require each
year. All encumbrances are expected to be in place during the 2003-04 Fiscal Year.
Line Item Description Account No. 2003-04 2004-05
Contract.Services 206;000— 0
Contract Services 520.55300.7227 206,000 1 '
1
1
28
TRANSPORTATION
ENHANCED PARKING ENFORCEMENT
' Request Summary
' Enhanced parking enforcement will cost$67,000 in 2003-04 and$85,600 in 200405 for the following:
1. Adding one Parking Enforcement Officer tothe contract staffing of the Parking Program will cost$45,600 in
' 2003-04 and$63,700 in 200405.
2. Acquiring one computerized electronic ticket writer for the new enforcement officer will cost$5,000 in 2003-
1 �
3. Processing additional citations generated by this position will cost $14,600 in 2003-04 and $19,500 in 2004-
05.
4. Printing the additional citations and citation envelopes generated by this position will cost $1,800 in 2003-04
and$2,400 in 200405.
' This position should generate a minimum $141,000 of additional citation revenue each year. Potential citation
revenues could range as high as$295,000 each year.
' A Capital Improvement Plan appropriation for one new utility scooter will be required at a costs of $25,000,
which is included in a separate CIP project request.
' Key Objectives
1. Discourage repeat offenders from continuing to violate parking ordinances.
' 2. Implement Access and Parking Management Plan requirements that"parking laws will be strictly enforced."
3. Provide the increased enforcement called out in the Railroad Service Area Parking Plan.
' 4. Provide adequate enforcement in existing and proposed outlying parking districts.
5. Manage the downtown street parking inventory by encouraging regular turnover.
Factors Driving the Request for Change
The Parking Program strives to have two employees continuously enforcing parking laws in the downtown on six
days a week, Monday through Saturday, between 8:30 a.m. and 5:30 p.m. This service is now provided primarily
through two full-time regular Parking Enforcement Officers. One half-time temporary City Worker V fills in on
regular days off,vacation days, and sick leave days.
Regular enforcement activities are also required in the Railroad Service Area and in two residential parking
districts near Cal_Poly. Regularly patrolling these outlying areas pulls one enforcement officer out of the
' downtown for extended periods. During these times the one enforcement officer remaining in the downtown
cannot provide effective coverage. As a result, the City loses potential parking meter revenue_ as well as citation
revenue. Also, during these periods there is not enough enforcement to encourage regular turnover in the on-
street parking spaces.
' Adding this position will increase the volume of parking citations issued by an additional 40 percent. The current
amount allocated for contract citation processing is $48,800 per year. Public Works is requesting an increase of
I $19,500 per year. Likewise, the current amount allocated for printing citations and citation envelopes is $5,900
per year. Public Works is requesting an increase of$2,400 per year.
29
TRANSPORTATION
ENHANCED PARKING ENFORCEMENT '
An extra benefit of increased enforcement would of course be additional citation revenue. Public Works is
confident that the potential for added revenue through stepped-up enforcement is fairly elastic and that the
minimum amount of additional revenue will be more than double the cost of added enforcement. If the additional '
revenue covers all costs associated with this position, this position should become a part of the regular staffing
starting in 2005-06.
Alternatives '
1. Do not augment enforcement efforts. This would result in lower enforcement and less revenue. '
2. Add regular staffing. As noted above, we do not recommend taking this step until we can better document
that significant new revenues will result from this added cost. '
Implementation
Task Date
Submit a requisition for one new enforcement officer June 2003
Advertise for applicants July 2003
Receive applications August 2003 '
Interview applicants and select one candidate September 2003
Begin training October 2003
Operating Program
Parking
Cost Summary
Line Item Description Account No.1 2003-04 200405 '
Staffing 45,600 63,700
Salaries-Contract 510.50600.7012 30,000 40,000 '
Retirement Contributions 510.50600.7040 5,200 9,700
Health and Disability Insurance 510.50600.7042 5,000 6,700
Medicare 510.50600.7044 400 600
Unemployment Insurance 510.50600.7046 100 200 '
Workers Compensation Insurance 510.50600.7048 4,900 6,500
Contract Services 16,400 21,900
Contract Services 510.50600.7227 14,600 19,500 '
Printing and Reproduction 1510.50600.7283 1,800 2,400
Minor Capital 5 000 0
,Machinery and Equipment 1510.50600.7953 5,000 0 '
Total Operating Costs 67,000 85,600
This position should generate a minimum$141,000 of additional citation revenue each year. Potential citation '
revenue could range as high as$295,000 each year.
t
30 '
TRANSPORTATION
ADDITIONAL CONTRACT SERVICES FOR PARKING
Request Summary
' Adding various contract services needed for parking operations will cost an additional $49,200 each year starting
in 2003-04.
' Key Objectives
1. Cover additional operating costs needed for the Marsh Street Garage Expansion project.
1 2. Cover the additional costs associated with issuing more parking citations.
3. Cover additional operating costs resulting from parking meter rate increases.
Factors Driving the Request for Change
The Marsh Street Garage Expansion project added more building area that requires contract janitorial and
' sweeping maintenance (at$30,800 more per year) and contract elevator maintenance(at$3,500 more per year).
More effective parking enforcement has increased the volume of parking citations issued each year by eight
percent. The current amount allocated-for contract citation processing is $48,800 per year, Public Works is
' requesting.an increase of$3,900 per year.
Another expense associated with citation processing is express mail service where the post office automatically
' forwards citation payments made at the local drop box to the City's contract citation processing firm in Southern
California. Past contract services budgets have not allocated money specifically for this purpose, and the
expenses have been covered by savings available in other accounts. Because such savings are not anticipated in
' the future,Public Works is requesting an annual appropriation of$5,000 for this express mail service.
Recently approved parking meter rate increases have resulted in more money being deposited in the meters. This
' in tum requires more frequent collection by the contract coin collection service. The additional cost of this more
frequent collection will be$6,000 per year..
' In 2002-03 these additional contract costs were covered with the use of one-time carryover and savings available
in the Parking Fund.
Operating Program
' Parking(50600)
Cost Summary
Line Item Description Account No. 2003-04 .2004-05
I nt e Services 4 _.4.., _0
Contract Services 1510.50600.7227 49.200 1 49,200
Total Operatine Costs 49,200 14 200
I
' 31
TRANsPoRTATION '
ADDITIONAL PRINTING FOR PARKING
Request Summary
Printing a higher volume of parking citations, a higher volume of parking garage tickets and two updated parking '
pamphlets will cost an additional$6,500 each year starting in 2003-04.
Key Objectives '
1. Cover the additional costs associated with issuing more parking citations.
2. Cover additional operating costs resulting from the Marsh Street Garage Expansion project. ,
3. Educate customers about using the various parking services-available.
Factors Driving the Request for Change
More effective parking enforcement has increased the volume of parking citations issued each year by eight
percent. The current amount allocated for printing citations and citation envelopes is $5,900 per year. Public
Works is requesting an increase of$500 per year. ,
When the Marsh Street Garage Expansion project was completed, there was naturally an immediate increase in
the number of garage tickets issued from the "ticket-spitters" at the garage entrance. As a result, the overall '
number of garage tickets issued from both garages together is expected to increase 25 percent each year. The
current amount allocated for printing these tickets is $8,000 per year. Public Works is requesting an increase of
$2,000 per year. ,
To help customers understand how to best use the parking services available to them, the Parking Program
distributes a general parking services pamphlet and a more specific pamphlet about how to use the parking meter ,
cash keys. The existing stocks of these pamphlets will be rendered obsolete by the next two parking rate
increases on April 1, 2003 and July 1, 2004. There is no money currently allocated for printing revised
pamphlets. Public Works is recommending that a smaller number of these pamphlets be printed each year to t
reduce the chance of ending up with an obsolete stock after regular rate changes. The requested annual allocation
is$4,000.
In 2002-03 these additional printing costs were covered with the use of one-time carryover available in the
Parking Fund.
Operating Program
Parking
Cost Summary
Line Item Description Account No. 2003-04 2004-05
Cone ' 6-500 i6400-
Printinp and Re roduction 510.50600.7283 . 6,500 1 6J00
Net Operatinty64001 6400
32
TRANSPOR-TATION
BLUE LIGHT SECURITY FOR PARKING GARAGES
' Request Summary -
t Studying the feasibility of installing a "blue light" security system in the Palm Street Parking Garage, and
expanding the one already in place at the Marsh Street Garage, will cost$5,000 in 2003-04.
Key Objective
Improve personal security inside the parking garages.
' Factors Driving the Request for Change
Currently only the new expansion portion of the Marsh Street Parking Garage is equipped with the blue light
security system. The new lights have been installed as a test platform to determine their desirability and
effectiveness for enhancing security inside all of the City's parking garages.
' Operating Program
' Parking
Cost Summary
Line Item Description Account No. 2003-04 2004-05
contract Servi .000
Contract Services 510.50600_.7.227 5,000 1 0
Net OiDeratine Costs 5,000 0
' 33
UANSPORTATION ,
RESTORATION OF TRANSPORTATION ASSISTANT FOR TRANSIT '
Request Summary '
Restoring one half-time Transportation Assistant to the regular staffing of thet Transit Program will cost $21,800 '
in 2003-04 and$27,500 in 2004-05.
Key Objectives
1. Attract more ridership for SLO Transit.
2. Attract more fare revenue for SLO Transit.. ,
3. Maintain compliance with Federal and State regulations to ensure continued eligibility to receive grant
revenue.
Factors Driving the Request for Change ,
The primary purpose of adding a new Transportation Assistant is to allow the Transit Manager to focus on policy ,
issues and marketing.
When SLO Transit began receiving ongoing formula grants from the Federal Transit Administration (FTA) in
1993, Public Works expected onerous reporting and record keeping requirements as a condition of receiving these
grants. To deal with these requirements, a half-time technician was added to the regular staffing of the Transit
Program. Because the in-service fleet size for SLO Transit was just under the minimum threshold required for
full operations reporting, though, the actual reporting and record keeping turned out to be less burdensome than ,
anticipated. For this reason, the half-time technician position was deleted.
When transit service improvements were initiated three years ago, the in-service fleet size passed the minimum
threshold and triggered the need for full reporting. During that time, the Transit Manager has gradually become
bogged down with an increased reporting and record keeping workload. In addition to the FTA reports, other
regular reports must be prepared and submitted to the California Air Resource Board; the San Luis Obispo ,
Council of Governments; the Mass.Transportation Committee, the American Public Transportation Association;
Cal Poly State University; and the San Luis Obispo Regional Transit Authority. Also, there are several routine
reports received from the transit operations contractor that must me reviewed. '
Over the same three-year period SLO Transit has experienced steadily declining ridership, a situation that has
hampered SLO Transit's progress toward its program goals of providing quality transportation for transit
dependent people, convenient transportation for all residents, and an attractive alternative to driving which can '
reduce traffic congestion and air pollution.
To reverse this trend, this request proposes restoring a regular half-time assistant to the Transit Program staffing
to primarily take care of the regular reporting and record keeping workload. Another important duty for the
assistant will be investigation of complaints. This transfer of routine duties will free up time for the Transit
Manager to implement recommendations of the Short Range Transit Plan to improve service and attract more
riders. This work will require extensive and time-consuming involvement with the public and the Mass
Transportation Committee.
Based on an analysis of the Transit Program workload and recent experience with technician-level work in other
transportation programs, Public Works originally proposed adding a regular full-time position. However, the
Budget Review Team was concerned about increasing operating costs without a demonstrated commensurate
increase in fare revenue. State grant conditions require that SLO Transit maintain at least a 20 percent ratio of
fare revenue to operating cost. The current ratio is hovering right around 20 percent, so any increase in operating
34
TRANSPORTATION
RESTORATION OF TRANSPORTATION ASSISTANT FOR TRANSIT
' cost must be considered very carefully. The Budget Review Team was also concerned with the impact on
1 available Transportation Development Act (TDA) and FTA resources relative to the priority of other initiatives
that might be identified in the upcoming Short-Range Transit Plan. Accordingly, depending on the results of
Short-Range Transit Plan in terms of system funding priorities, available TDA and FTA funding in 2003-05 and
the success of marketing efforts in generating fare revenue increases, we may return to the Council with a
' recommendation to fund the proposed position at a full-time level during 2003-04.
Implementation
Task Date
Submit a requisition for one new half-time Transportation Assistant June 2003
' Advertise internally for applicants July 2003
Receive applications July 2003
Interview applicants and select one candidate August 2003
' Begin training September 2003
Operating Program
' Transit
Cost Summary
First year costs are based on.filling the position by September 1, 2003.
' Line Item 6escri tion Account No. 2003-04 2004-05
Staff 23000 0
Salaries-Regular 530.50700.7010 19,600 19,600
' Retirement Contributions 53050700.7040 3,400 4,700
Health and Disability Insurance 530.50700.7042 3,400 3,400
Medicare 530.50700.7044 300 300
' Unemployment Insurance 530.50700.7046 100 100
Workers Compensation Insurance 530.50700.7048 800 800
Salary Savings 530.50700.707 (4,600)
' Total Operating Costs 23,000 128 900
1
' 35
TRANSPORTATION An . •
ENHANCED TRANSIT MARKETING '
Request Summary
Promoting SLO Transit to attract more passengers will cost an additional$15,000 each year starting in 2003-04. '
Key Objectives
1. Maintain current ridership.. '
2. Attract new ridership.
Factors Driving the Request for Change 1
SLO Transit has experienced steadily declining ridership over the last three years. To reverse this trend,the Mass ,
Transportation Committee has requested a more concerted effort in marketing and promoting the system,
particularly to potential non-Cal Poly passengers. (Although attracting Cal Poly passengers is an important part
of accomplishing SLO Transit's goals, no additional revenue accrues from such efforts, because Cal Poly pays the ,
City a fixed amount each year for Cal Poly students and staff members to ride the system without paying a fare.)
Such an effort will be critical to bring in additional cash and transit pass fare revenue. In order to continue
receiving State Transportation Development Act grants for SLO Transit,total fare revenues must amount to at '
least 20 percent of total operating costs. Currently, this farelcost is hovering at just under 20 percent. While there
are temporary grace periods,continued failure to meet required ratios will result in loss of TDA revenue.
Implementation
The Transit Manager is preparing a marketing plan that.should be completed by July 2003. This plan will be ,
reviewed by the MTC and will include an implementation schedule.
Operating Program ,
Transit
Cost Summary t
Line Item Description Account No.1 2003-04 200405
Contract Services 15,000 I5 000 1
Advertising 530.50700.7203 15,000 1 15,000
Total Operating Costs 15,000 1 15,000
36
. . . • ' •
TRANSIT SMART CARD FEASIBILITY
Request Summary
' Studying the feasibility of using SMART Cards for SLO Transit will cost$5,000 in 2003-04.
Key Objectives
' 1. Reduce the cost of processing fare revenue.
2. Reduce the potential for fare revenue theft.
' 3. Determine the actual usage of Cal Poly riders and general public.
4. Maintain current riders.
5. Attract-new riders.
' Factors Driving the Request for Change
' Under an agreement between the City and Cal Poly, Cal Poly students and staff members ride SLO Transit buses
without charge by showing their identification cards. Cal Poly then makes quarterly payments that roughly
reimburse the City for the value of those rides.
' The City and Cal Poly are investigating the feasibility of using the Cal Poly identification card as a "SMART
Card to accurately determine who is riding the system. This proposed system is a component of the Efficient
Deployment of Advanced Public Transportation System (EDAPTS). Under EDAPTS, a Cal Poly rider would
' "swipe" an identification card upon boarding the bus. EDAPTS would validate the passenger's unique user
identifier against an encrypted users list maintained in the on-board bus computer. EDAPTS would then record
the trip, the user's identifier, and the Iocation of the boarding.
' Currently, the agreement between the City and Cal Poly expresses the desire to determine the actual number of
riders participating in the zero fare program. The current fare collection system only counts the number of trips,
' not the actual number of users. The City SMART Card would expand on this joint project and work towards a
single SMART Card system to deliver both Cal Poly and City ridership statistics and fare payment system.
' Operating Program
Transit(50700)
' Cost Summary
Line Item Description Account No. 2003-04 2004-05
' Contract
Contract Services 1510.50700.7227 5,0001 0
Net 0mratine osts 5,0001 0
1
' 37
LEISURE, CULTURAL AND sbcIAL SERVICES
DAMON-GARCIA SPORTS FIELDS PROGRAMS AND MANAGEMENT
Request Summary '
Supporting the operations of the Damon-Garcia sports fields will cost $30,000 for temporary staffing and '
materials beginning in 2004-05.
Bey Objectives
1. Coordinating the fields for youth and adult programs to maximize the facility use while addressing turf sports
needs.
2. Offer programs for adult and youth turf sports, soccer, grass volleyball and other events
Factors Driving the Request for Change
With the completion of the Damon-Garcia sports field complex, a major city goal will be accomplished. The
venue would require management of the area for public use and scheduling programs appropriate for the facility, '
such as youth soccer,adult soccer, adult flag football, grass volleyball and special events.
A staff person would be on site for all functions to coordinate uses of the fields and assist with customer needs. '
Field use would be coordinated for adult and youth league scheduling, nights of activity, and promotional
materials. Additional costs would include materials and supplies related to new programs at the facility.
Alternatives '
Deferring or denying the request.would restrict the level of programs at Damon Garcia Sports Fields. Existing '
resources can only accommodate programs currently in place. Funding for this facility would add new leagues
currently not being met in the community, such as adult soccer, adult flag football,and grass volleyball. Having a
staff person on site would enhance customer service and allow for effective management of the facility.
Implementation '
Usage of the facility will start in Fall 2004.To prepare for this,programming should begin in July 2004. t
Task Date
Train
. -
Train staff for new program area and needs June/July 04 '
Purchase needed work space equipment. July 04
Meeting with users to schedule needs July 04
Purchases needed equipment for field(s) August 04 '
Dedicate facility for grand opening August 04
Open facility September 04
Operating Program
Parks &Recreation: Adult Sports, Classes and Facilities
38
CULTURAL
DAMON-GARCIA SPORTS FIELDS PROGRAMS AND MANAGEMENT
tCost Summary
' Line Item Description I Account No 2003.04 2004.05
Starrmg 23 600
Staffing 100.60230.7014 20,000
' Workers Compensation 100.60230.7048 3,300
Unemployment 100.60230.7046 100
Medicare 100.60230.7044 200
' Other Operating PTendiures 6 400
Operating Supplies and Equipment 100.60230.7843 6,400
Total Operating Costs 30,000
' Offsetting Cost Savings or Revenues
' Currently the city does not charge youth groups to pay for facility use. It is not anticipated that this practice will
change at the Damon-Garcia Sports Fields. However, some adult use anticipated. If this is non-City groups
renting the fields,a rental fee will be charged. Revenues will be charged for any new adult sports programs started
' at Damon Garcia. Staff will return to Council with a proposed fee schedule and revenue projections prior to the
opening of the fields.
1
I
39
OCIAL
SERVICES
DAMON-GARCIA SPORTS FIELDS MAINTENANCE
Request Summary
The new Damon-Garcia Sports Fields Complex will require appropriations in the Park and Landscape '
Maintenance Program for the following expenses:
1. Contract landscape maintenance at a cost of$143,700 each year starting in 2004-05.
2. Contract janitorial maintenance for the restrooms at a cost of$4,000 each year starting in 2004-05.
3. City water for irrigation at a cost of$65,000 in 2004-05 and$32,000 each year after that.
4. Electricity primarily for lights at a cost of$4,000 each year starting in 2004-05.
5. Telephone service primarily for irrigation telemetry at a cost of$500 each year starting in 2004-05.
Key Objectives '
1. Keep the new Damon-Garcia Sports Fields Complex safe and attractive
2. Maintain the playability of the sports fields
3. Maximize the service life of the complex ,
Factors Driving the Request for Change
Construction of the Damon-Garcia Sports Fields Complex will be completed in summer 2003. The construction
contractor will be responsible for maintaining the complex for one year after completion in order to ensure
establishment of turf and other landscape areas. When this temporary maintenance ends in summer 2004, '
recreational scheduling will begin, and Public Works will take over permanent maintenance responsibility.
The landscape maintenance should be performed by contract only if two conditions are met: 1) a local firm will t
take on maintenance for a park area this large and complicated and 2) the contract price is less than what it would
cost to perform the work in-house with regular staffing. To determine if these two conditions can be met, the City
will solicit formal proposals for the work in October 2003. If analysis shows that a contractor cannot perform the ,
maintenance at a cost less than using in-house staffing, then the City will proceed with a staffing recruitment.
Alternatives '
Performing the Landscape Maintenance with Regular Staffing. Because of an understanding that contract
landscape maintenance at this scale might not be available locally, Public Works prepared a detailed estimate of
the annual cost to perform this maintenance in-house. This estimate is summarized in the following table: ,
Staffing (two full-time regular park maintenance workers) $123,500
Materials and supplies 13,900
Amortization of one turf mower($15,000 over 15 years) 3,400
Amortization of one pickup truck($23,000 over 12 years) 1,900
Amortization of one utility cart $6,000 over 6 ears) 1,000
Total $143,700
If the annual cost of contract landscape maintenance is greater than $143,700, then the City should hire the
maintenance workers needed, purchase the equipment needed, and perform the maintenance in-house.
40
CULTURAL , SOCIAL
' DAMON-GARCIA SPORTS FIELDS MAINTENANCE
' Implementation
Task Date
Solicit formal proposals for contract maintenance October 2003
Receive proposals and review cost proposals November 2003
'
If cost proposaLs are less than$143,700.
Analyze proposals December 2003
Interview qualified proposers and select a contractor January 2004
' Award a maintenance contract February 2004
Start contract maintenance service July 2004
If cost proposals are greater than$143,700.
' Submit a requisition for two new maintenance workers March 2004
Order needed equipment March 2004
Advertise for applicants April 2004
' Receive applications May 2004
Interview applicants and select two candidates June 2004
Begin training July 2004
' Operating Program
Park and Landscape Maintenance
Cost Summary
' Line Item Description Account No.1 2003-04 200405
Contract Services 0 147,700
Contract Services 100.50200,7227 0 4,000
Landscape and Pruning Contracts 1100.50200.7257 0 143,700
Other Operating endiures 0 1699500
City Water Service 100.50200.7603 0 65,000
' Electric Utility Service 100.50200.7605 0 4,000
Tele hone Services 100.50200.7617 0 500
Total Operating Costs 1 0 217,2(10
' Note: Because of the high amount of water needed to establish turf areas, irrigation costs for the first two years
after installation of turf will be about double what ongoing costs will be. Starting in 2005-06, the appropriation
' for City Water Service at Damon-Garcia should drop to about$32,000.
I
1
1
' 41
CULTURAL
MINOR PARK RENOVATIONS 1
Request Summary
Completing several minor park renovations will cost$8,400 in 2003-04 and$16,800 in 2004-05.
Key Objectives
1. Repair deterioration to park facilities.
2. Restore and preserve the condition of play surfaces.
3. Preserve the safety of ballfield areas.
4. Reduce maintenance workloads.
Factors Driving the Request for Change
Meadow Park Fence Replacement($4,800 in 2003-04). The ballfield fencing at Meadow Park is made from a
light gauge chain link material. Because this material has not stood up well to typically rough ballfield use,park
maintenance crews must continually repair holes in the fencing. Not only is this a maintenance headache,but the
holes also present a potential safety problem until they can be repaired. This project will replace the existing
fencing material with a heavier gauge chain link that is more suitable for regular ballfield use.
Sinsheimer Tennis Court Windscreen Replacement($4,000 in 2003-04). About half of the windscreens at the
Sinsheimer Tennis Courts have deteriorated to the point where they no longer deflect the wind and cannot be
repaired. Without functioning windscreens„serious tennis play is usually impossible at this location. There is '
high demand for tennis courts in City parks.
Tennis Court Resurfacing($8,600 in 2004-05)., The tennis courts at French and Islay Parks have never been '
resurfaced. After heavy use over the last ten years, the court surfaces are beginning to crack and peel.This
situation should be corrected in the near future so that moisture will not penetrate to the base material and destroy
the integrity of court. Because similar maintenance at the Sinsheimer Tennis Courts have been deferred for
several years,the repair cost for those surfaces has risen to$25,000.
Picnic Table Ton Replacement($8,200 in 2004-05). There has been a steadily increasing demand for group 1
barbecue facilities that can be rented at City parks. After several years of use, the picnic table tops in the
barbecue areas of nearly all City parks have.deteriorated to the point where they are ready for replacement. Not
only have they received heavy regular use,but they have also suffered damage from vandalism and skateboard
grinding.
Operating Program
Park and Landscape Maintenance 1
Cost Summary
Line Item Description Account No.1 2003-04 2004-05
Contract Services
Building and Construction Contracts 1100.50200.7219 1 9-4001 0
Minor Cavital 0.
Capital Maintenance Proiects100.50200.7957 01 16,800
ITotal O eratin Costs 1 8,4001 16.8001
42
LEISURE,
, SOCIAL
PERFORMING ARTS CENTER OPERATING SUBSIDY INCREASE
' Request Summary
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.
Background
' The City first began exploring the concept of a performing arts center (PAC) in the mid 1980's. In early 1987, a
memorandum of agreement was entered into between the University, the Foundation for the Performing Arts Center
(FPAC), and the City to prepare a "development agreement" that would set forth the kind of facility collectively
desired,and the responsibilities of the parties involved. Ultimately,in 1989,the parties agreed that the land would be
donated by Cal Poly, and facility construction costs paid 2/3 by the University, 1/6 by FPAC, and 1/6 by the City.
Construction began in 1994,and the PAC's grand opening occurred in October 1996.
' Upon completion of construction, the PAC still requires long term and day-to-day management of a complex facility.
This includes such things as: overseeing operation and facility use policies, scheduling and promoting events,
working with community groups, ticketing, maintaining building and grounds, and insurance. The parties executed
' an operating agreement in 1993 that established the Central Coast Performing Arts Center Commission to oversee
PAC operations. The City is a.member of the Commission, and the Mayor and Assistant CAO represent the City on
its Board of Directors.
Although the original Operating Agreement signed by the partners obligated the City and FPAC to share on an equal
basis any operating deficit, it eventually became apparent that this was an unrealistic expectation. Accordingly, on
' May 23, 2002, the Council adopted revisions to the Operating Agreement that established a formula for.sharing the
operating deficit between all the partners, 1/6 by the City, 1/6 by FPAC and 2/3 by Cal Poly. The initial estimate of
the cost to the City was$200,000 for the first year,with relatively small incremental changes predicted over the next
eight years.
Key Objectives
' 1. Provide an on-going operational subsidy,similar to that provided by other cities with performing arts centers.
2. Assure that the PAC is managed in a quality manner to fulfill its central purpose,which is to enhance the cultural
' life.of the community
3. Provide for major maintenance and.repair to avoid costs in the future through good planning and management
today.
4. Allow for the creation of an operations reserve.
Factors Driving the Request for Change
1. The City's obligations under the Operating Agreement for the San.Luis Obispo County Performing Arts to share
the cost of any operating deficit on a 1/6, 1/6,2/3 basis with the other partners
' 2. The increase in operating costs expected by the PAC, particularly in the area of insurance premiums,
employee benefit costs,custodial services and utilities.
I 3. The fact that the City's failure to meet its 1/6 obligation toward the deficit would have an actual effect on the
PAC budget of decreasing funding by $105,600 when FPAC and Cal Poly decreased their share to retain the
agreed proportion of 1/6, 1/6, 2/3.
' 43
CULTURAL
PERFORMING ARTS CENTER OPERATING SUBSIDY INCREASE
4. The PAC Finance Committee has scrutinized the budget to minimize the deficit as much as possible,and even 1
with the proposed increase in partner funding, the PAC will be required to reduce administrative staff and 1
ticket office hours, eliminate certain outreach programs, reduce publicity for events and increase some fees
charged to users of the facility.
Alternatives
Continue the status quo. Maintain the current level of support at $200,000 per year. This alternative would have
the effective result of reducing the PAC budget by $105,600 and would not be in accordance with the current
Operating Agreement.
Operating Program 1
Cultural Services
Cost Summary
Line Item Descri tion I Account No. 2003-04 2004-05 '
Contract Services 17 600_ ?A 000
PAC subsidyincrease 100.11100.7227 17,600 24,000
1
1
1
1
1
44 1
LEISURE, CULTURAL & SOCIAL SERVICES
PRADO DAY CENTER SUPPORT
' Request Summary
' Continuing to contract with the Economic Opportunity Commission (EOC) to operate the Prado Day Center
twelve months a year will cost $50,000 in 2003-04 ($44,000 from the General Fund, and $6,000 from interest
paid on the Park Hotel loan)and$50,000 in 2004-05 (all$50,000 from the General Fund).
' Key Objectives
' 1. Collaborate with other public and non-profit organizations to meet the daytime needs of the homeless.
2. Continue past funding levels for operation of the Prado Day Center.
3. Replace funds previously allocated to EOC from the CDBG Program and the Park Hotel Fund.
' 4. Maintain service levels at Prado Day Center.
Factors Driving the Request for Change
The Prado Day Center first opened its doors to the homeless in 1997. Since that time, it has served the needs of
75-90 homeless and hungry individuals each day. In 2000, the Center increased services to a year-round, seven
' day a week operation providing a daily lunch program through People's Kitchen, facilities to meet basic client
needs for showers, laundry, storage and daytime shelter, and on-site programming of health and social service
providers directed at fulfilling the day center mission of client self-sufficiency.
' Since inception, funding for the Center has been a collaborative effort of the City and County, the Interfaith
Coalition for the Homeless,The Downtown Association and the Chamber of Commerce. More recently,the latter
two organizations have become members of Friends of Prado Day Center, along with several other organizations
' and agencies. Current funding comes from the City, County and Friends of Prado Day Center, combined with
various private donations and grants. Initially, the City funded its full commitment to the Prado Day Center
($40,000/year later increased to $50,000/year) with Community Development Block Grant (CDBG) funds for
I Public Services. When the City's portion of Public Service funds shrunk three years ago, the City allocated funds
from the Park Hotel Fund with the realization that it was a finite resource and, once depleted, an alternative
funding source would need to be identified. Today, only $6,000 remains in the Park Hotel Fund for Prado Day
' Center use,thus triggering the need for General Fund support during the 2003-05 Financial Plan.
Alternatives
tContinue the status quo. If Council chooses to use just the Park Hotel Funds, it would mean that the Prado Day
Center would have to reduce service levels by $44,000 during 2003-04 and $50,000 per year thereafter. This
represents nearly a 20% service reduction, or one-third of their staffing. In this case, the program would most
' likely close its doors on the weekends, spilling 75-90 homeless and needy people on to the streets during the
daylight hours.
IOperating Program
Housing Assistance Program
' Cost Summary
Line Item Description Account No. 2003-04 200405
Contract Services 50 000 50,000,
Prado Day Center Subsidy 100.10100.7227 50,000 50,000
45
COMMUNITY DEVELOPMENT
CONTINUED FULL-TIME CONTRACT PLANNER
Request Summary '
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 2004-05.
Key Objectives
I. Provide adequate staffing levels to accomplish Major Council Goals and Other Council Objectives for which
Community Development has primary or support responsibility.
2. Provide adequate staffing levels to accomplish Advisory Body Work Program Goals and Objectives.
3. Manage a permit load that remains at elevated levels as well as keep up with the trend of more complex '
projects being applied for involving issues of greater community wide-interest.
4. Provide adequate staffing levels to meet the City's legal responsibilities of the State Permit Streamlining Act.
5. Maintain desired levels of customer service and community support. ,
6. Avoid reduction of support to economic development, natural resource management, Parks and Recreation,
and Public Works CIP programs.
7. Provide applicants and the community with quality review that can only be accomplished with sufficient time
to work on development permit applications.
Factors Driving the Request for Change '
1. Permit loads have remained at the higher than normal levels; a fact that began in 1998 with the improved local '
economy. In addition, the department continues to receive a large number of complex planning applications
of greater community-wide interest, that
typically involve more extensive staff Annual Planning Application Totals
resources to provide full policy and
environmental analysis. The current 330 —
staffing resources for the division have been 310
supplemented over the past four years to 290 ,
address this increased permit activity with a 270
contract Associate Planner that has not been Total 250
funded beyond June of 2003. Projects 230 ,
210 I
2. Many larger projects that were processed tso
too _
during the 2001-03 budget cycle are now or tso
will soon be in the construction stage which o $ N
involve extensive support to ensure that
mitigation measures and project conditions '
are complied with. Thus the planning staff will continue to work on these projects after they are approved.
3. Increased volume of interdepartmental coordination responsibilities with other City programs. In addition,the
large volume of complex projects in process requires greater involvement by more City Departments.
4. Council policy to increase cost recovery from 45% to 100% in the department should carry with it a
commitment to maintain sufficient resources to ensure that applicants are not paying more for less service. ,
46 ,
' COMMUNITY • •
' CONTINUED FULL-TIME CONTRACT PLANNER
' 5. Maintain organizational vitality in light of increased workloads by maintaining a manageable ratio of planners
to applications/assignments.
1 6. The State Permit Streamlining Act mandates minimum processing times for the City to evaluate development
proposals. Failure to act on projects within these mandated processing times may result in a project being
' "deemed approved" without sufficient community review and staff analysis. The cumulative slowing in
permit processing due to continued high permit volumes and reduced staffing to handle those volumes, will
result in possible non-compliance with the Permit Streamlining Act within six months following a 25%
' reduction in staffing resources in the Development Review Division. The division has had three-fulltime
permanent Associate Planners and one fulltime contract planner assigned to permit processing since 1999.
Elimination of the Contract Associate Planner with adoption of the 2003-05 budget will result in a reduction
' of processing resources by 25%.
Alternatives
t 1. Let the contract expire on June 30, 2003. Given the Department's current workload, this alternative would
have significant detrimental impacts that would not allow the division to maintain current levels of service to
the community. The time necessary to process development review applications would increase. This will
' lead to customer dissatisfaction and complaints to City Council members similar to those expressed before the
department reformed the process in 1993. In addition there would be increased overtime. As discussed
above, the loss of 25% of the Division's Associate Planner workforce will result in a slowing in permit
' processing to a point where the City may no longer be able to comply with the State mandated Permit
Streamlining Act.
' 2. Provide the added staffing with a part-time contract planner for two years. This alternative would provide
some added staff resources, but clearly at a level that will not be able to keep pace with the expected planning
applications and other work assigned to the division.
' 3. Budget More Overtime. Cost would be less than funding the contract position. However, the Department's
overtime budget has already increased due to the high permit load. Planning staff cannot be expected to work
' more overtime than they already are being asked to do.
4. Further Streamline the Development Review Process. By eliminating certain planning application
requirements such as architectural review, use permit processing for development exceptions, or making
' appeals more difficult to file (i.e. charge a nominal appeal fee), the permit load could be reduced. Permit
procedures have already been streamlined to the maximum extent possible for this quality conscious
community, so continued planner resources is needed to respond to the continued pace of private and public
' projects going through the review process.
5. Transfer staff from the Long Range Planning Program. This alternative would result in full staffing of the
Development Review Division to maintain adequate resources to process planning applications. However,
the alternative would have serious consequences on the Long Range Planning Program that is responsible for
several key Council goals and mandates including updating the City's Housing and Conservation Elements.
In addition, programs such as preparation of the Airport Area and Margarita Specific Plans could not proceed
without proper staffing. Finally, support to our Cultural Heritage Committee, Planning Commission,and City
Council on Long Range planning activities would not be possible.
' 6. Add a regular staff position. Given the uncertainty of permit workloads beyond 2003-05, this approach is
not recommended.
1 47
COMMUNITYbEVELOPMENT '
CONTINUED FULL-TIME CONTRACT PLANNER
Operating Program - - — - - -- —
Planning Development Review
Cost Summary
The total cost to extend the current contract Associate Planner position will be$81,500 for the 2003-04 fiscal year
and $85,500 for 200405. The annual cost would be more than covered by changes to the departments fee system
for 100%cost recovery with its estimated of$500,000 in increased revenues.
Line Item Description Account No.1 2003-04 2664.65
stiffing 81,500 _::85,500. ,
Salaries-Contract 100.40200.7012 60,700 60,700
Retirement Contributions 100.40200.7040 10,600 14,600
Health&Disability 100.40200.7042 6,700 6,700
Medicare 100.40200.7044 900 900 '
Unimployment Insurance 100.40200.7046 200 200
Workers Comp Insurance 1100.40200.7048 2,400 2,400
Total Operating Costs 1 81,5001 85,500
i
1
1
1
1
1
48
' COMMUNITY DEVELOPME14T
' AIRPORT AREA ANNEXATION FEES
' Request Summary
' Completing the Airport Area annexation will cost$11,900 in 2003-2004 for LAFCo application filing fees.
Key Objectives
' 1. Annex the balance of the Airport Area to the City.
2. Mitigate the impacts of the area developing in its present manner.
i3. Capture area sales tax revenue to pay for city services.
' Factors Driving the Request for Change
1. Implement the City's goal and General Plan policy to annex the Airport Area.
' 2. Complete the annexation of the Airport Area in one step rather than numerous incremental steps. This
will depend on the degree of property owner support in the area. If there were sufficient support for an area-
wide annexation, a single annexation would be substantially more efficient in terms of staff resources than
' numerous incremental annexations leading to accomplishing the same goal.
3. Realize greater efficiency in constructing infrastructure and public facilities in the area. It will be more
' efficient and cost effective to install some of the infrastructure that will serve the area as complete units rather
than in a piecemeal manner on a property-by-property basis. Having the entire are within the City limits will
greatly simplify extending services or roads to developing areas by avoiding the need for extra-territorial
' agreements with the County to extend City services across land under the County's jurisdiction.
4. Control the quality of development in the Airport Area. Properties in the Airport Area continue to
' develop under the County's jurisdiction. Because the County approves these developments, the City does not
have the authority to ensure that the quality of the development will contribute to the character desired for the
area and the City's unique sense of place.
5. Obtain participation in paying for public facilities and urban services. Unless the City has the authority
to approve development proposals it cannot insure that development impacts, such as increases in area-wide
traffic, are adequately mitigated. In addition, properties that develop do not contribute to the cost of
' providing city services to the area. One of the primary mechanisms of obtaining impact fees is the
development approval process. It is difficult to obtain fees for services from properties are already developed.
Development impact fees as a means of contributing their share of the costs are generally preferable to
property owners because there is an obvious linkage between what they are getting for what they are paying
(development entitlement & services in exchange for the fee). Assessment districts are more problematic
because property owners who have already developed their property or who do not intend to develop in the
' near future pay the assessments regardless. Therefore, annexation while there remains significant
development potential removes a potential obstacle to the City achieving its goal of serving the area with City
services.
' 6. Capture Airport Area sales tax revenues. The Fiscal Impact Analysis on the Airport Area annexation,
updated in June 1998, indicated that initially, the Airport Area annexation would have a net benefit of
$450,000 annually. This net fiscal benefit was projected to increase to $750,000 annually at build out. This
' revenue is necessary to offset the long-term costs of providing the additional housing opportunities in the City
shown in the General Plan. As the Airport Area develops under County jurisdiction, it creates more jobs and
' 49
COMMUNITY • P
AIRPORT AREA ANNEXATION FEES
pressure for additional housing in the City. The City provides services to the new employees and residents '
generated by development in the area. Given that the area will develop whether or not it is in the City's
jurisdiction, it benefits the City to capture revenues from the area to mitigate the impacts on the City's ability '
to provide housing.
7. Provide an inventory of land to accomplish economic development goals. The Airport Area provides the
land resource necessary to accomplish the City's economic development goals, including providing a location
for local businesses to expand and to accommodate the targeted industries that will provide household
supporting incomes for City residents.
Alternatives
1. Continue the status quo. The interim annexation program is currently suspended. The City could reinstate '
this program. Annexing the entire area, which is the goal identified in the General Plan and the basis of the
fiscal impact evaluations, could take an indeterminate amount of time or not happen at all if left to a
piecemeal property owner initiated annexation process. Numerous incremental annexations would consume '
more staff resources than a single annexation. This may result in unnecessary costs incurred for interim
infrastructure solutions that may have been avoided by installing planned system components in areas not
annexed. Failing to annex the Airport Area in the long-term would result in a loss of long-term revenue '
needed to offset the cost of providing services to the additional residential development envisioned by the
City's General Plan.
2. Defer the annexation. Area-wide annexation could be deferred. This may result in unnecessary costs '
incurred for interim infrastructure solutions that may have been avoided by installing planned system
components in areas not annexed. '
3. Implement it in a different way. The City could combine annexing the balance of the Margarita Area with
the balance of the Airport Area. This would be more efficient in teens of staff resources but would not save a '
substantial amount of the money needed for paying the annexation and recording fees.
Implementation
The following table identifies the remaining milestones in the completion of the Airport Area Specific Plan and
target months for completing these milestone tasks culminating in the Airport Area annexation.
Task Date
1. Adopt Specific Plan March.2004
2. Complete Annexation
a. Prepare official map and legal description May 2004
b. Submit LAFCo annexation application June 2004 '
C. LAFCo Hearing August 2004
d. City Protest Hearing October 2004 '
e. Completion of annexation process January 2005
L Election(if necessary) March 2005
g. Completion of annexation process involving election June 2005
50
COMMUNITY DEVELOPMENT
AIRPORT AREA ANNEXATION FEES
Operating Program
ILong Range Planning
Cost Summary
Line Item Description I Account No. 1 2003-04 2004-05
Other()perating Ei4endiures .. 11;900 0.
Annexation Fees to LAFCo for MASP 40400 7287 1 11,900
1
1
I
1
' 51
COMMUN10, DEVELOPMENT
MARGARITA AREA ANNEXATION FEES
Request Summary
Completing the Margarita Area annexation will cost$11,900 in 2003-2004 for LAFCo application filing fees. '
Key Objectives
1. Annex the balance of the Margarita Area to the City. ,
2. Provide additional residential land inventory, to improve the City's jobs/housing balance.
3. Simplify the process of extending services and roads into the Margarita Area. The draft phasing plan for the i
area allows each property owner to proceed with the development of part of their property in the first phase
(provide water supplies are adequate). It may be more efficient to install some of the infrastructure that will
serve the area as complete units rather than in a piecemeal manner. Having the entire area within the City
limits will greatly simplify extending services or roads to developing areas.
4. Remove an obstacle to annexing the Airport Area. Any attempt to annex the Airport Area first would leave '
the Margarita Area an island of unincorporated land,which is not allowed by LAFCo rules.
Factors Driving the Request for Change
1. The need for additional residential land to provide housing within the City. '
2. The pending completion of the Margarita Area Specific Plan. '
3. The need to pay the fees necessary to complete the annexation of the Margarita Area.
4. The.pending completion of the Airport Area Specific Plan and the General Plan policies that the airport area
be annexed.
Alternatives
1. Continue the status quo. Do not complete the annexation of the remainder of the Margarita Area or wait for
individual property owners to request annexation. This may result in unnecessary costs incurred for interim
infrastructure solutions that may have been avoided by installing planned system components in areas not
annexed. Piecemeal annexation consumes more staff resources than one area-wide annexation.
2. Defer or re phase the request. Wait to complete the annexation to some time in the future. This may result '
in unnecessary costs incurred for interim infrastructure solutions that may have been avoided by installing
planned system components in areas not annexed. It could also delay the annexation of the Airport Area.
3. Implement it in a different way. The City could wait for property owners to request annexation of their '
individual properties. This alternative would recover some of the costs needed for application and recording
fees. This type of piecemeal annexation consumes more staff resources than one area-wide annexation. The
City could combine annexing the balance of the Margarita Area with the balance of the Airport Area. This I
would be more efficient in terms of staff resources but would not save a substantial amount of the money
needed for paying the annexation and recording fees.
52
COMMUNITY • '
' MARGARITA AREA ANNEXATION FEES
' Implementation
' The following table identifies remaining milestones in the completion of the Margarita Area Specific Plan and
target months for completing these milestone tasks, which will culminate in annexing the remainder of the
Margarita Area.
Task Date
1. Adopt Specific Plan January 2004
' 2. Complete annexation
a. Prepare official map and legal description February 2004
' b. Submit LAFCo annexation application March. 2004
C. LAFCo Hearing May 2004
d. City Protest Hearing July 2004
e. Completion of annexation process October 2004
Operating Program
' Long Range Planning
' Cost Summary
Line Item Description I Account No 2003-04 200405
' Other Operating Expendiures 1119M 0
Annexation Fees to LAFCo for MASP 40400 7287 11,900
1
I
' 53
COMMUNITY 1
MONTEREY PLAZA TECHNICAL AND ENVIRONMENTAL STUDIES
Request Summary
Performing the technical and environmental studies for a possible public plaza to be established within the f
Monterey Street right-of-way between Santa Rosa Street and Osos Street will cost$75,000 in 2004-05.
The plaza could provide a civic space not unlike the Mission Plaza but with a more formal feel that should add to
the pedestrian ambiance of the downtown as well as a link to the "uptown" area. This has been identified as a
Major City Goal.
Key Objectives '
1. Begin implementation of a 2003-05 Major City Goal and one part of the Conceptual Physical Plan for the '
City's Center.
2. Pursue the creation of a "Monterey Plaza" for civic gatherings and passive recreation, dependent upon the
Copeland project.
Factors Driving the Request for Change
The Conceptual Physical Plan for the City's Center recommends that a public plaza be created on Monterey
Street and that it be closed to traffic for special events. When the County initiated its current effort to construct a
new administrative complex, the City Council authorized staff to hire that project's architect, Kaplan- '
McLaughlin-Diaz (KMD), to prepare concept drawings for a public plaza. KMD provided several preliminary
sketch plans and is working with the staff to produce a final concept for consideration by the City Council (see
action plan, Task #1 below). The conceptual design addresses the physical appearance of the street and minor
functional items such as parking. Drainage, traffic flow, and costs were not considered in this study.
Alternatives
1. Continue the status quo. The current work by KMD will end with the completion of alternative conceptual
plans for the plaza.
2. Defer or re phase the request. Deferring the studies and completion of the plaza will delay the community
benefit of improved public spaces and facilities in the City.
3. . Implementin a different way. City staff could prepare the studies that are the next task in bringing the plaza
from concept to reality. This would require that the plaza studies be made a higher priority than the other
high priority tasks and public services already on the staff work programs. Because staff resources are being
stretched further than ever by recent budgetary constraints, this alternative is not recommended.
Implementation
Task Date
1. Consultant completes concept drawings. July 1,2003
2. After advisory body and public review,Council identifies preferred design concept(s)
and establishes the scope of technical and environmental studies (such as circulation, July 1,2004
access, utility and drainage analysis, and project phasing).
3. Consultants complete technical studies and environmental documents and project
design is modified, as necessary, to address findings. June 30,2005
54
r
COMMUNITY • P
MONTEREY PLAZA TECHNICAL AND ENVIRONMENTAL STUDIES
' Cost Summary
r Line Item Description I Account No. 200344 2004-05
Contract Services 0 75,000
Technical studies analyzing circulation,access,drainage,
renvirionmental impacts and project phasing. 40400 7227 75,000
r
1
r
r
r
r
r
r
r
r
r
r
r
r 55
COMMUNITY, DEVELOPMENT,
1
CONTRACT HOUSING PROGRAMS COORDINATOR(CDBG)
Request Summary
Adding a contract Housing Programs Coordinator to administer and expand the City's housing programs, '
aggressively seek grants, low-interest loans, public-private housing partnerships and other types of affordable
housing assistance, coordinate with public and private agencies, manage the Community Development Block
Grant (CDBG) program, provide technical assistance, prepare federal environmental documents, monitor grantee '
performance, and maintain grant records 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.
Key Objectives
1. Provide a significant increase in the staff time that can be focused directly on housing programs. '
2. Develop new programs to promote affordable housing which address a broad range of housing needs and
income levels, including rehabilitation loans, development incentives, homebuyer assistance, renter
assistance, group and senior housing, and related community development and zoning programs to assist '
housing initiatives.
3. 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.
4. Assist citizens, non-profits, advisory bodies, staff and others seeking CDBG, HOME or other grants for '
community-wide housing, homeless,and community development programs.
5. Work closely with Cal Poly and Cuesta to provide on- and off-campus for their students that does not disrupt
existing City neighborhoods.
6. Manage the City's federal grant programs and maintain high quality customer services through expeditious
application review, processing and reporting.
7. Monitor grantee performance to ensure effective use of grant funds and to ensure compliance with federal ,
grant rules and fair housing requirements.
8. Update and maintain the City's Housing Element, and administer housing policies, programs and city-owned '
housing.
9. 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.
Factors Driving the Request for Change
1. A major City Council goal for 2001-2003 and 2003-2005 has been to expand affordable housing in San Luis
Obispo. Increasing the staff time available and focusing responsibility for housing and grants programs on
will allow the City to more aggressively pursue a variety of housing grants and programs, and more
effectively work with developers and non-profits to increase the City's affordable housing supply.
2. The City is at a critical juncture with regard to housing. Two major annexations are planned with the '
potential to add around 2,000 dwellings in the City. The Housing Element is being updated in 2003 with
general interest in creating opportunities for new and varied housing types within the expansion areas as well
as the existing neighborhoods. Significant statewide funding for affordable housing through Proposition 46 '
grants, the California Housing Finance Agency's HELP Program, and the State's new "Downtown Rebound"
hotel rehabilitation program will demand competitive grant applications.
56
1COMMUNITY O .
' CONTRACT HOUSING PROGRAMS COORDINATOR (CDBG)
' 3. A primary strategy for producing affordable housing is to buy down land costs. The City can currently
allocate some CDBG funding and Affordable Housing Fund money for that purpose. There are few sources
' of contributions to the Affordable Housing Fund. Actively pursuing grants could significantly add to this
fund and the City's ability to partner with non-profit agencies or a countywide affordable housing fund that
can build and manage affordable housing.
' 4. Housing has become a complex, highly dynamic function within community development, requiring
specialized knowledge and focused contacts and efforts.
' S. The City's ability to effectively "cover" housing issues and programs while pursuing new opportunities is
constrained, because the City's primary staff person responsible for housing programs is also responsible for
several other major planning tasks. Consequently, important housing functions and opportunities are likely
' being overlooked.
6. About $175,000 in Community Development Block Grant Funds is available annually to help the City
implement its housing and grant programs, however the administrative funding is going largely unused, due
in part, to staff s limited time to focus on housing and grant programs.
7. Based on the experiences of many other communities with similar positions (including Paso Robles and Santa
Maria, locally), the additional funding sources obtained and enhanced housing services provided through a
' position dedicated to housing and grants justifies the commitment of resources.
Alternatives
' 1. Continue the status quo. Existing work demands for planning staff, including General Plan administration,
permit application reviews and increasing demands of program administration and special projects, inhibit the
' City's ability to develop new affordable housing funding sources, programs or services unless reductions are
made in other priority projects.
2. Defer or re phase the request. Deferring the request will prevent the City from capitalizing on recently
' announced funding opportunities. Deferring the request could limit the City's ability to incorporate new
affordable housing strategies in the residential expansion areas that are currently being planned.
3. Implement it in a different way. The tasks for which additional resources are needed are ongoing. The
' greater the familiarity with the City's standards and processes, as well as the technical, financial and legal
components of housing and grants, the more efficient the work will be. Contracting for services needed could
be done through a private planning firm or through a contract employee. Because there is no time in the
' foreseeable future when the services will no longer be needed,however, a permanent, full-time City employee
is the most efficient way to provide these services. If contracting is used, an as-needed contract, or year-to-
year contract will be needed. It is often difficult to retain a permanent employee with an uncertain or short-
term contract. Turnover of contract employees would compromise the efficiency of the services the City
would be seeking.
Some of the duties required for the CDBG program and other types of grants and loans may be effectively
' contracted out. For example, the Housing Authority of the City of San Luis Obispo, a housing non-profit
agency, or a private firm could be contracted to provide the grant monitoring and income eligibility
verification to ensure compliance with federal or state requirements. This task would not require day-to-day
' activity and the consultant's organizational experience and in-place procedures for this type of work would
probably be as efficient as using City staff. These duties currently account for a relatively small part of the
"housing planner's" responsibilities. As City housing programs expand, however, their importance and
' necessity will increase, particularly as part of the detailed annual auditing and reporting required of HUD
' 57
COMM • • '
CONTRACT HOUSING PROGRAMS COORDINATOR (CDBG) ,
grantees. City staff could provide a more direct and better-coordinated relationship with Cal Poly and other
non-profit agencies.
4. Reclassify an existing position. An existing Associate Planner could become the Housing Program '
Coordinator with that position funded through the CDBG program. Because the existing Long Range
Planning associate typically spends 60% of his time on non-housing or CDBG related activities, a
reclassification would reduce the Long Range Planning Division's planning resources by approximately 25%. '
This will impact the Division's ability to address many of its existing work program items such as advisory
body support, interagency coordination, General Plan maintenance, and new area plans.
Implementation i
The position would be funded through CDBG Program Administration funds, since the primary duties of the new
position would be the overall administration of the CDBG program, affordable housing programs and other grant-
eligible activities. Council approved the 2003 CDBG program with the provision for the use of program
administration funds for expanded affordable housing administration. That approval did not commit the City to I
the position but does provide the funding source provided the Council chooses to use it.
Task Date
Begin
. -
Begin Recruitment for Housing Programs Coordinator position July 2003 '
Hire Housing Programs Coordinator Oct 2003
Operating Program
Long Range Planning
Cost Summary
The following cost summary is for one housing planner with the standard CDBG training allowance and a
workstation. It is possible that department staffing levels may eliminate the need for_an additional workstation.
Line Item Description Account No.1 2003.04 2004-05
Stafl'ui '65,700 . 92;200
Salary at Senior Administrative Analysts Level 40400-7012 49,800 66,500
Retirement 8,700 16,000 '
Health&Disability 5,000 6,700
Medicare 100 100
Unemployment 200 300 '
Workers Compensation L 1,900 2.600
Other Operating Expenditures -- - 3,000 1000'
Training 40400-7459 1,000 1,000
Computer workstation 40400-7413 1 2,000
Total Operating Costs 1 68,7001 93,200
Funding Analysis. The new position would be funded through the City's formula Community Development
Block Grant(CDBG), which totals about$875,000 annually. Of this, the City may use up to 20 percent for
program administration,or about$175,000. Since the beginning of the City's CDBG program in 1994,program
administration costs have averaged about 9 percent of annual CDBG funding. CDBG Program Administration
funds may be used to pay the costs related to planning and carrying out the City's approved CDBG, HOME,or
58
c6WAUNWY btVnoPMENT
1 CONTRACT HOUSING PROGRAMS COORDINATOR(CDBG)
1 other federal grant-funded activities. CDBG funds can also cover a broad range of other eligible activities that
1 could assist the Housing Programs Coordinator, including:
1. Citizen participation costs(hearings, neighborhood meetings,publications)
1 2. Applications for federal programs
3. Planning-and capacity building
4. Developing affordable housing programs for low/moderate income persons
5. Grant monitoring activities,reporting and environmental review
1 6. Interagency and grantee agreements
It is likely that CDBG funding for the position will be available for the foreseeable future. The City does not
1 compete for its CDBG grants. It is a formula grant recipient under federal CDBG rules. Because of the national
importance of the CDBG program for a wide array of critical housing, community development, public service
and emergency needs, it is highly unlikely the program will be significantly cut back or eliminated. The City's
1 annual CDBG has remained relatively constant during the past nine years of participation in the program.
Congressional action indicates support for CDBG funding remains strong and with the possibility of consolidation
of additional federal funding under the block grant program in the future. In the unlikely event that federal
1 funding was curtailed or the City were no longer eligible for grant funds, the need and funding method for the
position would need to be re-evaluated.
1
1
1
1
1
1
1
1
59
COMMUNITY ) • P
CONTINUED FULL-TIME CONTRACT BUILDING INSPECTOR
Request Summary
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.
Key Objectives
1. This request will supplement existing inspection staff, thereby providing necessary resources to satisfy the
increased demand for construction inspection, triggered by a substantial increase in the number of permits '
issued.
2. This request will allow inspection services to be timely,and consistent with past service delivery levels,and a
reasonable.accommodation in return for permit fees paid.
3. This request will allow continuation of the expanded effort for code enforcement initiated in February 2003,
which allows one full-time staff person to be devoted to violation case management, violation prevention
programs, and community outreach.
Factors Driving the Request for Change
1. Construction activity has continued to increase, particularly at an unprecedented rate during the previous 24 ,
months. At the conclusion of calendar year 2002, the Building & Safety Division reported an all-time high
for the numbers of permits issued and dwelling units permitted, as well as the total construction valuation for '
permits issued. The number of pen-nits issued in 2002 was 40% greater than 2000; construction valuation for
the 2002 permits ($79,148,791) was 75% greater
than the 2000 permit value ($45;562,051). The '
San Luis Obispo number of dwellings permitted in 2000 (83 units)
Ten Year Building Permit Activity increased by 425% (353 units) in 2002.This pace
----------------------------- of permit and inspection activity is expected to
---- ------------------------ continue for at least the next 2-year budget '
---------------------------
period,period, based on the number of projects approved
through the planning process and the market
" conditions. The number of inspections '
- conducted has steadily risen over the past 12
F months. On average, the Division receives 48
inspection requests daily. The industry standard ,
for the number of inspections that a single
inspector can adequately conduct, allowing for
Activity Measured in Permits inspection and travel time, is 14-16 inspections '
per day. A staff of 3 inspectors is necessary to
satisfy the daily demand for inspection services
and to conduct over 400 field investigations annually in support of code enforcement. The Building&Safety
Division currently has only two permanent full-time inspectors (one Senior Building Inspector and one
Building Inspector). In addition, several large projects will be constructed during the next two years, such as
the Copeland's Court Street Project, Palm-Morro Parking Structure, Costco, Marketplace, etc., that will
require an inspector to be dedicated to these special projects to help maintain a timely construction schedule.
A temporary full-time Building Inspector was added at the beginning of January 2003, through temporary
funding that will end June 30, 2003. This request will continue the staffing confirmed to be necessary to
accommodate the anticipated inspection workload.
60
' COMMUNITY DEVELOPMENT
' CONTINUED FULL-TIME CONTRACT BUILDING INSPECTOR
' 2. There have been requests for "more code enforcement" from community groups, especially residential
neighborhood organizations. Code enforcement in the Building & Safety Division has consisted of one-half
' of a position devoted to case management, with building inspectors conducting the majority of the field
investigations. Although the Neighborhood Services Manager, after transfer to the Police Department at the
beginning of 2000, continues community outreach efforts, it has been determined that separation of code
' enforcement case management and the many aspects of community relations and outreach is not desirable in
the pursuit of City goals. The code enforcement case manager must have the time and skills necessary to
pursue the relationships with community groups that will build trust, empathy, and.confidence. In Fall of
' 2002,CAO authorized an interim plan that allowed a staff person to be assigned fulltime to code enforcement
in the Building & Safety Division through short term funding to add a temporary Building Inspector. The
interim plan included a commitment to study city-wide code enforcement and recommend a long-term
' solution to be reflected in the next budget period. A staff group, consisting of the Community Development
Director, Police Chief, Neighborhood Services Manager, Fire Chief, City Attorney, and Chief Building
Official, conducted the review in early March, 2003 and concluded that the best solution is to continue code
' enforcement in the Community Development Department as organized under the interim plan, with
neighborhood conflict resolution to continue to be addressed by the Neighborhood Services Manager. This
request, by supplementing inspection and investigation resources, will provide the necessary staff resource to
implement more proactive code enforcement activities, present violation prevention programs, and provide
' community outreach, while providing resources for the Division's primary mission: which is processing of
permits and inspection of permitted construction projects.
' Alternatives
1. Continue the status quo. Without authorization for additional inspection staff, code enforcement efforts will
' be curtailed. The Code Enforcement Officer will resume half-time construction inspection duties in order to
meet the demand for services that our customers have paid for under permit fees. This is necessary to
maintain customer service levels and avoid development community protests to a.reduction in the timeliness
' of inspection services, since the permit fees are considered set at 100%cost recovery. Investigation of alleged
code violations, normally occurring within 3 to 4 days of receipt of the information, will likely be delayed to
several weeks, and then only those deemed to involve unsafe conditions will receive priority.
I 2. Defer or re phase the request. Deferral of the request will result in the same scenario outlined above under
"continue the status quo". The additional inspection resource is needed now and throughout the upcoming
fiscal periods.
3. Authorize the Additional Staff as a Regular Position. The needed inspection resource could be provided by
an additional regular Building Inspector position. However,the likelihood of the current level of construction
' activity continuing beyond the next two-year budget period is difficult to predict. Adding a regular staff
person will represent a long-term commitment to an employee in a position that may not be needed when
construction activity slows down.. The recommended two-year contract position provides a sufficient term
and a competitive salary and benefit package that would be attractive to a career inspection professional, with
the flexibility to evaluate needs near the end of the 2005-07 budget period and determine if necessary to
continue or end this resource.
4. Contract this need from the private sector. Private firms exist that provide inspectors on an hourly basis to
jurisdictions. However, the rate for a building inspector is approximately $70.00 per hour, at an annual cost
' of $134,000. This cost would be almost twice the total cost of salary and benefits ($67,000) for a City
employee doing the same work.
' 61
COMMUNITY • P
CONTINUED FULL-TIME CONTRACT BUILDING INSPECTOR
5. Existing program evaluation. The Human Resources Department has reviewed this request for an increase in
staffing as required by our adopted Human Resources Management Policy and supports the conclusions that '
(1) increased workload cannot be absorbed by existing staff and (2) contracting for services from the private
sector is not an affordable alternative.
Implementation
Implementation would occur shortly after budget approval, since it is likely that the current temporary employee
would likely accept an offer to be the contract Building Inspector. '
Operating Program
Building&Safety. ,
Cost Summary '
The cost of this program will be offset by permit revenue projections established for the 2003-05 period.
Cost of this request is comprised only of salary and benefits. A workstation exists in the Division for this position
and a vehicle for the added inspector will be a surplus police car,available for a two-year period.
Line Item ' tion Account Number 2003.04 2004-05
staffing
Salary-Regular 100-40700-7012 46,800 46,800
Retirement Contributions 100-40700-70Q 8,200 11,400
Health&Disability 100.4070-7042 6,700 6,700
Medicare 100.40700-7044 700 700
Unemployment Insivance 100.40700-7046 200 200 '
Workers Comp Insurance 100-40700-7048 7,600 7,600
Total Operating Costs 70,2110 73AN
1
62
COMMUNITY DEVELOPMENT
' OPEN SPACE PROPERTY TAXES
' Request Summary
' Making 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.
Background
t Accounting for property taxes on newly acquired open space has been a misunderstood factor, and subsequently
has "slipped through the cracks" in terms of being anticipated and budgeted. Certain City open space properties,
on the other hand, have generated new revenues.For example, the Johnson Ranch was acquired in late 2001. The
' property was re-assessed under City ownership, and notice duly made of deed restrictions placed upon the
property as requirements of certain State grants. The County Assessor's office assigned a tax obligation of$5,300
to the property in 2002-03. This amount was paid out of the natural resources protection program operating
budget. However, rental income for the same period was approximately $7,500. Similarly, the rental income
1 from other open space properties for cattle grazing and other purposes has been approximately $1,000 annually.
These revenues have been shown as general revenue, which did not accurately identify or reflect the offsetting
' value of this income. By relating these two features, the City can more accurately reflect the "net" cost of
property taxes on City-owned open space beyond the City limits.
' Key Objectives
Accurately reflect the actual tax costs of land ownership by the City outside of the city limits, and balance this by
also accurately reflecting offsetting income from those properties.
Factors Driving the Request for Change
' 1. In the past, inadequate funding has been allocated for the property taxes on open space acquired by the City
outside the city limits
2. Revenues generated by leasing activities on City-owned open space should be used to help off-set the tax cost
' of the property.
Alternatives
I. Continue the status quo. Adequate funding would not be available to pay the City's property tax obligation
on open space property it owns and the relationship between property-related income and property taxes
' would not be properly reflected.
2. Annexations. The Reservoir Canyon property could possibly be annexed into the City limits, as could the
Johnson Ranch and the Filipponi Ecological Reserve, if intervening properties were either acquired or the
' owners acquiesced in annexation. This could result in long-term savings of about $12,000 per year once the
annexations were accomplished. Staff believes that such annexations have merit and will investigate and
pursue them if appropriate. However, these are mid-to-long term goals and do not substitute for the current
1 need
63
COMMt • '
OPEN SPACE PROPERTY TAXES '
Operating Program --
Natural Resources Protection '
Cost Summary
Line Item Descri don I Account No 2003-04 2004-05 '
OtherO ' . . endifures0..: 6' 00-
Taxes and Licenses 1100.11250.7301 1 6,300 1 6,500
Total Operating Costs 1 6,300 1 6,500 '
As noted above, there is rental income to help offset these costs. '
64
' COMMUNITY • P
IMPROVED TOURISM PROMOTION
' Request Summary -
Performing a study of advertising effectiveness will cost$15,000 for consultant services in 2003-04.
Key Objectives
' 1. Complete an update of the City's prior Advertising Effectiveness Study completed in 2000.
' 2. Assess the changes in the tourism market since September 11 and the value of electronic and web-based
advertising.
' 3. Determine which components of the City's current promotional program are most effective at bringing
tourists to the community so that they can be enhanced. Determine which components of the City's current
promotional program are least effective in bringing tourists to the community so that they can be eliminated.
' 4. Provide the City with market comparisons between the City's program and those of nearby competitors, such
as Paso Robles,Monterey and Santa Barbara.
' Factors Driving the Request for Change
1. Having detailed information about the City's current promotional program's effectiveness is a critical
' component to accomplishing one of Council's Major Goals to increase Transient Occupancy Tax (TOT)
revenues.
' 2. Although the City completed an Advertising Effectiveness Study in 2000, both market conditions, especially
due to the September 11 event, and the technology by which marketing is done have changed dramatically
since the completion of that Study.
' 3. The City's current Community Promotion Budget is a very small sum when compared to other neighboring
communities and in order to use our limited funds most effectively, current and accurate data about the
program is vitally important.
' Alternatives
' 1. Continue the status quo. The Council could choose to not fund this request. This would result in staff not
having all of the information necessary to conduct a high-level analysis of this nature. Also potential new
TOT revenues could be lost.
I2. Defer or re phase the request. The Council could choose to defer the request to 2004-05. Because the need
for this information is immediate,staff does not recommend deferral.
IImplementation
Task Date
Develop RFP for Ad Conversion Study and request proposals 9/03
Select consultant and begin study 12/03
Present results of Ad Conversion Study 4/04
' Implement changed Community Promotions Program based on study 2004-05
65
COMMUMTY DEVtLOPMENT
IMPROVED TOURISM PROMOTION
Operating Program
Community Promotion
Cost Summary
Line Item Description Account No. 2003-04
Contract°Services 15000_
Economic Analysis 100.11300.7227 15.000 '
1
66
' • bE\(LLOPMENT
' SAN LUIS MARKETPLACE ECONOMIC ANALYSIS
1 Request Summary
' 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.
' Background
The San Luis Obispo Marketplace Project presents many opportunities and.challenges for the City. The most
' complex of which are the details surrounding a sales tax sharing arrangement to assist in the financing of a
freeway interchange at Prado Road. Economist Allan Kotin has represented`the City's interests in this Project for
over ten years. It is critically important for continuity and for the City's interests that he stay involved on the
City's behalf,until the Project and any agreements associated with it, are presented to Council for consideration.
Key Objectives
' Continue to provide the City with high-level economic analysis and advice from qualified Economist Allan Kotin.
Factors Driving the Request for Change
I. Staff and the San Luis Marketplace Team continue to negotiate the deal points that will comprise the terns of
' the Development Agreement presented to Council for consideration for the San Luis Obispo Marketplace
Project. Continued negotiations and finalization of terms require assistance from our Economic Advisor,
Allan Kotin.
' 2. Consistent with Council's Major Goals, the San Luis Marketplace Project represents a significant opportunity
for Council to increase sales tax revenue opportunities.
' Alternatives
1. Continue the status quo. The Council could choose to not fund this request. This would result in staff not
' having all of the information necessary to conduct high-level negotiations of this nature. Further, it would
result in Council making decisions based on insufficient data. Last, the City could incur unanticipated costs
and lose potential new sales tax revenues.
' 2. Defer or re phase the request. The Council could choose to defer the request to 2004-05 or provide a lesser
amount of additional funding. Because on-going projects are involved,deferral is not recommended.
ICost Summary
Line Item Description Account No 2003-04 200405
Contract Services 20000 5 000
Economic Analysis 1100.11200.7227 20,000 1 5,000
I
I
67
t
COMMUNITY bEVELOPMENT
ECONOMIC VITALITY CORPORATION REGIONAL MARKETING SERVICES
Request Summary '
Continuing contract services with the Economic Vitality Corporation of San Luis Obispo County (EVC) will cost '
$10,000 per year in 2000-04 and 2004-05.
Background
The City is one of several local agencies that contract with the EVC for regional marketing services. Other
funding agencies presently include the cities of Atascadero, Grover Beach, Morro Bay, Paso Robles, Pismo '
Beach, and the County of San Luis Obispo. With the exception of the City of Atascadero and the County, the
other agencies funded the EVC in the amount of 5,000 for 2002-03. Atascadero and the County were at$15,000
or more.
In an effort to prevent duplication of efforts, and to outline communication protocols in a competitive field, all of
the Cities in the County have entered into a Protocol Agreement with the EVC establishing a framework to be '
used by the EVC for communication. In recognition of our budgetary constraints staff is recommending funding
the EVC at a reduced level (from the current contract amount of $15,000) in 2003-04 and in 2004-05. Due to
previous problems with organization and contract performance (which currently have been resolved), staff
recommends the continued evaluation of the EVC's performance under the Protocol Agreement and Regional
Marketing Services Agreement to determine future funding levels and participation. .
Key Objectives 1
1. Provide the City's Economic Development Program with assistance in the development of job employment,
training and business opportunities for low and moderate income residents '
2. Provide regional marketing services, consistent with the City of San Luis Obispo's Economic Development
Policies, marketing the entire San Luis Obispo County region as a location for new businesses
3. Provide representation of the region by actively participating in the Central Coast Marketing Group (CCMT)
to market to this group as well as to regional,state and federal agencies.
Factors Driving the Request for Change
1. The EVC provides regional marketing services to the City that can enhance its Economic Development
Program by leveraging scarce human and financial resources.
2. The City has been providing funding to the EVC for the past six years, and we believe it is appropriate to
continue this funding, at a slightly reduced rate (in recognition of our budget issues) and continuing funding
in 2004-05 pending evaluation of the program.
Alternatives
1. Continue the status quo. Council could choose to not fund this request. The City's service delivery could be 1
impacted. It could also send a potentially harmful message to other local agency sponsors who could reduce
or eliminate their contributions, resulting in the weakening of countywide economic development efforts by
the EVC. Staff recommends continuing to evaluate the EVC's performance under the terms of our Protocol 1
Agreement and Service Agreement and determine future funding upon those evaluations.
68
COMMUNITY • P
ECONOMIC VITALITY CORPORATION REGIONAL MARKETING SERVICES
2. Re:phase the request. Council could choose-to provide a different amount of funding. A lesser amount could
send a potentially harmful message to other local agency sponsors who could reduce their contributions,
' resulting in the weakening of countywide economic development efforts by the EVC. A greater amount
could have potentially detrimental effects to the overall balancing of the City's budget.
' 3. Defer the request. Council could choose to defer the request. Deferral would send•a mixed message to the
EVC and other supporting agencies. Because the EVC is engaged in ongoing activities, deferral is not
recommended.
Implementation
Task Date
Funding Economic Vitality Corporation Regional Marketing Services (quarterly payments) 9/03 -6105
1 Monitoring and evaluating EVC's performance under the terms of the Protocol Agreement Ongoing
and Regional Marketing Contract
Operating Program
' Economic Development
Cost Summary
tLine Item Description Account No. _ 2003-04 2004-05
Contract Services : 10000, : ;10000.
Promotions and Public Relations 100:11200.7227 10,000 10,000
69
GENERALGOVEe
NMENT
INCREASED GENERAL LIABILITY AND PROPERTY INSURANCE COSTS
Request Summary
Premiums for liability and property insurance will increase$286,000 annually beginning in 2003-04 as follows: '
1. The City's self-funded liability insurance premium for 2003-05 will cost an additional$257,000 in each year
to maintain the City's liability insurance coverage.
2. The City's property insurance premium will cost an additional $29,000 in each year to maintain the City's
property insurance coverage.
Key Objectives
1. Maintain the City's liability insurance coverage. '
2. Maintain the City's property insurance coverage on all City facilities.
Factors Driving the Request for Change
Liability Insurance
1. Each year the City's self-insurance program administrator, Driver Insurance Services, releases the liability
premium amount for the next fiscal year, which includes a "self-insured" amount based on claims up to the
point that the excess liability insurance begins to pay. This annual premium is based upon the City's losses
over a five-year rolling average;consequently,the premium vanes each year.
2. Four claims within the last four years (retaining wall failure, POA lawsuit, fatality as a result of street
design/defect, Mardi Gras lawsuit and mobile home rent control lawsuit) have had expenses and reserves of
$100,000 or more each. Most of the expenses in these claims are for defense costs, although there are also
amounts reserved for potential awards/settlements. These four claims have had the most impact on our
liability premium for 2003-04.
3. A significant increase in the excess liability insurance premium is also expected for 2003-05. As with other
insurance coverages, the cost to continue excess liability insurance above the $250,000 self-insured retention ,
has increased dramatically over the last year and one-half.
Property Insurance
1. For the past.several years and prior to September 11, 2001, the property and casualty insurance market had
been soft. This meant that prices for automobile, property and liability coverages and workers' compensation
declined or held steady for many insurance buyers, including local government. Moreover, competition and
very aggressive pricing by insurance companies over the last few years also, until recently, gave rise to a
"buyers' market".
2. As is the case with many other segments of the economy, the insurance market is cyclical. The emphasis
during the last several years was on reducing prices and selling insurance. After years of competitive pricing,
insurance companies were beginning to see some "red ink" from the practice of pricing insurance below
losses and expenses. The decline in the stock market in early 2001 compounded by the events of September
11,2001, drastically weakened the ability of the insurance industry financially.
3. Insurance companies could not sustain continued losses, so they have been increasing premiums at renewal
time. Our property insurance rate for 2002-03 doubled, a not-uncommon phenomenon. Although we do not
70
GENERAL GOVERNMENT
INCREASED GENERAL LIABILITY AND PROPERTY INSURANCE COSTS
' anticipate as significant an increase in the premium rate for 2003-04, the addition to the Marsh Street parking
' structure has increased the volume on which the premium is based.
Alternatives
1. Do not pay the premium and no longer participate in the self-funded Central Coast Cities Self Insurance Fund
(CCCSIF). The City is one of 11 cities in the CCCSIF and obtains liability coverage through this group at a
reduced premium. If the premium were not paid, the city would no longer experience the group-discounted
' premium. To obtain liability insurance coverage as a single city would be more expensive. Because the City
is self-insured for the first $250,000 for any claim, the majority of the amount is to fund actual expenses on
claims and cannot be avoided.
2. Pursue other risk and insurance pools. The City, through CCCSIF, is exploring liability coverage through a
number of other avenues. The next opportunity to review options will be in late March, but a final
' recommendation is not anticipated prior to the preliminary budget being presented to the City.
3. With an estimated property values of over$78 Million,property insurance is an important aspect of the City's
risk management program. It would not be prudent to"self-insure"our facilities.
4. Increase the deductible. Our current $10,000 deductible is significant and is the highest in the JPA, so this
alternative is not recommended.
Operating Program
Human Resources Risk Management
Cost Summary
Currently, $613,000 is budgeted for liability insurance. This request represents an additional $257,000 for
liability insurance in each year,bringing the total to$870,000 in each year.
Currently, $98,400 in year one and $100,700 in year two is budgeted for property insurance in the Insurance
Premiums line item. This request represents an additional $29,000 for property insurance for each year of the
' 2003-05 Financial Plan, for a total of$127,400 in year one and $129,700 in year two for that component. Other
insurance premiums are also included in that line item.
Line Item Description Account No. 2003-04 200405
' Other Cijoekidng Expendiurim „ . -, :. _ 286,000 286,000
Liability Insurance 100 30200 7725 257,000 257,000
Insurance Premiums 100-30200-7727 29,000 29,000
' Total Operating Costs 286,000 286,000
71
GENERAL GOVERNMENT
REVENUE BALLOT MEASURE FEASIBILITY ANALYSIS
Request Summary
Using professional assistance in analyzing the feasibility of a revenue ballot measure in 2004 will cost$37,500 in
2003-04.
Background. The results of the five-year General Fund fiscal forecast presented to the Council in December
2002 show that the City is facing our toughest fiscal outlook in many years. The forecast projected an ongoing
budget gap of$5.5 million annually beginning in 2003-04, even if all we do is.continue current service levels and
adequately maintain existing facilities and infrastructure. Importantly, this gap assumes no significant State
budget takeways,such as the"VLF Backfill,"which would increase the gap by$1.8 million.
While the forecast projected a "one-time" carryover of$1.9 million (above our policy minimum) from 2002-03 1
that helps offset this somewhat, the fact is that we are facing an ongoing problem, which means that "one-time"
fixes won't work. We need to either decrease costs or increase revenues (or some combination of the two) on an
ongoing basis.
Since then, we have updated the forecast to reflect new information, most notably the expenditure and revenue
changes presented to the Council in February 2003 as parte,of the Mid-Year Budget Review. As reflected in the
sidebar chart, the ongoing shortfall has increased
significantly, and the carryover from 2002-03 Projected Budget Gap:2003-08
has decreased by $700,000. For 2003-05, sl.000aoo -- ---
assuming the use of the carryover (above our s,000090 5
policy minimum), the gap increases by $1.2 a
million on an annual basis, to about$6.4 million. (s1.000,900) One-Time
p
(sz.000,009)
Since the forecast is based on a "maintenance- W.o00 OW) w
only" Capital Improvement Plan (CIP), the
challenge becomes even greater if the Council
wants to achieve other important CIP goals, such '$6��)
as open space preservation, bikeway and
pedestrian paths, pavement maintenance, other ($8=0.0w) —
transportation system improvements creek and a Forecast December zona OForecast Reased-March 2093
flood protection, parks and public safety
improvements. As presented to the Council in
October 2002,achieving our"end-game"CIP—excluding maintenance—will cost over$650 million. '
Short-Terns Budget-Balancing Strategy. We presented the Council with our proposed budget balancing strategy
for 2003-05 at the April 10, 2003 budget workshop. Assuming the problem stays about where it is as of March
2003, this proposed budget strategy will go a long way towards stabilizing our budget situation after 2003-05.
However, it is based on a significantly reduced CIP that will not be good for the community over the long term.
And funding a sufficient CIP beyond 2003-05 will be even harder, since the proposed budget-balancing strategy
for 2003-05 uses projected reserves that are above,our policy minimum (about $1.2 million). This won't be
available after 2003-05: we can only use reserves once.
Additionally, while many people say that they want"less government,"the fact is that our surveys—and our daily
experience—show that we mostly face requests for more service, not less. So, while our immediate goal for
2003-05 is to "stop the bleeding," we will have to continue to work on ways of"re-tooling" the organization and
developing new revenue sources if we want to meet our community's needs and hopes for the long term.
72
' GENERAL
REVENUE BALLOT MEASURE FEASIBMITY ANALYSIS
Revenue Ballot Measure. Under Proposition 218, implementation of any significant new revenues will require
voter approval. A number of communities have been successful in doing so; however, his has only occurred
' when there have been serious fiscal problems of crisis proportions., or a compelling vision for the use of the new
revenues.
' Although they were driven by very different factors—hopes versus fears—all of these successful efforts share one
thing in common: they were the result of extensive community-based efforts; which included a combination of
outreach tools and professional assistance to use them effectively such as scientific public opinion research,
education programs and a strong follow-on advocacy group that will aggressively raise funds and campaign for
the issue once it is on the ballot.
' This last issue cannot be stressed enough. Under State law, cities have broad discretion in using their funds for
professional assistance in researching issues, conducting surveys and developing voter support strategies.
However, once an issue becomes a formal ballot measure, cities cannot participate as an advocate in any way. In
short, unless there is a strong community=based group that is willing to aggressively raise funds and campaign for
' the measure,it is not likely to pass.
Related Past Work. The City completed a similar analysis in May 2000 with the assistance of The Lew Edwards
' Group and Fairbank, Maslin, Maullin & Associates (FMMA). While the results were generally favorable, the
Council decided not to go forward with a revenue measure at that time. Due to significant changes in the
economic and fiscal environment since then, we do not recommend relying upon the results of this three-year old
' analysis. However, if we go forward with this analysis, we recommend retaining the same team based on the
quality of their work and their familiarity with the City.
' Timing. Under Proposition 218, new or increased general-purpose taxes require majority voter approval, and the
measure must be held at the same time as Council elections. This means that the soonest that a general-purpose
tax measure could be submitted to the voters is November 2004. On the other hand, special taxes require two-
thirds majority approval, but the election can be held at any time. However, research shows that tax measures
typically do better when held in conjunction with general elections; rather than as standalone items. With this
approach, the soonest that a special tax measure should be submitted to the voters is March 2004.
In either case, in order to be ready for a revenue ballot measure at some point in 2004, the feasibility analysis
needs to begin right away.
' Key Objectives
1. Assess the overall feasibility of a ballot measure in 2004.
' 2. Identify programs and projects most likely to generate broad-based comrnunity support.
3. Recommend a majority or two-thirds voter approval measure.
' 4. Advise on the best increased or new revenue sources, and the amount they should raise.
5. Evaluate community-group resource requirements, and the likelihood that such group will be formed.
1
' 73
GENERAL
REVENUE BALLOT MEASURE FEASIBILITY ANALYSIS
Factors Driving the Request for Change
1. Major City goal to ensure the City's long-term fiscal health.
2. In a post-Proposition 218 environment, successful revenue ballot measures are required to increase existing
taxes or establish new ones.
Alternatives
1. Do not consider the feasibility of revenue ballot measure in 2004. Future operating programs and capital
improvement plan projects will be limited to existing revenue sources if the City does not explore alternative
revenue options. This will significantly limit our ability to maintain current service levels and adequately
maintain existing assets—let alone achieve our long-term CIP goals.
2. Consider a revenue ballot measure in 2004 but do not use professional assistance in preparing for it.
Based on theexperience of other communities,this is likely to result in an unsuccessful ballot measure.
Implementation
task ..
te
Enter into an agreement with The Lew Edwards Group. 7-03
Complete the feasibility analysis and present the results to the Council. 11-03
In the event that the Council decides to go forward in preparing for a 2004 revenue ballot measure,additional
work (and related)resources will be required. These will be determined at that time, but conducting a successful
community education program before placing the measure on the ballot is likely to cost between $50,000 and
$75,000.
Operating Program
Finance Administration
Cost Summary
Line Item Description Account No. 2003.04 2004-05
Contract Services 37 00 0
Contract Services 1100.25100.7227 37,500
Total Operating Costs 1 $ 37,5001 $ - t
a
74
GPENERAL GOVERNMENT
COPIER REPLACEMENTS
1 Request Summary
' Replacing four copiers per year—on an as needed basis—will cost$52,000 annually during 2o03-O5.
Key Objectives
' Provide adequate resources to ensure that the City's in-house copying requirements are met.
' Factors Driving the Request for Change
1. The City owns 21 copiers in 14 different locations. The guidelines for copier replacement were revised in
1999-01 to extend the useful lives by 50% from 40 to 60 months. As part of the 2001-03 Financial Plan,
' replacing copiers that met this revised replacement guideline were again deferred (in the amount of$65,000).
These copiers are beginning to experience frequent maintenance problems. Funding should be available to
replace copiers once it.is no longer feasible to repair them. Accordingly, we recommend appropriating funds
' to replace four copiers per year on a case-by-case basis, which is significantly less than budgeting for the
replacement of copiers based on the target useful life of five years: this would be $129,000 in 2003-04 (13
copiers) and$62,000 in 2004-05 (6 copiers).
' 2. The Fire Department is requesting a table top copier for station No. 2 to assist with preparing materials for
Community Emergency Response Team (CERT) training and day-to-day office and training needs.
' Currently, when multiple copies are required, Engine no. 2 must travel to Station No. 1. The fax machine at
Station No. 2 can produce one copy at a time, but does not allow for copying from manuals or producing in
larger volumes. ,
' Alternatives
1. Do not fund any replacements. Reliable, reasonably accessible copiers are an important part of effective
' service delivery and high levels of productivity. As such, it would be unwise not to replace copiers that fail
beyond repair. Accordingly, given the age of our current inventory, some level of funding for copier
replacements is necessary to maintain reasonable productivity and service levels.
2. Fund replacements at a lower level, Given the age of our current inventory, we believe that lower funding
levels will simply mean supplemental appropriations later.
' 3. Fund copier replacements based on the revised 60-month guideline. As noted above, this would cost
$191,000 over the next two years,which is$87,000 more than the proposed approach..
' Implementation
ICopiers will only be replaced upon failure; we will not make"pro-active"replacements based on age or use.
Operating Program
Support Services
I
f 75
GENERAL GQVERNMENT
COPIER REPLACEMENTS
Cost Summary
Line Item Description Account No.1 2003-04 2004-05 1
Minor Ca tdl -
_ �: : :. : 52,000:•.,.; _ ,.,579000
Copier replacement:Four per year @ $13,000 each 100.26100.7953- 1 52,000 52,000
Total Operating Costs 1 52,0001 52,000
City Copier Inventory
Reflects revised replacement clefirom 40 months to 60 months.
Scheduled Replacements
Ins Purchase Replace
Model Date PriceModel Month Cost Month Costl Month Cost
Admin/Attomey/Clerk C6551 Aug-98 $119295 5000/h Aug-0 13,000
City Clerk C GP200 Au ,98 3,195 210/df Aug- .5,000
Community Development C6551 Au -98 .11;295 5000/h Aug-021 13,000
Corporation Yard C6551 Aug-9 11,295 5000/h Aug-021 13,000
Finance C6551 Aug-98 11,29515000/hp, Au -02 13.000
Fire Station No.l C6551 Aug-99 11,295 5000/h RAu
13,000
Fire Station No.3 C6551 Aug-99 11,295 5000/h 13,000
Parking Administrative Offices C6551 Aug-99 11,295 5000/h 13,000
Parks&Recreation Offices C6551 Aug-981 11,295 5000/h Au -03 13,000
Human Resources C6551 Aug- 11,295 5000/h Aug-041 13,000
Planning C GP200 Aug-9 3,195 210/df Aug-041 5,000
Police-Dispatch C6551 Aug-98 11,295 5000/h Aug-0 13,000
Police-Admin C GP200 Au -98. 3,195 210/df Aug-ON 5,000
Police-investigations C GP200 Aug-9 3,195 210/df Aug-03 5,000
Police-Records C6551 Aug-9 11,295 5000/h Au -02 13,000
Police-1016 Walnut C GP200 Aug-0 . 4,628 210/df
Public Works 955 Morro C6551 Aug-9 11.295 5000/![ Au -02 13,000
Utilities 879 Morro C6551 Oct-00 12,114 5000/h
Water Reclamation - C GP200 Aug-981 3,195 210/df Au -03 5,000
Water Treatment C GP200 Aug-98 3,195 210/df Aug-0 5,000
Whale Rock Reservoir C GP200 Aug-991 3,195 210/df Au 04 5,000
TOTAL 21 5 $65 000 8 $64.000 6 $62,W
76
' GEN s GOVERNMENT
' PUBLIC SAFETY MOBILE DATA COMPUTERS: WIRELESS SERVICES
' Request Summary
Continuing to using Nextel's"air"network (Airnet) services for the public safety mobile data computers will cost
$21,000 in 2004-05.
Key Objectives
Ensure data transmission capability for the public safety mobile data computers following the trial usage
agreement.
Factors Driving the Request for Change
1. The City entered into a Trial Agreement with Nextel to use their Airnet for public safety mobile data
communications. The Trial Agreement began February 2003 and has a twelve month timeframe. The City
can accept the system as fully functioning any time during the next twelve months.
2. After the City accepts the system, the monthly service rate will not exceed $59.99 per month per unit (27 are
currently projected for deployment in police and fire vehicles, with 2 spares) for the first 20 Mb of data. The
cost for any usage above 20Mb will not exceed$3 per Mb.
3. The City will be responsible for ongoing services charges for the data circuit connecting Nextel's network
' with the City's network which is estimated at$650 annually.
Alternatives
' I. Do not fund ongoing service charges. In lieu of incurring the substantial cost of building own wireless
network, the City chose to secure the services of a local wireless data communication provider for the mobile
data computer project. To deny the funding of ongoing service charges beyond the trial period would
discontinue the deployment of public safety mobile computers, which is one of the highest priority initiatives
in the 2001 Information Technology Strategic Plan.
' 2. Fund ongoing service charges at a lower level. Reducing the number of vehicles with mobile data
capabilities will result in a proportionate decrease in ongoing costs. However, given the significant
investment that the City has made in software and hardware ($350;000) to-date, and the high-value of
' deploying mobile data in our emergency response vehicles, this is not recommended.
Implementation
At the earliest, sign-off from the City on the Nextel system is projected for January 2004.
' Operating Program. Information Systems
Cost Summary
' Line Item Description Account No. 2003-04 2004-05
Contract Services 21000
Nextel Airnet Services 1100.25300.7227 21,000
Total Operating Costs 21,000
1 77
1
GENERAL GOVERNmENT
WIDE AREA NETWORK EQUIPMENT MAINTENANCE
Request Summary
Maintaining the City's wide area network(WAN)equipment will cost$22,500 in 2004-05. 1
Key Objectives
Ensure reliable data transmission capability between City facilities.
Factors Driving the Request for Change
Information Systems will be improving the data communication equipment located throughout the City by June
2003 at an estimated cost of $300,000. Maintenance for the first year after installation should be part of the
system contract and warrantee; however, prospective manufacturers estimate that maintenance for the new
equipment will cost$22;500 annually beginning in 2004-05.
Alternatives
Do not fund ongoing contract maintenance charges. Given the importance of reliability of our fiber system,the
investment we have made in and the high cost of replacing failed equipment on a case-by-case basis,this option is
not recommended.
Implementation
Maintenance charges will commence following the purchase and successful installation of the WAN equipment.
Operating Program
Information Systems
Cost Summary
Line Item Description Account No. 2003-04 2004-05
Wide Aiea Network` .12 0
Contract Services 1100.25300.7229 22,500
Total Operating Costs22,500
_ 1
78
GENERAL
GOVERNMENT
UNDERGROUND SERVICE ALERT MARKING: FIBER OPTIC SYSTEM
' Request Summary
' 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 for
those requesting this service.
' Key Objectives
' 1. Protect the City's technology investment in its fiber optics network.
2. Offset this cost by setting fees to be recovered from those who drive the need for this service in accordance
' with the.City's user fee cost recovery policy.
Factors Driving the Request for Change
' 1. USA requests are made to a variety of utility providers—such as gas,electric,telephones, water and sewer—
whenever contractors are working in the public right-of-way. With the USA notification, utility providers are
responsible for marking the location of underground services to prevent them from being damaged. No
' service charges are currently assessed to those requesting this service.
2. Our fiber optic system needs to be included in the USA system.
' 3. Public Works is currently tasked with the responsibility of responding to USA request and marking the City's
fiber system. To date, the City has not experienced major damage to the fiber system. On those occasions
twhen fiber conduit has been hit and damaged,conductivity has not been lost.
4. With the completion of the City/Cal Poly joint fiber project, the City will be responsible for maintaining and
protecting over 15 miles of underground fiber. Any damage or loss of conductivity will affect the City, Cal'
Poly, Cal Poly's state and nationwide partners, and County libraries. Minimizing downtime and restoring
services in a timely manner will be of the utmost importance.
' 5. Given their knowledge of the City's fiber infrastructure, the primary contractor for the City/Cal Poly joint
fiber project believes it will be a fulltime job for one person to properly locate the City's fiber conduits under
the requirements of USA.
6. The City does not have the staffing resources nor the equipment it will take to assume the additional
responsibility associated with the expanded fiber system. Both Public Works and Information Systems
' recommend hiring the services of an experienced fiber installer to locate our facilities on a daily basis when
contacted by the USA system. This contractor will also accept the liability for damage to the City's conduit
and fiber due to mis-marking or failing to mark City fiber cables.
' 7. As a point of reference, a recent repair to a similar damaged fiber system in the area cost $18,000 for the
incident.
' Alternatives
1. Continue the status quo. The City currently does not have the staffing resources to assume this additional
' responsibility associated with the expanded fiber system. If the City were to retain the responsibility of
marking our fiber cables, then a City employee will need to be trained for this type of work, appropriate
79
GENERAL
UNDERGROUND SERVICE ALERT MARKING: FIBER OPTIC SYSTEM '
locating equipment purchased, and a vehicle provided. Should damage occur in the field, then either contract ,
services would be augmented to repair the damage or City staff would need to be trained to splice and
terminate fiber cable. Fiber splicing equipment and materials would have to be purchased for this work and '
spare fiber cable warehoused to facilitate immediate emergency response. Given current workloads,
contracting-out for this is recommended.
2. Fund USA marking at a lower level. USA marking services are based on the number of tickets and re-marks ,
estimated for the year; as such,funding this at a lower level will not meet the expected workload.
3. Do not charge for this service. Charging a fee for this service is consistent with the City's user fee cost ,
recovery policy that service "drivers" should pay for services when this is appropriate. Since contractors
drive the need for this service, we do not recommend using general-purpose revenues to fund this cost. '
Implementation
1. Selecting the vendor and entering into an agreement with them will take 90 days after budget adoption. ,
Locating and marking the City's fiber and conduits will occur thereafter in accordance with the requirements
of the USA system.
2. Implementation of service charges is recommended with budget adoption, to be effective July 1,2003. '
Operating Program '
Information Systems
Cost Summary '
Line Item Description I Account No.1 2003-04 2004.05
Contract Services 26,000 26,000
USA Marking 1100.25300.722-7--T- 26,0001 26,000
Offsetting Revenues (26,000) (26,000)
Net Cost 01 0 ,
t
80
GENERAL GOVERNMENT
MINOR BUILDING RENOVATIONS
Request Summary —
' Completing several minor building renovations will cost$12,900 in 2003-04 and$18,500 in 200405.
Key Objectives
` 1. Project a positive image for the City
2. Repair deterioration and prevent more expensive future repairs
' 3. Reduce energy consumption
4. Improve comfort and productivity
' Factors Driving the Request for Change
Jack House Gift Shop Reroofing($5.000 in 2003-04). The wood shingle roof on this building has deteriorated to
' point where there are minor leaks. These leaks have damaged merchandise and historical artifacts in the gift shop
and should be replaced to prevent further damage.
Carnegie Library Water Penetration Repair($5.000 in 2003-04). During rainstorms water is leaking through the
' walls along the Monterey Street of the building. This project will identify the cause of this leakage and repair it
before it causes serious damage to this recently renovated building.
' Fire Station 1 Tumout Shelving Replacement($1,200 in 2003-04). The metal shelving at Fire Station 1 used for
turnout gear(fire protection clothing and related gear)is undersized and inconveniently situated. This project will
strengthen and reconfigure the existing shelving and add some new shelving.
tFire Station 3 Turnout Cabinet Installation ($500 in 2003-04). Additional authorized staffing has added three
firefighters at this station. There is now nowhere to store their turnout gear.
' Fire Station 4 Turf Renovation ($1,200 in 2003-04). On the Madonna Road side of the station between the
sidewalk and the street,there is a parkway where the.turf has died out and needs to be replaced to restore
appearance.
Fire Station I Roof Repairs($3,500 in 2004.05). There are minor roof leaks on the flat roof areas of this station.
So far only minor damage to ceiling tiles has occurred,but these leaks should be repaired to prevent more
' substantial future damage.
Fire Station 2 Kitchen Flooring Replacement($1,100 in 2004-05). The vinyl floor in the kitchen at this station is
' peeling and worn through in some places.
Fire Station 2 Wall and Fence Repairs($1,900 in 2004-05). A low block wall retaining wall next the driveway
and a taller block wall at the rear of the station property have deteriorated to the point where they should be
repaired to prevent further more expensive damage. Also, the wall at the rear of the property intersects some
wooden fencing that should be replaced and heightened at the same time.
1 Fire Station.3 Planter Reconstruction($2.000 in 2004-05). A brick planter at the front of the station was built
several years ago without proper footings and has deteriorated severely. It should be replaced to restore function
and appearance.
81
GENERAL GOVERNMENT
MINOR BUILDING RENOVATIONS '
Fire Station 4 Window Replacement($10.000 in 2004-05). This project will replace existing single-pane '
windows with dual-pane windows in order to save energy,reduce noise, and improve comfort. Although no
detailed feasibility studies have been conducted, based on previous window replacement projects the Building '
Maintenance staff is confident that the proposed replacement will be cost-effective. After windows were replaced
at Stations 2 and 3,natural gas consumption dropped by more than 50 percent.
Operating Program ,
Building Maintenance(50230) r
Cost Summary
Line Item Description Account No. 2003-04 200405 '
Contract Services 2.900
Building and Construction Contracts 1100.50230.7219 2-900 1 8,500 '
Minor Capital 10,000 10,000
Cavital Maintenance Proiects 1100.50230.7957 10.000 1 10,000
Total Overatine Costs 12,900 18,500 ,
1
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1
1
1
1
1
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1
82 r
1
1
SIGNIFICANT
OPERATING
■ • 1 PROGRAM
e • s 1 1
GENERAL FUND REDUCTIONS REQUIRED TO BALANCE THE BUDGET
1
1
1
1
1
1
I
1
GENERAL FUND OPERATING PROGRAM REDUCTIONS
' PUBLIC SAFETY
1
' Description Service Impact FTE's 2003-04 2004-05
Alarm Program Contract Services Renegotiating the alarm contract 24,400 24,400
' agreement or performing this work in-
house is anticipated to result in an
annualized net savings of$24,400.
' Education and Training Reductions in education and training 7,500 7,500
would reduce the non-POST reimbursable
training budget from$12,700 annually to
' $5,200 annually. Overall,this is a 60%
reduction and would eliminate our
computer-training budget,and
' significantly reduce(50%reduction)
investigative,special event, DARE,
management and non-sworn personnel
training.
' Office Furniture/Equipment Reduction of office furniture and 2,000 2,000
equipment will eliminate our$1,500
budget for lamps,.bookcases,and small
case goods and will reduce our budget for
tape recorders and transcribers by$500.
These reductions will have limited
' impacts.
Training Aids The monies are used for visual aids, 700 700
educational materials and handouts,for
' 911 Kids Program,a public education
program delivered to elementary aged
children. The annual budget for this
' program is$1,600;the$700 reduction
will result in an annual budget of$1,100.
This reduction would result in fewer
' materials,students would share some
materials,and Dispatchers would develop
more of the visual aids in-house. The 911
' Kids Program teaches kids how,when and
for what type of emergency situation to
call 911 and includes role-playing
exercises.
' Professional Conferences A 36%reduction to professional 3,000 3,000
' conference budget will reduce or
eliminate our attendance at the annual
COPS West Police Training/Trade show
and will impact our professional
' development resources for new
management staff.
83
GENERAL F OND OPERATING.-PROGRAM •
PUBLIC SAFETY ,
Description Service Impact FTE's 2003-04 2004.05
Police Lieutenant-Freeze Administrative Lieutenant functions 1.00 140;200 157,500
Administrative Police Lieutenant position. include: Administration of licenses and
permits,assisting with facility,property,
and plant administration,conducting
employee background investigations,
investigation of citizen complaints,
internal and administrative investigations,
policy review,development and
implementation,supervision and oversight
of training and recruitment,and special
projects management. These duties would
shift to the Investigative Lieutenant,
Operations Lieutenants and other staff
severely impacting their current mission
critical responsibilities and workload
demands.
MICE,INVESTIGATIVE SERVICES
Photo Supplies Reduction of camera and photo supplies 5,000 5,000
will impact the ability to purchase film
and develop prints for evidence. The
$5,000 reduction equates to a 70%
reduction. Instead digital photos with in-
house printing will be utilized with the
labor performed by PD
investigative/evidence staff. Camera and
case repair budget will be slightly
reduced. If a camera case is damaged in
the field,it will be mended/repaired rather
than replaced.. The technology
improvements and cost.savings with
digital photos will allow this.reduction to
work operationally,with more labor
performed by PD staff and less expense
for film and development costs.
84
GENERAL l OPERATING PROGRAM P •
' PUBLIC SAFETY
' Description Service Impact P7 -s 2003-04 2004.05
Investigative Expenses Reduction in the Investigative Expenses 1,000 1,000
budget will impact services minimally and
' is a belt tightening measure. However,if
investigative workload includes major
investigations,then this reduction would
' have more significant impacts to service
those investigative expenses. The$1,000
reduction equate to 10%of Investigative
Expense budget.
1
Lab Services An 18%reduction to crime lab services 2,100 2,100
' budget will have minimal impacts based
on recent historical usage and
investigative caseload.
PATR6L:SERY7CES
Ammunition Reduction of ammo supply/resources 2,200 2,200
may reduce the number of rounds
' available for range training. However,the
$2,200 reduction is just a 12%.budget
reduction for ammo and is anticipated to
have minimal impacts based on Historical
ammo usage and costs.
POLICE TRAFFIC:ENF'URCEMENTff.,� �.`Ms—��:77
' Education and Training Reduction of approximately 35 hours of 11100 1,100
training and education will have some
' impacts on traffic officers. POST
reimbursable training will provide basic
motorcycle and"safety training. But,
training for Collision Investigation and
' Reconstruction,and Child Safety Seat
Inspection Training will be reduced by
60%(35 total hours of training amongst 5-
officers and 1-sergeant).
85
GENERAL FOND OPERATING PROGRAM REDUCTIONS
PUBLIC SAFETY
Description Service Impact FTE's 2.003-04 2004-05
Operating Materials Reduction of traffic operating materials 2,400 2,400 '
budget by 60%will eliminate the purchase
of a digital camera and case for Traffic, '
and will impact the budget for Collision
Investigation Supplies and eliminate the
Passive Alcohol Screening(PAS)devices
budget. The PAS devices are necessary 1
and will be funded in the ABC grant. The
additional digital cameras would provide
more resources for field/accident 1
documentation. However,based on
limited history of Traffic operating
material expenses,it is anticipated that the 1
impacts will be manageable,particularly
with ABC funding for the PAS devices.
Equipment Maintenance Reduction of traffic equipment 1,000 1,000 1
maintenance budget by 22%will reduce
the budget for radar trailer
maintenance/repairs.Overall impacts
should be minimal.
Police Officer-Freeze Traffic Police Increased workload for patrol on traffic 1.00 125,000 139,400
Officer position and related equipment enforcement and traffic collisions.
costs. Possible impacts to police response times.
Reduced availability of patrol backfill
resources. Reduced ability to provide
special programs. Reduced ability to
participate in special events. Reduced
special enforcement response to citizen
complaints. Reduced ability to investigate
complex major collisions.
AU POLICE PROG 'AMS
Non-Staffing Operating Program These impacts will be experienced by all 58,100 58,100
Reductions-All program managers programs across a number of non-staffing
carefully reviewed their budgets to reduce line items,including operating materials,
costs where possible. Overall,the base- supplies.and resources, and travel and
operating budget was reduced below the training,resulting in a leaner,tighter
original budget in the first year and budget with little room for error or
increased in the second year by less than emergencies.
the targeted 3%COLA.
86
GENERAL FUND OPERATING PROGRAM REDUCTIONS
PUBLIC SAFETY
1
Description Service Impact FTE's 2003-04 2004-05
' FIRE ADMINISTRATION
Administrative Assistant-Eliminate the No assistant to answer phone,no Fire 1.00 53,000 54,500
' Administrative Assistant III position upon Prevention/Fire Chief secretary. The
retirement of incumbent in July 2003. overall administrative activities will be
severely affected and will require some
critical tasks to be reassigned. The weed
abatement program and some fire
prevention administration duties will
' continue with a temporary part-time City
Field Worker I(no benefits)at$7.30/hr.
for 1,000 hours($7,300/yr.).
' Linen Service Reduction-Reduce the Because some towels are used to soak up 1,000 1,000
amount of shop rags,floor mop heads, oil and other solvents,they cannot be
' oily rags,etc.sent to professional laundry washed at the stations because they will
service. contaminate other laundry as well as ruin
the washing equipment. Washing non-
solvent soaked towels will increase usage
' of soap,water and electricity and take
time away from other assignments.
' FIRE HAZARD PREVENTION
Hydrants-Utilities will assume the costs This will have no impact on workload this 7,000 7,000
for hydrant testing by the Fire is only a shifting of cost,not work.
' Department.
CUPA -Consolidating all CUPA program To offset the increased workload,the 30,000 30,000
' elements under Fire Department inspection responsibilities for the Fire
oversight. Fire Department will be Prevention bureau will be redistributed.
assuming all duties of the CUPA program One inspector will have total hazardous
previously done by Utilities. materials/CUPA responsibilities. The
' contract inspector,if approved,will have
50%CUPA responsibilities and 50%
general inspection responsibilities. The
' third inspector will have 100%general
inspection responsibilities, which goes
along with the Hunt Management Study
that designates 1.5 inspectors per program
(1.5-CUPA/haz.Mat.and 1.5-general
inspections).
I
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' 87
GENERAL FUNDOPERATING PROGRAM REDUCTIONS
1
PUBLIC SAFETY '
Description Service Impact FTE's 200304 2004-05
FIRE EMERGENCY RESPONSE '
Injury Excess Shift Allowance An analysis of the past three years, 15,000 15,000
Overtime Reduction-An analysis of the excluding$30,000 base budget,shows '
past three years indicates that more money was received from Worker's
reimbursements(excluding$30,000 base Comp.reimbursements then was used for
budget)exceeded expenditures. overtime backfill. However,the
Department must provide some additional '
budget for extended light duty
assignments due to Worker's Comp.or off
duty injuries when there is no offsetting '
reimbursement.
ALL FIRE PROGRAMS '
Non-Staffing Operating Program These impacts,while modest,will be 8,600 8,600
Reductions-All program managers experienced by all programs. Impacts
carefully reviewed their budgets to reduce range from loss of software support,
costs where possible. Overall,the base- participation in associations,agency
operating budget was reduced below the specific publications,to safety supplies.
original budget in the first year and '
increased by only 1.9%in the second year
instead of the permitted 3%COLA.
TOTAL 3.00 $490 $523,500
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88 '
GENERAL FUND OPERATINGPROGRAM REDUCTIONS
' TRANSPORTATION
Description Service Impact FTEs 2003-04 2004-05
Reduce Seasonal Pavement Repair- Public Works has determined that the 1.00 38,800 38,800
' Eliminate two half-time temporary City overall service impact of this reduction
Worker V positions that assist the paving will be moderate. Maximum response
crew with street repairs from March time for pothole repair requests will
through August($28,800 per year);and continue to be 24 hours. Response times
' reduce the asphalt mix budget($10,000 for other street repair requests-will be
per year). longer. The backlog of street repairs will
grow,and preventive paving maintenance
' will be deferred. The reduction in
preventive maintenance will likely cause
more expensive future repairs.
1
Eliminate Downtown Street Public Works has determined that the 150,000 150,000
Resurfacing by City Crews-Eliminate overall service impact of this reduction
the operating budget appropriations will be moderate in the shorter term.
recommended in the Pavement Funding has been set aside from the 2002-
Management Plan for downtown street 03 budget for resurfacing streets following
resurfacing. These appropriations include the current round of downtown
$25,000 for contract services,$50,000 for construction. Thus,for at least the next
1 construction equipment rental,and two years,this program can be deferred.
$75,000 for asphalt. Because resurfacing of downtown streets
is primarily cosmetic and does not
' improve the pavement condition index,
the long-term impact on fundamental
street condition will be minimal. The
' pavement surfaces in some areas will
become somewhat rougher. If resurfacing
becomes necessary to restore smoothness
' in these areas,required work will be
accomplished by contract under the
annual Capital Improvement Plan
appropriations. City crews will continue
the pavement grinding and resurfacing
work made possible by other Pavement
Management Plan appropriations. This
work will preserve or improve the overall
pavement condition index.
1
89
GENERAL FUND OPERATING PROGRAM
TRANSPORTATION
Description Service Impact FTE's 2003-04 2004.05
GENERAL STREET MAINTENANCE '
Reduce Curb Painting Supplies-Fully Public Works has determined that the 3,000 3,000
implement existing policy of not painting overall service impact of this reduction
curbs in areas outside the downtown. will be low. Painted curbs must be '
Signing will be used in lieu of curb paint. recoated each year. Signs have and
estimated lifetime of 8 years.
Reduce Seasonal Downtown Sidewalk Public Works has determined that the 0.50 14,400 14,400
Repair- Eliminate one half-time overall service impact of this reduction
temporary City Worker V position that will be moderate. General downtown '
assists the concrete crew with downtown maintenance provided by another City
sidewalk repairs from March through Worker V will not be affected. Because
August. This position is currently filled. there are more potential trip and fall '
hazards in the downtown,the efforts of
the regular concrete crew will shift away
from outlying areas in order to prevent a
repair backlog in the downtown.
SIGNAL AND LIGHT MAINTENANCE '
Eliminate Telephone Service Charges- Public Works has determined that the 6,600
Eliminate the service charges for overall service impact of this reduction
telephone lines that serve as traffic signal will be low. '
interconnections. This cost reduction
option can be implemented effective
07/01/04 after telephone lines for traffic '
signal interconnections are replaced with
fiber optic cable.
TOTALI 1.50 $206,2001 $212,800
90 '
GENERAL FUND OPERATING PROGRAM REDUCTIONS
LEISURE, CULTURAL& SOCIAL SERVICES
1
Description Service Impact FTE's 2003-04 2004-05
' PARKS AND RECREATION ADMINISTRATION
Print&Reproduction:Master Plans- Impact is minimal. Funding primarily 700 700
' Reduce funding for office forms, used for the reproduction of plans
envelopes,letterhead,and reproduction as pertaining to proposed projects for use by
well as special event reproduction Committees and Commissions.
projects. Upcoming projects are significantly
' reduced and so is the need for plan
reproduction.
Construction Material Office Impact will be minimal. Reducing this 1,000 1,000
Improvements—Reduce funding for amount to$200 annually will ensure that
office improvements. at the very least ADA and workers
compensation requirements are
' addressed. There will be no
reconfiguration on existing furniture or
cubicles.
' ADULT SPORTS CLASSES AND FACILITIES
Reduce purchasing of Boomer sporting Staff will seek other funding sources or 1,400 1,400
equipment -Reduce related costs to donations to support the Boomer sports
' boomer program in adult athletic supplies. program.
Reduce supplies at the Ludwick With the changes expected after the 2,300 2,300
Community Center-Decrease renovation of the Ludwick Center,there
' Recreation Center Supply line to address will be fewer materials needed for the
changes in programming at Ludwick facility operations. Office supplies,staff
Community Center after renovation work uniforms,and game room supplies will be
is completed. reduced with fewer drop-in activity hours
available in the facility.
' Reduce the Contract Class Instructor The adjustment will better reflect realistic 15,000 15,000
payment budget by 20%-Decrease the costs for instructor payments based upon
contract labor budget to reflect actual projected revenues for contract
payments made in relation to instruction instructional classes.
revenues.
Reduce offerings in adult sports The program fees are higher than other 0.04 2,200 2,200
program-Reduce temporary salaries, agencies due to the Cost of Services
fringe,adult athletic supplies,and first aid Study.League consistency and access to
associated with producing the adult better and more affordable facilities
volleyball program. There will be no elsewhere are available in nearby
revenue loss,as program has not been communities. No longer offering this
successfully offered since 1998. program,for which there has been no
demand since 1998,will not result in a
revenue loss.
I 91
GENERAL . . . REDUCTIONS
LEISURE, CULTURAL&SOCIAL SERVICES
Description Service Impact FTE's 2003-04 2004.05
Reduce the.Adult Basketball league by Over the past three years,the league has 0.02 3,700 3,700
30% - Reduce adult basketball costs experienced reducing participation
associated with temporary salaries,fringe, annually losing one division of six teams.
contract services,adult athletic supplies, The department now offers three divisions
and first aid. There will be no revenue instead of four. With the reduction of one
loss,as the basketball league has not been division,the program is consolidated and
filled to capacity over the last three years. costs are reduced. '
Reduce fall adult softball league budget The program has been budgeted for 80 0.15 4,400 4,400
by 20% -Reduce related costs associated teams each season.Over the past five
with temporary salaries,fringe,contract years,the league has averaged 6l teams.
services,adult athletic supplies and first Reducing the program budget by 20%will
aid. better reflect on the attendance totals,
revenues and expenditures.
CFIIMPEN'S SERVICES T " 1
. .... , -c..i.. nA.... r_._"_E.-_•-_.��kn fid_ w.,°{.[.5.,3.>..�.ai�' ._;' F.g._ �� M..:.:i$.k k-.�.�_....._l�!�s",...-u.
Reduce the Scholarship Coordinator The decreased number of hours allotted 0.25 8,000 8,000
position from 20 hours per week to 10 for the Scholarship Coordinator position
hours per week-The current position of may result in a slower response time for
Children's Services Scholarship customers in regards to processing
Coordinator is responsible for tracking scholarship applications,payments
and distributing$55,000.00 in received/due and/or status of subsidized
scholarships annually as well as managing care contracts. Consequently,the tracking
a contract for subsidized childcare with of scholarships and subsidized care
the Economic Opportunity Commission payments may be affected,increasing the
(EOC). This reduction of hours for this likelihood that.all payments may not be
position,would consequently increase the remitted from EOC in a timely manner.
responsibilities of the Sun 'N Fun and
S.T.A.R.Coordinators as well as the site
directors. There is no associated revenue
reduction with this cost reduction.
92
GENERAL
, OPERATING
s ■ s • ■ REDUCTIONS, •
DLEISURE, CULTURAL&SOCIAL SERVICES
D -
Description Service Impact FM's 2003.04 200445
DReorganization of childcare site Site Directors are responsible for 3.10 19,000 19,000
directors-This will result in 1 site managing childcare staff and overseeing
director where 2 are currently staffed. program development at their respective
D The site director will supervise both Sun sites. As managers,they are not included
'N Fun and S.T.A.R.program at each in the staff-to-child ratios required by state
individual school. This decreases the licensing law and therefore have no direct
D number of site directors from 10 to 5. bearing on the safety and care of the
There is no associated revenue reduction children. At each school,there is a Sun
with this cost reduction. 'N Fun and S.T.A.R.program and
D because of differences in age and activity
preferences,each program has its own
room and direct care staff. To reorganize
R these programs under one Site Director
Uwhile maintaining separate rooms will
result in a more efficient,consistent and
D focused continuum of care for the children
and a more effective means of maintaining
continuity in leadership and policy
implementation. The increased
D management workload may result in a
slower response time to non-critical
incidences,but overall should result in
D beneficial efficiencies. This is currently
and successfully being implemented at
one of the childcare sites as a trial run,
with very positive results.
SPECIAL:EVENTS%YOUTH SPORn „
TS _ y, v:
Do not offer the Annual Great Pumpkin The impact is minimal. The number of 0.01 .-. 1,500 1,500
Run which has been replaced with a participants has declined in the past three
duplicate program called the Grandparents years. The department offers another fun
Day Run- With declining interest in the run,called the Grandparents Day run,a
program,elimination of the Great few weeks before the Great Pumpkin Run
Pumpkin Run will create reductions in so duplication of events is not needed.
temporary salaries,fringe,contract An outside organization has expressed
services,special event supplies,and interest in possibly taking over this event. .
advertising. Based upon fees collected for
the 2002-2003 event,a revenue loss of
$1,700.00 would be seen. There will be
a$3200 reduction in costs and a$1700
revenue reduction,for a net savings of
$1500.
93
' GENERAL FUND
OPERATING PROGRAM REDUCTIONS
LEISURE, CULTURAL& SOCIAL SERVICES '
-T
Description Service Impact FTE's 2003-04 2004-05
Do not purchase extra apparel for the Pre-ordered shirts will be encouraged and 7,200 7,200 ,
San Luis Obispo Triathlon-Dropping offered through a local vendor. The
the additional Triathlon apparel sales opportunity for the public to buy extra
reduces the contract services line by clothing at the event would still be offered
$7,200. There will not be any revenue by a private vendor,but at no cost to the
reduction. Revenues that could City.
potentially be lost would be recovered in a
sponsorship agreement with the vendor,
who would make on-site sales.
Reduce the Extreme Games program- Impact is minimal. Eliminating the 0.02 1,000 1,000
This activity for 6-12 year olds will no Extreme Games program will mean that
longer be offered due to low participant the department will no longer offer a one-
over a 2 year period. Reductions will be week camp type program during the
made in temporary salaries,fringe,youth summer. Participant numbers have '
sports supplies,and advertising. There declined significantly in the last 2 years.
will be a minimal revenue loss of$400, The need for a camp type program is
which was the amount collected in 2002- already being addressed by other
2003 for the program. There will be a organizations during the summer.
$1400 reduction in costs and a$400 loss Revenue will be reduced slightly based on
in revenue. The net reduction is$1000. last summer's number of participants.
Due to low or no participation,no Impact is minimal. An outside 0.01 2,800 2,800 '
longer offer the 3 on 3 basketball organization is interested in offering the
tournament -Program has not been program and staff could still be involved
successfully offered for the last two years. without incurring any cost to the our
Budget reductions associated with the 3 budget.
on 3 tournament to be reduced in
temporary salaries,fringe,special event
supplies and advertising. Revenues were
not recovered in the last two years so
there is no associated revenue reduction.
MAJOR SPECIAL EVENTS
Eliminate budgeted funds for The Police Department utilized mutual aid 8,000 8,000
additional law enforcement for Mardi response to meet the increased staffing
Gras-Eliminate contract services needs for the 2003 Mardi Gras Parade.
expenditure associated with hiring The Court ruling identified crowd control
additional law enforcement to assist with as a non-recoverable expense. The
the Mardi Gras Parade because Police budgeted$8000,was used for additional
Department uses mutual aid to recover barricade purchase in 2003 and can be '
costs. eliminated.
94 I
GENERAL FUND OPERATING PROGRAM REDUCTIONS
LEISURE, CULTURAL&SOCIAL SERVICES
' Description Service Impact FTE's 2003-04 2004-05
TEENS AND SENIORS
Temporary Salaries/Fringe for Boomer While a reduction in Boomer Specialist 0.30 10,000 10,000
' Program Specialist-Reduce budgeted hours will not diminish or weaken the
position to 28 hours/week from 40. The quality of ongoing Boomers programs,it
small number of participants and self is likely to impact the expansion of
sufficiency of Boomer programs allows existing and development of new
' for less staff time needed to maintain programs for this blossoming age section
programs. of the population. Additional duties
assumed by full time Coordinator.
AQUATICS
Reduce temporary staff and fringe- This will require the Aquatic Supervisor 0.15 8,000 8,000
' Reduce the assistant pool manager's hours to assume those duties. The Assistant
by 15%. Manager is responsible for most staff-
related duties,including payroll and
scheduling.
RANGER SERVICE
' Contract Service-Reduce contract Reducing the contract service line,will 0.35 6,900 6,900
service funding for maintenance and require the City's Rangers to perform
construction projects. more hands on,self initiated and
' performed maintenance and construction
projects,instead of contracting for work
and large equipment(e.g.backhoes,dump
trucks) Therefore,in some cases
t construction projects will take longer
because more manual labor will be
performed, The Rangers will spend more
time working on these projects,and less
time on other key duties. This will result
in a reduction in time spent on
environmental education lesson plans at
the after school day care programs,
patrolling open space,parks,and creeks,
' enforcing and cleaning illegal
encampments,and conducting Ranger-led
hikes.
' PARKS AND LANDSCAPE MAINTENANCE
Redirect Parking Lot Maintenance None. 19,500 20,100
' Costs-Charge the cost of maintaining
landscaped areas in parking lots to the
Parking Fund rather than the General
' Fund.
1 95
GENERAL FUND OPERATING PROGRAM
1
LEISURE,CULTURAL& SOCIAL SERVICES
Description Service Impact FTE's 2003-04 W0405
Redirect Park Trash Collection- 1.) Public Works has determined that the 0.50 20,100 20,100
City crews will move trash from trash cans overall service impact of this reduction
in parks to dumpsters located in parks. will be low. As a condition of its
The solid waste franchisee will collect this franchise,the solid waste franchisee is
additional trash from the dumpsters. (No required to collect trash from dumpsters
effect on costs). 2.)Eliminate one half- located in City parks without charge to the
time temporary City Worker III position City. Some of the trash in parks is now
that collects trash from parks. This deposited in dumpsters,but there is also
position is currently filled($12,100 per some that remains in trash cans and is now
year). 3.) Reduce the trash service collected by a temporary City employee in
budget by$8,000 to account for the a trash compactor truck and taken to the
reduction in landfill tipping fees now paid dump.
for disposal of parks trash($8,000 per
yam)
Combine Supervision for Park and Public Works has determined that the 0.50 29,500 30,500
Tree Maintenance- 1.) Combine overall service impact of this reduction `
supervision of the Park and Landscape will be low,although processing of tree
Maintenance Program and the Tree removal permits could take longer.
Maintenance Program under the Park Details about which positions will have
Maintenance Supervisor. (No effect on responsibility for administering the Tree
cost). 2.) Reclassify the vacant regular Ordinance have not yet been resolved.
Urban Forestry Supervisor position to Likely there will be some division of
Urban Forestry Technician. Create a full- responsibility between the Park
time three-person tree trimming crew Maintenance Supervisor and the Urban ,
($14,900 per year). 3.) Eliminate the half Forestry Technician. Both of the current
time temporary City Worker V position Tree Trimmers are certified arborists.
that assists with seasonal tree trimming Other implementation details need to be
($14,600 per year).4.) This cost worked out.
reduction option can be implemented
effective 07/01/03. '
Redirect Park Maintenance- 1.) Public Works has determined that the 29,900 32,700 '
Eliminate one vacant full-time regular overall service impact of this reduction
Park Maintenance Worker II($59,100 per will be moderate. The one advantage to
year);2.) Add two half-time temporary this reduction option will be that
City Worker V positions (+$29,200 per maintenance effort can be concentrated in
year) the High growth season. This advantage
will be offset by the generally lower
productivity of temporary workers and the '
difficulty of keeping the temporary
positions staffed.
96 t
GENERAL FUND OPERATING PROGRAM REDUCTIONS
LEISURE,CULTURAL& SOCIAL SERVICES
_T
' Description Service Impact FTE's 200304 2004-0S
S.WIMCENTER MAINTENANCE `4
Switch to Liquid Chlorine Disinfection Public Works has determined that the 21,000 21,000
' at the Swim Center-Convert the system overall service impact of this reduction
for disinfecting swimming pool water will be low. One benefit of the ozone-
from ozone-bromine to liquid chlorine. bromine disinfection system has been a
Reduce the appropriation for chemicals. reduction of minor chemical irritation to
($21,000 per year). Implementing this the eyes and skin of some swimmers.
reduction option will require installing Converting to liquid chlorine disinfection
new equipment and creating a storage area may result in some complaints about
for the liquid chlorine at a one-time cost nuisance irritation. Cal Poly and Cuesta
of$15,000,which can be accommodated College have both recently converted
in the current Public Works budget. from ozone-bromine to liquid chlorine
' disinfection without any complaints from.
swimmers. The City,along with many
other pool operators,converted from gas
chlorine to ozone-bromine disinfection in
the 1990's. The primary reason for these
conversions was to avoid the danger of
handling gas chlorine and the exorbitant
cost of building a special containment
structure to store gas chlorine.
Handling and storing liquid chlorine does
not pose the dangers associated with gas
chlorine. Conversions to ozone-bromine
' in California were based on the success of
similar conversions on the East Coast.
Unfortunately,these conversions have not
been as successful here. In the East,pool
water is routinely drained completely,an
operation that makes ozone-bromine
disinfection more effective. Such an
operation is not feasible in the West
because of the high cost of water.
97
GENERAL
, OPERATING PROGRAM s , • '
LEISURE, CULTURAL& SOCIAL SERVICES
Description Service Impact FTE's 2003.04 2004-05
j: s_ M ..vim
Golf Fund Capital Improvement Plan Reducing Capital Improvement 32500 32,500
(CIP)Reductions-This reduction expenditures will delay the replacement of
reflects$25,000 in 2003-04 and$40,000course equipment. The bridge
in FY 2004-04. The average of$32,500 replacement on Prefumo Creek is
is shown. deferred. Replacement bridge will be the
City owned bridge temporary in place on
Foothill at the completion of the Foothill
Bridge replacement project.
Portable Structures-Reduce expenses Paying for the full year rather than on a 300 300
associated with porta-pottie rental. monthly basis for porta-potties.
Salary Savings—Change in current As a result of retirement and promotions, 8,200 8,200
actual salary amounts of regular the two replacement employees at the
employees at the Golf Course. Golf Course are compensated ata '
significantly lower starting level than the
retiring employees. The GC Supervisor
is placed at a lower level in the range and
the replacement Maintenance Worker is at '
a 2"d step level I which replaces a top step
level III. This will continue to reflect
savings throughout 2005-07 and on with
the retirement of additional full time GC
staff. The figure shown is the average
salary savings not to exceed 2%of the
average of the direct operating budget,
which is the same expenditures savings
assumption used for the General Fund.
This savings will continue through 2005-
07 and beyond.
City Water Service-Reduce use of City During years of normal rainfall these 6,000 6,000
water for irrigation due to new flow savings can be realized however during
switch,backflow device,clay valve on the dry years the savings may not be as
wells and more efficient irrigation significant.
pro ammin .
Assorted Operating materials and This reduction represents several line 5,900 5,900
supplies-$1000—Food sold, $1000— items in the operating materials and
Merchandise sold, $400—Fencing, supplies category in the Golf Course
$2500—Netting, $1000—Sprinkler& budget. These reductions can be offset by
Irrigation more efficient management of course
operations and will not effect the
attraction and appeal to the course.
98
GENERAL FUND OPERATING PROGRAM REDUCTIONS
LEISURE, CULTURAL& SOCIAL SERVICES
Description Service Impact FTEs 2003-04 2004-05
' CULTURAL SERVICES
Grants-In-Aid-At their March 12,2003 Will have an effect on the agencies and 11,300 11,300
meeting,the Promotional Coordinating organizations that count on this money
Committee recommended reducing Grants each year to meet expenses.
in-Aid funding 9.3%below the 2002-03
level.
HUMAN RELATIONS
Advertising-Reduce funding for the Smaller ads announcing grants-in-aids;no 100 100
Human Relations Commission's specialty advertising.
advertising.
Contract Services-Reduce funding for Reduced assistance for human relations 200 200
' consultant support to the HRC. issues.
Grants-in-Aid-Retain funding at 2002- Reduced support for human service 3,700 3,700
03 level. agencies in the community.
' Print&Reproduction-Reduce funding Reduced community awareness of the 200 200
for HRC. HRC role in City government and the
community.
' Office Supplies-Reduce funding. Reduced support for the activities of the 200 200
HRC.
Education and Training-Reduce Reduced training opportunities will be 300 300
funding. provided to members of the community on
' human relations issues.
Professional Conferences-Reduce One member will be able to attend the 500 500
' funding. CAHRO conference instead of two.
TOTAL 5.40 $292 500 $296 00
' 99
GENERAL FUND OPERATING PROGRAMREDUCTIONS
a
COMMUNITY DEVELOPMENT 1!
- a
Description Service Impact FTEs 21103-04 20114-05
COMMUNITY_'DEVELOPMENT:ADMINISTRATION:;.._.
Graphic/Digital.Services and Map Staff will seek interns,potentially 6,000 6,000
Updating-Provide 50%of this service in volunteers,with GIS or graphic
house by Planning Technician with backgrounds,.as well as planning,which is '
potential for training planning interns beginning to be a standard knowledge
(regular and temporary staffing). base. The Planning Technician can
absorb more graphic/digital
responsibilities. Consider some training
for Permit Technician position for digital
responsibilities. The Planning Tech could
train interns and Permit Tech in these
tasks,but it will affect.his workload
productivity. Customer service may be
impacted slightly due to the impact of
training time.It will also take increased
staff time to locate.qualified interns(3-
month to 1-year internships)and
interview,etc.
Office Equipment Maintenance- Do Defer all basic maintenance of newer 1,000 1,000
not purchase maintenance agreements for equipment and repair or replace only if
newer equipment that does not require critical to operations.
service or for equipment that is used
infrequently. Replace office furniture
only when safety is an issue.
Printing and Reproduction-Focus Minimal service impactroQ vided the 3,000 3,000
more on digitized copies and e-mailing printing contract RFP provides the
data,specifically where color maps or services that we have been providing. It
drawings are involved. Begin a program would be more cost-effective to out-
to eliminate unnecessary"paper"items source digitizing at a lesser cost,and
that are stored on-site;computer generate reserving staff time for customer service.
as necessary. Explore digitizing options Consider seeking a bid from other vendors
at Poor Richard's Press(RFP being sent for this service only(more specialized
out soon to obtain these services at might give us a better cost).
contract pricing).
Publications and Subscriptions. Minimal service impact,although on-line 500 500 '
Eliminate some publications that are publications may not be as easily
available on-line or in digitized format accessible as hard copies. '
such as the Polk Directory.
100
GENERAL FUND OPERATING PROGRAM REDUCTIONS
' COMMUNUY DEVELOPMENT
1
' Description Service Impact FTE's 2003-04 2004-05
Publications for Resale-Begin the Minimal service impact provided the 4,000 4,000
reduction of paper documents;sell CD's printing contract RFP provides other
' of the larger documents whenever services staff currently provides. It would
possible,again saving needed storage be more cost-effective to out-source
space. CD burners are being installed in digitizing at a lesser cost,reserving staff
support staff's computers to handle much time for customer service.Consider
' of smaller documents in-house. seeking a bid from other vendors for this
service only(more specialized might give
us a better cost). This process has been
' incorporated into the RFP currently being
considered and staff is anticipating a
positive outcome.
' Non-Staffing Operating Program Decreases occurred in areas such as office 39,500 39,500
Reductions-All program managers expenses,contract services,travel and
' carefully reviewed their budgets to reduce meetings. These impacts will be
costs where possible. Overall,the base- experienced by all programs across a
operating budget was reduced below the number of non-staffing line items,
' original budget in the first year and resulting in a leaner,tighter budget with
increased by only I%in the second year little room for error or emergencies.
instead of the targeted 3%COLA.
' COMMITTEES AND COMMISSIONS
Staffing Reductions-Reduce budget for 12 special meetings budgeted for;6 0.20 4,600 4,600
temporary staff support at meetings. meetings will be adequate,based on
historical experience.
Office Expenses -Office Supplies. Minimal service impact. 400 400
' Concentrated effort to reduce office
supplies.
Office Expenses -Publications and Less informational/research materials for 100 100
' Subscriptions. Reduce by 50%the committee members.
amount for historical books for the CHC
lib
Travel and Meetings- League Minimal Planning Commission attendance 3,000 3,000
Convention -currently occurs.
PLANNING DEVELOPMENT REVIEW
Overtime Budget-Reduce annual Anticipated service impacts will be the 2,000 2,000
overtime budget by$2,000(or 17%)in slowing of permit processing. Overtime is
each of the 2003-04 and 2004-05 budget currently generated through frequent night
I years effective Iuly 1,2003 meetings and after-hours work on
planning projects. Planners may need to
take comp time off in lieu of overtime,
leaving less hours in the office to process
planning applications.
' 101
GENERAL FUND OPERATING PROGRAM REDUCTIONS
COMMUNITY DEVELOPMENT
_ 1
Description Service Impact FTEs 2003.04 2004-06
LOLVG ROMPI.ANNINGm. ,.�� y " ?} Y , °mr _ tt.L :: wC76 : . E u r 1 . _whL�l _X Yi_A,a
Overtime-Reduce annual overtime Anticipated service impacts will be the 5,000 5,000
budget by$5,000(or 50%)in each of the slowing of non-urgent projects. Overtime
2003-04 and 2004-05 budget years is currently generatedthroughfrequent
effective July 1,2003. This will reduce night meetings and after-hours work on
available staff overtime by approximately major time-sensitive documents for the
100 hours. CDBG program. Planners may need to
take comp time off in lieu of overtime,
leaving less hours in the office to work on
the planning work program.
Salaries-Temporary-Eliminate the Anticipated service impacts will be 0.15 4000 2,000
annual amount used to support interns. somewhat more difficulty in attracting
high quality interns,particularly those
with special skills such as computer
graphics,potentially affecting quality of
some outputs.
Project Fees and Expenses-Long Range Anticipated service impacts include more 2,000 2,000
Planning Project Newsletters:Reduce the difficulty in providing consistent
annual amount used to provide newsletter communication with the stakeholders in
updates on the major specific plans by each of the specific plan areas. The
$2,000(or 35%)in each of the 2003-04 remaining budgeted amount should
and 2004-05 budget years effective July 1, provide two newsletters per year.
2003.
Professional Conferences-Reduce the It will be more difficult for staff to stay 1,000 1,000
annual amount available for professional abreast of new methods and techniques for
conferences by$1,000(or 33%)in each resolving long range planning problems,
of the 2003-04 and 2004-05 budget years. such as the provision of affordable
housing.
Computer Supplies-Reduce the annual Anticipated service impacts are limited. 500 500
amount used to buy new,or updated Any new software products should be
versions of existing software by$500(or covered by the remaining budgeted
33%) in each of the 2003-04 and 2004-05 arnount.
budget years.
102
GENERAL FUND OPERATING PROGRAM
COMMUNITY DEVELOPMENT
Description Service Impact FTEs 2003-04 2004-05
BUILDINGAIVI);STAFETY .u
Engineering and Plan Checks-Reduce Processing time may be extended beyond 35,000 35,000
' funding for plan review by consultants. the established 15-day turnaround time if
Staff will negotiate with consultants for a excessive workload overwhelms staff
"structural only"review for complicated resources. However,the workload
structures,which will lower costs experienced over the past two years will
' considerably for plan review services. likely continue at the same pace,with no
foreseeable increase. The Plans Examiner
position was vacant for the majority of the
' past year. The new Plans Examiner is
capable of checking all code issues except
for the most complicated.structural
systems. Efficiency will likely increase
with time on the job.
Publications for Resale-Eliminate Customers will need to find an alternate 3,000 3,000
funding for purchase of construction source for construction codes. All are
codebooks for resale. Books are available for purchase on various web
purchased at member rates and then made sites. Publication cost at web sites is
available to the public at cost plus typically more than the City resale price
shipping and handling fees. because of bulk purchase at a reduced
member price.
Microfilming- Reduce funds for Digitizing of records can be deferred to a 3,000. 3,000
' microfilming of building permit plans and later financial plan. When the final details
documents. This budget item was of a digitizing plan are complete,
increased for 2003-05 due to commitment equipment and some amount of City staff
' to convert to a digital archive system for time may be available to complete the
these records. preparation and digitizing of records. If
digitizing is not practical in a few years,a
' significant backlog of building plans to be
archived may require major funding at a
future date to continue the microfilm
' system.
' Overtime Reduction- Reduce the A reduced amount of overtime funding 6,000 6,000
funding for overtime will remain. The amount may not be
sufficient(1)to allow attendance at
meetings beyond regular business hours
' for the code enforcement officer,(2)to
provide inspection services beyond the
regular 8-hour day or on weekends,or(3)
' to provide timely plan check services on
sensitive or emergency projects.
1 103
GENERAL FUND OPERATING PROGRAM •
COMMUNITY DEVELOPMENT
Description Service Impact FTE's 2003-04 2004-05
ENGINEERING DEVELOPMENT REVIEW
Reclassify the Principal Civil Engineer While an Associate Engineer is not a 10,600 10,600
Position to a Less Expensive Position- registered engineer like the Principal Civil
Conduct a promotional recruitment to fill Engineer,that position still requires an
the vacant Supervising Civil Engineer engineering degree. Anyone filling it
position(no effect on costs); if the should still have the technical knowledge '
employee in the Principal Civil Engineer to perform most of the required duties.
position is promoted to Supervising Civil There may be more instances where more
Engineer,reclassify the newly vacant complicated issues will need referral to
Principal Civil Engineer position to the Supervising Civil Engineer.
Associate Engineer($10,600 per year).
NATURAL RESOURCES PROTECTION
Regular Salaries—Cost Allocation of Cost allocation to Utility funds for 40,500 40,500 '
Manager and Biologist to Water&Sewer mitigation monitoring corrects accounting
Funds for mitigation monitoring& oversight and has no service impact.
reporting for Water Reuse Plan,Salinas Assuming responsibility for Coon Creek '
Reservoir,Filliponi(5%Manager's time and old Creek Habitat Conservation Plan
& 12%Biologist's time). Also,hourly will affect ability of Biologist to create
estimates for Manager&Biologist on new conservation plans and work on other '
Coon Creek and Old Creek Habitat projects.
Conservation Plan.
Printing Materials and Operating Minimal impact to service levels. The 3,500 3,500
Materials and Supplies Open Space Guides have proven less
expensive to produce than anticipated, '
therefore not as much funding is needed
for printing. Operating materials and
supplies encompass expenses related to
open space acquisitions(i.e.clean-up,
signage,fencing,etc.) Anticipated 2003-
05 acquisitions are primarily easements
that come with fewer needs. ,
Contract Services-Reduce contract with Impact on Land Conservancy should be 7,500 7,500
the Land Conservancy from$15,000 to negligible because of an increase in
$7,500. contracting and other income in the South
County making them less dependent on
City funds.
104 '
GENERAL FUND OPERATING PROGRAM REDUCTIONS
COMMUNITY DEVELOPMENT
1
' Description Service Impact FTE's 2003-04 2004-05
Contract Services-Reduce contract The impact on ECOSLO will be the 11,500 11,500
amount for ECOSLO from$26,500 to reduction of general support,the
$14,000. assumption of the SLO Stewards program
by City staff and reduction of SLO
Stewards newsletter from 4/year to 3/year.
' ECONOMIC DEVELOPMENT
Office Expenses and Travel,Meetings No significant service impacts. 1,200 1,200
and Dues
Web Support-Reduction in web design Reduction in the website design 1,000 1,000
with a majority conducted'in-house"by expenditures will be offset by staffs
staff. increased involvement with design.
' Chamber Directory Ad-Eliminate Could result in decreased program 1,200 1,200
placement of SLO Chamber of Commerce awareness by local businesses,but is
Membership Directory ad. unlikely,given program age and other
media used to develop program awareness
among local businesses.
Marketing-Eliminate other marketing Could result in decreased awareness about 4,000 4,000
and trade show expenses. the program with potential new businesses
but other methods can be used to provide
this information.
tCOMMUNITY PROMOTION
Eliminate Enhanced Promotional Funding is used as start-up money for new 50,000
Funding-At the March 12,2003 major events and other projects that
Promotional Coordinating Committee promote and market the City. Could
meeting,the PCC recommended and effect TOT income and sales tax because
approved elimination of the Enhanced of fewer events or new promotional
' Promotional Fund for 2003-05. (Total projects.
funding is$50,000 averaged over 2 years
for a cost savings of$25,000 per year).
'
TOTALI 0.35 $252,6001 $202 600
1
1
' 105
GENERAL FUND OPERATING PROGRAM REDUCTIONS
'
GENERAL GOVERNMENT
Description Service Impact M.'s 2003.04 2004-06
CITY COUNCIL
Office Supplies and Travel&Meetings Minimal service impact,since Council 2,800 2,800
members typically underspend these
categories. Two new council members
(small reduction of$200 in Professional
Development and$150 in Business
Allowance,total of$700 occurring in '
2005). Existing council members(small
reduction of$150 in Professional
Development and$150 in Business ,
Allowance/council member occurring
both years). Existing Mayor($400-same
areas reduced as for other council '
members occurring both years). New
Mayor($400-Same as for existing
Mayor,total occurring in 2005).
CITY ADMINISTRATION
Temporary Salaries-Eliminate Position is responsible for assisting 0.25 8,600 8,600
temporary salaries. Administration,Economic Development
and Natural Resources with projects. The
position is active with research, '
correspondence,grant writing,procedure
manual updates,public art and special
events. All work will be assumed by
Managers and Administrative Assistants,
where possible. Service reduction will
most likely occur in staffs ability to
respond in as timely a manner to citizen
concerns and will result in staff having to
re-prioritize and possibly forego some
projects. '
Contract Services,Office Expenses and Minimal impact when absorbed by 5 staff. 4,200 4,200
Travel&Meetings Will have some cumulative effect based
on two years of prior training chill. Staff
will research training opportunities that '
are local or available via webstream and
satellite.
106
' GENERAL FUND OPERATING PROGRAM REDUCTIONS
' GENERAL GOVERNMENT
1
Description Service Impact "E's 2003-04 200405
' CITY ATTORNEY
Travel and Meetings Minimal service impact. Will reduce 2,000 2,000
travel so that attorneys can attend League
' Conferences annually,but obtain
mandatory education credits online.
' CITY CLERK
Regular Salaries-Eliminate The office is already functioning at this 1.00 60,000 62,900
Administrative Assistant III Position reduced staffing level.The duties have
' currently vacant due to employee been reassigned to existing staff in City
retirement. Clerk and Administration Departments.
Temporary Services—Eliminate No service impact. There has not been 0.05 2,000
temporary staffing for the election season. any need to hire temporary staff in the
past. The money was budgeted just in
' case it was needed.
Office Expenses and Travel&Meetings Moderate impact to services expected,due 14,800 14,800
' to belt-tightening and close monitoring of
expenditures.
Radio Contract-Reduce contract No service impact. KCPR Radio 8,000 8,000
' services. broadcast agreement amended to reduce
cost from$240 to$20 per broadcast
Council Meetings.
HUMAN RESOURCES ADMINISTRATION
Temporary Staffing-Reduce number of Reduced assistance for vacation coverage 0.18 4,700 4,700
' hours of temporary staffing. and special projects.
Advertising-Reduce newspaper Smaller ads on a less frequent basis will 11,000 11,000
r advertising. reduce the opportunity to advertise
vacancies. With reductions in staffing,
less advertising will be needed.
rAdvertising-Periodicals-Reduce Less frequent advertising in specialty 4,000 4,000
advertising in specialty publications. publications and on the internet will limit
r our ability to recruit qualified applicants
in classifications that have been difficult
to fill.
' Laboratory Services-Reduce No service impact unless there is a 500 500
contingency amount for reasonable significant increase in the need for
suspicion and follow up testing under the reasonable suspicion testing.
r City's Policy on Drug and Alcohol
Testing.
r 107
GENERAL OPERATING
y ss . y REDUCTIONS, .
GENERAL GOVERNMENT
Description Service Impact FTE's 2003-04 200.405
Contract Services-Reduce funding for Need for legal.services has been less over 7,000 7,000
legal expenses. the last twelve months. This could change
with a significant increase in grievances or
disciplinary actions.
Medical Services-Reduce the number of Pre-employment physicals would only be 3,800 3,800
pre-employment physicals. required for police,fire and
maintenanceflaborer positions,instead of
all regular employees.
Personnel Services-Reduce testing With staffing reductions,fewer written 800 800 '
materials and services. tests and clerical testing services should
be needed.
Print and Reproduction-Reduce Most job openings are posted on the web, 1,300 1,300
printing of job flyers and recruitment so fewer job flyers and recruitment
brochures brochures should be needed.
Publications&Subscriptions-reduce . Only publications and subscriptions most 200 200 '
number of publications and subscriptions critical to keeping up on HR issues will
be ordered.
Education and Training--Reduce Reduce food and other expenses at OV 1,100 1,100
funding for Organizational Vitality by 4%. activities.
RISK�MANAGEMENT_��.
Temporary Staffmg-Eliminate No assistance for updating policies and 0.05 1,000 1,000
temporary staffing hours. procedures.
Contract Services-Reduce funding for Reduced ability to respond for requests 7,000 7,000
safety audits. for assistance from departments in
reviewing safety issues that come up.
Professional Conferences-Eliminate PARMA would be the only conference 400 400
funding for conferences(other than Public attended by the Risk Manager. '
Agency Risk Management Association).
Contract Services-Reduce funding for By acquiring the contract through a 5,000 5,000 1
Employee Assistance Program contract. broker,we were able to reduce the rate for
the EAP contract.
Medical Services-Reduce funding for Number of participants has leveled off 700 700 I
blood draws as part of the Wellness and several faithful members have retired.
Program. If there is a sudden increase in '
participation,the spring blood draw may
be eliminated or employees may be asked
to cover the cost.
108
GENERAL FUND OPERATING PROGRAM REDUCTIONS
GENERAL GOVERNMENT
1 - -
' Description Service Impact FTE's 2003.04 200405
Publications and Subscriptions-Reduce Less new material for employees to check 600 600
funding for the purchase of videos,tapes out for Wellness Program credit.
' and books for the Wellness library.
Wellness Reimbursement-Reduce the Number of participants has leveled off 3,600 3,600
' number of wellness reimbursements and several faithful members have retired.
available. If there is a.sudden increase in
participation,the spring reimbursement
' may have to be reduced.
Education and Training-Reduce Instead of an outside speaker,more of 200 200
amount available for"Brown Bag" these will be done by the Wellness.
educational presentations. Coordinator.
Professional Conferences-Eliminate This has been used for the Wellness 400 400
' Wellness funding. Coordinator to update her skills in
ergonomic assessment. Staff will look for
local training opportunities that can be
' funded through department's regular
Education and Training budget.
' FINANCE.ADMINLSTRATIOrC-.' �u:
Reduced Administrative Support- By reducing department support,this will 0.50 22,500 47,900
' Eliminating the.Administrative Assistant impact the productivity of managers and
III position when the incumbent retires in direct service providers in the department.
November 2003 will save$59,500 This will translate into reduced customer
annually. This savings will be partly service to the organization and public in
' offset by the need to backfill some of the all areas of the department's operations.
lost productivity with a part-time clerical
assistant(City Worker VI at 1,000 hours:
' $14,500),resulting in net cost savings of
$45,100 annually.
' Web Site Support-Eliminating web We will not make any expansions to the 3,600 3,600
contract-services for website support will Finance web site over the next two years.
save$3,600 annually.
1
109
GENERAL FUND OPERATING PROGRAM REDUCTIONS
GENERAL GOVERNMENT
Description Service Impact FTE's 2003-04 2004-05
REVENUE MANAGEMENT
Department Reorganization- This will result in reduced organizational 1.00 96,000 100,500
Eliminating the Revenue Manager capacity to manage the City's resources.
position and reorganizing the Department While impacts on day-today services '
into two divisions(Fiscal Services and should be minimal,this will mean fewer
Information Technology)will result in net resources will be available to monitor
savings of$77,400,after accounting for revenue trends,prepare longer-term plan,
position savings less reclassification costs continue"best practices reviews"and take
in upgrading the Accounting Manager advantage of cost reduction opportunities
position to Finance Manager to reflect the such as refinancings or innovative fiscal
significant increase in scope of duties. management tools. Although it is difficult
to quantify these"lost opportunity costs"
in preserving the City's long-term fiscal
health,they are nonetheless real.
INFORMATION SYSTEMS MANAGEMENT
Revised Standard Workstation Cost- Given rapid changes in technology and 45,000 45,000
The City's current replacement policy sets our policy of retaining workstations for
the standard"desktop"workstation cost at 3.5 years,reducing the capabilities of
$2,500,including monitors,City-standard replacement computers will have some
application software,takes and delivery; impact in achieving our goal of staying
and the cost standard for laptops and current with technology,especially as
GIS/CAD workstations is set at 1.5 times units approach the end of their 3.5-year
the desktop standard. Based on the City's life. However,this impact is largely offset
current estimated life of 3.5 years per unit, by improvements in pricelperformance
reducing the desktop standard from since this standard was set in 1996.
$2,500 to$2,000(and related decreases in
laptop and GIS-CAD costs)results in
annual savings of$45,000.
Reduced Organization-Wide Training- Reducing user training opportunities may 20,000 20,000 '
Reducing the budget for organization- result in lower productivity.
wide IT training by 50%will save
$20,000 annually.
110
GENERAL FUND OPERATING PROGRAM REDUCTIONS
GENERAL GOVERNMENT
Description Service Impact FTE's 2003.04 2004-05
' Reduced Customer Support-There are Reduced availability of technicians during 10,000 10,000
a number of network support and regular working hours for other staff is
' maintenance functions that can only be likely to result in reduced productivity,
performed by taking the system off-line. since it will take longer to respond to user
To minimize the impact on users,this problems.
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.
PUBLIC WORKS ADMINISTRATION
' Non-Staffing Operating Program Decreases occurred in areas such as utility 41,400 41,400
Reductions-All program managers costs(due to energy conservation
carefully reviewed their budgets to reduce projects)and materials and supplies.
' costs where possible. Overall,the base- These impacts will be experienced by all
operating budget was reduced below the programs across a number of non-staffing
original budget in the first year and line items,resulting in a leaner,tighter
' second year instead of the 3%COLA as budget with little room for error or
permitted. emergencies.
r GEODATA SERVICES
Reduce GIS Application Development- Public Works has determined that the 0.50 16,800 16,800
Eliminate the half-time temporary City overall service impact of this reduction
r Worker VII position.This position is will be low. Development of lower
currently filled. priority GIS applications will be delayed.
Response times to customer departments
will be somewhat longer.
r
1
r
r 111
GENERAL FUND OPERATING PROGRAM REDUCTIONS '
GENERAL GOVERNMENT
Description Service Impact FTE's 2003-04 2004-05
BUILDINGS ,
Realign Janitorial Maintenance and Public Works has determined that the 1.00 13,400 15,900
Street Light Maintenance- 1. overall service impact of this reduction '
Eliminate one vacant full-time regular will be low. There will be no janitorial
Maintenance Worker I position that has service impacts for restrooms,break
performed janitorial maintenance at City rooms,and kitchen areas. Janitorial
Hall. ($57,600 per year) service for remaining areas will suffer ,
slightly on one day of the week.
2. Add contract janitorial service at City To the extent that a portion of janitorial
Hall,Public Works Offices,Parks and service is preventive maintenance,there
Recreation Offices,and Corporation Yard will be a minor amount of long-term
Offices. Continue to service restrooms additional deterioration to facilities that ,
and break rooms daily. Reduce service in will have to be corrected through capital
remaining areas to four days per week. projects in the future.
(+$115,400 per year)
3.Reduce contract janitorial service at the There will be no service impacts for '
Jack House,Meadow Park,the Recreation street light maintenance. The current
Center,the Senior Center,and the Library required response time on contract service
Community Room by 16 percent. calls is 14 days. Most responses under in-
Continue to service restrooms and kitchen house maintenance will occur within
areas daily. Reduce service in remaining seven days.
areas to four days per week. ($11,300 per
yam)
4. Reassign two Maintenance Worker II
positions from janitorial service at Public
Works Offices,Parks and Recreation t
Offices,and Corporation Yard Offices to
craft maintenance service at various
locations,including recently added
responsibilities at the Police and Fire
facilities. (No effect on costs)
5.Reassign one Building Maintenance '
Technician(who is an electrician and has
previous private sector experience with '
industrial lighting)to spend up to one half
of his time maintaining the City's street
lights. (No effect on costs) '
6. Eliminate the City's street light '
maintenance contract. ($55,700 per year).
112 '
GENERAL FUND OPERATING
GENERAL GOVERNMENT
oesbrvion Serv_IceImpact FTE's 2003.04 2004.05
7.Reduce janitorial supplies expense.
($10,000 per year)
1 8. Increase street light maintenance
supplies expense. (+$6,000 per year)
Implementing this reduction option will
' require acquisition of a.lift truck for street
light maintenance at a one-time cost of
$70,000. Implementing this reduction
' option will also require out-of town
training for certification of the Building
Maintenance Technician to work on street
lights. This training will have a one-time
' cost of$3,500.All portions of this cost
reduction option can be implemented
effective 07/01/03 with the exception of
' the shift to in-house street light
maintenance,which can be implemented
effective 10/01/03.
Reduce Janitorial Maintenance- Public Works has determined that the 30,300 30,300
Continue to service restrooms,break overall service impact of this reduction
' rooms,and kitchen areas daily. Reduce will be moderate. There will be no
service in remaining areas from four days janitorial service impacts for rest rooms,
per week to three days per week. This break rooms,and kitchen areas. Janitorial
t option cannot be implemented without service for remaining areas will suffer
first implementing the option to realign somewhat on two days of the week. To
janitorial maintenance and street light the extent that a portion of janitorial
' maintenance. service is preventive maintenance,there
will be long-term additional deterioration
to facilities that will have to be corrected
' through capital projects in the future.
113
I-GENERAL FOND OPERATING PROGRAM REDU.CTIONS
GENERAL GOVERNMENT '
Description Service Impact FTE's r'2003,0472004-05 '
Redirect Quarterly Janitorial Public Works has determined-that the 19,600 19,600
Maintenance- Assign the Maintenance overall service impact of this reduction
Worker 11 positions the quarterly janitorial will below. The Maintenance Worker 11 ,
maintenance tasks now assigned to positions will spend about 775 fewer
contractors;and eliminate quarterly hours each year on craft maintenance. As
maintenance tasks from the janitorial a consequence,there will be some long-
maintenance contracts. This cost term additional deterioration to facilities '
reduction option can be implemented that will have to be corrected through
effective 07/01/03. This option cannot be capital projects in the future.
implemented without first implementing '
the option to realign janitorial
maintenance and street light maintenance.
FLEET_MANAGEMENTI
Reduce Fleet Maintenance— 1. Public Works has determined that the 0.20 27,700 29,200
Eliminate one vacant half-time regular overall service impact of this reduction
Heavy Equipment Mechanic position. will be moderate. Turnaround time
($34,800 per year) for repairs on complicated equipment may '
increase.
2.Add a third-time temporary City Preventive maintenance intervals for
Worker III position to perform vehicle newer vehicles will be extended from four
shuttling and parts chasing tasks. months to six months. Problems may go
(+$7,100 per year) undetected for longer periods and may
result in more expensive repairs.
3. This cost reduction option can be Because preventive maintenance ,
implemented effective 07/01/03,assuming theoretically extends service life,ultimate
that one existing Heavy Equipment service.life may be shortened,with the
Mechanic retires in May 2003 as likely effect being lower surplus values
expected. upon disposal.
TOTA 4.73 1 $500,0001 $538,8001
1
114