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07/01/2003, - CAPITAL IMPROVEMENT PLAN APPENDIX B 2003-05 FINANCIAL PLAN
city of san ' tuis OBISPO PRELIMINARY t 1 t M Damon Garcia Sports Fields A y Keeping SLO Green with Recycled Water Appendix B 1 Capital Improvement Plan 2003 -05 FINANCIAL PLAN 1 July 1, 2003 I city of San WIS OBI SPO I DAVID F.ROMERO, MAYOR CHRISTINE MULHOLLAND,VICE MAYOR JOHN EWAN, COUNCIL MEMBER KEN SCHWARTZ, COUNCIL MEMBER ALLEN K. SETTLE, COUNCIL MEMBER I Ken Hampian, City Administrative Officer I Prepared by the Department of Finance Bill Statler, Director of Finance/City Treasurer Carolyn Dominguez, Accounting Manager I I Appendix B Capital Improvement Plan I 2003-05 FINANCIAL PLAN July 1, 2003 I CAPITAL IMPROVEMENT PLAN TABLE OF CONTENTS Section 1 Fire& Environmental Safety INTRODUCTION Fire Engine Lights 44 Cardiac Monitor 47 Purpose and Scope I Fire Station No.4 Access 49 Organization 1 Fleet Replacement 51 General Fund CIP Projects 1 Public Utilities Fiscal Condition Summary 2 CIP Highlights 3 Project Evaluation 5 Water Services Status of Current CIP Projects 6 Source of Supply Polices and Objectives 6 Groundwater Development 53 CIP Preparation Process 7 Water Reuse Master Plan 56 Section 2 Water Treatment Plant u CIP SUMMARY Major Facility Maintenance 59 11 Master Plan Implementation 61 Fleet Replacement 64 Summary of Expenditures by Function 8 Summary of Expenditures by Source 9 Water Distribution Master Plan Implementation 66 p Project Detail and Phasing Distribution System Improvements 70 u Public Safety 10 Downtown Fire Sprinklers 75 Public Utilities 11 Polybutylene Replacements 78 Transportation 13 Utilities Telemetry System Upgrade 80 Leisure,Cultural and Social Services 16 Fleet Replacement 83 Community Development 18 General Government 19 Utilities Conservation Project.Expenditure by Source Fleet.Addition 90 Capital Outlay Fund 20 CDBG Fund 22 Administration and Engineering Parkland Development Fund 23 Fleet Replacement 92 Transportation Impact Fees Fund 24 Open Space Protection Fund 25 Wastewater Services Equipment Replacement Fund 26 Wastewater Collection Enterprise and Agency Funds 27 Tank Farm Gravity Sewer and Lift Station 94 Voluntary Service Lateral Rehabilitation 97 Section 3 Collection System Improvements 100 PROJECT DESCRIPTIONS Fleet Replacement 104 Q Reclamation Facility Public Safety Major Facility Maintenance 108 Facility Master Plan Implementation 1.12 Police Protection Fleet.Addition 115 Public Safety Dispatch Upgrade 29 Fleet Replacement 117 Police Facilities Development 33 Fleet Replacement 36 D (a) CAPITAL IMPROVEMENT s • • TABLE OF CONTENTS t Whale Rock Reservoir Parking 1 Facility Maintenance and Equipment Electronic Parking Signs 200 Replacement 119 Land Acquisition for Future Garages 202 1 Old Creek Habitat Conservation Plan 122 North Area Regional Facility: Parking 204 Fleet Replacement 125 Palm-Nipomo Parking Garage 206 Fleet Addition 208 ' Transportation Transit Streets Bus Stop Improvements 210 Capital Cost of Contracting 213 Pavement Maintenance Fleet Replacement 215 Reconstruction and Resurfacing 126 North Area Regional Facility:Transit 217 Fleet Replacements 129 General Street Maintenance Leisure,Cultural and Social Services Neighborhood Traffic Management 131 1 Foothill Boulevard Bridge 133 Parks and Recreation Higuera.Street Widening:Marsh to High 136 Santa Barbara Street Widening: Recreation Programs High to Broad 139 Therapy Pool 220 1 South Street Widening: Higuera to Beebee 143 Playground Equipment Replacement 223 Parks and landscape Traffic Safety Improvements 146 Johnson ark.Piciuc Area Renovation 228 Bridge Replacement and Rehabilitation 148 ' Santa Rosa Park Turf Installation 230 Guardrail Improvements 151 Sinsheimer Tennis Court Resurfacing 232 Prado Road Bridge Widening 154 Bullock-Orcutt Realignment&Signalization 157 Tree Maintenance on South Higuera 234 ' Higuera-Prado Right of Way Acquisition 161 fleet Replacement 236 Swim Center Los Osos Valley Road Interchange 164 Traffic Signals and Street Lights High Rate Sand Filtration 239 Traffic Safety Report Implementation 168 Swim Center Painting 241 ' Go Signal Installation-Broad and Pacific 170 Golf Course Street Light Electrical Service Boxes 172 Fleet Replacement 243 Street Light Replacement 174 Cultural Services Creek and Flood Protection Jack House Fire Sprinklers 245 Silt Removal 177 Jack House Foundation Repairs 247 Public Art 249 Pedestrian and Bicycle Paths Community Development 1 Garden Street Makeover 179 Railroad Safety Trail: Phase 3 182 Natural Resources Protection Railroad Safety Trail: Phase 4 186 ' Open Space Preservation 251 Pedestrian Transportation Plan 190 Sidewalk Repair 192 City to Sea Greenway Pre-Mitigation 254 Crosswalk Light Installation: Higuera Froom Creek Road Decommissioning 256 ' at Garden 194 Programmable Speed Limit Sign 196 CIP Project Engineering Sidewalk Accessibility Improvements 198 Fleet Addition 258 ' (b) i CAPITAL IMPROVEMENT . , ' TABLE OF CONTENTS IGeneral Government Section 6 CIP PREPARATION PROCESS Information Systems Financial Management System 260 Overview 386 FoxPro Data base Conversion 262 Summary of Major Policy Documents 387 Intranet Design and Development 264 Budget Glossary 390 Technology Infrastructure Improvements 266 Major Preparation Guidelines . 394 Technology Management Improvements 270 CIP Budget Calendar 397 Strategic Systems and Software Improvements 273 Radio System Upgrade 276 GeoData Services Aerial Photos 279 Buildings Maintenance Corporation Yard Administration Building Roof Repair 282 Fleet Replacement 284 ' CIP Reserve Contingency for 1 General Fund CIP Projects 286 Section 4 STATUS OF CURRENT CIP PROJECTS Overview 287 Status of Major CIP Projects 288 Status of Construction Projects Under Construction 289 ' Under Design 290 Under Study/Environmental Review 291 CIP Financial Report as of April 30,2003 292 Section 5 POLICIES AND OBJECTIVES ' Overview 309 Budget and Fiscal Policies 314 Major City Goals for 2003-05 Summary 334 ' Cost and Funding Summary 335 Work Programs 336 Status of 2001-03 Major City Goals 379 (c) CAPITAL "IMPROVEMENT INTRODUCTION rPURPOSE AND SCOPE 3. Project Descriptions ' Detailed descriptions of each project, including All of the City's construction projects and equipment the following information: purchases costing $15,000 or more are included in a. Function and request title ' the Capital Improvement Plan. (Minor capital b. Project description outlays costing less than $15,000 are included with c. Project objectives the Financial Plan operating"program budgets.) d. Existing situation Through the Capital Improvement Plan (CIP), the e. Goal and policy links City systematically plans, schedules and finances f. Project work completed capital projects to ensure cost-effectiveness and g. Environmental review(if applicable) conformance with established policies and longer- h. Other special review considerations(if term plans. As discussed below under Project applicable) Evaluation, and later under Major City Goals, one of the key drivers of the City's CIP priorities for 2003- i. Project phasing,costs and funding sources 07 are the results of Council goal-setting, which j. Department coordinator and project support ' starts the City's budget process. k. Alternatives ORGANIZATION 1. Project effect on the operating budget m. Location map/schematic design (if ' applicable) The CIP is a four-year plan organized into the same six functional groupings used for the operating 4. Status of Current CIP Projects ' programs: 5. Policies and Objectives 1. Public Safety a. Budget and Fiscal Policies ' 2. Public Utilities b. Major City Goals for 2003-05 3. Transportation c. Status of 2001-03 Major City Goals 4. Leisure,Cultural and Social Services 6. CIP Preparation Process 5. Community Development 6. General Government GENERAL FUND CIP PROJECTS It is composed of six sections: 1. Introduction Maintenance-Only Focus ' 2. Summary of CIP Expenditures As discussed below, the City is facing significant fiscal challenges in balancing the budget for 2003- a. Summary by function for each year. 05. Because of this, the General Fund CIP focuses ib. Summary by funding source for each year. on maintaining, repairing or replacing the facilities, c. Project costs for each CIP projectby infrastructure and equipment already in place. . ' program and phase: study, environmental Compared with past CIF's, this approach has review, design, real property acquisitions, resulted in the following kinds of reductions or site preparation, construction, construction deferrals in General Fund projects: ' management and equipment acquisitions. d. Funding sources for each CIP project. 1 CAPITAL IMPROVEMENT ■ , ■ INTRODUCTION 1. No General Fund money for open space 2. Enterprise Fund projects, like water reuse. acquisition. However, based on available 3. Grant-funded projects, like landscaped medians funding from prior years ($422,000) and grant on Los Osos Valley Road and the therapy pool programs, we still plan on a very aggressive program of open space purchases, estimated at 4. Impact fee-funded projects, like the railroad $5.8 million. As such, while we may be taking a safety trail. "pause" in new General Fund support given our fiscal circumstances, we will still make The essential distinguishing feature of the significant progress in achieving our open space recommended strategy is no funding for "new or preservation goals. added" projects in the 2003-05 Financial Plan from 2. No further street sign replacements. the General Fund. Related to this concept, it should be noted that Engineering design, inspection and 3. No park improvements. (We will do necessary project management resources will not be ' maintenance and replacements, but not significantly affected by this due to the large enhancements or additions.) workloads on "non-General Fund" projects like 4. No new sidewalks. those noted above. 1 5. Reduced pavement maintenance by about FISCAL CONDITION SUMMARY $750,000 per year. However, with the remaining funding for street resealing and resurfacing, we will maintain the gains in overall Preparation and funding of the City's CIP takes pavement condition that we have achieved over place in the context of the City's overall resource , the six years since the Pavement Management capability. While discussed in detail in the 2003-05 Plan was adopted in 1998. Financial Budget Message, the following 6. Reduced police patrol vehicle replacement summarizes our fiscal outlook for 2003-05. frequency, saving$78,000 annually. Toughest Fiscal Outlook in Many Years 7. Reduced public art by about 75%, to $14,000 annually. We recommend setting aside 1/t% for The City is facing its toughest fiscal outlook in over public art—rather than the 1% called for under ten years, since the 1992-94 recession and State our policy—for consistency with our private budget grabs at the same time. As shown below, sector requirements. the revised five-year forecast presented to the 8. Deferral of Garden Street makeover to 2005-07 Council in April 2003 projected an annual "budget ($300,000). gap of about$6.9 million in 2003-05: Basically, if it's "new" or "added"—and funded by Projected Budget rAp:200MB the General Fund—it is not included it in the Preliminary Financial Plan. This "essential $+.0=000 maintenance only"focus saves $3.5 million annually w `S10°°°°°' from the forecast assumptions for CIP costs. As $ 0•ow. discussed below, this accounts for about 50% of the ' fu,aao,aoo� City's overall budget-balancing strategy. 0400010m, (0.0w:ow) -— Important Caveat. There will still be some "new" projects underway in 2003-05, such as: W0°°0°°�1 -- '-- -- 08.0o.001 i.__.-..__........_....._...-_._......_.._.._ -----.._._..__....---........._.__...._i 1. Currently-funded projects just getting started, E 0RevWeaF« asl-A0 MW ^� like the Damon-Garcia sports fields and , Ludwick Center remodel. 2 CAPITAL IMPROVEMENT PLAN ! INTRODUCTION ! While the projected beginning fund balance (one- 4. Implementing selected new revenues as allowed ! time cant'-over from 2002-03 into 2003-04) has under Proposition 218. improved since the revised forecast (from $1.2 million to $1.6 million), the overall gap of about As shown below, expenditure reductions play the $6.9 million has remained the same. largest role in this strategy, accounting for about ! 75% of the total, with CIP reductions accounting for As previously discussed with the Council, there are about 50%. five key factors driving this gap, which together ! create the"perfect storm"for fiscal stress: BUDGET BALANCING STRATEGY closing me Gap 1. Unprecedented increases in retirement costs ! largely due to investment losses by the ❑ New California Public Employee Retirement System Revenues'ues (CalPERS), which the City contracts with for retirement benefits for our regular employees. o Reserves a o CIP ! . 11.% 49% . 2. Increasing insurance costs in all areas: workers ' compensation,general liability and property. Expenditures:74% 3. Tepid trends in our two of three top General o Operating Fund revenues: sales tax and transient Programs Occupancy tax. 25% 4. Infrastructure maintenance costs. CIP HIGHLIGHTS 5. New service responsibilities, most notably maintaining the new Damon-Garcia athletic As summarized below, the two-year CIP for 2003-05 fields currently under construction once they are totals$43.1 million: completed. These are compounded by the continuing threat of Public Safety 1,004,000 435,000 more State budget cuts as it deals with its own very Public.utllities 3,934,600 16,581,700 serious budget issues. Transportation 5,123,100 6,671,800 Leisure,Cultural& Social Services 708,300 550,900 Budget-Balancing Strategy Community Development 3,616,000 2,230,000 General Government I 753,800. _ 963,800 In April 2003, the Council conceptually approved Total $15,139,800 1 $27,933,200 ! the budget-balancing strategy in closing this gap, which consists of: General Fund 3,228,900 1,923,300 Park In-Lieu Fees 18,700 193,800 ! 1. Using available reserves above minimum policy Transportation Impact Fees 434,600 4a2,500 levels. CDsc Fund 214,000 80,000 Other Grants and Contributions 5,302,300 3,795,500 2. Developing a General Fund CIP that is the Equipment Replacement Fund 298,000 84,000 ! lowest possible while reasonably maintaining Date Financing 959,300 1,518,300 Ente rise and Agency Funds 1 4,684,0001 19,595,300 our existing infrastructure-and facilities. ITotal 1 $15,138,800 1 $27,933,200 ' 3. Reducing operating program costs and related service levels. As detailed in Section 3, the primary focus of the 2003-05 CIP is on maintaining existing facilities and infrastructure. However, due to funding through ! 3 CAPITAL IMPPOVEMENTPLAN INTRODUCTION grants, impact fees or the enterprise funds, the CIP 5. Other Wastewater collection system includes some new initiatives. The following improvements($1.8 million) summarizes major CIP projects for 2003-05: I Transportation Plans,Studies and Design 6. Pavement resealing and resurfacing($3.2 million) I We will complete a number of important studies and design efforts during 2003-05 that will set the course 7• Bullock-Orcun realignment and signal ($1.1 for the construction portion of our CIP in the million) I following years. These include: 8. Street widening: Santa Barbara at Broad ($450,000) 1. Groundwater environmental review and design 9. Los Osos Valley Road Phase 1 improvements ($400,000) ($149,000). 2. Utilities telemetry system study and design 10. Railroad safety trail ($540,000) ($100,000) I 11. Land acquisition for future parking garages 3. Water reclamation facility expansion ($1.4 million) environmental review and design($1.6 million) 4. Whale Rock Reservoir: Old Creek habitat 12. Bus stop improvements ($241,000) conservation plan study and design ($190,000) 13. Bus replacements ($825,000) 5. Palm-Nipomo Parking study and environmental Leisure, Cultural& Social Services review ($450,000) 6. Transit North Area Regional Facility (NARF) 14. Therapy pool ($225,000) environmental review ($50,000) 15: Playground and park improvements($450,000) Major Construction and Acquisition Projects 16. Swim center filtration improvements($260,000) While planning for the future will be a big part of Community Development our work program during the next two years, we will 17. Grant-funded open space purchases and habitat also undertake a number of major construction and enhancement($5.8 million) acquisition projects to maintain and improve our facilities and infrastructure, including the following: General Government 18. Radio system replacement($1 million) I .Public Safety 1. Public safety dispatch center upgrade($1.8 Carryover Projects from 2001-03 million) Along with the projects introduced in the 2003-05 Public Utilities Financial Plan, the following major projects previously funded in prior Financial Plans will be ' 2. Water treatment plant improvements ($4.4 underway during 2003-05: million) 3. Water distribution systems improvements ($4:5 1. Building the water reuse system. ' million) 2. Repairing the Foothill Boulevard bridge. 4. Tank Farm gravity sewer and lift station($6 3. Constructing the Damon-Garcia athletic fields. million) 4. Remodeling the Ludwick Community Center. 4 CAPITAL IMPROVEMENT s IINTRODUCTION 5. Installing Los Osos Valley Road landscaped PROJECT EVALUATION medians. ' 6. Renovating the SPRR warehouse and restoring To assist the CAO in developing the recommended historic adobes. CEP for 2003-05, the Budget Review Team and CIP ' CIP Reserve Review Committee evaluated all departmental requests. Review team members included: The City first implemented the General Fund CIP Bill Statler, Director of Finance reserve concept with the 2001-03 Financial Plan, in Wendy George, Assistant CAO light of experiences with the need to fund Carolyn Dominguez,Accounting Manager supplemental project requests, bid-overages on key Betsy Kiser,Principal Administrative Analyst projects (largely due to an adverse construction Karen Jenny,Interim Director of Human Resources market) and unexpected (but necessary) change Jay Walter, City Engineer orders on several key projects in progress. John Mandeville,Director of Community Development While the construction market has improved since Mike McCluskey,Director of Public Works then, and our bid "estimates versus actual" has Paul LeSage,Director of Parks&Recreation ' significantly improved, the fact remains that until John Moss,Director of Utilities study and design phases are completed, construction Deb Linden,Police Chief budgets are "reconnaissance-level" estimates at this In preparing their recommendations, this joint ' stage in the process. As such,creating a modest CIP review team considered the following evaluation reserve is a reasonable way of mitigating this cost factors: concern. ' Moreover, given our significant reductions in the 1. Does it complete an existing project? 2003-05 General Fund CIP based on its 2. Is it mandated by the state or federal "maintenance-only" focus as part of our budget- government? ' balancing strategy, there are fewer opportunities for 3. Is there significant outside funding for the re-scoping or re-phasing other projects in the event project? that supplemental funding needs arise over the next ' two years. 4. Is it necessary to address an immediate public health or safety concern? For 2003-05, the CIP includes funding for a "CIP 5. Was it previously scheduled in the 2001-03 ' reserve" of $250,000 to help ensure adequate Financial Plan? contingency funding for approved General Fund projects. Consistent with the approach taken in 6. Does it implement a Major City Goal for 2003- 2001-03, this represents about 5% of General Fund 05? CIP projects over the next two years. 7. Is it necessary to adequately maintain an asset Given the significantly reduced level of the General we already have? ' Fund CIP, uncertain outlook for several of our key 8. Will it result in significant operating savings in revenues, and the unknown impact of potential State the future that makes a compelling case for cuts to cities, this will help mitigate any unforeseen making this investment solely on a financial ' impacts on the City's financial condition and avoid basis? If yes,how can we ensure that these making even further reductions in an already savings will in fact occur? reduced CIP. t Based on these factors, the joint review team recommended a General Fund CIP to the CAO that ' 5 CAPITAL IMP OVEIVIENT PLAN 1 INTRODUCTION ' is the lowest possible in reasonably maintaining our based on the phase that it is in: construction, ' existing facilities and infrastructure. design or study/environmental review. STATUS OF CURRENT CIP PROJECTS 3. CIP Financial Report. This report presents the financial status of all CIP projects with activity during the fiscal year. As such, it includes The CIP for 2003-07 presents new projects or equipment and land purchases as well as some required supplemental funding for existing ones. completed projects. However, in addition to these projects, there are a a number of projects funded and currently underway Status Report Conclusion from previous Financial Plans that will carryover into 2003-05. The CIP Status Report provided in In preparing this summary, we wanted to achieve Section 4 takes amore focused look at these projects three goals: by showing the financial status for all projects as of April 30, 2003; and qualitative progress by phase 1. Present the status of current projects—"what's (study, design or construction) for all construction already on our plate"—in a comprehensive yet projects• concise way. In accordance with the City's Financial Plan policy, 2. Show how we are doing overall in completing CIP project budget balances will be re-appropriated our CIP workscope: at year-end. Unless a contract has been formally 3. "Free-up" funding for newer, higher priority awarded, CII' project appropriations lapse three projects or programs if we could find lagging, years after budget adoption. lower priority projects. Organization There is good news and bad news in what the report shows: The status report is organized into three sections: Projects on-track. Overall, we are making excellent D 1. Status of Major CIP Projects. This one-page progress in accomplishing our CIP. chart concisely presents our progress to-date on 18 major CIP projects by presenting the"percent No significant new funding opportunities. On the complete" based on the phase that it is in: other hand, given the substantial progress on construction, design or study. approved projects, we were not able to identify any significant funding opportunities for new projects. As reflected in this summary, we are making For those few projects in preliminary work stages, D excellent progress on our highest priority CIP each has compelling reasons to remain funded. projects. POLICIES AND OBJECTIVES D 2. Status of Construction Projects. Similar to the status report on Major CIP Projects, this report presents the status of all construction projects Budget and Fiscal Policies D currently in progress. As such, it does not include most equipment purchases (such as fleet The overall goal of the City's Financial Plan is to replacements), land acquisitions or payments to link what we want to accomplish over the next two other organizations. It also does not include any years.with the resources required to do so. Formal projects completed during the year: only those statements of fiscal policies and major objectives currently in progress. Like the report on major provide the foundation for achieving this goal. O CIP projects, it presents the status of each project by showing the "percent complete" D CAPITAL IM PROVEIVIENT PLAN INTRODUCTION IThe City's Budget and Fiscal Policies are set forth Major City Goals in the Policies and Objectives section of the Financial Plan. These include comprehensive In developing the two-year Financial Plan, the policies governing the development and Council sets goals early in the process. These in management of the CIP. For this reason, they are turn drive preparation of the CIP. Provided in ' included their entirety in Section 5 of this Appendix. Section S of this Appendix is a description of the goal-setting process, its relationship to the Financial CIP Budget and Financial Reporting. It is the Plan a summary of the Major City Goals set by the City's policy to prepare our financial statements in Council for 2003-05 and the detailed work programs accordance with generally accepted accounting for each of them. principles (GAAP). While there are no similar ' authoritative principles for budget preparation and CIP PREPARATION PROCESS presentation, the City strives to follow "best budget practices" as recommended by several respected professional organizations, including the National Preparation of the City's CIP is closely integrated Advisory Council on State and Local Budgeting, with the City's goal-setting and overall budgetary Government Finance Officer Association of the process. Section 6 provides background information United States and Canada and the California Society on the CIP and budget process, including ' of Municipal Finance Officers. workshops, public hearings and key dates in the preparation process. Even though there is no "GAAP" for budgets, it is ' the City's policy to prepare our budget (and the financial information it contains) in a format that is consistent with the presentation of financial ' condition and results of operations in our interim and annual financial reports. This means using compatible accounting assumptions in projecting revenues and expenditures, and assuring that prior So year data for revenues, expenditures and changes in fund balance (or working capital in the case of enterprise funds)ties to audited financial statements. CIP Revenues. It is the City's policy to discourage earmarking general-purpose revenues. .For this reason, there are no "dedicated" revenues for CIP purposes, except in limited circumstances where development impact fees have been established to ' recover the cost of new facilities needed to serve new development; and where funding—such as grant programs—is restricted for CIP purposes by an ' outside agency. In general, this means that CIP projects compete ' with resources for delivery of day-today services and other new initiatives. This is appropriate,given that this is the fundamental purpose of the City's ' budget process: balancing limited resources between basic services, new program initiatives, infrastructure maintenance and new facilities. 7 CAPITAL IMP,ROYEMENT PLAN-SUMMARY SUNIMARY OF CIP EXPENDITURES BY FUNCTION 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED PUBLIC SAFETY Police Protection 895,000 935,000 4,162,800 405,000 Fire and Environmental Safety 109,000_ Total Public Safety 1,004,000 935,000 4,162,800 405,000 PUBLIC UTILITIES Water Services 2,191,600 7,339,700 4,868,200 2,014,000 Wastewater Services 1,486,000 9,142,000 1,649,300 19,492,000 Whale Rock Reservoir 257,000. 100,000 80,500 Total Public Utilities 3,934,600 16,581,700 6,598,000 21,506,000 TRANSPORTATION Streets 4,292,100 2,966;800 6,194,000 12,977,300 Creek and Flood Protection 70,000 50,000 70,000 35,000 Pedestrian&Bicycle Paths 205,000 655,000 765,000 2,400,000 B Parking 400,000 1,840,000 4,900,000 350,000 Transit 156,000 11160,000 950,000 1,450,000 Total Transportation 5,123,100 6,671,800 12,879,000 17,212,300 LEISURE,CULTURAL AND SOCIAL SERVICES Parks and Recreation 660,700. 532,800 80,100 126,000 Cultural Services 47,600_ 18,100 76,200 _ 29,600 Total Leisure, Cultural and Social Services 708,300 550,900 156,300 155,600 COMMUNITY DEVELOPMENT Natural Resource Protection 3,600,000 2,230,000 450,000 400,000 Construction Regulation 16,000 Total Community Development 3,616,000 2,230,000 450,000 400,000 GENERAL GOVERNMENT Information Systems 441,800 963,800 1,712,800 1,225,000 Geo-Data Services 40,000 Buildings 22,000 26,000 CIP Reserve 250,060 Total General Government 753,800 963,800 1,738,800 1,225,000 TOTAL 15,139,860 27,933,200 25,984,900 40,903,900 8 CAPITAL IMPROVEMENT • SUMMARY ' SUMMARY OF CIP EXPENDITURES BY FUNDING SOURCE 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED ' CAPITAL OUTLAY FUND General Fund 3,228,900 1,923,300 7,529,100 3,227,400 Debt Financing 959;300 1,818,800 160,000 200,000 Federal and-State Grants 1,777;300 1,765,500 1,486,300 9,685,200 Total Capital Outlay Fund 5,965,500 5,507,600 9,175,400 13,112,600 ' COMMUNITY DEVELOPMENT BLOCK GRANT(CDBG)FUND Federal Grants 214,000. 80,000 80,000 80,000 1 PARKLAND DEVELOPMENT FUND Park In-lieu Fees 18,700 193,800 TRANSPORTATION IMPACT FEE FUND ' Transportation Impact Fees 434,600 442,500 3,306,800 3,472,700 ' OPEN SPACE PROTECTION FUND General Fund 200,000 200,000 Grants 3,525,000 2,030,000 250,000 200,000 ' Total 3,525,000 2,030,000 450,000 400,000 EQUIPMENT REPLACEMENT FUND General Fund 2.98,000 84,000 218,000 205,000 ENTERPRISE AND AGENCY FUNDS Water Fund 2,225,400 7,344,200 5,039,400 2,136,500 Sewer Fund 1,519,800 9,146,500 1,820,700 19,614,500 Parking Fund 496,900 1,842;300 4,982,800 395,300 Transit Fund 172,900 1,162,300 831,300 1,487,300 Golf Fund 12,000 Whale Rock Fund 257,000 100,000 80,500 Total Enterprise and Agency Funds 4,684,000 19,595,300 12,754,700 23,633,600 TOTAL $15,139,800 $27,933,200 $25,984,900 $40,903,900 9 PROJ-ECT DtTAIL AND PHASING PUBLIC SAFETY 2003-04 2004-05 2005-06 2006-07 ' BUDGET BUDGET PROPOSED PROPOSED _0�wct!PR&Ectm ' Public Safety dispatch upgrade Facilities upgrade ' Design 50,000 Construction 540,000 160,000 Construction management 50,000 Dispatch consoles/furniture Design 100,000 Equipment acquisition 900,000 ' Construction management 75,000 EOC dispatch center Design 20,000 Equipment acquisition 200,000 Construction management 20,000 Police facilities development Acquisition 2,700,000 ' Construction 860,800 Equipment acquisition 250,000 Vehicle replacements I Sedans-administration 40,000 20,000 20,000 Passenger van 21,000 Sedans-patrol 93,000 155,000 Utility vehicle-patrol 33,000 Motorcycles 15,000 45,000 30,000 Total Police Protection 895,000 935,000 4,162,800 405,000 -• Fire engine lights 17,000 I Cardiac monitor 18,000 Access to Station No.4 45,000 Fleet replacement:sedan 29,000 1 Total Fire&Environmental Safety 109,000 TOTAL PUBLIC SAFETY $1,004,000 $935,000 $4,162,800 $405,000 1 Costs are jor construction or acquistion unless noted otherwise. 10 I i PROJECT DETAIL AND PHASING PUBLIC UTILITIES 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED WATER SERVICES Source of Supply Groundwater development Environmental review 150,000 Design 250,000 Construction 2,000,000 Construction management 50,000 Water reuse master plan 250,000 250,000 Water Treatment Plant Major facility maintenance ' Study 20,000 Construction 100,000 100,000 50,000 Master plan implementation ' Design 197,600 Construction 4,000,000 Construction management 209,700 Fleet replacement-pickup 16,000 ' Water Distribution Distribution master plan implementation ' Environmental review 20,000 Design 80,000 50,000 Construction 400,000 1,430,000 506,000 150,000 ' Distribution system improvements 1,000,000 1,000,000 1,000,000 1,000,000 Downtown sprinkler reimbursement 25,000 .25,000 Polybutylene water service replacement 250,000 250,000 250,000 250,000 Telemetry system upgrade Study 50,000 Construction 507,200 198,000 Fleet replacement: 1/2 ton pickups 16,000 16,000 2 ton service body trucks 180,000 Backhoe 75,000 ' Utilities Conservation Fleet addition-pickup 16,000 tAdministration and Engineering Fleet replacement:utility vehicle 26,000 Total Water Services 2,191,600 7,339,700 4,868,200 2,014,000 Costs arefor construction or acquisrion unless noted otherwise. 11 • . OJECT DETAIL AND PHASING PUBLIC UTILITIES 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED WASTEWATER SEkVICEt Wastewater Collection Tank Farm gravity sewer& lift station 6,000,000 Voluntary sewer lateral rehab program 150,000 150,000 150,000 150,000 Collection.system improvements 700,000 750,000 750,000 750,000 Telemetry system upgrade Study 40,000 Construction 217,300 462,000 Fleet replacement: 1-ton step van 100,000 Service body truck 67,000 Flat bed truck 60,000 Reclamation Facility 1 Water reclamation facility maintenance 520,000 475,000 478,000 480,000 Water reclamation facility master plan Environmental review 200,000 Design 1,400,000 Construction 15,900,000 ' Construction management 1,750,000 Fleet addition-sedan 16,000 Fleet replacement-flat bed truck 54,000 Total Wastewater Services 1,486,000 9,142,000 1,649,300 19,492,000 WHALE�FiOCK RESERVOIR ' Whale Rock Operations Facility maintenance and equipment replacement. 120,000 1 Old Creek habitat conservation plan Study 100,000 Design 90,000 Telemetry system upgrade Study 10,000 Construction 80,500 Fleet replacement-loader 37,000 Total Whale Rock Reservoir 257,000 100,000 80,500 TOTAL PUBLIC UTILITIES $3,934,600 $16,581,700 $6,598,000 $21,506,000 ' Costs are for construction or acquistion unless noted otherwise. 12 PROJECT 0 fTRANSPORTATION ' 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED Pavement Maintenance Street reconstruction,resurfacing,resealing 1,525,000 1,570,800 1,617,900 1,666,400 Fleet replacement:backhoe 75,000 General Street Maintenance Neighborhood traffic management 18,000 18,000 18,000 18,000 Foothill Boulevard bridge Design 35,000 1 Land acquisition 16,000 Construction 1,810,000 Street widening Higuera-Marsh to High ' Land acquisition 992,100 Construction 1,262,900 Street widening on Santa Barbara-High/Broad ' Land acquisition 130,000 Construction 320,000 Street widening on South-Higuera to Beebee 50,000 ' Traffic safety improvements 35,000 35,000 35,000 35,000 Bridge replacement and rehabilitation Environmental review 180,000 Design 250,000 ' Land acquisition 20,000 Guardrail improvements Design 35,000 ' Construction 75,000 75,000 Construction management 20,000 20,000 Prado Road bridge widening ' Environmental review 190,000 Design 470,000 Land acquisition 20,000 ' Bullock-Orcutt realignment&signal 270,000 824,000 Higuera-Prado right of way acquisition Land acquisition 63,100 1 LOVR interchange improvements Design 500,000 Land acquisition 1,636,000 600,000 Construction 139,000 8,800,000 Construction management 10,000 450,000 Traffic Signals and Street Lights Traffic safety report implementation 95,000 Traffic signal at Broad&Pacific 120,000 Street light electrical service boxes 50,000 50,000 50,000 50,000 1 Street light replacement-Broad Street 85,000 Total Streets 4,292,100 2,966,800 6,194,000 12,977,300 Costs are far construction or acquistion unless noted otherwise. 13 PROJECT s , DETAIL , TRANSPORTATION 1 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED CR,E-EK AND FLOOD PRPTECTION 1 Silt Removal Tank Farm 35,000 By-pass channel at wastewater plant 35,000 Railroad culvert at Morrison 50,000 Prefumo Creek 70;000 ' Marsh Street bridge 35,000 Total Creek and Flood Protection 70,000 50,000 70,000 35,000 PEbtsfRm AND BICYCLE PAT;HS Garden Street makeover 300,000 Railroad safety tail-Phase 3 Land acquisition 170,000 Design 260,000 1 Construction 2,250,000 Railroad safety trail-Phase 4 65,000 305,000 Pedestrian transportation plan 1 Study 25,000 Sidewalk repair 60,000 60,000 70,000 70,000 Crosswalk light installation Higuera at Garden 30,000 1 Programmable speed limit sign installation 40,000 Sidewalk ramps 80,000 80,000 80,000 80,000 Total Pedestrian and Bicycle Paths .205,000 655,000 765,000 2,400,006 ' 1 1 1 1 Costs are for construction or acquistion unless noted otherwise. 14 1 �PROJECT DETAIL TRANSPORTATION t2003-04 200405 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED Electronic parking signs Design 25,000 25,000 Construction 35,000 40,000 Equipment acquisition 140,000 75,000 ' Land acquisition for future parking garages Study 25,000 Land acquisition 1,400,000 1,400,000 NARF-Parking ' Land acquisition 3,500,000 Design 350,000 Palm-Nipomo Parking Garage ' Study 150,000 Environmental review 300,000 Fleet addition-utility scooter 25,000 1 Total Parking 400,000 1,840,000 4,900,000 350,000 1 . Bus stop improvements ' Study 1,000 Construction 10,000 10,000 Equipment acquisition 46,000 174,000 Capital costs of contracting Equipment acquisition 50,000 50,000 50,000 50,000 Fleet replacement-3 buses 825,000 NARF-Transit ' Environmental review 50,000 Land acquisition 100,000 900,000 Construction 1,400,000 fTotal Transit 156,000 1,160,000 950,000 1,450,000 ' TOTAL TRANSPORTATION $5,123,100 $6,671,800 $12,879,000 $17,212,300 I Costs are for construction or acquistion unless noted otherwise. 15 PROJECT LEISURE,CULTURAL& SOCIAL SERVICES 2003-04 200405 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED PARKS AND • Recreation Programs Therapy pool Design 25,000 Construction 200,000 Playground equipment replacement ' Anholm Park Design 7,500 Construction 57,500 Throop Park Design 6,500 Construction 62,500 French Park Design 9,500 Construction 97,700 Laguna Lake Park Design 9,200 Construction 96,100 Meadow Park Design 15,100 1 Construction 126,000 Parks and Landscape Johnson Park picnic area renovation 45,000 Santa Rosa Park turf installation 45,000 Sinsheimer Park tennis court resurfacing 25,000 ' Tree maintenance So.Higuera Elks to LOVR 32,000 Fleet replacement: Lift truck 2-ton 154,000 ' Truck 1-ton 49,000 Swim Center High rate sand filtration Construction 250,000 Construction management 10,000 Swim center painting 65,000 Golf Course Rotary mower 12,000 , Total Parks and Recreation 660,700 532,800 80,100 126,000 Costs are far construction or acquistion unless noted otherwise. 16 [PROJECT DETAIL AND PHASING 1 LEISURE,CULTURAL & SOCIAL SERVICES 2003-04 200405 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED 1 Jack House fire sprinklers 30,000 ! Jack House foundation repair; Design 7,000 Construction 58,E 1 Public Art 17,600 11,100 . 18,200 29,600 Total Cultural Services 47,600 18,100 76,200 29,600 1 TOTAL LEISURE,CULTURAL AND SOCIAL SERVICES $708,300 $550,900 $156,300 $155,600 ! 1 1 1 ! 1 1 1 1 1 1 Costs are for construction or acquistion unless noted otherwise. 17 PROJECT PHASING 1 COMMUNITY DEVELOPMENT 1 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED NATURAL RE�,bURCES OROfECTION 1 Natural Resources Protection_ Open Space Preservation 1 Land Acquisition 3,525,000 2,030,000 450,000 400,000 City to Sea greenway pre-mitigation 200,000 Froom Creek Road decommissioning 75,000 1 Total Natural Resources Protection 3,600,000 2,230,000 450,000 400,000 s s • 1 CIP Project Engineering Fleet addition: Pick-up 16,000 Total Construction Regulation 16,000 1 TOTAL COMMUNITY DEVELOPMENT $3,616,000 $2,230,000 $450,000 $400,000 1 1 1 1 1 1 1 Costs are for construction or acquistion unless noted otherwise. 18 I -�PROJECT DETAIL AND PHASING GENERAL GOVERNMENT 2003-04 200405 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED I*NFORMAT-10-14 Financial management system Study 150,000 Equipment acquisition 800,000 FoxPro database conversion 150,000 Intranet design and development Design 20,000 Equipment acquisition 25,000 Technology infrastructure improvements ' Server migration to Windows 2000 75,000 Desktop Conversion to Office XP 90,000 Migration to Microsoft outlook exchange 132;800 Voice-over-IP implementation 250,000 ' Secure data center implementation 50,000 Technology management improvements Systems management server 22,500 ' Security initiatives 45,000 Disaster recovery plan update 100,000 IT strategic plan update 150,000 Storage area network implementation 300,000 Off-site disaster recovery implementation 75,000 Strategic systems&software improvements Electronic document management system 650,000 ' E-Government improvements 150,000 Public key infrastrucutre strategy(Study) 60,000 Hybrid web infrastructure implementation 25,000 ' Radio system upgrade Design 35,000 Equipment acquisition 918,800 Construction management 69,300 Total Information Systems 441,800 963,800 1,712,800 1,225,000 GEbDATA SERVICES Aerial photos 40,000 Total GIS 40,000 Corporation yard admin building roof repair 22,000 Fleet replacement:service body cock 26,000 Total Buildings 22,000 26,000 C(P RESERVE Contingency for General Fund CIP projects 250,000 Total CIP Reserve 250,000 TOTAL GENERAL GOVERNMENT $753,800 $963,800 $1,738,800 $1,2251000 ' Costs are for construction or acquistion unless noted otherwise. 19 PROJECT ■ ° ■ BY FUNDING SOURCE CAPITAL OUTLAY FUND 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED GENERAL�V4b --- Police Protection Police facilities development 3,810,800 Fire&Environmental Safety Fire engine lights 17,000 Cardiac monitor 18,000 ' Access-Fire Station No.4 45,000 Streets Neighborhood traffic management 18,000 18,000 18,000 18,000 * Foothill Boulevard bridge 372,200 Street widening South Higuera to Beebee 50,000 ' Traffic safety improvements 35,000 35,000 35,000 35,000 * Bridge replacement and rehabilitation 90,000 * Guardrail improvements 35,000 * Traffic signal at Broad&Pacific 40,000 Street light electrial service boxes 50,000 50,000 50,000 50,000 * Street light replacement-Broad Street 45,000 Street reconstruction,resurfacing,resealing 1,525,000 1,570,800 1,617,900 1,666,400 Pedestrian and Bicycle Paths Garden Street makeover 300,000 * Railroad Safety Trail-Phase 3 300,000 . Pedestrian transportation plan 25,000 Sidewalk repair 60,000 60,000 70,000 70,000 Creek and Flood Protection Silt removal 70,000 50,000 70,000 35,000 Parks and Landscape Maintenance Johnson Park picnic area renovation 45,000 Santa Rosa Park.turf installation 45,000 Sinsheimer tennis court resurfacing 25,000 Tree maintenance-South Higuera 32,000 Parks and Recreation ' * Playground equipment replacement 15,100 126,000 Swim Center high rate sand filtration 260,000 Swim Center painting 65,000 Cultural Services Jack House fire sprinklers 30,000 Jack House foundation repairs 7,000 58,000 Public Art 17,600 11,100, 18,200 29,600 CIP Project Engineering Fleet addition-pickup 16,000 •Project funded by more than one source 20 I PROJECT • • • , • ES BY FUNDING SOURCE ' CAMAL OUTLAY FUND 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED GENERALFUND Information Systems * Financial management system 112,500 600,000 * FoxPro database conversion 105,000 * Intranet design and development 31,400 * Technology infrastructure improvements 115,400 267,800 35,000 * Technology management improvements 15,700 206,400 262,400 * Strategic systems and software improvements 619,400 Geo-Data Services Aerial photos 40,000 Buildings Corporation yard building roof repair 22,000 CIP Reserve Contingency for General Fund CIP Projects 250,000 Total General Fund 3,228,900 1,923,300 7,529,100 3,227,400 DEBT FINANCING ' Upgrade public safety dispatching Facilities upgrade 640,000 Facilities rehabilitation 160,000 ' Dispatch consoles&furniture 175,000 900,000 EOC dispatch center 40,000 200,000 Radio system upgrade 104,300 918,800 Total Debt Financing 959,300 1,818,800 160,000 200,000 FEDERAL ANDSTATE GRANTS * Railroad Safety Trail-Phase 3 350,000 * Foothill Boulevard bridge 1,488,800 * Bridge replacement and rehabilitation 360,000 * Guardrail improvements 95,000 95,000 ' * Bullock-Orcutt realignment and signalization 600,000 * Street widening on Higuera-Marsh to High 615,300 390,200 * Railroad Safety Trail-Phase 4 58,500 256,500 City-to-Sea Greenway premitigation 200,000 Froom Creek Road decommissioning 75,000 Therapy pool 25,000 200,000 Crosswalk light Higuera at Garden 30,000 Programmable speed limit sign installation 40,000 • Los Osos Valley Road interchange 149,000 386,000 8,850,000 * Widen street Santa Barbara-High to Broad 130,000 320,000 tTotal Federal and State Grants 1,777,300 1,765,500 1,486,300 9,685,200 TOTAL CAPITAL OUTLAY FUND 5,965,500 5,507,600 9,175,400 13,112,600 ' +Project funded by more than one source 21 PROJECT EkPENDITURES BY FUNDING SOURCE COMMUNITY DEVELOPMENT BLOCK GRANT FUND S 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED 1 * Playground replacement Anholm&Throop ** ** Parks 134,000 ** ** 1 Sidewalk accessibility improvements 80,000 80,000 80,000 80,000- TOTAL CDBG FUND 214,000 80,000 80,000 80,000 ' ** No programming of CDBG funds-even on a tentative basis-has been made beyond 2002-03 *Project funded by more than one source 22 1 I PROJECT EXPENDITURESSOURCE PARHI.AND DEVELOPMENT FUND 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED PARK IN-LIEU FEES * Playground replacement-French Park 9,500 .35,200 * Playground replacement-Laguna Lake Park 9,200 33,600 FEDERAL AND STATE GRANTS ' * Playground replacement-French Park 62,500 * Playground replacement-Laguna Lake Park 62,500 ' TOTAL PARKLAND DEVELOPMENT FUND 18,700 193,800 I ' 'Project funded by more than one source 23 PRbJECT EXOENbiTURES BY TRANSPORTATION IMPACT FEE FUND 2003-04 2004-05 2005-06 2006-07 1 BUDGET BUDGET PROPOSED PROPOSED TRANSPORTATION1 • Bullock-Orcutt realignment and signalization 270,000 224,000 Prado Road bridge widening 680,000 I * Street widening on Higuera-Marsh to High 376,800 872,700 * LOVR interchange improvements 1,750,000 1,000,000 * Railroad Safety Trail-Phase 3 170,000 260,000 1,600,000 1 * Railroad Safety Trail-Phase 4 6,500 48,500 * Street light replacement-Broad Street 40,000 Traffic safety report implementation 95,000 Higuera-Prado right of way acquisition 63,100 * NARP-Transit 200,000 TOTAL TRANSPORTATION IMPACT FEES 434,600 442,500 3,306,800 3,472,700 1 1 1 1 1 1 1 1 1 I Project funded by more than one source 24 1 PROJECTSOURCE ' OPEN SPACE PROTECTION FUND ' 2003-04 2004-05 2005-06 .2006-07 BUDGET BUDGET PROPOSED PROPOSED GENERALFUND * Open space preservation&management 200,000 200,000 FEDERAL AND STAtE&RAUTS * Open space preservation&management 3,525,000 2,030,000 250,000 200,000 TOTAL OPEN SPACE PROTECTION FUND 3,525,000 2,030,000 450,000 400,000 *Project funded by more than one source 25 PROJECT BY FLEET REPLACEMENT FUND 2003-04 2004-05 2005-06 2006-07 ' BUDGET BUDGET PROPOSED PROPOSED GENERALFUND Public Safety Police Protection 4 sedans, 1 passenger van 40,000 20,000 21,000 20,000 6 patrol motorcycles 15,000 45,000 30,000 8 patrol sedans 93,000 155,000 1 patrol utility vehicle 33,000 Fire&Environmental Safety Replace utility vehicle with sedan 29,000 Total Public Safety 69,000 35,000 192,000 205,000 ' Transportation Streets Backhoe 75,000 ' Total Transportation 75,000 Leisure,Cultural&Social Services Tree Maintenance 2-ton lift truck 154,000 1 1/2 ton truck 49,000 Total Leisure,Cultural&Social Services 154,000 49,000 ' General Government Building Maintenance 3/4 ton pickup 26,000 Total General Government 26,000 TOTAL EQUIPMENT REPLACEMENT FUND 298,000 84,000 218,000 205,000 ' *Project funded by more than one source 26 i PROJECT EXPENDITURES BY FUNDING SOURCE ENTERPRISE AND AGENCY FUNDS 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED WAMER FUND * Financial management system 15,000 80,000 ' * FoxPro database conversion 15,000 * Intranet design and development 4,500 * Technology infrastructure improvements 16,500 38;300 5,000 I * Technology management improvements 2,300 29,500 37,500 * Strategic systems and software improvements 88,500 * Utilities telemetry system upgrade 50,000 507,100 198,000 Water distribution master plan implementation 500,000 1,480,000 506,000 150,000 Water distribution system improvements 1,000,000 1,000,000 1,000,000 1,000,000 Downtown fire sprinkler reimbursement 25,000 25,000 Groundwater development 150,000 250,000 2,050,000 ' Polybutylene water service replacements 250,000 250,000 250,000 250,000 Water reuse master plan 250,000 250,000 Water treatment plant major facility maint. 20,000 100,000 100,000 50,000 Water treatment master plan implementation 197,600 4,209,700 Fleet addition 16,000 Fleet replacement Utility vehicle-pick up 26,000 Three 112 ton pick ups 32,000 16,000 Two 2-ton service body trucks 180,000 Backhoe 75,000 Total Water Fund 29225,400 7,3449200 .5,039,400 29136,500 - e * Financial management system 15,000 80,000 * FoxPro database conversion 15,000 * Intranet design and development 4,500 * Technology infrastructure improvements 16,500 38,300 5,000 * Technology management improvements 2,300 29,500 37,500 1 * Strategic systems and software improvements 88,500 * Utilities telemetry system upgrade 40,000 217,400 462,000 Tank Farm gravity sewer and lift.station 6,000,000 Voluntary sewer lateral rehabilitation 150,000 150,000 150,000 150;000 Major water reclamation facility maintenance 520,000 475,000 478,000 . 480,000 Water reclamation facility master plan imp. 1,600,000 17,650,000 Wastewater collection system improvements 700,000 750,000 750,000 750,000 Fleet replacement Step van 100,000 Service body truck 67,000 Flat bed trucks 60,000 54,000 Fleet addition-sedan 16,000 Total Sewer Fund 1,519,800 9,146,500 1,820,700 .19,614,500 ' 'Project funded by more than one source 27 PROJECT • • • DITURES BY SOURCE I ENTERPRISE AND AGENCY FUNDS 2003-04 2004-05 2005-06 2006-07 BUDGET BUDGET PROPOSED PROPOSED • ' • Financial management system 4,500 24,000 * FoxPro database conversion 7,500 • Intranet design and development 2,300 • Technology infrastructure improvements 8,300 19,200 2,500 • Technology management improvements 1,100 14,800 18,800 • Strategic systems and software improvements 44,300 I • Traffic signal at Broad&Pacific 80,000 • Electronic parking signs 200,000 140,000 Land acquisition for future garages 25,000 1,400,000 1,400,000 NARF-Parking 3,500,000 350,000 Palm-Nipomo parking garage 150,000 300,000 Fleet addition-utility scooter 25,000 Total Parking Fund 496,900 1;842,300 4,982,800 395,300 • Financial management system 3,000 16,000 * FoxPro database conversion 7,500 • Intranet design and development 2,300 * Technology infrastructure improvements 8,300 19,200 2,500 • Technology management improvements 1,100 14,800 18,800 • Strategic systems and software improvements 44,300 ' Bus stop improvements 56,000 185,000 Capital cost of contracting 50,000 50,000 50,000 50,000 Fleet replacement-3 buses 825,000 • NARF-Transit 50,000 100,000 700,000 1,400,000 Total Transit Fund 172,900 1,162,300 831,300 1,487,300 Rotary mower 12,000 ,-- Total Golf Fund 12,000 WHALE 1 ROCK F(JND * Utilities telemetry system upgrade 10,000 80,500 Facility maintenance and equipment replace 120,000 Old Creek habitat conservation plan 100,000 90,000 Fleet replacement-loader 37,000 Total Whale Rock Fund 257,000 100,000 80,500 ' TOTAL ENTERPRISE & AGENCY FUNDS 4,684,000 19,595,300 12,754,700 23,633,600 'Project funded by more than one source 28 ' i s UBLIC SAFE TY UPGRADE PUBLIC SAFETY DISPATCHING CIP Project Summary ' Replacing and upgrading radio consoles in the current public safety Dispatch Center located at the Police Station and creating an off-site Dispatch Center in the Emergency Operations Center (EOC) at the Headquarters Fire Station will cost: ' 1. An additional $855,000 for design, construction and project management in 2003=04 ($175,000 has already been funded in 2001-03). ' 2. $900,000 for equipment in 2004-05. 3. $160,000 for facilities rehabilitation in 2005-06. 4. $200,000 for EOC equipment in 2006-07. Background The Police Department operates the public safety Dispatch Center located in the basement of the Police Station. This center serves as the Public Safety Answering Point (PSAP) for the City and provides ' emergency call taking and dispatching for Police and Fire. The dispatch center currently fields approximately 13,384 calls monthly. ' Currently, there are four dispatch console positions located in the dispatch center. All four of the permanent dispatch consoles are Motorola Centracom II stations. The current consoles were last upgraded about fifteen years ago. Motorola considers the Centracom II as obsolete technology and no longer provides any type of support for the system as of July 2000. To keep the current system up and running, the City's Radio Systems Technician must rely on acquiring stored or used parts from other sources. There is no guarantee he will continue to be successful in getting replacement parts. Should parts no longer be available,the system could fail ' and public safety would lose its ability to communicate to field units via radio. Project Objectives 1. Replace five current radio consoles located in the Police Department (four in dispatch and one in the watch commander's office). ' 2. Add one additional radio console in Dispatch Center. 3. Construct and relocate Dispatch Center. 4. Rehabilitate existing Dispatch Center to accommodate displaced officers. 5. Create a two-position off-site dispatch center in the Emergency Operations Center(EOC) located at the Fire Department. 6. Upgrade 15 radio base stations. IEidsting Situation Communication Consoles. As calls for service have steadily increased over the last decade and technological ' advances have allowed a wider and more varied use of the computer-aided dispatch system, the ability of the current system to handle the workload has been taxed. The existing Motorola Centracom II radio consoles are technologically obsolete and technical support for the system is no longer available. The current consoles do not ' have an independent power supply and temporarily loose functionality when an outage occurs and before the stand-by generator kicks in. Continued dependence on this system risks the loss of the ability to communicate with field units and the inherent risk it carries for the safety of the citizens. The proposed system would be fully ' capable of handling current demand as well as future expansion of workload or uses.. ' 29 PUBLIC i UPGRADE PUBLIC SAFETY DISPATCHING Work Stations. The conversion to a new system will address and rectify the lack of ergonomics in the dispatchers' current systems. The current system configuration is also not ADA compliant and requires dispatchers to work for long hours with limited.ability to adjust their positions. This results in significant strain on the dispatcher's necks, backs and hands, causes fatigue, and increases the risk of Workers' Compensation claims. Relocate the Dispatch Center. Per the Facilities Master plan, upgrading the consoles and workstations in the ' Dispatch Center will require relocating to the upstairs conference room in the Police Station. The relocation will require design efforts, building system upgrades (such as HVAC, electrical and security) and overall project management. Off-Site Emergency Dispatch Capabilities. Currently, a designated dispatch workstation does not exist outside ' the Police Station. When forced to evacuate the Dispatch Center, all emergency lines, alarm lines, and non-911 Police and Fine phones have no place to be forwarded to. Dispatch functions must be carried out in a primitive mobile environment, using borrowed equipment and portable radios. The addition of two radio positions at the ' Headquarters Fire Station EOC will allow the movement of dispatch functions away from the Police Department in an emergency without noticeable loss of efficiency. Base Station Radios. The base station radios are between 12 and 25 years old. During the upgrade of the dispatch consoles and backroom electronics,the base station radios must be included. Goal and Policy Links 1. 2001-05 Information Technology Strategic Plan. The Information Technology Strategic Plan recommends the replacement of the existing Dispatch consoles as one of its highest priorities. 2. 2001-05 Capital Improvement Plan. This was previously scheduled for implementation in 2003705. ' 3. General Plan: Safety Element. The Safety Element states: "The City will maintain an Emergency Operations Center Plan to prescribe the intended.activation and operation of a single facility from which disaster response will be managed. The Headquarters Fire Station will serve as the Emergency Operations Center." Project Work Completed ' 1. Solicited a cost projection from Motorola for a radio system upgrade/replacement, to include the additional dispatch positions at the Fire Department EOC. ' 2. Solicited a design and cost projection for new workstations from two workstation vendors. 3. Solicited a cost projection from our PSAP phone provider for phone connectivity at the proposed Fire Department EOC. 4. Completed Facilities Master Plan space allocation study. ' I 30 ' 1 - - �PUBuc SAFETY UPGRADE PUBLIC SAFETY DISPATCHING Project Phasing and Funding Sources Project Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Facilities Upgrade Study/Design 25,000 50,000 75,000 Construction 150,000 325,000 475,000 Generator 75,000 75,000 Cabling 125,600 125,000 Restroom Rehabilitation 15,000 15,000 Facilities Rehabilitation 160,000 ' Project Management 50,000 50,000 Dispatch Consoles/Furniture Study/Design 100,000 100,000 ' Equipment Acquisition Consoles 600,000 600,000 ' Furniture 150,000 150,000 Base Station Radios 150,000 150,000 Project Management 75,000 75,000 1 EOC Dispatch Center Study/Design 20,000 20,000 Equipment Acquisition 200,000 200,000 ' Project Management 1 20,000 1 1 20,000 Total 1 175,0001 855,0061 900,0001 160,0001 200,000 2,130,000 ' Project Funding ' 1. Design and construction of the dispatch center will be funded by the General Fund. 2. In accordance with the City's debt management policies, the equipment purchases (along with other radio ' system upgrades planned in this time frame) will be funded through a ten-year equipment lease purchase agreement(type of debt financing commonly used for long-term equipment acquisitions). Department Coordinator and Project Review/Support ' 1. Department Coordinator. Teri Maa,Information Systems Manager ' 2. Project Review and Support. Police (Joe Hazouri, Administrative Lieutenant and Kerri Rosenblum, Communications Manager), Fire (Tom Zeulner, Battalion Chief), ,Public Works (Dave Smith, Building Maintenance Supervisor). 31 1 PUBLIC SAF�TY UPGRADE PUBLIC SAFETY DISPATCHING Alternatives ® Maintain the Status Quo. This would mean continuing to depend on a radio system for the critical task of ' public safety voice communications that is no longer supported by its manufactures and for which replacement parts will become harder and harder to come by. ' ® Defer Upgrade of Base Station Radios. This would mean a longer continued dependence on antiquated back room equipment that is no longer supported. ■ Defer Creating an Off-Site Emergency Dispatch Center to a Later Date. This would address the most serious concern of the current system and assure primary voice communications capability for the foreseeable future. Operating Program Information Systems Project Effect on the Operating Budget ' 1.. During design and implementation, significant staff resources will be committed to project management from Fire,Police,Building Maintenance and Information Systems. t 2. After installation,reasonable levels of maintenance and operation staffing and support will be required. 3. Ongoing debt service costs upon completion of the project will be about$235,000 annually. ' 1 1 1 1 1 32 1 'PUBLIC SAFETY POLICE FACILITIES DEVELOPMENT CIP Project Summary Purchase, renovate and furnish a building of not less than 9000 square feet in the immediate proximity of the existing Police facility for short-term Police plant/facility needs at a cost not to exceed 4 million dollars. I ]Background The current police facility was opened in 1969. In 1981 the square footage was increased with a two story building addition at the south end of the existing facility. Both the original construction and subsequent addition were the direct result of personnel and program growth within the department. The 1988 City Facilities Master Plan (FMP) predicted that in 1995 the police facility would again reach maximum capacity for sustaining operations and would have to be either expanded or relocated. The plan estimated that additional space of between 5,000 and 10,000 square feet would be needed by 2010. The personnel reductions of 1993 and the maximum effective usage of available space allowed the timeline to be extended by four years. In 1999,the City purchased the lot and existing structure directly south of and adjacent to the existing police department property. This provided an additional 778 square feet of office space that was renovated and currently houses the Situation Orientated Response Team (SORT) and Traffic Team personnel. Existing programs and personnel immediately filled the space freed up in the main facility by this move. This temporarily reduced the overcrowding in the main facility. Also in 1999, plans were approved for expansion of the women's locker room facilities to address the needs of a steadily increasing number of female employees,both sworn and non-sworn. This expansion adds 438 square feet and is currently in the construction phase and is expected to be completed in fourth quarter of fiscal ' year 2002-03. In January 2002, the City authorized the issuance of a Request For Proposal for consultant services to develop a 25-year Facilities Master Plan for the Police Department. On April 25, 2002, the City entered into an agreement with Daniel C. Smith and Associates, Inc., to provide this service. On January 24, 2003, the final draft of the Police Facilities Master Plan was received from the consultant. Project Objectives ' 1. Relieve current overcrowding at the existing Police facility by providing additional office, storage and parking space 2. Help address anticipated short-term Police facility needs(5-10 years) 3. Meet recommendations of Police Facilities Master Plan 4. Posture the City in the most advantageous position to address anticipated long-term Police facility needs Existing Situation With the completion of the women's locker-room addition the approximate gross square footage available to house Police Department operations at the current facility site is 18,085 square feet. The Police Facility Master Plan identified industry standard gross square footage needs for current staffing and service/program levels to be 38,675 square feet. Assuming staffing level increases identified and explained in the plan,40,104 gross square feet of workspace would be needed in 2007,41,630 gross square feet would be needed in 2012,and finally 42,729 square feet would be needed in 2027. The Police Department currently functions in approximately 47%of the recommended workspace square footage., 18,085 vs. 38,675. This is an immediate shortfall of 20,590 square feet. This overcrowding is most noticeable in insufficient office space for the number of employees and volunteers, insufficient support spaces(i.e.,lockers,general storage,evidence storage)and insufficient program space(i.e., communications center). Additionally,employee parking,a problem at almost all City departments, is an especially critical problem at the Police Department. f33 ,PUBLIC POLICE FACILITIES DEVELOPMENT The Police Facilities Master Plan,recently developed by Daniel C. Smith and Associates,Inc.at the request of the City,recommends the lease or purchase of an adjacent facility to handle the critical short-term needs of the Police Department for office, storage and parking space. This option would have the advantage of providing for a potential capital appreciation since both the new building and the existing police facility site will in all likelihood increase in value and their sale or lease would help offset the costs of a new police facility on another site at some future date. This option would also allow the City the time necessary for identification and acquisition of the ' needed 2.6 to 3.0 acres for a new police facility, identified in the report as the best long-term solution,in a period where fiscal conditions are more accommodating. Goal and Policy Links 1. 1988 City Facilities Master Plan ' 2. 2003 Police Facilities Master Plan Project Work Completed Police Facility Master Plan developed covering a twenty-five year period, 2002-2007. Environmental Review The project would go through all normal review processes, however; specific EIR is not expected. This project would be categorically exempt. Project.Phasing and Funding Sources ' Project Costs by Type Project Costs 1 to-_Date 2003-04 2004-05 2005-06 2006-07 Total Building Acquisition 2,700,000 2,700,000 Renovation(Acquisition) 360,800 360,800 t Renovation(Existing Building) 500,000 500,000 Furniture&Equipment 200,000 200,000 ' Moving Costs 50,000 50,000 Total 1 3,810,8001 3,810,800_ The General Fund is the sole funding source. Department Coordinator and Project Review/Support 1 Department Coordinator Captain.Bart Topham,Police Department Project Review and Support Public Works Department,Finance Department, Information Systems ' 1 34 ' I �PUBLIC SAFETY POLICE FACILITIES DEVELOPMENT Alternatives 1. Deny the expenditure. The Police Department is currently functioning in only 47% of the recommended workspace. This option will perpetuate a critical workspace shortage that has been growing over the last 7- 10 years and will continue to grow as population and service demand increases 2. Defer the expenditure. There are a limited number of adjacent structures available that would meet the short-term needs of the Police Department. This option would decrease the chances of securing a site that would be adequate for this purpose and would likely result in paying a larger price for what is available. 3. Phase in this option. Lease a facility with the option of later purchase: This option would allow.for expansion of available workspace without the large up-front purchase cost, which could be deferred until financial conditions were more conducive. Operating Program Police Services Project Effect on the Operating Budget 1. Requesting Department. An undetermined amount of staff time will be spent on overseeing and reviewing this project. 2. Project Support. An undetermined amount of time will be spent by personnel from other City departments on overseeing reviewing this project. 3. Increased On-Going Costs. After furnishing and equipping the facility, the cost of utilities and ' maintenance will increase accordingly. 4. Cost Savings. Seven to nine million dollars less expensive than the next best option. Additionally, leasing of a portion of the purchased building and/or the building at 1016 Walnut Street after relocation of its personnel/programs would offset a portion of the cost of the purchase. f 1 t 35 • e I FLEET REPLACEMENT—POLICE ADMINISTRATION ' CIP Project Summary ' 1. Replacing a 1996 Mercury Sable sedan with one used sedan will cost$20,000 in 2003-04. 2. Replacing a 1998 Pontiac Bonneville sedan with one used sedan will cost$20,000 in.2003-04. 3. Replacing a 1996 Buick Regal sedan with one used sedan will cost$20,000 in 2004-05. 4. Replacing a 1998 Ford Windstar passenger van with one new passenger van will cost$21,000 in 2005-06. ' 5. Replacing a 1999 Dodge Intrepid sedan with one used sedan will cost$20,000 in 2006-07. The units to be replaced are fully described in the table attached at the end of this request. ' Project Objectives 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity Existing Situation ' The decision to replace a fleet unit is based on a combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor Goal and Policy kinks 1. Fleet Management Policy(Section 405 of the Finance Management Manual) 2. 2001-03 Financial Plan,pages E-4 and E-27 Project Work Completed ' 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. 2. Public Works has met with the Administration Police Captain to ensure that the replacement units have been ' correctly specified. Environmental Review No environmental review required. 1 I I 36 i PUBLIC IFLEET REPLACEMENT-POLICE ADMINISTRATION Project Phasing and Funding Sources Pro'ect Costs bv Type Pro'ect Costs ' To-Date 2003-04 200405 2005-06 2006-07 Total E ui ment Ac uisition 40,000 20,0001- 21,0001 20,0001 101,000 Total 40,000 - 20,0001 21,0001 20.0001 101000 Project Funding Source:Fleet Replacement Fund Department Coordinator and Project Review/Support ■ Department Coordinator: Bart Topham I ■ Project Review and Support:Ron Holstine/Dave Elliott Operating Program Police Administration(80100) ' Project Effect on the Operating Budget Hours of staff time needed for project coordination: 40 ' Description of Units to be Replaced: ' City Fleet Number: 9705 9814 9707 0014 0004 Model Year: 1996 1998 1996 1998 1999 ' Make: Mercury Pontiac - Buick Ford Dodge Model: Sable Bonneville Regal Windstar Intrepid Description: Sedan Sedan Sedan Passenger Sedan ' (Police) (Police) (Police) Van (Police) Year Entered Service: 1996-97 1997-98 1996-97 1999-00 2000-01 Scheduled Replacement Year. 2003-04 2004-05 2003-04 2009-10 2007-08 ' Recommended Replacement Year. 2003-04 2003-04 2004-05 2005-06 2006-07 Estimated Replacement Price: $20,000 1 $20,000 $20,000 $21,000 $20,000 Original Acquisition Price: $17,500 $19,414 $17,500 $18,569 $17,844 Estimated Surplus Value: $1,200 $1,500 $1,300 $2,000 $2,000 Odometer Reading at 12/02: 91,703 109,357 72,373 55,739 53,623 Total Maintenance Cost at 12/02: $5,514 $4,373 $5,495 $1,741 $1,895 Projected Age at Replacement: 7 6 8 6 6 Projected Mileage at Replacement: 103,906 127,954 92,490 80,778 1 120,069 1 ' 37 PUBLIC SAFETY FLEET REPLACEMENT—POLICE PATROL SERVICES (SEDANS) CIP Project Summary 1. Replacing three Ford Crown Victoria patrol sedans with three new patrol sedans will cost$93,000.in 2005-06. 2. Replacing one Ford Expedition patrol utility vehicle with one new patrol utility vehicle will cost $33,000 in 2005-06. 3. Replacing five Ford Crown Victoria patrol sedans with five new patrol sedans will cost$155,000 in 2006-07. ' The units to be replaced are fully described in the table attached at the end of this request. Project Objectives ' 1. Maintain fleet reliability ' 2. Keep maintenance costs reasonable 3. Improve employee productivity Existing Situation In order to assure the high level of reliability required for front-line emergency response vehicles, police patrol sedans are generally replaced when they reach their mileage target of 80,000 miles. Goal and Policy Links 1. Fleet Management Policy(Section 405 of the Finance Management Manual) ' 2. 2001-03 Financial Plan,pages E4 and E-27 Project Work Completed ' 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. ' 2. Public.Works has met with the Administration Police Captain to ensure that the replacement units have been correctly specified. Environmental Review No,environmental review required. Project Phasing and Funding Sources Pro'ect Costs by Type Pr ject Costs To-Date 2003-04 2004-05 1 2005706 _ 2006-07 Total Equipment Acquisition 126,000 155 000 .281000 Total 1 126,00-01 155-10001 281000 Project Funding Source:Fleet Replacement Fund 38 I , UBLIC SAFETY FLEET REPLACEMENT-POLICE PATROL SERVICES(SEDANS) Department Coordinator and Project Review/Support Iu Department Coordinator: Bart Topham 11 Project Review and Support: Ron Holstine/Dave Elliott Operating Program Patrol Services (80200) Project Effect on the Operating Budget tHours of staff time needed for project coordination: 50 ' Description of Units to be Replaced: City Fleet Number: 0015 0104 0106 0214 0109 Model Year: 1999 2000 2000 2001 2000 Make: Ford Ford Ford Ford Ford Model: Crown Vic Expedition. Crown Vic Crown Vic Crown Vic ' Description: Patrol Sedan Patrol UV Patrol Sedan Patrol Sedan Patrol Sedan Year Entered Service: 1999-00 2000-01 2000-01 2001-02 2000-01 ' Scheduled Replacement Year. -- --- - -- --- Recommended Replacement Year: 2005-06 2005-06 2005-06 2005-06 2006-07 Estimated Replacement Price: $31,000 $33,000 $31,000 $31,000 $31,000 Original Acquisition Price: $28,262 $32,298 $29,973 $31,107 $29,973 ' Estimated Surplus Value: $2,500 $2,600 $2,500 $2,500 $2,500 Odometer Reading at 12102: 45,309 48,524 41,767 30,507 30,789 ' Total Maintenance Cost: $3,310 $3,031 $4,236 $2,377 $2,255 Projected Age at Replacement: 6 5 5 4 6 ITarget Mileage: 80,000 80,000 80,000 80,000 80,000 Projected Mileage at Replacement: 90,999 94,214 87,457 94,473 94,755 39 FLEET REPLACEMENT—POLICE PATROL SERVICES (SEDANS) Description of Units to be Replaced: ' City Fleet Number: 0208 0211 . 0216 0217 ' Model Year: 2001 2001 2001 2001 Make: Ford Ford Ford Ford ' Model: Crown Vic Crown Vic Crown Vic Crown Vic Description: Patrol Sedan Patrol Sedan Patrol Sedan Patrol Sedan , Year Entered Service: 2001-02 2001-02 2001-02 2001-02 Recommended Replacement Year: 2006-07 2006-07 2006-07 2006-07 ' Estimated Replacement Price: $31,000 $31,000 $31,000 $31,000 Original Acquisition Price: $31,107 $31,107 $31,107 $31,107 ' Estimated Surplus Value: $2,000 $2,000 $2,000 $2,000 Odometer Reading at 12102: 23,729 21,309 20,512 18,595 ' Total Maintenance Cost: $1,968 $2,921 $1,653 $1,049 Projected Age at Replacement: 5 5 5 5 , Target Mileage: 80,000 80,000 80,000 80,000 Projected Mileage at Replacement: 87,695 85,275 84,478 82,561 ' 40 ' PUBLIC FLEET REPLACEMENT-POLICE PATROL.SERVICES (MOTORCYCLES) ' CIP Project Summary ' 1. Replacing five 2000 Kawasaki KZ1000P police patrol motorcycles with five new police patrol motorcycles will cost$15,000 in 2004-05, $45,000 in 2005-06,and$15,000 in 2006-07. .2. Replacing one 2001 Kawasaki KZ1000P police patrol motorcycle with one new police patrol motorcycle will cost$15,000 in 2006-07. The units to be replaced are fully described in the table attached at the end of this request.. Project Objectives ' 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity Existing Situation In order to assure the high level of reliability required for front-line emergency response vehicles, police patrol motorcycles are generally replaced when they reach.their mileage target of 25,000 miles. Public Works and Police Departments are evaluating the feasibility of replacing the existing Kawasaki motorcycles with BMW motorcycles. The primary factors to be evaluated will be safety and life-cycle cost. Goal and Policy Links 1. Fleet Management Policy(Section 405 of the Finance Management Manual) 2. 2001-03 Financial Plan,pages E-4 and"E-27 Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. 2. Public Works has met with the Administration Police Captain to ensure that the replacement units have been correctly specified. ' Environmental Review No environmental review required. Project Phasing and Funding Sources Pro'ect Costs by Type _ _ - - - - Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Equipment Acquisition . 15,000 45,000 30,000 90,000 Total 1 15,0001 45,0001 30,0001 90,000 Project Funding Source:Fleet Replacement Fund ' 41 PUBLIC 1 FLEET REPLACEMENT—POLICE PATROL SERVICES (MOTORCYCLES) Department Coordinator and Project Review/Support ■ Department Coordinator: Bart Topham ' ■ Project Review and Support: Ron Holstine/Dave Elliott Operating Program ' Patrol Services(80200) ' Project Effect on the Operating Budget Hours of staff time needed for project coordination: 40 t Description of Units to be Replaced: , City Fleet Number: 0016 0017 0112 Model Year: 2000 2000 2000 Make: Kawasaki Kawasald Kawasaki ' Model: KZ1000P KZ1000P KZ1000P Description: Motorcycle Motorcycle Motorcycle ' Year Entered Service: 1999-00 1999-00 2000-01 Recommended Replacement Year: 2004-05 2005-06 2005-06 Estimated Replacement Price: $15,000 $15,000 $15,000 Original Acquisition Price: $9,808 $9,808 $12,575 ' Estimated Surplus Value: $1,000 $1,000 $1,000 Odometer Reading at 12/02: 15,915 11,553 12,160 1 Total Maintenance Cost: $824 $1,725 $1,034 Projected Age at Replacement: 5 6 5 Target Mileage: 25,000 25,000 25,000 Projected Mileage at Replacement: 25,167 26,973 27,580 ' t 42 ! • UBLIC SAFETY ! FLEET REPLACEMENT-POLICE PATROL SERVICES (MOTORCYCLES) ! ! City Fleet Number: 0114 0113 0215 Model Year: 2000 2000 2001 ! Make: Kawasaki Kawasaki Kawasaki Model: KZ1000P KZ1000P KZ1000P ! Description: Motorcycle Motorcycle Motorcycle Year Entered Service: 2000-01. 2000-01 2001-02 ! Recommended Replacement Year: 2005-06 2006-07 2006-07 Estimated Replacement Price: $15,000 $15,000 $15,000 1 Original Acquisition Price: $12,575 $12,575 $13,624 Estimated Surplus Value: $1,000 $1,000 $1,000 1 Odometer Reading at 12/02: 13,480 8,503 2,708 Total Maintenance Cost: $1,394 $2,804 $156 1 Projected Age at Replacement: 5 6 5 Target Mileage: 25,000 25,000 25,000 1 Projected Mileage at Replacement: 28,900 30,091 24,296 1 1 ! ! ! 43 1 PUBLIC FIRE ENGINE LIGHTS CIP Project Summary Upgrading existing antiquated scene lighting on Engines 1, and 4, with remote control Wilburt.3000 watt night 1 scan lighting at a cost of$8,380 per unit will cost$17,000 in FY 2003-04. Background 1 There are two Engines in the Department that are currently utilizing Stem Lights. These units would be upgraded with modem directional Wilburt 3000 watt lighting. These units provide safe, adequate, and dependable 1 emergency scene lighting. Adequate lighting at hazardous emergency and rescue scenes, provide safer conditions for emergency workers and would reduce accidents. In addition, adequate lighting provides conditions that allow for effective emergency operations. That in turn could save additional lives and property. Having this type of 1 mobile lighting on the Department's apparatus would also prove invaluable in the event of a disaster that shuts down commercial power. Project Objectives 1 1. Provide adequate emergency scene lighting for safe,effective emergency operations. 2. Provide directional lighting,allowing the operator to put light where it is needed. 1 3. Provide standardized components on all apparatus. 4. Prepare adequately for disasters. 1 5. Provide modern,effective safe emergency scene lighting on all first out Fire Engines for Fire ground,disaster, and rescue operations. 1 Existing Situation First-out fire apparatus are currently equipped with 2000 watt Stem Lights, although state of the art at the time of purchase they do not compare to modem mobile emergency lighting systems. The existing Stem Lights are wom and fragile and are approaching 20 years of service. It is difficult to obtain replacement parts due to constant upgrades.This leaves older Stem Light units currently in service unsupported by component parts no longer being available. When, and if, parts can be obtained for these older units they are absorbent in cost. Additionally, there are extremely time-consuming and difficult to repair. Goal and Policy Links 1 1. Safety Element-Goal 1-Minimize injury and loss of life. 1 2. Safety Element — Emergency Preparedness and Response identifies that there should be adequate planning,. organization,and resources for emergency preparedness and emergency response. 3. City of San Luis Obispo Safety Policies and Procedures identifies that the City acknowledges its obligation, 1 as an employer to provide the safest possible working conditions for employees. Project Work Completed The Pierce Lance Fire Engine at Station 2 has been retrofitted with a Wilburt 3000 watt light. In addition the new engine on order will be equipped with the same unit. 1 44 :P, UBLIC SAFETY tFIRE ENGINE LIGHTS Environmental Review ' None Other Special Review Considerations None ' Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 1 2004-05 1 2005-06 2006-07 1 Total IFAuipment Acquisition 17,000 17,000 Total 17.000 17,000 Project Funding by Source: General Fund Department Coordinator and Project Review/Support Department Coordinator Warren Stephenson,Fire Battalion Chief Project Review and Support N/A 1 Alternatives 1 1. Deny the Project. Continue utilizing existing Stem lights which are undependable and do not provide adequate scene lighting. 2. Defer or Re phase the Request. Purchasing night scans and upgrading mobile units could be phased in one at a time. However,there is a cost savings associated with buying purchasing more than one unit at a time. Operating Program ' Fire—Emergency Response ' Project Effect on the Operating Budget After procurement, installation would be approx. take 12 hours labor per unit and would be accomplished by the ' Fire Shop. 1. Maintenance costs associated with these units after installation should be minimal, and would be mostly Ilimited to routine bulb replacement. ' 45 FIRE ENGINE LIGHTS 2. Projected cost savings will result by not having to purchase costly components for existing Stem Lights. Additionally cost savings will be reflected in Fire Shop labor by not continually having to patch together existing Stem Lights. 3. Cost savings associated with on duty personnel accident prevention would be enormous. Location Map/Schematic Design N/A ' t 1 1 46 ' ■ - e LIC SAFETY CARDIAC MONITOR CIP Project Summary Purchasing one replacement cardiac monitor with associated battery support system will cost$18,000 in 2003-04 Project Objectives Replace an old cardiac monitor currently in-service, which no longer meets the standards for Advanced Life Support(ALS)and is over ten years old. EAsting Situation ' a A cardiac monitor is the primary tool.used by paramedics in diagnosing patients with a heart condition or complaint of chest pain. Not only is this a diagnostic tod rbut it is used to"shock"the heart rhythm_ back to a viable rhythm in certain types of heart attacks. a Other engines are equipped with more modem monitors and the data is much more reliable. ' Goal and Policy Links Safety Element—The City's policy dictates minimizing injury and loss of life. Project Work Completed 1. . The Zoll cardiac monitors have been researched,tested,put in-service,and are working well. ' Environmental Review None 1 Other Special Review Considerations ' None Project Phasing and Funding Sources Project Costs by Type 1 Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Equipment Acquisition 18,0001 18,000 Total 18,0001 18,000 ' Project Funding by Source: General Fund Department Coordinator and Project Review/Support ' Department Coordinator Warren Stephenson,Fire Battalion Chief Project Review and Support N/A 47 PUBLIC SAFETY CARDIAC MONITOR ' I Alternatives 1. Use the current monitor until it breaks and no longer functions at all 2. Stop providing the service. Operating Program Fire—Emergency Response Project Effect on the Operating Budget Requesting Department. Fire staff would use approximately 3 hours to complete this project Project Support. N/A This monitor would require annual maintenance service at a cost of$300 per year. Location Map/Schematic Design N/A 1 48 , s LIC SAFETY ACCESS- FIRE STATION NO. 4 ' CIP Project Summary Reconfiguring Fire Station's 4 rear driveway to accommodate the widening of Los Osos Valley Road will cost $45,000 in 2003-04. ' Project Objectives Modify vehicle access point at the rear of Fire Station 4's property line to accommodate the recent widening of Los ' Osos Valley Road. Eiristing Situation A major City goal identified was Los Osos Valley Road Improvements. This would widen Los Osos Valley Road from Madonna Road to Highway 101. Because of these improvements,the Public Works Department has advised ' the Fire Department that it must close off its current rear driveway requiring a new vehicle access point for the rear of the Fire Station. This project includes: • Design complete project. • Remove existing driveway,landscape the area, and replace with sidewalk. • Provide proper drainage under the new driveway. • Install an electric gate for security. ' • Access-connect frontage road to existing rear parking lot. • Minimum tree removal ' Goal and Policy Links Widening Los Osos Valley Road from Madonna Road to Highway 101 has been identified as a major City Goal ' Project Work Completed No work has been done on this project. ' Environmental Review ' None Other Special Review Considerations None Project Phasing and Funding Sources Project Costsby Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Site Preparation 16,000 16,000 Construction 29 000 29,000 Total 45,000 45,000 49 'PUBLIC SAFETY ACCESS-FIRE STATION NO. 4 Project Funding Source: General Fund Department Coordinator and Project Review/Support ' Department Coordinator Wolfgang Knabe,Fire Chief Project Review and Support Mike McGuire,Engineering ' Alternatives 1. The rear access portion of this project does not have an.alternative. Safe access to and from roadways must be available to Fire Department emergency response engines at all times. Widening of Los Osos Valley Road necessitates this reconfiguration. ' Operating Program Fire-Technical Services Project Effect on the Operating Budget ' Fire staff resource time will be 2 hours a month for four months for a total of 8 hours. Public Works staff estimates 40 hours design and 30 hours for project inspection. , Location Map/Schematic Design Attached 50 1 1 PUBLIC SAFETY FLEET REPLACEMENT-FIRE ADMINISTRATION 1 CIP Project Summary Replacing a 1997 Ford Explorer 2-wheel-drive utility vehicle with one new general-purpose sedan will cost $29,000 in 2003-04. Project Objectives 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity Existing Situation The decision to replace a piece of equipment is based on a combination of the following factors: I. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor ' The age and mileage targets for the vehicle to be replaced are 11 years and 90,000 miles. Goal and Policy Links ' 1. Fleet Management Policy(Section 405 of the Finance Management Manual) 2. 2001-03 Financial Plan,pages E-15 and E-40 tProject Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the vehicle to be replaced. 2. Public Works has met with the Facilities Maintenance Supervisor to ensure that the replacement vehicle has been correctly specified. Environmental Review No environmental review required. Project Phasing and Funding Sources 1 Pro'ect Costs by Type Project Costs To-Date 2003-04. 2004-05 1 2005-06 1 2006-07 Total- Equipment otalE ui ment Acquisition 290001 29,000 Total 29,0001 29,000 Project Funding Source:Fleet Replacement Fund ' 51 1 PUBLIC FLEET REPLACEMENT—FIRE ADMINISTRATION 1 Department Coordinator and Project Review/Support ■ Department Coordinator: Ron Holstine 1 ■ Project Review and Support: Public Works Administrative Services Division Operating Program Fire Administration(85 100) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 8 Description of Unit to be Replaced: Replacement Unit and Cost Detail: City Fleet Number: 9902 Make: Ford , Model Year: 1997 Model: Crown Vic Make: Ford Description: GP Sedan Model: Explorer Base Vehicle Cost: $25,192 Description: 2WD UV Sales Tax @7.25 Percent: $1,826 Year Entered Service: 1999-00 Delivery: $125 Scheduled Replacement Year. 2010-11 Cash Discount: -$500 ' Recommended Replacement Year: 2003-04 Radio $850 Original Acquisition Price: $25,760 Contingencies @ 5 Percent: $1,375 ' Estimated Surplus Value: $3,000 Total Acquisition Cost: $28,868 Odometer Reading at 12/02: 85,733 Total Maintenance Cost at 12/02: $4,973 Target Age: 11 Projected Age at Replacement: 4 Target Mileage: 90,000 1 Projected Mileage at Replacement: 114,311 ' Note: Public Works is recommending that vehicle no. 9902 be retained for use by one of the Fire Inspectors who is now driving a gray fleet vehicle. ' 52 f i PUBLIC GROUNDWATER DEVELOPMENT CIP Project Summary I Pursuing expansion of the City's groundwater production in order to increase the safe annual yield of our water supplies to meet existing and future demands will cost $150,000 in 2003-04 for study and environmental work, $250,000 in 2004-05 for design,and$2,050,000 in 2005-06 for construction. Background. The City has been investigating the potential to increase groundwater production to meet existing and future water demands in the community. The preliminary studies have indicated that there is a potential to increase the safe annual yield available to the City through the conjunctive use of groundwater along with our surface water supplies. The groundwater basin is known to be contaminated with nitrate and PCE which will require construction of treatment facilities to remove these constituents. This project will require .siting and construction of new wells and treatment facilities to allow increased use of the groundwater resource. Project Objectives ' 1. Increase safe annual yield available to the City to meet existing and future community water demands. 2. Develop project operation strategy to mitigate impacts to the environment. 3. Design and construct wells and treatment facilities to expand.the City's groundwater production. Existing Situation ' The Groundwater Yield Analysis report, prepared by Team Engineering (dated July 2000), indicated that the potential exists to increase the City's overall water yield through the coordinated operation of our surface water ' reservoirs and groundwater supplies. Various operational strategies are expected to provide additional "safe annual yield",based on the use of groundwater when it is available. The groundwater in portions of the San Luis Obispo basin is known to be contaminated with nitrate and PCE. ' Water extracted from the aquifer will require treatment in order to be suitable for potable use. Evaluation of treatment options will be undertaken during the design phase to identify the most cost effective treatment 1 alternative. ■ Goal and Policy Links 1. Approved Urban Water Management Plan, Section 3.4 2. Water Element to the General Plan, Section 1.1.3 ' 3. 1999-01,2001-03 Major City Goal—Long Term Water Supply 4. Multi-Source Water Supply Policy,Water Element of the General Plan, Section 7.0 5. 2001-03 Financial Plan,Appendix B —Capital Improvement Plan,Page 108 6. 2002 Water Resources Status Report(Tier 1 Water Project) ' Project Work Completed 1. Groundwater Basin Evaluation,Boyle Engineering,January 1991 ' 2.. Groundwater Yield Analysis,Team Engineering&Management,July 2000 3. Exploratory well drilling program,2003 ' 53 "PUBLIC GROUNDWATER DEVELOPMENT Environmental Review The environmental review required for the project will be included in the consultant contract for the project. The ' consultant contract will likely be accomplished in phases with the environmental review and siting issues undertaken in the first phase to identify any fatal flaws. The Community Development Department will review the environmental documents for compliance with CEQA requirements. t Other Special Review Considerations 1. The project will require approval from the State Department of Health Services for the well siting, treatment ' process, and water operation permit for the plant. 2. The project may require review and/or approval by the Regional Water Quality Control Board and other State ' and Federal regulatory agencies 3. Any new structures will likely require review by the Architectural Review Commission. Project Phasing and Funding Sources 1 Pro'ect Costs bv Type Project Costs To-Date 2003-04 2004-05 2005-06 .2006-07 Total Study 52,000 52,000 1 Prelim.Design&Environ.Review 150,000 150,000 Design 250,000 250,000 Construction 2,000,000 2,000,000 1 Construction Management 9 50,000 50,000 Total 52,000 150,000 _ 250,0001 2,050,0001 1 2,502,000 The development of additional groundwater is 100%attributable to new development. Project Funding:Water Fund Department Coordinator and Project Review/Support Department Coordinator: Gary Henderson,Water Division Manager Project Review and Support: The Community Development Department will review and comment on the ' environmental documentation to insure compliance with CEQA requirements. The Community Development Department will also review the treatment facility plans and schedule hearings before the ARC, as required. Public Works Engineering will provide review of plans and specifications,bidding,and contract management. ' Ron Whisenand has reviewed this request on behalf of the Community Development Department and Barbara Lynch has reviewed this request on behalf of Public Works. Alternatives 1. Deny the Project. Denial of the project will limit the ability of the City to meet our long-term water supply needs through the use of groundwater. Other possible sources of additional water supply are expected to cost substantially more on a"per acre-foot"basis. Staff does not recommend this alternative. 54 :,P, unic UTILITIES GROUNDWATER DEVELOPMENT Operating Program: Water Treatment Project Effect on the Operating Budget ' Requesting Department. Approximately 240 hours of Utilities Administration staff time will be required for consultant oversight, coordination, plan review, etc. Water Treatment staff will be required to operate and ' maintain the new groundwater treatment facilities. An analysis of ongoing staffing needs for operation of the treatment facilities will be evaluated following the preliminary design. Project Support. Approximately 48 hours of Community Development Department staff time will be ' required for review of the environmental documentation and project review. Approximately 20 hours of Engineering Division- staff time will be required to review plans and specifications and for bidding. In addition,approximately 120 hours of Engineering Division staff time will be required during construction for ' contract management and inspection services, assuming construction management of the project is provided by an outside consultant. 1 1 55 ■ ■ ■ LIG UTILITIES WATER REUSE MASTER PLAN ' CIP Project Summary ' Developing the Water Reuse Master Plan,in order to identify the logical expansion of the Water Reuse Project to allow full utilization of the available recycled water for appropriate non-potable uses throughout the community, will result in a series of construction projects that are expected to cost around$250,000 annually beginning in the 2005-06 fiscal year. ' Project Objectives 1. Increase the City's safe annual yield by utilizing recycled water for non-potable purposes, thereby offsetting 1 the use of potable water. 2. Develop a dependable water supply to meet a portion of the City's non-potable demand. 3. Offset the use of potable water for non-potable purposes. 4. Efficiently manage the City's water resources. 5. Provide non-potable water to meet future non-potable demand. Existing Situation Since 1994, the City's Water Reclamation Facility has discharged effluent to San Luis Obispo Creek that meets the requirements for most non-potable uses. The first phase of the recycled water system will provide distribution of the water to areas in the southern part of the City for irrigation purposes. Completion of the first phase is expected by the summer of 2004. Goal and Policy Links 1. Major City Goal, 1991-93, 1993-95, 1995-97, 1997-99, 1999-01,2001-03 2. Approved 1991-93 Financial Plan Supplement, 1992-93 Budget 3. Approved 1993-95, 1995-97, 1999-01,2001-03 Financial Plans 4. Water Element of the General Plan,Section 10 5. Multi-Source Water Supply Policy,Water Management Element of the General Plan, Section 7.0 6. Adopted Urban Water Management Plan, Section 3.2 Project Work Completed The first phase of the Water Reuse Project is currently underway. Final plans and specifications for the improvements at the Water Reclamation Facility and the distribution pipelines were completed in February 2003. t Construction on the first phase is scheduled to begin in June 2003 with completion estimated for summer 2004. The Water Reuse Master Plan project was supported by Council during the presentation in June 2002 of the annual Water Resources Status Report. Council directed staff to pursue the availability of State grant funding to support the development of the Master Plan. In October of 2002, the State Water Resources Control Board approved the grant request for the Water Reuse Master Plan which provides matching funds up to$75,000. 56 ;PUBLIC UTILITIES WATER REUSE MASTER PLAN ' The request for proposals for consultant services for development of the Master Plan was issued by the City and proposals were received in December 2002. Dudek and Associates was selected to prepare the plan and Council ' approved the contract in February of.2003. Environmental Review ' The initial environmental review for the Water Reuse MasterPlan is included in the scope of work with Dudek and Associates for preparation of the plan. ' Other Special Review Considerations The State Water Resources Control Board staff will be involved in the review of the plan as a requirement for the grant funds approved by the State. ' Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total ' Study 124,390 124,390 Construction 250,000 250,000 500,000 ' Total 124,390 250,000 250,000 624,390 All costs associated with the Water Reuse Project are 100%attributable to new development. Project Funding Source: Water Fund ' Department Coordinator and Project Review/Support Department Coordinator: Gary Henderson,Water Division.Manager ' Project Review and Support. The Community Development Department will review and comment on the environmental documentation to ensure compliance with all requirements. Public Works will provide design, bidding, inspection, and construction management services for the construction projects. Ron Whisenand has ' reviewed this request on behalf of Community Development, and Barbara Lynch has reviewed this request on behalf of Public Works. ' Operating Program The Water Reuse Project affects both the Water Reclamation Facility (WRF) and Water Distribution operating programs. The WRF staff will be responsible for producing the recycled water to State and Federal standards and ' for onsite water storage. The Water Distribution section will be responsible for the operation and maintenance of the delivery system,meter reading,and other related services. I ' 57 'PUBLIC UTILITIIES WATER REUSE MASTER PLAN ' Project Effect on the Operating Budget 1. Water Reclamation Facility staff and Water Distribution staff,as well as Utilities Administration,will provide ' coordination,plan review,and other support services for the development of the Water Reuse Master Plan. Requesting Department. Approximately 120 hours of Utilities staff time will be required for completion of the Water Reuse Master Plan. Project Support. Approximately 8 hours of Community Development Department staff time Will likely be necessary for review of the environmental documentation. Annual construction projects,expected to begin in ' the 2005-06 fiscal year, will require around 120 hours for engineering, 20 hours for bidding and contract administration,and 400 hours for inspection. 2. Water Reclamation Facility staff will assume responsibility for operation and maintenance of the Water reuse ' facilities at the plant. Water Distribution staff will assume responsibility for the Reclaimed Water Distribution System. Preliminary estimates of workload indicate that no new staff will be needed at this time. ' However, the City's consultant recommends additional staff for operation and maintenance of the proposed improvements. Once the system is in place and on-line, actual workload can be measured more accurately and the proper level of staffing can be re-evaluated. I I I 58 ' PI WATER TREATMENT PLANT—MAJOR FACMITY MAINTENANCE CIP Project Summary 1 Performing routine maintenance on facilities at the City's Water Treatment Plant, in order to ensure proper operation and prolong the useful life of equipment and other facilities, will cost $20,000 in 2003-04 to study pavement problems at the plant, $100,000 in 2004-05 and$100,000 in 2005-06 for pavement repair, and$50,000 1 in 2006-07 to rebuild a large compressor. Background The City's Water Treatment Plant was originally constructed in 1961. In 1995,the City completed 1 a significant upgrade to the plant to meet new water quality requirements and to provide additional capacity. The routine maintenance of the facilities and equipment at the Water Treatment Plant is necessary in order to prolong the useful life of the facilities and ensure plant.staff s ability to operate the plant and treat water to State and 1 Federal standards by the most cost effective means possible. Project Objectives 1 1. Provide routine maintenance to facilities and equipment at the Water Treatment Plant. 2. Prolong the useful life of facilities and equipment. 1 3. Ensure plant staff s ability to treat water that meets or exceeds State and Federal water quality standards. Existing Situation 1 Since much of the Water Treatment Plant is relatively new, routine maintenance in recent years has not been substantial. In some areas of the plant, the pavement has deteriorated to the point where some level of repair is ' warranted. Public Works recommends hiring a consultant to study the pavement problems and make recommendations for repair. Since some areas are worse than others, it is anticipated that the pavement repair will be accomplished with two contracts in successive years. The plant also has three large air compressors that are part of the ozone generation system. Beginning in 2006-07, staff has identified $50,000 to rebuild one compressor each year. Goal and Policy Links 1. Urban Water Management Plan,Section 4.1 1 2. Water System Master Plan, Section.2.1 3. 2001-03 Financial Plan,Appendix.B—Capital Improvement Plan,Page 113 4. Maintaining facilities and equipment in order to ensure proper operation of the plant is a primary goal of the 1 Water Treatment program. Project.Work Completed 1 1. Staff has identified a suitable level of spending to address pavement issues at the plant over the next couple of years. 1 2. Staff has discussed the existing air compressors with the equipment manufacturer and determined the need to rebuild them to ensure proper function and reliability. 1 1 59 PUBLIC i WATER TREATMENT PLANT—MAJOR FACILITY MAINTENANCE Environmental Review Generally, the maintenance projects identified in this request are exempt from the CEQA process. Individual ' projects will be evaluated during preliminary design for any special environmental review requirements. Other Special Review Considerations Pavement repair projects will be coordinated with Public Works to combine similar projects under a single contract,whenever it appears there would be an overall cost savings. Project Phasing and Funding Sources Project Costs by Type Project Costs To-Date 2003-04 200405 2005-06 2006-07 Total Study 20,000 20,000 Construction on-going 100,000 100,000 50,000 250,000 Total _ 20,000 _ 100,000 100,000 50,000 270,000 Project Funding by Source: Water Fund Department Coordinator and Project Review/Support Department Coordinator. Dan Gilmore,Utilities Engineer Project Review and Support: Public Works will provide support for the pavement study,engineering design, bidding, and construction management. Barbara Lynch has reviewed this request on behalf of Public Works. Dan VanBeveren has surveyed the plant and provided preliminary recommendations for the study and funding of the pavement repair. Alternatives 1. Defer or Rephase the Request. Deferring the projects listed in this request will result in further deterioration of the pavement,which will lead to more extensive and costly repairs in the future. Operating Program Water Treatment Project Effect on the Operating Budget I Requesting Department. Approximately 20 hours for coordination and review of project documents. Project Support. Public Works: 40 hours for management of study phase for pavement repair, 120 hours for engineering design and production of bid documents,20 hours for bidding support, 120 hours for inspection. 60 I ,PUBLIC UTILITIES WATER TREATMENT MASTER PLAN IMPLEMENTATION ' CIP Project Summary Implementing projects at the Water Treatment Plant as identified in the Water Facilities Master Plan, in order to maintain water treatment quality and reliability, will cost $197,600 in 2003-04 for design and environmental documentation,and$4,209,700 in 2004-05 for construction and construction management. Project Objectives ' 1. Construct a second clearwell to provide needed flexibility in treated water storage,and allow the much needed recoating of the existing clearwell to prolong its expected service life. 2. Construct a new plant water supply line, if feasible, to allow the plant to be served from Reservoir #2, ' eliminating the need for pumps to serve domestic-and fire protection uses. 3. Perform a seismic evaluation of the existing clearwell and wash-water tanks at the plant and construct improvements, if needed, to ensure the tanks can survive an earthquake without major disruption to plant operations or service to water customers. Existing Situation ' The existing Water Treatment Plant was originally constructed in the early 1960's. In the early 1990's, the City completed substantial improvements at the plant to meet more stringent water quality requirements mandated by the federal government. In addition, the plant capacity was increased from 11.5 mgd to 16.0 mgd following the plant upgrade. The additional capacity assumes that 8 mgd is delivered from Whale Rock Reservoir and bypasses the existing sedimentation basin. The rated capacity of the sedimentation basin is 8 mgd. As water demand ' increases and additional water supply sources are secured,additional sedimentation capacity will be required. The water treatment plant currently has one 4-million gallon treated water storage tank on-site. The tank was ' scheduled to be recoated during the upgrade project at the Water Treatment Plant, but due to system constraints and complications, the recoating was deleted from the contract. The Water System Master Plan recommends an additional treated water storage facility (clearwell) on-site to provide enhanced operations and reliability. The preliminary recommendation is for an additional 4.0 mg tank. The "Study" portion of the project will verify the appropriate size for the new clearwell. The recoating of the existing clearwell is recommended to occur immediately following completion of the new tank to insure.dependable and reliable water service to the community. The previous funding for the existing tank recoating project has been returned to Water Fund Working Capital and the recoating funding will be included in the project to construct the new clearwell. Seismic evaluation of the existing clearwell and an existing wash-water storage tank is also recommended, to ' insure that the facilities can withstand an earthquake event without failure. Consulting engineers would conduct the studies in conjunction with the design of the new clearwell. IGoal and Policy Links 1. Urban Water Management Plan, Section 4.1 2. Draft Airport Area Specific Plan,Section 8.3 3. Water System Master Plan,October 2000,Chapter 3 ' 4. 2001-03 Financial Plan, Appendix B—Capital Improvement Plan,Page 110 ' 61 !,PUBLIC UTILItIES WATER TREATMENT MASTER PLAN HNIPLEMENTATION Project Work Completed 1. Water System Master Plan 2. Phase I—Preliminary Design contract has been awarded to Black&Veatch Environmental Review 1 The consultant contract for Phase I (study/preliminary design) and Phase II (final design) of the recommended ' improvements includes the preparation of the initial environmental assessment for the project. All required environmental study and documentation will be included with the project in accordance with CEQA requirements. The Community Development Department will review the environmental documentation to ensure compliance ' with CEQA. Other Special Review Considerations t 1. These projects must comply with the requirements of other regulating agencies. 2. Construction of the projects must not interfere with the City's water treatment operations. Project.Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total ' Study/Prelim.Design 231,000 231,000 Final Design&Environ.Review 197,600 197,600 Construction 4,000,000 4,000,000 Construction Management 209,700 209,700 Total 231,000 197,600 4,209,700 4,638,300 ' The projects identified in this request are 29.4%attributable to new development. Project Funding Source: Water Fund , Department Coordinator and Project Review/Support ' Department Coordinator. Dan Gilmore,Utilities Engineer Project Review and Support: The Community Development Department will review and comment on the environmental documentation to insure compliance with all requirements. The Community Development Department will also review the treatment plant improvement plans and schedule hearings before the ARC if required. The Public Works Engineering division will review the plans and specifications, bid the project, , and provide contract management during construction. Ron Whisenand has reviewed this request on behalf of Community Development,and Barbara Lynch has reviewed this request on behalf of Public Works. 62 PU13LIC UTILITIES WATER TREATMENT MASTER PLAN IMPLEMENTATION ' Alternatives ' 1. Deny the Project. Denial of these projects may result in limitations in water treatment capabilities to meet. existing and future customer demands. In addition,the improvements to water storage facilities will enhance operational abilities at the plant and provide additional storage in the event of an emergency. I 2. Defer or Re-phase the Request. Delaying the request will extend the time it takes to implement the- improvements necessary to insure reliable water treatment facilities to meet the community's water needs. Deferring the recoating of the existing clearwell may reduce the service life of the tank. Operating Program ' Water Treatment Project Effect on the Operating Budget ' Requesting Department. Approximately 192 hours of Utilities staff time will be required for consultant oversight,coordination,plan review,meetings,etc. ' Project Support. Approximately 48 hours of Community Development Department staff time will be required for review of the environmental documentation and project review. Approximately 20 hours of Engineering Division staff time will be required to review plans and specifications. In addition, ' approximately 250 hours of Engineering Division staff time will be required during construction for inspection services and contract management, which assumes a portion of the construction management will. be provided by an outside consultant. tProjects List .rr,5114}y 1 F �y.C.{ b"li y�, ap'iVV +�' *�aYH y�y c..ky�♦. tl '�+af r!f iL<<3��l ^`� 51 1J' S• tlt ,'� � 14 P {?. , lFL r.w+ tCY 1 l7 , JV i F1' ri:��t ?�.7L., 4.,.,Z, ,P VH � /.F• Y u'A., PrOeCt, rl ._. YgMS4E ,.ur.. p.wTti'br� 4.eS . � ;tr�$t j .Dexeo went<+ Seismic evaluation of storage tanks $25,000 29.4% Design of new clearwell and new plant water supply line $403,600 29.4% Construct new treated water storage tank $3,500,000 29.4% Recoat existing clearwell $450,000 _29.4% ' Install piping to use Reservoir#2 for plant water supply $119,700 29.4% Modify washwater inlet control structure _ $140,000. .____29.4 i 63 FLEET REPLACEMENT—WATER TREATMENT CIP Project Summary Replacing a 1998 Ford Ranger Y2-ton pickup truck with one new yrton pickup truck will cost$16,000 in 2003-04. ' The unit to be replaced is fully described in the table attached at the end of this request. Project Objectives 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity Eidsting Situation The decision to replace a fleet unit is based on a combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor Goal and Policy Links Fleet Management Policy(Section 405 of the Finance Management Manual) Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. ' 2. Public Works has met with the Deputy Director Utilities/Water to ensure that the replacement unit has been correctly specified. Environmental Review No environmental review required. Project Phasing and Funding Sources Pro'ect Costs by Type ' Project Costs To-Date 2003-04 1 2004-05 1 2005-06 2006-07 1 Total ' Equipment Acquisition 16,000 16,000 Total 16,00 D 16.000 Project Funding Source: Water Fund 64 D , UBLIC UTILITIES FLEET REPLACEMENT—WATER'TREATMENT Department Coordinator and Project Review/Support 0 Department Coordinator. Gary Henderson ® Project Review and Support: Ron Holstine/Dave Elliott ' Operating Program IWater Treatment(55 06) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 8 ' Description of Truck to be Replaced: Replacement Unit.and Cost Detailf City Fleet Number: 9.820 Description: 1/2-ton PU Truck Model Year: 1998 Base Vehicle Cost: $12,738 Make: Ford Sales Tax @7.25 Percent: $924 Model: Ranger Delivery: $300 Description: 1/2-ton PU Truck Cash Discount: _. _$500 . Year Entered Service: 1998-99 Bed Liner: $450 Scheduled Replacement Year. 2009-10 Toolboxes: $300 Recommended Replacement Year: 2003-04 Rotating Light: $150 ' Original Acquisition Price: $13,323 Radio: $850 Estimated Surplus Value: $1,200 Contingencies @ 5 Percent: $761 Odometer Reading at 12/02: 70,135 Total Acquisition Cost: $15,972 Total Maintenance Cost at 12/02: $4,009 1 Target Age: 1 I Projected Age at Replacement: 5 fTarget Mileage: 90,000 Projected Mileage at Replacement: 87,669 65 i PUBLIC WATER DISTRIBUTION MASTER PLAN RAPLEME.NTATION CIP Project Summary Implementing the projects identified in the Water System Master Plan, in order to correct existing deficiencies and provide additional facilities necessary to serve existing residents and planned growth within the City,will cost $500,000 in 2003-04,and$1,480,000 in 2004-05 for design,right-of-way acquisition,and construction; $506,000 in.2005-06 and$150,000 in 2006-07 for the construction of the projects listed in this Financial Plan Request. 1 Background. The projects described in this request have been identified as necessary water system improvements to correct existing water system deficiencies and improve system reliability. These projects are identified in the Water System Master Plan, which was prepared in conjunction with the Airport Area Specific Plan. The projects identified in this request are needed to provide reliable water service for existing city residents, improve fire protection, enhance emergency water storage, and provide for planned growth in the Margarita and Airport Annexation Areas. ' Project Objectives 1. Correct existing deficiencies in the water distribution system. I 2. Enhance operational reliability and flexibility. 3. Provide additional water storage to meet fire flow and emergency storage requirements. Existing Situation The Water System Master Plan makes recommendations for improvements to the City's Water Distribution System. The recommended projects have been evaluated and prioritized by staff. The projects given the highest priority were determined to provide the greatest benefit and address the most immediate needs. The projects identified in this Financial Plan Request will increase the reliability and flexibility of the Water Distribution System; while reducing or eliminating substantial maintenance requirements at the corresponding facilities. The Bishop Tank Replacement Project will significantly enhance water storage in a critical area,enhancing the water storage and fire fighting capabilities of the system during electrical outages in this zone. Based on modem ■ criteria,the existing Bishop Tank is vastly undersized and serves General Hospital,a medical lab, several doctors' offices and other important facilities. No water mains currently exist to support projected development in the ' Margarita and Airport Specific Plan areas. This request includes money to fund the construction of these `backbone' water mains at the same time the major roads in these areas are expected to be built. Goal and Policy Links 1. Urban Water Management Plan, Section 4.2 2. Draft Airport Area Specific Plan, Section 8.3 3. Water System MasterPlan, Section 4 4. Approved 2001-03 Financial Plans,Appendix B—Capital Improvement Plan,Page 124 ' Project Work Completed 1. Water System Master Plan 2. Staff evaluation of recommended improvements 3. Financing Plan and Impact Fee development 66 01 UBLIC UTILITIES WATER DISTRIBUTION MASTER PLAN RvIPLEMENTATION Environmental Review Each project included in this Financial Plan Request will require an environmental determination from the Community Development Department. It is expected that the majority of the projects will receive a categorical exemption from the CEQA process. Siting of a new water storage tank will require additional environmental review and analysis, and will likely require an environmental impact report to be prepared. Environmental review is expected to take place during the design phase of each project. Other Special Review Considerations 1. These projects must comply with established standards for potable water facilities and construction. ' 2. Construction of these projects must occur in such a way as to prevent interference with the City's ability to provide water to customers. 3. Some improvements will require review by the ARC. Project Phasing and Funding Sources ' Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2.006-07 Total Study 15,000 15,000 Environmental Review 20,000 20,000 1 Land Acquistion 20,000 20,000 Design 75,000 80,000 50,000 205,000 Construction 225,000 400,000 1,430,000 506,000 150,000 2,711,000 ' Construction Management Total. 335,000 500,000 1,480,000 5069000 150,000 2,971,000 A portion of the cost of some of the projects identified in this request is attributable to new development. The ' projects list shown below identifies the appropriate percentage for each project. Project Funding Source: Water Fund Department Coordinator and Project Review/Support ' Department Coordinator. Dan Gilmore,Utilities Engineer Project Review and Support. Community Development will coordinate environmental review in compliance with CEQA. Public Works Engineering will provide some engineering services, review of consultant ' designs, bidding, inspection, and construction management. Ron Whisenand has reviewed this request on behalf of Community Development and Barbara Lynch has reviewed this request on behalf of Public Works. ' Alternatives Deny the project. Denial of these projects may result in limitations in water delivery capabilities to meet existing ' and future water customer demands. In addition, the improvements to water storage facilities are necessary to meet fire fighting requirements and provide adequate storage in the event of an emergency (such as loss of electricity)which could impact the City's pump stations. 67 PUBLIC UTILITIIES WATER DISTRIBUTION MASTER PLAN IMPLEMENTATION Operating Program: Water Distribution Project Effect on the Operating Budget 1 1. Design, engineering, project management and inspection services will likely be provided through a combination of consultant services and Public Works Engineering staff. Even if the projects are designed by consultant, Public Works will be involved in the plan review, bidding, inspection, and construction management of the project. The following estimates assume consultant design for those projects which have an amount of money budgeted for design. Requesting Department. 40 hours for coordination,documentation, and preliminary design. Project Support. Public Works: 180 hours for design and design review, 10 hours for bidding,700 hours for , inspection and construction management, each year. Community Development: 48 hours for environmental review and documentation,each year. 2. The projects included in this request are not expected to result in additional costs to operate or maintain the 1 affected facilities.Water Distribution staff will continue to operate and maintain these facilities. Projects List Percent Attrihutabiv E'Stilliated Fiscal to New Transfer Pump Station Upgrade Design $25,000 2001-02 29.4% Construction $100,000 2002-03 29.4% New Alrita Pump Station Design $50,000 2001-02 0% ROW Acquisition $20,000 2002-03 0% Construction $400,000 2003-04 0% 1 Abandon Foothill Pump Station Construction $125,000 2002-03 0% New 1.2 MG Bishop Tank Study $15,000 2002-03 21.02% Design &Env. $100,000 2003-041 21.02% Construction $1,250,000 2004-05 21.02% Retire Highland Tank/New Rosemont PS Design $50,000 2004-05 29.4% Construction $350,000 2005-06 29.4% New Water Mains in Airport and Margarita Construction $180,000 2004-05 100% Construction $156,000 1 2005-06 100% New Pressure Regulating Valves Construction .$150,000 1 2006-07 1 29.4% 1 1 68 PUBLIC ' WATER DISTRIBUTION MASTER PLAN IMPLEMENTATION Location Map r ' r a`'� �� ,CLQ `? ✓ 1 ' � I 69 1 PUBLIC UTILITIES WATER DISTRIBUTION SYSTEM DAPROVEMENTS ' CIP Project Summary ' Replacing pipelines and related infrastructure to eliminate bottlenecks, leaking; deteriorating or substandard mains and facilities, to strengthen portions of the distribution system, and to improve water flow for fire protection is expected to cost approximately$1,000,000 annually. Background The Water Distribution System includes approximately 150 miles of pipe,ranging in size from 4" to 30" in diameter. The system also includes 13 potable water storage reservoirs, 8 pump stations; and five municipal wells. Fire hydrants, sample stations, air-release valves, blow-offs, shut-off valves, and pressure regulating valves are all essential parts of the system, as well. The City's residential and non-residential water customers receive high quality drinking water through approximately 13,600 service connections. Records indicate that the oldest water main in the system was originally installed in 1888. Other parts of the system are not nearly as old,but have become unreliable for various reasons. The improvements documented in this request are essential for maintaining the current level of service to the City's water customers. Project Objectives 1. Ensure reliable water service 2. Reduce the need for emergency repairs 3. Enhance available fire flows Existing Situation Replacement of water distribution pipes, mainlines and related infrastructure is an ongoing program. Growth within the City and more stringent fire protection regulations have placed increased demands on the water distribution system Some City water facilities are improperly sized, are made of inferior materials, and/or are deteriorating due to age. Some water lines in the City are over 100 years old. The expected useful life of a water pipeline is approximately fifty years, which corresponds with the replacement of approximately 2% of the system each year. The City has nearly 150 miles of water lines with an estimated replacement value of over$75,000,000. Projects have been selected and prioritized based on specific criteria. The highest priority projects will have the greatest impact in reducing disruptions to water service. These projects include relocating substandard water mains in backyard easements and replacing aging mains that have had multiple failures requiring emergency repairs. Other priority projects include strengthening fire protection capabilities and projects designed to protect important water distribution infrastructure. 1 Goal and Policy Links 1. Approved Urban Water Management Plan, Section 4.2 2. Approved 2001-03 Financial Plan,Appendix B—Capital Improvement Plan, Page 115 3. Water System Master Plan, Section 2.2 4. Uninterrupted water flow for customer use and public safety is a goal of the Water Distribution Program 1 70 i o , UBLIC UTILITIES WATER DISTRIBUTION SYSTEM IMPROVEMENTS Project Work Completed The Water System Master Plan has been completed and the document makes recommendations for improvements to the existing Water Distribution System The replacement of failing, substandard waterlines and related infrastructure is an ongoing program Water distribution infrastructure replacement should take place at an ' average rate of about two percent per year,as identified in the adopted Urban Water Management Plan. Environmental Review Compliance with CEQA will be included with all Water Distribution projects, as appropriate. Typically, replacement of existing water distribution facilities is categorically exempt from the CEQA process. Other Special Review Considerations ' The projects listed in this Financial Plan Request have been coordinated with the Pavement Management Program Projects in the Downtown Fire Protection District should-also include the installation of fire service laterals to those properties that do not already have fire sprinklers. Project Phasing and Funding Sources The projects have been selected to approach a level of spending of$1,000,000 in each year. It is expected that the actual cost of completing any particular project will vary from the preliminary "budgetary".cost estimate. While these budgetary cost estimates are intended only as a spending guide, it is anticipated that all of the projects listed for each year will be completed. If the total budget adopted for this Financial Plan Request proves to be ' inadequate to complete the entire list of projects for a given year, staff will either defer lower priority projects or return to Council to request additional funding. Project Costs by Type Project Costs To-Date 2003-041 2004 05 2005-06 2006-07 Total Construction on-going 1,000,0001 1,000,0001 1,000,0001 1,000,000 4,000,000 Total 1,000,0001 1,000,0001 1,000,0001 1,000,0001 4,000,000 Project Funding by Source: Water Fund Department Coordinator and Project Review/Support Department Coordinator Dan Gilmore,Utilities Engineer Project Review and Support: Public Works will coordinate any needed environmental review, design, bidding,contract management, inspection, and construction management services. Community Development will provide assistance with the environmental review and compliance with CEQA. Barbara Lynch has reviewed this request on behalf of Public Works and Ron WWsenand has reviewed this request on behalf of ' Community Development. The Fire Department is typically involved in reviewing the plans for hydrant spacing. Darren Drake has reviewed this request on behalf of the Fire Department. i71 i PUBLIC WATER DISTRIBUTION SYSTEM IMPROVEMENTS Alternatives ' 1. Defer the project. Deferral of this replacement schedule is not recommended, since it would result in a greater frequency of water main failures, disruption in water service, and damage to public streets. Falling behind in the programmatic replacement of aging infrastructure typically results in higher overall costs. 2. Downsize the project. Over the years, the City has fallen behind the fifty-year replacement schedule. I Reducing the amount of distribution infrastructure replacements will push the program further behind, and could result in increased demands on staff, impacts to water customers, and reduced fire fighting capabilities due to undersized mains, system failures, and emergency repairs. ' Operating Program: Water Distribution Project Effect on the Operating Budget The long-term benefits of a proper program of water distribution system improvements will help to reduce the demands on staff to make emergency repairs, which are more disruptive to the public, are more costly, interrupt water service to City residents, and take staff away from other duties. Requesting Department. 80 hours annually for coordination,design support,and construction support. ' Project Support. Public Works Engineering: 400 hours annually for design, 20 hours for bidding, 1200 hours for inspection. Community Development: 32 hours annually for environmental review. Fire ' Department: 20 hours.annually for review of hydrant spacing. Projects List (Projects in bold type are in the Downtown Association) ' 2003-2004 Pro Ject List Cost Estimate 'olillpletion Date : Morro—Higuera to Marsh $679000 6/04 I Osos—Walnut to Peach $45,000 6/04 Osos—Buchon to Leff $79,000 6/04 Corralitos,Conejo,Alisal,Cazadero,San Luis Drive $481,000 6/04 Higuera—California to Grove $28,000 6/04 ' Wilson—Grand to Grove $157,000 6/04 Connect Ramona Main to La Entrada Main $15,000 6/04 Relocate Airport Meter $30,000 6/04 Fuller Road PRV(purchase only) $15,000 6/04 Valve Replacements $28,000 6/04 Trench Repair $100,000 6/04 Raise Valve Covers on Paving Projects $40,000 6104 ' 2004-200-5 ProJect List Cost E.Stirnate Completion Date Toro—Phillips to Monterey $123,000 6/05 Phillips—California to Park $106,000 6/05 Pismo—Nipomo to Beach $55,000 6/05 Buchon—Carmel to Broad $148,000 6/05 Garden—Pacific to Upham $235,000 6/05 Church—Garden to Santa Barbara $90,000 6105 Grove—Phillips to Palm $78,000 6/05 Valve Replacements $28,000 6/05 Trench Repair $100,000 6/05 Raise Valve Covers on Paving Projects $40,000 6/05 72 11PUBLIC UTILITIES ' WATER DISTRIBUTION SYSTEM IMPROVEMENTS 2005-2006 ProJect List Cost ES11111ale Coolpietion Date ' Santa Lucia-Cerro Romauldo to Tolosa $112,500 6/06 Tolosa-Santa Lucia to Tassajara $71,500 6/06 La Canada-Tolosa to Cerro Romauldo $116,000 6/06 ' Higuera-High to 277 Higuera(8"Steel) $50,000 6106 Brook-Madonna to South(tie over services and abandon steel) $25,000 6/06 South-Higuera to end $37;500 6/06 ' Broad-Peach to Monterey $131,256 6/06 Islay-High to Carmel $37,500 6/06 Islay-Beach to Nipomo $62,500 6106 Ella-Ruth to Osos(tie over services and abandon steel fine) $25,000 6/06 Rachel CL-renew 2"GIP $28,000 6/06 Perkins-Broad to end $95,000 6/06 Sweeny-Rockview to Broad $68,750 6/06 Bishop @ Augusta(tie over services and abandon 4"ACP) $20,000 6/06 ' Reba-Augusta to Dead End $37,500 6/06 Greta-Sydney to Augusta $68,750 6/06 Gerda-Augusta to Dead End $37,500 6106 Alrita-Flora to Dead End of Alrita $112,500 6/06 Trench Repair $100,000 6/06 Valve Replacements $20,000 6/06 Raise Valve Covers on Paving Projects $40,000 1 6/06 no-nO 1roject List Cost Estimate ollipletioll Date Rosita-Foothill to Cerro Romauldo(also abandon 4") $50,000 6107 1 Oceanaire-Madonna to Cayucos $237,500 6/07 Hill-Lincoln to 525 Hill $25,000 6/07 Bianchi-Higuera to far side of bridge $50,000 6/07 ' Olive-tie over services and abandon 4"west of Santa Rosa $25,000 6107 Lincoln-West to Chorro $231,250 6107 West-Chorro to Lincoln $90,000 6/07 Leff-High to Nipomo $106,250 6/07 ' Leff-Broad to Morro $121,875 6/07 Roundhouse-Santa Barbara to Emily $55,000 6107 Trench Repair $100,000 6/07 Valve Replacements $20,000 6/07 Raise Valve Covers on Paving Projects $40,000 6/07 I.,61ure ProJects Cost Estimate Completion Date ' Casa-Murray to Desiree $112,500 n/d Hathway-regulator to Hwy 101 $112,500 n/d Oak-Santa Rosa to Park(may be done with'02-'03 projects) $18,750 n/d McCollum-Albert to Grand $102,500 n/d Loomis-Buena Vista to San Miguel $75,000 n/d San Miguel-Santa Ynez to Buena Vista $77,500 n/d Buena Vista-McCollum to Santa Ynez $55,000 n/d ' Fredricks&Grand-remove 10"steel remnant $20,000 n/d Park-Mill to Dead End $20,000 n/d Higuera-Johnson to Toro $62,500 n/d Pacific-Johnson to Pepper $62,500 n/d Iris-Johnson to Fixlini $43,750 n/d 73 1 PUBLIC UTILITIIES WATER DISTRIBUTION SYSTEM IMPROVEMENTS Location Map � e ! aor LL +� 4^� •a scour '6 by ' ►� � x..o sE. . .^mac B ysr w x�( 6 S+ 4► trap �.� r� d Y � R9 ♦ 6 � � 7 i r .a e a � .oaa�� �� �9d d�♦ 6 Mft, �omoi Zt, mO� r �..1 \ • ronn.. 1 74 t ,PUBLIC UTILITIES DOWNTOWN FIRE SPRINKLER LATERAL RFIM13URSEMENT PROGRAM CIP Project Summary Providing rebates to qualified property owners and installing fire sprinkler laterals in conjunction with water main replacement projects, in order to encourage the installation of fire sprinklers in the Downtown Fire Protection District, can be accomplished during the 2003-05 period using previously budgeted funds. The program is ' expected to require$25,000 annually beginning again in the 2005-06 fiscal year. Background Municipal Code Section 15.08.170, as amended, requires buildings in the Downtown Fire ' Protection District to install fire sprinkler systems within two years of the City installing a fire sprinkler lateral to their property. With Council direction, staff developed a program to assist building owners who voluntarily have fire sprinklers installed as part of a building remodel or change in use, etc. The original reimbursement program paid up to $150 per lineal foot of underground lateral from the City main to the property line. In 1998, the ordinance was amended to add a lump sum to the reimbursements to cover the cost of making the physical connection to the water main. Project Objectives 1. Allow partial reimbursement of the cost to install fire sprinkler laterals for property owners who voluntarily install automatic fire sprinkler systems in buildings in the downtown fire protection district. 2. Systematically provide fire sprinkler laterals for buildings needing them by constructing the laterals as part of ' waterline installations or other City construction projects in the Downtown Fire Protection District. Existing Situation ' To date,only twelve reimbursements have been paid to property owners who have volunteered or been required to install fire sprinklers as part of a remodel of their buildings. Around 100 fire laterals, however, have been ' installed in conjunction with downtown water main replacements or other underground construction projects. The cost of installing fire sprinkler laterals with water main projects is generally about half of the cost to reimburse property owners for individual lateral installations, since a greater number can be installed at one time and the ' connection to the main can occur while the new main is being installed. Goal and Policy Links 1. Adoption of City Ordinance No. 1214 (1992 Series), adopting findings of fact establishing requirement of automatic fire sprinklers. ' 2. Adoption of City Ordinance No. 1336(1998 Series), amending the fire sprinkler ordinance.. 3. Approved 2001-03 Financial Plan,Appendix.13—Capital Improvement Plan,Page 119 ' Project Work Completed Definition of the downtown core and the identification of the buildings in the downtown core requiring fire sprinkler laterals has been completed. Through a series of ordinances, the fire sprinkler lateral reimbursement program has been established. Over 100 fire sprinkler laterals have been installed under this.program, with total expenditures to date of over $200,000. Of the 207 parcels in the Downtown Fire Protection District, approximately 40% have fire sprinklers. Another 30% have fire sprinkler laterals installed and will besprinkled within the next two years or when seismic retrofits are required for those properties with unreinforced masonry buildings. Approximately 30% of the properties in the downtown.district still need fire sprinkler laterals. The ' 75 1 PUBLIC a DOWNTOWN FIRE SPRINKLER LATERAL RERv BURSEMENT PROGRAM budget for this program was established under the assumption that most of the fire sprinkler laterals would be t installed by individual property owners and require reimbursement. In actuality,only twelve fire sprinkler laterals have been installed under the reimbursement program. Substantial savings result from the City installing fire sprinkler laterals in conjunction with water main replacements in the downtown fire protection district. Currently, approximately $147,000 remains in the project account to support the installation of additional fire sprinkler laterals. Due to the rate at which individual reimbursements are requested and the amount of water main t replacements that are planned in the downtown fire protection district,no additional funding is identified for each fiscal year in the 2003-05 Financial Plan. It is expected that an annual funding level of $25,000 will be reestablished beginning in the 2005-06 fiscal year. Environmental Review This project is categorically exempt from CEQA. Other Special Review Considerations Each fire sprinkler lateral installed under this project will require input from Public Works,Fire,and Utilities. Project Phasing and Funding Sources Pro'ect Costs by T e Project Costs To-Date 2003-04 2004-05 I 2.005-06 I 2006-07 I Total Construction 350,000 1 1 25,6661 25,000 1 400,000 t Total 350,000 25,0001 25,000 1 400,000 Project Funding by Source: Water Fund Department Coordinator and Project Review/Support Department Coordinator: Dan Gilmore, Utilities Engineer Project Review and Support: The Fire Department will assist with the administration of this program. Public Works Engineering will assist with inspection services and contract management, when the laterals are installed with a waterline replacement or other major underground project. Barbara Lynch has reviewed this request on behalf of Public Works and Darren Drake has reviewed this request on behalf of Fire. Alternatives Drop the Fire Sprinkler Lateral Reimbursement Program. This alternative would result in some Water Fund ' savings. This alternative is not recommended, however, as the cost of the fire sprinkler lateral installation could be significant to some property owners,.who may be depending on the support of this program to fulfill the City mandated requirement to retrofit downtown buildings with fire sprinklers. 1 Operating Program Water Distribution,Fire Prevention ' 76 ' IPUBLIC UTILITIES DOWNTOWN FIRE SPRINKLER LATERAL REMURSEMENT PROGRAM Project Effect on the Operating Budget ' The multi-year program of providing reimbursement for underground sprinkler laterals will have no appreciable effect on the operating budget. Some Fire Department and Utilities Department administrative time will be required,but will be absorbed into the daily work schedule. Additional minor expense results from the number of valves associated with the fire laterals and the need to raise the valve wells each time the street is repaved. Requesting Department. 20 hours annually to track and identify needed fire sprinkler laterals. ' Project Support, Public Works Engineering,20 hours annually;Fire 20 hours annually. Location Map • a n a • s I � LJ. !s a3 F °` Q [30 LL u ® '15090L El o ❑ J MINE g p VSOa Y1NVS I'm VLWS Is � ED � �� I � .1= So=o]n ��a �� o�ai 5050 ® •15 onno4 0anou EI ❑: © •!s otlao�o �1 anao i� g - 30avg •u ovon g�l i < —$� ❑ ❑ mug 0,06% •y6 N ,39 77 PUBLIC UTILITIES POLYBUTYLENE WATER SERVICE REPLACEMENTS CIP Project Summary Replacing polybutylene water services in order to proactively and systematically eliminate this inferior material ' from the Water Distribution System will cost$250,000 annually during the four year Capital Improvement Plan.. Background Polybutylene plastic water service pipe became the pipe of choice for many domestic water agencies in the mid 1970's. The pipe was lightweight, easy to handle and work with, had outstanding flow characteristics, and was very economical. By the mid 1980's, serious concerns began to develop with regard to the long-term durability of polybutylene. The pipe began to fail at the service connections and the failure rate has been increasing. Most agencies discontinued the use of polybutylene in the mid to late 1980's. The City of San Luis Obispo began using polybutylene water service pipe exclusively around 1977, and continued through 1990. During that period of time, the City experienced significant growth and it is estimated that more than 4,000 polybutylene services were installed, ranging in size from 3/a" through 2". Prior to the polybutylene replacement program, Water Distribution staff documented a significant increase in the number of polybutylene service line failures. In 1999 alone, there were 196 failures, resulting in significant workload impacts and effects to daily routines. , Project Objectives 1. Replace substandard infrastructure materials to ensure reliable service. 2. Minimize impact on operating staff as a result of emergency maintenance and repairs. 3. Minimize deterioration of street paving caused by service line failures. Existing Situation Staff estimates that several years remain in this multi-year program. However, the effectiveness of the program is apparent,as the number of service line failures continues to decrease significantly. Goal and Policy Links 1. Approved Urban Water Management Plan,Section 4.2.2 ' 2. Approved 2001-03 Financial Plan,Appendix B—Capital Improvement Plan,Page 122 3. It is a goal of the Water Distribution Operating Program to provide reliable water service. r Project Work Completed 1. To date,$1,000,000 has been budgeted to fund polybutylene water service line replacements. 2. Two projects have been completed, replacing approximately 560 services. A third project is being prepared for construction in the summer of 2003. ' Envirottmental Review These projects,renewing existing defective water services,are exempt from CEQA. Other Special Review Considerations ' 1. This project is coordinated with Public Works to stay ahead of the Pavement Management Plan. 78 PUBLIC UTILITIES ' POLYBUTYLENE WATER SERVICE REPLACEMENTS 2. Close coordination with affected neighborhoods and individual property owners-is required. ' 3. The current level of funding for this project.has resulted in annual projects that are properly sized,given the work required by Utilities to identify the services and the work required by Public Works to produce the contract documents. Project.Phasing and Funding Sources ' Pro'ect Costs bv Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total ' Construction 1,000,000 250,0001 250.000 250,000 250,000 2,000,000 Total 1,0001000 250,0001 250,0001 250,0001 250,0001 2,000,000 *Project costs to date do not include emergency replacement of failed polybutylene services. ' Project Funding by Source: Water Fund Department Coordinator and Project Review/Support Department Coordinator. Dan Gilmore,Utilities Engineer Project Review and Support: Public Works will provide engineering, bidding, inspection, and contract administration services. Barbara Lynch has reviewed this request on behalf of Public Works. Alternatives I1. Deny the Project. Denial or deferral of this project and replacement schedule is not recommended as maintenance staff are already forced to spend a significant amount of time performing emergency repairs on ' polybutylene service lines, thereby reducing the time available for much needed preventative maintenance and other activities, as well as the quality and reliability of service to our customers. ' 2. Change the Scope of the Project. 'The failure rate of polybutylene service lines is accelerating. If we do not commit to an aggressive replacement program at this time, increased failures will result in damage to streets and higher costs associated with emergency repairs. Funding for this important program could be increased. ' However, staff feels that the current level of funding is adequate to stay ahead of the Pavement Management Program ' Operating Program: Water Distribution Project Effect on the Operating Budget 1. Utilities Department staff will identify the services to be replaced in coordination with the Pavement Management program Public Works will design,bid, and oversee construction of the project. Requesting Department. 120 hours annually,to identify polybutylene services. Project Support. Engineering; 100 hours,Inspection; 200 hours,Contract Administration; 10 hours,per year. ' 2. Some cost savings may be realized after all polybutylene is removed from the water distribution system Staff will then have more time for preventative maintenance and other activities. ' 79 1 PUBLIC UTILITIIES UI'IIITIES TELXIVIETRY SYSTEM UPGRADE CIP Project Summary Evaluating upgrades to the City's water and sewer telemetry system will cost $100,000 in 2004-05; and implementing them will cost$805,000 in 2005-06 and$660,000 in 2006-07. Background. Evaluating and implementing upgrades to the water and sewer telemetry system will ensure ongoing, reliable treatment and delivery of water and collection and treatment of wastewater. The project will involve requesting proposals for upgrading the telemetry systems for operations relative to the following sections: Whale Rock Reservoir, Water Treatment, Water Distribution, Wastewater Collections, and Water Reclamation Facility. In March of 2001,the Gartner consulting firm completed the 2001-05 Information Technology(IT)Strategic Plan for the City of San Luis Obispo. The IT Strategic.Plan recommended a two phase approach to upgrading the telemetry system. Phase I would focus on the replacement of the wireless systems (Whale Rock, Water Distribution and Wastewater Collections) and Phase II would involve the replacement of the plant process control systems at the Water Treatment Plant and Water Reclamation Facility. 1 Project Objectives 1. Upgrade/replace existing telemetry control systems with up to date technology. ' 2. Ensure reliable remote communication capabilities for dependable delivery of water and wastewater services. 3. Ensure compliance with State and Federal regulations. I 4. Provide proper oversight of system operations while minimizing staffing needs. Existing Situation The existing telemetry system has developed over an extended period and some portions of the system are over 10 years old. Components have been updated and replaced as needed but a comprehensive analysis of the systems has not been undertaken relative to specific communication strategies and hardware and software related recommendations. The telemetry systems monitor the operations of the water delivery, wastewater collection and treatment systems for the Utilities Department operations. These systems are critical to ensuring the reliable delivery of water and ' wastewater services in addition to ensuring compliance with State and Federal regulations and laws. Many of the locations remotely monitored by the system provide trouble alarms to notify staff (both on and off hours) to potential problems. This monitoring and alarm system reduces the potential for service disruptions or potential fines associated with sewage spills or other problems. Goal and Policy Links 1. Water System Master Plan,October 2000 ' 2. Wastewater Master Plan Update, October 2000 3. Urban Water Management Plan,November 1994 80 1 �PUBLIC UTILITIES LTnL TIES TELEMETRY SYSTEM UPGRADE Project Work Completed f2001-05 Information Technology Strategic Plan,March 2001 ]Environmental Review Since the majority of the project will likely be replacement of existing equipment, minimal environmental review is anticipated. There could be some minor' visual impacts associated with antennas and other equipment or some limited construction work associated with the installation of conduits in city streets or adjacent areas. The environmental review necessary for the project will be more clearly defined following receipt of proposals and will likely require an initial environmental review by the Community Development Department. ' Project Phasing and Funding Sources ' This project is proposed to be accomplished in two phases as previously discussed. The funding identified for the study portion of the project is intended to support operation of the technical documents necessary for the request for proposals. In addition, this project will be funded from three different funds: Whale Rock, Water, and Wastewater as indicated in the tables below: Pr elect Costs by Type ' Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Study 100,000 100,000 ' Construction 805,000 660,000. 1,465,000 Total 160,000 805,000 660,000 1,565,000 ' Project Funding by Source Project Funding Sources To-bate 2003-o4 2004-05 2005-06 2006-07 Total Whale Rock Fund 10,000 80,500 90,500 Water Fund 50,000 507,150 198,000 755,150 1 Wastewater Fund 40,000 217,350 462,000 719,350 Total 100,000 805,000 660,000 1,565,000 ' Department Coordinator and Project Review/Support Department Coordinator Teri Maa,Information Systems Manager ' Project Review and Support Community Development Department will assist with the environmental review if necessary. The Utilities Department will provide input during preparation of the request for proposals and Iassistance during the construction/implementation phase. ' 81 1 PUBLIC nurIES UTE=S TELEMETRY SYSTEM UPGRADE t Alternatives ' Deny the Project. Denial of the project could lead to communication or equipment failures which could impact the City's ability to provide essential water and wastewater services to the community. Failure of some of the systems could result in failure to meet regulator standards which could result in significant fines to the City. Operating Program 1 Implementation of this project falls under the responsibility.of the Information Systems Division of the Finance Department The use of the telemetry systems are for the Whale Rock, Water Treatment, Water Distribution, Wastewater Collections, and Water Reclamation sections of the Utilities Department. Project Effect on the Operating Budget 1 1. Requesting Department. Significant Information Systems staff resources will be committed to provide project management during design and implementation. 2. Project Support The Utilities Department staff will provide significant resources during preparation of the request for proposals and during the construction/implementation phase. Limited resources to assist with an ' environmental review are anticipated from the Community Development Department. Note: The maintenance of the telemetry system is provided by the Information Systems Division of the Finance Department and is paid for through the cost allocation plan by the Whale Rock,Water and Wastewater Funds. 82 1 'PUBLIC UTILITIES ' FLEET REPLACEMENT—WATER DISTRIBUTION CIP Project Summary . 1. Replacing a 1996 Ford Ranger 12-ton pickup truck with one new 12-ton pickup truck will cost $16,000 in 2003-04. 2. Replacing two 1991 GMC Topkick 2-ton service body trucks with two new 2-ton service body trucks will ' cost$180,000 in 2005-06. 3. Replacing a 1994 GMC 1500'2-ton pickup truck with one new 1/2-ton pickup truck will cost$16,000 in 2006- 07. 4. Replacing a 1994 Case 580D backhoe with one new backhoe will cost$75,000 in 2006-07. The units to be replaced are fully described in the table attached at the end of this request. Project Objectives 1. Maintain fleet reliability 2. Keep maintenance costs reasonable .3. Improve employee productivity Existing Situation The decision to replace a fleet unit is based on a combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years ' 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor Goal and Policy Links Fleet Management Policy(Section 405 of the Finance Management Manual) Project Work.Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced.. 2. Public Works has met with the Deputy Director Utilities/Water to ensure that the replacement units have been correctly specified. Environmental Review ' No environmental review required. 83 ,PUBLIC FLEET REPLACEMENT—WATER DISTRIBUTION Project Phasing and Funding Sources ' Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 1 2005-06 2006-07 Total Equipment Acquisition 16,0001 -180,000 91000 287,000 ' 87 000 1 Total 160001 1 180,000 1 91,0001 287,000 Project Funding Source: Water Fund 1 Department Coordinator and Project Review/Support 1 ® Department Coordinator: Gary Henderson ■ Project Review and Support: Ron Holstine/Dave Elliott 1 Operating Program Water Distribution(55160) 1 Project Effect on the Operating Budget 1 Hours of staff time needed for project coordination: 56 1 1 1 . 1 1 1 1 84 1 PUBLIC, ' FLEET REPLACEMENT—WATER DISTRIBUTION Description of Unit to be Replaced: Replacement Unit and Cost Detail: City Fleet Number: 9606 Make: Chev Model Year: 1996 Model: SIO ' Make: Ford Description: 1/2-ton PU Truck Model: Ranger Base Vehicle Cost: $12,738 ' 6-'Inn: 1/2-Ton PU Sales Tax @7.25 Percent: $924 Year Entered.Service: 1996-97 Delivery: $300 ' Scheduled Replacement Year. 2007-08 Cakh Discount: -$500 Recommended Replacement Year: 2003704 Bed Liner: $450 ' Original Acquisition Price: $14,853 Toolboxes: $300 Estimated Surplus Value: $1,000 Rotating Light: $150 ' Odometer Reading at 12/02: 118,613 Radio: $850 Total Maintenance Cost at 12/02: $3,993 Contingencies @ 5 Percent: $761 ' Target Age: 11 Total Acquisition Cost: $15,972 Projected Age at Replacement: 7 ' Target Mileage: 90,000 Projected Mileage at Replacement: 138,382 85 PUBLIC UTILITIES FLEET REPLACEMENT—WATER DISTRIBUTION Description of Unit to be Replaced: Replacement Unit and Cost Detail: City Fleet Number. 9110 Make: Freightliner* Model Year: 1991 Model: FL70* Make: GMC Description: 2-Ton Truck Model: Topkick Base Vehicle Cost: $41,382 Description: 2-Ton Svc Trk Sales Tax @7.25 Percent: $3,000 Year Entered Service:. 1991-92 Delivery: $300 Scheduled Replacement Year. 2003-04 Cash Discount: $0 f Recommended Replacement Year. 2005-06 Service Body with Dump Bed: $25,000 Original Acquisition Price: $56,700 Radio: $850 Estimated Surplus Value: $5,000 Air Compressor: $8,900 Odometer Reading at 12/02: 71,516 Generator: $3,000 Total Maintenance Cost at 12102: $19,818 Jack Hammer Removal System: $2,000 Target Age: 12 Accessory Lighting System: $500 Projected Age at Replacement: 14 Contingencies @ 5 Percent: $4,269 Target Mileage: 60,000 Total Acquisition Cost: $89,651 Projected Mileage at Replacement: 91,020 * or equal 86 �PUBLIC UTILITIES FLEET REPLACEMENT—WATER DISTRIBUTION Description of Unit to be Replaced: Replacement Unit and Cost Detail: City Fleet Number: 9111 Make: Freightliner* Model Year: 1991 Model: FL70* Make: GMC Description: 2-Ton Truck Model: Topkick Base Vehicle Cost: $41,382 ' Description: 2-Ton Svc Trk Sales Tax @7.25 Percent: $3,000 Year Entered Service: 1991-92 Delivery: $300 ' Scheduled Replacement Year: 2003-04 Cash Discount: $0 Recommended Replacement Year: 2005-06 Service Body with Dump Bed: $25,000 ' Original Acquisition Price: $56,700 Radio: $850 Estimated Surplus Value: $5,000 Air Compressor: $8,900 ' Odometer Reading at 12/02: 79,317 Generator: $3,000 Total Maintenance Cost at 12/02: $24,993 Jack Hammer Removal System: $2,000 Target Age: 12 Accessory Lighting System: $500 Projected Age at Replacement: 14 Contingencies @ 5 Percent: $4.269 ' Target Mileage: 60,000 Total Acquisition Cost: $89,651 Projected Mileage at Replacement: 100,949 *or equal 1 t87 1 PUBLIC Uflu-flEs FLEET REPLACEMENT—WATER DISTRIBUTION Description of Unit to be Replaced: Replacement Unit and Cost Detail: 1 City Fleet Number: 9520 Make: Chevrolet* Model Year. 1994 Model: S10* Make: GMC Description: 1/2-ton PU Truck Model: 1500 Base Vehicle Cost: $12,738 Description: 1/2-Ton PU Sales Tax @7.25 Percent: $924 Year Entered Service: 1994-95 Delivery: $300 Scheduled Replacement Year: 2005-06 Cash Discount: -$500 Recommended Replacement Year. 2006-07 Bed Liner: $450 Original Acquisition Price: $19,325 Toolboxes: $300 Estimated Surplus Value: $2,000 Rotating Light: $150 Odometer Reading at 12/02: 28,293 Radio: $850 t Total Maintenance Cost at 12/02: $2,616 Contingencies @ 5 Percent: $761 Target Age: 11 Total Acquisition Cost: $15,972 1 Projected Age at Replacement: 12 Target Mileage: 90,000 * or equal ' Projected Mileage at Replacement: 42,440 1 88 ''PUBLIC UTILITIES FLEET REPLACEMENT—WATER DISTRIBLMON IDescription of Unit to be Replaced: Replacement Unit and Cost Detail: City Fleet Number: 9407 Make: Caterpillar* Model Year: 1994 Model: 420D* I Make: Case Description: Backhoe Model: 580D Base Vehicle Cost: $63,522 Description: 2WD Backhoe Sales Tax @7.25 Percent: $4,605 Year Entered Service: 1994-95 Delivery: $0 Scheduled Replacement Year: 2011-12 Cash Discount: $0 Recommended Replacement Year: 2006-07 Accessory Equipment: $3,100 Original Acquisition Price: $41,344 Contingencies @ 5 Percent: $3,561 Estimated Surplus Value: $9,000 Total Acquisition Cost: $74,789 Odometer Reading at 12/02: — Total Maintenance Cost at 12/02: $7,732 *or equal Target Age: 17 Projected Age at Replacement: 12 Target Mileage: -- Projected Mileage at Replacement: -- I I 1 f I 89 i PUBLIC UTILITIES FLEET ADDITION—UTILITIES CONSERVATION CIP Project Summary Adding one pickup truck to the Utilities Conservation fleet will cost$16,000 in 2003-04. I The unit to be acquired is fully described in the table attached at the end of this request. Project Objectives Facilitate the proposed expansion of water conservation efforts Existing Situation This request complements a significant operating program change request to add two seasonal temporary employees to the staffing of the Utilities Conservation program. These employees will be working six to eight months out of the year and will be focusing on conservation of water used for residential landscape irrigation., ' Because much of their time will spent on field inspection and consultation with property owners,they will need a vehicle dedicated primarily for their use. This vehicle will also serve the general needs of the Utilities Conservation staff after the lease on a battery- powered pickup truck now used in this program expires in June 2003. Goal and Policy Links 1. Adopted Fleet Management Policy 2. Council Goal,2003-05 Financial Plan Project Work Completed Public Works has met with the Deputy Director Utilities/Water to ensure that the unit to be acquired has been correctly specified. Environmental Review No environmental review is required. Project Phasing and Funding Sources Pro'ect Costs by Type I Project Costs To-Date 2003704 1 2004-05 1 2005-06 2006-07 1 Total Equipment Acquisition 16,0001 1 16,000 Total 16,0001 1 16,000 Project Funding by Source: Water Fund I 90 FLEET ADDITION—UTRMES CONSERVATION QDepartment Coordinator and Project Review/Support ■ Department Coordinator: Gary Henderson s Project Review and Support: Ron Holstine/Dave Elliott Operating Program Water Conservation(55130) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 8 Description.of Unit to be Acquired.: Make: Chev Model: S10 Description: 1/2-ton PU Truck Base Vehicle Cost: $12,738 Sales Tax @7.25 Percent: $924 Delivery:. $300 Cash Discount: -$500 Bed Liner: $450 Toolboxes: $300 Rotating Light: $150 Radio: $850 Contingencies @ 5 Percent: $761 Total Acquisition Cost: $15,972 t 91 I FLEET REPLACEMENT—WATER ADMINISTRATION AND ENGINEERING CIP Project Summary Replacing a 1990 Jeep Cherokee 4-wheel-drive utility vehicle with one new 4-wheel-drive utility vehicle will cost $26,000 in 2003-04. The unit to be replaced is fully described in the table attached at the end of this request. Project Objectives 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity Eadsting Situation I The decision to replace a fleet unit is based on a combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor Goal and Policy Links 1. Fleet Management Policy(Section 405 of the Finance Management Manual) 2. 2001-03 Financial Plan,pages E-5 and E-29 Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. 2. Public Works has met with the Deputy Director Utilities/Water to ensure that the replacement unit has been correctly specified. Environmental Review No environmental review required. Project Phasing and Funding Sources I Pro'ect Costs by Type I Project Costs To-Date 2003-04 1 2004-05 1 2005-06 2006-07 1 Total Equipment Acquisition 26 000 1 1 1 1 26,000 Total .26,0001 1 1 1 26,000 Project Funding Source: Water Fund 92 Q PUBLIC UTILITIES FLEET REPLACEMENT—WATER ADMINISTRATION AND ENGINEERING Department Coordinator and Project Review/Support I ® Department Coordinator. Gary Henderson ■ Project Review and Support: Ron Holstine/Dave Elliott Operating Program Water Administration and Engineering(55100) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 8 Description of Utility Vehicle to be Replaced: Replacement Unit and Cost Detail: City Fleet Number. 9002 Make: Ford Model Year. 1990 Model: Explorer Make: Jeep Description: 4WD LTV Model: Cherokee. Base Vehicle Cost: $21,748 IDescription: 4WD LTV Sales Tax @7.25 Percent: $1577 Year Entered Service: 1990-01 Delivery: $300 Scheduled Replacement Year: 2001-02 Cash Discount: -$500 Recommended Replacement Year: 2003-04 Radio: $850 Original Acquisition Price: $16,080 Contingencies @ 5 Percent: $1,199 Estimated Surplus Value: $1,000 Total Acquisition Cost: $25,174 Odometer Reading at 12/02: 54,816 Total Maintenance Cost at 12/02: $8,721 Target Age: 11 Projected Age at Replacement: 13 Target Mileage: 90,000 ' Projected Mileage at Replacement: 59,384 Note: Although the projected mileage at replacement is well below the target mileage, this vehicle has spent a ' substantial part of its service life in rough, off-road terrain. These conditions have shortened its expected service mileage. ' 93 PUBLIC UTILITIES TANK.FARM GRAVITY SEWER AND LIFT STATION CIP Project Summary ' Implementing the Collections component of the Wastewater Master Plan, in order to correct existing deficiencies ' and provide adequate infrastructure for areas of town having development potential, will cost approximately $6,000,000 in 2004-05 for construction of the Tank Farm Lift Station Project. Background The Tank Farm Road gravity sewer and regional lift station have been envisioned for more than 25 years. The new facilities are essential to providing wastewater collection service to the Margarita and Airport Annexation Areas. The new sewer and regional lift station will allow the retirement of the existing Airport Lift ' Station,Tank Farm Lift Station, and the Rockview Lift Station. The Tank Farm and Rockview lift stations are at capacity and have reached the end of their serviceable life. After completion of the project, the wastewater will not be pumped as far, increasing the overall energy efficiency of the project. The new facilities will also have ' adequate capacity to support build-out of the Margarita and Airport Specific Plan areas. However, it is estimated that 32.5% of the project relates to the need to increase efficiency and replace aging infrastructure for existing customers in the Tank Farm/Broad Street area of the City. ' Project Objectives 1. Replace aging and deteriorated infrastructure. 2. Address existing deficiencies in the wastewater collection system. 3. Provide infrastructure needed to serve new development planned within the Urban Reserve Line. Existing Situation Currently, public wastewater collection facilities do not exist to serve the Airportand Margarita areas. Since small annexations have been occurring at the edge of the City, trunk facilities have not yet been provided to serve the overall area. Certain existing facilities are at capacity, aging,and inefficient. These facilities are currently in ' need of either upgrade or replacement. The draft Wastewater Master Plan includes recommendations for improvements to these deficiencies. The plan also makes recommendations for improvements to areas within the existing City limits. The 1999-01 Financial Plan allocated funding for,the design of this project. A design contract is expected to be in place in early 2003. The project is expected to be constructed in the 2004-05 fiscal year. Goal and Policy Links 1. Approved 2001-03 Financial Plan, Appendix B—Capital Improvement Plan,Page 136 2. Wastewater Element of the General Plan, Section 12 3. Airport Area Specific Plan, Section 8.4 4. Wastewater Master Plan,Chapter 6 Project Work Completed 1 1. Wastewater Master Plan 2. Staff is negotiating a contract with a consultant for design services. ' 3. Some environmental work performed with review of Margarita/Airport Area Specific Plan. 94 ' P, UBLIC UTILITIES TANK FARM GRAVITY SEWER AND LIFT STATION Environmental Review Thorough environmental analysis will be necessary along the gravity sewer alignment and for the lift station. Archaeological assessment and investigation of possible soil contamination may also be needed. Other Special Review Considerations 1. Construction of.this project must occur in such a way as to prevent interference with the City's ability to provide wastewater collection service to its customers. 2. Caltrans plans to repave Highway 227 (Broad Street)between Fuller Road and South Street sometime around 2004-05. The Tank Farm Lift Station and Sewer Improvements project should be constructed prior to the repaving project and should be coordinated with Caltrans throughout the design process. 3. The project will also require coordination with SLO County, who has plans to repave Tank Farm Road. Project Phasing and Funding Sources The 1999-01 Financial Plan identified $500,000 for the design of the Tank Farm Lift Station and Sewer Improvements Project. This funding is shown as a project cost "To-Date," though this money has not yet been spent. Pro'ect Costs b e Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total 1 Design 500,000 500,000 Construction 6,000,000 6,000,000 Total 5009000 6,000,000 6,5009000 The Wastewater Facilities Master Plan indicates that 67.5%of the cost of this project is attributable to new development. Project Funding Source: Sewer Fund Department Coordinator and Project Review/Support ' Department Coordinator: Dave Hix,Wastewater Division Manager Project Review and Support: The Community Development Department will review the environmental documentation for compliance with CEQA. Public Works Engineering will provide review of the project ' plans and specifications, bidding, and contract management. More involvement may be necessary if Public Works provides engineering design services on the gravity sewer or any other portion of the project. Barbara Lynch has reviewed this request on behalf of Public Works and Ron Whisenand has reviewed this request on ' behalf of Community Development. Alternatives 1. Deny the Project. Without successful completion of this project, there will not be adequate infrastructure to support annexation of the Margarita and Airport Annexation Areas. In addition, two of the three lift stations that would otherwise be retired by this project would need substantial improvement to increase capacity and replace aging equipment. 95 PUBLIC TANK FARM GRAVITY SEWER AND LIFT STATION 2. Defer or Re-phase the Request. Deferral or rephrasing of the project is not recommended, as it could affect the timing of the Margarita,Orcutt,and Airport Annexations. Also,deferral of the project would result in the need to keep the existing Tank Farm and Rockview Lift Stations in service, though they are operating at ' capacity and have reached the end of their serviceable life. Operating Program: Wastewater Collection Project Effect on the Operating Budget 1. Utilities staff will work with the consultant to ensure facilities are properly designed. Public.Works staff will bid the project and provide construction and contract management services. Requesting Department. Wastewater Division Manager and Utilities Engineer, 40 hours for project approvals,design assistance,and plan review. Project Support. Public Works Engineering, 20 hours for plan review and bidding; Public Works Engineering, 1200 hours for inspection; Public Works Engineering, 20 hours for contract administration; Community Development,52 hours for environmental and architectural review. 2. It is expected that the effort to operate and maintain the new lift station will be less than the current effort to maintain the Airport,Tank Farm,and Rockview Lift Stations,which will be retired with this project. 3. Minor cost savings resulting from more efficient'pumping will'be offset by increased flows from development in the Margarita and Airport Annexation Areas. Location Map -- a e i Tank Farm Lift Station Gravity Sewer i i Improvements ' I o � 96 WASTEWATER COLLECTIONS VOLUNTARY SEWER LATERAL REHABILITATION PROGRAM 1 CIP Project Summary Increasing the funding for the Voluntary Sewer.Lateral Rehabilitation Program, in order to help property owners repair their sewer laterals and reduce infiltration and inflow into the City's wastewater collection system,will cost $150,000 annually. Background A study of the City's wastewater collection system revealed that the most significant source of infiltration & inflow (I&I) results from private sewer laterals.. The Voluntary Sewer Lateral Rehabilitation Program continues to address the significant contribution of I&I from this source. Once a homeowner submits an application and qualifies for the program, they would hire a plumber to perform a video inspection of the lateral. City staff reviews the video and makes repair recommendations free of charge. Qualified homeowners then become eligible for reimbursement of 50% of the cost of the repairs, up to a maximum of$1,000 for the upper lateral or $2,000 for the entire lateral. The 2001-03 Financial Plan included $75,000 in annual funding for this program. Due to the increasing popularity of the program and rising construction costs, this request doubles the level of funding to$150,000 annually. Project Objectives 1. Encourage the rehabilitation of privately owned sewer laterals. 2. Reduce infiltration and inflow(I&I)to the City's wastewater collection system 3. Provide ongoing professional assistance to residential property owners. 4. Reduce wastewater overflows and provide uninterrupted sewer service. Existing Situation Infiltration and inflow has overloaded the wastewater collection system during heavy rains, resulting in sewage spills. This has been minimized with the installation of relief sewers. However, relief sewers only serve to convey the problem to the Water Reclamation Facility. During periods of significant weather, the Water Reclamation Facility can become hydraulically overwhelmed, causing effluent discharge violations to San Luis Obispo Creek. In 1994, City staff completed a comprehensive investigation performed on a portion of the collection system in the northwest part of the City. This investigation showed that privately owned service laterals were the most significant source of I&I. It is estimated that there are approximately 100 miles of private sewer laterals in the City. Most of these laterals are believed to be over 50 years old,and made of inferior materials. To date, the City has processed over 500 rebates to qualified customers. However, many customers only addressed the problem on their property(upper lateral),due to the expense of construction within the public right- of-way (lower lateral). In September of 2002, Council modified the program to allow a $2,000 maximum reimbursement to property owners that repaired or replaced their entire sewer lateral. This has resulted in the majority of customers replacing their entire laterals. Interest and participation in this program remains strong. ' Goal and Policy Links 1. Wastewater Management Plan, Section 13 I2. Approved 2001-03 Financial Plan,Appendix B—Capital Improvement Plan,Page 134 3. Uninterrupted wastewater flow is a primary goal of the Wastewater Collection program. 97 1 WASTEWATER COLLECTIONS VOLUNTARY SEWER LATERAL REHABILITATION PROGRAM - 1 Project Work Completed The City's Wastewater Collections section has conducted an extensive investigation of the wastewater collection 1 system It has been determined that privately owned sewer laterals are a significant source of I&I. On May 21, 1996, Council approved the Voluntary Sewer Lateral Rehabilitation Program Four community meetings were held in November of 1996 to present information on the project. Community feedback on this project was . solicited and the results showed a high level of interest. To date, the program has resulted in almost 1000 completed applications. The program has resulted in the replacement or repair of troublesome "Orangeburg"pipe, structural deficiencies, and root intrusion, substantially reducing I&I for those laterals. Environmental Review This program is categorically exempt from the CEQA process. Other Special Review Considerations Individuals participating in the program are required to get a no-fee plumbing permit from the Building Division, and an encroachment permit from Public Works whenever work is to occur in the public right-of-way.. Project Phasing and Funding Sources Pro'ect Costs bv Type ' Project Costs To-Date 2003-04 1 2004-05 2005-06 1 200647 I Total Construction 525,000 1510,0001 150,0001 150,0001 150,000 1,125,000 ' Total 525,000 150,000 150,000 150,0001 150,000 1 1,125,000 Project Funding by Source: Sewer Fund Department Coordinator and Project Review/Support Department Coordinator. Bud Nance,Wastewater Collections Supervisor Project Review and Support. Public Works Engineering and the Buildings section of the Community ' Development Department will provide inspection services on sewer lateral repairs under this program Tom Baasch has reviewed this request on behalf of the Building & Safety Division of the Community Development Department. Barbara Lynch has reviewed this request on behalf of Public Works. Alternatives 1. Defer the project. Deferral of the project is not recommended, since it would not address the problems with defective sewer laterals. 2. Increase Funding. Increasing the funding for this program is not recommended, since it would require additional Wastewater Collections staff to manage the workload. 98 1 WASTEWATER COLLECTIONS VOLUNTARY SEWER LATERAL REHABILITATION PROGRAM Operating Program: Wastewater Collections Project Effect on the Operating.Budget 1. This program will not have an appreciable effect on the Operating Budget. However,the project may require a modification of duties for some personnel,involving a shift from I&I investigation to a more comprehensive program that Will include repairs. QRequesting Department. Approximately 40 hours for program administration. Project Support: Buildings: 120 hours for permit writing and inspections. Public Works: 40 hours for inspections. 2. Long-tern benefits include a projected decrease in storm water entering the sewer system, reducing wet- weather treatment demands at the Water Reclamation Facility. 99 I ,PUBLIC WASTEWATER COLLECTIONS SYSTEM 11VIPROVEMENTS CIP Project Summary Constructing collections system improvement projects in order to replace aging and inadequate sewer infrastructure, ensuring uninterrupted wastewater collection, and reducing maintenance activities will cost $700,000 in 2003-04 and$750,000 annually thereafter. Background. This project involves the replacement of sewer mains and related facilities that are beginning to fail due to their age, structural deficiencies, alignment and grade problems,root intrusion,and hydraulic overloading.. A proper sewer main replacement schedule effectively reduces blockages, spills, overflows, and maintenance. 1 Modern materials and better joints result in a significant reduction in root intrusion. Much of the City's wastewater collection system is on a periodic maintenance schedule. When these older sewers are replaced, the routine maintenance of these lines is drastically reduced or eliminated. Project Objectives 1. Replace aging,deteriorated,deficient,or otherwise troublesome sewer infrastructure 2. Reduce periodic maintenance requirements 3. Reduce infiltration and inflow of storm water 4. Provide uninterrupted sewage flow without health hazard or effluent leakage Existing Situation Growth within the City has resulted in increased flows in many portions of the wastewater collection system. Some pipes are over 100 years old and are often too small. Maintenance efforts increase dramatically as a pipeline approaches the end of its useful life. With an expected service life of fifty years, approximately 2% of the wastewater collections system must be replaced each year. In some cases, pipelines can be rehabilitated without digging them up. Trenchless methods of sewer rehabilitation are utilized whenever it is economically feasible or necessitated by environmental conditions. I Goal and Policy Links 1. Wastewater Management Plan,Section 12 2. WastewaterMaster Plan Update-Brown and Caldwell,October 2000,Chapter 4 3. Approved 2001-03 Financial Plan,Appendix B—Capital Improvement Plan,Page 130 4. Uninterrupted sewage flow without health hazard is a primary goal of the Wastewater Collection program. Project Work Completed A study of the existing sewer system was conducted to identify problem areas. Problems needing immediate attention have been identified and are included in this request. Wastewater collection infrastructure replacement should take place at an average rate of about 2% per year (industry standard). Wastewater Collections System Improvements is an ongoing program Environmental Review Replacement of existing utility infrastructure is typically categorically exempt from CEQA. The Community Development Department will provide the environmental determinations on these projects,as appropriate,to fully I comply with CEQA. 100 H - 0 WASTEWATER COLLECTIONS SYSTEM IMPROVEMENTS Other Special Review Considerations p These projects will require coordination with the Pavement Management Program Coordination with the Downtown Association will occur for projects within the downtown district. Project Phasing and Funding Sources The projects have been selected to approach a level of spending of$700,000 in the first year and $750,000 in subsequent years. It is expected that the actual cost of completing any particular project will vary from the preliminary 'budgetary" cost estimate. While these budgetary cost estimates are intended only as a spending guide,it is anticipated that all of the projects listed for each year will be completed. If the total budget adopted for this Financial Plan Request proves to be inadequate to complete the entire list of projects for a given year, staff will either defer lower priority projects or return to Council to request additional funding. Pro'ect Costs by Type Project Costs ToQate 1 2003-04 2004-05 1 2005-06 2006-07 1 Total Construction on-going 1 700,0001 750,000 1 750,000 1 750,000 2,950,000 Total 1 700,6001 750,0001 750,0001 750,0001 2,950,000 Project Funding by Source: Sewer Fund Department Coordinator and Project Review/Support Department Coordinator. Dan Gilmore,Utilities Engineer Project Review and Support: Public Works will coordinate any needed environmental review, design, bidding,contract management, inspection, and construction management services. Community Development will provide assistance with the environmental review and compliance with CEQA. Barbara Lynch has reviewed this request on behalf of Public Works, and Ron Whisenand has reviewed this request on behalf of Community Development. Alternatives ' Defer the project. Deferral of the project will result in continued deterioration of the sewer mains, leading to possible collapse, interruption of service, and spills. Spills could result in fines to the City as well as a danger to public health and wildlife. ' Operating Program: Wastewater Collections Project Effect on the Operating Budget The ongoing program of replacement of deteriorated and failing sewer mains will maintain the existing level of service with a minimum number of blockages. These projects will not have an appreciable effect on the Operating Budget. Failure to complete these projects may negatively impact the operating budget as emergency repairs and maintenance requirements increase. I Requesting Department. 20 hours annually for coordination. Project Support. Public Works Engineering: 300 hours annually for design, 20 hours for bidding, 1000 hours for inspection. Community Development: 10 hours annually for environmental review. 101 PUBLIC UTILITIES— WASTEWATER COLLECTIONS SYSTEM IMPROVEMENTS Projects List(Bold type indicates construction within Downtown Association district) 2003-2004 Project I.Ast Cost Lstilliate Completion Date Sinsheimer Easement(liner) $1101000 6/04 Chorro-West to Lincoln $175,000 6/04 Chorro-Murray to West $18,000 6/04 West-to Chorro 10" $18,000 6/04 Mission-to Chorro 10" $75,000 6/04 Venable-to Chorro 1&' $55,000 6/04 Center-to Chorro 10" $47,000 6/04 Mountain View-to Chorro 10" $28,000 6/04 Lincoln-to Chorro IV' $33,000 6/04 Marsh-Toro to Santa Rosa $85,000 6/04 Mission sewer lateral to Broad Street $10,000 6/04 Raise Manhole Covers on Paving Projects $40,060 6/04 Lift Station Maintenance(Howard Johnson and Rockview) 1 $30,000 6/04. Completion2004-200-5 ProJect List Cos( F.stiniate South Higuera-Madonna to Prado(slip liner) $750,000 6/05 Raise Manhole Covers on Paying Projects $40,000 6/05 200i-2006 Pro Ject List Cost Fstimate Completion Date Oros-Higuera to Marsh $40,000 6/06 Morro-Higuera to Marsh $40,000 6/06 ' Chorro-Higuera to Marsh $40,000 6/06 .Garden-Higuera to Marsh $40,000 6/06 Broad-Higuera to Marsh $40,000 6/06 Islay-Chorro to Beach $232,500 6/06 ' Beach-Islay to Pismo $105,500 6/06 Pismo-Beach to Archer $149,000 6/06 Reconstruct Motel Inn Siphon $150,000 6/06 Raise Manhole Covers on Paving Projects $40,000 6/06 1 'Chotro-Upham to Islay $155,000 6/07 Chorro-Broad to Upham $133,000 6/07 High-Beach to Hutton $42,000 6/07 ' Hutton-High to Sandercock $55,000 6/07 Sandercock-Hutton to King $55,000 6/07 Pacific-Nipomo to Broad $45,000 6/07 I Broad-Pacific to Marsh $51,000 6/07 Parc-Garden to Broad $52,500 6/07 Garden-Pismo to Pacific $439500 6/07 Garden-Pacific to Marsh $51,000 6/07 Pacific-Chorro to Garden $40,000 6/07 Chorro-Pismo to Pacific $47,000 6/07 Raise Manhole Covers on Paving Projects 1 $40,000 1 6/07 I 102 it PUBLIC UTILITIES WASTEWATER COLLECTIONS SYSTEM BPROVEMENTS Fuhirc I'Fujccts Cult [: tiivatc Completion Uatc - - III . Pacific—Morro to Chorro,Morro—PisIno to Pacific II . $56,000 Morro—Pacific to Marsh $51,500 nM Pacific—Osos to Morro $45,000 n/d to Hwy 101111 Railroad Crossing to (bore) 111 Viewmont . Flora $72,000 iI George—End of block to Henry $117,000 1 n/d Locati ii Map 103 L � �IF�F��' /• PUBLIC FLEET REPLACEMENT—WASTEWATER COLLECTION CIP Project Summary - 1. Replacing a 1991 GMC 1-ton step van with one new I-ton step van will cost$100,000 in 2003-04. ' 2. Replacing a 1992 GMC service body truck with one new service body truck will cost$67,000 in 2004-05. 3. Replacing a 1992 GMC flat bed truck with one new flat bed truck will cost$60,000 in 200405. The units to be replaced are fully described in the table attached at the end of this request. Project Objectives ' 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity Existing Situation The decision to replace a fleet unit is based on a combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 1 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor Goal and Policy Links Fleet Management Policy (Section 405 of the Finance Management Manual) Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. 2. Public Works has met with the Deputy Director Utilities/Wastewater to ensure that the replacement units have been correctly specified. Environmental Review. No envirorimental review required. Project Phasing and Funding Sources 1 Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 1 2005-06 f 2006-07 1 Total Equipment Acquisition 100,000 1 127,0001 1 227,000 Total 100,000 127,000 _ 2279000 Project Funding Source:Wastewater Fund 104 J � n J FLEET REPLACEMENT—WASTEWATER COLLECTION Department Coordinator and Project Review/Support �j Department Coordinator:Dave Hix .j Project Review and Support: Ron Holstine/Dave Elliott Operating Program Wastewater Collection(55310) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 80 l Description of Unit to be Replaced: City Fleet Number. 9112 Model Year. 1991 JJJ Make: GMC Model: Step Van Description: I-Ton Van Year Entered Service: 1991-92 Scheduled Replacement Year: 2003-04 Recommended Replacement Year. 2003-04 Original Acquisition Price: $120,000 Estimated Surplus Value: $2,500 Odometer Reading at 12102: 34,497 Total Maintenance Cost at 12/02: $8,476 Target Age: 12 Projected Age at Replacement: 12 Target Mileage: 60,000 Projected Mileage at Replacement: 37,633 105 PUBLIC UTILITIES FLEET REPLACEMENT—WASTEWATER COLLECTION 1 Description of Unit to be Replaced: Replacement Unit and Cost Detail: City Fleet Number: 9222 Make: Ford* Model Year. 1992 Model: F550* Make: GMC Description: Cab&Chassis Model: Base Vehicle Cost: $24,835 Description: Service Body Sales Tax @7.25 Percent: $1,801 1 Year Entered Service: 1992-93 Delivery: $300 Scheduled Replacement Year: 2004-05 Cash Discount: -$500 Recommended Replacement Year: 2004-05 Service Bed with Accessories: $22,700 Original Acquisition Price: $30,664 Inside Dump Mechanism: $5,000 Estimated Surplus Value: 3,200 lb.Crane: $8,900 Odometer Reading at 12102: Contingencies @ 5 Percent: $3,152 Total Maintenance Cost at 12102: Total Acquisition Cost: $66,188 Target Age: 12 Projected Age at Replacement: 12 *or equal Target Mileage: 60,000 Projected Mileage at Replacement: 106 i [PUBLIC FLEET REPLACEMENT—WASTEWATER COLLECTION Description of Unit to be Replaced: Replacement Unit and Cost Detail: City Fleet Number: 9207 Make: Ford* Model Year. 1992 Model: F550* Make: GMC Description: Cab&Chassis Model: Base Vehicle Cost: $24,835 Description: Flatbed Tik Sales Tax @715 Percent: $1,801 Year Entered Service: 1992-93 Delivery: $300 Scheduled Replacement Year: 2004-05 Cash Discount: -$500 Recommended Replacement Year: 2004-05 Flat Dump Bed with Accessories: $21,083 Original Acquisition Price: $25,054 3,200 lb.Crane: $8,900 Estimated Surplus Value: $ Contingencies @ 5 Percent: $2,821 Odometer Reading at 12102: Total Acquisition Cost: $59,240 Total Maintenance Cost at 12102: $ Target Age: 12 *or equal Projected Age at Replacement: 12 Target Mileage: 60,000 Projected Mileage at Replacement: 107 PUBLIC UTILITIES MAJOR WATER RECLAMATION FACILITY MAINTENANCE CIP Project Summary Completing major maintenance projects at the Water Reclamation Facility, in order to ensure proper function, prolong service life, and maintain high quality treatment processes, will cost $360,000 in 2003-04; $475,000 in 2004-05;$478,000 in 2005-06 and$480,000 in 2006-07 for the specific projects listed in this request. Background As part of the continual operation of the Water Reclamation Facility(WRF),existing processes and equipment require routine maintenance and periodic replacement. The WRF has a mixture of new and old equipment. Some of the WRF equipment and several of the facility's major structures are very old but are fully operational, as the result of regular maintenance performed over the years. It is important to implement and continue with comprehensive preventative maintenance and capital maintenance programs, starting from the time of equipment and structure installation. There are numerous projects proposed under this activity that are grouped together as "Major Facility Maintenance." Projects will be presented to Council for review and approval either individually or in logical groups. Project Objectives 1. Rehabilitate and maintain existing equipment and structures 2. Maintain high levels of wastewater treatment 3. Continuously meet all standards set by state and federal agencies Eadsting Situation I The age of the WRF equipment and structures ranges from around 70 years to less than two years,and all of these facilities require routine scheduled capital maintenance in order to continue to serve the City's wastewater treatment needs. The equipment, if not properly maintained, can lead to failure of treatment processes, causing the Water Reclamation Facility to be out of compliance with discharge limits imposed by regulatory agencies. Goal and Policy Links ' 1. Wastewater Element of the General Plan, Section 12 2. Wastewater Master Plan,Chapter 4 3. Approved 2001-03 Financial Plan,Appendix B—Capital Improvement Plan,Page 139 4. Facility maintenance is a major activity of the Water Reclamation program Project Work Completed All proposed projects have been planned and their costs estimated. Major Equipment Maintenance is an on-going ' program at the WRF. Over the years,WRF staff have developed an understanding of how often major equipment needs to be taken off-line for substantial maintenance and repair. This schedule is being prepared in a ' comprehensive plan to best meet the needs of the treatment facility, while minimizing the impact to overall plant operations. Environmental Review ' All projects will receive environmental review, with the Community Development Department assisting with the environmental determination. Maintenance of existing municipal wastewater treatment facilities is generally 1 categorically exempt from CEQA. .108 'PUBLIC UTILITIES MAJOR WATER RECLAMATION FACIIITY MAINTENANCE Other Special Review Considerations Construction of this project must occur in sucha way as to prevent interference with the City's ability to provide proper treatment of wastewater within a strict regulatory setting. 1 Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Construction on-going 1. $360,0001 $475,000 1 $478,0001 $480,000 1 $1,793,000 Total I $360,000 1 $475,000. 1 $478,000 $480,000 . $1,793,000 Project Funding by Source: Sewer Fund Department Coordinator and Project Review/Support Department Coordinator. Dan Gilmore,Utilities Engineer Project Review and Support. Public Works will be involved in the design, bidding, and construction management of the projects listed in this Financial Plan Request. Community Development may provide some level of environmental review for certain project, as appropriate. Barbara Lynch has reviewed this request on behalf of Public Works and Ron Whisenand has reviewed this request on behalf of Community Development. Alternatives Defer the projects. Deferral of the projects is not recommended as it may result in equipment failure and costly . emergency repair and replacement. In addition, process equipment failure may result in violation of discharge requirements leading to fines and civil liabilities. Operating Program: Water Reclamation Project Effect on the Operating Budget Implementation of these projects should.produce some savings in the operating budget, as they will reduce the likelihood of higher treatment costs and costly emergency repairs. Requesting Department. 40 hours to coordinate with the contractor and adjust processes and operations to accommodate construction. Project Support. Public Works Engineering: 300 hours annually for design, 800 hours for inspection, 20 hours for bidding and contract administration. Community Development: 10 hours for environmental review. 109 PUBLIC MAJOR WATER RECLAMATION FACn=MAINTENANCE Projects List 2003-2004 I,roject 14st Cost Lstiniate Completion Date Repair and Slurry Coat EQ Basin $75,000 6/04 Additional Funding for Recirculation Pump Island Rebuild $110,000 6/04 Residual Chlorine Continuous Monitoring Station $175,000 6104 2004-200� Project List cost ["Istinlate Completion Date Raise Walls on Biosolids Beds 10-15 $100,000 6/05 Biosolids Cover $100,000 6/05 Repair Paving in Biosolids Beds 1-16 $150,000 6/05 , Repair and Slurry Coat WRF Roads $75,000 6/05 Slurry Coat Biosolids Storage Areas $50,000 6/05 2005-2006 Project 1.1 ist Cost Estimate Completion Date Digester#2 Clean and Repair $150,000 6/06 Clarifier#2 Repair and Recoat $75,000 6/06 Overhaul Climber Screens $150,000 6106 Overhaul Rotofine $20,000 6106 Upgrade DM Filter Pumps $65,000 6/06 t Replace DM Filter Blower(purchase only) $18,000 6/06 2006-2007 Pro.ject I,Iist Cost tiniate Completion Date Replace 8 HVAC Systems $50,000 6/07 Replace Fine-Bubble Air Diffusers(purchase only) $90,000 6/07 Blast and Coat Clarifiers#4 and#5 $200,000 6/07 ' Replace AS DO Probes(purchase only) $20,000 6/07 RebuildPrimary Pump Island Valves and Piping $120,000 6/07 Future Projects Cost Estimate Completion Date Remodel Operations Building Shower/l.,ocker Room $175,000 n/d Clean and Repair Digester#1 $120,000 n/d Overhaul Clarifiers#1 and#3 $175,000 n/d 110 i 'PUBLIC UTILITIES MAJOR WATER RECLAMATION FACILITY MAINTENANCE Location Map 0 '0 O q O BIOSOLIOS 'o BBos O l O ' O O So BASIN 0 0 � O ` TRICKLING O FILTER 0] EDS D 41 o � O _ ^w� r 4 VIY1 CF` q e / 111 i PUBLIC UTILITIES WATER RECLAMATION FACILITY MASTER PLAN IMPLEMENTATION I CIP Project Summary Implementing the Water Reclamation Facility(WRF)component of the Wastewater MasterPlan,in order to meet future capacity demands to support planned growth as outlined in the City's General Plan, correct existing deficiencies, and address current and proposed water quality regulations, will cost 1,600,000 in 2004-05 for design of the plant upgrades and$17,650,000 in 2006-07 for construction and construction management. Background The Wastewater Master Plan identifies several projects and processes that require replacement, upgrade, or modification. These improvements are needed to meet the City's current and proposed wastewater discharge requirements, correct existing deficiencies, and increase the capacity of the plant to meet future demands. Wastewater flow to the WRF is expected to increase over time, resulting from growth and development, as identified in the General Plan. The consultant preparing the WRF Master Plan will study and analyze the issues, make recommendations based on their findings, and produce plans, specifications, cost estimates, and schedules that will best address the needed improvements. Reimbursement for the costs associated with new development in future annexation areas will be paid for through impact fees adopted by Council last year. Project Objectives I 1. Provide adequate capacity to serve the City General plan. 2. Address existing efficiencies and operational problems in the existing facility. 3. Ensure reliable wastewater treatment to meet proposed and current water quality regulation. Existing Situation 1 The Water Reclamation Facility currently has capacity to treat 5.1 million gallons per day (MGD) dry weather, and 22 MGD wet weather flow. The Wastewater Master Plan identified that capacity will be reached when the 1 City's population reaches 50,000 and that certain process and projects need to be added or upgraded to ensure the WRF can meet this demand. The WRF is also required to perform several studies to determine the feasibility of constructing new processes or make operational changes to meet current and proposed water quality regulations. Also several deficiencies of the WRF's processes need to be addressed. Currently the study phase of this project is under way which will better define the scope of the project and provide more accurate cost estimates. This request includes a preliminary estimate of$1,600,000 for design of the needed improvements in 2004-05. Goal and Policy Links 1. Wastewater Element of the General Plan, Section 12 1 2. Wastewater Master Plan,Chapter 8 3. Approved 2001-03 Financial Plan,Appendix B—Capital Improvement Plan,Page 142 1 4. Providing wastewater treatment and capacity to support growth and meet water quality standards that is consistent with the City's General Plan is a primary function of the Water Reclamation Facility. Project Work Completed 1. Wastewater Master Plan 1 2. Study phase of Water Reclamation Facility Master Plan is in progress. 112 1 PUBLIC UTILITIES WATER RECLAMATION FACII=MASTER PLAN IMPLEMENTATION Environmental Review The project envisioned for this Financial Plan will receive appropriate environmental review consistent with CEQA. Environmental review is within the work scope of this project and will be performed prior to the design. It is expected that the projects at the existing WRF would receive a Mitigated Negative Declaration determination from the Community Development Department. Other Special Review Considerations 1. This project must comply with the requirements of several regulatory agencies. 2. Portions of this project are requirements that have been placed in the WRF's NPDES permit. 3. Construction must occur in such a manner as to prevent interference with the wastewater treatment operations. Project Phasing and Funding Sources 1 Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Study 190,000 190,000 Environmental Review 200,000 200,000 Design 1,400,000 1,400,000 Construction 18,900,000 15,900,000 Construction Management 1 1 1,750,000 11750000 Total 1 190,0001 1 1,600,00.0 1 1 17,650,000 199440,000 The Wastewater Master Plan indicates that $3,200,000, or 165% of the cost of these projects, is attributable to new development. The other 83.5%provides a City-wide(not development related)benefit. Pro'ect Fundine by Source Project Funding Sources To-Date 2003-04 2004-05-- 2005-06 2006-07 Total Sewer Fund 190,000 1,600,000 1,790,000 Debt Proceeds" 17,650,000 17,650,000 1 Total 190,000 1,600,000 17,650,000 19,440,000 "Staff will seek low-interest loans from the State Revolving Fund(SRF),if available,to fund construction of these projects. Department Coordinator and Project Review/Support Department Coordinator: David Hix,Wastewater.Division.Manager Project Review and Support. The study and design will be prepared by a consultant. Public Works Engineering will provide review of the construction documents, bidding, and contract management services. ' Community Development will be involved in the review of the environmental work and compliance with CEQA requirements. Barbara Lynch has reviewed this request on behalf of Public Works. Ron Whisenand has reviewed this request on behalf of Community development. ' 113 PUBLIC UTILITIES WATER RECLAMATION FACILITY MASTER PLAN RAPLEMENTATION Alternatives 1. Deny the Project. Denying this project is not recommended. Components of this project are requirements of the City's NPDES permit for operation of the WRF and would place the City in violation of the permit conditions. Failure to address these issues may result in increasing operations and maintenance costs, a building moratorium for inadequate capacity, and possible fines from wastewater discharge violations. Operating Program;Water Reclamation Facility Project Effect on the Operating Budget 1. Utilities staff will work with the consultant to ensure that the studies and subsequent design have been given thorough review and will offer efficiency with compliance and capacity. Requesting Department. Wastewater Division Manager and Water Reclamation Facility Staff,200 hours for project brainstorming, assistance in the preparation, and review of the study,and review and comment of the plans and specifications. Project Support. Approximately 12 hours of Community Development Department staff time will be required for review of the environmental documentations and project review. Approximately 40 hours of Engineering Division staff time will be required to review plans and specifications. In addition, approximately 400 hours of Engineering Division staff time will be required during construction for inspection services and contract management, which assumes a portion of the construction management will be provided by an outside consultant 2. There is not enough information available to determine the ongoing costs for this project It is expected that this project will increase the ongoing operational and maintenance costs for the WRF. 1 t 1 114 PUBLIC UTILITIES FLEET ADDITION—WATER RECLAMATION FACILITIES ■ CIP Project Summary I Adding one sedan to the Water Reclamation Facilities fleet for the Industrial Waster Coordinator will cost $16,000 in 2003-04. p The unit to be acquired is fully described in the table attached at the end of this request. u Project Objectives Existing Situation The City's standard practice is to furnish a dedicated and authorized vehicle to each employee who performs field inspection duties. Goal and Policy Links Adopted Fleet Management Policy Project Work Completed Public Works has met with the Deputy Director Utilities/Wastewater to ensure that the unit to be acquired has been correctly specified. Environmental Review No environmental review is required. Project Phasing and Funding Sources Pro'ect Costs by Type Project-Costs To-Date 2003-04 2004-05 2.005-06 2006-07 Total ' Equipment Acquisition 16,000 16,000_ Total 16,000 16,000 1 Project Funding by Source: Sewer Fund Department Coordinator and Project Review/Support ■ Department Coordinator: Dave Hix ■ Project Review and Support: Ron Holstine/Dave Elliott Operating Program Water Reclamation Facilities(55330) 115 PUBLIC UTILITIES FLEET ADDITION—WATER RECLAMATION FACILITIES Project Effect on the Operating Budget Hours of staff time needed for project coordination: 8 ' Description of Unit to be Acquired: 1 Make: Ford Model: Taurus Description: Sedan ' Base Vehicle Cost: $13,837 Sales Tax @7.25 Percent: $1,003 ' Delivery: $300 Cash Discount: -$500 1 Contingencies @ 5 Percent: $732 Total Acquisition Cost: $15,372 t 116 PUBLIC UTILITIES fFLEET REPLACEMENT—WATER RECLAMATION FACILITIES CIP Project Summary — Replacing a 1992 GMC flat bed truck with one new flat bed truck will cost$54,000 in 2005-06.. The units to be replaced are fully described in the table attached at the end of this request_. Project Objectives 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity Eldsting Situation The decision to replace a fleet unit is based on a combination of the following factors: a1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future.operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance.Supervisor Goal and Policy Links Fleet Management Policy(Section 405 of the Finance Management Manual) Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. 2. Public Works has met with the Deputy Director Utilities/Wastewater to ensure that the replacement units have been correctly specified. Environmental Review No environmental review required. Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06_[__ 2006-07 Total Equipment Acquisition 54,00-0 54,000 Total 54,000 54,000 Project Funding.Source: Wastewater Fund Department Coordinator and Project Review/Support 117 PUBLIC UTILITIES FLEET REPLACEMENT—WATER RECLAMATION FACILITIES ■ Department Coordinator: Dave Hix ■ Project Review and Support: Ron Holstine/Dave Elliott ' Operating Program Water Reclamation Facilities (55330) 1 Project Effect on the Operating Budget Hours of staff time needed for project coordination: 40 Description of Unit to be Replaced: Replacement Unit and Cost Detail: City Fleet Number: 9211 Make: Ford* Model Year: 1992 Model: F550* ' Make: GMC Description: Cab&Chassis Model: 3500 Base Vehicle Cost: $24,835 , Description: Flatbed Trk Sales Tax @7.25 Percent: $1,801 Year Entered Service: 1992-93 Delivery: $300 Scheduled Replacement Year. 2004-05 Cash Discount: -$500 Recommended Replacement Year: 2004-05 Flat Dump Bed with Accessories: $15,720 Original Acquisition Price: $ 3,200 lb.Crane: $8,900 Estimated Surplus Value: $ Contingencies @ 5 Percent: $2 552 Odometer Reading at 12/02: Total Acquisition Cost: $53,609 Total Maintenance Cost at 12/02: $ , Target Age: 12 *or equal Projected Age at Replacement: 12 Target Mileage: 60,000 Projected Mileage at Replacement: 1 118 PUBLIC WHALE ROCK FACILITY MAINTENANCE AND EQUIPMENT REPLACEMENT CIP Project Summary Replacing or maintaining Whale Rock facilities and equipment,in order to ensure reliable operation and increase efficiency,will cost$120,000 in 2003-04 for six sets of pumps,motors and check valves. Project Objectives 1. Replace the six 12" check valves at the two Whale Rock Pump Stations to ensure reliable operation of the facilities. 2. Replace the six pumps at the two Whale Rock Pump Stations to further enhance reliability,increase pumping efficiency,and ensure properly matched pump and motor sets. Existing Situation Each of the two Whale Rock Pump Stations has three pump, motor, and check valve sets that have reached the end of their serviceable life. The 1999-01 Financial Plan included $60,000 for the replacement of the six 200- horsepower electric motors at the two pump stations along the Whale Rock Pipeline. Preliminary research indicated that the motor frame size is now obsolete, making it difficult to match new motors to the existing pumps. It was also determined that greater efficiencies could be achieved by replacing the pumps along with the motors,resulting in new equipment that is properly matched. The 2001-03 Financial Plan identifies another$60,000 for the '03204 fiscal year to replace the six check valves associated with the six pump and motor sets. It has been determined that the lowest overall cost can be achieved by replacing the pumps and check valves at the same time the electric motors are replaced. This request increases funding from$60,000 to$120,000 to allow new pumps to be installed with the new electric motors and check valves. Coupled with the $60,000 approved in the 2000-01 budget for the electric motors, approval of this request provides a total budget of$180,000 to replace the six pump,motor,and check valve sets. Goal and Policy Links 1. Adopted Urban Water Management Plan, Section 1.4 2. Providing a reliable supply of raw water is a primary goal of the Whale Rock Reservoir Operations program. Project Work Completed Plans and specifications have been completed and approved for bidding by the Whale Rock Commission. Environmental Review This project involves the in-kind replacement of existing pumps, motors, and check valves. The in-kind replacement of municipal water system equipment is exempt from CEQA. 1 1 119 'PUBLIC UTILITIES WHALE ROCK FACILITY MAINTENANCE AND EQUIPMENT REPLACEMENT Project Phasing and Funding Sources ' Project Costs b e Project Costs To-Date 2003-04 1 2004-05 f 2-005-061 Total Construction 60,000 120,0001 180,000 Total 60,000 120,000 1809000 Project Funding Source: Whale Rock Fund(The City's share is 55%of these costs) Department Coordinator and Project Review/Support ' Department Coordinator: Dan Gilmore,Utilities Engineer Project Review and Support: Public Works will develop the plans and specifications, and provide construction management services. Barbara Lynch has reviewed this request on behalf of Public Works. Alternatives 1. Deny the Project. This alternative is not recommended, as the failure of the pumps and motors could impact the ability of the pumping facilities to meet the water delivery needs of the member agencies. In addition,an analysis indicates that the energy savings associated with new high efficiency pump motors will provide for a 6-7 year payback period. 2. Defer or Re phase the Request. Deferral or re-phasing of the project is not recommended,as it is expected to ' result in a greater overall cost for the project, and the energy savings would be lost until replacement of the equipment is accomplished. Operating Program t The Whale Rock Project is funded by the Whale Rock Commission. The City's level of participation in the Whale Rock Commission is 55%,based on the City's share of the reservoir. Project Effect on the Operating Budget 1. Minimal Utilities staff time will be needed, since the plans and specifications have already been completed and approved by the Whale Rock Commission. Minor staff time will be required of Whale Rock staff and Public Works staff for bidding,inspection,and contract administration. Requesting Department. 20 hours of Utilities staff time for coordination and inspection. Project Support. 40 hours of Public Works bidding, inspection,and contract administration support. 2. Completion of these improvements will increase reliability, reduce maintenance, and decrease ongoing costs to pump raw water from Whale Rock Reservoir to the City. 120 ' �PUBLIC UTILITIES WHALE ROCK FACILITY MAINTENANCE AND EQUIPMENT REPLACEMENT Location Map \Y' pmi �Ir Pump Station A 4, r 1 Morro Bay Pump Station B , Baywoo f 121 1 WHALEROCK: OLD CREEK HABITAT CONSERVATION PLAN 1 CIP Project Summary 1 Developing a Habitat Conservation Plan to address the potential impacts to steelhead in Old Creek between the 1 Whale Rock Dam and the Pacific Ocean, in order to ensure regulatory compliance during future steelhead spawning events, will cost $100,000 in 2003-04 for a study and $90,000 in 2004-05 for the development of the Habitat Conservation Plan. 1 Background. This project.involves the studies and evaluation necessary to identify potential impacts to steelhead that may migrate up and reproduce in Old Creek during periods when Whale Rock Dam spills. Steelhead have 1 been listed as a "threatened" species under the Endangered Species Act which requires development of a Habitat Conservation Plan to address potential impacts to the species during future spawning events. The Plan will identify the impacts associated with operations of-the Whale Rock Dam following periods of steelhead migration and spawning in Old Creek. The Plan must be submitted to the National Marine FisheriesServicefor review and approval. Project Objectives 1 1. Identify potential impacts and mitigation measures necessary to protect threatened steelhead. 1 2. Protect water rights for the Whale Rock Commission agencies. 3. Comply with Endangered Species Act requirements. 1 EAsting Situation In 1998,the Whale Rock Dam filled and flows overtopped the spillway and flowed out to the Pacific Ocean. The flows broke the sandbar at the mouth of Old Creek which allowed steelhead access to the creek below the dam. In May of 1998, a National Marine Fisheries Seryice biologist surveyed Old Creek and identified the presence of young-of-the-year steelhead. Based on this discovery, National Marine Fisheries Service requested releases to 1 provide adequate flows to protect the juvenile steelhead. In response to concerns raised by National Marine Fisheries Service and the requirements of the Endangered Species Act, the Whale Rock Commission agreed to implement. studies and analysis to determine future potential impacts to steelhead and develop appropriate 1 mitigations measures if deemed necessary. Goal and Policy Links 1 1. Multi-Source Water Policy,Water Element of the General Plan, Section 7 2. Compliance with the requirements of the Federal Endangered Species Act. 1 Project Work Completed 1. Following identification of steelhead in Old Creek in 1998, a monitoring program was initiated with the 1 assistance of Entrix, a biological consulting firm. The monitoring program collected stream data such as temperature and dissolved oxygen levels for evaluation of the stream habitat suitability for steelhead production. 2. The Commission contracted with Foothill and Associates in December of 1999 for the preparation of a 1 Habitat Conservation Plan for Old Creek. Surveys and analysis were initiated under the tempts of the contract and draft analysis was submitted for the City's review. On April 30, 2002 the Whale.Rock Commission terminated the contract with Foothill and Associates due to concerns relative to the strategy and direction that 122 "PUBLIC UTILITIES WHALE ROCK: OLD CREEK HABITAT CONSERVATION PLAN Qthe consultants were taking. The Commission also authorized staff to negotiate a contract for the completion of the Habitat Conservation Plan with URS Corporation based on the City's past experience with the firm 3. On December 5,2002,the Whale Rock Commission approved the contract with URS Corporation for Phase I. services associated with the development of the Old Creek Habitat Conservation Plan. fEnvironmental Review Though the development of the Habitat Conservation Plan is exempt from CEQA, the plan is essentially an environmental document intended to address potential impacts to threatened or endangered species. Any change in operation of the reservoir or physical improvements which may be recommended by the final document will receive proper environmental review in compliance with CEQA prior to implementation. Other Special Review Considerations The Habitat Conservation Plan will be reviewed and approved by the National Marine Fisheries Service, which is the agency responsible for the protection of steelhead and other marine species. If mitigation measures are identified which require physical habitat improvement projects along Old Creek or other local creeks, the environmental review for these projects will need to be undertaken during the design and approval process. Project Phasing and Funding Sources Project Costs by Type Project Costs To-Date _ 2003-04 _ _2004-05 2005-06 2006-07 Total Study 26,000 100,000 126,000 HCP Development 97,676 90,000 187,676 Total 123,676 100,000 90,000 313,676 Project Funding Source: Whale Rock Fund Department Coordinator and Project Review/Support Department Coordinator: Gary Henderson,Water Division Manager Project Review and Support. The City's biologist,Michael Clark, has reviewed this request and will provide assistance and direction in the development of the Habitat Conservation Plan. Alternatives ' 1. Delay the Project. This alternative would delay the work on the Habitat Conservation Plan until such time that steelhead are identified in Old Creek below the dam Without an approved Habitat Conservation Plan (HCP)and the associated"take"permits,the Commission would be in a difficult position relative to operation ' of the Whale Rock Dam. The federal agencies would likely require flow releases to protect the steelhead and these releases could be significant. In addition, following the previous documentation of steelhead in Old Creek, the Commission agreed with the National Marine Fisheries Service for the need to develop a HCP for ' Old Creek in the event of future steelhead spawning below the dam ■ 123 s WHALE ROCK: OLD CREEK HABITAT CONSERVATION PLAN Operating Program This project is tied to the Whale Rock dam operations which are included under"Water Source of Supply"in the Water Fund. Project Effect on the Operating Budget Requesting Department. Approximately 160 hours of Whale Rock and Utilities Administration staff support for Phase I work scope. Project Support. Approximately 240 hours of City Biologist assistance. 1 1 1 124 P UBLIC UTILITIES FLEET REPLACEMENT—RESERVOIR OPERATIONS QCIP Project Summary Replacing a 1971 Ford 3500 loader with.a one new loader will cost$37,000 in 2003-04. The unit to be replaced is fully described in the table attached at the end of this request. Project Objectives 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity Existing Situation The decision to replace a fleet unit is based on a combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet.Maintenance Supervisor Goal and Policy Links 1. Fleet Management Policy(Section 405 of the Finance Management Manual) 2. 2001-03 Financial Plan,pages E-6 and E-30 Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. 2. Public Works has met with the Deputy Director Utilities/Water to ensure that the replacement units have been correctly specified. Environmental Review No environmental review required. Project Phasing and Funding Sources Pro'ect Costs bv Type Project Costs To-Date 2003-04 1 2004-05 2005-06 2006-07 Total ui ment Acquisition 37.000 1 37,000 Total 1 37,0001 37,000 , Project Funding Source: Whale Rock Fund 125 1 TRANSPORtIATION STREET RECONSTRUCTION, RESURFACING AND RESEALING ' CIP Project Summary ' Reconstructing,resurfacing, and resealing street pavement will cost: 1. $1,525,000 in 2003-04 for Area 7. 2. $1,570,000 in 2004-05 for Area 8. 3. $1,616,000 in 2005-06 for Area 1. 1 4. $1,664,000 in 2006-07 for Area.2. Project Objectives 1. Improve the smoothness and appearance of City street pavement. 2. Prevent street pavement from deteriorating. t 3. Maintain the existing pavement condition index(PCI) until the City's fiscal situation improves. Existing Situation ' The City currently has about 121 miles of streets. A 1998 analysis of street condition with the City's pavement management software showed that the City's street system had a value of$43 million and a potential value of$60 million. Restoring pavement to 100 percent of its potential value is generally infeasible, but the 1998 Pavement Management Plan recommended 80 percent as a reasonable objective. (The percentage of potential value is expressed as the street system's Pavement Condition Index, or PCI.) The Pavement Management Plan estimated 1 that recommended budget amounts for reconstruction, resurfacing, and resealing, in conjunction with other pavement maintenance activities, would achieve a PCI of 80 by the year 2008. Since 1998 the overall PCI has risen from 68 to 74, a substantial increase. Because of current fiscal restraints, Public Works is recommending annual appropriations that will preserve the existing PCI without further improvement until the City's fiscal situation improves. The 1998 Pavement Management Plan divided the City into eight maintenance areas and established a maintenance plan to complete needed streetrestoration work primarily in one maintenance area each year. So far,scheduled work has been completed or designed for maintenance areas 1 through 6. Work is scheduled for maintenance Area 7 in Spring 2004 and for maintenance Area 8 in Spring 2005. Reconstruction involves removing up to one foot of failed asphalt and base materials and replacing them with a thick section of new asphalt. Reconstruction is usually appropriate for streets in poor condition. ' Resurfacing involves placing a thin overlay of asphalt (usually one to two inches thick) over the existing street surface. Resurfacing is usually appropriate for streets in reasonably fair condition. Resealing is the most cost-effective means of preserving a street that is in good condition. It involves repairing any cracks and potholes and then placing a thin 1/4-inch slurry seal or other seal coat material on the street surface. Goal and Policy Links 1. 1998 Pavement Management Plan 2. 2001-03 Financial Plan,pages E-7 and E-32 ' 126 t TRANSPORTATION STREET RECONSTRUCTION, RESURFACING AND RESEALING Project Work Completed D 1. Continued using the pavement management software. 2. Continued annual inspections of street conditions. 3. Maintained and updated the pavement database. 4. Completed scheduled reconstruction,resurfacing, and resealing projects. Environmental Review 4 This project will likely receive a Notice of Exemption because it will repair or maintain existing facilities. Project Phasing and Funding Sources Pro'ect Costs by Type 1Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Study 25,000 25,000 25,000 25,000 100,000 Construction 1,5007000 1,545,000 1,591,000 1,639,000 6,275,000 Total 1 1,525,000 1,570,000 196169000 196649000 6,375,000 Project Funding Source: General Fund Note: $25,000 each year is required for intern and consultant services to update the pavement condition database that provides the basis for project design each year. Department Coordinator and Project Review/Support Department Coordinator: Dan Van Beveren Alternatives 1. An annual appropriation of$2,525,000 would increase the overall PCI by about 1.0 to 2.0 points per year and would achieve an overall PCI of 80 in 2008 as originally scheduled. 2. An annual appropriation of$2,025,000 would increase the overall PCI by about 0.5 points per year and would achieve an overall PCI of 80 in 2014. 3. An annual appropriation of$1,025,000 would decrease the overall PCI by about 0.5 points per year. 4. An annual appropriation of$525,000 would decrease the overall PCI by about 1.0 to 2.0 points per year. 5. No appropriations at all would decrease the overall PCI by about 3.0 to 5.0 per year. All gains made since 1998 would be lost within two years. Operating Program Pavement Maintenance I 127 TRANSPORTATION RECONSTRUCTION,STREET RESURFACING AND RESEALING Project Effect on the Operating Budget Staff Resources: r Project Engineering Program: 0t hours per year for design_ 300 hours per year for inspection conditionAs the overall street . . pothole Locationrepairs, should decline. Map:Pavement Maintenance Areas � a 128 ttii c ��.■r_. . TI -RANSPORTATION FLEET REPLACEMENT—PAVEMENT MAINTENANCE CIP Project Summary — - IReplacing a 1985 Case 580 backhoe with one new backhoe will cost$75,000 in 2003-04. The unit to be replaced is fully described in the table attached at the end of this request. Project Objectives I 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity IExisting Situation The decision to replace a fleet unit is based on a combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor Goal and Policy Links 1. Fleet Management Policy(Section 405 of the Finance Management Manual) 2. 2001-03 Financial Plan,pages E-7 and E-32 Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. 2. Public Works has met with the Facilities Maintenance Supervisor to ensure that the replacement unit has been correctly specified. Environmental Review No environmental review required. Project Phasing and Funding Sources Pro'ect Costs b e ' Project Costs To-Date 1 2003-04 2004-05 2005706 1 2006-071 Total Equipment Acquisition 75,000 75,000 Total 75,000 75,000 ' Project Funding Source:Fleet Replacement Fund Department Coordinator and Project Review/Support 129 TRANSPORTA, TION . FLEET REPLACEMENT—PAVEMENT MAINTENANCE Department Coordinator and Project Review/Support ■ Department Coordinator: Joe McDermott ■ Project Review and Support: Ron Holstine/Dave Elliott Operating Program Pavement Maintenance(503 10) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 20 Description of Backhoe to be Replaced: Replacement Unit and Cost Detail: City Fleet Number: 8525 Make: Caterpillar Model Year: 1985 Model: 420D Make: Case Description: Backhoe Model: 580 Base Vehicle Cost: $63,522 Description: Backhoe Sales Tax @7.25 Percent: $4;605 Year Entered Service: 1985-86 Delivery: $0 Scheduled Replacement Year: 2002-03 Cash Discount: $.0 Recommended Replacement Year: 2003-04 Accessory Equipment: $3,100 Original Acquisition Price: $25,924 Contingencies @ 5 Percent: $3,561 Estimated Surplus Value: $6,500 Total Acquisition Cost: $74,789 Odometer Reading at 12/02: -- Total Maintenance Cost at 12/02: $30,383 Target Age: 17 Projected Age at Replacement: 18 Target Mileage: Projected Mileage at Replacement: — a I 130 TIRANSPORTATION NEIGHBORHOOD TRAFFIC MANAGEMENT CIP Project Summary ' Constructing neighborhood traffic management(NTM)projects requested by neighborhood residents will cost $18,000 each year from 2003-04 through 2006707. Project Objectives 1. Reduce auto traffic speed in residential neighborhoods 2. Promote pedestrian safety in residential neighborhoods 3. Preserve neighborhood quality 4. Reduce through traffic on local residential and residential collector streets Eidsting Situation This project will continue the current.efforts of the City's Neighborhood Traffic Management Plan to modify and improve existing infrastructure and neighborhood quality of life. Issues regarding traffic safety and neighborhood traffic received many comments from the public as part of the 2003-05 Financial Plan utility bill survey. The Circulation Element of the General Plan specifically identifies seven residential areas that would benefit from adoption of NTM plans and construction of recommended projects. In addition, there may be other more focused projects that could benefit smaller areas. The 1.998 Neighborhood Traffic Management Guidelines outline procedures for selecting eligible projects and sharing project financing between neighborhoods and the City. Since adoption of the guidelines in June 1998,Public Works has become involved with four small-scale and three large-scale NTM plans. Each year the City receives several requests for solutions to speeding and cut-through traffic problems within neighborhoods. Typically two or three of these requests develop into full-blown NTM projects. Goal and Policy Links 1. 1994 Circulation Element of the General Plan 2. 1994 Land Use Element 3. 1998 Neighborhood Traffic Management Guidelines 4. 1997-99 Financial Plan,pages E-7 and E-26 5. 2001-03 Financial Plan,pages E-7 and E-31 Project Work Completed The Council adopted the Neighborhood Traffic Management Guidelines in June 1998. Since that time small and medium NTM projects have been implemented in several areas, including Augusta Street,High Street,Margarita Avenue. Public Works is currently working on NTM for Spanish Oaks, Highland Drive, Chorro and Broad Streets,Pismo Street,Poinsettia Street,Fredericks Street,Patricia Drive, and Fuller Road. Environmental Review No environmental review required. I 131 NEIGHBORHOOD TRAFFIC MANAGEMENT Project Phasing and Funding Sources 1 Project Costs by Type ' Project Costs. To-Date 2003-04 2004-05 2005-06 2006-071 Total Construction 1 18,000 18,000 18,000 1 18,0001 72000 Total 18,000 18,000 18,0001 18,0001 72,000 Project Funding Source: General Fund Department Coordinator and Project Review/Support 1 Department coordinator: Principal Transportation Engineer Project manager: Peggy Mandeville Project Effect on the Operating Budget Hours of transportation staff time needed for design and inspection: 300 Hours of transportation staff time needed for project coordination: 150 a a 132 O IRANSPORTATION FOOTFEELL BOULEVARD BRIDGE CIP Project Summary - - Removing two damaged culverts that convey Stenner Creek under Foothill Boulevard and replacing these culverts with a new bridge will cost an additional$35,000 for design, $16,000 for land acquisition,and$1,810,000 for construction in 2003-04. Project Objectives 1. Prevent catastrophic.failure of the culverts and extended closure of Foothill Boulevard 2. Increase the capacity of Stenner Creek where it passes under Foothill Boulevard Existing Situation There are two 14-foot steel culverts that convey water in Stenner Creek under Foothill Boulevard between Santa B Rosa and Casa Streets. There were signs of minor settlement of this structure over several years,and then during the storms of March 2001,part of the street surface settled about 150 millimeters(6 inches)in the travel lanes. Caltrans engineers have examined the culverts and determined that they are damaged beyond repair and should be removed and replaced as soon as possible. This type of structure works satisfactorily as long as 1)the cross- sections of the steel culverts maintain their designed shape or 2)the backfill surrounding the culverts remains tightly compacted. Neither condition now exists at this location. The shape of the culverts has been severely deformed, and the backfill surrounding them is wet and loose. The solution is to remove the culverts and replace them with a bridge over the creek. In early 2002,the bottoms of the culverts were lined with concrete to prevent further siphoning of the backfill into the creek through holes in the bottom. Three temporary bridges were also installed to move traffic over the settled area. Goal and Policy Links 1. Transportation Planning and Engineering program goal: safe and well-maintained streets 2. 2001-03 Financial Plan,pages E-7 and E-31 Project Work Completed 1. Construction plans are nearly complete. 2. All environmental study work has been completed and the CEQA document prepared. 3. Studies for the NEPA document have been completed and are currently under review by the State Flistoric Preservation Office and the National Marine Fisheries Service. 4. Permits for Army Corps of Engineers and Department of Fish and Game have been applied for and are pending. The Regional Water Quality Control Board has issued a certification. 5. A Conditional Letter of Map Revision has been submitted to FEMA for review to address the culverts increased capacity. Environmental Review Environmental review is nearly complete, pending only approval by the City and various Federal and State agencies. 133 TRANSPORTATIM FOOTHILL BOULEVARD BRIDGE Other Special Review Considerations 1. Several permits will be required from agencies responsible for regulation of activities in and around waterways. 2. Temporary Construction Easements will be required from adjacent property owners to allow construction to occur. Project Phasing and Funding Sources Pro'ed Costs bv Type 1'nojed Cost To-Date 2003-04 2004-05 2005-06 2006-M Total DesignSavironmental Review 460,000 35,000 495,000 Land Acquistion 16,000 16,000 Construction 950,000 1810 000 Z760,0W Total 1,41010M 1 1000 3M1,000_ Proed.Funi&w by Source Project Costs t To-Date 2003-04 2004-05 2005-06 2006-M Toral General Find 282,000 372,200 654,200 Federal HBRR Grant* 1,128,000 1,488,800 1616,800 . Total 1,410,000 1,861,000 1 3X1,000 *Highway Bridge Replacement and Rehabilitation The costs shown above do not include the costs of acquiring and installing the temporary bridges. Department Coordinator and Project Review/Support Department Coordinator Barbara Lynch Project Review and Support Project Management—Engineering Division Environmental Document Review — Community Development & Natural Resources Protection Alternatives ■ Deny or delay the project. This option would leave the bridge in its existing condition. The roadway t would remain in a deteriorated state with minimal travel lanes over the temporary bridges. Operating Program ' General Street Maintenance(50300) 134 ' TRANSPORTATION 1 FOOT ML BOULEVARD BRIDGE 1 Project Effect on the Operating Budget 1 Staff Resources: CIP Project Engineering: 3,000 hours(over the life of the project) Development Review: 30 hours(over the life of the project) 1 Natural Resources Protection: 20 hours(over life of the project) Operating Costs: 1 The new structure will require little to no maintenance for approximately 50 years with maintenance needs increasing with the age of the structure. Location Map C�9 _ 2 � F FOOTHILL �jiz � O Q B R UGEOT RAMONA MEINECKE I 1 1 I I135 TRANSPORTATION STREET WIDENING ON HIGUERA-MARSH TO HIGH CIP Project Summary -- -- - - -- - --- - - ' Widening the west side of Higuera Street between Marsh Street and a point just south of High Street will cost $992,100 for land acquisition in 2005-06 and$1,262,900 for construction.in 2006-07. Project Objectives 1. Reduce congestion to improve traffic flow 2. Improve safety and access for all transportation modes ' 3. Improve street appearance Existing Situation For several years the City has worked on a long-term project to widen Higuera Street between Marsh Street and Madonna Road. The only stretch remaining unfinished is between Marsh Street and a point just south of High Street. There are state and federal grants available to cover the cost of environmental work and right of way ac- quisition. The City will have to cover construction costs with local revenue. Goal and Policy Links 1. 1999-01 Council Goals (Circulation Element Implementation;Downtown Plan) 2. Resolution No. 8820(1998) 3. 1994 Circulation Element of the General Plan Project Work Completed ' I. In 1965 the Council adopted building setback lines needed for this project 2. In 1994 the City acquired part of the needed right of way by purchasing the property at 314-350 Higuera Street 3. In 1997 preliminary property appraisals and relocation cost estimates were prepared to determine a rough project budget ' 4. The City has received commitments for state and federal grants totaling$1,293,000. Environmental Review .An EIR was completed in the early 1980's but is out of date and does not meet current State requirements or re- flect current or anticipated conditions. Because federal, state, and local revenue will be used to reconstruct the street a combined EIR/EIS will likely be required. Possible environmental impacts include effects on land use, cultural resources, flood control, noise, access, and circulation. Public Works will work with Community Devel- opment Department to establish the scope of environmental studies. Other Special Review Considerations ' Since this project will affect some mobile homes and commercial buildings,relocation assistance will be required. ' Community Development Department is preparing the"Mid-Higuera Enhancement Plan"for City Council con- sideration.This plan and design of the proposed project will have to be coordinated to achieve internal consis- tency. 136 STREET WIDENING ON HIGUERA—MARSH TO HIGH Construction of this project should be closely coordinated with the proposed circulation improvement at Higuera and Marsh that will realign the intersection to allow easier turns from northbound Higuera onto eastbound Marsh. Project Phasing and Funding.Sources Pro'ect Costs by Type Project Costs To-Date _ 2003204. 2004-05._ _. 2005-06 2006-07- - _ _ Total Study 20,000 20,000 Environmental Review 300,000 300,000 Land Acquistion 325,000 992,100 1,317,100 Construction 1,262,900 1 1,262,900 Total 645,000 1. 992100_ 1,262,9001 2.900,000 Pro'ect Funding by Source Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total Transporation Impact Fees 357;500 376,800 872,700 1,607,000 State RHSA Grant 111,200 237,900 150,900 500,000 State UHSA Grant 26,200 56,200 35,600 118,000 TEA-21 Grant 150,100 321,200 203,700 675,000 Total 645,000 992,100 1 1,2629900 29900,000 Grant reimbursements for each phase will be based on the following participation percentages: b State RHSA Grant 17.24 State URSA Grant 4.07 Federal TEA-21 Grant 23.28 Local Match 55.41 100.00 Project Manager and Department Coordinator Department Coordinator:Jay Walter,Deputy Director of Public Works/City Engineer Project Review/Support: Project design—Dan VanBeveren, Associate Engineer Construction management—Richard Fisher, Construction Management Supervisor Environmental Review—Cal Trans is responsible for NEPA approval 137 . . . , . . . STREET WIDENING ON HIGUERA—MARSH TO HIGH Project Effect on the Operating Budget Hours of engineering staff time needed for construction project design: 500 Hours of engineering staff time needed for construction inspection: 500 Hours of transportation staff time needed for project coordination: 500 Alternatives Defer or deny the project. Widening of Higuera Street will be necessary at some future time in order to I accomplish Circulation Element goals. Therefore; total denial of the project is not possible, only deferral. Although the project could be deferred until a later time,Circulation Element goals would not be-achieved and the HRSA grant funds would lapse and be lost to the City. If these funds are lost, additional funding sources, grant application cycles, etc and/or General Fund, will be necessary to complete this segment of the widening project at some future time. However, because the project is TIF eligible, funding lost from grant sources could be replaced by future TIF funds but this would also mean increasing the Citywide TIF fee because the TIF calculation only includes funding the reimbursement amount given above to the General Fund. 1 i 1 1 1 I 138 I TIRANSPORTATION STREET WIDENING ON SANTA BARBARA-HIGH TO BROAD CIP Project Summary Widening Santa Barbara Street between High Street.and Broad Street will cost$130,000 in 2003-04 for land acquisition and$320,000 in 2004-05 for construction. ' Project Objectives 1. Widen Santa Barbara.Street to a three lane facility(two thru lane and a center turn lane from Broad Street to south of the existing Pacific Home Improvement Center(PHIL)Retail Building 2. Increase capacity and safety along Santa Barbara Street between High Street and Broad Street. 3. Improve bicycle and pedestrian safety Eidsting Situation In April 2000 the Council approved the Santa Barbara Street Corridor Operational Study,which made three major recommendations for improving traffic conditions from Leff to Broad: l)improve Morro Street as the major bicycle entry corridor to the downtown area 2)perform a follow-up corridor analysis specifically focused on 1 Santa Barbara Street from Leff to Upham and 3)Widen Santa Barbara Street from Upham to Broad. This project addresses part of the third recommendation. Lack of a center tum lane along Santa.Barbara Street,particularly the section from Upham to Broad Street,creates traffic problems. As part of the Railroad Transportation Center(RTC)project and the Rang property development, Santa Barbara Street was widened between Upham and High street. These changes have dramatically improved traffic flow along this segment of Santa Barbara Street. When considering the operational study,the Council approved the concept of partial reimbursement to Pacific Home Do-It Center(PHIC)for property that would be lost due to widening across the frontage where the buildings exist. This cost would be incurred because road widening across the PHIC frontage would need to be acquired and the building redesigned and remodeled to allow for widening. With the funds received for building mitigation,PHIC,as part of its planned remodel,would then pay for the actual widening of Santa Barbara along its frontage. The City would separately acquire Right-of-Way from Art's Cyclery and widen Santa Barbara as a part of a CIP along the 1 frontage of Art's Cyclery and the Fire Station. However,two things have changed which have created the need to rethink the approach to the project. Due to budget considerations,no funding was approved by the Council to pursue this project in the 01-03 budget. The project was scheduled for possible implementation in the 03-05 budget and would need to compete against all other projects at that time for funding. Council also directed that staff pursue grant funding to lessen the impact to the General Fund. Second,the owners of PHIC have withdrawn their proposal to remodel the Center meaning that any funds spent in obtaining Right-0f--Way under the building would not be re-used to widen the street along the PHIC frontage. On the positive side, staff did apply for and receive a grant, which has no general fund thatching requirements,for $450,000($130,000 in 03-04 and$320,000 in 04-05). Given the source of revenue and the lack of a PHIC project remodel,and the overall desire to provide a third lane on Santa Barbara,this CIP project proposes to obtain Right- of-Way from Art's Cyclery(as before)and from only that portion of PHIC extending from Art's to the.southern edge of the PHIC retail building and then construct the widening project from Broad Street to the southern edge of the PHIC retail building. Thus when this project is completed,one small segment will still remain a two lane roadway—from the southern edge of the PHIC retail building to High Street. That segment will either need to await a future remodeling project by the property owner or a separate CIP project with significant funding for Right-of-Way acquisition and a small amount for construction. 139 ' TRANSPORTATION STREET WIDENING ON SANTA BARBARA—HIGH TO BROAD Goal and Policy Links 1. 1994 General Plan Circulation Element I 2, April 18,2000 City Council approval of the Santa Barbara Corridor Operational Study—April 2000 3. 2001-03 Financial Plan,pages E-7 and E-31,Appendix B,pages 183-185 Project Work Completed The Council has approved an operational study for Santa Barbara Street that outlines a strategy for capacity improvements along this area. An appraisal for the PI-HC and Art's Cyclery right of way acquisition has been completed but will need to be updated during the next fiscal year. As part of the San Luis Obispo Council of Governments (SLOCOG)call for projects in the 2001 State ' Transportation Improvement Plan(STIP),a City application for a STIP grant on this project was approved and received programming by the CTC. This STIP grant is programmed for 2003-04 and 2004-05. Environmental Review It is anticipated that a mitigated negative declaration will have to be prepared for this project. ' Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total 1 Land Acquistion 130,000 130,000 Construction _ ... 320,000 320,000 Total 130,000, 320,00 450-000 , Environmental review and design will be completed in-house. Project Funding Source: State Transportation Improvement Plan (STIP)Grant Note: The grant application was developed, submitted, and approved with the assumption that construction costs for widening Santa Barbara Street across the PHIC frontage would be borne by PHIC as part of a redevelopment project for their business. Staff will need to ascertain with SLOCOG if the change in circumstances will threaten the viability of all or a portion of the grant. Department Coordinator and Project Review/Support ■ Department Coordinator. Tim Bochum M Project Review/Support: Project management— Jay Walter,Deputy Director of Public Works/CityEngineer I Construction management—Richard Fisher,Construction Management Supervisor Project design—Dan VanBeveren,Associate Engineer Environmental Review—Ron Whisenand,Deputy Director of Community Development 140 I STREET WIDENING ON SANTA BARBARA—HIGH TO BROAD Project Effect on the Operating Budget Hours of engineering staff time needed for construction project design: 500 Hours of engineering staff time needed for construction inspection: 500 Hours of transportation staff time needed for project coordination: 500 Alternatives Defer or deny the project. Widening of Santa Barbara Street will be necessary at some future time in order to accomplish Circulation Element goals. Therefore,total denial of the project isnot possible,only deferral. Although the project could be deferred until a later time,Circulation Element goals would not be achieved and the STIP grant funds.would lapse and be lost to the City. If these funds are lost, additional funding sources,grant application cycles,etc and/or General Fund,will be necessary to complete this segment of the widening project at some future time.In addition bicycle,pedestrian and vehicle safety will.continue to be compromised due to the competition for limited space and the lack of a left turn lane along this section of busy roadway. Project Effect on the Operating Budget JStaff Resources: Transportation Planning and Engineering: 200 hours for project coordination CIP Project Engineering Program: 800 hours for project design CIP Project Engineering Program: 400 hours for construction management Community Development:40 hours for environmental review City Attomey: 20 hours for document review and approval J 141 TRANSPORTATION MI F nNN11ir rskMMMiis • : � • • �A 1.. • 1 ] 41 MaN 'ar'Y i rl,—s• ^{�i�1G' +r _ xL �u �� ,_ ,°. +„j AK -4,74- �` 1�•Ltr z1 ��•��w a.r;{ , ` Iaa.�.�w.^ l t t`4a'Y•�� '°� rri yk�i•43 � IM IMF- ms�- T + - - M�� v`lp\R.. �w�.• it of • I ��, +, r� y�„ 1 `•t `r K' MAI ed y + wY' 'r ( '� C r R�°• w� .� �; r't !t� Al Y T�}+;I,J „QS �e S� 9.¢ I� -.n. Iy�' CA. I r ^V r ✓` }.•'r,�..y .ursT.`a,1,�+c`r4'apry, lJ +1r .,.+�;+.�kh } �. f.. .�� "'`?it A..�'. ''r1�Yyj :. a '' 14 v4 4 t5 t ¢ � • t ac 41 a4 I , � INK= �-x � 1 ..1v.r,��Flrt . 1•: � Q ^tkP. v. a+" S"r+• �� I 1� - r �.ld"� .t.\�^�; �` � �5w ��.xi`xk+��;'ve��•� fwd >�tl ? �♦ `l.\x. M-ter_---•��� �1N a ,,,���"' �....z�'�,'�•tRA 1yyp.. .t.• .. .. ".. -�. E n.3� a .a , 1-11r; ITRANS' • ' USTREET WIDENING ON SOUTH—HIGUERA TO BEEBEE CIP Project Summary Q Satisfying contract obligations to participate with Caltrans in widening the,south side of South Street between Higuera and Beebe Streets will cost$50,000 in 2003-04. Project Objectives 1. Eliminate an existing traffic bottleneck,construct an additional turn lane,and construct frontage improvements that serve bicyclists and pedestrians 2. Improve safety for all modes of travel Existing Situation South Street is managed by Caltrans as part of State Route 227. In 1999 Caltrans requested that the City make a financial contribution toward the street widening at this location. The street is narrower there than the rest of South Street and does not include sidewalks or bike lanes. On May 18, 1999 the Council authorized the CAO to execute a cooperative agreement with Caltrans that requires the City contribute up to$50,000 toward this project. Caltrans has completed the Project Report for the project and is now completing design of the widening project. City representatives are part of a project development team overseeing the design. It is anticipated that this project will go to construction in 2003-04. Goal and Policy Links 1. Draft 2001 Mid-Higuera Enhancement Plan Q2. 1994 General Plan Circulation Element Project Work Completed Caltrans has completed the Project Report for the project.The project has been reviewed by the ARC and comments have been incorporated into the project where possible. Caltrans has started design and environmental review. Environmental Review Not applicable because Caltrans is the lead agency. Other Special Review Considerations On May 18; 1999 the Council authorized the CAO to execute a cooperative agreement with Caltrans that requires the City contribute up to$50,000 toward this project. It is estimated that the total project cost,including relocation of the existing structures and right of way acquisition,may total in excess of$1,000,000.The$50,000 committed by the City is a very small amount of participation required to deliver this project in comparison to other major projects. 143 n 1 1 ,TION STREET WIDENING ON SOUTH—HIGUERA TO BEEBEE Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date2003-04 2004-05 2005-06 2006-07 Total Construction _ _ _ - 50,0.00 -_ 50,000 ' Total 50,000 50,000 Project Funding Source: General Fund Department Coordinator and Project Support Department Coordinator. Terry Sanville ' Project Review and Support: The project is supported by Caltrans and SLCOG as a regionally significant project and is consistent with the County Regional Transportation Plan. Alternatives 1. Deny the Project Denying the project could endanger the project if the State determines that a local participation for the project is not a priority. Congestion and safety issues will exacerbate along this corridor, which is under the jurisdiction of the State but is traversed by many City travelers each day. 2. Defer or Re-phase the Request. Because the project is subject to Caltrans funding and construction scheduling, the City cannot re-phase or re-define the project. Timing of the actual local contribution is entirely subject to Caltrans project programming and delivery schedules. 3. Change the Scope of the Project. Project description has been defined by the State and changing the scope of the City's contribution may endanger timely delivery of the project. Operating Program Transportation Planning and Engineering(50500) 144 TRANSPORTATION STREET WIDENING ON SOUTH—HIGUERA TO BEEBEE Location Map f I � cl Lo ! I � L r SOUTH I r 145 TRANSPORTA, TRAFFIC SAFETY IMPROVEMENTS CIP Project Summary 1 Designing and constructing improvements at locations identified in the City's Annual Traffic Safety Report that have received low safety ratings will cost$35,000 annually. Project Objective Improve the operation and safety of the City's street system for all modes of travel. 1 Eidsting Situation Because the City of San Luis Obispo one of the highest collision rates per capita among California cities,Public Works and Police Departments have focused on traffic safety issues to reduce collision rates citywide. In September 2002 the Council reviewed the City's fust Annual Traffic Safety Report and approved using $35,000 of carryover money to implement the numerous traffic safety mitigations recommended by the report. The Council also directed Public Works prepare recommended CIP project requests for the 2003-05 Financial Plan. This request is to implement minor safety mitigation projects identified in the 2002 Safety Report. Goal and Policy Links 1. 1994 General Plan Circulation Element(reference Transportation Goals and Objectives,Transportation Goals No. 3,Transportation Strategy No. 7).. 2. City Council minute action on September 10,2002. Project Work Completed None. Environmental Review The granting of a Categorical Exemption by the Community Development Director is anticipated for most, if not all of the proposed projects. Project Phasing and Funding Sources Pro"ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Design 20,000 20,000 Construction 15,000 35 000 35 000 35 000 35 000 155 000 Total 1 35,000 35,000 35,000 35,000 35,000 175 000 Project Funding Source: General Fund 146 ITRANSPORTATION TRAFFIC SAFETY IMPROVEMENTS ' Department Coordinator and Project Support 1. Department Coordinator. Timothy Scott Bochum, Deputy Director of Public Works, Principal Transportation Engineer 2. Project Support. Engineering may assist with project design, project bidding and construction management. Streets may assist with the implementation of mitigation measures Alternatives 1. Deny the project. The City's Circulation Element goals will not be achieved and the locations identified in the Annual Traffic Safety Report may not be improved. The City's high collision rates may continue. 2. Defer or re phase the request. Improvements to the locations identified in the Annual Traffic Safety Report will be delayed. Project Effect on the Operating Budget Transportation Planning and Engineering Program: 220 hours for design Transportation Planning and Engineering Program 20 hours for inspection 147 Y"NSPORUTION BRIDGE REPLACEMENT AND REHABILITATION I CIP Project Summary Replacing or rehabilitating one of the City's 34 existing vehicle bridges to prevent emergency repair or replacement will cost$420,000 for environmental review, design,and easement acquisition in 2005-06. Total project cost is estimated at$1.5 million. Project Objectives 1. Prevent catastrophic failure of the bridge I 2. Where rehabilitation can be done,extend the service life of the bridge to avoid the high cost and disruption of premature bridge replacement Existing Situation The City currently owns 38 vehicle bridges,28 of which are inspected by the State of California, Once every two years the State completes an inspection of each bridge and develops a rating for that bridge, with a lower 1 numerical rating meaning worse condition. When a bridge's rating falls to a certain point on the rating scale,it becomes eligible for federal rehabilitation assistance. When it falls to an even lower point,the bridge becomes eligible for federal replacement assistance. To date,the City has replaced five bridges with federal assistance and 1 is in the process of replacing a sixth. Of the 28 bridges inspected by the State,two bridges meet the criteria for replacement,and six more meet the 1 criteria for rehabilitation. One of the two bridges warranting replacement serves only as an extension of the on and off ramps for Route 101. For this reason, the City will request that the State assume maintenance responsibility for this structure. Current staffing levels in the CIP Project Engineering Program generally allow for one major bridge project to be underway at one time. The remaining bridge eligible for replacement and the six eligible for rehabilitation financing will be evaluated over the next two years to determine which of the structures is in the greatest need of attention. Goal and Policy Links I 1. Transportation Planning and Engineering Program goal: Safe and well-maintained streets 2. 2001-03 Financial Plan,pages E-7 and E-31 I Project Work Completed None I Environmental Review This project will require at least an initial environmental study that will likely result in a mitigated negative declaration. The most significant environmental issues will probably relate to impacts on the creek beneath the structure. Where the structure is in a business or residential area, there will be impacts on nearby residents and businesses. I 148 TRANSPORTATION BRIDGE REPLACEMENT AND REHABILITATION . Other Special Review Considerations 1. State Department of Transportation clearances and reviews will be required at various stages of the project in order to obtain federal grant assistance. 2. Several permits will be required from agencies responsible for regulation of activities in and around waterways. 3.. Notification of local residents will be necessary in residential areas. In the case of the structure at Nipomo and Brizzolara,it may be necessary to provide a temporary"back door"as the bridge is the only regular access point for that area. 4. Coordination with nearby businesses and/or the Downtown Association will be necessary in commercial areas. Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total n Environmental Review 180,000 180,000 Design 250,000 250,000 Land Acquistion(Easements) 20,000 20,000 Total 450,000 450,000 Pro'ect Funding-by Funding-bySource Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total General Fund 90,000 90,000 Grant Fund(HBRR Grant) 360,000 360,000 Total 450,000 450,000 Department Coordinator and Project Review/Support Department Coordinator Barbara Lynch Project Review and Support Project Management—CIP Project Engineering Environmental Document Review — Community Development & Natural Resources Protection Alternatives Delay or deny the project. Under this option deterioration would continue and become irreversible. Eventually the bridge might become impassable. Those structures that can be rehabilitated might end up having to be removed and replaced at a cost much higher than rehabilitation. Disruption to the creek,the community,and nearby business would be more intense and time-consuming. Operating Program General Street Maintenance(50300) 149 i TRANSPORT o • s • BRIDGE REPLACEMENT AND REHABILITATION _ I Project Effect on the Operating Budget Staff Resources; CIP Project Engineering: 3,200 hours(over the life of the project) Community Development: 40 hours(over the life of the project) Natural Resources Protection: 20 hours(over the life of the project) Operating Costs: 1 Costs for major maintenance of a rehabilitated structure would be postponed for 20 to 50 years. Costs for major maintenance of a replaced structure would be postponed for 50 to 70 years. Potential Project Locations: Broad near US 101 (replacement) Nipomo near Brizzolara(replacement) Bianchi near lEguera(rehabilitation) California near Marsh(rehabilitation) Broad near Monterey(rehabilitation) Madonna near Los Osos Valley Road—First Structure(rehabilitation) 1 Madonna near Los Osos Valley Road—(rehabilitation) Calle Joaquin near Los Osos Valley-(rehabilitation) I 150 TRANSPORTATION GUARDRAIL IMPROVEMENTS - - CIP Project Summary I Replacing or improving substandard guardrails at various locations will cost$130,000 in 2005-06 and$95,000 in 2006-07. Project Objectives 1. Improve traffic safety and collision severity 2. Reduce City liability Existing Situation The City has a number of older street and creek crossings that have antiquated guardrails. Some of these railings were installed as long as 50 years ago, while standards and technology have changed dramatically. This project would retrofit,replace,or remove these antiquated guardrails. Goal and Policy Links 1. 1994 Circulation Element of the General Plan 2. 1994 Land Use Element Project Work Completed Locations identified: 1. Prado Road.Bridge at San Luis Creek 2. Broad Street Bridge at Stenner Creek 3. Orcutt Road at Acacia Creek Environmental Review It is anticipated that the project will receive a Federal CE environmental clearance. Project Phasing and Funding Sources. Project Costs by Type Project Costs To-Date 2003-04 2004-05 .2005-06 2006-07 Total Design 35,000 35,000 a Construction Mangement 20,000 20,000 40,000 Construction 75 000 75,000 150 000 Total 1 130 000 95,0001225 000 151 TRANSPORTATION I GUARDRAIL IMPROVEMENTS Project Funding Source I Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total General Fund 35,000 35,000 Grant See Note Below 95,000 95,000 190,000 Total 1 130,000 95,000 225,000 It is anticipated that federal or state grants will be received for this project.A local matching requirement of 15% local match requirement has been assumed Department Coordinator and Project Review/Support Department Coordinator: Principal Transportation Engineer Project Review and Support: Project management—Timothy Bochum,Deputy Director of Public Works Construction management—Richard Fisher,Construction Management Supervisor 1 Project design—Dan VanBeveren,Associate Engineer Alternatives 1 Deny or defer the Project. Denying or deferring the project will leave in place several guardrails that do not provide the maximum level of traffic safety available. Operating Program General Street Maintenance(50300) Project Effect on the Operating Budget CIP Project Engineering: 150 hours for design CIP Project Engineering: 275 hours for inspection Transportation Planning and Engineering: 30 hours for design review and grant management 152 ' TRANSPORTATION GUARDRAIL EAPROVEMENTS Location Map r- 'ti, :� •� �' �� i �. ..t AU �' .tet.w.Yt 1.00 Note:Additional locations may be identified as part of,or prior to ddermination of final grant submittal. 153 *a • ,fit � 4 . . . . . . , i PRADO ROAD BRIDGE WIDENING CIP Project Summary Widening and reinforcing the Prado Road Bridge over San Luis Obispo Creek in order to extend the service life of the existing bridge and improve traffic circulation will cost$680,000 for environmental review,design, and land acquisition in 2006-07. Total project cost is estimated at$5.2 million. Project Objectives 1. Prepare for the additional traffic on Prado Road after the Prado Road/Highway 101 interchange is completed and after the Prado Road extension to Broad Street(Highway 227)is completed 2. Improve circulation and safety for bicyclists and pedestrians at the Prado Road Bridge 3. Strengthen the Prado Road Bridge and extend its service life Existing Situation Prado Road has been widened from two lanes to four lanes in bits and pieces over several years. It remains only partially widened and flares in and out over its length between Highway 101 and South Higuera Street, with full widening expected in conjunction with the construction of the Prado Road/Highway 101 interchange. The most prominent traffic constriction occurs at the bridge over San Luis Obispo Creek, which has only two traffic lanes 1 and no sidewalks or bike lanes. The project will repair the existing structure and expand the bridge, making it wide enough to match the ultimate street width. This project is near the northern trailhead of the proposed Bob Jones City-to-Sea Bike Trail. Project work may include further widening of the bridge and construction of a.Class I bicycle path between the bridge and South Higuera Street. Goal and Policy Links I 1. Transportation Planning and Engineering program goal: Safe and well-maintained streets 2. 1994 General Plan Circulation Element 3. 1993 Bicycle Transportation Plan 4. 2001-03 Financial Plan, pages E-7 and E-31 Project Work Completed Traffic studies have been completed. Environmental Review This project will require at least an initial environmental study and possibly a focused environmental impact report. The most significant environmental issues will probably relate to impacts on the creek beneath the bridge structure and impacts on traffic circulation. Other Special Review Considerations 1. Several permits will be required from agencies responsible for regulation of activities in and around waterways. 2. Coordination with nearby businesses will be necessary. 154 • A .O PRADO ROAD BRIDGE WIDENING Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Environmental Review 190,000 190,000 Design 470,000 470,000 Land Ac uistion 20,000 20,000 Total I I 1 680,000 , 680 000 BProject Funding by Source: Transportation Impact Fees Department Coordinator and Project Review/Support Department Coordinator: Jay Walter Project Review and Support: Project Management—CIP Project Engineering Environmental Document Review — Community Development & Natural Resources Protection Project Review—Barbara Lynch Alternatives I. Deny or delay the project. This option would leave the bridge in its existing condition. Additional traffic generated by completion of the Prado Road/Highway 101 interchange would cause congestion. Lack of sidewalks and bicycle lanes in conjunction with heavier traffic would increase hazards for pedestrians and bicyclists. 2. Add only sidewalks to the bridge. This option would lower overall cost from$5.7 million to$1.5 million and provide for pedestrian and/or bicycle access. The creek would have to be disturbed again in the future in order to complete the bridge widening required to fully match the ultimate street width. Operating Program General Street Maintenance(50300) Project Effect on the Operating Budget Staff Resources: CIP Project Engineering: 3,000 hours(over the life of the project) Development Review: 30 hours(over the life of the project) n Natural Resources Protection: 20 hours(over life of the project) u Operating Costs: Initially, the new structure will require little to no maintenance. d155 TRANSPORTATION PRADO ROAD BRIDGE WIDENING Costs for maintenance of the existing structure would be postponed for approximately 20 years. The new structure will be approximately 2.5 times the existing structure. Presumably, over the long term, the structure would require that much more in maintenance costs over the existing. I Location Map QN� a J LUPITA'� J ^ 7 VIA p '� c¢i P RG R1 G� Rq po w �.F PA, v V\P PROJECT a LOCATION �� PRApo . v is � a a c W BONETTI o GRANADA f 156 ' s s 0W C BULLOCK-ORCUTT REALIGNMENT AND SIGNALIZAnON CIP Project Summary . Realigning Bullock Lane to intersect with Orcutt Road at Laurel Lane,installing a traffic signal,and widening Orcutt Road will cost: 1. $270,000 in 2003-04 for acquisition of right of way from Union Pacific Railroad 2. $824,000 in 2004-05 for construction of road and signal improvements and payment to Union Pacific Railroad for installation of railroad crossing improvements Project Objectives 1. Improve traffic circulation and safety 2. Increase safety for bicyclists and pedestrians 3. Reduce traffic backups during train crossing closures Existing Situation Currently Bullock Lane intersects the south side of Oicutt Road at a sharp angle near the Union Pacific Railroad (UPRR)tracks. The sharp angle and the proximity of Laurel Lane make turns out of Bullock Lane difficult. The existing railroad crossing at this location is rough and has brought complaints from.pedestrians,cyclists,and individuals using wheelchairs. This project will align Bullock Lane with Laurel Lane and provide traffic signals to facilitate traffic and pedestrian.movements. The result will be a single four-way intersection instead of two adjacent three-way intersections. The project will improve the.crossing at the railroad,providing perpendicular crossing of the tracks and extending sidewalk up to the track crossing. The project will begin the implementation of the conceptual plan approved by the Council in 1994 to widen the street and construct medians. Required clearances for railroad crossing equipment and turn pocket lengths will preclude landscaping in the medians in the area between Duncan Lane and Laurel Lane. The widened street will include two vehicle lanes in each direction,one bicycle lane in each direction,turn lanes at intersections,and sidewalks. This project includes payment to UPRR for extending the crossing with concrete plates and new crossing signal equipment required by the widening. Goal and Policy Links 1. 1994 General Plan Circulation Element 2. 1993 Bicycle Transportation Plan 3. 1994 Conceptual Plan for Orcutt Road Widening 4. Major City Goal for 1997-99 5. 1995-97 Financial Plan;pages E-7 and E-22 6. 1997-99 Financial Plan,pages E-7 and E-26 7. 1999-01 Financial Plan,pages E-8 and E-31 8. 2001-03 Financial Plan,pages E-7 and E-31 157 m s • s . BULLOCK—ORCUTT REALIGNMENT AND SIGNALIZATION Project Work Completed 1. Public Works has met with UPRR to negotiate the agreement and the design process required to accommodate the additional width of Orcutt Road planned as part of this project. UPRR has provided the City with preliminary cost estimates for budgeting. 2. UPRR has completed a preliminary agreement for right of way and equipment installation. 3. A State Highway Assistance grant has been obtained to help pay for improving the railroad crossing. 4. State Transportation Improvement Program funding has been programmed for 2004-05. 5. A biological review has been completed to address potential environmental impacts on an adjacent drainage ' swale. This review determined that this drainage swale does not fall under the jurisdiction of the Army Corps of Engineers or other regulating agencies. 6. Two residences lying within the needed right of way were abated of hazardous materials and demolished after being offered for sale. 7. Preparation of construction plans has started. Environmental Review ' This project will require at least an initial environmental study that will likely result in a mitigated negative declaration. . Other Special Review Considerations 1. The project must receive an approval from the Public Utilities Commission because it is a.widening of an at- grade crossing. 2. The project must be reviewed and the crossing portion of the work approved by Union Pacific Railroad. Project Phasing and Funding Sources Pro'ect Costs by Tvpe i Project Costs _ To-Date 2003-04 2004-05 2005-06 2006-07 Total Environmental Review 6,000 6,000 Land Acquistion 270,000 270,000 Construction 170,000 824,000 994,000 Total 176,000 270,000 8241000 192709000 Pro ect Fundinr by Source Project Funding Sources T_o-Date 2003-04 200405 2005.06 2006-07 Total Transportation Impact Fees 6,000 270,000 224,000 500,000 SHA Grant 170,000 170,000 STIP Grant 600,000 600,000 Total 176,000 270,000 824,000 1,270,00.0 $170,000 for construction and installation has already been appropriated. 158 TRANS150ATATiON IBULLOCK-ORCUTT REALIGNMENT AND SIGNALdZATION Department Coordinator and Project Review/Support Department Coordinator Barbara.Lynch Project Review and Support CIP Project Engineering Program Community Development Alternatives 1. Deny or defer the project. If this project does not proceed,the railroad crossing will continue to be difficult for pedestrians and wheelchairs to use. It will become a bottleneck after developers complete the widening in the vicinity that they are required to complete along the south side of Orcutt Road. 2. Defer or Re phase the Request. If the project does not meet the STIP grant deadline of spring 2005,the grant n would be lost and the City would have to make up the$600,000. 11 3. Change the Scope of the Project. The project scope could be modified to eliminate the widening of Orcutt Road or the realignment of Bullock Lane. Some changes will affect funding as shown below: • Realign Bullock Lane&improve Pedestrian RR crossing on the north side of Orcutt(no signal or widening of Orcutt) -$ 85,000 • Widen Orcutt Road including north side Orcutt sidewalk improvements(no signal or realignment of Bullock)-$ 1,200,000 • Complete sidewalk improvements on the north side only-$40,000 • Signalization-$100,000 Operating Program dGeneral Streets Maintenance(50300) 1 Project Effect on the Operating Budget Staff Resources: CIP Project Engineering: 800 hours Community Development: 10 hours Operating Costs: Additional ongoing costs will be incurred for street and traffic signal maintenance. I 1 159 TRANSPORTATION BULLOCK—ORCUTT REALIGNMENT AND SIGNALIZATION I Schematic Design i�• �,I:N« tN 41 o- r' f311L�K IN I I I 1 I 160 1 f TRANSPORTATION IHIGUERA-PRADO RIGHT OF WAY ACQUISMON ' CIP Project Summary ' Reimbursing the developer of 3440 South Higuera Street for the dedication of additional right of way for a future widening project will cost$63,100 in 2003-04. ' Project Objectives 1. Facilitate final widening of the Higuera/Prado intersection that will be required for development in the Margarita/Airport expansion area and for construction of the Prado Road/Highway 101 interchange 2. Allow for an increase in capacity and safety along South Higuera Street and Prado Road 3. Improve bicycle and pedestrian safety Eidsting Situation ' On September 21, 2000 the Architectural Review Commission approved construction of an 11,000 square foot service commercial complex at 3440 South Higuera Street(ARC 176-99). Approval of the project was subject to several conditions including items 7 and 11,which state: 1. The developer shall be compensated for the additional right-of-way dedication on South Higuera,the cost of paving out the street, and the cost of relocating/modifying the traffic signal through Transportation Impact(TIF)Credits, revenues collected from the Airport Area/Margarita Area developers,or some other ' acceptable mechanism 2. The developer shall be compensated for the additional right-of-way dedication on Prado road and the cost ' of paving out the street through Transportation Impact(TIF) Credits,revenues collected from the Airport Area/Margarita Area developers,or some other acceptable mechanism During the final project review process it was decided that although it was inappropriate to require construction of the improvements required by conditions, it was appropriate for the developer to dedicate the additional right-of- way needed for a future City project. ' Goal and Policy Links 1994 General Plan Circulation Element Project Work Completed ' On June 13, 2002 the developer paid fees and received building permits for 3440 and 3480 South Higuera. As a part of the fee calculations for the TIF a credit of$82,000(8,200 square feet x$10/square foot)was applied to the two projects. The amount of TIF due was $7,466.10 for 3440 South Higuera and 11,432.15 for 3480 South ' Higuera. After the$82,000 credit was applied,the remaining payment due to the developer is$63,101.74. Environmental Review iThere is no environmental review required for the reimbursement. It is anticipated that a mitigated negative declaration will have to be prepared for this project when the ultimate project is constructed. 161 TRANSPOkTATION HIGUERA-PRADO RIGHT OF WAY ACQUISITION Project Phasing and Funding Sources Pro ect Costs by Type Project costs To-Date 2003-04 2004-05 2005,06 2006-07 Total Land.Acquistion 18,900 63100 82,000 Total _ 18,900 63,100 82,000 Pro ect Funding by Source Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07_ _ Total Transportation Impact Fee Fund 18,9001 63,100 82,000 Total 18,9001 63,1001 82,000 Department Coordinator and Project Review/Support ■ Department Coordinator: Tim Bochum ■ Project Review/Support: ' Legal Document Review—City Attorney Project Management—CIP Project Engineering Operating Program Transportation Planning and Engineering(50500) ' Alternatives Defer or deny the project. Widening of South Higuera Street and Prado Road will be necessary at some future time in order to accomplish Circulation Element goals therefore total denial of the project is not possible only deferrable. Reimbursement could be deferred until a later time when the City has received sufficient developer ' contributions from the Margarita/Airport Area. Project Effect on the Operating Budget ' Staff Resources: Transportation Planning and Engineering: 4 Hours for agreement preparation and payment processing. City Attorney: 2 Hours for document review and approval 1 162 TRANSPORTATION ��i .�to �� i�t b'.�7C"d� .• � +.. 4 1 Jr Ap .Ji w � pit' ■■■■■{Yk■' .,,�5� Air RL /!l�!!(/� •'. t /,A .� jo-• ia � .t w + .. J• � ��V. � Alto � . A .O . ' LOS OSOS VALLEY ROAD INTERCHANGE IMPROVEMENTS CIP Project Summary Widening the bridge on Los Osos Valley Road over Highway 101 and reconfiguring the on and off ramps to improve traffic circulation will cost an additional: 1. $149,000 for minor construction and construction management in.2004-05 ' 2. $1,636,000 for land acquisition and$500,000 for design in 2005-06 3. $600,000 for land acquisition and$9,250,000 for construction and construction management in 2006-07, contingent upon availability of grant funding. Environmental review (including preparation of a Project Report required by Caltrans) and some land acquisition will take place in 2003-04 with the cost covered by previous appropriations. Project Objectives 1. Reduce traffic congestion at the Los Osos Valley Road/Highway 101 Interchange 2. Provide sufficient capacity to accommodate traffic demands of future development anticipated by both City and County General Plans 3. Improve pedestrian and bicycle access and circulation in the area 4. Complete a Caltrans Project Study Report by July 2003 5. Complete a Caltrans Project.Report and Environmental clearance for the project by June 2005 6. Identify and then acquire necessary rights of way as they become available or area properties develop ' Existing Situation During peak traffic periods, traffic conditions at the Los Osos Valley Road/Highway 101 Interchange come close to exceeding service standards established by the City's Circulation Element(Level of Service D). Completion of the Home Depot project just west of the interchange will likely cause these standards to be exacerbated.. Modifying the interchange will maintain appropriate levels of traffic flow and provide capacity for additional traffic coming from future development of surrounding City and County parcels. Modifications will also eliminate existing gaps in bicycle and pedestrian circulation along Los Osos Valley Road. As development proposals in the immediate vicinity — including Costco, the Marketplace, and hotels on Calle Joaquin—enter the environmental review stage, they are adding additional pressure for specific information from the City about proposed interchange improvements. ' In 2000 the City, the County, and the San Luis Obispo Council of Governments (SLOCOG) agreed to jointly finance preparation of a Project Study Report (PSR) to evaluate design options for modifying the interchange. ' Completing the PSR has been delayed primarily by the need for substantial traffic modeling, but progress is now resuming rapidly, with public workshops tentatively scheduled for March 2003. Once the PSR is completed and Caltrans has accepted it, a Project Report (PR) and environmental documents will need to be prepared. Together ' the PSR and PR will establish the final configuration for the interchange improvements. From that point, design (including preparation of construction documents) and eventual construction can proceed. This process will take several years, and portions of the interchange may need to be constructed in phases by individual projects or city- sponsored projects where possible. ' The PSR will identify several options and will probably recommend one for further study in the Project Report. Not all improvements shown in a PSR are necessarily subject to Caltrans jurisdiction and approval. For instance, the relocation of Calle Joaquin, a city street, is under the jurisdiction of the City and could proceed before 164 TRANSPORTATION A • s • ' LOS OSOS VALLEY ROAD INTERCHANGE IMPROVEMENTS completion of the Project Report or full construction of the interchange. The relocation of Calle Joaquin has been identified by Caltrans as a primary improvement considered necessary to increase capacity and operations at the ' interchange. This project, or some other small ones that fall under the City's jurisdiction, may very well proceed during the next two years if right of way and permitting can be obtained. The resulting partial mitigation of traffic impacts should allow some additional development to take place before the entire interchange project is ' completed. Goal and Policy Links ' 1. 1994 General Plan Circulation Element(Figure 4,project C.2) 2. 1995 Transportation Impact Fee(TIF)Program 3. Major City Goal for 2001-03 ' 4. 2001-03 Financial Plan,pages E-7 and E-31 5. Proposed Major City Goal for 2003-05 Project Work Completed The City, the County, and SLOCOG have executed a participation agreement and have together appropriated ' $189,000 for the PSR, which is about seventy five percent (75%) completed and should be fully completed by August 2003. Environmental Review Given the project's close proximity to San Luis Obispo and Prefumo Creeks,. it is likely that a focused ' Environmental Impact Report(EIR)will be required. If the City uses federal grants to help pay for this project, a combined EIR and EIS (Environmental Impact Statement) may be required. The cost of hiring a consultant to prepare these documents is part of this request. This work will commence in 2003 after Caltrans and the City approve the PSR. Project Phasing and Funding Sources Project Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total ' Study(PSR) 189,000 189,000 Environmental Review* 350,000 350,000 ' Land Acquistion 300,000 1,636,000 600,000 2,536,000 Design 500,000 500,000 Construction 61,000 139,000 8,800,000 9,000,000 Construction Management 10,000. 450,000 460,000 Total 900,000 149,000 2136 000 9,850,000 13 035 000 ' *For this project,environmental review includes preparation of a Caltrans Project Report and it is-anticipated that a Federal NEPA clearance will be required. !t I 165 I TRANSPOPTATION, LOS OSOS VALLEY ROAD INTERCHANGE IMPROVEMENTS Pro'ect Fundinz by Source Project Revenues To-Date 2003-04 2004-05 2005-06 2006-07 Total I State Grant* 100,000 100,000 County of SLO Grant 30,000 30,000 ' Direct Developer Contributions*** 600,000 600,000 Transportation Impact Fees*** 170,000 1,750,000 1,000,000 2,920,000 State Grants** 149,000 386,000 8;850,000 9,385,000 Total 900,000 149,0001 2,136,000 1 9,850,000 1 13,035,000 *State Highway Assistance(SHA)grant through SLOCOG **State Transportation Improvement Program(STIP)grants—City and County apportionments ***It is anticipated that the City will review the Transportation Impact Fee(TIF)program in late spring 2003.As part of this review, it.is anticipated that revised funding estimates will be recommended for projects known to be under-funded as ' part of the existing TIF program (such as the LOVR Interchange). It is unknown at this time what final percentage funding for the project the TIF program will be.responsible. As such, the above funding source matrix reflects current TIF program allocations. If the TIF program is amended to include greater contributions toward the project, which may include direct developer contributions towards the project, the project may potentially be accelerated with additional TIF or Developer Contribution expenditures taking place in FY 03-04 or FY 04-05. It is assumed that the LOVR Interchange project will compete favorably for State Transportation Improvement Program (STIP) dollars. However, because the current STIP funding estimates are questionable due to the State budget situation, the funding assumptions above anticipate potential "out year".funding only. As such,if STIP or other grant funding is not available in 2005-07, the project will need to be deferred beyond this timeframe, or phased in some manner. The LOVR Interchange will be partially funded by the City's TIF program. Individual component improvements of the ultimate project could be implemented by the City or area development in order to mitigate their potential impacts. Because these improvements are considered to be TIF eligible, private development projects that construct these improvements are eligible to receive TIF credits for their construction. Normally, this type of TIF crediting is achieved exclusive of the City's budget process and as such, the above funding assumptions do not ' include all potential expenditures or revenues that may be used to complete portions of the ultimate project. Department Coordinator and Project Support 1. Department Coordinator: Tim Bochum 2. Project Support: Project management—Timothy Bochum, Deputy Director of Public Works ' Construction.management—Richard Fisher,Construction Management Supervisor Project design-Dan VanBeveren, Associate Engineer ' Environmental review—Ron Whisenand, Deputy Director of Community Development Alternatives Defer or Abandon the Project: Either traffic congestion at the interchange will increase as new growth occurs,or ' the City and County will need to curtail growth that contributes to traffic volumes at this interchange;or the City could increase its Level of Service criteria (e.g. to LOS E) to decrease the number or degree of improvements " needed and thus live with a slightly higher level of congestion at peak times during the day. 166 tTRAN , ' LOS OSOS VALLEY ROAD INTERCHANGE IMPROVEMENTS ' Project Effect on the Operating Budget Staff Resources: ' Transportation Planning and Engineering:400 hours for project coordination CIP Project Engineering Program: 400 hours for project management ' Development Review Program: 200 hours for environmental review Caltrans will maintain the interchange after construction. Location Map 4 f ' LOVR .q Interchange Project Area - `e � I r+ J I I ' 167 TRANspoRTATOW TRAFFIC SAFETY REPORT RVIPLEMENTATION CIP Project Summary I Constructing traffic signal improvements at the Marsh/Santa Rosa and Marsh/Osos intersections will cost.$95,000 I in 2003-04. Project Objectives ' 1. Reduce collisions and accident severity at high crash rate locations identified in the 2001 Traffic Safety Report 2. Improve pedestrian and traffic safety by increasing the visibility of traffic control devices 3. Replace damaged signal interconnect conduit. 4. Improve pedestrian crossing times 1 Existing Situation In September 2002 the Council reviewed the City's first Annual Traffic Safety Report for calendar year 2001 ' statistics. This report recommended traffic control and signal modifications to improve traffic safety at the Marsh/Santa Rosa and Marsh/Osos intersections. Each of these locations is currently experiencing a higher than average collision rate compared to similar intersections in the City. The Council approved recommendations to improve these intersections and directed staff to return with budget requests as part of the 2003-05 Financial Plan. Goal and Policy Links 1. 1994 General Plan Circulation Element (Transportation Goals and Objectives,Transportation Goals No. 1,2, 3, 5,6 and Strategy No.4,7) 2. 2001 Annual Traffic Safety Report 3. 2000 Pedestrian Crossing.Policy Environmental Review A categorical exemption from the Community Development Director is expected. Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total I Design 15,000 Construction 95,000 95,000 Total 15,000 95;000 95,000 I 168 TRANSPORTATION 1 TRAFFIC SAFETY REPORT EMPLEMENTATION 1 Project Funding by Source 1 _ Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total 1 General fund 15,000 15,000 TransDortation lm act Fee Fund 95,000 95 000 Tota! 15,000 :95,000 110,000 Department Coordinator and Project Support 1 ■ Department Coordinator. Transportation Engineer ■ Project Support: CIP Project Engineering Program may assist with project design, project bidding and construction management. Signal and Light Maintenance Program may install the equipment. 1 Alternatives ' ■ Deny the project. City's Circulation Element goals will not be achieved and the traffic signal will remain in its existing condition. Identified safety improvements will not be made. ' ■ Defer or re phase the request. Implementation of the traffic safety mitigation measures will be delayed. Project Effect on the Operating Budget 1 Transportation Planning and Engineering Program: 60 hours for design and inspection Signal and Light Maintenance Program: 100 hours for installation ' Signal and.Light Maintenance Program will be responsible for maintaining the completed project. 1 1 1 1 . 1 1 169 s s . • TRAFFIC SIGNAL INSTALLATION AT BROAD AND PACIFIC Project Summary Installing a traffic signal at Broad and Pacific to comply with EIR requirements for the Marsh Street Garage ' Expansion will cost$120,000 in 2003-04 Project Objectives ' 1. Improve traffic flow at key intersections near the parking garage 2. Enhance efficiency and safety of the parking garage 3. Comply with mitigation measures required under an approved EIR Existing Situation ' Traffic at the intersection at Broad and Pacific is controlled by stop signs on Pacific. The traffic and circulation element of the approved EIR for the Marsh Street Garage Expansion project included a mitigation measure requiring that this intersection be monitored to see if it met traffic standards for installation of a traffic signal. The 2001 Annual Traffic Safety Report adopted by the Council stated that the Broad/Pacific intersection met State of California signal warrant criteria,suggesting that a traffic signal might be the appropriate means of traffic control for the intersection. The Council agreed that a signal should be installed and appropriated money for design. Goal and Policy Links 1. Approved mitigation measures from the certified EIR for the Marsh Street Garage Expansion 2. Adopted parking program goal: adequate, safe, and attractive parking for visitors, customers, and employees in the downtown. Project Work Completed In-pavement lights have been installed at the mid-block crosswalk on Marsh Street with further study to take place in the coming months. Environmental Review Negative declaration Project Phasing and Funding Sources Project Costs by Type Project Costs ' To-Date 2003-04 .2004705 2005-06 2006-07 Total Design 35,000 35,000 Construction 120.000 120,000 ' Total 35,000 120 000 155,000 , 170 ' tRANSPORTATION TRAFFIC SIGNAL INSTALLATION AT BROAD AND PACIFIC Pro'ect Funding by Source Project Funding Sources 1 To-Date 2003-04 2004-05 2005-06 2006-07 Total General Fund 35,000 40,000 75,000 Parkin Fund 80,000 80,000 Total 35,000 , 120,000 155 000 Warrants for the signal were established before the opening of the Marsh.Street.Garage Expansion, implying that. increased capacity at the garage only partially contributed to the need for the signal. For this reason, the cost of the signal should be shared between the General Fund and the Parking Fund. Department Coordinator and Project Review/Support Department Coordinator.Keith Opalewski Project Review/Support: ' Project management—Timothy Bochum,Deputy Director of Public Works Construction management-Richard Fisher, Construction Management Supervisor t Project design—Dan VanBeveren,Associate Engineer Alternatives 1. Deny the project. The mitigation measures mandate a signals)if the intersections meet traffic standards 2. Defer or re phase the request. Phasing the signals as traffic warrants are taken may defer the installation of the signals Project Effect on the Operating Budget ' Hours of transportation staff time required for study: 100 Hours of transportation/engineering staff time.required for construction project design: 100 1 `Hours of engineering staff time required for construction project inspection: 150 i I 1 171 I TRANSPORTATION s • • STREET LIGHT ELECTRICAL SERVICE BOXES CIP Project Summary Installing about 50 electrical service boxes in sidewalks next to street light poles that have direct electrical cabling ' without a fused disconnect will cost$50,000 each year starting in 2003-04. City crews will coordinate with PG&E and the contractor for new underground fuse able service connections to ' the Streetlight poles. Project Objectives ' 1. Eliminate.a possible safety problem arising from the inability to properly locate underground electrical service cables. 2. Eliminate the need to have PG&E disconnect electrical service after accidents when vehicles have knocked down the street light pole or during maintenance replacement of lighting fixtures. Existing Situation ' About 250 of the City's street lights have direct underground electrical cabling to the nearest PG&E service connection point. The City owns the underground electrical cable to the service connection point. These service 1 connection points are often several meters away from the street light poles that do not have fuse protection. The City was not-made aware by PG&E at the time of acquisition that the City would own the electrical cable to ' the service point. Although City crews have the responsibility to properly locate these underground electrical cables, PG&E will not allow access to its service connection points to hook up equipment needed to accurately locate the cable runs. Because City crews can only guess the approximate location of these electrical cables, the City is exposed to possible liability for failing to accurately mark cable locations. By installing these electrical service boxes, City crews will have access to underground electrical cables to accurately mark them and to disconnect power while servicing the light fixture during routine maintenance. Goal and Policy Links Signal and Light Maintenance Program goal: well-lighted streets and neighborhoods. 1 Project Work Completed None. ' Environmental Review ' No environmental review required. I 172 t 1 TRANSPORTATION STREET LIGHT ELECTRICAL SERVICE BOXES Project Phasing and Funding Sources Pro'ect Costs bv Type Project Costs To-Date 2003-04 2004-05 1 2005-06 2006-071 Total Construction .50 000 50,0001 50,0001 .50,0001 200000 Total 50,0001 50,0001 50,0001 .50 000 .200 000 Project Funding by Source:General Fund Department Coordinator and Project Review/Support Department Coordinator:Joe McDermott Operating Program ' 'Signal and Light Maintenance(50330) 1 1 1 173 s • s . STREET LIGHT REPLACEMENT—BROAD STREET CIP Project Summary Replacing four street lights and installing signal interconnection and street lighting conduit in Broad Street in conjunction with the Broad Street Utilities Undergrounding project will cost$85,000 in 2005-06. Project Objectives 1 1. Maintain adequate street lighting after the Utilities Undergrounding project is completed. 2. Provide for future street lighting needs. ' 3. Provide future interconnection and control of traffic signals. Existing Situation ' The City is currently working with the County of San Luis Obispo to develop a joint underground district for Broad Street from Orcutt Road to the County Airport. If that project does not proceed,this request can be postponed. Within the limits of the proposed Broad Street undergrounding district(southerly City limits to just north of Orcutt Road) are four existing street lights on wood poles with overhead service. These poles will need to be replaced and underground service will need to be provided. In addition to the existing street lights, there are 19 proposed street lights for the southwesterly side of Broad Street. Six of the proposed streetlights and associated conduit runs are being installed by current development projects (including the Damon-Garcia Sports Fields). The remaining street lights will be installed either as a condition of future development or under future City CIP projects. Also, when ' utility trenches are open it makes economic sense to add an additional conduit for future traffic signal interconnections. Goal and Policy Links 1. City Council Goal to require underground electric facilities. ' 2. 1994 Circulation Element—Scenic Roads Designation for Broad Street Project Work Completed Initial planning for limits of the undergrounding has been completed. The proposed underground district will likely be reviewed by the Council in April 2003. Environmental Review The project will require environmental review. The utility companies provide their own environmental review for the undergrounding project. This CIP is incidental to the utility company work. Project.Phasing and Funding Sources Project Costs by Type Project Cosa , To-Date 2003-04 1 2004-05 1 2005-06 2006-07 1 Total Construction 1 85,0001 85 000 Total 1 85,0W 1 1 85,0W ' 174 TRANSPORTATION ' STREET LIGHT REPLACEMENT—BROAD STREET Project Funding Source Project Fundin Sources To-Date 2003-04 .2004-05 2005-06 2006-07 Total General Fund 45,000 45,000 Transvortation Impact Fee Fund - 40,000 40,000 Total 85,000 85,000 Department Coordinator and Project Review/Support ' Department Coordinator. Robert Livick,Principal Civil Engineer Project Review and Support. CIP Project Engineering Alternatives ' 1. Deny the Project. Denying the project will eliminate the existing street lighting along Broad Street from the Southerly City Limits to Orcutt Road should the undergrounding project proceed.. 2. Change the Scope. Install only the conduit required to serve the existing street lighting. This will require ' additional trenching should the City desire additional street lighting not associated with new development and additional trenching would be required for a future signal interconnect. ' Operating Program Signal and Light Maintenance(50330) ' Project Effect on the Operating Budget ' CIP Project Engineering Program: 40 hours for project management. CII'Project Engineering Program: 100 hours for project inspection. ' Finance Department: 8 hours for management of reimbursement to the utilities for placement of conduit 175 I TRANSPORTATION STREET LIGHT REPLACEMENT—BROAD STREET Location Map/Schematic Design r r NN yr S 1 f 0 U4i t f 1 I 176 ' i _ TRANS15ORTATION SILT REMOVAL CIP Project Summary ' Removing silt to increase the capacity of creeks will cost $70,000 in 2003-04, $50,000 in 2004-05, $70,000 in 2005-06,and$35,000 in 2006-07. 1 Project Objectives 1. Reduce future flood damage to buildings and property ' 2. Reduce future disaster response expenses Eidsting Situation ' Silt carried by storm water settles at points in the creek where the storm water's velocity decreases. This reduction in velocity allows solids suspended in the storm water to settle out. As these deposits build up, the capacity of the creek deceases and flooding of the surrounding areas becomes more likely. Goal and Policy Links ' 1. Major City Goal for 2001-03: Flood Protection 2. 2001-03 Financial Plan Apex. B pages 210-213 Environmental Review These projects wi11 require an initial environmental study that will likely result in a mitigated negative declaration. ' The most significant environmental issues will probably relate to impacts on the creek. Other Special Review Considerations ' Because the proposed work is in the creek, permits from California Department of Fish and Game as well as Army Corp of Engineers will need to be obtained. ' Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-65 2005-06 2006-07 Total Construction 70,000 50,000 70 000 35,000 225,000 Total _ _ 70,0001 50,000 70 000 _ -. 35 000 '7')S.000 Project Funding by Source: General Fund Department Coordinator and Project Review/Support Department Coordinator. Matt Horn 177 TRANSPORTATION SILT REMOVAL Project Review and Support CIP Project Engineering Community Development Natural Resources Protection Alternatives Delay or deny the projecL If these projects do not proceed at the requested levels, silt deposits would continue ' to increase and eventually diminish the capacity of the creek. At that point any heavy rain would cause flooding to surrounding properties. Operating Program Creek and Flood Protection(50350) Project Effect on the Operating Budget Staffing Resources: CIP Project Engineering Program: 700 hours for design and-inspection Community Development;- 20 hours Natural Resources Protection: 40 hours Operating Expense Reduction: Emergency responsecosts and damage will be reduced as Projects are completed. Project List Cost Esthlia*te Completion Date 2003-04: Tank Farm $35,000 06/04 By-Pass Channel at WWTP $35,000 06/04 2004-05• Railroad Culvert at Morrison $50,000 06/05 2005-06: 1 Prefumo Creek — $70,000 - -- 06/06- - 2006-07: .Marsh.Street Bridge-, ._ _ _ _ --- $35,000 - -------06/07 - - - - 178 i TRANSPORTATION iGARDEN STREET MAKEOVER CIP Project Summary Renovating Garden Street between Marsh and Higuera Streets to beautify the area and improve pedestrian circulation will cost$300,000 in 2005-06. iProject Objectives 1. Beautify the downtown. i2. Improve pedestrian circulation and safety. Existing Situation ' Garden Street is a vital and active part of the downtown. Making this area more attractive for pedestrians will help preserve and enhance that vitality. Renovations will include: ' 1. Redesigning Garden Street between Higuera and Marsh Streets to accommodate one-way auto traffic. 2. Constructing Mission Plaza-style bulb-outs and textured crosswalks at the intersection of Garden and Higuera Streets and redesigning the Higuera Street crossing. 3. Widening sidewalks. 4. Constructing ornamental entry features. 5. Installing pedestrian-scale lighting. 6. Installing bike racks, seating,landscape planters, and locations for public art. Goal and Policy Links 1 1. The Downtown Improvement Manual. 2. 1978 Goals for Downtown 3. 1994 Circulation Element of the General Plan 4. 1993 Conceptual Physical Plan for the City's Center 5. 1993-95 Financial Plan,pages E-6 and E-17 6. 1995-97 Financial Plan,pages E-8 and E-23 ' 7. 1997-99 Financial Plan,pages E-7 and E-27 8. 1999-01 Financial Plan,pages E-10 and E-33 Project Work Completed In March 2001 the Council authorized distribution of a request for proposals for design services on this project. A ' design contract was awarded to Firma in August 2001. CHC and ARC have reviewed proposed improvements. Construction documents are currently being prepared. ' Environmental Review No environmental review is required. iOther Special Review Considerations Project designs have been reviewed by the Downtown Association and surrounding tenants. 179 TRANSPORTATION i GARDEN STREET MAKEOVER i Project Phasing and Funding Sources i Pro'ect Costs by Type i Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Design 48,115 48,115 i Construction 290,000 290,000 Construction Management 10,000 10,000 ' Total 48,1151 1 300,000 348,115 Project Funding Source:General Fund i Department Coordinator and Project Review/Support Department Coordinator Tim Bochum 1 Project Review and Support CIP Project Engineering Program Reviewed by Bridget Fraser i Community Development Dept: 8 hours for Plan consistency review, Alternatives i 1. Defer or deny the project. If this project does not proceed, the City's goals in the Conceptual Physical Plan for the City's Center would not be achieved. i 2. Accelerate the project. Given the City's fiscal situation and the Council's adopted budget-balancing strategy of focusing General Fund resources in 2003-05 on adequately maintaining what we already have, this is not i recommended. Operating Program i Transportation Planning and Engineering Project Effect on the Operating Budget i CEP Project Engineering Program: 200 hours for project management CIP Project Engineering Program: 300 hours for construction management i Community Development Department: 8 hours for plan consistency review This project will cause an incremental increase in the workload of the General Street Maintenance Program. i i 180 i TRANSPORTATION ! GARDEN STREET MAKEOVER ! Location Map/Schematic Design 1 1 1 1 1 1 1 1 181 TRANSPORTATON RAILROAD SAFETY TRAIL—PHASE 3 CIP Project Summary Extending the Railroad Safety Trail(formerly the Railroad Recreation Trail)along the west side of the Union Pacific Railroad(UPRR)between Santa Rosa Street and Marsh Street will cost$170,000 for property acquisition in 2004-05, $260,000 for design in 2005-06,and$2,250,000 for construction and construction management in 2006-07. ' Project Objectives 1. Reduce conflicts between pedestrians,bicyclists,and railroad operations 2. Improve safety for all users of the railroad right of way 3. Reduce trespassing onto active railroad property ' 4. Establish a Class I bikeway along the Union Pacific Railroad through San Lui"s Obispo 5. Provide more direct pedestrian and bicycle connections between center city neighborhoods and north city destinations such as Cal Poly Existing Situation In 2000 RRM Design Group completed a preliminary route alignment study for Phase 3 (Santa Rosa Street to ' Marsh Street)and Phase 4(Marsh Street to Foothill Boulevard)of the Railroad Safety Trail. In November 2000 the Council adopted the preliminary alignment plan. Public Works and RRM have been working with UPRR to gain support and approval of the proposed bikeway alignment. When this project request was prepared,Public Works believed that major design issues had been resolved and that the City was ready to proceed with property . negotiations. Phase 3 project work will include 1)purchasing land or easements from UPRR (including acquisition of land necessary to accommodate Phase 4 of the bikeway)2)building a Class I bicycle and pedestrian path along the west side of the railroad between Santa Rosa Street and Marsh Street and 3)building two bridges: one over ' Johnson Avenue and another over San Luis Obispo Creek. Goal and Policy Links 1. 1994 General Plan Circulation Element 2. 1993 Bicycle Transportation Plan 3. 1998 Railroad District Plan ' 4. Recommendation of the Bicycle Advisory Committee to build this path segment as the number one priority bikeway project(out of eight) 5. 1999-01 Financial Plan,pages E-10 and E-33 6. 2001-03 Financial Plan,pages E-9 and E-33 7. 2000 Railroad Safety Trail Preliminary Alignment Plan(RRM Design) Project Work Completed A preliminary alignment for the path was established when the Council adopted the plan in November 2000. A refined alignment that addresses residual concems raised by UPRR's engineering and operations divisions has been prepared by RRM and submitted for UPRR's concurrence. 182 TRANSPORTATION RAILROAD SAFETY TRAIL—PHASE 3 ' Environmental Review ' Environmental documents necessary to comply with CEQA have been completed (reference.Mitigated Negative Declaration and Initial Environmental Study). Costs of specific studies(such as a hazardous materials evaluation) have been included in the proposed budget.for property acquisition. ' Other Special Review Considerations ' While significant progress has been made in gaining concurrence from UPRR's engineering and operations divisions,receiving approval from UPRR's management in Omaha will continue to be a challenge. The City will need to be aggressive and persistent in convincing UPRR.that it intends to achieve its goal of a continuous ' bikeway paralleling the railroad. This CIP request proposes to continue the progress of the overall Railroad Trail by using City T11F funds ' during FY 04 and FY 05 subject to reimbursement agreements being obtained from SLOCOG and the CTC for future STIP reimbursements for projects currently being delayed by the CTG Project Costs by Type tProject Costs To-Date 2003-04 200405 2005-06 2006-07 Total Study 85,000 85,000 Land Acquisition(1) 170,000 170,000 Design(1) 260,000 260,000 Construction 2,200,000 2,200,000 Construction.Management 1 50,000 1 50 000 Total 85,000 170,000 260,0W ._ 2,250,M) 2 765 000 Project Funding by Source ' Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total General Fund 300,000 300,000 ' Grants(see notes below) 70,000 350,000 420,000 TIF Fund 15,000 170,000 260 000 1,600,000 2 045 000 ' Total 85,000 1 1 170,000 , 260,000 2 250,000 .2 765 000 (1) Of the total of$430,000 identified for land acquisition and design, the City will be eligible for reimbursement from the State Transportation Improvement Program(STIP)in 2005-06. (2) City will need to apply for a$250,000 grant from SLOCOG(part of a future RTIP). Given the proposed commitment of TIF to the project,the City has a good chance of success. Department Coordinator and Project Review/Support ' Department Coordinator: Principal Transportation Planner 183 TRANSPORTA, TION RAILROAD SAFETY TRAM—PHASE 3 ' Project Review and Support. ' Project management: Timothy Bochum,Deputy Director of Public Works , Construction management: Richard Fisher,Construction Management Supervisor Project design: Dan VanBeveren,Associate Engineer Environmental review: Ron Whisenand,Deputy Director of Community Development ' Alternatives 1. Deny or defer the project. If this project does not proceed, the City's Circulation Element,Bicycle Transportation Plan,and Railroad District Plan goals will not be achieved. However,the City could proceed with property acquisition only and defer design until 2005-06. ' 2. Change the scope of the project. The Phase 3 path segment could be shortened to extend between Santa Rosa Street and Johnson Avenue. Cost would be significantly less because construction of the two bridges ' would be deferred,but the path's function would be severely limited,as Johnson Avenue would continue to be a barrier for north-south bicycle and pedestrian travel. Operating Program Transportation Planning and Engineering(50500) Project Effect on the Operating Budget 1 Transportation Planning and Engineering Program: 200 hours for project management 1 CIP Project Engineering: 600 hours for design CIP Project Engineering: 1080 hours for inspection Public Works Administration: 200 hours for property acquisition ' Community Development Dept: 8 hours for plan consistency review 1 184 TRANSPORTATION ,TRANSPORTA, TION RAILROAD SAFETY TRAIL—PHASE 4 t CIP Project Summary ' Extending the Railroad Safety Trail (formerly the Railroad Recreation Trail)along the east side of the Union ' Pacific Railroad(UPRR)between Foothill Boulevard and Hathaway Avenue will cost$65,000 for design in 2003-04 and$305,000 for construction and construction management in 2004-05. Project Objectives 1. Reduce conflicts between pedestrians,bicyclists, and railroad operations ' 2. Improve safety for all users of the railroad right of way 3. Reduce trespassing onto active railroad property 4. Work toward establishing a Class I bikeway along the Union Pacific Railroad through San Luis Obispo 5. Enable pedestrians to pass along the west side of California Boulevard where sidewalks are currently lacking. Existing Situation Implementation of this project is dependant on receiving approval of a State grant. On November 12, 2002 the Council adopted a resolution authorizing Public Works to submit an application for a California Bicycle Transportation Account(BTA)grant. The resolution stipulated that the City would provide a local funding match of$35,0000 (10 percent of the total cost) if the grant were approved. The City should receive notice by May 2003 of the success or failure of its application. Goal and Policy Links ' 1. 1994 General Plan Circulation Element 2. 1993 Bicycle Transportation Plan 3. 2001 Railroad Safety Trail Preliminary Alignment Plan(Resolution #9271,2001 Series) 4. 2001-03 Financial Plan,pages E-9 and E-33 1 Project Work Completed The project site is located to the west of the palm trees on City-controlled right-of-way. Therefore, no property acquisition or extended coordination with Union Pacific Railroad is necessary. RRM has completed and the City Council has adopted a preliminary alignment plan for this segment of the Railroad Safety Trail. Environmental Review Environmental documents approved as part of the Railroad Safety Trail's preliminary alignment plan (adopted in December 2001) should be sufficient to address project-specific impacts. t 186 ITRANSPORTATION ' RAILROAD SAFETY TRAIL-PHASE 4 Project Phasing and Funding Sources ' Pro'ect Costs by Type Pro ect Costs ' To-Date 2003-04 2004-05 2005-06 2006-07 Total Design 65,000 65,000 Construction 285,000 285,000 ' Construction Management 1 20,000 20 000 Total 65,000 .305 000 370 000 ' Project Funding by Source _ Project Funding Sources ' To-Date 2003-04 200405 2005-06 2006-07 Total Grant(See Note Below) 58,500 256,500 315,000 TIF Fund 6,500 48,500 55 000 - _ _. Total 65 000 305,000 370,000 , "•This is a grant-dependant project whereby the City has previously agreed to set aside the requisite$35,000 as a local ' funding match,as stipulated by Council Resolution adopted November 12,2002. Department Coordinator and Project Review/Support ' Department Coordinator. Tim Bochum,Deputy Director of Public Works Project Review and Support Project management:Timothy Bochum,Deputy Director of.Public Works Construction management:Richard Fisher,Construction Management Supervisor Project design: Dan VanBeveren,Associate Engineer Environmental review: Ron Whisenand, Deputy Director of Community ' Development Alternatives ' Since this project is grant-dependant, its scope of work,financing,and a commitment to provide the local funding match were all part of the BTA grant application filed with Caltrans. The City may abandon the project but ' cannot request that the funds be shifted to another project. Operating Program Transportation Planning and Engineering(50500) Project Effect on the Operating Budget Transportation Planning and Engineering Program: 40 hours for project management CIP Project Engineering: 250 hours for design CIP Project Engineering: 360 hours for inspection Public Works Administration: 20 hours for project management Community Development Dept: 8 hours for plan consistency review ' 187 TRANSPORTIATION Union Pacific NEW Q� i .414 I a�i� r -- 20 Proposed iliai_ WIN will f�i i�R� If1Ilium 1111111111 a =MR ;gm 11 ,tlfllr+- o1a -- MMMMM' 111110 OMAN* ��r gni+i+ ,�:rr �, r■t � s��- lfl� �i��N �i++rlttatttlll �1tt�t!� t au uru�+rti+ _+?� �" rails ME . ■ate:. s�11■■■..■�►� f r�� ® �` ,fie+ ��, s►r►�rO EM:.e + 1111111 -.' �lbuurrr �� •���, :=moo om LN •. .G ■1111 ' ........ �,� ��i ►' -�.� ..�� ����� `�,� `� �� � VACCp ' s TRANS ' • ' + • RAILROAD SAFETY TRAIL-PHASE 4 i I I 1 Tom.=•._. t.. �. .. - r ' Looking north toward Cal Poly University. Class I Bikeway would be located to the left ' of the palm trees. 1 I I 189 TRANSPORTA, TION PEDESTRIAN TRANSPORTATION PIAN CIP Project Summary t Preparing a Pedestrian Transportation.Plan,including related environmental documents, will cost$25,000 in 1 2005-06. Project Objectives ' 1. Implement pedestrian planning programs called for by the 1994 Circulation Element. 2. Establish a consolidated set of policies, standards and programs that direct the design and provision of pedestrian facilities in San Luis Obispo. Existing Situation The 1994 Circulation Element calls for the preparation and adoption of a number of supplementaryplans that address particular transportation modes. For example, the City has adopted Short-Range Transit Plans,Access and Parking Management Plans, and Bicycle Transportation Plans. The Pedestrian Transportation Plan is the only supplementary plan called for by the Circulation Element that has not been prepared. With the anticipated reduction in staff due to retirement, support is needed from consultant or contract staff to complete a draft plan and manage the public and environmental review process. 1 Goal and Policy Links 1. Planning Commission recommended budget goal for 2003-05 1 2. 1994 Circulation Element(Program 4.7,page 16) Project Work Completed The transportation planning staff has completed approximately 85%of the draft plan. ' Environmental Review Staff will prepare an initial environmental study and will request and environmental determination from the ' Community Development Director. Anticipate that a mitigated negative declaration (similar to the one granted for the Bicycle Transportation Plan)will be issued by the Director. Other Special Review Considerations Unlike transit or bicycle modes of transportation,there is no standing City advisory body charged with overseeing pedestrian transportation. Therefore, careful consideration will need to be given to the public input process. While the Planning Commission and City Council will be asked to consider the plan, there are other community stakeholders that will want to be involved,such as organizations that advocate the rights of the disabled. 190 1 • . 1 . PEDESTRIAN TRANSPORTATION PLAN Project Phasing and Funding Sources ' Project Costs by type Project Costs To-Date 2003-04 2004-05 1 2005-06 2006-07 Total Study 25,0001 25,000 Total 25,000 25,000 Project Funding Source:General Fund ' Department Coordinator and Project Review/Support 1. Department Coordinator: Tim Bochum,Deputy Director of Public Works 2. Project Review and Support. Ron Whisenand,Deputy'Director of Community Development ' Alternatives 1. Deny the Project. The Council could decide not to prepare a Pedestrian Transportation Plan and initiate an ' amendment to the General Plan Circulation Element to eliminate Program 4.7. 2. Defer or Re phase the Request. Preparation and adoption of the plan could be deferred to the second year of ' the financial planning period. Deferral may allow more of the work to be completed by in-house staff and intems. However, the capability of in-house staff to take on new initiatives will depend on the outcome of upcoming changes to operating programs that address potential budget shortfalls. ' Operating Program Transportation Planning and.Engineering(50500) 1 191 TkANSPORTATION SIDEWALK REPAIR Project Summary Repairing sidewalks in selected pavement maintenance areas will cost$60,000 per year in 2003-04 and 2004-05 ' and$70,000 per year in 2005-06 and 2006-07. Project Objectives 1. Improve pedestrian access 2. Beautify sidewalk areas ' 3. Possibly reduce liability from sidewalk hazards Eidsting Situation There are areas where sidewalks are damaged by street tree roots or other problems. Displacement of sidewalks in these areas can lead to possible hazards. Current practice is to each year contract for such sidewalk repairs in the area scheduled for pavement maintenance that year. In past financial plans the amounts needed for contract sidewalk repairs were included in the General Street Maintenance Program budget. Because this work has been treated for all intents and purposes as a capital improvement project,Public Works is recommending that money for contract sidewalk repair now be budgeted in the Capital Improvement Plan. Goal and Policy Links 1 1. Major City Goal for 2001-03 t 2. Significant Operating Program Change for 2001-03 3. Adopted General Street Maintenance Program goal: smooth and safe sidewalks Project Work Completed None. Environmental Review Because this project will occur within street rights of way, it should be categorically exempt from environmental 1 review. Project Phasing and Funding Sources t Project Costs by Type Project Costs 1 To-Date 2003-04 2004-05 2005-06 2006-07 Total Construction 60,0001 60,0001 70,000 70,000 260,000 Total - 60,000 60,000 1 70,000 70,000 260,000 Project Funding Source: General Fund 192 TRANSPORTATON SIDEWALK REPAIR Department Coordinator and Project Review/Support fDepartment Coordinator:Greg Walker Project Review and Support:Dan VanBeveren Operating Program ' General Street Maintenance(50300) Project Effect on the Operating Budget Hours of engineering staff time needed for design: 10 Hours of engineering staff time needed for construction inspection: 400 1 193 CROSSWALK LIGHT INSTALLATION ON HIGUERA AT GARDEN CIP Project Summary Installing a Lightguard in-roadway lighting system on Higuera Street at the Garden Street pedestrian crossing will cost$30,000 in 2005-06. Project Objective Improve pedestrian crossing safety at this location. Existing Situation Design for a project to improve pedestrian circulation on Garden Street between Higuera and Marsh Streets is nearing completion. Completion of this project will increase already heavy pedestrian activity at the intersection of Higuera and Garden. Installing an in-roadway crosswalk lighting system at this location will make crossing Higuera Street safer. Goal and.Policy Links 1. 1994 General Plan Circulation Element (Transportation Goals and Objectives,Transportation Goals No. 1,2, 3,5,6 and Strategies No.4,7) 2. 2000 Pedestrian Crossing Guidelines Project Work Completed Public Works has submitted a grant to the California Office of Traffic Safety(OTS)to cover the cost of m- roadway lighting equipment to be installed at this location. Environmental Review A categorical exemption from the Community Development Director is expected. Project Phasing and Funding Sources Pro'ect Costs bv Type Project Costs To-Date 2003-041- 2004-05 1 2005-06_ 2006-07 1 Total Equipment Acquisition 1 30,0001 30,000 Total 1 30,0001 30,000 Project Funding Source:State Office of Traffic Safety(OTS) Grant Department Coordinator and Project Support 1. Department Coordinator: Transportation Engineer 2. Project Support: CIP Project Engineering Program may assist with project design, project bidding and construction management. Signal and Light Maintenance Program will install the equipment. 194 TRANSPORTATION o • s • CROSSWALK LIGHT INSTALLATION ON HIGUERA AT GARDEN Alternatives ' 1. Deny the project. City's Circulation Element goals will not be achieved and the pedestrian crossing will remain in its existing condition. Grant funding, if approved,will be lost. 2. Defer or re phase the request. Grant funding, if approved,may be lost. Project Effect on the Operating Budget ' Transportation Planning and Engineering Program: 40 hours for design and inspection Signal and Light Maintenance Program: 120 hours for installation Signal and Light Maintenance Program will be responsible for maintaining the completed project 1 I 195 TRANSPORTATION PROGRAMMABLE SPEED LMIT SIGN INSTALLATION CIP Project Summary 1 Installing programmable dynamic speed advisory signs on Johnson Avenue at Sydney and on Los Osos Valley Road at Laguna Middle School will cost$40,000 in 2004-05. Project Objectives Improve the safety of school age pedestrians. Existing Situation Traffic speed on Johnson Avenue during school commute hours often exceeds the maximum allowable 35 mph. Enforcement is one method available to help curtail excessive speeds, but it is only effective if officers are continually available. The pedestrian crossing at Sydney has been a source of continued community concern with many requests for public improvements and increased traffic control. Despite these concerns, current traffic volumes do not satisfy State warrants for increased traffic control. Studies now indicate that dynamic speed advisory signs are effective in reinforcing the speed limit and can be programmed to function during school commute hours to inform motorists when they exceed the speed limit. Likewise, traffic speed on Los Osos Valley Road during school commute hours exceeds the maximum allowable 25 mph. Motorists are often confused about when the school zone speed limit is in effect and when it is not. Programmable flashing beacons (operating only during school commute times)above the school speed limit signs will advise motorists that the school zone is active and will assist in enforcing the speed limit. Additional dynamic speed limit signs will be programmed to function with the flashers to tell motorists when exceed the school zone speed limit. Goal and Policy Links 1994 General Plan Circulation Element (Transportation Goals and Objectives,Transportation Goals No. 1,2, 3, 5,6 and Strategies No.4,7) Project Work Completed Public Works has submitted a grant application to the California Office of Traffic Safety (OTS)for to cover the cost of purchasing the flashing beacons and the dynamic feedback signs for this location. Environmental Review A categorical exemption from the Community Development Director is expected. Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs a To-Date 2003-04 2004-05 2005-06 2006-071 Total Equipment Acquisition 1 40.0001 40,000 Total 1 40 000 1 40,000 196 a TRANSPORTATION l : 1 : 1 1 ' 1 1 1 1 • ,, , , , , I •. . 1 I I - 1 .1 It. 1 •' 11.- •JI . • 1 - • .9 . 11 -. 1 11- 1 1 : . . 1 CIA 1 .1 ' 1 1 1 • 1 1 1 1 ' .9 1 1 • 1 • .- 91 1. 1- 1 .1 91 . 1 1 ' .•J 11 1 . . 1 •1 • 1 1. 1 - t. I - ' .9 . 11 .- 1. 1 - Mallymillo,bill1 • •11 1 - -. 1 1 1 1 1 tt`� °.�r'1� •'<,;o �� wlin'/ !�"' E`l�� " V .A't; '., •`�(r4 he z �1. fi �3 .1i ,--1 � �„ rte. ��•.�Iy�-/�♦ ti^ �' t\. r Y' `^I• t%,�•Tom+.,1 4d �"' t y.� bdZb ✓ • �,. 'QEF ��<• ,5.. � � �'�,•": �„'. •�`^'I• '� ." �ry',� v [✓ �a 019 r '"N�C3• A .'s+ w .� 11p. � /�r a: rY' :�� 1 i�y�lA��`_����� �� .�s v�/..� s<l;�r � :j' w�<i-�lP'`^a.•.:r a�,yyt , ��, r+�i�1�R =0�e~t�ta��J!' �4�'�£�r�ci j �=�^"y{ "`'"°��Z,r �.f.�`� , � S( �'+ 1'i• 1.- ''0d`��'' �`{ . V.�e-+�� I ;��L.l� ,a':• ^'i!i•;.i/J�X6T. '. ♦1.�': .•ti� •"i �,�,�/.a fe 9:. � ^. •`• �:� t. w �' 1 TRANSPORTA, TION SIDEWALx RA VS CIP Project Summary Removing existing concrete curb returns and sidewalks and constructing ramps that improve accessibility for the ' disabled at 40 locations each year will cost$80,000 each year. Project Objectives 1. Improve accessibility at street crossings 2. Comply with provisions of the Americans with Disabilities Act(ADA) 1 Existing Situation The City has an established system of streets with curbs,gutters,and sidewalks. This system works well for most ' people but poses significant impediments to those with physical disabilities. The major impediment is the difference in elevation between the street grade and the sidewalk grade at points of transition. While it would be difficult to furnish continuous access between the street and the sidewalk,it is feasible to provide access at comers where people using the sidewalk most often cross the street. The method of access that works best is a ramp with a safe transition. The City has identified 1,846 points at intersections where pedestrians cross the street. More than 40 percent of these ' crossing points ah-eady have some sort of transition ramp provided. The remaining 60 percent are virtually inaccessible to people with physical limitations. Goal and Policy Links 1. Americans with Disabilities Act 2. Community Development Block Grant(CDBG)regulations Project Work Completed ' The application for Community Development Block Grant(CDBG)funds has been completed and submitted for consideration. Existing intersection comers where no ramps exist,have been identified on a master list. Environmental clearance has been obtained for all these remaining locations. Environmental Review Environmental documents have been completed. Project Phasing and Funding Sources 1 Pro'ect Costs bv Type Project Costs ' To-Date 2003-04 1 2004-05 1 2005-06 2006-07 1 Total Construction 80,000 80.000 1 80,0001 80,0001 320.000 ' Total 80000 - 80,0001 80,0001 80,0001 320,000 Project Funding by Source: Community Development Block Grant ' Last year,$70,667 in grant funding for ramp construction was approved. Staff has requested this amount be reallocated for construction of ramps in an area different from that originally proposed to coordinate the ramp 198 1 TRANSPORTATION ' SIDEWALK RAMPS installations such that they occur prior to street reconstruction proposed for the same area. In addition to the request for reallocation, staff requested an additional$80,000 for a total first year project cost of$150,667. ' If CDBG funding is not forthcoming or a lesser amount is granted,the project will be scaled back to complete as many ramps as possible given the funding level. Department Coordinator and Project Review/Support Department Coordinator: Barbara Lynch Project Review and Support: CIP Project Engineering Program Community Development—Block Grant Coordinator ' Alternatives ' There are no reasonable alternatives to the project. The Grant Funding request has been made and some of the funds already programmed for ramp installation. The project will be scaled back or eliminated if grant funds are not forthcoming. Operating Program ' General Street Maintenance(50300) Project Effect on the Operating Budget ' Staff Resources: CIP Project Engineering:400 hours ' Community Development: 1 hour Locations ' The adopted Pavement Management Plan designates nine Maintenance Areas. One area is addressed each year by the plan. Underground and sidewalk projects for individual areas are scheduled a year before the paving work to ' minimize future street cuts. The 2003-04 ramp construction project will take place in Maintenance Area 7,an area generally bounded by Santa Rosa to the east,Foothill to the north and U.S. 101 to the south. The following years will cycle through the other Maintenance Areas. 199 'TRANSPORT ATION ELECTRONIC PARKING SIGNS ' Project Summary ' Installing new electronic parking signs along major downtown entrance corridors will cost$200,000 in 2003-04. ' Installing internal electronic garage signs will cost$140,000 in 2004-05. Project Objectives 1. Provide improved traffic flow efficiency in the downtown area 2. Enhance internal efficiency of current and future parking garages Existing Situation Currently visitors enter the downtown area via Santa Rosa,Marsh,and Broad Streets without knowing if there are t parking spaces available in the parking garages. Often one or both garages are full or near capacity and visitors have to drive from one garage to other in search of a parking space. This is an inefficient process that causes unnecessary traffic congestion along with increases in air pollution and noise. Installing electronic signs at Santa Rosa and Marsh Streets that indicate if spaces are available in the parking garages will allow visitors to make better decisions about where to park and will consequently reduce traffic circulation in the downtown area. The EIR for the Court Street Project identified,installation of these signs as a mitigation measure for the project. , Internal garage signs will show the availability of parking spaces at each level as patrons enter the parking garage. Providing this information will improve internal traffic circulation and more efficiently distribute the inventory of parking spaces. Associated benefits will include less air pollution and noise within the garages. Goal and Policy Links Adopted parking program goal: adequate, safe, and attractive parking for visitors, customers, and employees in the downtown. ' Project Work Completed 1. Certified EIR for the Copeland Court Street project. 2. Preliminary contacts with equipment manufacturers regarding current technology and installation requirements Environmental Review ' negative declaration ' 200 TRANSPORTATION ' ELECTRONIC PARKING SIGNS ' Project Phasing and Funding Sources ' Pro'ect Costs by Typpe _ Project Costs ' To-Date 2003-04 2004-05 2005-06 2006-07 Total Design 25,000 25,000 50,000 Construction 35,000 40,000 75,000 1EQuivnient Acquisition 140,000 75,000 215 000 Total 200,000 1 140,0001 340 000 ' Project Funding by Source Project Funding Sources_ ' To-Date 2003-04 2004-05 2005-06 .2006-07 Total Parking Fund 1 80,000 140,000 320,000 Developer Contribution 20,000 20,000 ' Total 200,0001 140,000 340,000 ' Department Coordinator and Project Review/Support Department Coordinator:.Keith Opalewski ' Project Review/Support: ' Project management—Timothy Bochum,Deputy Director of Public Works Construction management—Richard Fisher, Construction Management Supervisor Project design—Dan VanBeveren,Associate Engineer Ron Whisenand,Deputy Director of Community Development Alternatives ' 1. Deny the project. This would not address the existing excessive traffic circulation in the core area as a result of the parking garages heavy usage nor would it satisfy the mitigation required for the Copeland Court Street component. ' 2. Defer or re phase the request. A delay until more garages are on-line is possible but does address the current problems which would be increased with additional parking garages Project Effect on the Operating Budget 1. Hours of engineering staff time required for construction project design: 20 2. Hours of engineering staff time required for construction project inspection: 60 3. Community Development Dept: 40 hours for Plan consistency review,ARC,env. I 201 1 TRANSPORTATION LAND ACQUISITION FOR FUTURE PARKING GARAGES ' Project Summary ' Appraising land for future parking lot acquisition will cost$25,000 in 2003-2004. 1 Acquiring land.for needed surface parking lots or future garages will cost$1,400,000 in 2004-05,and$1,400,000 2005-2006 Project Objectives ' 1. Meet needs for future parking garage expansion 2. Purchase land at current market rates to reduce long-term cost of develop Existing Situation 1 Parking demand exceeds parking supply in the downtown. The City has a plan to provide a number of parking garages that ultimately will provide the needed parking facilities. However, the City does not currently have a ' policy or plan to mitigate that excess demand on an interim basis. There are a number of locations that could be put to use on an interim basis if they became available and the City could purchase. In addition, due to the potential CC zone expansion east of Santa Rosa Street, the City should be prepare_d to plan for the increased t demand in that area. This project starts a pro-active parking acquisition to be in place should desirable land become available. The additional surface parking lots would provide needed parking until such time as Parking Garages can be built and the surface lots disposed of. This project sets aside funding to allow land acquisition to take place quickly when property does become available. Of course, Council concurrence would still be sought ' and the normal appraisal, negotiation process would occur, but the concept of acquisition for surface parking would be accepted as a result of this budget process. Some land acquired may be ultimately designated as a site for a parking garage and, if so, would speed the process of parking garage construction if it was already in City ' ownership. Once land was acquired, a separate CIP request would be generated for any work necessary to establish a metered surface parking lot. It is anticipated that funding for appraisals needed over the four-year period would be$25,000 and is shown in the ' fust year to provide flexibility and quicker response time in later years. As properties become available the Council will guide staff in which properties to pursue. t Goal and Policy Links 1. Downtown Concept Plan ' 2. Approved Access and Parking Management Plan for development of structured parking. 3. Draft Parking and Downtown Access Plan Project Work Completed A GIS database of public and private parking spaces in the Downtown area has been completed and will be ' available to assist in parking demand/supply study. Environmental Review ' Eventual environmental review and General Plan consistency findings will be required as sites are acquired. 202 TRANSPORTATION LAND ACQUISITION FOR FUTURE PARKING GARAGES Project Phasing and Funding Sources Pro'ect Costs bv Type Project Costs - To-Date 2003-04 2004-05 _2005-06 2006-07 Total Study 25,000 25,000 Land Ac uistion 1,400,000 1,400,000. _ 2,800,000 Total 25,000 1,400,000 1,400,000 2,825,000 Project Funding Source:Parking Fund Department Coordinator and Project Review/Support Department Coordinator:Keith Opalewski Project Review/Support: Project management—Timothy Bochum,Deputy Director of Public Works Environmental Review=Ron Whisenand,Deputy Director of Community Development ' Alternatives ' 1. Deny the project. Future parking structure and public parking lot development could be impaired if additional land is not purchased at available times. The Council would have to consider each land project as they became available and determine if sufficient funding existed in the Parking Fund. This project sets aside funding for acquisition purposes in advance but does not actually propose-any specific sites for purchase. 2. Defer or re phase the request. Purchases could be delayed, which could result in higher costs in future years. Project Effect on the Operating Budget ' Hours of transportation staff time required for project study: 100 Hours of Community Development staff time required for environmental review and General Plan consistency findings:. 150 ' 203 TRANSPORTATION• R . • NORTH AREA REGIONAL FACILITY—PARKING Project Summary Developing the parking component of the North Area Regional Facility(NARF)will cost$3,500,000 for land acquisition in 2005-06 and$35000 for design in 2006-07: Project Objectives 1. Improve transit and parking integration in the downtown area 2. Remove on-street transit transfer operations on Osos Street adjacent to City Hall 3. Promote use of alternative transportation and ride sharing to meet City Circulation Element modal-split objectives Existing Situation 1 The existing SLO Transit and Central Coast Area Transit(CCAT)transfer center on Osos Street between Mill Street and Monterey Street is operating at full capacity. Transit riders, downtown pedestrians,and employees often compete for very limited space along the Osos Street corridor. In March-2001 the Council approved the concept of creating an integrated downtown transportation center on the block bounded by'Santa.Rosa,Monterey, Toro, and Marsh Streets. This concept,called the North Area Regional Facility,or NARF for short, would. ultimately become the transit transfer center and be integrated with a parking garage to promote ridesharing and transit use. As part of this approval, Council designated the remainder of the block as the preferred site for the next public parking garage. This project request is for development of the parking component of the NARF. Goal and Policy Links 1 1. 1994 General Plan Circulation Element ' 2. 1995 Transportation Impact Fee(TIF)Program. 3. 1993 Parking Management Plan 4. 2001 Draft Parking and Downtown Access Plan (2001) 5. 2001-03 Financial Plan,pages E-10 and E-34 Project.Work Completed A preliminary assessment study was completed for the transit component of the project and approved by the Council in 2001. A design consultant has been hired and is preparing preliminary designs for staff and Council review in April and May 2003. Environmental Review Given the project location in the downtown and past history with other highly visible projects,it is anticipated that an EIR will be needed for this project. 204 TRANSPORTATION NORTH AREA REGIONAL FACILITY—PARKING IProject Phasing and Funding Sources Pro ect Costs bv Type Project Costs Too-Date 2003-04 2004-05 2005-06 .2006-07 Total Study 75,000 75,000 Environmental review 165,000 165,000 Land&rights-of-way acquisition 3,500,000 3,500,000 Design I 1 50,000 350,000 Total 1 2,40,0001 3,500,000 350 000 4,090,000 Project Funding Source:Parking Fund ' Department Coordinator and Project Support Department Coordinator. Peggy Mandeville,Transportation Associate Project Review/Support: Project management—Timothy Bochum,Deputy Director of Public Works Construction management—Richard Fisher,Construction Management Supervisor Project design—Dan VanBeveren,Associate Engineer ' Alternatives ' Defer or Abandon the Project. Existing operational and safety issues associated with the Osos Street transfer location will continue and exacerbate. City General Plan goals regarding modal split objectives will not be met. ' Project Effect on the Operating Budget Staff Resources: Transportation Planning and Engineering Program: 200 hours per year(Transportation Associate) CIP Project Engineering Program: 600 hours total to oversee design Parking Program: 750 hours per year(Parking Manager) Public Works Administration Program: 200 hours per year(Deputy Public Works Diiector) Development Review Program 360 hours total CIP Project Engineering Program: 100 hours to oversee construction management This project will have significant,but unestimated,costs for operations and maintenance. I 205 1 A s • s • PALM-NIPOMO PARKING GARAGE Project Summary Developing the Palm-Nipomo Parking Garage will cost$150,000 for conceptual design 2003-04 and$300,000 for environmental review in 2004-05. Project Objectives Satisfy the demand for more parking downtown - Eldsting Situation The proposed parking garage site at Palm and Nipomo,as envisioned by the Conceptual Physical Plan for the 1 City's Center,is currently occupied by City-owned surface parking lots,a single family residence fronting on Monterey Street, and an apartment building fronting on Palm Street. Because the General Plan contains policies for preserving housing in the downtown, strictly following the Conceptual Plan would cause conflicts with the General Plan unless housing options were a part of the proposal. Thus,design options need to be studied that could lessen or eliminate the need for acquisition of one or either of these properties or incorporate housing at this location or another. Once preliminary design studies have been completed and the Council has chosen a preferred option,a follow-up environmental assessment will be needed in order to determine environmental consequences. From there,the Council will be able to decide whether or not to proceed with property acquisition and design. 1 The Draft Pedestrian and Downtown Access Plan identified this site as third priority for additional parking garages following the higher needs a)near the intersection of Palm and Morro and b)east of Santa Rosa Street. ' The Copeland Palm-Morro Garage is on tract to fulfill the needs of the first and the NARF project will satisfy the needs for the second. Given the long time frames it takes to get all approvals and build a parking garage in our City,this is the appropriate time to begin the early conceptual design phase/environmental review aspects of the roject to meet the estimated 2012 timed.need anticipated by the PDAP study. Gv7Lt�D�j h �►�tc�c.0 �WLVW'e HmV?Ir� v/,�P,�ij - -Ve- Land acquisition would occur only after a project conceptual de has been adopted and its EIR considered and adopted. �/ l� &6 � D/j?�I fz!! ' 17E /J ►�v �C'f1b�/ 1 Goal and Policy Links 1111Y f-�,e L,—q s, ''IK-- 1. Downtown Concept Plan(1994) 2. Adopted Access and Parking Management(2002) 3. Major City Goal,2003-05 Financial Plan 1 Project Work Completed None. 1 Environmental Review t Given the project location in the downtown and past history with other highly visible projects, an EIR will be needed for this project. 206 ' TRANSPORTATION PALM-NIPOMO PARKING GARAGE Project Phasing and Funding Sources ' Pro'ect Costs bv Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Study 150,000 150,000 Environmental review 300,000 300,000 ' Total 156,000 300,000 450,000 Project Funding Source:Parking Fund ' Department Coordinator and Project Support E Department Coordinator. Parking Manager ' ■ Project Support. ' Project management—Transportation Planning and Engineering Program Project coordination—Parking Program,Public Works Administration Program Environmental Review—Ron Whisenand,Deputy Director of Community Development tAlternatives ' Defer or Deny the Project. This project has been identified as a new Council goal to study the options to construct a parking facility at this location. The timing could be deferred to future years depending on other projects and funding available for this project Project Effect on the Operating Budget Staff Resources: CIP Project Engineering Program 40 hours total Parking Program 200 hours per year(Parking Manager) ' Public Works Administration: 100 hours per year(Deputy Public Works Director) Development Review Program: 100 hours total This project will have significant,but unestirnated,future costs for operations and maintenance. 1 207 TRANSPORTA, TION FLEET ADDITION-PARKING , CIP Project Summary Adding one new utility scooter to the Parking fleet for use by a new Parking Enforcement Officer will cost $25,000 in 2003-04. Project Objectives ' 1. Maintain safety for parking enforcement operations 2. Discourage scofflaws from violating parking ordinances 3. Implement Parking Management Plan requirements that"parking laws will be strictly enforced" 4. Provide the increased enforcement called out in the Railroad Service Area Parking Plan 5. Provide adequate enforcement in existing and proposed outlying parking districts 6. Manage the downtown street parking inventory by encouraging regular turnover Existing Situation A significant operating program change in the 2003-05 Financial Plan proposes adding one Parking Enforcement Officer to the regular staffing of the Parking Program starting in 2003-04. If approved this change will increase the parking enforcement staff to three full-time regular employees and one half-time temporary employee. There are now two utility scooters assigned to the enforcement staff. With the new staffmg levels, there will occasionally be three enforcement officers in the field at one time. Also, operations will be more effective if there is a backup vehicle available when there are two officers in the field. For this reason, this CIP project request ' proposes adding a third utility scooter to the fleet. For additional information,see the significant operating program change request. ' Goal and Policy Links 1. Adopted Parking Management Plan ' 2. Adopted Railroad Service Area Parking Plan Project Work Completed Public Works has met with the Parking Manager to ensure that .the unit to be acquired has been correctly ' specified. Environmental Review No environmental review is required. Project Phasing and Funding Sources ' Project Costs by T e Project Costs ' To-Date 2003-04 2004-05 2005-06 2006-07 Total ui ment Acquisition 25 000 25.000 Total _ .25.0001 1 2S,000 208 ' TRANSPORTATION FLEET ADDITION-PARKING Project Funding by Source: General Fund IDepartment Coordinator and Project Review/Support ■ Department Coordinator. Keith Opalewski ■ Project Review and Support: Ron.Holstine/Dave Elliott Operating Program Parking(50600) ' Project Effect on the Operating Budget Hours of staff time needed for project coordination: 8 1 I 1 1 1 209 TRANSPORIAMN 1 BUS STOP IMPROVEMENTS AND BUS IDENTIFICATION ' CIP Project Summary Purchasing and installing bus stop and bus identification improvements will cost$56,000 in 2003-04 and $185,000 in 2004-05. This project has three components. The first component is the purchase and installation of new bus stop signs and ' information displays. The new signs will include a new appearance that incorporates the City logo and provides route information. This component will also include information displays that will provide schedule information at select bus stops. , The second component is the purchase and installation of four electronic head signs on four existing buses. Currently, four buses are using mylar curtain signs to inform passengers which route the bus is.serving. With the ' anticipation of route changes, it is necessary to update the information on the headsigns to reflect the new route structure. These curtain signs cannot be repaired or updated. This component will include-software and hardware necessary to make all changes and future changes. Headsigns should be from same manufacturer or approved , equal to current headsigns on newest buses. The third component is the planning,purchase and installing bus stop upgrades at bus stops identified in the Short Range Transit Plan 2002. Upgrades will include bus stop shelters, benches,trash receptacles,concrete passenger pads,and other passenger amenities. Project Objectives 1. Provide transit riders with route information 2. Provide transit riders with schedule information 3. Increase ridership Existing Situation City transit signs were removed in 2001 because route and schedules were changed,and the existing signs did not comply with the Americans with Disabilities Act(ADA). The City has received numerous requests to re-establish route and schedule information in some fashion. This project will install signs with route and schedule information along transit routes and shall be incorporated as part of the anticipated service changes in the upcoming 2002 Short Range Transit Plan (SRTP). In addition, headsigns on four buses on the current fleet have curtain signs. Curtains have incorrect information from pre-2000 service changes. are obsolete, and cannot be repaired or updated. The Short Range Transit Plan 2002 identified 26 highly used bus stops that need to be upgraded. Currently, passengers who use these bus stops are forced to wait for their bus in undesirable weather conditions or stand to wait for the next bus. By not providing basic amenities at select bus stops,passengers may be discouraged from 1 riding the bus and choose any mode of transportation. Goal and Policy Links ■ Countywide Bus Stop Improvement Report 2001 ' ■ 1997 SRTP ' ■ MTC draft goal ■ Draft SRTP 2002 ■ Circulation Element 210 1 TRANSPORTATION BUS STOP RAPROVEMENTS AND BUS IDENTIFICATION Project Work Completed R MTC has review the concept design for new San Luis Obispo Transit bus stops and have approved this style and use as part of this project. ■ Identification of deficit stops ■ MTC has identified desired bus stop style and bus shelter Environmental Review ■ CEQA regulations allow a categorical exemption for maintenance of existing equipment under 14 CAC 15301. ' ■ NEPA regulations allow a categorical exclusion for maintenance of existing equipment 23 CFR 771 (c) (8)• Other Special Review Considerations The 2002 Countywide Unmet Transit Needs Process identified bus stop improvements and sign upgrades as an unmet need for San Luis Obispo Transit. Proper signage and headsign designations are necessary for successful service change. SProject Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Study 1,000 1,000 Construction 10,000 10,000 20,000 Equipment Acquisition 46,000. 174,000 220,000 Total 156,000 185,000 241,000 Pro'ect Funding by Source Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total Federal FTA grant 44,800 148,000 192,800 State TDA grant 11,200 37,000 48,200 Total 56,000 185,000_ _ 241,000 Department Coordinator and Project Review/Support Department Coordinator. Austin O'Dell,Transit Manager Ron Whisenand,Deputy Director of Community Development Project Review and Support. The Deputy Director of Public Works has reviewed this project for consistency with State of California traffic control_ compliance. 211 TRANSPORTA, • BUS STOP RAPROVEMENTS AND BUS IDENTIFICATION Alternatives Deny/Defer the Request. If the request to defer this project is denied, the City will fail to comply with the 2002 TDA Unmet Needs recommendation and will continue to cause confusion (and reduce ridership) for San Luis Obispo Transit passengers. Operating Program Transit (50700) Project Effect on the Operating Budget The Transit Manager will oversee project. This project will require solicitation for proposals for purchase and installation. It is estimated that this project will require 160 hours of staff time, which will be paid from the transit fund, will not impact the general fund. The project may require up to 40 hours for ARC review and approval. Bus stops signs and stop bus amenities will be maintained by the Public Works Maintenance Division. The Bus Headsigns will be maintained by the transit contractor I 1 I I 1 I 212 TRANSPORTATION ' CAPITAL COST OF CONTRACTING CIP Project Summary ' Capitalizing a portion of the maintenance cost for SLO Transit buses in order to reduce operating costs will cost $50,000 each year from 2003-04 to 2006-07. ' Project Objectives 1. .Reduce the amount paid to the transit operations contractors that is recognized as operating cost 2. Improve various performance measures used to qualify for grant approval Existing Situation The purpose of this project is to shift a portion of the transit operations contract payment.from operating cost to capital outlay. This is simply an-accounting procedure;the payment to the operations contractor will not change. Since 1997 the Federal.Transit Administration(FTA)has allowed a calculated portion of contract bus service cost to be recognized as capital maintenance. The rationale is that when an operations contractor replaces a large bus 1 component,like a compressor or a transmission,the cost should be capitalized because such a replacement extends the bus's service life. The practical benefit is that calculated operating cost is reduced,and certain required performance measures(like the fare revenue to operating cost ratio and the operating cost per hour)are. easier to attain. Failure to attain required performance measures has hurt the City in the past. For instance,over ' one two-year period,operating cost per hour rose by more than the increase in the consumer price index. For this reason the City was ineligible to claim about$120,000 in State Transit Assistance Fund(STAF)grants allocated to the City. When capitalizing a portion of operating costs became possible,the City was able to reduce operating ' cost enough to reestablish eligibility to receive its STAF allocations. Consultation with the operations contractor led to calculation of a$50,000 annual cost(including parts and fully loaded labor)for replacing major bus components. Goal and Policy Links fFederal regulations that allow capitalizing a portion of maintenance costs-. Project Work Completed None required Environmental Review CEQA regulations allow a categorical exemption for maintenance of existing equipment under 14 CAC 15301. ' NEPA regulations allow a categorical exclusion for maintenance of existing equipment.23 CFR 771 (c) (19). 213 s • s • CAPITAL COST OF CONTRACTING ' Project Phasing and Funding Sources ' Pro'ect Costs by Type Project Costs To-Date 2003-04 1 2004-05 1 2005-06 2006-07 1. Total Equipment Acquisition 5000050 000 . _ 50,000 50000 200 000 Total 50.000] _ 50,0001 50,0001 50,0001 200,000 Pro'ect Funding by Source Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total Federal FTA grant* 40,000 40,000 40,000 40,000 160,000 State TDA t** 10 000 10,000 10 000 10,000 40,000 Total 50,000 50 000 50,000 50,000 _200000 * Federal Transit Administration Section 5307 ' ** California Transportation Development Act Department Coordinator and Project Review/Support Department Coordinator. Austin O'Dell Project Review and Support. Austin O'Dell Operating Program Transit(50700) Project Effect on the Operating Budget Capitalizing a calculated portion of the transit contract payment will transfer the amount paid from the purchased transportation account in the Transit Program operating budget by$50,000 each year. 214 TRANSPORTATION FLEET REPLACEMENT—TRANSIT ' CIP Project Summary IReplacing three transit buses will cost$825,000 in 2004-05. Project Objectives I1. Maintain fleet reliability and appearance 2. Reduce maintenance costs 3. Comply with new state emission standards 4. Provide reliable wheelchair lifts on all transit vehicles ' Existing Situation Project proposes to replaces three of the older buses in the City's bus fleet,which will cost$825,000 in.FY 2004- 05. The industry standard interval for bus replacement on urban transit systems is 12 years or 500,000 miles. Because of excellent maintenance and somewhat less strenuous operating conditions, SLO Transit has been able to extend this interval to 15 years and 625,000 miles. The new buses will increase service reliability and will increase the capacity of the City's transit fleet to accommodate extreme loads during peak periods. Goal and Policy Links 1. 1996 Short-Range Transit Plan 2. 1999-00 Financial Plan,pages E-11 and E-34 3. 2002 Short Range Transit Plan Project Work Completed Consistent with FTA Circular 9030,the City entered into a purchase agreement with Merced County and ' the Gillig Corporation to procure six buses. In 2000-01, the City exercised its option to purchase six buses. Three buses were delivered in 2000-01. The balance of purchase agreement is due in FY 2004- 05 This project request covers the balance of the procurement authorized by this joint agency purchase agreement. Environmental Review 1. CEQA regulations allow a categorical exemption for replacement of existing equipment under 14 CAC 15302. ' 2. NEPA regulations allow a categorical exclusion for purchase of vehicles under 23 CFR 771 (c)(17) Other Special Review Considerations ' The San Luis Obispo Council of Governments(SLOCOG)has included the project within the Regional Transportation Improvement Program(RTIP)and in the Federal Transportation Improvement Program(FTIP). ' The Federal Transit Administration(FTA)requires the submission and approval of a grant application. I 215 'TRANS .O . FLEET REPLACEMENT—TRANSIT Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 1 2005-06 2006-07 Total ' Equipment Acquisition 1 825,0001 825,000 Total 1 825,0001 825,000 Pr Ye ct Fundinje by Source Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total ' Federal FTA grant* 660,000 660,000 State TDA grant** 165,000 165 000 ' Total 825,000 825 000 * Federal Transit Administration ' ** Transportation Development Act Department Coordinator and Project Review/Support ' Department Coordinator. Austin O'Dell Project Review and Support Alternatives None. Operating Program I Transit Project Effect on the Operating Budget Bus replacement helps keep the fleet in reliable condition. Maintenance of the bus fleet is through the SLO Transit operations contract with the exception of major repairs. Newer buses and retiring old buses will reduce the City's cost of major repairs. I 216 f ' A A NSPORTATION ' NORTH AREA REGIONAL FACILITY - TRANSIT CIP Project Summary Developing the transit component of the North Area Regional Facility (NARF)will cost$50,000 for environmental review in 2003-04, $100,000 for land acquisition in 200405, $900,000 for land acquisition in 2005-06,and$1,400,000 for construction in 2006-07. ' Project Objectives ' 1. Improve transit and parking integration in the Downtown area. 2. Remove the on-street transit transfer operations currently being conducted on Osos Street adjacent to City Hall. ' 3. Promote the use of alternative transportation and ride sharing to meet City Circulation Element modal-split objectives. Existing Situation The existing SLO Transit and Central Coast Area Transit(CCAT)transfer center on Osos Street between Mill Street and Monterey Street is operating at full capacity. Transit riders,downtown pedestrians,and employees ' often compete for very limited space along the Osos Street corridor. In.March 2001 the Council approved the concept of creating an integrated downtown transportation center on the blocks bounded by Santa Rosa, Monterey,Toro, and Marsh Streets. This concept, called the North Area Regional Facility, or NARF for short, ' would ultimately become the transit transfer center and be integrated with a parking garage to promote ridesharing and transit use.. ' This project request is for continued development of the transit component of the NARF. Goal and Policy Links ' 1. 1994 General Plan Circulation Element(Transportation Goals 1,2,and 5) 2. 1995 Transportation Impact Fee(TIF) Program ' Project Work Completed 1. NARF Transit Report—Adopted by Council March 2001 2. 1994 General Plan Circulation Element(Transportation Goals 1, 2, and 5) 3. 1995 Transportation Impact Fee(TIF) Program 4. Executed contract with Gordon H. Chong& Partners for conceptual design and preliminary environmental ' assessment. In progress. 5. Identifying project program elements 6. Preparation of preliminary costs ' Environmental Review ' Given the project's location in the Downtown and past history with other highly visible projects,it is anticipated that an EIR will need to be prepared for the project. 217 TRANSPORTIATION NORTH AREA REGIONAL FACILITY -TRANSIT Project Phasing and Funding Sources 1 Pro'ectCosts by Type ' Project Costs To-Date 2003-04 2004-65 2005-06 2006-07 Total 1 Study 85,000 85,000 Environmental Review 100,000 50,000 150,000 Land Acquistion 100,000 900,000 1,000,000 Construction 1,400,000 1,400,000 Total 185,6001 50,000 1 1001000 900,0001 1,400,0001 2,635,000 Proiect Fundinz by Source Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total General fund* 85,000 85,000 Transportation Development.Act 20,000 10,000 20,000 20,000 70,000 State Grant** 600,000 600,000 Federal Grant*** 80,000 40,000 80,000 80,000 280,000 Transportation Impact Fee Fund 200,000 200,000 ' Other I 1 1 1,400,000 1 400 000 Total 185 000 50,000 1 100,000 1 900,000 1.400,0001 2,635,000 *Depending on TDA allocations, General Fund matching funds may be needed **State Transportation Improvement Program(STIP)grant ***Federal Transit Administration(FTA)grant-5307 ' It is difficult to accurately assess the level of Federal and State discretionary grants that might become available for this project. The table above shows the minimum expected level. As reflected above,the project schedule is , largely dependent upon grant availability. Department Coordinator and Project Review/Support ' Department Coordinator. Austin O'Dell Project Review and Support. 1 Project management—Timothy Bochum,Deputy Director of Public Works Construction management—Richard Fisher,Construction Management Supervisor ' Project design—Dan VanBeveren, Associate Engineer Alternatives ' Defer or Abandon the Project. Existing operational and safety issues associated with the Osos Street transfer location will continue and exacerbate. City General Plan goals regarding modal split objectives will not be met. ' 218 TRANSPORTATION ' NORTH AREA REGIONAL FACILITY- TRANSIT ' Operating Program ' Transit(50700) Project Effect on the Operating Budget 1. During Implementation ' Requesting Department: Grant Management(Transit Manager)—60 hours Project Support: Construction management—500 Hours ' Project design— 1000 Hours. 2. After Project Completion ' Public Works maintenance and building maintenance will be responsible for long-term maintenance costs for the facilities once they are completed. Estimated$30,000 additional annual cost to Transit Enterprise Fund. ' Location Map/Schematic Design I 9-. I a. t` ' a fl - r., I I � I 1 I 1- --- — 1 \. • rN10YM ST `IVJ1 SOY ® ti•nMbr \.[.A�. SR[COMRR C�Y1.LL— ,TOM iR. vmruvu 1 219 CULTURAL , sociAL THERAPY POOL CIP Project Summary Designing and constructing a therapy pool at the SLO Swim Center will cost$25,000 in 2003-04 and$200,000 in ' 2004-05. Project Objectives ' 1. Meet a major unmet community recreational need. 2. Construct and operate a therapy pool without additional support from the General Fund. Project Focus The focus of this project is to build a small (1,200 square foot) therapy pool adjacent to the 50-meter pool at the SLO Swim Center. Given the current fiscal situation, the construction and operation of this facility must be able to be funded without additional General Fund support. Fzdsting Situation In 1999, a study was commissioned by the City to determine the need for a community center and therapy pool. The results of the study clearly demonstrated the need for both facilities.. In April of 2000, City Council took action confirming the needs as identified and stating that when funding was available, the facilities should be built. Goal and Policy Links 1. Unmet community need as identified in the Parks and Recreation Element. 2. Major City Goal 1999-01 Fiscal Plan. 3. City Council action of April 18, 2000 stating that when funding is available, a therapy pool should be constructed. 4. Major City Goal Project Work Completed The study to determine the need for the facility was completed in 2000. Environmental Review The project will need to be studied for its effect on Sinsheimer Park,especially traffic and parking. 220 CULTURAL AND SOCIALSERVICES ITHERAPY POOL Project Phasing and Funding Sources ' Pro'ect Costs by Type - Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total ' study 20,000 20,000 Design 25,000 25,000 ' Construction 200,000 200,000 Total 20,000 .2§,000.- -200,000. 245,000 Project Funding by Source The $225,000 cost of this project can be funded by the City's allocation of $225,000 from Proposition 40, approved by the voters of the State of California in March of 2002. The allocation funding from Proposition 40 must be used for new construction or land acquisition. The funding was originally proposed to be used for the Damon-Garcia Sports Field. Due to the low bid on the project, ($600,000 under engineers estimate) the funding ' is no longer-needed for that project. There are no other new construction or land acquisition projects proposed where the Proposition 40 funds could be allocated. ' The Seahawks Swim Club has pledged to raise funds towards this project. This could cover any City cost over implementation of the$225,000 grant. Project Manager and Department Coordinator Project Manager. Engineering Division of Public Works Department Coordinator: Paul LeSage Task Complete Project Design June 1,2004 ' Development Review Se tember 1,2004 Award Construction Contract March 1,2005 Complete Construction December 1, 2005 Alternatives 1 Deny the Project — and save the $225,000 in new construction grant funding for an as yet to be determined project. ' Public Art One percent(1%)of the project will be made available for public art. Operating Program Aquatics ' 221 CULTURAL THERAPY POOL Project Effect on the Operating Budget Working with advice given from a pool construction company,the estimated maintenance cost for a 1,200 square 1 foot therapy pool is $17,000. Pool users have been surveyed to see if they would accept an additional charge of 25 cents per swim use (the current fee is $2 per use) to offset the maintenance cost of the pool. Over 98% of respondents indicated a willingness to do so. With a paid pool attendance of 64,000 this will raise $16,000 per 1 year. The SLO Seahawks Swim Club has agreed to raise their individual club dues by $5.00 a month. With 130 members, this will raise $8,000 and cover maintenance costs. This provides $24,000 in revenue that is enough to cover maintenance and 700 hours ($10 per hour) of programming, even if no one paid to use the pool. However, 1 pool users do pay, and will pay $2.50 per use. All therapeutic pool activities will require pre-registration. Any class that does not register at least four people will be canceled, that number would ensure coverage of operation expenses. Since Aquatic classes in this therapy pool could register up to 30 people($75 per hour), the therapy 1 pool would produced revenue to offset the operating deficit of the main pool. 1 1 1 1 1 1 1 1 1 1 222 1 CULTURALAND SOCIALSERVICES ' PLAYGROUND EQUIPMENT REPLACEMENT CIP Project Summary 1. Replace sub-standard playground equipment and provide accessible play areas at French, Anholm, Throop, and Laguna Lake Parks,at a cost of$152,700 for 2003-2004 and$193,800 for 2004—2005. ' 2. Identify playground equipment replacement for years 2005-2007 as indicated in 2001-2003 Financial Plan— Capital Improvement Plan. Replace .playground equipment at:Meadow Park in 2005-2006 at a cost of $15,100 for design and for construction in 2006-2007 at a cost of$126,000. ' Background. In 1999, staff developed a plan to identify replacement of the City's park playground equipment, which anticipates the useful life of the equipment to be 10-15 years. Based upon research after the last CIP plan, ' completed projects, and evaluation of existing equipment by maintenance staff, the following useful life projections have been made with replacement scheduled for year 13 unless otherwise indicated. ' French Anholm ' Laguna Lake Meadow Throop ' Johnson Santa Rosa Emerson Islay Hill ' Ludwick Center Sinsheimer Vista Lago ' Mitchell La Hills ' Notes: 1) French Park—at end of 15 year cycle ' 2) Throop Park—wood footings are showing signs of rot,requires replacement of structures earlier than. 10 years. Separate CIP request to be made for replacement in 2003-2004. 3) Meadow Park—although scheduled in 2001-03 Financial Plan for replacement in 20042005,project is being deferred until 2006-2007 so Throop Park playground can be renovated. 4) Anholm,French,and Laguna Lake Parks are scheduled for replacement in 2003-2004. Future playground replacements should be scheduled by year 13 of the cycle unless circumstances warrant an earlier project date to ensure a safe play area for children. State playground regulations require that all playgrounds constructed between 1994-1999 be replaced or upgraded within 15 years of installation and all playgrounds constructed prior to 1994 are to be replaced or upgraded prior to 2003 to satisfy the regulations. ■ Project Objectives 1. Provide safe play areas for children 2. Comply with accessibility standards of the Americans with Disabilities Act 223 CULTURAL AND SOCIAL SERVICES PLAYGROUND EQUIPMENT REPLACEMENT 3. Conform to State of California playground safety regulations requiring playgrounds constructed prior to 1994 to be upgraded or replaced. Existing Situations French Park: The playground equipment at French Park was installed in 1989 as a part of the initial park development. State regulations require public agencies to upgrade playgrounds installed prior to 1994 to comply with playground safety standards. During the September 1999 audit of French Park playground, safety issues ' ranged from inadequate use zones, swings attached to composite structures,and entrapment hazards which cannot be corrected by ongoing maintenance. Although the equipment has transfer points for the disabled to utilize the equipment,the surfacing prohibits access and needs to be replaced. Anholm Park. Formerly known as Mission Tot Lot, Anholm Park received new play equipment in 1992 after a high level of neighborhood involvement drove the need for a children's playground. The current play structure , fails to meet current California Playground Safety Regulations with equipment that can be hazardous to children. The equipment has problems with decay of the wood footings due to poor drainage. Although the surfacing is accessible for the disabled, the play structure does not comply with ADA standards as it fails to have adequate transfer points needed for access. The request is to remove unsafe equipment with structures that meet current safety standards. Surfacing will remain as engineered wood fiber but will need to be replaced completely when the project is completed. Throop Park: The play structure at Throop Park is becoming increasingly problematic for maintenance personnel. Installed in 1995, the equipment has wood footings that are in a poorly drained environment and is decaying. Citizen complaints have been received about the platforms on the play structure as children have been ' injured due to less than rounded edges and have been modified by maintenance staff. The poor performance of the equipment is requiring a more immediate need for replacement because of the drainage and footing problems. Standards for accessible play areas need to be maintained. Laguna Lake Park: In 1989, the City provided two playground structures at Laguna Lake Park. One structure, designed for 2-5 year olds, was trade accessible for the disabled. State regulations require public agencies to upgrade playgrounds installed prior to 1994 to comply with playground safety standards. During the September 1999 audit of Laguna Lake Park playground, safety issues ranged from inadequate use zones, swings attached to composite structures, and entrapment hazards which cannot be corrected by ongoing maintenance.: Additionally, the structures are showing visible wear from heavy use and weathering. Meadow Park: Installed in 1994, this playground is frequently used and meets ADA accessibility standards. Critical areas to be addressed are the metal slide on the slope below the building, swing structure with wooden supports,and metal guardrails surrounding the upper play area. Goal and Policy Links 1. Parks &Recreation Element a. Provide facilities and activities accessible to all individuals. ' b. Continued implementation of the playground equipment replacement program c. Unmet need—upgrading and replacing playground equipment 2. Compliance with the Americans with Disabilities Act ' 3. California Department of Health Services Safety Regulations for Playgrounds 224 CULTURAL , SOCIAL PLAYGROUND EQUIPMENT REPLACEMENT ' 4. Financial Plans for 1999-2001 and 2001-2003 — Capital Improvement Plan for Playground Equipment Improvements Project Work Completed An initial audit of all City playgrounds was accomplished in October 1999 in compliance with the State's playground equipment safety regulations. Deficiencies were identified in areas of safety and accessibility along With addressing minor wear and tear issues associated with continued use. Regular inspections are conducted to ' maintain playground safety for children. Environmental Review 1 These projects are replacement of existing equipment so.should receive a negative declaration. Other Special Review Considerations ' Residents will be notified during the design phase to offer input on the project relevant to their neighborhood park. ' Project Phasing and Funding Sources Project Costs by Type ' Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Study Environmental Review Land Acquistion ' Site Preparation Design 32,700 15,100 47,800 Construction 120,000 193,800 126,000 439,800 Construction Management Equipment Acquisition ' Total 1 152,700 1 193,8001 15,1001 126,0001 487,600 Project Funding by Source Project Funding Sources - To-Date 2003-04 2004-05 2005-06 2006-07 Total Parkland Development Fund 18,700 68,800 87,500 Proposition 40 Allocation 125,000 125,000 ' CDBG Grants 134,000 134,000 General Fund 15,100 126,000 141,100 Total1 152,7001 193,8001 15,100 126,000 487,600 1 Project funding for French and Laguna Lake Parks will come -from City's Parkland Development Fund and Proposition 40 Roberti-Z'Berg-Harris Allocation. Throop and Anholm Parks are funded by CDBG Grants in order to improve or maintain accessible play areas. Project funding for Meadow Park may come from the City's 225 CULTURAL AND SOCIAL PLAYGROUND EQUIPMENT REPLACEMENT ' General Fund. If available, grants will be sought to offset such costs as the installation of rubberized surfacing which uses recycled tires or to maintain accessibility to equipment. Department Coordinator and Project Review/Support Department Coordinator Linda Fitzgerald,Recreation Manager Project Review and Support Additional support to come from Engineering and Parks Maintenance Alternatives 1. Deny the Project. If project is denied, increased costs in maintenance and replacement parts are foreseen in order to maintain a safe play area with deteriorating equipment. 2. Defer or Re phase the Request. Deferral of the 2003-2004 series of playground equipment replacements will eventually result in removal of unsafe equipment or closure of the play areas. The Meadow Park playground equipment could be deferred until 2008-2009 but with other equipment reaching the end of its useful fife in the park system could bottleneck future requests. Costs for replacing or repairing equipment to maintain ' safety will grow as equipment continues to age. Operating Program Parks&Recreation Project Effect on the Operating Budget Requesting Department. Approximately 40-60 hours per project of staff time will be needed. Site inspection by a certified playground safety inspector upon completion of installed equipment will be an additional 8-10 ' hours. Staff will schedule any neighborhood meetings to review the design as well as meetings in the review process. Project Support. Engineering support will result in hours Maintenance. Parks Maintenance workload is not expected to increase over current levels, as surfacing will remain the same as the existing situation. , Current Project List French Park Playground Desi 2003-2004 _ $9,500 Construction 2004-2005 $97,700 ' Anholm _Park Playground Desi 2003-2004 $7,500 Construction 2003-2004 $57,500 Throop Park Playground Design 2003-2004 $6,500 ' Construction 2003-2004 $62,500 Laguna Lake Park Desi 2003-2004 $9,200 Playground Construction 2004-2005 $96,100 1 Meadow Park Playground Design 2005-2006 $15,100 Construction .2006-2007 $126,000 226 I CULTURALANUSOCIAL SERVICES PLAYGROUND EQUIPMENT REPLACEMENT Future Project List IJohnson.Park Playground 2007-2008 $58,000 Santa Rosa Park Playground 2007-2008 $180,000 I Emerson Park Playground 2008-2009 $58,100 -Islay Hill Park Playground 2009-2010 $191,800 Ludwick Center Playground 2009.2010 $44,200 Sinsheimer Park Playground 2010-2011 $101,200 Vista Lago Mini Park Playground 2012-2013 $65,000 -Mitchell Park Playground 2014.2015 $250,000 Laguna Hills Playground 2015-2016 $170,500 (after 2003 renovation 1 f 1 1 i I I I227 cuLTURAL AUb 800AL sERAcEsI JOHNSON PARK PICNIC AREA RENOVATION CIP Project Summary I Renovating the group picnic area at Johnson Park to improve appearance and function will cost$45,000 in 2004-05. Project Objectives ' 1. Preserve and restore park appearance 2. Improve the utility of park amenities ' 3. Decrease maintenance expenditures Existing Situation The group picnic area at Johnson Park is over 20 years old and was not part of the major park renovations completed in 1994. The barbecue pit has cracked concrete blocks and tiles. The wood picnic tables have severely cracked and warped and require annual painting. Steel supporting members on the tables have rusted and require ' frequent repair. Asphalt surfaces have deteriorated to the point where they cannot be repaired. Required renovations include 1) replacing the concrete block barbecue 2) replacing the existing tables with the City's standard mesh-style tables and 3) reconstructing asphalt surfaces. Goal and Policy Links 1. Adopted Park and Landscape Maintenance Program goal: safe,useful,and attractive parks ' 2. 2001-03 Financial.Plan,pages E-12 and E-37 Project Work Completed Preliminary designs and cost estimates have been completed. Environmental Review i The project is categorically exempt under CEQA. Project Phasing and Funding Sources Pro'ect Costs by Type. Project Costs To-Date 2003-04 2004-05 1 2005-06 1 2006-01-1 Total Construction 1 45,0001 1 1 45,000 Total 1 45,000 1 1 1 45,000 Project Funding Source: General Fund ' 228 1 1 LEISURE, CULTURAL AND SOCIAL SERVICES JOHNSON PARK PICNIC AREA RENOVATION 1 Department Coordinator and Project Review/Support 1 Department Coordinator Rich Colombo Project Review and Support Project Management_CIP Project Engineering Program 1 Alternatives 1 Deny or defer the project. Deferred maintenance has already caused these facilities to deteriorate significantly. Continued deferral will cause these facilities to become unusable. 1 Operating Program Park and Landscape Maintenance(50200) 1 Project Effect on the Operating Budget Park and Landscape Maintenance Program:40 hours 1 CIP Project Engineering Program: 100 hours for design CIP Project Engineering Program: 30 hours for construction management 1 Location Map 1 � � 0 1 ' Johnson Park Picnic Area _4 v I / I 229 CULTURAL AND SOCIAL SERVICES , SANTA ROSA PARK TURF INSTALLATION CII'Project Summary ' Replanting existing turf areas at Santa Rosa Park will cost$45,000 in 2004-05. ' Project Objectives 1. Preserve and restore park appearance and utility ' 2. Decrease maintenance requirements Existing Situation ' The main turf area at Santa Rosa Park has suffered from heavy traffic during several construction projects over ' the last seven years. As a consequence, natural grades have been destroyed, creating minor trip hazards and poor drainage. Also, over the years the turf has been invaded by undesirable vegetation. Correcting these conditions will require importing topsoil,regrading surfaces,raising irrigation heads,and hydroseeding turf areas. ' Goal and Policy Links 1. Adopted Park and Landscape Maintenance Program goal: safe,useful, and attractive parks , 2. 1997-99 Financial Plan,pages E-9 and E-29 3. 1999-01 Financial Plan,pages E-12 and E-35 Project Work Completed Preliminary design and cost estimates have been completed. Environmental Review ' This project is Categorically Exempt under CEQA. ' Project Phasing and Funding Sources Pro'ect Costs by Type ' Project Costs To-Date 2003-04 2004-05 1 2005-06 2006-07 Total ' Construction 1 45,0001 1 45,000 Total 1 45,000 1 1 45,000 1 Project Funding Source. General Fund Department Coordinator and Project Review/Support ' Department Coordinator. Rich Colombo ' Project Review and Support. Project management-CIP Project Engineering Program 1 230 ' LEISURE, CULTURAL AND SOCIAL SERVICES . � . . . - • •. ' i i 1 i l Jill � = 1 �11111M Ilf � SOIIP�� ' • W,�- , ���fn f��f�IILIli�11 +�r :' II�If efu��i��� �_►_ MIAon � mo mm 1101'� - .. �� �r�. ,■� � r �..•._ 1 m m ow i i � w1i11 s Ix ��;��`� =111: �" ,, ► .: Illlllfl LEISURE, CULTURAL AND SOCIAL ' SINSHEEDAER TENNIS COURT RESURFACING I CIP Project Summary I Resurfacing the tennis courts at Sinsheimer Park to restore a smooth,safe condition will cost$25,000 in 2003-04. ' Project Objectives 1. Improve the playability and safety of the tennis courts. ' 2. Prevent further deterioration and more expensive future repairs. Existing Situation The tennis courts at Sinsheimer Park were last resurfaced in 1990. After heavy use since then, the court surfaces ' are beginning to crack,peel, and lift. 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. Goal and Policy Links ' 1. Adopted Park and Landscape Maintenance Program goal: safe,useful,and attractive parks ' 2. 2001-03 Financial Plan, pages E-12 and E-37 Project Work Completed Preliminary designs and cost estimates have been completed. Environmental Review ' The project is categorically exempt under CEQA. Project Phasing and Funding Sources Pro'ect Costs by Type ' Project Costs To-Date 2003-04 1 200405 2005-06 1 2006-071 Total ' Construction 25,000 1 1 1 25,000 Total 25,0001 1 1 25,000 Project Funding Source: General Fund ' Department Coordinator and Project Review/Support ' Department Coordinator Rich Colombo Project Review and Support Project Inspection by CIP Project Engineering I I 232 I LEISURE, CULTURAL AND SOCIAL SERVICES ME WW.lKWIF - -► s ♦ ♦ ♦t� ♦��f �� ♦ I ♦ 17 ♦ II - ■= �� .._,.! ♦♦��� �. .,�♦♦,� ♦ + ♦�► Ij Bei ♦�. ��, r/ ♦ �� � .■tom:i♦� �-♦i��'♦ir �♦♦ ♦�� �i,I •r. o'� ♦ ♦' . -� 1111111 • "1�,-:� i°♦MPV moi::♦ice•' ♦����Ia� `�j,�� !ice l��T�1�� MIS IRV ♦_�`l..� Il.. III f1/L- LEISURE, CULTURAL AND SOCIAL SERVICES TREE MAINTENANCE ON SOUTH HIGUERA—ELKS TO LOVR C11'Project Summary ' Safety pruning Monterey cypress trees and removal of dead trees on South Higuera between Elks Lane and Los ' Osos Valley Road will cost$32,000 in 2003-04. . Project Objectives ' 1. Improve safety for vehicles and pedestrians. 2. Preserve the appealing appearance and health of these large Cypress Trees. 3. Reduce potential hazards and liabilities. Existing Situation The Monterey cypress trees on South Higuera were last pruned over ten years ago. Since then ten trees have died. The remaining live trees are heavy and have become a constant source of emergency call outs because of broken ' and fallen limbs. Also, pine pitch canker disease continues to attack these trees, diminishing their health and causing limbs to become weak and break. The only feasible mitigation measure is to remove the dead and dying trees and prune the healthy ones. 1 Goal and Policy Links Municipal Code Chapter 12.24: Tree Regulations ' Project Work Completed Staff has conducted an evaluation of affected trees and developed a cost estimate based on current contract pricing. Environmental Review No environmental review is required. ' Project Phasing and Funding Sources Project Costs by Type Project Costs _ To-Date _2003-04 2004-0 1 2005-06 2006-07_ Total Construction 32 000 1 1 32,000 Total. 32.000 32,000 I Project Funding Source:General Fund Department Coordinator and Project Review/Support Department Coordinator:Ron Combs,Interim City Arborist 234 ' LEISURE, CULTURAL l SOCIAL TREE MAINTENANCE ON SOUTH HIGUERA—ELKS TO LOVR Operating Program Tree Maintenance(50220) Project Effect on the Operating Budget Tree Maintenance: 30 hours for project management and inspection I 1 1 235 . A 0 sociAL SERVICES FLEET REPLACEMENT—TREE MAINTENANCE CIP Project Summary ' 1. Replacing a 1988 Chevrolet C70 2-ton lift truck with one new 2-ton lift truck will cost$154,000 in 2003-04. 2. Replacing a 1992 GMC 3500 1-ton truck with one new 1V/i-ton truck will cost$49,000 in 2004-05. The units to be replaced are fully described in the table attached at the end of this request. ' Project Objectives 1. Maintain fleet reliability I 2. Keep maintenance costs reasonable 3. Improve employee productivity ' Existing Situation The decision to replace a fleet unit is based on a combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years ' 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor Goal and Policy Links Fleet Management Policy(Section 405 of the Finance Management Manual) Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the units to be replaced. 2. Public Works has met with the Acting.Arborist to ensure that the replacement units have leen correctly specified. Environmental Review No environmental review required. Project Phasing and Funding Sources Pro'ect Costs bv Type Pro 'ect Costs_ To-Date 2003-04 2004-05 1 _2005-06 2006-07 1 Total Equipment Acquisition 154,000 49,000 203,000 Total 154,0001 49,0001 203,000 Project Funding Source:Fleet Replacement Fund 236 CULTURAL ' FLEET REPLACEMENT-TREE MAINTENANCE Department Coordinator and Project Review/Support I ■ Department Coordinator: Ron Coombs ■ Project Review and Support: Ron Holstine/Dave Elliott Operating Program ITree Maintenance(50220) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 40 ' Description of Lift Truck to be Replaced: Replacement Unit and Cost Detail: City Fleet Number: 8803 - Make: International Model Year: 1988 Model: A755 Make: Chev Description: 2-Ton Lift Truck Model; C70 Base Vehicle Cost: $136,000 Description: 2-Ton Lift Truck Sales Tax @7.25 Percent: $9,860 Year Entered Service: 1988-89 Delivery: $500 Scheduled Replacement Year. 2000-01 Cash Discount: $0 Recommended Replacement Year: 2003-04 Contingencies @ 5 Percent: $7,703 Original Acquisition Price: $82,667 Total Acquisition Cost: $154,063 Estimated Surplus Value: $12,000 iOdometer Reading at 12102: 20,281 Total Maintenance Cost at 12102: $34,368 Target Age: 12 Projected Age at Replacement: 15 Target Mileage: 60,000 Projected Mileage at Replacement: 21,730 237 CULTURAL FLEET REPLACEMENT—TREE MAINTENANCE Description of 1-ton Truck to be Replaced: Replacement Cost Detail: City Fleet Number: 9210 Make: Ford* Model Year: 1992 Model: F550* Make: GMC Description: 1-1/2 Ton Truck 1 Model: 3500 Base Vehicle Cost: $24,835 Description: 1-Ton Truck Sales Tax @7.25 Percent: $1,801 Year Entered Service: 1992-93 Delivery: $300 Scheduled Replacement Year: 2004-05 Cash Discount: -$500 Recommended Replacement Year: 2004-05 Hook-and-Go Lift System: $12,800 Original Acquisition Price: $27,591 Hook Lift Bed: $3,000 Estimated Surplus Value: $3,000 Toolboxes: $3,000 Odometer Reading at 12/02: 50,825 Radio: $850 Total Maintenance Cost at 12102: $11,143 Rotating Light: $150 Target Age: 12 Contingencies @ 5 Percent: $2,312 Projected Age at Replacement: 12 Total Acquisition Cost: $48,547 Target Mileage: 60,000 Projected Mileage at Replacement: 60,990 * or equal 1 238 LEISURE, CULTURAL AND SOCIAL SERVICES SWIM CENTER HIGH RATE SAND FILTRATION ICIP Project Summary Installing a high rate sand.filtration system at SinsheimerSwim Center to ease maintenance and reduce operating costs will cost$250,000 for construction in 2003-04 and$10,000 for construction management in 2003-04. Project Objectives 1. Reduce time and effort needed for filter maintenance ' 2. Eliminate filter waste 3. Conserve electricity and water 4. Reduce chemical use Existing Situation ' The diatomaceous earth filtration system at Sinsheimer Swim Center was the most appropriate technology when it was installed in 1979 at the time the pool was originally built. Since then,though, high rate sand filtration has generally proven to be a much more effective and efficient method. Not only can it reduce maintenance costs,but it can significantly reduce the consumption of electricity,water,and chemicals. A feasibility study in 1991 showed ' that the projected reduction in operating costs would be enough to recoup the capital costs of conversion in about seven years. An approved conversion project was eliminated in 1992 as part of budget cutbacks. City policy does not allow discharge of diatomaceous earth into the sewer system,which the existing filtration mechanism does by design. Goal and Policy Links 1. Financial Plan policy on productivity:evaluate the ability of new technologies and capital investments to improve productivity 2. 1999-01 Financial Plan,pages E-13 and E-36 3. 2001-03 Financial Plan,pages E-12 and E-37 Project Work Completed Cuesta College recently completed a conversion to high rate sand filtration. Cal Poly has used high rate sand filtration at its recreation pool since it opened. Public Works has discussed the benefits of this system with the designers and managers of those facilities and reaffirmed the feasibility of conversion at Sinsheimer Swim Center. 1 Environmental Review As a modification of existing facilities this project should be categorically exempt from environmental review. 239 CULTURAL AND SOCIAL SWIM CENTER.HIGH RATE SAND FILTRATION ' Project Phasing and Funding Sources I Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Design 15,000 15,000 Construction 250,000 250,000 Construction management 10,000 Total 15,000] 260 000 275 000 Project Funding Source: General Fund ' Department Coordinator and Project Support Department Coordinator Dave Smith Project Support. Project management—CEP Project.Engineering Program Alternatives Deny or defer the project. If this project does not proceed, the Swim Center will continue to operate much less efficiently than possible and will use more electricity,water,and chemicals than necessary.. Also,it will continue to produce a hazardous waste that is expensive to dispose of. Project Effect on the Operating Budget Staff Resources: ' Building Maintenance Program: 100 hours for project coordination CIP Project Engineering Program: 100 hours for project management CIP Project Engineering Program:40 hours for construction management 1 1 240 SWIM CENTER PAINTING CEP Project Summary Repainting the exterior of the Swim Center to restore appearance and prevent future damage will cost$65,000 in 2004=05. Project Objectives 1. Make City facilities more attractive for customers and employees 1 2. Project a positive image for the City 3. Repair deterioration and prevent more expensive future repairs ' Existing Situation Exterior coatings at the Swim Centers have deteriorated due to age and exposure. IGoal.and Policy Links 1. Adopted Swim Center Maintenance Program goal: a safe,clean, and attractive Swim Center ' 2. 1999-01 Financial Plan, pages E-16 and E-39 3. 2001-03 Financial Plan, pages E-12 and E-37 Project Work Completed None. 1 Environmental Review ' No environmental review required. Project Phasing and Funding Sources 1 Pro'ect Costs by Type Project Costs — To-Date 2003-04 2004-05 2065-06 2006-07 'Total Construction 1 65,000 1 5,000 Total 1 65,000 1 65,000 Project Funding Source: General Fund Department Coordinator and Project Support Department Coordinator: Dave Smith Project Support. Project management—CIP Project Engineering Program 1 241 sodAL SERWEs SWIM CENTER PAINTING 1 Alternatives 1 Deny or defer the project Deferring this maintenance work will allow continued deterioration and possible 1 damage,which will be much more expensive to repair. Project Effect on the Operating Budget Staff Resources: Park and Landscape Maintenance Program: 30 hours for project coordination 1 CIP Project Engineering Program:40 hours for design CIP Project Engineering Program: 20 hours for construction management 1 1 1 1 1 1 1 1 1 1 1 242 1 f CULTURAL , , SOCIAL FLEET REPLACEMENT—GOLF COURSE ICIP Project Summary Replacing a 1991 Toro mower with one new turf mower will have a net cost of $12,000 in 2003-04. ($22,000 purchase price offset by funding currently available).. The unit to be replaced is fully described in the table attached at the end of this request. Project Objectives 1. Maintain fleet reliability 2. Keep maintenance costs reasonable ' 3. Improve employee productivity Existing Situation ' The decision to replace a fleet unit is based on a combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor Goal and Policy Links 1. Fleet Management Policy (Section 405 of the Finance Management Manual) 2. 2001-03 Financial Plan,pages E-12 and E-38 Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. 1 2. Public Works has met with the Golf Course Supervisor to ensure that the replacement unit has been correctly specified. Environmental Review No environmental review required. Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 1 2004.05 1 2005-06 2006-07 1 Total Equipment Acquisition 10,000 12,0001 _. -1 22,000 Total 10,000 12,000 22,000 Project Funding Source:Golf Fund 243 CULTURAL , SOCIAL FLEET REPLACEMENT—GOLF COURSE Department Coordinator and Project Review/Support - Department Coordinator:Todd Bunte Project Review and Support:Ron Holstine/Dave Elliott Operating Program Golf Course(60700) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 8 ' Description of Unit to be Replaced: Replacement Unit and Cost Detail: City Fleet Number. 9101 Maker Toro Model Year. 1991 Model: Groundsmaster328D Make: Toro Description: Turf Mower Model: --- Base Vehicle Cost: $13,202 ' Description: Turf Mower Recycling Cutter Deck: $3,721 Year Entered Service: 1991-92 Rollover Protection System: $840 ' Scheduled Replacement Year: 2006-07 Deluxe Seat,Canopy,Armrests: $845 Recommended Replacement Year. 2003-04 Other Accessories: $271 Original Acquisition Price: $12,884 Sales Tax @7.25 Percent: $1,369 Estimated Surplus Value: $500 Contingencies @ 5 Percent: $1,012 Odometer Reading at 12/02: ---- Total Acquisition Cost: $21,260 Total Maintenance Cost at 12/02: $16,981 Target Age: 15 Projected Age.at Replacement: 12 I I I 244 i LEISURE, CULTURAL , SOCIAL JACK HOUSE FIRE SPRINKLERS ' CIP Project Summary IInstalling fire sprinklers at the Jack House to comply with fire code requirements will cost$25,000 in 2003-04. Project Objectives 1. Ensure the safety of building occupants 2. Protect the building from fire damage 3. Comply with applicable fire codes Existing Situation. ' Because the Jack House facilities (including the main house, the service building,and the gift shop)are located in the City's designated commercial fire zone, the City's fire ordinance requires them to be protected by fire ' sprinklers. (The carriage barn is exempt because of its distance from the main house.) A fire protection service main is in place along Marsh Street. Project work will include installing a new water service along with all required fire sprinklers and associated devices. Goal and Policy Links ' 1. Municipal Code Section 15.08.170 2. Adopted Fire Department Development Code,Fire Protection section C2b 3. Parks and Recreation Master Plan goal: improving and maintaining existing facilities 4. 2001-03 Financial Plan,pages E-13 and E-38 Project Work Completed Design started in Fall 2002 and should be completed by June 2003. Environmental Review fNo environmental review required. Project Phasing and Funding Sources Pro'ect Costs by Type ' Project.Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Construction 30,000 30,000 Total 30,000 30,000 ' Project Funding by Source:General Fund I 245 CULTURALSOCIAL SERVICES i JACK HOUSE FIRE SPRINKLERS Department Coordinator and Project Review/Support ' Department Coordinator. Lawrence S. Tolson ' Project Review and Support: Michael McGuire Operating Program ' Cultural Activities Location Map ' I I I I 1 Jack House and Gardens I I 246 ' ' LEISURE, CULTURAL , SOCIAL ' JACK HOUSE FOUNDATION REPAIRS ' C11P Project Summary ' Repairing the foundation of the Jack House to prevent further settling of the building will cost$7,000 for design in 2004-05 and$58,000 for construction in 2005-06. ' Project Objectives 1. Project a positive image for the City ' 2. Prevent further settling and more expensive future repairs 3. Protect building components from being damaged by settling ' Existing Situation Settling of the foundation at the Jack House has caused floor levels at the exterior walls to sink 1-1/2 to 3-1/2 inches below the level of floors at the center of the house. The situation has resulted in warped doorjambs and window frames, cracked plaster, and tilted walls. This project will stabilize the foundation and prevent further damage. ' This project was proposed at the request of the Jack House Committee. Goal and Policy Links ' 1. 1975 grant deed requiring the City to maintain the Jack House 2. Parks and Recreation Element and Master Plan ' 3. 2001-03 Financial Plan,pages E-13 and E-38 4. Adopted Building Maintenance Program goal: safe and attractive buildings with maximum building service life ' Project Work Completed ' Vessely Engineering and CFS Geotechnical Consultants have examined the foundation and prepared a preliminary geotechnical report that included recommendations for repairs along with cost estimates. Environmental Review The project is Categorically Exempt under CEQA. ' Project Phasing and Funding Sources Project Costs by Type ' Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total ' Design 7,000 7,000 Construction 58,000 58,000 Total 7,000 58,000 65,000 ' Project Funding Source: General Fund ' 247 CULTURAL AND SOCIAL SERVICESI JACK HOUSE FOUNDATION REPAIRS ' Department Coordinator and Project Review/Support ' Department Coordinator: Lawrence S.Tolson ' Project Review and Support: CIP Project Engineering Alternatives ' Delay or deny the project. If this project does not proceed, the foundation will continue to settle and cause further damage to doors, windows,floors, and walls.Future repairs would be more extensive and more expensive. ' Operating Program Cultural Activities ' Project Effect on the Operating Budget Park and Landscape Maintenance Program: 40 hours for project coordination ' CIP Project Engineering Program: 10 hours for project management Cost savings will result from fewer minor repairs due to continued settlement of the Jack House foundation. ' Location Map/Schematic Design ' f Jack House and Gardens ' I 248 ' LEISURE, CULTURAL , SOCIAL SERVICES PUBLIC ART Project Summary ' Funding public art at 50% of the City's public art policy level (0.5% instead of 1%) will cost$17,600 in 2003-04 and$11,100 in 2004-05. Project Objectives Continue funding for public art but at a reduced level that is consistent with private sector requirements. Existing Situation Overview. Under the City's public art policy, 1%of the construction component of City capital improvement plan (CIP) projects is to be allocated,for public art. Excluded from this 1% requirement are underground projects, utility infrastructure projects, funding from outside agencies, and costs other than construction such as study, ' environmental review, design, site preparation and acquisition. Private sector improvement projects are also required to include a public art component. While there are some exceptions and the amount varies depending on the size of the project, private sector projects are generally required to include a.public art component with a value that is at least 0.5%of construction costs. City Projects. Generally, it is preferable for the public art component to be integrated directly into the project. However, in some cases, this is not practical or desirable. In these circumstances, an "in-lieu" contribution may ' be made to a generic public art account that can be used to fund public art in conjunction with other projects or locations where it can have a greater public benefit than if it was arbitrarily installed with a project to which public art was not well-suited. To ensure that funds are adequately budgeted for public art regardless of whether public art will be directly incorporated into the project, funds for this purpose are identified separately in the CIP. After the Financial Plan ' is adopted, the CIP Review Committee will review the approved projects, and make recommendations to the Council regarding the allocation of public art funds to specific projects. This review should be completed by September 2003. Following Council approval, briefings will be held with affected project managers on the most effective process for incorporating public art into their project. Goal and Policy Links 1. Public Art Policy 2. Public.Art Policies and Procedures Manual 3. Financial Plan Policies ' 4. Strategic Budget Direction for 2003-05: Funding public art at the private sector level (0.5%rather than 1%) Project Work Completed ' None. Project Phasing, Costs and Funding Sources The following reflects construction costs for those projects over the next four years that meet the City's ' requirement for a public art allocation and the resulting public art budget request at 0.5% of project costs: 249 I SOCIAL-LEISURE, CULTURAL AND PUBLIC ART C.041struction Costs 2003-04 604N05-66 27066-OTI Public safety dispatch center 540,000 160,000 Police facilities development 860,800 Access-Fire Station No.4 45,000 Neighborhood traffic management 18,000 18,000 18,000 18,000 Foothill Boulevard bridge 372,200 I Street widening on Higuera-Marsh to High 376,800 872,700 Street widening South Higuerato Beebee 50,000 Bullock-Orcutt realignment and signalization 270,000 224,000 ' Traffic safety report implementation 95,000 LOUR interchange improvements 1,000,000 Traffic safety improvements 35,000 35,000 35,000 35,000 Traffic signal at Broad&Pacific 40,000 ' Street light electrical service boxes 50,000 50,000 50,000 50,000 Street light replacement-Broad Street 85,000 Street reconstruction,resurfacing,resealing 1,525,000 1,570,800 1,617,900 1,666,400 Railroad Safety Trail-Phase 3 1,900,000 Railroad Safety Trail-Phase 4 6,500 48,500 Garden Street makeover 150,000 150,000 Sidewalk repair 60,000 60,000 70,000 70,000 1 Silt removal 70,000 50,000 70,000 35,000 Johnson Park picnic area renovation 45,000 Santa Rosa Park turf installation 45,000 Sinsheimer tennis court resurfacing 25;000 Tree maintenance-South Higuera 32,000 Playground equipment replacement 68,800 15,100 126,000 f Swim Center high rate sand filtration 250,000 Swim Center painting 65,000 Jack House fire sprinklers 30,000 Jack House foundation repairs 58,000 ' Co ration and ilding roof repair 22,000 Total 1 3,513,7001 2,2159100 1 3,631,6001 5,923,100 Public Art @ 0.5% $17,600 $1100 1 $18,200 1 $29,600 ' Project Funding Source. General Fund Environmental Review. This will be evaluated on a case-by-case basis, but this is not likely to be a concern. ' Project Manager and Department Coordinator ' Project Manager: To be assigned by Engineering or Operating Department on case-by-case basis Department Coordinator: Betsy Kiser Alternatives 1. Do not allocate funds for public art. This would be inconsistent with adopted Council policy. 2. Increase the allocation for public art to the 1%policy level. This would be inconsistent with the Council's adopted budget-balancing strategy. Project Effect on the Operating Budget. This depends on the maintenance needs of the public art ultimately installed; however, no significant fiscal impacts are anticipated. 250 COMMUNITY DEVELOPMENT OPEN SPACE PRESERVATION CIP Project Summary Funding for open space and agricultural land protection will cost $3,525,000 in 2003-04, $2,030,000 in 2004-05 (both years fully funded with grants),$450,000 in 2005-06 and$400,000 in 2006-07. Background In June 1995 the City Council created the Natural Resources Protection Program whose aims was, among other things, to preserve the rural setting that symbolizes the community of San Luis Obispo, while providing opportunities for passive recreation for citizens and preserving agricultural land. In early 1996 staff ' was hired to oversee this effort, and the program has moved steadily forward. In 2000 the Program expanded greatly with the addition of the city biologist. During the 2001-03 Financial Plan period, the City acquired three major open space properties and received the donation of one conservation easement. This was the culmination of ' several projects that had begun as early as 1999. At the present time City staff are in discussions with seven property owners regarding conservation transactions. These discussions are in various states of advancement, and several are expected to move toward formal options or similar agreements in the near future. In addition staff is ' actively pursuing grant funds for a number of acquisition and habitat enhancement projects. Project Objectives ' 1. Enhance open space and agricultural conservation on lands within and surrounding the City. 2. Improve passive recreational and nature study opportunities. 3. Restore and enhance wildlife habitat. ' Existing Situation ' Beginning with the 1997-1999 Financial Plan, the City Council has allocated $200,000 in each year from the General Fund into the Open Space Protection Program, plus two additional allocations totaling $252,500, for a total allocation of $1,452,500 since July 1, 1997. During that time, the City has completed eight major ' transactions utilizing General Fund, Water Fund, and various open space impact fees. These local funds have been matched by over$4.5 million in grants during the same period. Approximately $450,000 in City funds are currently available ($300,000 General Fund; $50,000 Water Fund; and $100,000 Airport Open Space Impact ' Fees); these funds are anticipated to be used as match for several important projects that are underway. In light of this "carryover", and in recognition of the City's financial difficulties, staff has recommended no additional allocation into the Open Space CIP for the 2003-05 Financial Plan period. This, however, will be accompanied by an aggressive grant application effort, which is currently pursuing nearly $3,300,000 in grant support for a variety of projects. In addition to acquisition projects, staff foresees an increase in funding available for habitat restoration and ' enhancement projects. To date some $650,000 has been obtained or is committed from outside sources to undertake or support several such projects, which are mostly associated with improvements to in-stream habitat. With an increase in available project sites due to growth of the open space system, staff anticipates additional ' outside funding support for both aquatic and terrestrial habitat enhancement activities. Goal and Policy Links I1. City General Plan, and related elements(especially Open Space Element). 2. "Saving Special Places"Study,prepared by the Land Conservancy of San Luis Obispo County. 3. "Saving Special Places II", a review and recommendation for new focus of the open space acquisition program,also prepared by the Land Conservancy of San Luis Obispo County. 4. Irish Hills Coastal Watershed Conservation Plan,prepared by The Nature Conservancy of California 251 COMMUNITY bEVELOPMENT OPEN SPACE PRESERVATION 1 Project Work Completed Sincethe Natural Resources Manager was hired in February 1996, a total of ten major purchases (two were 1 completed before the 1997-1999 Financial Plan began the annual allocation), three major land dedications, and several trail and resource enhancement project have been completed. The City Biologist, hired in 2000, has expanded the Program's capabilities, and has successfully completed development of the Conservation Guidelines ' for City owned open space lands and is actively working on several individual plans. Additional acquisition and restoration projects are in various stages of advancement, and outside funding sources to support these are being vigorously pursued. Environmental Review State law exempts land and easement acquisition for park, open space, habitat, and agricultural land conservation purposes from the requirements of CEQA. The Conservation Plans for individual open space lands, however, are subject to CEQA, and CEQA review is included within them. Project Phasing and Funding Sources ' Project Costs by Type 1 .Project Costs To-Date 2003-04 2004-05 2005706 2006-07 Total Acquisition 7,410,000 3,250,000_ 1,680,000 400,000 400,000 13,140,000 ' Land Management Activities 290,000 275,000 350,000 50,000 965,000 Total 7,700,000 3,525,000 2,030,000 450,000 400,000 14,105,000 Project Funding by Source Project Funding Sources To-Date 2003-04 200405 2005-06 2006-07 Total General fund 2,807,400 - - 200,000 200,000 3,207,400 Other City Funds 514,830 - - 514,830 ' Grants 1 4,317,770 3 525 000 2,030,000 250 000_ 200,000 10,382,770 Total 7,700,000 3,525,000 2,030,000 450,000 400,000 14105 000 Through April 2001, the Open Space Protection Program has received approximately $4,436,000 in State.,Federal and private funding support for land acquisition or other resource protection projects. Another$475,000 has been awarded but not yet utilized. City staff continues to aggressively pursue such grant programs. These efforts have been made more successful by the passage of Propositions 12 and 13 on the March 2000 State ballot,by the passage of Propositions 40 and 50 in March and November 2002, and by an increase in Federal funds available ' for local projects. We are currently awaiting word on$2,400,000 in grant awards for the Ahearn Ranch and $700,000 for the Brughelli Ranch. Staff believes that as much as 6 million dollars may be available to augment local funds for the Open Space Protection Program over the next four years. 252 COMMUNITY DEVELOPMENT ' OPEN SPACE PRESERVATION Implementation Property Owner Negotiations Ongoing State Grant Applications 10/03; 11/03;3/04; ' 10/04; 11/04;3/05 Federal Grant Applications 12/03; 5/04; 12/04; 5/05 ' Private Grant Applications As.appropriate Continue planning and stewardship support (Land Conservancy,ECOSLO) Ongoing Complete individual Conservation Plans for six City open space areas 8/03;12/03;4/04; ' = 8/04; 12/04;4/05 Department Coordinator and Project Review/Support ' Department Coordinator Natural Resources Manager ' Alternatives Reduce or eliminate the funding. Grant funding from State, Federal and private sources has become very competitive. The City's ability to provide some local funding support to match project grants has a great 1 influence on the City's success in this regard. To significantly reduce or eliminate such funding could seriously affect the City's record of success in pursuing grant funds and achieving our overall open space protection and resource enhancement goals. The recommended reduction will keep the program a successful one by relying on ' "carryover"from the current year and the use of one-time monies such as Airport open space impact fees. Program Effect on the Operating Budget ' 1. The program will occupy about 80 percent of the Natural Resources manager's time, and 50% of the City Biologist's time during the planning period and will necessitate support expenditures estimated at $15,000 ' $20,000 annually for studies and reports. 2. Certain acquisitions may require expenditure for clean up, safety improvements, public access improvements, etc. These would be discussed with the Council at the time of acquisition and recommendations made for ' such necessary improvements and how they may be funded. 1 ' 253 COMMUNITY IDEVELOPMENT i CITY TO THE SEA GREENWAY"PREMITIGATION" CIP Project Summary — — - -- -- - - — - - Planting, fencing, and other habitat improvements along the route of the City to the Sea Greenway (also referred to as the Bob Jones Trail,or Bob Jones City to the Sea Greenway), will cost$200,000 in 2003-04. Background. In December 1999 the City Council authorized staff to submit a grant application to the California ' Department of Fish and Game for grant funds to assist in the development of the City portion of the so-called City to the Sea Greenway. This facility is envisioned as a walking, jogging, and bicycle trail that will ultimately connect the City of San Luis Obispo to the ocean at Avila Beach. The grant program was the outcome of ' settlement of certain litigation between the State of California and the Unocal Corporation involving oil spills at Avila.Beach in recent years. Part of the settlement called for monies from Unocal to be made available to offset for recreational losses occasioned by the spills, and any grant awards had to have a nexus to Avila Beach. The 1 proposed greenway easily met this nexus, and the City's application for grant funds. was successful. With approval of a route for the Greenway by the City Council in September 2002, City staff approached grant administrators at the Department about moving forward with the grant. At the time of the award, Department ' staff had expressed an interest in having the grant funds used for the "mitigation" or"environmental"portion of the trail project; that is, planting, installation of split rail fencing, and associated improvements that would have the effect of buffering the creek environment and enhancing the existing habitat. Staff agreed that such an ' approach was appropriate, and it is for that reason that we are now prepared to move forward. Due to timing restrictions in the contract, it is uncertain whether work could begin in 2003. Therefore, the work is shown in 2003-04,but may extend into 2004-05. Project Objectives ' 1. Restore and enhance wildlife habitat. ' 2. Improve passive recreational and nature study opportunities. Existing Situation See above. Goal and Policy Links 1. City General Plan,and related elements(especially Open Space Element). I 2. Bob Jones City to the Sea Greenway Plan, adopted by Council in September 2002, Project Work Completed The plan adopted by the City Council in September 2002 identifies the general route of the trail. Environmental Review The project is covered under the Negative Declaration associated with the Plan adopted by the City Council; therefore no additional environmental review is required. 254 ' !COMMUNITY Dli�LoPmtw CTTY TO THE SEA GREENWAY"PREMTfIGATION" Project Phasing and Funding Sources Pro ect Costs bv Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Acquisition Land Management-Activities_ 200,000 200,000 Total - - 200,000 _ . - -- - -- - _ 200,000 Project Funding by Source Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-071 Total Grant 200,000 200,000 Total 200,000 1 200,000 As noted above the project will hopefully get underway in fall 2003;however,if delays postpone the beginning of the work too late into the fall of 2003,work may have to be postponed until spring 2004. ' Implementation Complete grant agreement 6/03 Authorize bids 7/03 Begin project 8/03 Complete project _ 9/03 Alternatives None Recommended. Program effect on the Operating Budget t1. The program will occupy a small percentage of the Natural Resources Manager's, City Biologist's, and Public Works staff time during the project. The grant is expected to include a small amount (5%j or $10,000)for project management. 2. There will be ongoing but probably minor maintenance costs after installation of project improvements. These will be the responsibility of the Public Works Department's Parks Division. Natural Resources and Ranger staff will provide assistance and support. Public Art Policy Not applicable. ' 255 �COMMUNITY D, EVELOPNftNT FROOM CREEK ROAD DECOMMISSIONING UP Project Summery Stabilization of an old roadway along Froom Creek within Irish Hills Natural Reserve will cost$75,000 in 2003- 04. Background. In December 2000 the City acquired by dedication the 182 acre DeVaul Open Space as part of the Irish Hills Natural Reserve: That property included an old jeep road alongside Froom Creek which had fallen into disuse and was a source of significant erosion into Froom Creek, a small perennial stream known to contain a population of southern steelhead. In May 2002 the City Council authorized an application for grant monies from the California Department of Fish and Game to "decommission" and stabilize the road. In early 2003 City staff were notified that this grant request was successful. Therefore, staff is preparing to undertake the necessary corrective work on the old road. Due to timing restrictions in the contract, it uncertain whether work could begin in 2003. Therefore, the work is shown in 2003-04,but may extend into 2004-05. Project Objectives 1. Restore and enhance wildlife habitat. 2. Improve passive recreational and nature study opportunities. Existing Situation See above. Goal and Policy Links 1. City General Plan, and related elements(especially Open Space Element). 2. Conservation Guidelines for Open Space Lands of the City of San Luis Obispo 3. Draft Conservation Plan for Irish Hills Natural Reserve Project Work Completed A survey of the existing condition of the road and a stabilization concept were prepared in 2002 as part of the grant application process. Environmental Review The proposed project is covered under the Negative Declaration associated with the Draft Conservation Plan for the Irish Hills Natural Reserve. This document will be completed and certified before the project is underway. 1 256 t i COMMUNITY DEVELOPMENT FROOM CREEK ROAD DECOMMISSIONING Project Phasing and Funding Sources Proiect Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Acquisition Land Management Activities 75,000 75,000 Total 75,000 75,000 ' Pro'ect Fundinz by Source - Project Funding Sources To-Date 2003-04 2064-05 2005-06 2006-07 Total General fund - - - Water Enterprise Fund Grant 75,000 75,000 Total 75,000 "- - - _ 75,000 As noted above the project will hopefully get underway in fall 2003;however, if delays postpone the beginning of 1 the work too late into the fall of 2003, work may have to be postponed until spring 2004. Implementation Complete grant agreement 6/03 Authorize bids 7/03 Begin project 8/03 Complete project 9/03 Alternative None Recommended. Program effect on the Operating Budget 1. The program will occupy a small percentage of the Natural Resources Manager's, City Biologist's, and Public Works staff time during the project. Public Art Policy Not applicable. 257 COMMUNITY1 DEVELOPMENT FLEET ADDITION —CIP PROJECT ENGINEERING C1P Project Summary Adding one new pickup truck to the CIP Project Engineering fleet for a regular project inspector will cost$16,000 in 2003-04. ' The unit to be acquired is fully described in the table attached at the end of this request. Project Objectives 1. Provide safe, reliable, cost-effective transportation for the new Field Engineering Assistant in CIP Project Engineering Program. 2. Insure that CIP project work conforms to construction specifications 3. Reduce the risk of compromises to public health and safety 4. Reduce the risk of premature failure of CIP project work 5. Reduce the risk of construction contractors overcharging for project work (The last four objectives are hampered when inspectors do not have safe and reliable vehicles in which to perforin their inspection duties.) Existing Situation As a significant operating program change in the 2001-03 Financial Plan, one Field Engineering Assistant was added to the regular inspection staff of the CIP Project Engineering Program in order to reduce risks to the City. (See page D-124 of the 2001-03 Financial Plan and pages 93-97 of Appendix A to the Financial Plan.) Although a corresponding CIP request to buy a vehicle for this position was prepared, it was inadvertently not submitted. The new Field Engineering Assistant started work in July 2001. Because no new vehicle was requested or authorized,this employee has been driving older vehicles that have been replaced and declared surplus. Although this approach has worked as an interim solution, it does not make sense for the long term. Older vehicles are replaced because continuing to drive them in relatively poor mechanical condition creates potential safety and reliability problems along with higher maintenance costs. The City's standard practice is to furnish a dedicated and authorized vehicle to each employee who performs field inspection duties. 1 Goal and Policy Links 1. Adopted Fleet Management Policy 2. CIP Project Engineering Program goal: Cost-effective CIP projects and public infrastructure improvements I that meet established engineering standards and specifications. Project Work Completed Public Works has met with the Construction Management Supervisor to ensure that the unit to be acquired has been correctly specified. 1 Environmental Review ■ No environmental review is required. 258 COMMUNITY • • FLEET ADDITION—CIP PROJECT ENGINEERING Project Phasing and Funding Sources Project Costs by Type Project Costs To_-Date 2003-04 1 2004-0.5 1 2005-06_ 2006-M Total Equipment Acquisition 16,000 __ 16,000 Total 16,000 16,000 Project Funding by Source: General Fund ' Department Coordinator and Project Review/Support Department Coordinator: Rich Fisher Project Review and Support: Ron Holstine/Dave Elliott Operating Program CIP Project Engineering (50410) ' Project Effect on the Operating Budget Hours of staff time needed for project coordination: 8 ' Descri tion of Unit to be Acquired. Make: Chevrolet Model: S10 Description: 1/2-ton PU Truck fBase Vehicle Cost: $12,738 Sales Tax @7.25 Percent: $924 ' Delivery: $300 Cash Discount: -$500 ' Bed Liner. _ _$450 Toolboxes: $300 Rotatin Li t• $150 Radio: $850 Contingencies @ 5 Percent: $761 ITotal Acquisition Cost: $15,972 259 GENERAL GOVERNMENT FINANCIAL MANAGEMENT SYSTEM 1 CIP Project Summa J rY Replacing the Financial Management System will cost $150,000 for study and consultant services to assist in ' preparing a request for proposals (RFP) and evaluating the results 2005-06 and $800,000 for purchase and installation in 2006-07. Background. The current Pentamation financial management system was installed in 1999. Since then, Pentamation hasdeveloped a new product, and as such, they no longer provide version updates to our current system Additionally, we have installed a separate vendor's system(both hardware and software for utility billing I (ACS). While this was necessary in order to install a reliable system in time for "Year 2000" concerns, it is preferable to have an integrated financial management system. By 2005-06, it will be time to consider updating the entire system to a more efficient operating environment by surveying what is available in today's technology I market, issuing an RFP and evaluating proposals. Project Objectives 1. More efficient delivery of core financial management programs and products. 2. Integrate technologies like GIS and Finance system data bases. I 3. Improve data access and sharing. 4.. Implement the Information Technology(IT)Strategic Plan. I 5. Stay current with technology: by the time the replacement system is fully operational in 2007, the current system will be eight years old, which is beyond the typical life cycle of 5 to 7 years for financial management systems. Existing Situation As noted above,the City's current system was installed four years ago in 1999. The IT Strategic Plan adopted by i the Council in March.2001 recommends replacing the financial management system by 2005, based on a typical system life of 5 to 7 years. Because our current system is no longer under"version and release"by Pentamation, the need to upgrade or replace our system even greater than it was when the IT Strategic Plan was prepared. However, because of the City's current fiscal situation, we recommend deferring replacement for two additional ' yam• Goal and Policy Links 1. Long-term fiscal health: maintenance of adequate financial management tools. 2. IT Strategic Plan. Project Work Completed None. 260 i GENERAL-GovERNMENT IFINANCIAL MANAGEMENT SYSTEM IProject Phasing and Funding Sources ' Pro ect Costs bv Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Study 150,000 150,000 Equipment Acquisition 800,000 800.000 Total 150,000 800,000 950,000 Pro ect Funding by Source ' Project Funding Sources To-Date 2003-04 2004-05 2005-06 2006-07 Total General Fund 112,500 600,000 712;500 ' Enterprise Funds 37,500 200,000 237,500 Total 150,000 800,000 050,000 Department Coordinator and Project Review/Support Department Coordinator Accounting Manager Project Review and Support. Information Systems ' Alternatives 1. Deny the Project. This approach is not recommended. As Pentamation's other customers using the 'Government Resource" version migrate to other financial management systems, the day will come when Pentamation notifies as that they will no long support our system. We should be proactive in seeking a replacement at our own pace,rather than getting thrown into a crisis mode. 2. Defer or Re phase the Request. Deferring this project will just prolong the inevitable. Pentamation has not said how long they will continue to support our system, but they are actively encouraging their clients to switch to their new product. Operating Program After Information Systems will be the operating program most impacted by a new financial management system, since they will have direct system administration responsibilities. ' Project Effect on the Operating Budget 1. A significant amount of staff time will be required by Finance staff in managing the study, RFP evaluation, installation and conversion of the new systems. Any major system installation can be expected to-have significant impacts on operations while they are being implemented;this cost cannot be quantified. I 2. After implementation, we can expect to annually pay approximately$50,000 for contract maintenance and support which is similar to current costs. I 261 GtNERAL GbVERNMENT FOXPRO DATABASE CONVERSION CII'Project Summary Converting FoxPro database applications to Microsoft SQL will cost$150,000 in 2003-04. 1 Project Objective 1. Convert critical business applications to the City's database standard.. 2. Resolve interoperability issues that FoxPro applications have with workstations running latest releases of Microsoft's operating.system. ' Existing Situation As workstations are replaced, users are experiencing severe performance problems with all of the FoxPro applications. Currently Information Systems is tweaking the operating system settings. Steps are being taken to recompile the FoxPro applications to a higher version; however, the recommended fix is to convert all FoxPro 1 applications to Microsoft SQL. Goal and Policy Links 1. 2001-05 Information Technology Strategic Plan. 2. Information systems goal of using technology to improve productivity. Project Work Completed Initial meetings have been held to identify potential workarounds and formulate a plan. Project Phasing and Funding Sources Project Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total Software Conversion 15,000 150,000 Total 150,0001 150,000 Project Costs by Source Project Costs To-Date 2003-04 200405_ 2005-06 2006-07 Total. General Fund 105,000 105,000 Water Fund 15,000 15,000 Sewer Fund 15,000 15,000 Parking.Fund 7;500 7,500 Transit Fund 7,500 7.500 Total 150,000 150,000 262 ' GENERAL GOVERNMENT ! FOXPRO DATABASE CONVERSION ! Department Coordinator and Project Review/Support ! Department Coordinator: Teri Maa,Information Systems Manager Project Review and Support: Key department users of FoxPro database applications ! Alternatives Deny or defer the request. This would perpetuate unreasonable performance of FoxPro applications for users 1 with latest releases of Microsoft's operating system. Operating Program 1 Information Systems 1 Project Effect on the Operating Budget 1. During implementation. Some staff time will be required by Information Systems in managing this project. Installations can be expected to have some impacts on department operations while they are being 1 implemented. 2. After implementation. Ongoing support costs will be minimal. 1 1 1 1 1 1 1 1 1 1 263 I GENERAL GOVERNMENT INTRANET DESIGN AND DEVELOPMENT CIP Project Summary Designing and developing an Intranet to improve productivity will cost$45,000 in 2004-05. I Project Objective Improve productivity and customer service by placing frequently used information by City staff (policies, procedures,manuals)on an Intranet. Existing Situation 1. The City has numerous plans, policies and procedures which are often maintained in hard-copy binders or manuals. Keeping this information up-to-date, and ensuring that it is available to all affected City staff, is difficult and time-consuming. By placing this on an Intranet, we can: a. Make this information more readily available to users. b. Better ensure that it is up-to-date. c. Reduce the amount of time needed to find specific information through the use of search engines. 1. Much of the design and development work done for the City's Web site can be applied to the creation of the Intranet. 2. The Intranet server could be used to host the City's Web site in the future. ' Goal and Policy Links 1. 2001-05 Information Technology Strategic Plan 2. 2001-05 Capital Improvement Plan 3. Adopted Budget and Fiscal policies to use capital investments to improve productivity 4. Information systems goal of using technology to improve productivity and customer service (in this case, internal customers) Project Work Completed Initial meetings have been held to identify potential Intranet services. Environmental Review No environmental review required. I 264 i GENERAL GOVERNMENT ' INTRANET DESIGN AND DEVELOPMENT Project Phasing and Funding Sources Project Costs by Type ' Project Costs To-Date 2003-04 2004=0.5 2005-06 2006-07 Total Design and Development 20,000 20,000 ' Software Acquisition 7,500 7,500 Hardware Acquisition 15,000 15,000 1Training 2,500 2,500 ■ _ - Total 45,000 145,000 ' Project Costs by Source . Project Costs To-Date 2003=04 2004-66 2005-06 2006-07 Total ' General Fund 31,400 .31,400 Water Fund 4,500 4,500 Sewer Fund 4,500 4,500 ' Parking Fund 2,300 2,300 Transit Fund 2,300 2,300 Total I 1 1 45,0001 1 45,000 Department Coordinator and Project.Review/Support Department Coordinator Teri Maa;Information.Systems Manager Project Review and Support City Websters Alternatives Deny or defer the request. This would result in lower productivity. Operating Program Information Systems Project Effect on the Operating Budget 1. During implementation. Significant staff time will be required by Information Systems in managing this project. Installations can be expected to have some impacts on department operations while they are being implemented. I2. After implementation. Ongoing support costs will be minimal. ' 265 GENERAL GONERNMENT TECHNOLOGY INFRASTRUCTURE IMPROVEMENTS CIP Project.Summary Improving the City's technology infrastructure will cost$165,000 in 2003-04, $382,800 in 2005-06, and$50,000 ' in 2006-07. Project Objectives I Ensure effective acquisition and installation of information technology in increasing productivity and improving customer service by implementing strategies that will provide for: 1. Homogeneous IT environment. 2. Improved management information. 3. Allocating limited City resources and addressing priorities on an organization-wide basis. 4. Cooperative ventures with other agencies. I Existing Situation As part of the IT strategic plan, the consultants (Gartner) performed an assessment of our current technology infrastructure. The following is a brief overview of their findings and recommendations: Migrate Servers to Microsoft. The City has a mixture of Novell IntraNetware and Microsoft servers. The strategic plan recommends moving to a homogeneous,Microsoft-based network operating system Refresh Microsoft Office for Desktops. Gartner recommends the City continue to standardize on Microsoft I Office for desktops and refresh the desktop software in 2003-04. Deploy Microsoft OutlooklErchange. While GroupWise is technically sound, the viability of Novell as a long- term vendor is questionable. To achieve a homogenous environment, the strategic plan recommends deploying Microsoft Outlook/Exchange and retiring GroupWise as the City's e-mail package. ' Deploy Voice over IP. Voice over IP is an internet protocol PBX system that uses the wide area network to transmit voice traffic. Implementing voice over IP would significantly reduce the City's dependency on Pacific ' Bell telephone services. Establish a Dedicated and Secure Data Center. The IT strategic plan recommends establishing a dedicated, secure,network enterprise,disaster prepared,and centralized computer center. Goal and Policy Links 1. Financial Plan productivity policy that recognizes the importance of new technology and related capital investments in improving productivity. 2. 2001-05 Information Technology Strategic Plan. ' 266 GENERAL GOVERNMENT TECHNOLOGY INFRASTRUCTURE IMPROVEMENTS i - CIP Project Summary i Improving the City's technology infrastructure will cost$165,000 in 2003-04, $382,800 in 2005-06, and$50,000 in 2006-07. iProject Objectives Ensure effective acquisition and installation of information technology in increasing productivity and improving icustomer service by implementing strategies that will provide for: 1. Homogeneous IT environment. ' 2. Improved management information. 3. Allocating limited City resources and addressing priorities on an organization-wide basis. 4. Cooperative ventures with other agencies. Existing Situation As part of the IT strategic plan, the consultants (Gartner) performed an assessment of our current technology infrastructure. The following is a brief overview of their findings and recommendations: Migrate Servers to Microsq ft. The City has a mixture of Novell IntraNetware and Microsoft servers. The strategic plan recommends moving to a homogeneous,Microsoft-based network operating system. ' Refresh Microsoft Office for Desktops. Gartner recommends the City continue to standardize on Microsoft Office for desktops and refresh the desktop software in 2003-04. Deploy Microsoft Outlook/Exchange. While GroupWise is technically sound, the viability of Novell as a long- term vendor is questionable. To achieve a homogenous environment, the strategic plan recommends deploying Microsoft Outlook/Exchange and retiring GroupWise as the City's e-mail package. Deploy Voice over IP. Voice over IP is an intemet protocol PBX system that uses the wide area network to transmit voice traffic. Implementing voice over IP would significantly reduce the City's dependency on Pacific Bell telephone services. Establish a Dedicated and Secure Data Center. The IT strategic plan recommends establishing a dedicated, ' secure, network enterprise, disaster prepared, and centralized.computer center. Goal and Policy Links ' 1. Financial Plan productivity policy that recognizes the importance of new technology and related capital investments in improving productivity. i2. 2001-05 Information Technology Strategic Plan. i ' 267 GENEs TECHNOLOGY INFRASTRUCTURE RvTROVEMENTS ' Project Work Completed None ' Environmental Review No environmental review required. Other Special.Review Considerations I None Project Phasing and Funding Sources I Pro'ect Costs Bv Type ' Project Costs To_-Date 2003-04 2004-05 2005-06 2006-07 Total Server migration to Microsoft Windows 2000 75,000 75,000 Desktop conversion to Office XP 90,000 90,000 Conversion to Microsoft Outlook- ' Exchange 132,800 132,800 Voice-over-IP implementation 250,000 250,000 Secure data center implementation 1 1 1 1 1 50'000-1 50,000 ' Total 1 1 165,0001 1 382,8001 50,000 1 597,800 No'ect Costs By Funding Source Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total General Fund 115,400 267,800 35,000 418,200 Water Fund 16,500 38,300 5,000 59,800 Sewer Fund 16,500 38,300 5,000 59,800 ' Parking Fund 8,300 19,200 2;500 30,000 Transit Fund 8,300 19,200 2,500 30,000 Total I i 165,0001 1 382,8001 50,000 1 597,800 Department Coordinator and Project Review/Support Department Coordinator: Teri Maa,Information Systems Manager ' Project Review and Support: Public Works (Building Maintenance Division) to assist with the City's data center project. 1 1 268 GENERAL GOVERNMENT TECHNOLOGY INFRASTRUCTURE IMPROVEMENTS Alternatives ! 1. Defer the project or change its scope: The proposed phasing schedule and project scope represents the outcome prioritization adopted by the Council, recognizing the City's fiscal limitations. While it could certainly be modified,there would be productivity, customer service and data security impacts in doing so. ! 2. Deny the project. Given the importance of information technology in increasing productivity and improving customer service, making no investment in this area at all over the next four years is not.recommended. Operating Program ' Information Systems Project Effect on the Operating Budget ' 1. During implementation. Significant staff time will be required by Information Systems in managing these projects. Installations can be expected to have adverse impacts on department operations while they are being ' implemented. While this cost cannot be quantified, it could be significant. 2. After implementation. Ongoing support costs will be minimal. 1 ' 269 TECHNOLOGY MANAGEMENT IMPROVEMENTS CIP Project Summary Implementing technology management improvements will cost $22,500 in 2003-04, $30,000 in 2004-05, $295,000 in 2005-06 and$375,000 in 2006-07. Project Objectives 1. Ensure effective acquisition and installation of information technology. 2. Improve security on the network. 3. Improve network management. 4. Allocate limited City resources and address priorities on an organization-wide basis. 5. Provide for an in-house disaster recovery capability. 6. Increase productivity. Existing Situation As part of the Information Technology Strategic Plan, the consultants (Gartner) performed an assessment of our current technology management. The following is a brief overview of their findings and recommendations: Implement Security Initiatives. The City is pursuing direct network connections with other agencies (Cal Poly, Central Coast municipalities, etc.), is moving towards e-government transactions, and will eventually convert to Microsoft Outlook/Exchange. Implementing security initiatives will protect the City's data assets. Implement Microsoft Systems Management Server (SMS). Information Systems currently has no network management tools, and employs labor-intensive, manual methods of inventorying software and hardware annually. The IT strategic plan recommends investing in a network administration tool (Microsoft SMS) that can provide real time information on the current state of the network and applications. Microsoft SMS includes hardware inventory, software inventory/metering, software distribution and installation, and remote troubleshooting tools. These integrated features make this tool a scalable way to reduce the cost of configuration management for Windows-based desktops and servers. Update the Technology Disaster Recovery Plan. The current technology disaster recovery plan was written in 1999 in preparation for Y2K. Since that timeframe, the technology presence in the City has significantly increased. Given the increased number of critical business functions that are dependent on technology, the City needs to revisit and update the technology disaster recovery plan. Update the IT Strategic Plan. The current IT strategic plan will need to be updated in 2005-06. Implement Storage Area Network (SAN). As the City continues to deploy more complex distributed applications, the need for a storage management infrastructure that automates the management of diverse storage dispersed throughout its infrastructure will increase. The SAN enables server access to a pool of storage, thus providing Information Systems with greater flexibility in realigning storage capacity to the servers that need it. The IT strategic plan recommends waiting for SAN evolution and maturity before organization-wide deployment. Establish Formal In-house Disaster Recovery Capability at another City Facility. Disaster recovery needs to be differentiated from the regular back-up and redundancy investments in the network, server and desktop 270 GENERAL GOVERNMENT TECHNOLOGY MANAGEMENT IMPROVEMENTS architectures. The IT strategic plan recommends establishing a formalized data center at another City facility, such as the Emergency Operations Center at Fire Station 1. Goal and Policy Links 1. 2001-05 Information Technology Strategic Plan 2. 2001-05 Capital Improvement Plant 3. 4. Financial Plan productivity policy that recognizes the importance of new technology and related capital investments in improving productivity. Project Work Completed None Environmental Review ' No environmental review required. Other Special Review Considerations None Project Phasing and Funding Sources Pro'ect Costs by Type _ Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total 1 Implement Microsoft Systems Management Server 22,500 22,500 Implement Security Initiatives 30,000 45,000 75,000 Update Technology Disaster Recovery Plan 100,000 100,000 ' Update IT Strategic Plan 150,000 150,000 Implement Storage Area Network 300,000 300,000 Establish formalin-house disaster ' recovery capability at another City facility 75,000 751000 Total 22,500 1 30,000 295,000 375,000 722,500 I ' 271 GOVIERNMENT TECHNOLOGY MANAGEMENT IMPROVEMENTS Pro'ect Fundin-e by Sources ' Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 Total 1 General Fund 15,700 21,000 206,400 262,400 505,500 Water Fund 2,300 3,000 29;500 37,500 72,300 I Sewer Fund 2,300 3,000 29,500 37,500 72,300 Parking Fund 1,100 1,500 14,800 18,800 36,200 Transit Fund 1,100 1,500 1 14_,800 18,800 36,200 tal 22,500 30,000 295,000 375,000 722 To ,500 Department Coordinator and Project Review/Support Department Coordinator Teri Maa,Information Systems Manager Project Review and Support Public Works Building Maintenance and Fire to assist with in-house disaster recovery data center project. Alternatives I 1. Defer the project or change its scope. The proposed phasing schedule and project scope represents the priorities adopted by the Council, based on recommendations by Gartner(the City's management consultant), CAO, Department Heads and technical staff recognizing the City's fiscal limitations. While it could certainly be modified, it will result in lower productivity,customer service and public access to city information. 2. Deny the project. Given the importance of information technology in increasing productivity and improving ' customer service, making no investment in this area at all over the next four years is not recommended.. Operating Program Information Systems Project Effect on the Operating Budget ■ During implementation. Significant staff time will be required by Information Systems in managing these projects. Installations can be expected to have minimal impacts on department operations while they are being implemented. ■ After implementation. Ongoing support costs will be minimal. 272 GENERAL GOVERNMENT ' STRATEGIC SYSTEMS AND SOFTWARE IMPROVEMENTS ' CIP Project Summary Implementing strategic systems and software improvements will cost$780,000 in 2005-06. Project Objectives ' 1. Design and implement an organization-wide electronic document management system. 2. Improve web site functionality. 1 3. Improve public access to information. Existing Situation 1 As part of the IT Strategic Plan, the consultants (Gartner) performed an assessment of our current strategic systems and software. The following is a brief overview of their findings and recommendations: Design and Implement an electronic Document Management System (e-DMS). The 1995 IT strategic plan identified the City's need for a centralized electronic document management system. In the absence of a centralized system, independent department solutions have surfaced. The City needs to combine and consolidate electronic document management efforts and then integrate a-DMS with GIS.and the web. Develop E-Government Strategy. E-Government is about optimizing service, better constituency participation t and generally more efficient governance. Rapidly expanding Internet usage coupled with the right mix of electronic government to business (G2B), government to government (G2G), and government to citizens (G2C) initiatives offer a multitude of opportunities for the City to better serve its constituents. Gartner organizes e- 1 Government into four stages: presence, interaction, transaction and transformation. The City is at stage three, transaction e-Government development, which is characterized by empowering the public to conduct and complete entire tasks online (e.g., online reservation/registration, online permitting, utility billing payment processing). The City needs an e-government strategic plan that translates ambitious visions and mission statements into initiatives for effective and efficient delivery of services to constituents. Develop Public Key Infrastructure (PKI) Strategy. PKI includes policies and procedures for establishing a secure method for exchanging information with outside organizations. It includes using certification authorities and digital signatures, as well as the hardware and software used to manage the process. PKI offers an opportunity to consistently and efficiently manage the public and private encryption keys that are useful for securing and improving the integrity of multiple e-business and other applications. The PKI strategy must be implemented in conjunction with thee-Government and security strategies. Establish Hybrid Web Infrastructure. The IT strategic plan recommends a hybrid approach for developing and maintaining the City's Web infrastructure. This approach allows the City to retain a high degree of control over the development and management of content, while the more technical processes are subcontracted to an outside Internet Service Provider/Application Service Provider(ISP/ASP)organization. Goal and Policy Links 1. 2001-05 Information Technology Strategic Plan. 2. 2001-05 Capital Improvement Plan 3. Financial Plan productivity policy that recognizes the importance of new technology and related capital investments in improving productivity. 273 GtNERAL GOVERNMENT STRATEGIC SYSTEMS.AND SOFTWARE IMPROVEMENTS Project Work Completed The City Clerk has completed a needs assessment and preliminary RFP for the a-DMS project. However, given the time that will have elapsed by 2005-06, this will need to be revisited. Environmental Review ' No environmental review required. Other Special Review Considerations t None Project Phasing and Funding Sources Project Costs by Tye Project Costs To-Date 2003-04 2004-05tal 5- 2006-07 To Design and Implement a-DMS 650,000 650,000 Develop.e-Government Strategy 150,000 150,000 Develop Public Key Infrastructure Strategy 60,000 60,000 Establish Hybrid Web Infrastructure 25,000 1 1 25,000. Total 885,000 885,000 Project Costs by Source Project Costs To-bate 2003-04 2005-06 2006-07 Total General Fund 619,400 619,400 Water Fund 88,500 88,500 Sewer Fund 88,500 88,500 t Parking.Fund 44,300 44,300 Transit Fund 44,300 44,300 Total 1 885,000 885,000 Department Coordinator and Project Review/Support Department Coordinator: Teri Maa, Information Systems Manager Project Review and Support: Department record coordinators Alternatives 1. Defer the project or change its scope. The proposed phasing schedule and project scope represents the priorities adopted by the Council, based on recommendations by Gartner(the City's management consultant), 274 GENERAL GOVERNMENT STRATEGIC SYSTEMS AND SOFTWARE IMPROVEMENTS CAO, Department Heads and technical staff recognizing the City's fiscal limitations. While it could certainly be modified,it will result in lower productivity,customer service and public access to city information. 2. Deny the project. Given the importance of information technology in increasing productivity and improving customer service, malting no investment in this area at all over the next four years is not recommended. Project Effect on the Operating Budget ' 1. During implementation. Significant staff time will be required by Information Systems in managing these projects. Installations can be expected to have some impacts on department operations while they are being implemented. 2. After implementation. Ongoing support costs will be reasonable. 1 1 1 1 275 PUBLIC SAFETY RADIO SYSTEM UPGRADE CIP Project Summary I Upgrading the radio system will cost will cost $104,300 in 2003-04 for the study and project management, and $918,800 in 2004-05 for equipment acquisition and project contingency. Project Objectives 1. Design a reliable, cost-effective replacement for our existing radio system The last time any significant modifications were made to this system was in 1994, when some of these components were destroyed in the 1994 Highway 41 Fire. 2. Ensure the system is reliable and dependable during a major emergency by "hardening" the entire system ' This includes redundant systems,back-up generators,and an essential spare part inventory. 3. Install a system that will meet future needs. 4. Replace 30 Fire Department radios. 5. Replace 80 Police Department radios. 6. Replace 10 Public Works/Utilities Radios. Existing Situation Staff Resources. The existing radio and paging system have been pieced together for the past 20-30 years. They I no longer meet our needs, yet are critical to the basic mission of the entire organization. The size and scope of this project is beyond the current capabilities of staff, given our existing workload. An outside consultant would ' assist us in developing an objective timeframe. The consultant will have the necessary technical information and . expertise to formulate a well-thought-out,cost-effective project. Radio Infrastructure. Many components are over 20 years old,consistently fail during a heavy rain, parts are no longer available, and service has become problematic. The Public Safety Departments as well as Public Works and Utilities staff rely heavily on the radio system for day-today operations. The system is essential during major emergencies and it consistently fails during a heavy rain. A main component of the system is the South Hills radio repeater site. For years we were the only occupant on this privately held site. With the advent of cell phones, we now share this site with a large group of other users. We are constantly facing compatibility ' problems as our equipment becomes co-mingled with other frequencies in use on the hill. Portable Radios. The City currently owns approximately 170 portable radios, 50 of which are in disaster preparedness caches. These 50 radios were purchased new for"Y2K,"but also serve our needs in special events such as Mardi Gras and the Triathlon. They are primarily in reserve for major emergencies. These radios are quite adequate and there is no plan to replace them. The Fire Department portable radios all vary in age, make and model. Some parts are no longer available. The incident call-load has reached a point where a separate channel must be used to manage multiple calls. The ' current portable radios do not allow the company officers to easily switch from one frequency to another frequency or monitor several frequencies at one time. The Police Department radios are in a much similar condition. Not much is currently known of the other portable radios in service in the City. However, it can be assumed that they are old and not easily serviced. 276 ' i ' PUBLIC . ' RADIO SYSTEM UPGRADE I Goal and Policy Links 1. The 2001-05 Information Technology Strategic Plan adopted by the Council in March 2001,which identifies replacing and upgrading the radio and paging system as a high priority ' 2. 2001-05 Capital Improvement Plan Project Work Completed ' In April 2002,Council authorized the Fire Department to issue a request for proposal for radio and paging system design services. After proposals were submitted, the project was put on hold pending the transfer of wireless responsibilities to Information Systems and will be revisited when the Telecommunications Supervisor position is filled. Environmental Review None. Other Special Review Considerations ' None. Project Phasing and Funding Sources 1 Pro'ea Costs by Type Project Costs ' To-Date 2003-04 2004-05 2005-06 2006-07 Total Study/Design 50,000 35,000 85,000 Equipment Acquisition Base Station/Repeater 180,000 180,000 Receive-Only Equipment 162,000 162,000 Portable Radios 120,000 120,000 Backup Generators 272,000 272,000 Spare Parts 46,200 46,200 ' Construction Management Installation/Integration/Training 69,300 69,300 Project Management 69,300 69,300 ' Con ' ency 1 69,3001 69,300 Total 1 50,0001 104,3001 918,8001 1,073,100 277 PUBLIC i RADIO SYSTEM UPGRADE I Funding Sources 1. 80% of the study and upgrade of the radio infrastructure will be funded by the General Fund and 10% each by the Water and Sewer Funds. 2. In accordance with the City's debt management policies, the equipment purchases will be funded through a ' ten-year equipment lease purchase agreement (a type of debt financing commonly used for long-term equipment acquisitions). Department Coordinator and Project Review/Support 1. Department Coordinator. Teri Maa,Information Systems Manager 2. Project Review and Support. Police (Joe. Hazouri, Administrative Lieutenant and Kerri Rosenblum, Communications Manager), Fire (Tom Zeulner, Battalion Chief), Public Works (Dave Smith, Building Maintenance Supervisor). ' Alternatives Deny the Project. Denying this project would force the City to continue to rely on a radio system which is no longer serviceable and has consistently failed when it is most crucially needed. Operating Program ' Information Systems Project Effect on the Operating Budget 1. During design and implementation, significant staff resources will be committed to project management from Fire,Police,Engineering,Building Maintenance and Information Systems. 2. After installation, similar levels of maintenance and operation staffing and support will be required. 3. Annual debt service payments upon completion will be about$125,000 per year. 278 ' GEN�AA"OVERNMENT AERIAL PHOTOS CI P Project Summary Acquiring new high-resolution digital_ aerial photos including the area within the city limits and city-owned open space will cost$40,000 in 2003-04. Project Objectives 1. Ensure that digital aerial photographs accurately reflect current conditions I 2. Support the safety of citizens and public safety staff 3. Provide reliable source data for updating GIS information ' Existing Situation Several City Departments regularly use aerial photos and GIS as an information resource. The Fire Department uses aerial imagery to help establish boundaries and methods of firefighting for open space/environmental areas. ' The currency and accuracy of the photos are important to the Police Department, who use this resource for strategic planning and critical incident response. The aerials are also used to set up strategies for traffic control, perimeter control; search/rescue and SWAT activities. The photos aid the Park Rangers in monitoring our Open 1 Space areas and help identify potentially sensitive habitats. Community Development and Public Works use the aerials constantly as a planning tool and as a reference for engineering and other projects. Layers of the City's GIS are updated with the help of aerial photos, such as building footprints and annexation areas. Our most recent aerial photos were acquired in February 2000. There have been significant changes since that time—new residential neighborhoods,new commercial areas and new open space acquisitions. This information ' resource is overdue for an update. Goal and Policy Links ' 1. Adopted Geodata Services program goal: accurate, comprehensive, and up-to-date City maps and associated land use and infrastructure inventories 2. 1995 Information Technology Master Plan 3. 1997-99 Financial Plan,pages E-11 and E-32 Project Work Completed 1 Design started in Fall 2003 and should be completed by June 2004. ' Environmental Review No environmental review required. 1 ' 279 I GENERAL GOVERNMENT AERIAL PHOTOS Project Phasing and Funding Sources I Project Costs by Type Project Costs To-Date 2003-04 2004-05 2005-06 2006-07 1 Total Equipment Acquisition 40,000 1 1 1 1 40,000 Total 40,000.1 1 1 40,000 Project Funding by Source: General Fund Department Coordinator and Project Review/Support ® Department Coordinator: Alice Carter ■ Project Review and Support: Mike McCluskey ' Operating Program Geographic Information Services(50450) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 40 Location Map See following page. 1 1 280 I GENERAL ' AERIAL PHOTOS I f r � f. 4. ' i'rLA r.lL• •y •A r ;tea •ti••.•:.' Y4 YY �N.Y Water.Treatment Plant 4 } a ML' a;L.L 1 4tf��\.4 S"r '4:y.• •• L'. •\0..7.i;: {CAC\:VCf :L?' ..; }L`L.( ''}Cy,4+:�F.{. ' FY •AJ.M•I AM•r•.•• A 'F: r}J. A F•.�A! 4•'• / .YOLK L•• ,• 4•Y4{•� ♦ L4 K L.4. Y; J..VY.�'7r}' .rtr�.♦ Y,. 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J.JK»Ct A .A}}" ..A .s Y, 43 JS,�'�.`ty�!h'.i�\.4J}�{V 4{u{:�Z�•�'tiy{ .r�r.`''?�vr'. yt%i V' S Y}YJM}1"'•'pV� ' r Y.ir_• y.4J r.� Y Q Water Treatment Plant City Owned Open Space 4 Oreenbett CRy Limit ® Urban Reserve Line ® Watershed Potential Photo Area 1 Area of Interest for Aerial Photos ' 281 'GENERAL . . 1 CORPORATION YARD ADMINISTRATION BUILDING ROOF REPAIR CIP Project Summary 1 Repairing the roof of the Corporation Yard Administration Building will cost$22,000 in 2003-04. Project Objectives 1. Prevent further roof leaks and more expensive future repairs 2. Protect building components and furnishings from damage by roof leaks Existing Situation The roof on the Corporation Yard Administrative Building(referred to as Building B on the architectural plans)is ' 19 years old and has developed several serious leaks. Examination by a local metal building contractor has revealed problems resulting not only from age but also from inferior sheet metal design details on the original building plans. During rainstorms these roof leaks are allowing water to enter attic spaces as well as interior office and common areas. This infiltration has damaged ceiling tiles,drywall,floor tiles,carpeting;office furnishings and equipment, and metal roof panels. It is also encouraging fungus and mold growth and is threatening electrical equipment and wiring. This project will repair or replace six defective roof curbs,one damaged roof hatch,22 pipe penetrations,and four interior building corners. Goal and Policy Links Adopted Building Maintenance Program goals: comfortable and productive work environments, safe and energy- efficient buildings,maximum building service life. Project Work Completed A metal building contractor has examined the roof,recommended corrections, and estimated the cost of work. Environmental Review No environmental review required Project Phasing and Funding Sources Pro'ect Costs by Type Project Costs To-Date 2003-04 2004-05 1 2005-061 2006707 Total Construction .22 000 _ 22,000 Total 22.000 22 000 Project Funding by Source: General Fund 282 GENERAL GOVERNMENT ' CORPORATION YARD ADMINISTRATION BUILDING ROOF REPAIR I Department Coordinator and Project Review/Support ■ Department Coordinator:Dave Smith ' ■ Project Review and Support: Michael McGuire Operating Program ' Buildings Maintenance(50230) Project Effect on the Operating Budget Hours of staff time needed for project coordination: 25 1 ' 283 GOVERNMENT 1 FLEET REPLACEMENT—BUILDING MAINTENANCE CIP Project Summary Replacing a 1990 Dodge D2503/4-ton pickup truck with one new 3/4-ton service body truck will cost $26,000 in 2005-06. The unit to be replaced is fully described in the table attached at the end of this request. Project Objectives 1. Maintain fleet reliability 2. Keep maintenance costs reasonable 3. Improve employee productivity Eadsting Situation The decision to replace a fleet unit is based on combination of the following factors: 1. Actual miles or hours of operation compared to expected miles or hours 2. Actual years of operation compared to expected years 3. Possible unsuitability of the equipment for future operations 4. Evaluation of mechanical condition by the Fleet Maintenance Supervisor 5. Evaluation of maintenance costs by the Fleet Maintenance Supervisor Goal and Policy Links 1. Fleet Management Policy(Section 405 of the Finance Management Manual) 2. 2001-03 Financial Plan,pages E-15 and E-40 Project Work Completed 1. Public Works has evaluated the mechanical condition and maintenance history of the unit to be replaced. 2. Public Works has met with the Facilities Maintenance Supervisor to ensure that the replacement unit has been correctly specified. Environmental Review No environmental review required. Project.Phasing and Funding Sources Project Costs by Type Project Costs To-Date 2003-04 2004-05 2005-061 2006-07 Total Equipment Acquisition 1 26,0001 26,000 Total 1 -26.000126 000 Project Funding Source:Fleet Replacement Fund 284 i GENERAL GOVERNMENT FLEET REPLACEMENT—BUILDING MAINTENANCE ' Department Coordinator and Project Review/Support ' ■ Department Coordinator: Dave Smith ■ Project Review and Support: Ron Holstine/Dave Elliott IOperating Program 1 Building Maintenance(50230) Project Effect on the Operating Budget ' Hours of staff time needed for project coordination: 8 ' Description of Truck to be Replaced: Replacement Unit and Cost Detail: ' City Fleet Number: 9008 Make: Chevrolet* Model Year: 1990 Model: 2500* Make: Dodge_ Description: 3/4-Ton SB Trk Model: D-250 Base Vehicle Cost: $18,840 ' Description: 3/4-Ton PU Trk Sales Tax 07.25 Percent: $1,366 Year Entered Service: 1990-91 Delivery: $300 tScheduled Replacement Year: 2001-02 Cash Discount: -$500 Recommended Replacement Year: 2005-06 Lumber Rack: $1,600 ' Original Acquisition Price: $15,347 Rotating Light: $150 Estimated Surplus Value: $1,000 Radio: $850 ' Odometer Reading at 12/02: 33,649 Contingencies @.5 Percent: $2,512 Total Maintenance Cost at 12/02: $4,726 Total Acquisition Cost: $25,118 ' Target Age: 11 Projected Age at Replacement: 15 * or equal ' Target Mileage: 90,000 Projected Mileage at Replacement: 42,061 285 GENERAL GOVERNMENT CIP RESERVE Project Summary - 1 Funding a reasonable General Fund CIP Reserve of $250,000 (about 5% of General Fund CIP projects over the next two years) will help ensure adequate contingency funding for approved Capital Improvement Plan (CIP) projects in 2003-05. Council approval will be required on a case-by-case basis to allocate funding from this reserve. ' Project Objectives Mitigate the impact of unforeseen costs for approved General Fund CIP projects in 2003-05 on the City's financial condition. Existing Situation t The City first implemented the General Fund CIP reserve concept with the 2001-03 Financial Plan, in light of experiences with the need to fund supplemental project requests, bid-overages on key projects (largely due to an adverse construction market) and unexpected(but necessary)change orders on several key projects in progress. While the construction market has improved since then, and our bid "estimates versus.actual" has significantly improved, the fact remains that until study and design phases are completed, construction budgets are "reconnaissance-level' estimates at this stage in the process. As such, creating a modest CIP reserve is a reasonable way of mitigating this cost concern. Moreover, given our significant reductions in the 2003-05 General Fund CIP based on its"maintenance-only"focus as part of our budget-balancing strategy, there are fewer opportunities for re-scoping or re-phasing other projects in the event that supplemental funding needs arise over the next two years. Goal and Policy Links Financial Plan policy of preserving the City's long-term fiscal health and setting aside reasonable fund balances for unforeseen circumstances. Alternatives Do Not Fund a CIP Reserve. Given our recent experience,this is likely to lead to one of three outcomes: 1. Reducing the scope,deferring or deleting projects that come in over budget. 2. Reducing, deferring or deleting funding from other approved projects in order to free-up additional project funds. 3. Reducing operating programs (and related service levels)in order to free-up additional project funds. 4. Drawing down upon our unreserved General Fund balance and weakening our financial condition. Based on the likelihood of at least one of these occurring during 2003-05, we do not recommend this option. Project Effect on the Operating Budget This will have a favorable impact on the operating budget by limiting the chances that reductions will have to be made in order to fund high-priority CIP projects. 286 CIP STATUS REPORT OVERVIEW This section presents the status of our current Capital uncommitted balance remaining would show as Improvement Plan (CIP) as of April 30, 2003. It is $100,000. ' organized into three sections: In short, whether presented on a project-to-date 1. Status of Major CIP Projects. This one-page or year-to-date, the uncommitted available chart concisely presents our progress to-date on balance is the same. However, in reviewing the 18 major CIP projects by presenting the"percent report,it is important to note that there may have complete" based on the phase that it is in: been significant activity in prior years. ' construction,design or study. Lastly, this report presents projects based on the As reflected in this summary, we are making Fund it is financed through, such as the ' excellent progress on our highest-priority CIP Community Development Block Grant, Capital projects. Outlay Fund (our largest CIP fund, largely financed through the General Fund) and the 2. Status of Construction Projects. Similar to the Water Fund. status report on Major CIP Projects, this report presents the status of all construction projects currently in progress. As such, it does not include most equipment purchases (such as fleet replacements), land acquisitions or payments to other organizations. It also does not include any projects completed during the year: only those currently in progress. ' Like the report on major CIP projects, it presents the status of each project by showing the "percent complete" based on the phase that it is in: construction, design or study/environmental review. 3. CIP Financial Report. This report presents the financial status of all CIP projects with activity during the fiscal year. As such, it includes equipment and land purchases as well as some completed projects. This report is fiscal-year based. This means it 1 shows the current fiscal year budget, expenditures, encumbrances and remaining balance for all project phases approved to-date. For example, if a project had a project budget of $800,000 last fiscal year, and spent $200,000 last year,the current fiscal year budget shown in the report would be $600,000: the budget available for the current fiscal. And if we have 1 spent $150,000 this fiscal year, and there is $350,000 remaining to be paid on the contract ("encumbered"), then the current fiscal year 287 CIP STATUS REPORT STATUS OF MAJOR C1P PROJECTS: FOURTH QUARTER OF 2002-03 ' Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ' UNDER CONSTRUCTION ' Laguna Lift Station 1999-01 Paving Program ' 2001-03 Paving Program ' Railroad Safety Trail: Phase II Osos Street Transit Center Marsh Street Garage Expansion Damon-Garcia Athletic Fields Ludwick Center Remodel ' �- UNDER DESIGN Water Reuse Orcutt Road Widening ' Flood Protection & NPDES ' EI Chorro Park Athletic Fields Palm-Morro Parking Structure/Offices ' UNDERSTUDY Radio SystemUpgrade ' Water Supply Projects Higuera Street Widening ' Bob Jones City-to-Sea Bikeway North Area Regional Facility ' 288 ' ■ REPORT• STATUS OF CIP PROJECTS UNDER CONSTRUCTION Percent Complete ' • • 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Water Reuse ' Tree Removal & Replacement Downtown Sewer/Water II ' Downtown Sewer/Water I 2002-03 Paving ' Damon-Garcia Sports Fields RR Transp Center (multimodal) ' Recreation Center Remodel Opticom And Battery ' Neighborhood Traffic Mgmt Santa Rosa Park Renovations ' Marsh St Bridge Silt Removal Lateral Rehab Program -7 , South Higuera Sidewalk Interconnection Conduit ' Higuera Mid-block Crosswalk Garage Renovation & Repairs ' Women's Locker Room Remodel Downtown Transfer Center Downtown Sprinkler Reimb ' Downtown Access Improv Valve & Meter Replacement WR ' Digester#1 Repair Dam Removal SLO Creek Distribution Improvements 2002-03 - Creek Bank Mitigation Controller Replacements Boy Scout Bldg Abatement ' Adobe Restoration ' 289 CIP STATUS REPORT STATUS .O - STATUS OF CIP PROJECTS UNDER DESIGN ' Percent Complete 0% 10% 200/6 30% 40% 50% 60% 70% 80% 90% 100% ' Collection System Impvts 02-03 W RF TF3 Pump &Valves ' Distribution System Impvts 02-03 ' Storm Sewer Improvements Sewer Main RR Pismo Roundhouse ' Reservoir 1 /Miossi Rd Transmission Main Palm-Morro Parking/Office ' Neighborhood Traffic Mgmt ' Montalban Street Bridge Mission Walkway Stabilization ' Mission Plaza Repairs Mission Plaza Dog Leg ' Lighted Softball Fields , Laguna Lake Nature Park II Grand/Mill/Palm Collection System ' Glare Deflectors Palm Garage Foothill Blvd Bridge ' Bus MtceFacility Expansion ' Bullock Ln Realign/Signalize Bridge Repair Golf Course ' Bridge Maintenance Alrita Pump Station 2003-04 Sidewalk Ramps 171 ' 290 CIP STATUS REPORT ' STATUS OF CIP PROJECTS UNDER STUDY/ENVIRONMENTAL REVIEW Percent Complete Study/Envi ron mental Review 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ' Tank Farm Silt Removal Short Range Transit Plan ' NARF-Transit Site ' NARF- Parking Mission Walkway Stabilize Mission Plaza Dogleg ' Airport Area Specifc Plan Laguna Lake Dredging ' Traffic Signal Master Plan ' Higuera Widening Marsh/High Foothill Blvd Bridge fWaterway Management Plan ' Bullock Ln Realign/Signalize Old Creek Habitat Plan W RF Master Plan Implementation Nacimiento Pipeline 1 1 291 )5/09/03 CITY OF SAN LUIS OBISPO PAGE 1 1CCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS ;ELECTION CRITERIA: expledgr.account between '90000' and 199999' FUND - 240 - CDBG FUND ' FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ' ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90167 EOC PROGRAM OFFICES 100,000.00 .00 .00 .00 100,000.00 .00 90279 FOOD BANK WAREHOUSE 28,000.00 .00 .00 .00 28,000.00 .00 90280 JUDSON TERRACE SR HOUSING 94,000.00 .00 :00 94,000.00 .OD 1.00 90281 AIDS NETWORK PROPERTY REN 35,000.00 .00 .00 35,000.00 .00 1.00 90326 HUASNA/OCEANAIRE SDWLK/TR 130,671.00 25.00 .00 25.00 130,646.00 .00 ' 90355 SO HIGUERA APARTMENTS 340,667.00 .00 .00 340,667.00 .00 1.00 90356 JUDSON TERRACE ACCESS 108,000.00 .00 .00 108,000.00 .00 1.00 99246 ADOBE RESTORATION 228,269.32 .00 205,232.00 -7,436.43 30,473.75 .87 99510 HOUSING PROGRAMS 1,690.00 .00 788.00 .00 902.00 .47 ' 99625 HISTORICAL MUSEUM 34,943.49 .00 .00 .00 34,943.49 .00 99834 SENIOR HOME REPAIR PROG 1,043.00 .00 .00 .00 1,043.00 .00 99839 ECONOMIC VITALITY LOAN 116,201.55 .00 110,207.05 3,442.50 2,552.00 .98 99868 CDBG SIDEWALK RAMPS 82,986.53 .00 .00 .00 82,986.53 .00 TOTAL CAPITAL PROJECTS 1,301,471.89 25.00 316,227..05 573,698.07 411,546.77 .68 TOTAL CAPITAL PROJECTS 1,301,471..89 25.00 316,227.05 573,698.07 411,546.77 .68 TOTAL CDBG FUND 1,301,471.89 25.00 316,227.05 573,698.07 411,546.77 .68 1 1 1 I 1 RUN DATE 05/08/03 TIME 10:00:29 PEI - FUND ACCOUNTING 292 A5/09/03 CITY OF SAN LUIS OBISPO PAGE 2 CCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr..account between 190000' and 199999' U- 250 - LAW ENFORCE GRANT FUND ION 70 - CAPITAL PROJECTS- PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ICCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD U050 MOBILE COMPUTERS 399,576.94 .00 92,069.88 103,197.67 204,309.39 ..49 0376 SECURITY.ENHANCEMENT 33,854.00 .00 .00 .00 33,854.00 .00 UAL CAPITAL PROJECTS 433,430.94 .00 92,069.88 103,197.67 238,163.39 .45 ITAL CAPITAL PROJECTS 433,430.94 .00 92,069.88 103,197.67 .238,163.39 .45 TAL LAW ENFORCE GRANT FUND 433,430.94 .00 92,.069.88 .103,197.67 238,163.39 .45 1 1 1 1 RUN DATE 05/08/03 TIME 10:00:29 PEI - FUND ACCOUNTING 293 05/09/03 CITY OF.SAN LUIS OBISPO PAGE 3 ' ACCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgi.account between 190000' and '99999' FUND - 400 - CAPITAL OUTLAY FUND FUNCTION. - 70 - CAPITAL PROJECTS .PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ' ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90013 FLOOD PLAN PHASE II 88,030..03 .00 31,277..30 52,975.72 3,777..01 .96 90052 WOMENS LOCKER ROOM-POLICE 271,531.39 64,456.46 140,815.85 120,953.04 9,762.50 .96 90073 HIGUERA WIDENING MARSH/HI 626,065.00 .00 .00 .00 626,065.00 .00' 90078 SO HIGUERA RECONSTRUCTION 3,655..98 ..00 .00 3,655.98 .00 1.00 90079 CONTROLLER REPLACEMENTS 82,850.43 .00 31,906.88 7,613.08 43,330.47 .4 81 90080 INTERCONNECTION CONDUIT 81,219.46 3,457.95 .00 13,611.16 67,608.30 .17 90081 OPTICOM AND BATTERY 34,000.00 .00 .00 .00 34,000.00 .00 -- 90083 MARSH ST BRIDGE SILT. 17,746.00 .00 1,152.41. 16,451.46 142..13 .99 90084 BOB JONES BIKE TRAIL 23,117..33 ,00 4,031.74 19,085.59 .00 1.00' 90088 GARDEN STREET MAKEOVER 27,912.50 5,520.00 20,255.50 5,710.00 1,947.00 .93 .90094 NEIGHBORHOOD GYMNASIUMS 75,000.00 .00 _00 75,006..00 _00 1.00 90106 SPRR FREIGHT WAREHOUSE 413,525.57 2,161.98 38,538.02 2,612.03 372,375.52 .10 90107 DOWNTOWN PLAN PROPERTY 14,229.60 .00 .00 .00 14,229.60 .00� 90108 RESTROOMS DOWNTOWN 5,985.74 :00 .00 .00 5,985.74 .00 90109 PERFORMING ARTS CEN EQUIP 157,847.97 .00 .00 157,800.00 47.97 1.00 .90114 OFFICE APPLICATION SOFTWA 72,100.00 .00 .00 18,953.71 53,146.29 .26 90115 BUILDING PAINTING 64,198.26 .00 .00 .00 64,198..26 ..00' 90116 HVAC IMPROVEMENTS 63,854.30 .00 7,217.82 55,892.26 744..22 .99 90117 CIVIC. CENTER IMPROVEMENTS 4,605.52 .00 _00 ..00 4,605.52 .00 90135 TR 1750-6 MIT-OPTICOM 10,000.00 .00 .00 ..00 10,000..00 .00' .90136 JOHNSON AVE REHAB 4,600.00 .00 - .00 4,600..00 .00 1.00 .90142 CAHLECAST 544.47 .00 .00 1,523.14 -975_67 2.80 90144 ORCUTT ROAD OVERPASS 7,979.46 .00 .00 .00 7,979.46 .00 90148 TRAFFIC SIGNAL MASTER PLN 37,500.00 .00 .00 ..00 37,500.00 .00 90162 STREET SIGN REPLACEMENT .176,286.39 .00 94,905.80 31,629.32. 49,751.27 .721 90163 RECREATION CENTER REMODEL 843,871.60 52,830.51 716,960.76 84,622.93 42,287.91 .95 90195 MORRO BICYCLE BLVD 415,690.66 1,050.00 10,620.35 9,126.69 395,943.62 .05 .90196 MISSION PLAZA DOG LEG .103,412.84 1,015.60 3,338.40 2;940.60 97,133.84 .06' ,90197 _FOOTHILL BLVD BRIDGE 1,005,647.97 .3,959.90 80,739.89 80,681.29 844,226.79 .16 90207 NARF-TRANSIT SITE 66,835.90 .00 11,924.77 48,075.23 6,835.90 ..90 90210 RECONSTR 6 RESURF 2001-03 9,550.00 .00 2,120.33 7,429.67 .00 1.00' 90214 HIGUERA MID-BLACK CROSS 36,000.00 .00 .00 32,360.88 3,639.12 .90 90215 CIP RESERVE 83,500.00 .00 _00 _ .00 83,500_00 .00 90216 POLICE FACILITIES PLAN 50,000.00 -1,560.02 760.45 39,071.20 10,168.35 .80 90221 EXTRICATION TOOL 9,473.49 .00 .00 .00 9,473.49 .00 90222 .RADIO SYSTEM UPGRADE 50,000.00 ..00 .00 .00 50,000.00 .00' 90223 RADIO CONSOLE & DISPATCH 175,000.00 .00 .00 .00 175,000.00 .00 90224 PAGING SYSTEM TERMINAL 75,000.00 ..00 .00 .00 75,000.00 .00 90240 DT SEWER/WATER/ST DRN IMP 2,100.00 .00 .00 .00. 21100.00 .00' 90253 LOVR MEDIANS 341,000-00 12,271.94 1,270..00 12,271.94 327,458.06 .04 90254 BRIDGE MAINTENANCE 20,000.00 .00 .00 .00 20,000.00 .00 90261 DT SEWER/WATER IMPROVMNT .00 .00 .00 67..32 -67.32 .00' 90262. NEW SIDEWALK CONSTRUCTION 102,596.11 .00. .00 1,694.52 100,.901.59 .02 RUN DATE 05/08/03 TIME 10:00:30 PEI - FUND ACCOUNTING 294 A5/09/03 CITY OF SAN LUIS OBISPO PAGE 4 CCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and 199999' 400 - CAPITAL OUTLAY FUND CrI-ON - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ tCCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES - ?h'BALANCE BUD 90263 SOUTH HIGUERA SIDEWALK 328,900.00 353.41 .00 619.93 328,280.07 .00 0269 LIGHTED SOFTBALL FIELDS 500,000.00 1,900.00 .00 1,900.00 498,100.00 .00 0271 SANTA ROSA PK RENOVATIONS 18,500.00 .00 .00 .00 18,500.00 .00 90272 LAGUNA HILLS PLAYGROUND 166,400.00 .00 600.00 11,499.45 154,300.55 .07 0273 RODRIGUEZ ADOBE PARK 95,238.19 .00 .00 1,208.69 94.,029.50 .01 0274 MISSION WALKWAY STABILIZE 46,077.25 ..00 .00 5;609.12 40,468.13 .12 0276 CHEMICAL STORAGE SWIM CEN 45,000.00 .00 .00 .00 45,000.00 .00 .90278 JACK HOUSE ROOFING 24,868.10 .00 .00 .00 24,868.10 .00 0282 FILE SERVER/TAPE BACKUP 27,803.09 .00 .00 .00 27,803.09 .00 0283 NETWORK SECURITY 40,000.00 '.00 .00 .00 40,000.00 .00 90285 CITY HALL WINDOW REPLACE 536.26 .00 .00 .00 536.26 .00 90286 LIBRARY PAINTING (508) 60,000.00 .DO .00 50,481.49 9,518.51 .84 0290 FILE SERVER - POLICE 5,246.97 .00 .00 , .00 5,246.97 .00 0313 BOY SCOUT BLDG ABATEMENT 15,720.00 .00 .00 15,720.00 .00 1.00 90316 PORTABLE RESTROOM REPLACE 36,547.71 .00 .00 35,.098.86 1,448.85 .96 90320 LAGUNA LK NATURE PARR II 67,058.00 .00 .00 .00 67,058.00 .00 0321 SUMMER 2002 PAVING 1,810,000.00 44,416.93 167,147.90 1,492,799.22 150,052.88 .92 0322 CURB 6 GUTTER-OCEANAIRE 937,500.00 87,665.41 .00 871,054.86 66,445.14 .93 90323 COPELAND PARKING GARAGE 4,750,800.00 .00 92,625.27 79,044.73 4,579,130.00 .04 90324 STREET SLURRY SEAL-2002 234,833.98 .00 .00 211,709.05 23,124.93 .90 1 90326 HUASNA/OCEANAIRE SDWLK/TR. 52,000.00 61.00 9,228.00 39,493.00 3,279.00 .94 90346 RECONST 6 RESURFACE 1,012,310.99 .00 .00 25,778.40 986,532.59 .03 90351 SAND FILTRATION-POOL .15,000.00 .00 .00 .00 15,000.00 .00 90353 JACK HOUSE.FOUNDATION REP 7,000.00 .00 .00 .00 7,000.00 .00 90360 STATION 3 DRIVEWAY IMP 15,400.00 .00 .00 862.25 14,537.75 .06 90361 TRAFFIC,SIGNAL BBS EQUIP 41,200.00 .00 .00. .00 41,200.00 .00 90363 RR MUSEUM PUBLIC ART 19,000.00 .00 .00 .00 19,000.00 .00 1 90374 PUBLIC ART-PUCK SCULPTURE 73,000.00 .00 .00 67,524..00 5,476.00 .92 90375 PUBLIC ART-HEY DIDDLE 8,250.00 .00 .00 7,930.00 320.00 .96 90377 ENERGY CONSERVATION PROJ 471,700.00 .00 396,572.00 75,128.00 .00 1.00 90395 DOWNTOWN PAVING 2003 150,000.00 .00 .00 .00 150,000.00 .00 '90398 TRAFFIC SAFETY REPORT IMP 35,000.00 .00 4,999.00 .00 30,001.00 .14 99028 MISSION PLAZA IMPROVEMENT 32,782.85 .00 3,140.00 .00 29,642.85 .10 99059 RR TRANS CNTR(MULTIMODAL) 108,999.10 .00 4,882.32 30,184.36 73,932.42 .32 '99082 SANTA ROSA ST BRIDGE REPL 26,107.04 675.00 7,788.17 1,350.00 16,968.87 .35 99096 PARK RENOVATIONS 20,000.00 .00 .00 .00 20,000.00 .00 99103 CITY-WIDE NETWORK IMPROV 226.27 .00 .00 .00 226.27 .00 99104 CLERK RECORDS MGMT SYS 89,923.29 .00 .14,400.00 5,424.16 70,099.13 .22 99110 LAGUNA LAKE DREDGING 61,533.10 .00 40,582.68 4,582.14 16,36B.28 .73 99213 610 MONTEREY ACQUISITION 13,939.70 .00 .00 .00 13,939.70 .00 99232 JOHNSON AVE BRIDGE 37,935.95 2,904..25 26,138.95 4,351.96 7,445.04 .80 99257 MISSION PLAZA.REPAIRS 83,251.25 .00 .00 .00 83,251.25 .00 '99267 DOWNTOWN TRANSFER CENTER 124,766.06 450.00 68,805.16 21,944.63 34,016.27 .73 RUN DATE 05/08/03 TIME 10:00:30 PEI - FUND ACCOUNTING 295 i 05/09/03 CITY OF SAN LUIS OBISPO PAGE 5 ACCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and '99999' FUND - 400 - CAPITAL OUTLAY FUND ' FUNCTION - 70 - CAPITAL PROJECTS - PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 99273 SOUND WALL 175,000.00 .00 .00 .00 175,000.00 .00 99501 NEIGHBORHOOD TRAFFIC MGMT 22,.862.87 119.09 .00 400.43 22,462.44 .02 ' 99504 HIGUERA ST BRIDGE STUDY 1,944,977.43 .00 141,155.00 132,643.99 1,671,178.44 .14 99553 BANK STAS-3546 S HIGUERA 17,452.88 .00 17,452.88 .00 .00 1.00 99555 BANK STAB-3026/30465 HIG 34,761.98 .00 34,761.98 .00 .00 1.00 99608 BULLOCK IN REALIGN/SIGNAL 141,554.07 .00 .00 .00 141,554.07 .00 99614 RR BIKE PATH PHASE II 9,782.50 .00 1,222.83 8,559'..67' .00 1.00 99621 ATHLETIC FIELD IMPROV 31,168.00 .00 .00 30,000.00 1,168.00 .96 99624 JACK HOUSE RENOVATIONS 4,854..67 .00 .00 3,665.37 1,189.30 .76 99626 PUBLIC ART IN-LIEU 30,277.00 .00 .00 650.58 29,626.42 .02 99679 MARIPOSA/SIO CRK-BK.STAB 5,890.44 .00 5,890.44 .00 .00 1.00 .99684 MARSH ST GARAGE EXPANSION 3,300.00 .00 .00 3,241.00 59.00 .98 99699 SINSHEIMER PR MASTER PLAN 75,014.83 .00 8,256.60 59,876.86 6,881.37 .91 99709 AIRPORT AREA SPECIFC PLAN 28,664.54 .00 28,098.54 .00 566.00 .98 .99747 ORCUTT ROAD STORM DRAIN 137,620.53 ..00 .00 137,620.53 .00 1.00 99752 SEISMIC URM GRANT PROGRAM 143,926.92 .00 .00 5,000.00 138,926-.92 .03 99753 GIS SYSTEM 27,607.36 .00 .00 .00 27,607.36 .00 ' .99813 TRAFFIC SIGNL IMPRV 97-99 253,527..08 .00 .00 .00 253,527.08 .00 99820 SIDEWALK CONSTRUCTION 25,582.02 .00 .00 .00 25,582.02 .00 99826 DAMON-GARCIA SPORTS FIELD 3,042,271.62 1,470.69 2,343,624.58 358,112.18 340,534.86 .89 .99827 MITCHELL PARK IMPROVEMENT 52,774.93 .00 .00 32,207.52 20,567.41 .61 ' .99831 MURRAY ADOBE 93,193.64 .00 1,400.00 88,189.12 3,604.52 .96 99832 RODRIGUEZ ADOBE 179,629.82 .00 .00 .00 179,629.82 .00 99842 WIDE AREA NETWORK IMPRMTS 322,524.86 .00 .00 40,394:91 282,129.95 .13' 99846 GIS FILE SERVER 8,937.00 ..00 .00 1,.017.80 7,919.20 ..11 99849 LIBRARY ELECTRICAL 17,450.00 .00 900.00 2,550.00 14,000.00 .20 99853 CONST EQUIP SHELTER 29,286.19 .00 670.50 23,948.47 4,667.22 .84 99864 CREEK BANK MITIGATION 47,902.08 321.75 .00 17,252.57 30,649.51 .36 99894 SCULPTURE AT RR SQUARE 31,000.00 .00 .00 31,000.00 .00 1.00 99895 COMMUNITY BIKE LOCKERS 9,331.47 .00 .00 .00 9,331.47 .00 99899 COMPLETED PROJECTS 97,928.08 .00 .00 -300.00 98,228.08 -..00 TOTAL CAPITAL PROJECTS 24,510,473.93 286,621.89 4,618,179.07 4,943,738.06 14,948,556.80 ..39 TOTAL CAPITAL PROJECTS 24,510,473.93 288,621.89 4,618,179.07 4,943,738.06 14,948,556.80 .39 TOTAL CAPITAL OUTLAY FUND 24,510,473.93 288,621.89 4,618,179.07 4,943,738.06 14,948,556.80 .39 ' RUN DATE 05/08/03 TIME 10:00:30 PEI - FUND ACCOUNTING I 296 A5/09/03 CITY OF SAN LUIS OBISPO PAGE 6 CCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and '99999' I - 405 - TRANSPORTATION IMPACT FEE FUNCTION - 70 - CAPITAL PROJECTS PERIOD. ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ CNUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 190087 RR SAFETY TRAIL PHASE 3 125,906.40 185.46 1,113.03 13,886:97 110,906.40 .12 90197 FOOTHILL BLVD BRIDGE 50,000.00 .00 .00 .00 50,000.00' .00 90347 RR SAFETY TRAIL-PHASE 4 77,000.00 .00 .00 .00 77,000.00 .00 99613 SIGNAL IMPROV 95-97 583.73 .00 .00 .00 583.73 .00 99614 RR BIKE PATH PHASE II 58,063.43 .00 .00 .00 58,063.43 .00. 99615 BICYCLE PROJECTS 40,000.00 .00 .00 .00 40,000.00 .00 99616 MONTALBAN STREET BRIDGE 137,000.00 4,.900.00 .00 7,400.00 129,600.00 .05 99821 L0VR/HWY 101 INTERCHANGE 830,530.36 69,783.26 43,885.65 75,149-.93 711,494.78 .14 199823 ORCUTT ROAD WIDENING 1,094,000.00 - .00 .00 .00 1,094,000.00: .00 99874 BIKE PATH 1,411.15 .00 .00 .00 ' 1,411.15 .00 TOTAL CAPITAL PROJECTS 2,414,495.07 74,868.72 44,998.68 96,436.90 2;273,059.49 .06 (TOTAL CAPITAL PROJECTS 2,414,495.07 74,868.72 -44,998.68 96,436.90 2,273,059.49 .06 TOTAL TRANSPORTATION IMPACT FEE 2,414,495.07 74,868.72 44,998.68 96,436.90 2,273,059.49 .06 1 1 1 1 1 1 1 1 1 1 1 RUN DATE 05/08/03 TIME 10:00:30 PEI - FUND ACCOUNTING 297 05/09/03 CITY OF SAN LUIS OBISPO PAGE 7 ACCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 1900001 and '99999' FUND - 410 - FLEET REPLACEMENT FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90055 PATROL SEDAN REPLACEMENT 155,000.00 .00 .00 133,617..10 .21,382.90 .86 90057 POLICE SEDAN REPLACEMENT 20,000.00 .00 .00 11,621.00 8,379.00 .58 90100 TURF MOWER 48,112.35 .00 .00 48,112.35 .00 1.00 90101 PICK-UP PARKS Z LANDSCAPE 76,001.05 .00 .00 76,001.05 .00 1.00 90112 VEHICLE REPLACE-PUBLIC WK 20,348.42 .00 .00 20,348.42 .00 1.00 90255 PICKUP - STREETS 966.75 .00 .00 966.75 .00 1.00 90257 SPECIAL PURPOSE TRUCKS 26,996.30 .00 .00 15,428.60 11,567.70 .57 90288 MINIVAN CITY HALL POOL 23,000.00 .00 20,937.69 .00 2,062.31 .91 90328 FIRE ENGINE 354,000.00 .00 179,867.68 174,130.00 2.32 1.00 90329 TRAINING VAN 26,499.68 .00 .00 26,499.68 .00 1.00 90354 TRUCK REPLACEMENT-BLDG 53,500.00 .00 .00 48,463.73 5,036.27 .91. 99248 TRUCK REPLACEMENT 30,000.00 .00 .00 25,769.00 4,231.00 .86 99527 POLICE CAD 4,625.10 .00 .00 .00 4,625.10 .00 99690 WINDOWS UPGRADE 4,.952.00 .00 .00 .00 4,952.00 .00 99899 COMPLETED PROJECTS 8,790.52 .00 .00 .00 8,790.52 .00 TOTAL CAPITAL PROJECTS 852,792.17 .00 200,805.37 580,957..68 71,.029.12 .92 TOTAL CAPITAL PROJECTS 852,792.17 .00 200,805.37 580,957.68 71,029.12 .92 TOTAL FLEET REPLACEMENT 852,792.17 .00 200,805.37 580,957.68 71,029.12 .92 RUN DATE 05/08/03 TIME 10:00:31 PEI - FUND ACCOUNTING 298 05/09/03 CITY OF SAN LUIS OBISPO PAGE 8 ACCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURESTATUS SELECTION CRITERIA: expledgr.account between 190000' and 199999, . - 420 - PARKLAND DEVELOPMENT FUND CTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET .EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD. 90163 RECREATION CENTER REMODEL 21,800.00 .00 .00 .00 21,800.00 .00 99028 MISSION PLAZA IMPROVEMENT 3,249.08 .00 ..00 .00 3,249.08 .00 99031 OPEN SPACE-PARKLAND ACQUI 3,360.10 .00 .00 .00 3,360.10 .00 99699 SINSHEIMER PK MASTER PLAN 118,500..00 .00 .00 17,750:00 .100,750.00 .15 99826 DAMON-GARCIA SPORTS FIELD 1,094,500.00 ' .00 1,012,509.06 .00 81,990.94 .93 99827 MITCHELL PARK IMPROVEMENT 256,954.52 28,047.19 1,463.00 259,777.15 -4,285.63 1.02 99828 THROOP PARK RESTROOM. 2,108.21 .00 .00 .00 2,108.21 ..00 99899 COMPLETED PROJECTS 1,805.81 .00 .00 .00 1,805.81 - .00 'TOTAL CAPITAL PROJECTS 1,502,277.72 28,047..19 1,013;972.06 277,527.15 210,778.51 .86 TOTAL CAPITAL PROJECTS 1,502,277.72 28,047.19 1,013,972.06 277,527.15 210,778.51 .86 'TOTAL PARKLAND DEVELOPMENT FUND 1,502,277.72 28,047.19 1,013,972.06 277,527..15 .210,778.51 .86 1 RUN DATE 05/08/03 TIME 10:00:31 PEI - FUND ACCOUNTING 299 05/09/03 CITY OF SAN LUIS OBISPO PAGE 9 1 ACCOUNTING PERIOD: 10/03 FUNCTION.EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and 199999' FUND - 430 - OPEN SPACE PROTECTION 1 FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR.TO DATE AVAILABLE YTD/ 1 ACCOUNT - - - - - TITLE - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90186 FOSTER PROPERTY 700.00 ..00 .00 700.00 - .00 1.00 90296 DAM REMOVAL SLO CREEK 289,531.99 .00 .00 222,241.04 .67,290.95 ..77 1 90310 JOHNSON RANCH 39,946.50 2,524.00 .00 24,753..90 15,192.60 .62 .99837 OPEN SPACE PROTECTION 422,040.14 .00 .00 ..00 422,040.14 .00 TOTAL CAPITAL PROJECTS 752,218.63 2,524.00 .00 247,694.94 504,523.69 .33 TOTAL CAPITAL PROJECTS 752,218.63 2,524.00 .00 247,694.94 504,523.69 .33' TOTAL OPEN SPACE PROTECTION 752,218.63 .2,524.00 .00 247,694..94 504,523.69 .331 1 1 1 1 1 1 1 RUN DATE 05/08/03 TIME 10:00:31 PEI - FUND ACCOUNTING 1 300 A5/09/03 CITY OF SAN LUIS OBISPO PAGE 10 CCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000' and 199999' - 470 - AFFORDABLE HOUSING FUND UNCTIONN - 40 - LEISURE CULTURAL 6 SOCIAL PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ CCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD X90280 JUDSON TERRACE SR HOUSING 215,000.00 .00 .00 215,000.00 .00 1.00 TAL CAPITAL PROJECTS 215,000.00 .00 .00 215,000.00 .00 1.00 TOTAL LEISURE CULTURAL 6 SOCIAL 215,000.00 .00 .00 215,000.00 .00 1.00 VAL AFFORDABLE HOUSING FUND 215,000.00 _00 .00 215,000.00 .00 1.00 1 1 1 1 1 f I i 1 RUN DATE 05/08/03 TIME 10:00:31 PEI - FUND ACCOUNTING 301 05/09/03 CITY OF SAN LUIS OBISPO PAGE 11 ACCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS ' SELECTION CRITERIA: expledgr.account between 190000' and 199999' FUND - 500 - WATER FUND ' FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ' ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90048 FILIPPONI PROPERTY 2,267.80 .00 .00 638.05 1,629..75 .28 90063 POLYBUTYLENE REPLACEMENT 406,400.4D .00 .00 .00 406,400.40 .00 I 90114 OFFICE APPLICATION SOFTWA 6,100.00 .00 .00 .00 6,100.00 .00 90140 GROUNDWATER YIELD STUDY 260,661.34 .00 7,152.46 65,597.94 187,910.94 .28 90177 ROSEMONT/TEAR HILL FENCE 16,393.28 .00 '.00 16,.393.28 .00 1.00 90198 SLACK WATER TANK OVERFLOW 45,000.00 3,826.90 .00 38,918.00 6,082.00 .86 90225 TREATMENT PLAN IMPLEMENT 231,071.14 .00 230,935.00 .00 136.14 1.00 90227 DIST SYS IMPROV 334,547.14 4,582.00 .00 51,664.68 .282,882.46 .15 90229 WATERLINE IMPR-VAR 02-03 563,300.00 157,654.09 259,422.09 249,552.46 54,325.45 .90 90230 W M MOTEL INN 154,352.57 .00 .00 122,474.12 31,878.45 .79 90231 TRENCH REPAIR FALL 2002 53,899.68 5,379.60 .00 53,899.68 .00 1.00 90238 DIST PLAN IMPLEMENTATION 335,000..00 .00 .00 .00 335,000.00 .00 90240 DT SEWER/WATER/ST URN IMP 467,100..00 1,244.00 415,935.00 3,850.89 47,314.11 .90 90261 DT SEWER/WATER IMPROVMNT 333,000.00 20,139.09 278,566.24 26,558.76 27,875.00 .92 90304 RAW WATER PIPELINE EVAL 91,060.00 .00 .00 .00 91,060.00 .00 90331 PATRICIA WATER MAIN .00 212.28 ..00 212.28 -212.28 .00 90362 WATER REUSE MASTER PLAN 124,400.00 8,118..88 116,271.12 8,118..88 10.00 1.00 90377 ENERGY CONSERVATION PROJ 238,350.00 .00 212,510.00 25,818.00 22.00 1.00 90390 WTP - SECURITY 9,000.00 8,820.00 .00 8,820.00 180.00 .98 90393 AS 400 UTILITY BILLING 18,100.00 .00 .00 .00 18,100.00 .00 99046 SALINAS RESERVOIR EXPAN 984,830.45 .00 127,558.09 455.00 856,817.36 .13 99067 WATER DISTR IMPROVEMENTS 5,063.99 56.35 4,900.00 220.34 -56.35 1.01 99085 DOWNTOWN SPRINKLER REIMB 147,027.00 .00 ..00 .00 147,027.00 .00 99124 WATER REUSE 13,110,668.06 106,124.06 1,356,136.49 278,.579.34 11,475,952.23 .12 99228 DATABASE CONVERSION 4,946.65 .00 .00 4,873.50 73.15 .99 99229 879 MORRO OFFICE 9,629.17 .00 .00 9,629.17 .00 1.00 ' 99504 HIGUERA ST BRIDGE STUDY 2,311.20 .00 .00 2,311.20 .00 1.00 99814 COMPUTER MAINT-SYS UPGRDE 13,570.00 .00 .00 1,137.50 12,432.50 .08 99837 OPEN SPACE PROTECTION 50,000.00 .00 .00 .00 50,000.00 .00 99842 WIDE AREA NETWORK IMPRMTS 13,000.00 .00 .00 .00 13,000.00 .00 99899 COMPLETED PROJECTS 238,959.27 .00 .00 .00 238,959.27 .00 TOTAL CAPITAL PROJECTS 18,270,009.14 316,157.25 3,009,386.49 969,723.07 .14,2.90,899.58 .22' TOTAL CAPITAL PROJECTS 18,270,009.14 316,157.25 3,009,386.49 969,723.07 14,290,899.58 .22 TOTAL WATER FUND 18,270,009.14 316,157..25 3,009,386.49 969,723..07 14,290,899.58 .22 1 RUN DATE 05/08/03 TIME 10:00:31 PEI FUND ACCOUNTING 302 i ' 05/09/03 CITY OF SAN LUIS OBISPO PAGE_ 12 ACCOUNTING PERIOD: .10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between '90000' and '99999' - ' FUND - 510 - PARKING FUND FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD. 90027 PRG GARAGE EQUIP UPGRADE 33,563.69 3,112..94 .00 5,939.46 27,624.23 .18 ' 90091 RAILROAD SQUARE IAT SEAL 10,654.04 .00 .00 10,654.04. .00 1.00 90114 OFFICE APPLICATION SOFTWA 2,400.00 .00 .00 .00 .2,400.00 .00 90261 DT SEWER/WATER IMPROVMNT 20,000.00 5,919.82 9,320.18 5,919.82. 4,760.00 .76 ' 90264 PARKING GIB APPLICATIONS 15,099.91 461.74 1,546.46 7,553.45 6,000.00 .60 90265 GLARE DEFLECTORS PALM GAR 75,000.00 .00 .00 ..00 75,000.-00 .00 90266 METER SOFTWARE UPGRADE 3,448.44 .00 .00 3,448.44 .00 1.00 90309 NARF-PARKING 239,832.05 23.63 100,290.03 49,797.84 89,744.18 .63 90319 COPELAND DOWNTOWN - ARCH 104,702.61 .00 104,700.00 .00 2.61 1.00 90323 COPELAND PARKING GARAGE 8,481,400.00 709.79 236,815.97 23,877.03 8,220,707.00 .03 90348 PALM GARAGE LIGHTING 90,000.00 .00 .00 ..00 90,.000.00 .00 90349 MARSH ST GARAGE PAINTING 70,000.00 .00 .00 .00 70,000:00 .00 ' 99618 IAT RESEAL/RESTRIPING 127,928.57 .00 .00 .00 127,928.57 .00 99619 PARKING LOT LANDSCAPING 5,000.00 1,.376.00 .00 2,560.28 2,439.72 .51 99626 PUBLIC ART IN-LIEU 1,100.00 .00 .00 .00 11100.00 .00 99684 MARSH ST GARAGE EXPANSION 2,293,112.67 8,171.88 131,501.09 1,943,250.93 218,360.65 .90 99707 ARCH STUDY-GARAGE ARTIFAC 22,644.22. .00 21,-242.00 .00 1,402.22 .94 99858 GARAGE RENOV 6 REPAIRS 92,983.30 .00 .00 104.56 92,878.74 .00 99859 PARKING METER REPLACE 150,000.00 .00 .00 .00 150,.000.00 .00 99899 COMPLETED PROJECTS 172,355.88 .00 . .00 .00 172,355.88 .00 TOTAL. CAPITAL PROJECTS 12,011,225.38 19,775.80 605,415.73 2,053,105.85 .9,352,703.80 .22 TOTAL CAPITAL PROJECTS 12,011,225.38 19,775.80 605,415.73 2,053,105.85 .9,352,703.80 .22 TOTAL PARKING FUND 12,011,225.38 19,775.80 605,415.73 2,053,105.85 '9,352,703.80 .22 1 1 ' RUN DATE 05/08/03 TIME 10:00.:31 PEI - FUND ACCOUNTING 303 05/09/03 CITY OF SAN LUIS OBISPO PAGE 13 ' ACCOUNTING .PERIOD: 10/03 FUNCTION EXPENDITURE STATUS .SELECTION CRITERIA: expledgr.account between 190000' and 199999' FUND - 520 - SEWER FUND .FUNCTION 70 - CAPITAL PROJECTS - .PERIOD .ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ' ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD -90006 LAGUNA LIFT STATION 296,330.42 .00 113,928.22 82,333.84 100,068.36 .66 90046 DIGESTER 3-CLEAN 6 REPAIR 28,239.02 .00 28,239.02 .00 .00 .1..00 90067 RECLAMATION BLDG IMPROV 110,400.33 .00 .00 .00 110,400.33 .00 90114 OFFICE APPLICATION SOFTWA 4,400.00 .00 .00 .00 4,400.00 ..00 90151 SR/MONTEREY/CALIF 99-60 40,997.00 .00 .00 40,997.00 .00 1.00 90239 COLLECTION SYS IMPR 184,498.91 X00 .00 6,523.39 177,975.52 _ .04' 90240 DT SEWER/WATER/ST DRN IMP 478,800.00 160,199.93 267,409.60 162,952.90 48,437.50 .90- 90241 SM RR PISMO ROUNDHOUSE 10,000.00 347'.50 2,514.50 7,485.50 .00 1.00 90242 GRAND/MILL/PALM COLL SYS 64.50 .00 - .00 .00 64..50 .00' 90261 DT SEWER/WATER IMPROVMNT 390,500.00 76,584.89 279,798.11 70,584.89 40,117.00 90 90305 CLARIFIERS 4 6 5 59,390.00 .00 .00 59,390.00 .00 1.00. 90325 DIGESTER #1 REPAIR 272,981.23 1,397550 20,069.73 228,714.93 24,196.57 .91 90341 MASTER PLAN IMPLEMENT WRF 190,100.00 .00 189,974.00 63.65 62.35 1.00' 90342 SERVICE TRUCKS-WRF 55,800.00 .00 .00 44,930.82 10,869.18 .81 90343 LOADER 104,196.59 .00 .00 104,196.59 .00 1.00 90377 ENERGY CONSERVATION PROD 2,309,300.00 .00 1;914,565.00 394,735.00 _00 1.00 90387 MOTEL INN EMRG SIPHON 40,000.00 27,227.68 .00 27,227..68 12,772.32 .68' 90391 WRF - SECURITY 8,300.00 8,230;00 .00 8,230.00 70.00 .99. _ 90393 AS 400 UTILITY BILLING 12,100.00 .00 .00 .60 12,100.00 .00 90396 TRICKLING FILTER REPLACE 88,824.00 .00 73,495.00 .00 15,329.00 .83' 99087 COLLECTION SYSTEM IMPROV 380.26 '.00 .00 380.26 .00 1.00 99228 DATABASE CONVERSION. 12,550.00 .00 '.00 1,137.50 11,412.50. .09 99229 879 MORRO OFFICE - 23,184.56 .00 ..00 6,347.61 16,836.95 .27 99267 DOWNTOWN TRANSFER CENTER 31,898-.00 .00 5,721.50 26,176.50 .00 1.00 99504 HIGUERA ST BRIDGE STUDY 6,051.52 -.00 ..00 6,051.52 .00 1.00 99639 MAJOR EQUIP REPLACEMENT 652,.844.58 .00 .00. .00' 652,844.58 .00 99703 FACILITIES PLANNING SEWER 500,000.52 .00 .00 .00 500,000.52 00 99842 WIDE AREA NETWORK IMPRMTS 34,700.00 .00 .00 .00 .34,700.00 .00� 99863 LATERAL REHAB PROGRAM 150,043.25 .00 .00 155,569.89 -5,526.64 1.04 TOTAL CAPITAL PROJECTS 6,096,874.69 267,987.50 2,895,.714.68 1,434,029.47 1,767,130.54 .71 TOTAL CAPITAL PROJECTS 6,096,874.69 267,987.50 2,895,714.68 1,434,029.47 1,767,130.54 .71' TOTAL SEWER FUND 6,.096;874.69 267,987.50 2,895,714.68 1,434,029.47 1,767,130.54 .71 RUN DATE 05/08/03 TIME 10:00:31 PEI r FUND ACCOUNTING 304 i A5/09/03 CITY OF SAN LUIS OBISPO PAGE 14 CCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: ex ledgz.account between 190000' and '99999' - km- 530 - TRANSIT FUND ION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TODATE AVAILABLE YTD/ CCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90116 HVAC IMPROVEMENTS 6,050.00 .00 .00 .00 6,050.00 .00 90119 BUS REPLACEMENTS 2000-01 2,801.36 .00 .00 .00 2.,801.36 .00 90207 NARF-TRANSIT SITE 1,098,542:29 _00 90,000.00 213..64 1,.008,328.65 .08 90267 SHORT RANGE TRANSIT PLAN 14,519.83 10,000.00 4,365.85 10,000.00 153.98 .99 90268 WHEELCHAIR LIFT REPLACE 105,179.01 .00 .00 .104,273..67 905.34 .99 1 90350 EMISSION REDUCTION EQUIP 39,000.00 71.71 - ;00 71.71 38,928.29 .00 99001 BUS STOPS 6,725.27 .00 .00 .00 6,725.27 .00 99059 RR TRANS CNTR(MULTIMODAL) 4,632.80 136.68 .00 1,538.10 3,094.70 .33 99267 .DOWNTOWN TRANSFER CENTER 498,467_41 .00 20,123.22 478,344.19 .00 1.00 99601 BUS MAINT FACILITY EXPANS 396,291.44 3,511.87- 2,952-.42 34,815.22 358,523.80 .10 - 99861 .BUS YARD LOT RESURFACING 10,803.01 _00 .00 .00 10,803.01 .00 99890 RADIO EQUIPMENT 14,248.04 .00 .00 .00 14,248.04 .00 L99891 CAPITAL BUS MAINTENANCE 50,000.00 .00 :00 .00 50,000.00 ,00 TAL CAPITAL PROJECTS 2,247,260.46 13,720.26 117,441.49 629,256.53 1,500,562.44 .33 LTAL TAL CAPITAL PROJECTS 2,247,260.46 13,720.26 117,441.49 629,256.53 1,500,562.44 .33 TRANSIT FUND 2,247,260.46- 13,720.26 117,441.49 629,256.53 1,500,562.44 .33 1 I RUN DATE 05/08/03 TIME 10:00:32 PEI - FUND ACCOUNTING 305 05/69/03 CITY OF SAN LUIS OBISPO PAGE 15 ACCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS i SELECTION CRITERIA: expledgr..aCCC=t between 190000' and 199999' FUND - 540 - GOLF COURSE FUND i FUNCTION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - - - - - TITLE - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90030 LAGUNA LAKE PROPERTY 1,354.00 .00 .00 .00 1,354.00 .00 90139 TREE REMOVAL & REPLACEMNT 43,763.64 .00 .00 990.00 42,773.64 .02 90277 BRIDGE REPAIR GOLF COURSE. 3,610;04 .00 .00 1,287.61 2,322..43 .36 90352 UTILITY. TRUCK-GOLF 25,.000.00 .00 12,311.94 .00 12,688.06 .49 99899 COMPLETED PROJECTS 11,806.90 .00 .00 .00 11,806.90 .00 TOTAL CAPITAL PROJECTS 85,534.58 ,00 12,311.94 2,277.61 70,945.03 .17 TOTAL CAPITAL PROJECTS 85,534.58 .00 12,311.94 2,277.61 70,945.03 .17 TOTAL GOLF COURSE FUND 85,534.58 .00 12,311.94 2,277.61 70,.945.03 .17 i I i i I I I i RUN DATE 05/08/03 TIME 10:00:32 PEI - FUND ACCOUNTING 306 A5/09/03 CITY OF SAN LUIS OBISPO PAGE 16 CCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE'..STATUS - SELECTION CRITERIA: expledgr.account between 190000' and 199999' 550 - CREEK & FLOOD PROTECTION CIION - 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ [COUNT - - - TITLE - -- - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES, BALANCE BUD 0240 DT SEWER/WATER/ST DRN IMP 113,500.00 .00 96,350.00 .00 17,150.00 .85 0259 JOHNSON LIFT .STATION 74,905.00 .00 .00 .00 74,905,.00 .00 0261 DT SEWER/WATER IMPROVMNT 4,500.00 .00 4,500.00 353.56 -353.56 1.08 90327 PREFUMO CR SILT REMOVAL 62,000.00 .00 2,291.26 50,451.27 9,257.47 .85 ITAL CAPITAL.PROJECTS 254,905.00 .00 103`,141.26 '50,804.83 100,958.91 .60 TAL CAPITAL PROJECTS 254,905.00 .00 103,141.26 50,804.83 100y958.91 _60' TAL CREEK & FLOOD PROTECTION 254,905.00 .00 103,141.26 50,604.83 106,958.91 .60 I IRUN DATE 05/08/03 TIME.10:00:32 PEI - FUND ACCOUNTING 307 i 05/09/03 CITY OF SAN LUIS OBISPO PAGE 17 ACCOUNTING PERIOD: 10/03 FUNCTION EXPENDITURE STATUS SELECTION CRITERIA: expledgr.account between 190000" and 199999' FUND - 640 - WHALE ROCK FUND FUNCTION 70 - CAPITAL PROJECTS PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ' ACCOUNT - - - - - TITLE. - - - - - BUDGET EXPENDITURES OUTSTANDING EXPENDITURES BALANCE BUD 90069 OLD CREEK HABITAT PLAN 40,725.43 4,934.80 27.,198.80 7,151.20 6,375.43 .84 90070 MOTOR UPGRADE 60,000.00 .00 .00 25.00 59.,975.00 .00' 90072 SERVICE TRUCKS WH ROCK 13,619.31 -.00 .00 16;911.15 -3,291.84 1.24 90252 VALVE & METER REPLACE WR 215,000.00 .00 148,608.49 42,499.15 23,892.36 .89 90344 4 X. 4 TRUCK 33,000.00 x.00 .00 1,332.09 31,.667.91 04 99817 SURGE TANK REPLACEMENT 36,000.00 3,519.36 3,421.64 30,917..81 1,.660.55 19� 99899 COMPLETED PROJECTS 336,426.15 .00 .00 .00 336,426.15 0 TOTAL CAPITAL PROJECTS 734,770.89 8,454..16 179.,228.93 98,836.40 456,705.56 .38 TOTAL CAPITAL PROJECTS 734„770.89 8,454.16 179,228.93 98,836.40 456,705.56 .31 TOTAL WHALE ROCK FUND 734,770.89 8,454.16 179,228.93 98,836.40 456,705.56 _38 TOTAL REPORT 71,682,740.49 1,020,181,.77 13,208,892.63 12,276,284.23 46,197,.563.63 .31 I RUN DATE 05/08/03 TIME 10:00:32 PEI - 'FUND ACCOUNTING 308 f ' POLICIES AND OBJECTIVES OVERVIEW I The overall goal of the City's Financial Plan is to Planning Service Cost Recovery. For most of the ' link what we want to accomplish over the next two City's development review functions, such as years with the resources required to do so. Formal building, engineering and fire plan check and statements of fiscal policies and major objectives inspections, it is the City's policy to recover 100% ' provide the foundation for achieving this goal. of our costs through fees. However, it is the City's current policy to only recover 45% of the cost for This section of the Financial Plan outlines the most planning services. (This includes'25% of the policies used in guiding the preparation and cost of long-range planning.) On one hand, this management of the City's overall budget, the major reflects the value that the community at-large objectives to be accomplished, and status of prior receives from this review process. On the other plan major City goals. This section is composed of hand, if the applicant—who drives the need for the three major parts: City to incur this cost—pays less than the full cost, then general-purpose revenues are making-up the 1. Budget and Fiscal Policies difference. ' 2. Major City Goals for 2003-05 3. Status of 2001-03 Major City Goals Given the fiscal challenges facing us, the practical consequence of this will be deeper cuts in services I BUDGET AND FISCAL POLICIES that rely heavily on general-purpose revenues, such as police, fire, street maintenance and parks. Moreover, since the General Fund subsidizes such a The following budget and fiscal policies guide the large portion of planning costs, this means that this preparation and execution of the 2003-05 Financial service is subject to cost cuts as well, at a time when Plan. development activity is at an all-time high. ■ Financial Plan Purpose and Organization Given these trade-offs, we recommend moving from ■ Financial Reporting and Budget Administration 45% to 100% cost recovery for planning services. This is reasonable in the overall context of the City's ' ■ General Revenue Management cost recovery policies, which already distinguish ■ User Fee Cost Recovery Goals between .service recipients versus service drivers. N Enterprise Funds Fees and Rates Moreover, this will also benefit the development ' ■ Revenue Distribution community, by helping to mitigate reductions that ■ Investments might otherwise be required in our development ■ Appropriations Limitation review services as part of our budget-balancing ■ Fund Balance and Reserves strategy. ■ Capital Improvement Management ■ Capital Financing and Debt Management In implementing this added cost recovery, we ' ■ Human Resource Management recommend an approach used by many other cities ■ Productivity for planning cost recovery: collecting at the building ■ Contracting for Services permit stage (as a percentage of the permit fee) ' rather than at the planning permit application stage. Changes in Budget and Fiscal Policies This has the benefit of recovering these costs when the applicant has a"real project" (rather than just the hope for one), and the applicant can finance fees like ' The following summarizes changes from the City's other development costs. budget and fiscal policies from the 2001-03 Financial Plan: Creek and Flood Protection Fund. As part of the 2002-03 Financial Plan Supplement process, the Council established the Creek and Flood Protection 309 POLICIES-ANP OBJECTIVES OVERVIEW Enterprise Fund and adopted a multi-year fee the General Fund to cover indirect costs and capital program that phased-out General Fund support for improvements are allowed. Based on a recent this program over a five-year period, with the fund analysis of the golf course, it is likely that some becoming self-supporting by 2007-08. However, a portion of direct operating costs will also require recent court decision regarding similar fees in the General Fund support for the foreseeable future. ' City of Salinas resulted in the Council rescinding The amount will be determined by the Council as these fees pending a fuller analysis of how this part of the Financial Plan process. decision might affect them. In the interim, we have retained the Creek and Flood Protection Fund, Public Art. City's public art policy requires that I% although at this point the only funding sources for it of eligible project construction costs be set aside for are Zone 9 revenues and transfers from the General public art. Given the City's fiscal situation, for Fund. 2003-05 public art will be funded at a reduced level ' that is consistent with private sector requirements One of the distinguishing criteria of enterprise-type (0.5%rather than 1%). funds from other kinds of funds is the intent for user ' fees to cover most (if not all) of the total costs of Debt Management. Refinancings. On December delivering the services funded through them. 10, 2003, the Council adopted guidelines for when (Exceptions include when an outside granting the City should consider debt refinancings. These agency requires that an activity be accounted for on have been formally incorporated into these policies. an enterprise fund basis, as in the case of the Transit Fund.) MAJOR CITY GOALS At this point, there are no creek and flood protection user fees (and given the recent court case, no The fundamental purpose of the City's Financial ' likelihood of setting them in the near future); and Plan is to link what we want to accomplish over the there is no outside agency requirement that we next two years with the resources required to do so. maintain an enterprise fund for this purpose. As The Financial Plan process approved by the Council such, in accordance with generally accepted does this by: ' accounting principles, we recommend discontinuing a separate Creek and Flood Protection Fund, and 1. Identifying the most important, highest priority again accounting for this program and related things for us to accomplish for the community. ' projects in the General Fund. 2. Establishing a reasonable timeframe and Water and Sewer Franchise Fees. In receiving organizational responsibility for achieving them. reasonable compensation for the use of City rights- 3. Allocating the resources necessary to do so. ' of-way and recovering the cost of utility trench cuts on pavement life, the City currently assesses a 2% Obviously, this approach only has meaning if there franchise fee on the Water and Sewer Fund. We is a way of identifying key goals at the beginning of recommend increasing this to 3.5%, which is the the process that drive budget preparation, not follow mid-point of the statewide standard for public it. utilities like electricity and gas (2% of gross revenues from operations) and cable television (5% For this reason, the City begins its two-year budget of gross revenues). process with Council goal-setting. This follows an extensive effort to involve advisory bodies and the ' Golf Fund The City's current policy does not community in this process. It also follows require the Golf Fund to fully recover all of its costs: consideration of a number of analytical reports such because of the nine-hole nature of the golf course as the General Fund Five-Year Fiscal Forecast and ' with its focus on youth and seniors, subsidies from comprehensive updates on the status of long-term 310 ' i POLICIES AND OBJECTIVES OVERVIEW ' plans and policies, current major City goals and goals, it is essential that we have a clear ' capital projects. understanding of what the Council hopes to achieve with each goal over the next two years. For this While the specifics of the process vary from plan to reason, following this goal-setting workshop, staff plan, the City has used this basic approach for the prepared detailed work programs for achieving ' past twelve years. Major City Goals in order to: Goal-Setting Process for 2003-05 1. Clearly defirie and scope the adopted goal. ' 2. Ensure that there is a clear understanding of the For 2003-05, the Council held four workshops for means selected to pursue the goal. this purpose on November 15, 2002, December 10, 3, Convert the general goal into specific action 2002, January 14, 2003 and February 1, 2003. steps so we can measure progress in achieving it. Using the services of a professional facilitator, the Council reached agreement on 21 goals organized This is especially important in the case of objectives ' into the following two priority groupings at its February lgoal-setting workshop: where fully achieving the goal is likely to extend well beyond the two-year Financial Plan period. 1. Major City Goals. These represent the most However, we can measure progress—and our important, highest priority goals for the City to success in accomplishing the goal—by clearly accomplish over the next two years, and as such, defining the specific actions we plan to undertake resources to accomplish them should be over the next two years in making meaningful included in the 2003-05 Financial Plan. progress in achieving the longer–term�goal. In general, goals in this category represent new These work programs were presented to the Council initiatives or the continuation of existing ones on April 10, 2003. After in-depth review and where significant additional resources are likely discussion, the Council approved the work programs to be required. If the work program approved by With minor revisions. ' the Council for a Major City Goal is not Work Program Content. The work programs are included in the CAO's Preliminary Financial organized by functional area: public utilities, Plan, compelling reasons and justification must transportation, leisure, cultural & social services, be provided as to why resources could not be community development and general government. made available to achieve this goal. Each work program provides the following In short, these are"must fund"objectives. information: 2. Other Important Objectives. Goals in this 1. Objective. ' category are also important for the City to 2. Discussion, including the proposed workscope, accomplish over the next two years. In general, related work accomplished in the past and goals in this category reflect the continuation of challenges we will face in achieving the goal. ' current goals, or new initiatives that are not 3. Action plan detailing specific tasks and schedule likely to have significant General Fund resource for the next two years. When,applicable, likely requirements. "carryover and spin-off' tasks beyond the next Major City Goal Work Programs two years are also discussed. 4. Responsible department. The goals set by the Council drive the budget 5. Financial and staff resources required to achieve preparation process. However, before the staff can the goal. build the Preliminary Financial Plan around Council 311 POLICIES • OBJECTIVES OVERVIEW I 6. General Fund revenue potential, if any. E Laurel Lane/Orcutt/Bullock Realignment. 7. Outcome—final work product at the end of the Complete the realignment of Laurel next two years. Lane/OrcuttBullock Streets. ' E Santa Barbara Street Widening. Complete the Integration into the Financial Plan existing widening project for Santa Barbara I The objectives and related work programs that Street from Highway 227/Broad Street to emerged as Major City Goals from this process are Roundhouse. detailed later in this section of the Financial Plan, ■ Waterways Management Plan Implementation ' summarized as follows: Program. Upon completion of the Waterways Public Utilities Management Plan, adopt an implementation program. ■ Long-Term Water Supply ■ Palm-Nipomo Parking Structure Plans. ' Transportation Complete an environmental assessment, ■ Street and Sidewalk Maintenance preliminary studies and evaluation of options for ■ LOVR/Highway 101 Improvements a new parking structure at Palm and Nipomo ■ Bikeway Improvements: Railroad Safety Trail Streets per the Conceptual Physical Plan for the ' City's Center. Leisure, Cultural& Social Services a Short-Range Transit Plan. Implement the ' ■ Therapy Pool Short-Range Transit Plan. Community Development ■ Airport Area Annexation. Annex the Airport ' ■ Housing Area. ■ Neighborhood Wellness ® Dalidio Property Annexation. Annex the ' ■ South Broad Street Corridor Plan Dalidio property. ■ Downtown Improvements: Monterey Plaza ■ Economic Development: Transient Occupancy ■ Auto Center Expansion. Continue to explore ' Tax the possibility of expanding Auto Center sites ■ Economic Development: Sales Tax via annexation of the McBride and "gap" General Government properties. ' ■ Long-Term Fiscal Health ■ Downtown Improvements: Cultural Center Development. Encourage development of a ' Funding for all of the Major City Goals as set forth Cultural Center(such as the Art Center, Mission in the work programs is included in the Financial Museum, Historical Museum, Little Theater and Plan. Children's Museum) in the Mission Plaza extension area as illustrated in the Conceptual ' Other Council Objectives Physical Plan for the City's Center, and support this effort through the existing Partnership In addition to the twelve Major City Goals set by the Policy where possible. 1 Council, the following "Other Council Objectives" are reflected in the Financial Plan: Other Program Objectives. Along with goals set by the Council, the Financial Plan also includes objectives proposed by the staff for improving the 312 t POLICIES AND OBJECTIVES OVERVIEW ' delivery of City services. These are different from Council-initiated goals in two important ways: 1. Council goals are generally focused on objectives that can only be successfully achieved through Council leadership, support and commitment; program objectives proposed by staff are typically more internally focused on ' improving day-to-day operations, and can usually be achieved through staff leadership, support and commitment. 2. Achieving Council goals has a higher resource priority. Each of the 73 operating programs presented in the Financial Plan clearly identifies major City goals, ' other Council goals and other program objectives. STATUS OF 2001-03 MAJOR CITY GOALS Measuring progress in achieving major City goals is an essential component of the Financial Plan ' process. For this reason, a status summary of 2001- 03 major City goals is provided in this part of Section 13. 1 313 POLICIES OBJECTIVES BUDGET AND FISCAL POLICIES FINANCIAL PLAN PURPOSE 3. Establishing, realistic timeframes for ' AND ORGANIZATION achieving objectives. 4. Creating a pro-active budget that provides A. Financial Plan Objectives. Through its for stable operations and assures the City's long-term fiscal health. Financial Plan, the City will link resources with 1 results by: 5. Promoting more orderly spending patterns. 6. Reducing the amount of time and resources i. Identifying community needs for essential allocated to preparing annual budgets. ' services. 2. Organizing the programs required to provide C. Measurable Objectives. The two-year these essential services. financial plan will establish measurable program objectives and allow reasonable time to 3. Establishing program policies and goals, accomplish those objectives. which define the nature and level of program services required. D. Second Year Budget. Before the beginning of 4. Identifying activities performed in the second year of the two-year cycle, the delivering program services. Council will review progress during the fust 5. Proposing objectives for improving the year and approve appropriations for the second delivery of program services. fiscal year. 6. Identifying and appropriating the resources E. Operating Carryover. Operating program required to perform program activities and appropriations not spent during the first fiscal accomplish program objectives. year may be carried over for specific purposes 7. Setting standards to measure and evaluate into the second fiscal year with the approval of the: the City Administrative Officer(CAO). a. Output of program activities. F. Goal Status Reports. The status of major ' b. Accomplishment of program objectives. program objectives will be formally reported to the Council on an ongoing,periodic basis.. c. Expenditure of program appropriations. G. Mid-Year Budget Reviews. The Council will B. Two-Year Budget. Following the City's formally review the City's fiscal condition, and favorable experience over the past sixteen years, amend appropriations if necessary, six months the City will continue using a two-year financial after the beginning of each fiscal year. plan, emphasizing long-range planning and effective program management. The benefits H. Balanced Budget. The City will maintain a ' identified when the City's first two-year plan balanced budget over the two-year period of the was prepared for 1983-85 continue to be Financial Plan. This means that: realized: 1. Operating revenues must fully cover 1. Reinforcing the importance of long-range operating expenditures, including debt planning in managing the City's fiscal service: affairs. ' 2. Ending fund balance (or working capital in 2. Concentrating on developing and budgeting the enterprise funds) must meet minimum for the accomplishment of significant policy levels. For the general and enterprise objectives. 314 ' POLICIES OBJECTIVES - ' BUDGET AND FISCAL POLICIES funds, this level has been established at 20% policy impact nor affect budgeted year-end fund of operating expenditures. balances. ' Under this policy, it is allowable for total GENERAL REVENUE MANAGEMENT expenditures to exceed revenues in a given year; however, in this situation, beginning fund balance can only be used to fund A. Diversified and Stable Base. The City will capital improvement plan projects, or other seek to maintain a diversified and stable revenue ' "one-time," non-recurring expenditures. base to protect it from short-term fluctuations in any one revenue source. FINANCIAL REPORTING ' AND BUDGET ADMINISTRATION B. Long-Range. Focus. To emphasize and facilitate long-range financial planning, the City will maintain current projections of revenues for A. Annual Reporting. The City will prepare the succeeding five years. annual financial statements as follows: C. Current Revenues for Current Uses. The City I. In accordance with Charter requirements, will make all current expenditures with current ' the City will contract for an annual audit by revenues, avoiding . procedures that balance a qualified independent certified public current budgets by postponing needed accountant. The City will strive for an expenditures, accruing future revenues, or ' unqualified auditors' opinion. rolling over short-term debt. 2. The City will use generally accepted D. Interfund Transfers and Loans. In order to ' accounting principles in preparing its annual achieve important public policy goals, the City financial statements, and will strive to meet has established various special revenue, capital the requirements of the GFOA's Award for project, debt service and enterprise funds to ' Excellence in Financial Reporting program. account for revenues whose use should be restricted to certain activities. Accordingly, 3. The City will issue audited financial each fund exists as a separate financing entity statements within 180 days after year-end. from other funds, with its own revenue sources, ' B. Interim Reporting. The City will prepare and expenditures and.fund equity. issue timely interim reports' on the City's fiscal Any transfers between funds for operating status to the Council and staff. This includes: purposes are clearly set forth in the Financial on-line access to the City's financial Plan, and can only be made by the Director of management system by City staff; monthly Finance in accordance with the adopted budget. ' reports to program managers; more formal These operating transfers, under which financial quarterly reports to the Council and Department resources are transferred from one fund to Heads; mid-year budget reviews; and interim another, are distinctly different from interfund annual reports. borrowings, which are usually made for temporary cash flow reasons, and are not C. Budget Administration. As. set forth in the intended to result in a transfer of financial City Charter, the Council may amend or resources by the end of the fiscal.year. supplement the budget at any time after its adoption by majority vote of the Council In summary, interfund transfers result in a ' members. The CAO has the authority to make change in fund equity; interfund borrowings do administrative adjustments to the budget as long as those changes will not have a significant 315 PO • : ' BUDGET AND FISCAL POLICIES ' not, as the intent is to repay in the loan in the interim period based on supplemental analysis near term. whenever there have been significant changes in the method,level or cost of service delivery. ' From time-to-time, interfund borrowings may be appropriate; however, these are subject to the B. User Fee Cost Recovery Levels following criteria in ensuring that the fiduciary purpose of the fund is met: In setting user fees and cost recovery levels, the following factors will be considered: 1. The Director of Finance is authorized to ' approve temporary interfund borrowings for 1. Community-Wide Versus Special Benefit cash flow purposes whenever the cash The level of user fee cost recovery should shortfall is expected to be resolved within 45 consider the community-wide versus special days. The most common use of interfund service nature of the program or activity. borrowing under this circumstance is for The use of general-purpose revenues is grant programs like the Community appropriate for community-wide services, Development Block Grant, where costs are while user fees are appropriate for services incurred before drawdowns are initiated and that are of special benefit to easily identified received. However, receipt of funds is individuals or groups. typically received shortly after the request for funds has been made. 2. Service Recipient Versus Service Driver. After considering community-wide versus 2. Any other interfund borrowings for cash special benefit of the service, the concept of flow or other purposes require case-by-case service recipient versus service driver approval by the Council. should also be considered. For example, it could be argued that the applicant is not the 3. Any transfers between funds where beneficiary of the City's development review reimbursement is not expected within one efforts: the community is the primary fiscal year shall not be recorded as interfund beneficiary. However, the applicant is the borrowings; they shall be recorded as driver of development review costs, and as interfund operating transfers that affect such, cost recovery from the applicant is equity by moving financial resources from appropriate. one fund to another. 3.. Effect of Pricing on the Demand for USER.FEE COST RECOVERY GOALS Services. The level of cost recovery and related pricing of services can significantly affect the demand and subsequent level of A. Ongoing Review services provided. At full cost recovery,this has the specific advantage of ensuring that ' Fees will be reviewed and updated on an the City is providing services for which ongoing basis to ensure that they keep pace with there is genuinely a market that is not changes in the cost-of-living as well as changes overly-stimulated by artificially low prices. ' in methods or levels of service delivery. Conversely, high levels of cost recovery will negatively impact the delivery of services to In implementing this goal, a comprehensive lower income groups. This negative feature ' analysis of City costs and fees should be made at is especially pronounced, and works against least every five years. In the interim, fees will public policy, if the services are specifically be adjusted by annual changes in the Consumer targeted to low income groups. Price Index. Fees may be adjusted during this 316 t t POLICIES AND OBJECTIVES BUDGET AND FISCAL POLICIES ' 4. Feasibility of CoUechon and Recovery. readily detected by the City. Many small- Although it may be determined that a high scale licenses and permits might fall into ' level of cost recovery may be appropriate this category. for specific services, it may be impractical or too costly to establish a system to identify D. Factors Favoring High Cost Recovery Levels ' and charge the user. Accordingly, the feasibility of assessing and collecting The use of service charges as a major source of charges should also be considered in funding service levels is especially appropriate ' developing user fees, especially if under the following circumstances: significant program costs are intended to be financed from that source. 1. The service is similar to services provided ' through the private sector. C. Factors Favoring Low Cost Recovery Levels 2. Other private or public sector alternatives Very low cost recovery levels are appropriate could or do exist for the delivery of the under the following circumstances: service. 1. There is no intended relationship between 3. For equity or demand management ' the amount paid and the benefit received. purposes, it is intended that there be a direct Almost all "social service" programs fall relationship between the amount paid and into this category as it is expected that one the level and cost of the service received.. ' group will subsidize another. 4. The use of the service is specifically 2. Collecting fees is not cost-effective or will discouraged. Police responses to ' significantly impact the efficient delivery of disturbances or false alarms might fall into the service. this category. ' 3. There is no intent to limit the use of (or 5. The service is regulatory in nature and entitlement to) the service. Again, most voluntary compliance is not expected to be "social service" programs fit into this the primary method of detecting failure to ' category as well as many public safety meet regulatory requirements. Building (police and fire) emergency response permit, plan checks, and subdivision review services. Historically, access to fees for large projects would fall into this neighborhood and community parks would category. ' also fit into this category. E. General Concepts Regarding the.Use of 4. The service is non-recurring, generally Service Charges ' delivered on a "peak demand" or emergency basis, cannot reasonably be planned for on The following.general concepts will be used in an individual basis, and is not readily developing and implementing service charges: available from a private sector source. Many public safety services .also fall into 1. Revenues should not exceed the reasonable this category. cost of providing the service.. 5. Collecting fees would discourage 2. Cost recovery goals should be based on the compliance with regulatory requirements total cost of delivering the service, including ' and adherence is primarily self-identified, direct costs, departmental administration and as such, failure to comply would not be costs, and organization-wide support costs 317 POLICIES OBJECTIVES BUDGET AND FISCAL POLICIES such as accounting, personnel, data 2. Cost recovery for activities directed to youth processing, vehicle maintenance and and seniors should be relatively low. In insurance. those circumstances where services are ' similar to those provided in the private 3. The method of assessing and collecting fees sector, cost recovery levels should be should be as simple as possible in order to higher. ' reduce the administrative cost of collection. Although ability to pay may not be a 4. Rate structures should be sensitive to the concern for all youth and senior participants, "market" for similar services as well as to these are desired program activities, and the smaller, infrequent users of the service. cost of determining need may be greater than the cost of providing a uniform service ' 5. A unified approach should be used in fee structure to all participants. Further, determining cost recovery levels for various there is a community-wide benefit in programs based on the factors discussed encouraging high-levels of participation in above. youth and senior recreation activities regardless of financial status. F. Low Cost-Recovery Services 3. Cost recovery goals for recreation activities ' Based on the criteria discussed above, the are set as follows: following types of services should have very low cost recovery goals. In selected High-Range Cost Recovery Activities ' circumstances, there may be specific activities (60%to 100%) within the broad scope of services provided that a. Classes (Adult and Youth) should have user charges associated with them. b. Day care services However, the primary source of funding for the c. Adult athletics (volleyball,.basketball, operation as a whole should be general-purpose softball, lap swim) revenues, not user fees. d. Facility rentals (Jack House, other in- 1. n-1. Delivering public safety emergency door facilities except the City/County response services such as police patrol Library) services and fire suppression. Mid-Range Cost Recovery Activities . 2. Maintaining and developing public facilities (30%to 60%) that are provided on a uniform, community- e. City/County Library room rentals ' wide basis such as streets, parks and f. Special events (triathlon, other City- general-purpose buildings. sponsored special events) g. Youth track 3. Providing social service programs and h. Minor league baseball economic development activities. i. Youth basketball j. Swim lessons G. Recreation Programs k. 'Outdoor facility and equipment rentals The following cost recovery policies apply to Low-Range Cost Recovery Activities the City's recreation programs: (0 to 3091c) 1. Public swim 1. Cost recovery for activities directed to adults m. Special swim classes I should be relatively high. n. Community garden 318 ' ' POLICIES • OBJECTIVES ' BUDGET AND FISCAL POLICIES ' o. Youth STAR H. Development Review Programs p. Teen services q. Senior services The following cost recovery policies apply to the development review programs: 4. For cost recovery activities of less than 100%, there should be a differential in rates 1. Services provided under this category between residents and non-residents. include: However, the Director of Parks and ' Recreation is authorized to reduce or a. Planning (planned development permits, eliminate non-resident fee differentials when tentative tract and parcel maps,. it can be demonstrated that: rezonings, general plan amendments, variances,use permits). a. The fee is reducing attendance. b.. Building and safety (building permits, b. And there are no appreciable structural plan checks, inspections). expenditure savings from the reduced c. Engineering (public improvement plan attendance. checks, inspections, subdivision 5. Charges will be assessed for use of rooms, requirements,encroachments). pools, gymnasiums, ball fields, special-use d. Fire plan check. areas, and recreation equipment for activities not sponsored or co-sponsored by the City. 2. Cost recovery for these services should Such charges will generally conform to the generally be very high. In most instances, fee guidelines described above. However, the City's cost recovery goal should be the Director of Parks and Recreation is 100%. t authorized to charge fees that are closer to full cost recovery for facilities that are 3. However, in charging high cost recovery heavily used at peak times and include a levels, the City needs to clearly establish ' majority of non-resident,users. and articulate standards for its performance in reviewing developer applications to 6. A vendor charge of at least 10 percent of ensure that there is"value for cost." ' gross income will be assessed from individuals or organizations using City I. Comparability With Other Communities facilities for moneymaking activities. ' In setting user fees, the City will consider fees 7. Director of Parks and Recreation is charged by other agencies in accordance with authorized to offer reduced fees such as the following criteria: ' introductory rates, family discounts and coupon discounts on a pilot basis (not to 1. Surveying the comparability of the City's exceed 18 months) to promote new fees to other communities provides useful t recreation programs or resurrect existing background information in setting fees for ones. several reasons: 8. The Parks and Recreation Department will a. They reflect the "market" for these fees consider waiving fees only when the City and can assist in assessing the Administrative Officer determines in writing reasonableness of San Luis Obispo's that an undue hardship exists. fees. 1 319 POLICIES OBJECTIVES ' BUDGET AND FISCAL POLICIES b. If prudently analyzed, they can serve as improvements may be considered by the Council ' a benchmark for how cost-effectively as part of the Financial Plan process, along with San Luis Obispo provides its services. the need to possibly subsidize direct operating costs as well. 2. However, fee surveys should never be the sole or primary criteria in setting City fees C. Transit. Based on targets set under the as there are many factors that affect how and Transportation Development Act, the City will why other communities have set their fees at strive to cover at least twenty percent of transit their levels. For example: operating costs with fare revenues. ' a. What level of cost recovery is their fee D. Ongoing Rate Review. The City will review intended to achieve compared with our and adjust enterprise fees and rate structures as ' cost recovery objectives? required to ensure that they remain appropriate b. What costs have been considered in and equitable. computing the fees? E. Franchise and In-Lieu Fees. In accordance ' c. When was the last time that their fees with long-standing practices, City will treat the were comprehensively evaluated? water and sewer funds in the same manner as if d. What level of service do they provide they were privately owned and operated. In ' compared with our service or addition to setting rates at levels necessary to performance standards? sewer cover the cost of providing water and sewer service, this means assessing reasonable e. Is their rate structure significantly franchise and property tax in-lieu fees. different than ours and what is it intended to achieve? 1. At 3.5%, water and sewer franchise fees are ' based on the mid-point of the statewide 3. These can be very difficult questions to standard for public utilities like electricity address in fairly evaluating fees among and gas (2% of gross revenues from different communities. As such, the operations) and cable television (5% of comparability of our fees to other gross revenues). As with other utilities, the communities should be one factor among purpose of the franchise fee is reasonable many that is considered in setting City fees. compensation the use of the City's street ' right-of-way. The appropriateness of ENTERPRISE FUND FEES AND RATES charging the water and sewer funds a ' reasonable franchise fee for the use of City streets is further supported by the results of A. Water, Sewer and Parking. The City will set recent studies in Arizona, California, Ohio fees and rates at levels which fully cover the and Vermont which concluded that the ' total direct and indirect costs—including leading cause for street resurfacing and operations, capital outlay, and debt service—of reconstruction is street cuts and trenching the following enterprise programs: water, sewer for utilities. ' and parking. 2. For the water fund, property tax in-lieu fees B. Golf. Golf program fees and rates should fully are established under the same methodology ' cover direct operating costs. Because of the used in assessing property tax in-lieu fees to nine-hole nature of the golf course with its focus the Housing, Authority under our 1976 on youth and seniors, subsidies from the General agreement with them. Under this approach, Fund to cover indirect costs and capital water fund property tax in-lieu charges are 320 ' POLICIES AND OBJECTIVES BUDGET AND FISCAL POLICIES ' about $29,000 annually, and grow by 2% B. Gasoline Tax Subventions. All gasoline tax per year as allowed under Proposition 13. revenues (which are restricted by the State for street-related purposes) will be used for REVENUE DISTRIBUTION maintenance activities. Since the City's total expenditures for gas tax eligible programs and projects are much greater than this revenue The Council recognizes that generally accepted source, operating transfers will be made from accounting principles for state and local the gas tax fund to the General Fund for this governments discourage the "earmarking" of purpose. This approach significantly reduces General Fund revenues, and accordingly, the the accounting efforts required in meeting State practice of designating General Fund revenues for reporting requirements. ' specific programs should be minimized in the City's management of its fiscal affairs. Approval of the C.. Transportation Development Act (TDA) following revenue distribution policies does not Revenues. All TDA revenues will be allocated ' prevent the Council from directing General Fund to alternative transportation programs, including resources to other functions and programs as regional and municipal transit systems, bikeway necessary. improvements, and other programs or projects designed to reduce automobile usage. Because A. Property Taxes. With the passage of TDA revenues will not be allocated for street Proposition 13 on June 6, 1978, California cities purposes, it is expected that alternative no longer can set their own property tax rates. transportation programs (in conjunction with ' In addition, to limiting annual increases in other state or federal grants for this purpose) will market value, placing a ceiling on voter- be self-supporting from TDA revenues. approved indebtedness, and redefining assessed ' valuations, Proposition 13 established a D. Parking Fines. All parking fine revenues will maximum county-wide levy for general revenue be allocated to the parking fund. purposes of I% of market value. Under ' subsequent state legislation, which adopted INVESTMENTS formulas for the distribution of this countywide levy, the City now receives a percentage of total ' property tax revenues collected countywide as A. Responsibility. Investments and cash determined by the County Auditor-Controller. management is the responsibility of the City Treasurer or designee. Until November of 1996, the City had provisions in its Charter that were in conflict B. Investment Objective. The City's primary with Proposition 13 relating to the setting of investment objective is to achieve a reasonable ' property tax revenues between various funds. rate of return while minimizing the potential for For several years following the passage of capital losses arising from market changes or Proposition 13, the City made property tax issuer default. Accordingly, the following allocations between funds on a policy basis that factors will be considered in priority order in ' were generally in proportion to those in place determining individual investment placements: before Proposition 13. Because these were general-purpose revenues, this practice was 1. Safety ' discontinued in 1992-93. With the adoption of a 2. Liquidity series of technical revisions to the City Charter in November of 1996, this conflict no longer 3. Yield ' exists. C. Tax and Revenue Anticipation Notes: Not for Investment Purposes. There is an appropriate 321 POLICIES ANbOBJECTIVES BUDGET AND FISCAL POLICIES role for tax and revenue anticipation notes G. Authorized Institutions. Current financial ' (TRANS) in meeting legitimate short-term cash statements will be maintained for each needs within the fiscal year. However, many institution in which cash is invested. agencies issue TRANS as a routine business Investments will be limited to 20 percent of the practice, not solely for cash flow purposes, but total net worth of any institution and may be to capitalize on the favorable difference between reduced further or refused altogether if an ' the interest cost of issuing TRANS as a tax- institution's financial situation becomes preferred security and the interest yields on them unhealthy. if re-invested at full market rates.. ' H. Consolidated Portfolio. In order to maximize As part of its cash flow management and yields from its overall portfolio, the City will investment strategy, the City will only issue consolidate cash balances from all funds for ' TRANS or other forms of short-term debt if investment purposes, and will allocate necessary to meet demonstrated cash flow needs; investment earnings to each fund in accordance TRANS or any other form of short-term debt with generally accepted accounting principles. financing will not be issued for investment purposes. As long as the City maintains its I. Safekeeping. Ownership of the City's current policy of maintaining fund/working investment securities will be protected through capital balances that are 20% of operating third-party custodial safekeeping. expenditures, it is unlikely that the City would need to issue TRANS for cash flow purposes J. Investment Management Plan. The City except in very unusual circumstances. Treasurer will develop and maintain an Investment Management Plan that addresses the D. Selecting Maturity Dates. The City will strive City's administration of its portfolio, including to keep all idle cash balances fully invested investment strategies,practices and procedures. , through daily projections of cash flow requirements. To avoid forced liquidations and K.. Investment Oversight Committee. As set forth losses of investment earnings, cash flow and in the Investment Management Plan, this , future requirements will be the primary committee is responsible for reviewing the consideration when selecting maturities. City's portfolio on an ongoing basis to determine compliance with the City's E. Diversification. As the market and the City's investment policies and for making investment portfolio change, care will be taken recommendations regarding investment to maintain a healthy balance of investment management practices. Members include the ' types and maturities. City Administrative Officer, Assistant CAO, Director of Finance/City Treasurer, Revenue F. Authorized Investments. The City will invest Manager and the City's independent auditor. only in those instruments authorized by the California Government Code Section 53601. L. Reporting. The City Treasurer will develop and maintain a comprehensive, well-documented The City will not invest in stock, will not investment repotting system, which will comply speculate and will not deal in futures or options. with Government Code Section 53607. This The investment market is highly volatile and repotting system will provide the Council and continually offers new and creative the Investment Oversight Committee with 1 opportunities for enhancing interest earnings. appropriate investment performance Accordingly, the City will thoroughly information. investigate any new investment vehicles before ' committing City funds to them. 322 POLICIES • OBJECTIVES BUDGET AND FISCAL POLICIES ' APPROPRIATIONS LIMITATION working capital balances of at least 20% of operating expenditures in the General Fund and water, sewer and parking enterprise funds. This A. The Council will annually adopt a resolution is considered the minimum level necessary to establishing the City's appropriations limit maintain the City's credit worthiness and to calculated in accordance with Article XIII-B of adequately provide for: the Constitution of the State of California, Section 7900 of the State of California 1. Economic uncertainties, local disasters, and Government Code, and any other voter approved other financial hardships or downturns in the amendments or state legislation that affect the local or national economy. City's appropriations limit. 2. Contingencies for unseen operating or ' B. The supporting documentation used in capital needs. calculating the City's appropriations limit and 3. Cash flow requirements. ' projected appropriations subject to the limit will be available for public and Council review at B. Fleet Replacement. For the General Fund fleet, least 10 days before Council consideration of a the City will establish and maintain a Fleet resolution to adopt an appropriations limit. The Replacement Fund to provide for the timely Council will generally consider this resolution in replacement of vehicles and related equipment connection with final approval of the budget. with an individual replacement cost of $15,000 or more. The City will maintain a minimum ' C. The City will strive to develop revenue sources, fund balance in the Fleet Replacement Fund of both new and existing, which are considered at least 20% of the original purchase cost of the non-tax proceeds in calculating its items accounted for in this fund. ' appropriations subject to limitation. The annual contribution to this fund will D. The City will annually review user fees and generally be based on the annual use allowance, ' charges and report to the Council the amount of which is determined based on the estimated life program subsidy, if any, that is being provided of the vehicle or equipment and its original by the General or Enterprise Funds. purchase cost. Interest earnings and sales of surplus equipment as well as any related damage E. The City will actively support legislation or and insurance recoveries will be credited to the initiatives sponsored or approved by League of Fleet Replacement Fund. ' California Cities which would modify Article XIII-B of the Constitution in a manner which C. Futum Capital Project Designations. The would allow the City to retain projected tax Council may designate specific fund balance revenues resulting from growth in the local levels for future development of capital projects economy for use as determined by the Council. that it has determined to be in the best long-term interests of the City. F. The City will seek voter approval to amend its ' appropriation limit at such time that tax proceeds D. Other Designations and Reserves. In addition are in excess of allowable limits. to the designations noted above, fund balance levels will be sufficient to meet funding ' FUND BALANCE AND RESERVES requirements for projects approved in prior years which are carried forward into the new year; debt service reserve requirements; reserves for A. Minimum Fund and Working Capital encumbrances; and other reserves or Balances. The City will maintain fund or designations required by contractual obligations, t 323 ' POLICIES ANID OBJECTIVES ' BUDGET AND FISCAL POLICIES state law, or generally accepted accounting Council through adoption of the Financial principles. Plan. CAPITAL IMPROVEMENT MANAGEMENT 2. Study. Concept design, site selection, ' feasibility analysis, schematic design, environmental determination, property A. CIP Projects: $15,000 or More. Construction appraisals, scheduling, grant application, projects and equipment purchases which. cost grant approval, specification preparation for $15,000 or more will be included in the Capital equipment purchases. Improvement Plan (CIP); minor capital outlays of less than $15,000 will be included with the 3. Environmental Review. EIR. preparation, operating program budgets. other environmental studies. B. CIP Purpose. The purpose of the CIP is to 4. Real Property Acquisitions. Property systematically plan, schedule, and finance acquisition for projects, if necessary. capital projects to ensure cost-effectiveness as ' well as conformance with established policies. 5. Site Preparation. Demolition, hazardous The CIP is a four-year plan organized into the materials abatements, other pre-construction same functional groupings used for the operating work. t programs. The CIP will reflect a balance between capital replacement projects that repair, 6. Design. Final design,plan and specification replace or enhance existing facilities, equipment preparation and construction cost estimation. 1 or infrastructure; and capital facility projects that significantly expand or add to the City's existing 7. Construction. Construction contracts. fixed assets. 1 8. Construction Management. Contract C. Project Manager. Every CIP project will have project management and inspection, soils a project manager who will prepare the project and material tests, other support services ' proposal, ensure that required phases are during construction. completed on schedule, authorize all project expenditures, ensure that all regulations and 9. Equipment Acquisitions. Vehicles, heavy laws are observed; and periodically report machinery, computers, office furnishings, project status. other equipment items acquired and installed independently from construction contracts. D. CIP Review Committee. Headed by the City Administrative Officer or designee, this 10. Debt Service. Installment payments of Committee will review project proposals, principal and interest for completed projects determine project phasing, recommend project funded through debt financings. managers, review and evaluate the draft CIP Expenditures for this project phase are budget document, and report CIP project included in the Debt Service section of the progress on an ongoing basis. Financial Plan. 1 E. CIP Phases. The CIP will emphasize project Generally, it will become more difficult for a planning, with projects progressing through at project to move from one phase to the next. As least two and up to ten of the following phases: such, more projects will be studied than will be designed, and more projects will be designed 1. Designate. Appropriates funds based on than will be constructed or purchased during the projects designated for funding by the term of the CIP. 324 POLICIES AND OBJECTIVES tBUDGET AND FISCAL POLICIES ' F. CIP Appropriation. The City's annual CIP phase for conformance with the City's public art appropriation for study, design, acquisition policy, which generally requires that 1% of ' and/or construction is based on the projects eligible project construction costs be set aside designated by the Council through adoption of for public art. Excluded from this requirement the Financial Plan. Adoption of the Financial are underground projects, utility infrastructure Plan CIP appropriation does not automatically projects, funding from outside agencies, and authorize funding for specific project phases. costs other than construction such as study, This authorization generally occurs only after environmental review, design, site preparation,. the preceding project phase has been completed land acquisition and equipment purchases. and approved by the Council and costs for the succeeding phases have been fully developed. It is generally preferred that public art be ' incorporated directly into the project, but this is Accordingly, project appropriations are not practical or desirable for all projects; in this generally made when contracts are awarded. If case, an in-lieu contribution to public art will be project costs at the time of bid award are less made.. To ensure that funds are adequately than the budgeted amount, the balance will be budgeted for this purpose regardless of whether unappropriated and returned to fund balance or public art will directly incorporated into the allocated to another project. If project costs at project, funds for public art will be identified the time of bid award are greater than budget separately in the CIP. amounts,five basic options are available: Given the City's fiscal situation, for 2003-05 ' 1. Eliminate the project. public art will be funded at a reduced level that 2. Defer the project for consideration to the is consistent with private sector requirements next Financial Plan period. (0.5%rather than I%). S3. Rescope or change the phasing of the project CAPITAL FINANCING to meet the existing budget. AND DEBT MANAGEMENT ' 4. Transfer funding from another specified, lower priority project. A. Capital Financing 5. Appropriate additional resources as necessary from fund balance. 1. The City will consider the use of debt financing only for one-time capital G. CIP Budget Carryover. Appropriations for improvement projects and only under the CIP projects lapse three years after budget following circumstances: adoption. Projects which lapse from lack of project account appropriations may be a. . When the project's useful life will resubmitted for inclusion in a subsequent CIP. exceed the term of the financing. Project accounts, which have been appropriated, will not lapse until completion of the project b. When project revenues or specific I phase. resources will be sufficient to service the long-tetra debt. H. Program Objectives. Project phases will be listed as objectives in the program narratives of 2. Debt financing will not be considered the programs, which manage the projects. appropriate for any recurring purpose such as current operating and maintenance I. Public Art. CIP projects will be evaluated expenditures. The issuance of short-term during the budget process and prior to each instruments such as revenue, tax or bond 325 POLICIES OBJECTIVES BUDGET AND FISCAL POLICIES anticipation notes is excluded from this 5. The City will use the following criteria to ' limitation. (See Investment Policy) evaluate pay-as-you-go versus long-term financing in funding capital improvements: 3. Capital improvements will be financed primarily through user fees, service charges; Factors Favoring assessments, special taxes or developer Pay-As-You-Go Financing agreements when benefits can be specifically attributed to users of the facility. a. Current revenues and adequate fund Accordingly, development impact fees balances are available or project phasing should be created and implemented at levels can be accomplished. sufficient to ensure that new development b. Existing debt levels adversely affect the pays its fair share of the cost of constructing City's credit rating. ' necessary community facilities. c. Market conditions are unstable or 4. Transportation impact fees are a major present difficulties in.marketing. funding source in financing transportation system improvements. However, revenues Factors Favoring Long Term Financing from these fees are subject to significant fluctuation based on the rate of new d. Revenues available for debt service are development. Accordingly, the following deemed sufficient and reliable so that guidelines will be followed in designing and long-tern financings can be marketed building projects funded with transportation with investment grade credit ratings. I impact fees: e. The project securing the financing is of a. The availability of transportation impact the type, which will support an fees in funding a specific project will be investment grade credit rating. analyzed on a case-by-case basis as f. Market conditions present favorable plans and specification or contract interest rates and demand for City ' awards are submitted for CAO or financings. Council approval. g. A project is mandated by state or federal requirements, and resources are b. If adequate funds are not available at insufficient or unavailable. that time, the Council will make one of two determinations: h. The project is immediately required to 1 meet or relieve capacity needs and • Defer the project until funds are current resources are insufficient or available. unavailable. • Based on the high-priority of the i. The life of the project or asset to be project, advance funds from the financed is 10 years or longer. General Fund, which will be reimbursed as soon as funds become B. Debt Management available. Repayment of General Fund advances will be the first use 1. The City will not obligate the General Fund of transportation impact fee funds to secure long-tern financings except when when they become available. marketability can be significantly enhanced. 2. An internal feasibility analysis will be 1 prepared for each long-term financing which 326 ' POLICIES AND OBJECTIVES ' BUDGET AND FISCAL POLICIES analyzes the impact on current and future a. Funds borrowed for a project today are budgets for debt service and operations. not available to fund other projects This analysis will also address the reliability tomorrow. of revenues to support debt service. b. Funds committed for debt repayment I 3. The City will generally conduct financings today are not available to fund on a competitive basis. However,negotiated operations in the future. financings may be used due to market In evaluating debt capacity, general-purpose volatility or the use of an unusual or annual debt service payments should complex financing or security structure. generally not exceed 10% of General Fund 4. The City will seek an investment grade revenues; and in no case should they exceed rating (Baa/BBB or greater) on any direct 15%. Further, direct debt will not exceed debt and will seek credit enhancements such 2% of assessed valuation; and no more than as letters of credit or insurance when 60% of capital improvement outlays will be ' necessary for marketing purposes, funded from long-term financings. availability and cost-effectiveness. 2. Enterprise Fund Debt Capacity. The City ' 5. The City will monitor all forms of debt will set enterprise fund rates at levels needed annually coincident with the City's Financial to fully cover debt service requirements as well as operations, maintenance, Plan preparation and review process and ' report concerns and remedies, if needed, to administration and capital improvement the Council. costs. The ability to afford new debt for enterprise operations will be evaluated as an ' 6. The City will diligently monitor its integral part of the City's rate review and compliance with bond covenants and ensure setting process. its adherence to federal arbitrage D. Independent Disclosure Counsel ' regulations. 7. The City will maintain good, ongoing The following criteria will be used on a case-by- communications with bond rating agencies case basis in determining whether the City about its financial condition. The City will should retain the services of an independent disclosure counsel in conjunction with specific follow a policy of full disclosure on every project financings: financial report and bond prospectus ' (Official Statement). 1. The City will generally not retain the C. Debt Capacity services of an independent disclosure ' counsel when all of the following 1. General Purpose Debt Capacity. The City circumstances are present: will carefully monitor its levels of general-' a. The revenue source for repayment is purpose debt. Because our general purpose under the management or control of the debt capacity is limited, it is important that we only use general purpose debt financing City, such as general obligation bonds, ' for high-priority projects where we cannot revenue bonds, lease-revenue bonds or reasonably use other financing methods for certificates of participation. two key reasons: b. The bonds will be rated or insured. i 1 327 POLICIES OBJECTIVES BUDGET AND FISCAL POLICIES 2. The City will consider retaining the services be paid on a contingency fee basis from the of an independent disclosure counsel when proceeds from the bonds. ' one or more of following circumstances are present: 3. Credit Quality. When a developer requests a district, the City will carefully evaluate the a. The financing will be negotiated, and applicant's financial plan and ability to carry ' the underwriter has not separately the project, including the payment of engaged an underwriter's counsel for assessments and special taxes during build- disclosure purposes. out. This may include detailed background, b. The revenue.source for repayment is not credit and lender checks, and the preparation under the management or control of the of independent appraisal reports and market City, such as land-based assessment absorption studies. For districts where one districts, tax allocation bonds or conduit property owner accounts for more than 25% financings. of the annual debt service obligation, a letter of credit further securing the financing may ' c. The bonds will not be rated or insured. be required. d. The City's financial advisor, bond counsel or underwriter recommends that 4. Reserve Fund reserve fund should be the City retain an independent established in thea lesser amount of: the disclosure counsel based on the maximum annual debt service; 125% of the dic circumstances of the financing. annual average debt service; or 10% of the bond proceeds. ' E. Land-Based Financings 5. Value-to-Debt Ratios. The minimum value- 1. Public Purpose. There will be a clearly to-date ratio should generally be 4:1. This ' articulated public purpose in forming an means the value of the property in the assessment or special tax district in district, with the public improvements, financing public infrastructure should be at least four times the amount of improvements. This should include a the assessment or special tax debt. In finding by the Council as to why this form special circumstances, after conferring and of financing is preferred over other funding receiving the concurrence of the City's , options such as impact fees, reimbursement financial advisor and bond counsel that a agreements or direct developer lower value-to-debt ratio is financially responsibility for the improvements. prudent under the circumstances, the City ' may consider allowing a value-to-debt ratio 2. Active Role. Even though land-based of 3:1. The Council should make special financings may be a limited obligation of the findings in this case. City, we will play an active role in managing the district. This means that the 6. Capitalized Interest During Construction. City will select and retain the financing Decisions to capitalize interest will be made team, including the financial advisor, bond on case-by-case basis, with the intent that if 1 allowed,it should improve the credit quality counsel, trustee, appraiser, disclosure counsel, assessment engineer and of the bonds and reduce borrowing costs, benefiting both current and future property underwriter. Any costs incurred by the City owners. , in retaining these services will generally be owners. the responsibility of the property owners or developer, and will be advanced via a 7• Maximum Burden. Annual assessments (or deposit when an application is filed; or will special taxes in the case of Mello-Roos or 328 ' POLICIES AND OBJECTIVES ' BUDGET AND FISCAL POLICIES ' similar districts) should generally not exceedrequired to provide the City with a 1% of the sales price of the property; and disclosure plan. I total property taxes, special assessments and special taxes payments collected on the tax F. Conduit Financings roll should generally not exceed 2%. I1. The City will consider requests for conduit 8. Benefit Apportionment. Assessments and financing on a case-by-case basis using the special taxes will be apportioned according following criteria: to a formula that is clear, understandable, equitable and reasonably related to the a. The City's bond counsel will review the benefit received by—or burden attributed terms of the financing, and render an ' to—each parcel with respect to its financed opinion that there will be no liability to improvement. Any annual escalation factor the City in issuing the bonds on behalf should generally not exceed 2%. of the applicant. ' 9. Special Tax District Administration. In the b. There is a clearly articulated public case of Mello-Roos or similar special tax purpose in providing the conduit districts, the total maximum annual tax financing. ' should not exceed 110% of annual debt c. The applicant is capable of achieving service. The rate and method of this public purpose. apportionment should include a back-up tax ' in the event of significant changes from the 2. This means that the review of requests for initial development plan, and should include conduit financing will generally be a two- procedures for prepayments. step process: ' 10. Foreclosure Covenants. In managing a. First asking the Council if they are administrative costs, the City will establish interested in considering the request, 1 minimum delinquency amounts per owner, and establishing the ground rules for and for the district as a whole, on a case-by- evaluating it case basis before initiating foreclosure b. And then returning with the results of ' proceedings. this evaluation, and recommending 11. Disclosure to Bondholders. In general, approval of appropriate financing each property owner who accounts for more documents if warranted. ' than 10% of the annual debt service or This two-step approach ensures that the issues bonded indebtedness must provide ongoing are clear for both the City and applicant,and that disclosure information annually as described key policy questions are answered. under SEC Rule 15(c)-12. 3. The workscope necessary to address these 12. Disclosure to Prospective Purchasers. Full issues will vary from request to request, and disclosure about outstanding balances and will have to be determined on a case-by-case annual payments should be made by the seller to prospective buyers at the time that basis.. Additionally, the City should the buyer bids on the property. It should not generally be fully reimbursed for our costs in evaluating the request; however, this be deferred to after the buyer has made the should also be determined on a case-by-case decision to purchase. When appropriate, basis. applicants or property owners may be 329 POLICIES • OBJECTIVES ' BUDGET AND FISCAL POLICIES ' G. Refinancings 2. Regular employees will be the core work force and the preferred means of staffing 1. General Guidelines. Periodic reviews of all ongoing, year-round program activities that outstanding debt will be undertaken to should be performed by full-time City determine refinancing opportunities. employees rather than independent Refinancings will be considered (within contractors. The City will strive to provide federal tax law constraints) under the competitive compensation and benefit following conditions: schedules for its authorized regular work force. Each regular employee will: a. There is a net economic benefit. b. It is needed to modernize covenants that a. Fill an authorized regular position. are adversely affecting the City's b. Be assigned to an appropriate bargaining financial position or operations. unit. c. The City wants to reduce the principal c. Receive salary and benefits consistent outstanding in order to achieve future with labor , agreements or other ' debt service savings, and it has available compensation plans. working capital to do so from other sources. 3. To manage the growth of the regular work ' force and overall staffing costs, the City will 2. Standards for Economic Savings. In follow these procedures: general, refinancings for economic savings will be undertaken whenever net present a. The Council will authorize all regular value savings of at least five percent(5%)of positions. the refunded debt can be achieved. b. The Human Resources Department will ' a. Refinancings that produce net present coordinate and approve the hiring of all value .savings of less than five percent regular and temporary employees. will be considered on a case-by-case c. All requests for additional regular basis, provided that the present value positions will include evaluations of: savings are at least three percent (3%) of • The necessity, term and expected the refunded debt. results of the proposed activity. ' b. Refinancings with savings of less than o Staffing and materials costs three percent (3%), or with negative ' including salary, benefits, savings, will not be considered unless there is a compelling public policy equipment, uniforms, clerical support and facilities. objective. • The ability' of private industry to ' HUMAN RESOURCE MANAGEMENT provide the proposed service. • Additional revenues or cost savings, A. Regular Staffing which may be realized. 1. The budget will fully appropriate ' the 4. Periodically, and before any request for ' resources needed for authorized regular additional regular positions, programs will staffing and will limit programs to the be evaluated to determine if they can be regular staffing authorized. accomplished with fewer regular employees. (See Productivity Review Policy) 330 ' POLICIESOBJECTIVES BUDGET AND FISCAL POLICIES ' 5. Staffing and contract service cost ceilings six months and two years) projects, ' will limit total expenditures for regular programs or activities requiring specialized employees, temporary employees, and or augmented levels of staffing for a specific independent contractors hired to provide period. operating and maintenance services. The services of contract employees will be B. Temporary Staffing discontinued upon completion of the assigned project, program or activity. Accordingly, I 1. The hiring of temporary employees will not contract employees will not be used for services be used as an incremental method for that are anticipated to be delivered on an expanding the City's regular work force. ongoing basis. ' 2. Temporary employees include all employees C. Independent Contractors other than regular employees, elected ' officials, and volunteers. Temporary Independent contractors are not City employees.. employees will generally augment regular They may be used in two situations: City staffing as extra-help employees, ' seasonal employees, contract employees, 1. Short-term, peak workload assignments to interns and work-study assistants. be accomplished using personnel contracted through an outside temporary employment 3. The City Administrative Officer (CAO) and agency (OEA). In this situation, it is ' Department Heads will encourage the use of anticipated that City staff will closely temporary rather than regular employees to monitor the work of OEA employees and meet peak workload requirements, fill minimal training will be required. However, ' interim vacancies, and accomplish tasks they will always be considered the where less than full-time, year-round employees of the OEA and not the City. All staffing is required. placements through an OEA will be coordinated through the Human Resources Under this guideline, temporary employee Department and subject to the approval of hours will generally not exceed 50% of a the Human Resources Director. regular, full-time position (1,000 hours annually). There may be limited 2. Construction of public works projects and circumstances where the use of temporary delivery of operating, maintenance or employees on an ongoing basis in excess of specialized professional services not this target may be appropriate due to unique routinely performed by City employees. programming or staffing requirements. Such services will be provided without close However, any such exceptions must be supervision by City staff, and the required approved by the CAO based on the review methods, skills and equipment will generally and recommendation of the Human be determined and provided by the Resources Director. contractor. Contract awards will be guided by the City's purchasing policies and 4. Contract employees are defined as procedures. (See Contracting for Services temporary employees with written contracts Policy) ' approved by the CAO who may receive approved benefits depending on hourly requirements and the length of their contract. Contract employees will generally be used for medium-term(generally between 331 POLICIES 0 .s ' JECTIVES BUDGET AND FISCAL POLICIES ' PRODUCTIVITY 4. Improving the organization's ability to I respond to changing needs, and identify and implement cost-saving programs.. ' Ensuring the "delivery of service with value for cost" is one of the key concepts embodied in the 5. Assigning responsibility for effective City's Mission.Statement (San Luis Obispo Style— operations and citizen responsiveness to the ' Quality With Vision). To this end, the City will department. constantly monitor and review our methods of operation to ensure that services continue to be CONTRACTING FOR SERVICES I delivered in the most cost-effective manner possible. u This review process encompasses a wide range of productivity issues,including: A. General Policy Guidelines A. Analyzing systems and procedures to identify 1. Contracting with the private sector for the and remove unnecessary review requirements. delivery of services provides the City with a significant opportunity for cost containment B. Evaluating the ability of new technologies and and productivity enhancements. As such, related capital investments to improve the City is committed to using private sector productivity. resources in delivering municipal-services as a key element in our continuing efforts to C. Developing the skills and abilities of all City provide cost-effective programs. employees. ' 2. Private sector contracting approaches under D. Developing and implementing appropriate this policy _include construction projects, methods of recognizing and rewarding professional services, outside employment ' exceptional employee performance. agencies and ongoing operating and maintenance services. E. Evaluating the ability of the private sector to ' perform the same level of service at a lower cost. 3. In evaluating the costs of private sector contracts compared with in-house F. Periodic formal reviews of operations on a performance of the service, indirect, direct, systematic,ongoing basis. and contract, administration costs of the City will be identified and considered. G. Maintaining a decentralized approach in 4. Whenever private sector providers are managing the City's support service functions. available and can meet established service ' Although some level of centralization is levels, they. will be seriously considered as necessary for review and control .purposes, viable service delivery alternatives using the decentralization supports productivity by: evaluation criteria outlined below. 1. Encouraging accountability by delegating 5. For programs and activities currently responsibility to the lowest possible level. provided by City employees, conversions to contract services will generally be made 2. Stimulating creativity, innovation and through attrition,reassignment or absorption individual initiative. by the contractor. ' 3. Reducing the administrative costs of operation by eliminating unnecessary review procedures. ' 332 ' POLICIES AND OBJECTIVES BUDGET AND FISCAL POLICIES ' B: Evaluation Criteria ' 1. Within the general policy guidelines stated above, the cost-effectiveness of contract services in meeting established service levels will be determined on a case-by-case basis using the following criteria: ' 2. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable range of alternative service providers? 3. Can the contract be effectively and efficiently administered? 4. What are the consequences if the contractor fails to perform, and can the contract ' reasonably be written to compensate the City for any such damages? 5. Can a private sector contractor better respond to expansions, contractions or special requirements of the service? 6. Can the work scope be sufficiently defined to ensure that competing proposals can be fairly and fully evaluated, as well as the contractors performance after bid award? 7. Does the use of contract services provide us with an opportunity to redefine service levels? 8. Will the contract limit our ability to deliver 1 emergency or other high priority services? 9. Overall, can the City successfully delegate ' the performance of the service but still retain accountability and responsibility for its delivery? --- - . �\\ 1 333 - - 1 POLICIES OBJECTIVE SUMMARY OF MAJOR CITY GOALS PUBLIC UTILITIES with their adopted master plan for housing and enrollment. ■ Long-Term Water Supply. Continue ■ Neighborhood Wellness: Improve ' aggressive efforts to develop permanent,reliable neighborhoods and neighborhood involvement water sources to meet General Plan needs, by continuing to implement the neighborhood ' including all options under current Council wellness program, including consideration of a policy. rental inspection ordinance. TRANSPORTATION ■ South Broad Street Corridor Plan. Adopt General Plan and zoning amendments to create a mixed-use residential neighborhood along the 1 ■ Street and Sidewalk Maintenance. Continue South Broad Street corridor from South Street to maintenance of streets and sidewalks at a Orcutt Road and seek grant funding to create a moderate level. neighborhood concept plan for the area. ■ LOVR/Highway 101 Improvements. Continue ■ _ Downtown Improvements: Monterey Plaza working towards improvements at the Los Osos Pursue the creation of a "Monterey Plaza" for Valley Road/Highway 101 interchange. civic gatherings and passive recreation, ' dependent upon the Copeland project. ■ Bikeway Improvements: Railroad Safety Trail. Acquire right-of-way and property for ■ Economic Development: Transient extension of the Railroad Safety Trail from the Occupancy Tax. Encourage and promote Jennifer Street Bridge to Cal.Poly. projects that will increase lodging and conference facilities in order to generate , LEISURE,CULTURAL & SOCIAL SERVICES additional transient occupancy tax revenues. ■ Economic Development: Sales Tax. ■ Therapy Pool. Pursue development of a warm Encourage and promote retail projects that will water therapy pool at the Swim Center through a increase sales tax revenues. financing program for its construction and ongoing operation that does not use general- GENERAL GOVERNMENT purpose revenues. COMMUNITY DEVELOPMENT ® Long-Term Fiscal Health. Develop a comprehensive strategy for preserving essential services, adequately maintaining existing ■ Housing. Adopt a housing element that expands facilities and infrastructure, and protecting the ' housing opportunities for very low, low and City's fiscal health. moderate income households, preserves and enhances residential neighborhoods and complies with state laws including CEQA; and encourage and support Cal Poly's efforts to provide more on-campus housing consistent 334 i POLICIES AND . : MAJOR CITY GOALS—COST AND FUNDING SUMMARY ' The following summarizes operating program and capital improvement plan (CIP)costs to achieve the major City goal work programs and proposed funding sources. Cost Summary By Goal - - Operating Programs Capital improvement Plan 2003-04 2004-6 2003-04 2004-6 1 2005-06 2006-07 Long-Term Water Supply 69,300 69,300 150,000 250,000 2,050,000 Street and Sidewalk Maintenance 1,660,000 1,630,800 1,687,900 1,736,400 Los Osos Valley Road Interchange 149,000 Railroad Safety Trail 170,000 Therapy Pool 25,000 200,000 Housing Neighborhood Wellness 70,200 73,400 South Broad Street Corridor Plan Monterey Plaza 75,000 Economic Development:TOT 15,000 Economic Development:Sales Tax 20,000 5,000 1 ,Long-Term Fiscal Health 37,500 Total 212 000 222,700 1A35 000 1 2,399,800 1 3,737 900 1736,400. ' Cost Summary By Funding Source Operating Pro Capital Improvement Plan 2003-04 2004-05 2003-04 2604-05 2005-06 2006-07. General Fund 142,700 153,400 1,660,000 1,630,800 1,687,900 1,736,400 Transportation Impact Fees 170,000 Water Fund 69,300 69,360 150,000 250,000 2,050,000 Grants 25,000 349,000 Total 212,000 222,700 1,835,000 2,399,800 3,737,900 1,736,400 335 POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG TERM WATER SUPPLY OBJECTIVE 2. Groundwater. Work completed to date on I groundwater development includes analysis of Continue aggressive efforts to develop permanent, the increased yield potential of the San Luis reliable water supplies to meet City General Plan Obispo Groundwater Basin, exploratory well needs, including all options consistent with Council drilling at the southern end of the city, and a policy. preliminary analysis of the opportunities for exchange of recycled water for groundwater DISCUSSION currently being used by agriculture. Additionally, a preliminary water quality ' Background analysis of, the basin and an analysis of the treatment options and the impacts associated The City has been aggressively pursuing the with treatment have been completed. Remaining ' development of additional water supplies. In order work will include seeking proposals to complete to continue with these efforts, consistent with a preliminary design of the pumping and Council policy, Staff will most aggressively pursue treatment facilities, environmental review, ' those water supply options identified as Tier 1 development of plans and specifications for projects (highest priority) by the Council in June construction, financing and construction of the 2002. The Tier I projects include water reuse, required facilities. ' groundwater development, and additional conservation. If successful with all of the Tier 1 3. Water Conservation. The City currently has an project options, it is possible that the City could effective and aggressive water conservation satisfy its General Plan objectives through these program. As a Tier 1 program, staff will be projects alone. As required and as resources permit, developing an expanded conservation program the City will also continue its review and analysis of aimed at landscape water use and non-residential Tier 2 and 3 project options, Desalination, the water use. An analysis of the potential yield Salinas Reservoir Expansion and the Nacimiento from these additional conservation programs has Pipeline. been completed and presented to Council on January 30, 2003. This analysis identified a ' Tier 1 Projects potential yield of about 340 acre feet per year of water from implementation of these new 1. Water Reuse. Work completed to date on the conservation measures, which are estimated to Water Reuse Project includes preliminary cost $69,000 annually. A detailed monitoring design, environmental review, design and and verification program will be developed and financing. The Water Reuse Project was implemented in order to evaluate the success and ' advertised for bid on February 8, 2003and yield of the new conservation programs so that construction of the backbone distribution system the additional safe annual yield can be identified and treatment facility improvements will begin and added to the City's available water supplies, by the Summer 2003. Delivery of recycled and reported to Council annually. water is expected to begin in late 2004. Remaining work for the Water Reuse Project Tier 2 Projects includes completion of a Water Reuse System Master Plan to identify the future incremental 4. Desalination. This is currently the only Tier 2 expansion of the system, development of project. To date, only preliminary analysis and additional user and/or exchange agreements, discussions have occurred in regards to ' design and implementation of user site development of a desalination water supply modifications to accommodate the use of project for the City. As time and resources recycled water, and all activities associated with permit, staff will continue to investigate and the completion of construction. evaluate all opportunities for possible development of a desalination project. This may include participation in a project with other I 336 POLICIES >t OBJECTIVES ' MAJOR CITY GOALS—LONG TERM WATER SUPPLY agencies such as Morro Bay or Duke Energy, Challenges We Will Face in Achieving this Goal contracting with a private supplier, or ' development of a City owned and operated Development of any new water supply project will facility. Staff will report findings of the be faced with significant technical, regulatory, opportunities and constraints for the environmental and political challenges. The Tier 1 development of a desalination project as projects represent perhaps the most feasible of the information is developed, or at least annually options available. with the Water Resources Status Report. Water Reuse. This project has been through the Tier 3 Projeets majority of its most difficult challenges after nearly 12 years of environmental review and design. ' 5. Salinas Reservoir Expansion. Unless Compliance with the regulatory aspects of the specifically directed by Council, no work is project and continued mitigation monitoring will planned for the Salinas Reservoir Expansion consume staff time as we construct and implement ' project for this next two-year period. To date, the project.. Public opinion can also be a significant the water rights permit time extension has been challenge to a water reuse project and staff has received, seismic analysis of the dam structure maintained an ongoing public information/education completed and an Environmental Impact Report program in order to maintain public acceptance of ' (EIR) has been completed and certified, but the the project. notice of completion has not been filed and is pending Council approval of the project. Should Groundwater Development. This represents a ' the City decide to proceed with the project, the significant challenge in achieving maximum EIR would require updating and recirculation for potential yield from the small San Luis Obispo public review, property transfer would have to Groundwater Basin without causing a recurrence of be secured from the Federal government, and ground subsidence or impacting the surface flows in engineering design and construction would all San Luis Obispo Creek. Staff is seeking to develop have to be completed by the year 2010 when the offsetting uses in the basin through exchange of City's water rights permit time extension for recycled water with agricultural groundwater completion of the project expires. pumpers to create a "no net impact" scenario in the operation of the basin. Additionally, the treatment 6. Nacimiento Pipeline. This project is being of the contaminated groundwater for removal and developed by the County of San Luis Obispo. disposal of Perchloroethylene (PCE) and nitrate will The City continues to be a participant in the present some additional significant challenges. project along with numerous other agencies. A revised draft EIR will be circulated for comment Conservation Program Implementation. This and is expected to be certified by the County presents perhaps the fewest obstacles of our Tier 1 Board of Supervisors in Fall 2003. Final options, but will require ongoing programmatic reservation agreements for the project are effort to sustain any additional yield as the proposed proposed to be presented to the participants for programs center around education and behavior execution in Fall 2003. Staff will continue to modification rather than hardware retrofit. Ongoing ' work with the County as a potential participant monitoring of the program's success will also and will present an analysis of the project and present a significant challenge. recommendation to the Council with the presentation of the final reservation agreements, Desalination. As a Tier 2 project, desalination is hopefully in the Fall 2003. All activities faced with thefull range of environmental, associated with the current phase of the regulatory, technical and political challenges. ' Nacimiento project are being funded by the Discussions with Morro Bay regarding the shared County through a special project account. use of their desalination facility have not progressed as Morro Bay's long term plans for the facility do not include its continuous operation. Other options 337 ' POLICIESOBJECTIVES MAJOR CITY GOALS-LONG TERM WATER SUPPLY for desalination will be reviewed as a part of this Conservation_- goal but we should be realistic in considering the 7. Develop program elements and 12-03 significant challenges facing the actual development required informational and 1 of a project. programmatic resources. 8. Develop monitoring and evaluation 3-04 Salinas Reservoir .Expansion and Nacimiento Pipeline. These Tier 3 projects face significant program. challenges. The Nacimiento Project faces perhaps 9. Fully implement landscape and non- 4-04 its most significant challenge in the cost of the residential program project and the fragile coalition of participants 10. Present program evaluation report to 6-05 t needed to financially support the project. The Council. Nacimiento project also still needs to complete its Nacimiento Pipeline • ' environmental review processes. The Salinas 11. Present project reservation 1-04 Project is encumbered with significant agreements and full project environmental impacts as well as institutional issues information to Council for surrounding the transfer of ownership from the consideration. , federal government to a local agency, and legal Salinas Reservoir Expansion challenges by downstream water interests. These 12. Review options and issues with 6.04 two projects will require significant commitment by Council for consideration of possible the City and others to see them through to completion, if the decision is made to move forward project,_ with either as a primary supply option. ' RESPONSIBLE DEPARTMENT ACTION PLAN The Utilities Department will be responsible for _ achieving this goal and completion of the identified ____._ __ action steps. The majority of work associated with Water Reuse ..... _-. __ 1. Complete design of required user 12-03 the Nacimiento Pipeline Project is being completed siomplette lesions. by the County of San Luis Obispo and their consultants. Utilities staff will continue to work 2. Complete Water Reuse Master Plan 11 04 closely with the County on the development of the defining the logical expansion of the. Nacimiento Pipeline Project. water reuse system and include funding for associated CIP in the FINANCIAL AND STAFF RESOURCES 2005-07 Financial Plan. REQUIRED TO ACHIEVE THE GOAL 3. Complete construction of the water 12-04 reuse project backbone pipeline All costs are funded through the Water Fund as system, Water Reclamation Facility follows: 1 improvements and user site modifications. Tier 1 Projects Ground Water Development 4. Issue RFP for groundwater 12-03 1. Water Reuse. This project is a currently development and treatment system budgeted and funded project. It has a total feasibility analysis. projected capital cost, including environmental 1 5. Select engineer and begin design. 3-04 mitigation and design, of $18 million. A 6. Complete design,invite bids for 6-05 staffing analysis for the Water Reuse Project construction and award contract. along with the increased operating program (Construction is scheduled for costs will be presented to Council and included completion by June 2006). 1 1 in the 2005-07 Financial Plan. 339 I - POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG TERM WATER SUPPLY 1 2. Groundwater. Developing additional yield additional safe yield to be obtained from from groundwater is estimated to cost $150,000 groundwater. ' in 2003-04 for study, $250,000 in 2004-05 for 3. Implemented an expanded water conservation design and $2,050,000 in 2005-06 for program aimed at landscape water use and non- construction. Operating program increases residential customers and completed first year associated with groundwater development will monitoring and evaluation of the expanded be identified with the design of the treatment conservation program yield. and pumping facilities and will be presented to Council when fully defined and included in the 4. Reviewed additional information regarding the 2005-07 Financial Plan. . possibility of developing a desalination project. 5. Made a decision relative to our participation in ' 3. Expanded Conservation Program. Operating the Nacimiento Pipeline Project. costs in developing and implementing the expanded water conservation programs are ' estimated at $69,300 per year for temporary staffing (28;300), rebate incentives ($20,000), preparation and distribution of educational 1 -- 4 t materials . ($15,000) and other services and supplies ($6,000). Tier 2 and 3 Projects Analysis of these project options will be completed by existing staff on a time available basis. GENERAL FUND REVENUE POTENTIAL Achieving this goal is essential to the ongoing financial well being of the City and the General Fund as achieving many of our General Plan goals are contingent on the City's having adequate water resources. OUTCOME—FINAL WORK PRODUCT It is possible that the City will be able to .achieve sufficient water resources to meet the objectives of the General Plan through the completion and full implementation of the Tier 1 projects. By the end of the 2003-05 Financial Plan period, it is projected that we will have: 1. Constructed and implemented the initial stages of the water reuse project. 2. Completed the Reuse Master Plan and identified projects for the extension of the distribution system; sited and be constructing a treatment facility for groundwater treatment and identified 339 POLICIES + • OBJECTIVES MAJOR CITY GOALS—STREET AND SIDEWALK MAINTENANCE OBJECTIVE 2. An annual contract sidewalk replacement project ' of $60,000 in high pedestrian use areas Continue maintenance of streets and sidewalks at a associated with the pavement management ' moderate level. program. DISCUSSION 3. New sidewalk construction of $100,000 from ' the General Fund annually in conjunction with Background designated pavement maintenance areas. Supplementing this, the City received a State ' Pavement Maintenance. In 1998, the City adopted grant of $279,000 for installation of sidewalks a new Pavement Management Plan (PMP), which on South Higuera Street south of Elks Lane. sets forth a comprehensive maintenance program of With the City's General Fund match of$37,000, 1 seal coating, overlays and reconstruction. On a scale the total project appropriation was $316,000 in of 0 to 100, the PMP adopts a "Pavement Condition 2001-03. Index" (PCI)goal for the City's overall street system of 80. Since its adoption, the City has closely It should be noted that prior to 1999-01, no followed the PMP, and by June 30, 2003, we will General Fund revenues were allocated on a have provided appropriate maintenance on three- routine basis for new sidewalks: for this ' fourths of the City's streets. This has resulted in purpose, the City relied upon a mandatory raising the overall PCI from 68 to 74—a significant assessment approach that is no longer allowed improvement in the five years since its adoption. under Proposition 218. For 1999-01, the City budgeted $75,000 annually from the General Due to budget considerations, we recommend Fund for new sidewalk installation, increasing to reducing PMP funding by about $1.3 million $100,000 annually in 2001-03. annually. While this reduction will have the effect of delaying the Council's goal of achieving a Due to budget considerations and a strategic citywide PCI of 80, the remaining funding (about focus on maintaining what we already have, we $1.5 million annually) will maintain the current PCI recommend discontinuing installation of new at 74, without abandoning the City's commitment to sidewalks in 2003-05. residents and businesses in the remaining 25% of the City awaiting the maintenance of their areas. Challenges We Will Face in Achieving this Goal At about $1.5 million annually, this will be less than 1. Street Paving. Funding for ongoing pavement the average of $2.0 million per year we actually maintenance is critical if the PMP is to succeed. spent from the General Fund during 1998-2003 for As mentioned above, Areas 1 through 6 have this purpose. However, it will be significantly more received the benefit of the initial funding as than the $790,000 annually allocated for this shown in the PMP. The PMP lays out an eight- purpose in 1995-97 before adoption of the PMP in year rotation for the entire City, at which time 1998. the benefits of a well-planned program will be evident. Maintaining funding and adherence to Sidewalks. The sidewalk program for 2001-03 the plan will be key issues. included maintenance of existing sidewalks and installation of new sidewalks. It consisted of: 2. Sidewalk Replacement and Repair. Sidewalk removal and replacement is an expensive 1. City staff responding to individual isolated program but is beneficial in that it provides an sidewalk problems (including curb and gutters) ongoing program to make our sidewalks safer by grinding, modifying or replacing the for our citizens and results in fewer accidents damaged facilities. and claims. General Fund limitations prevent this program from ever completely catching up 340 POLICIES AND OBJECTIVES ' MAJOR CITY GOALS—STREET AND SIDEWALK MAINTENANCE ' with the inventory of areas needing work and RESPONSIBLE DEPARTMENT thus the Council has adopted a policy that directs work to areas of high pedestrian activity. Public Works Each year the City uses a small amount of available Community Development Block Grant FINANCIAL AND STAFF RESOURCES funding to remove existing sidewalk at street REQUIRED TO ACHIEVE THE GOAL corners and replace it with current ADA accessible sidewalk in order to make our I. Street Paving. City general funds will continue sidewalks accessible to disabled persons. to be programmed each budget year to support pavement management activities. For pavement 3. Continued General Fund Revenue Shortfalls. reconstruction, resurfacing and resealing this If State takeaways or budget problems persist, will cost$1,525,000 in 2003-04 and $1,570,750 then further reductions in the street in 2004-05. reconstruction-resurfacing budget may be The majority of this budget will be spent on required. pavement reconstruction and resurfacing. Those streets in maintenance areas 7 and 8 not The sidewalk replacement program will continue reconstructed or resurfaced will be seal-coated indefinitely—both as a means of better pedestrian in order to achieve pavement management goals access and as a means of limiting the City's liability. of seal-coating all streets not reconstructed or resurfaced in every eight-year period. ' The need for the City's largest single investment— streets—to continue to receive significant funding 2. Sidewalk Repair. We recommend continuing will continue beyond 2005 when the first full eight- the current level of in-house sidewalk repair and year cycle is complete. contracting for sidewalk repair ($60,000 annually). ACTION PLAN All of the proposed costs are funded through the 1Task .. - General Fund. 1. Continue the program of Ongoing monitoring the condition of GENERAL FUND REVENUE POTENTIAL existing sidewalks. None. 2. Continue to repair damaged Ongoing sidewalks, curbs and gutters using OUTCOME—FINAL WORK PRODUCT City staff. 3. Continue implementation of the Ongoing 1. By June 2005, PMP projects will have 1998 PMP for Areas 7 and 8. completed one full cycle and addressed 100% of 4, Pursue State grant funding for Ongoing all City streets. This will result in longer street pavement projects. life and safer, more convenient and attractive access throughout the community for bicycle, 5. Continue to retrofit existing curbs Annually transit and vehicle users. for disabled access using CDBG in Fall funds. 2. We will have maintained the current PCI of 74, 6. Continue contracts of$60,000 per Annually which is a significant improvement from the PCI year to repair damaged sidewalks. in Spring of 68 five years ago. On the other hand, resurfacing and reconstructing fewer streets than 7. Establish permit guidelines to 12/03 anticipated in 1998 when the PMP was adopted expedite sidewalk repairs by means we will not reach its goal for a PCI of 80. private property owners. 341 1 POLICIES AND OBJECTIVES MAJOR CITY GOALS—STREET AND SIDEWALK MAINTENANCE ! 3. Approximately 660 feet of existing sidewalk will have been removed and replaced. 4. Approximately 30 corner curbs have been ! retrofitted for improved access by persons with disabilities. ! 1 1 i 1 1 1 1 1 1 1 i 342 1 i P• OBJECTIVES iMAJOR CITY GOALS—LOS OSOS VALLEY ROAD INTERCHANGE iOBJECTIVE mitigate impacts caused by new vehicle trips in and out of the area. Continue working towards improvements at the Los Osos Valley Road/Highway 101 interchange. As presented in the Action Plan below, we recommend completing this project in phases that DISCUSSION allow for individual developments to go forward before all "end-game" improvements are completed, Background while at the same time assuring that adequate ' mitigation is in-place. For 2003-05, Phase 1 Land development in and around the Los Osos improvements include those that can go forward Valley Road (LOVR)corridor has been on-going for without Cal Trans approval (non-interchange many years with little attention given to the improvements), most notably the relocation of Calle interchange at Highway 101. A number of Joaquin. residential subdivisions, including DeVaul Ranch, ' Prefumo Canyon Homes and developments in the Challenges We Will Face in Achieving this Goal County, have been approved and are under construction; and Home Depot opened its doors and Each part of this major improvement project will be began operation on March 13, 2003. In addition, challenging: there are a number of other development projects along LOVR either submitted or awaiting filing for 1. A Project Study Report-Project Development City or County review as part of the land Study (PSR-PDS) must be completed so the City development process. can become eligible to compete for State or regional funding. The City, as lead agency, has The existing interchange often experiences already initiated work on the PSR-PDS and it ' congestion and vehicle delay during the peak times should be completed during summer 2003. of the day. Recent widening of LOVR west of the 2. A Project Development Team (PDT) has been interchange has helped to reduce congestion and formed with representatives from Caltrans, ' speed up travel times for vehicles along LOVR. SLOCOG and the County of San Luis Obispo to However, congestion still occurs between the oversee the development of the PSR-PDS and freeway ramps on LOVR. The interchange should the future Caltrans Project Report and Plans, 1 be improved to keep pace with the demand for Specifications and Estimates (PS&E). roadway capacity in this area in order to maintain City operational thresholds established in the City 3. Modifying the geometrics of the interchange Circulation Element. A Caltrans Project Study will be a challenge in and of itself due to the Report (PSR-PDS) will be completed in summer existing atypical ramp layout, constrained right- 2003. of-way, close proximity of San Luis Creek, ' existing adjacent commercial land use and lack Parts of this objective are already in process: LOVR of alternative access for the Las Verdes has been widened as a part of the conditions of condominiums. approval of the DeVaul and Froom Ranch projects. 4. Drainage and interconnection with future The City's Flood Management Plan states the alternative transportation facilities such as the existing flooding problems at the freeway are not Bob Jones Bike Path will need to be due to undersized culverts, but rather to constrictions incorporated into the project. i downstream. Creating secondary overflow channels downstream will address this part of the Council 5. Improvements to the LOVR/Highway 101 objective. Further, Environmental Impact Reports interchange must be kept on schedule to address conducted for the Costco project as well as traffic short-tetra and mid-term impacts associated with studies for the proposed motel projects along Calle development along the LOVR corridor. Joaquin have recommended that improvements be 6. Because the long-term funding for the project is made to Calle Joaquin and the interchange to likely to include Federal money, National 343 i POLICIES A 1 OBJECTIVES MAJOR CITY GOALS—LOS OSOS VALLEY ROAD INTERCHANGE ' Environmental Protection Act (NEPA) as well 10. Award contract and begin 7-04 as California Environmental Quality Act construction of Phase 1 (CEQA)environmental review is recommended. improvements. 1 7. A full, financial plan will need to be developed 11. Complete construction of Phase 1 6-05 as part of the PSR and private development to improvements. 1 insure that the project is financially feasible at a time when public infrastructure funding may be The Out-Years. Subsequent work and financial in jeopardy. resources will be required beyond the 2003-05 ' 8. A detailed engineering analysis of the Financial Plan to complete the LOVR/Highway 101 Prefumo/San Luis' Creek backflow interchange improvement project. As private characteristics will be necessary to fully evaluate development is reviewed and improved in the area, the amount of land, the type of construction, and the City along with Caltrans and the County will the level of environmental mitigation needed to need to adequately identify and implement necessary provide flood control relief. Once completed, interim project mitigation at the interchange location there is no assurance of cooperative property that will serve the ultimate design solution. Upon owners selling land for this purpose and thus the completion of the EIR/EIS and the Caltrans Project use of eminent domain may be necessary. Report, final construction drawings can be prepared for the project. ' ACTION PLAN These tasks include hiring a design consultant to complete the PS&E for the project, obtaining 1. Obtain CalTrans approval of the PSR- 7-03 additional grant sources and debt financing for the PDS. project, right-of-way acquisition, bidding the PS&E, obtaining necessary oversight agency permitting and ' 2. Finalize plans for Phase 1 7-03 completing construction of the project. The improvement/mitigation strategies not schedule for "out-years" will largely depend on the requiring Cal Trans approval (non- availability of grant funding sources. interchange improvements), such as relocation of Calle Joaquin. RESPONSIBLE DEPARTMENT 3. Prepare Request for Proposal for the 9-03 ' CEQA Environmental Impact Report The Public Works Department will manage this (EIR),NEPA Environmental Impact project through the Transportation Planning and Statement(EIS)and Project Report. Engineering Program. The CIP Project Engineering 4. Pursue Advance Development 9-03 Program will be responsible for storm drainage Funding for the EIR/EIS,Project milestones and will contribute engineering oversight Report and PS&E. and assistance in all tasks of the project. 5. Hire consultant and begin preparing 12/03 Community Development Department will assist in ' EIR/EIS and Project Report. processing environmental review of the project and 6. Complete design of Phase 1 3/04 assist with any Planning Commission findings if improvements and invite construction eminent domain is required. bids. Finance Department will be integral in helping 7. Complete Draft Project Report. 5-04 develop a final financial plan for the project. The 8. Complete Administrative Draft 6-04 Natural Resource Manager and City Biologist will EIR/EIS. be required to assist with issues associated with 9. Complete negotiations for Cal Trans 6-04 mitigating the project's impact and effect on San cooperative agreement. Luis Obispo and Prefumo Creeks. 344 POLICIES OBJECTIVES MAJOR CITY GOALS—LOS OSOS VALLEY ROAD INTERCHANGE. iFINANCIAL AND STAFF RESOURCES 1. Interconnection and coordination of traffic REQUIRED TO ACHIEVE THE GOAL signals along LOUR, resulting in improved itraffic flow. For 2003-05.. A final financial plan for the full 2. Identification of specific flood improvements for project is not complete at this time. A total of incorporation into the interchange project. i $900,000 has already been appropriated for development of the PSR-PDS and environmental 3. Completion and Cal Trans approval of the review in the 2001-03 Financial Plan. With these Project Report. i funds in conjunction with developer contributions, 4. Completion of Phase 1 'improvements, most an additional appropriation of $150,000 from the notably relocation of Calle Joaquin. Transportation Impact Fee Fund in 2004-05 should icover the cost of Phase 1 improvements. The Out-Years. In the out-years will come the i major expenses for design and construction related to the interchange itself. The City's 1994 Transportation Impact Fee program proposed to i collect $3 million to go towards construction of the project. These funds remain significantly below the expected $10-13 million believed necessary for the project. It is anticipated that the project will i compete favorably for State and regional funding sources that will'allow the project to be completed. During the entire project, staff will be looking for iadditional funding sources. GENERAL FUND REVENUE POTENTIAL iThis project will not result in increased General Fund Revenues directly but by providing easier and ' safer access to commercial and residential areas there is greater likelihood of shopping in the City and resulting increased sales tax. iOUTCOME—FINAL WORK PRODUCT Achieving the two-year work program will result in ithe following final work products: i i i 345 POLICIES AND OBJECTIVES MAJOR CITY GOALS—BIKEWAY IMPROVEMENTS: RAILROAD SAFETY TRAIL ' OBJECTIVE 3. Pursing eminent domain against Union Pacific if the railroad decides not to sell the City the ' Acquire right-of-way and property for extension of requisite territory. the Railroad Safety Trail from the Jennifer Street Bridge to Cal Poly. ACTION PLAN DISCUSSION Workscope Background The Action Plan assumes that Cal Poly will extend the bike path from the campus south to Foothill Since 1995,the City has pursued the development of Boulevard, consistent with its master plan, and that a bicycle path adjoining the 4.5-mile segment of the the City's part of the project would stop at Foothill ' Union Pacific Railroad in San Luis Obispo. This Boulevard, which is the extent of this project's path is called for by the City's General Plan preliminary alignment plan. It also assumes that the Circulation Element(Program 3.13)and by the 2002 segment of the bike path south of Foothill Boulevard ' Bicycle Transportation Plan. To date, about 1.5 to Hathaway Street can be located within the miles of path have been constructed between Orcutt California Boulevard right-of-way, thereby reducing Road and Jennifer Street and south of Tank Farm the scope of the land acquisition from Union Pacific. ' Road as part of adjoining subdivisions. Tasks and Schedule In December 2001 the Council approved a preliminary alignment plan for the Railroad Safety • Trail extending from the AMTRAK passenger depot 1. Secure Union Pacific support for the 9-1-03 at the south end of Santa Rosa Street to Foothill final schematic design of the bike Boulevard. The Public Works staff has been path between the AMTRAK ' working with Union Pacific (UP) on refining this passenger depot and Foothill alignment to address the railroad's concerns. Boulevard. Refined plans prepared by RRM Design were ' transmitted to UP operations and engineering 2. Secure rights of entry permits from 2-1-04 divisions in December 2002, with feedback expected UP, complete land survey and in the near future. prepare a legal description of the ' Once UP agrees to the design of the bike path, RRM area proposed for acquisition. design will prepare a display map that schematically 3. Complete negotiations and execute a 4-1-05 shows the land that the City intends to purchase. contract of sale with UP to acquire This map will be transmitted to UP officials in secure the property. Omaha and property discussions will begin. - ' Challenges We Will Face in Achieving this Goal RESPONSIBLE DEPARTMENT 1. Communicating with West Coast Union Pacific Public Works officials and gaining Union Pacific's support for the final refined design. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL ' 2. Working with Union Pacific officials in Omaha to establish the form and content of the purchase 1. The City will need to hire a vendor to secure agreement and to negotiate property issues. necessary right of entry permits from Union ' Pacific and complete a land survey and legal description($15,000). 1 346 POLICIES OBJECTIVES MAJOR CITY GOALS—BIKEWAY IMPROVEMENTS: RAILROAD SAFETY TRAIL 2. Land acquisition costs are estimated at$155,000 based on past purchase experience. 3. If Union Pacific is not a willing seller, appraisal and legal services will be needed (ranging from $50,000 to $75,000) to manage the requisite eminent domain proceedings. ' We recommend funding these costs with transportation impact fees.. GENERAL FUND REVENUE POTENTIAL None. 1 OUTCOME' FINAL WORK.PRODUCT Achieving this goal will result in the acquisition of the land necessary to extend the Railroad Safety Trail between the AMTRAK passenger terminal and ' Foothill Boulevard. 1 347 POLICIES g OBJECTIVES I MAJOR CITY GOALS—THERAPY POOL ' OB,WCTIVE A therapy pool can provide a number of recreational ' opportunities that are not currently available in the Pursue development of a warm water therapy pool at City. The warm water environment is a particularly ' the Swim Center through a financing program for its attractive place for individuals with physical and construction and on-going operation that does not developmental disabilities to participate in use general-purpose revenues. swimming programs. Infants and young children ' can be made water safe with instructional programs. DISCUSSION During the winter months, youth swimming lessons can be taught. People with range of motion ' Background restrictions, such as arthritis, can exercise freely in the warm water. Studying the need for a community center and ' therapy pool was a Major City Goal in 1999-01 In addition, an added benefit of the potential boost to Financial Plan. The results of this analysis were tourism is the use of the therapy pool during swim presented to the Council on May 16, 2000, which meets. The current City pool is 50 meters long, clearly demonstrated the need for both of these which is competition size. However, major swim ' facilities. As an interim action,Council approved the competitions require a warm-up pool at the site. A remodel of the Recreation (Ludwick) Center and therapy pool can serve that function. directed staff to look for funding sources for both the ' community center and therapy pool. Proposition 40, approved by California voters in March of 2002 allocated $225,000 to San Luis The therapy pool envisioned for San Luis Obispo is Obispo for new construction projects. This funding ' 1,200 square foot, with water depths from 3 to 5 was allocated to the construction of the Damon- feet. The pool would be heated to 90 degrees. Garcia Sports Fields. However, since that project While it does not need to be indoors, it should be at has come in well under budget, the Council de- , least protected from the wind. If it could be obligated funding for this purpose on April 1, 2003. positioned near one of the existing locker rooms at Accordingly, we recommend using Proposition 40 the SLO Swim Center, additional dressing areas funding for the construction of a therapy pool: while ' would not be needed. As shown below, there are two there are other potential park projects that it could be possible locations for the therapy at the SLO Swim allocated to, this is the only clearly eligible project Center. Site 1 is in the southeast portion of the that is a Major City Goal for 2003-05 where center, next to the tot pool. Site 2 to the north would construction could begin within the next two years. ' replace the non-functioning solar panels. Selecting the best possible location would be part of the Challenges We Will Face in Achieving this Goal planning process for the therapy pool. ' The Council's goal for this project requires that the therapy pool be both constructed and operated Twithout any added funding from the General Fund. Srte 2�, '^ For that to happen it must remain as small as possible, while still providing needed services. The < general rule is that small pools with shallow water — cost less to build and have the best chance of covering their operating costs. This is because most recreational activity takes place in the shallow ' - - portions of pools,deep water is used less. U .a'� Typically, pools tend to grow in size during the planning period as different interest groups weigh in ' on the design. For this project to succeed, the pool 348 ' I POLICIES AND OBJECTIVES MAJOR CITY GOALS—THERAPY POOL must remain small and shallow. A pool of 60' x 20' in the daily pool fee,which will be$2.25 by this fall. is proposed for this project. This would provide With 64,000 paid uses last year, $16,000 can be ' ample space for most therapeutic programming. raised. The Swim Club has promised to contribute Most of the activities are static, in that the $5 per swimmer per month. With 130 active participant exercises while remaining in one spot. members, an additional $7,000 can be credited ' For this type of programming 30 people can be, toward maintenance. That is a total of $23,000, accommodated. which is more than enough to fund the maintenance costs. For non-static programming, such as aqua walking, 20-25 people could use the pool at once. Swim programs will charge a fee of$2.50 per use.. Functioning as a warm up pool for major swim The cost of an instructor is about $15 per hour; so ' events, 10-12 swimmers can be accommodated at six participants will be needed for a class or program once. Given that each swim event has 8 swimmers to be offered. All swim programs in the therapy in it, there is ample space for warm-up. pool will require pre-registration to insure minimum attendance. Proposition 40 has yet to be funded by the legislature, so the date of the availability of the ACTION PLAN ' funding is uncertain. Staff in the State Department of Parks and Recreation Department/Office of Task Date Grants and Local Assistance believes the funding 1. Receive funding approval from the 1-04 will be included in the next State Budget. In any State and formalize SLO Swim Club event, assuming the proposed use of this funding donations. source, the project could not commence until the funding is allocated by the State. 2. Select an architect and begin study 3-04 Based upon information supplied by a well-known and environmental review. aquatic facility consulting firm, a construction cost 3. Complete study and environmental 9-04 ' of$125 per square foot is projected for the therapy review and begin design. pool. The pool requires its own stand-alone operating system, including heating, filtration, and 4. Complete design,invite construction 4-05 ' water treatment. The cost projections are $150,000 bids and award contract. for a 1,200 square foot therapy pool. There will be additional costs of $75,000 for design, demolition, 5. Begin construction. 6-05 t deck, fencing and construction management, for a total project cost of$225,000. While a cover would RESPONSIBLE DEPARTMENT be a worthwhile addition to the project, it is not mandatory. A structure to cover the pool and provide some wind. protection will cost about The Parks and Recreation Department will be $40,000. The San Luis Sea Hawks Swim Club has responsible for .securing the grant and donations indicated a willingness to raise funds in support of needed for this project. Parks and Recreation staff this project; their goal is $50,000. Since this is will supervise the programs that are offered when about the cost of the cover, the Swim Cub donation the pool is opened. The Engineering Division will can be applied directly to the structure. be responsible for the study, design, and ' construction of the pool. The Building Maintenance The consulting firm has also indicated that the Division will be responsible for pool maintenance. maintenance cost for a pool of this size is $18,000 per year. In support of this project, the existing pool swimmers have indicated through a poll taken at the pool that they would support a 25-cent (0) increase 349 POLICIES OBJECTIVES MAJOR CITY GOALS—THERAPY POOL ' FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The financial resources to construct the pool can be acquired from non-General Fund sources. Specifically, this is the $225,000 allocation in Proposition 40 funds from the State. If for some reason the Swim Club donation does not materialize, the pool could still be constructed without a cover. ' Additional staff will be needed for recreation programs. The funding for those temporary ' positions can come from the increased revenues. The Aquatic Supervisor can absorb the responsibilities for programming the pool within the ' existing work schedule. The $18,000 needed to maintain the pool will be allocated to the various maintenance line items, This will include additional ' temporary staff for responsibilities such as cleaning the pool and servicing the filters. GENERAL FUND REVENUE POTENTIAL Swim meets that are targeted for off peak periods, such as in the winter, or even during the week in the ' summer bring out of the area participants. This has the potential to some TOT and sales tax revenue. OUTCOME—FINAL WORK PRODUCT Completion of this goal will give the City a therapeutic recreation facility that is unique to the community. It will provide significant recreational opportunities to youth and older adults, two programming targets of the Parks and Recreation Department. It will serve as a warm up pool which may help in attracting large swim meets to the area. 350 POLICIES OBJECTIVES ' MAJOR CITY GOALS—HOUSING OBJECTIVE affordable housing than the community has experienced in several years. These programs were ' Adopt a housing element that expands housing prioritized because they offered the most significant opportunities for very low, low and moderate results. In addition, the CDBG program has made income households, preserves and enhances nearly a million dollars a year available to provide ' residential neighborhoods and complies with state and enhance affordable housing. laws including CEQA; and encourage and support Cal Poly's efforts to provide more on-campus This March, Cal Poly announced a very aggressive ' housing consistent with their adopted master plan for program that may result in up to 850 additional housing and enrollment. apartment style units (with 2,750 beds) on the campus. While this is an extremely important ' DISCUSSION proposal and will assist the City with several of it General Plan goals, the project will not solve all of Background our housing problems. City staff will continue to work with the University and Cuesta College on this ' The City's adopted General Plan Housing Element proposal and other programs to assist with the contains numerous programs to promote the creation student housing impacts. and retention of affordable housing in the City. ' Other policies and programs are directed to avoid Challenges We Will Face in Achieving this Goal exacerbating the need for more affordable housing. About 80% of the programs from the 1994 Housing 1. Limited Staff Resources. As noted in the ' Element have been, or are being implemented. description of the City's existing However, other market-place issues have worked to implementation methods above, existing staff create a housing situation in the City that remains resources are limited. Community Development ' difficult for most of those trying to find sound, Department staff have the primary role in affordable housing. implementing affordable housing programs by creating the ordinances and procedures that The Long-Range Planning Division of the accomplish the program goals. Once established, Community Development Department typically most of the regulatory and incentive programs takes the lead on developing the Housing Element are implemented on a case-by-case basis as a Updates and Housing Element programs. The part of the development review and building Housing Element Update is mandated by State law permit process. and is presently underway. Implementation programs primarily involve developing regulatory Most housing programs will involve on-going requirements and incentive programs to encourage administration, such as tracking the existing or require private sector development of affordable affordable housing where such housing has been housing and through its preparation and required to remain affordable fora defined time administration of Community Development Block or to a defined income group. In drafting Grant (CDBG) applications and programs. The City implementation programs, staff must be diligent also implements its affordable housing goals through to avoid processes or procedures that will create its support of the Housing Authority, which is active significant new demands on limited staff in building and providing affordable housing. resources. ' Programs that are being implemented, such as the Any additional allocation of resources to approval of specific plans for residential expansion implementing new housing programs or studies areas with land set aside for additional housing and will involve redirecting the resources allocated the inclusionary housing ordinance that requires a to existing programs and activities, unless new minimum contribution to affordable housing for new resources are made available. As part of the development, will soon begin to provide more CDBG review process, the Council has 351 POLICIES OBJECTIVES MAJOR CITY GOALS—HOUSING conceptually approved adding staffing—funded to coordinate the City's CDBG program. The by the CDBG program—to better manage and Finance Department also provides regular staff coordinate housing programs. support for the CDBG program. As the City continues to participate in the CDBG program, 2. Dependence on Private Development. With the number of projects will increase, eventually the exception of funding the Housing Authority increasing the staff resource necessary to ' and their affiliates who actually construct administer it. As noted above, the Council has affordable housing, and working with the conceptually approved doing so as part of the University to provide additional student 2003-04 CDBG program. ' housing, the City's main method of securing more affordable housing is to encourage or ACTION PLAN require it as a component of new development. ' Thus, when development activity is .slow, little 1. Continue to implement affordable housing is accomplished in the interest of affordable programs as available resources permit. The housing. The vitality of the general economy process for allocating existing resources within ' and interest rates for construction financing are the Community Development Department the primary determinant of development involves establishing work program objectives at activity, and the City has little influence on State the beginning of the fiscal year.. Existing or National economic vitality. Council goals and other work program ' objectives determine available staff resources. 3. Dependence on Funding. Some grant funding The City already has important housing is available on a competitive basis for uses that programs: can reduce the cost of housing, including reducing land cost, paying for infrastructure, a. Affordable housing incentives. reduced interest rates or purchase subsidies. The b. Inclusionary housing requirements for both competition for these grants is typically intense residential and non-residential development and receiving these grants uncertain. Obtaining significant grant funding requires consistent projects. effort to stay abreast of grant opportunities and c. Neighborhood wellness. to put together the applications. This requires a d. Working closely with a County-wide significant amount of staff resource. Access to Housing Trust Fund. , many grant programs also depends on the City's Housing Element being certified by the State. e. Various CDBG housing programs. f. On-going work with Cal Poly in support of ' The City has participated in the CDBG program on-campus housing. since 1993. In 1998, the CDBG program provided a $1,000,000 loan to the Housing Staff will continue to implement these programs Authority to construct affordable housing. The as applicable on an on-going basis. In addition t loan will be paid though subsequent CDBG to these programs, the following programs have program grants. The CDBG program is an been identified as high priority for the next two entitlement program rather than a competitive fiscal years. ' one. This means that as long as the federal government allocates money to the program, the 2. Complete the process of updating the General expenditure of staff resources to participate in plan Housing Element. The extent to which ' the program will result in some funding for the the City can implement many housing programs City. will hinge on the ability of the City to successfully develop a Housing Element update 1 The Community Development Department that can be certified by the Stale Department of currently uses about one third of a staff position 352 1 POLICIES OBJECTIVES tMAJOR CITY GOALS—HOUSING Housing and Community Development. Their certification of the Housing Element will make 4. Implement existing affordable Ongoing the City eligible for more grant opportunities. housing incentive and inclusionary As such, preparing a Housing Element update housing programs. that can be certified by the State, while 5. Continue working closely with the Ongoing maintaining the City's fundamental land use County-wide Housing Trust Fund. goals,is a high priority. 6. Continue working closely with Cal Ongoing ' Existing State Law says the City must update Poly in encouraging and our Housing Element by December 31, 2003. supporting their efforts to provide The process of updating the Housing Element is more on-campus housing a large task. Therefore, staff began the present consistent with their adopted update process over a year ago in early 2002 in master plan. order to meet the mandated deadline. Even so, ' the year and a half process shown in the table 7. Coordinate preparation and Annual below is ambitious. administration of annual CDBG Cycle program. As reflected in the Council Goal statement, and ' due to the increasing cost of housing relative to. 8. Update the General Plan Housing 12-03 incomes, the Housing Element update will look Element for programs that provide more help to moderate a. Complete background ' income households than the former plans. analyses and documentation. b. Identify issues through 3. Encourage and support Cal Poly's efforts to Housing Element Task Force. 1 provide more on-campus housing consistent c. Draft policies and programs. with their adopted master plan. The City will d. Begin preparing EIR. continue to work closely with Cal Poly on their e. Hold town hall meeting. proposal with Capstone West to provide student f. Hold Planning Commission housing. In addition, there are other Campus study session. Master Plan requirements for student, faculty, g. Hold Council study session. and staff housing and the City staff will continue h. Complete environmental to work closely with Cal Poly to help assure that review. these goals are achieved. i. Hold Planning Commission public hearings. Tasks and Schedule j. Hold Council public hearings Task Date and adopt update. 1. Implement existing affordable Ongoing k. Begin implementation. housing incentive and inclusionary housing programs. RESPONSIBLE DEPARTMENT 2. Implement existing affordable Ongoing housing incentive and Community Development. Complete the Housing inclusionary housing programs. Element update, implement adopted affordable 3. Encourage the Chamber of Ongoing housing programs and work with Cal Poly on their Commerce to implement housing proposals. programs that achieve their goals Administration. Review and provide direction for producing workforce housing. regarding policy recommendations and Council agenda materials. 353 POLICIES AND . : MAJOR CITY GOALS—HOUSING Finance. Review draft program and element update, I analyze fiscal impacts and provide advice. 1 FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Significant staff and consultant resources will be ' required to achieve this goal. As part of the 2002-03 Mid-Year Budget Review, the Council has already i approved funding in the amount of $155,000 for consultant assistance in preparing the Environmental Impact Report and analyzing fiscal impacts. In i conjunction with this funding, and assuming that current staffing levels are maintained, existing resources will be adequate to achieve this goal. GENERAL FUND REVENUE POTENTIAL None. 1 OUTCOME—FINAL WORK PRODUCT 1 1. The Housing Element will be updated consistent with the schedule established in the State Government Code. 1 2. The City will continue to make steady, incremental progress in implementing our i adopted affordable housing programs. 3. The City will continue working closely with Cal i Poly and Cuesta College on their roles in providing student housing. 1 1 i 1 354 1 POLICIES OBJECTIVES 1 MAJOR CITY GOALS-NEIGHBORHOOD WELLNESS 1 OBJECTIVE City organization. In addition to "special ' programs,"a substantial portion of the City's day-to- Improve neighborhoods and neighborhood day services are crucial to overall healthy involvement by continuing to implement the neighborhoods, such as police and fire protection, neighborhood wellness program, including refuse collection and street sweeping. Itis important consideration of a rental inspection ordinance. to think of our neighborhood "investment" in this more comprehensive and interconnected way. DISCUSSION Outlined below are examples of departmental and ' organization-wide neighborhood services that will Background continue in 2003-04: ' Included in the adopted Land Use Element is LU Police Department 2.15 entitled Neighborhood Wellness Action Plans. 1. Support of a full-time Neighborhood Services The element specifies six specific areas that are designed to help residents preserve and enhance Manager to coordinate programs and activities their neighborhoods, stating that over time the City for the Office of Neighborhood Services. Will: 2. Establishment and recent broadening of the Student Neighborhood Assistance Program 1. Identify neighborhoods, and work with residents (SNAP) to enforce the Noise Ordinance, to prepare neighborhood plans that empower Neighborhood Enhancement Ordinance and ' them to shape their neighborhoods. Neighborhood Parking Districts. 2. Help devise strategies to help stabilize the 3. Establishment of the Working to Improve rental/owner ratio, to maintain neighborhood Neighborhoods (WIN) Program to provide ' character, safety, and stability. public information and education through the Office of Neighborhood Services. Activities 3. Help identify neighborhood problems, and involve print, television and radio information to undertake a wide range of focused development- address issues like underage alcohol review, capital improvement and code enforcement efforts. consumption, and specialty programs to promote neighborhood wellness, such as Good Neighbor ' 4. Encourage the formation of voluntary Day, Neighborhood Cooperation Week and neighborhood groups, so residents can become Make a Difference Day. involved early in the development review 4. Development of the Four Point Crime process. Prevention Program, which includes radio, 5. Involve residents early in reviewing proposed television, print and web-based educational public and private projects that could have components. neighborhood impacts, by notifying residents 5. Creation of a new Manager's Coffee Group of and property owners and holding meetings at various neighborhood leaders, who are not part convenient times and places within the of Residents for Quality Neighborhoods (RQN), neighborhoods. 1to meet regularly with the Neighborhood 6. Provide appropriate staff support, possibly Services Manager: including a single staff person for neighborhood 1 issues, and train all staff to be sensitive to issues Public Works of neighborhood protection and enhancement. 6. Support of the Neighborhood Traffic 1 These General Plan policies, while perhaps not fully Management Program, which allows implemented in each case,have inspired a number of neighborhoods to develop localized plans to programs and service improvements throughout the address their traffic issues. ' 355 POLICIES OBJECTIVES 1 MAJOR CITY GOALS—NEIGHBORHOOD WELLNESS 7. Support of Neighborhood Parking Districts, Parks and Recreation established at the request of neighborhoods, often in the Cal Poly area. 18. Oversight of establishing new parks in newly 8. Establishment of the Pavement Management development neighborhoods. Plan; which sets a standardized rotation of street 19. Assurance that neighborhood parks are properly 1 paving throughout all City neighborhoods. and safely equipped. 9. Maintenance of neighborhood parks. 20. Provision of Ranger services to address enforcement issues related to park usage. Community Development Fire Department 10. Early notification to, and meetings with, neighborhood groups on projects with 21. Enforcement of the annual weed abatement neighborhood impacts so their input is received program to assure that unsafe weeds are prior to formal review. removed prior to fire season. 11. Establishment of a full-time Code Enforcement Organization-Wide Officer through internal departmental reorganization. 22. Establishment of the Neighborhood Services 12. Coordinated use of Code Enforcement Violation Team, made up of representatives of various Tracking software (VIOLTRAC), including City departments and representative of RQN, frequent software upgrades, in order to better which meets regularly to address neighborhood receive complaints, track their progress and issues. prepare reports for presentation in court. 23. Strong City participation in the Student- 13. Passage of the Neighborhood Enhancement Community Liaison Committee to create better Ordinance in 1995 (and updated in 2002), which relations between the City, the student addresses problems such as furniture placed on community and neighborhoods. lawns and roofs, placement of garbage cans, 24. Presentations by City officials at Cal Poly parking on lawns and overgrown weeds in yards. WOW Week and SLO Days at Cuesta College 14. Recent passage of the Civil Administrative on how to find appropriate housing and be a Citation Ordinance, allowing smaller code good neighbor. violations to be handled through the civil 25. Creation of a Model Rental Ordinance for process, rather than as criminal actions. This change allows violations to be processed faster landlords. and brings in fine revenue to the City. Rental Inspection Ordinance 15. Thorough review of current use permit applications for fraternities and sororities, In addition to continuing these strong efforts, the establishing necessary conditions to address work program for 2003-05 includes pursuing a potential problems. possible rental inspection ordinance. Adding this 16. A program of year-round inspections of all "tool' to our toolkit would insure that our rental fraternities and sororities for compliance with properties are maintained safely and in conformance use permit conditions, Fire and Building Codes with existing City and Uniform Housing Codes. The and Property Maintenance Standards. inspection program created by the ordinance would ' be self-supporting, based on fees charged to the 17. Establishment and enforcement of appropriate property owners. The benefits of such a program zoning to protect the character of would accrue both to tenants and to the ' neighborhoods. neighborhood in which the rental units are located. 356 POLICIES AND OBJECTIVES ' MAJOR CITY GOALS—NEIGHBORHOOD WELLNESS Challenges We.Will Face in Achieving this Goal Task Date ' 4. Continue contract Building 7/03 1. Maintaining the current level of City-wide Inspector position to support support for existing neighborhood wellness continued high levels of building. programs at a time of diminishing staff and applications and allow the financial resources will be a challenge. continuation of a full-time Code 2 Although a rental inspection ordinance is Enforcement Officer. intended to provide safe housing for renters and S. Evaluate a cost recovery program 12/03 hold property owners accountable for cost for code enforcement efforts as a associated with their business, there is likely_ to strategy to reduce and deter be . opposition to such an ordinance. A repeat offenders while generating comprehensive education program will be an increased revenues, and present important component of this program. findings and recommendations to the Council. ACTION PLAN 6. Research a Rental Inspection 7/04 Task . Ordinance in an effort to provide 1. Maintain and support all existing Ongoing a safer housing environment for renters and reduce blighted neighborhood wellness programs currently place. conditions; and present findings and recommendations to the ' 2. Continue encouraging formation Ongoing Council. and involvement of new voluntary neighborhood groups RESPONSIBLE DEPARTMENT ' by use of the Neighborhood Managers Coffee program,WIN, 1. Police Department. The Office of Neighborhood Services Team, Neighborhood Services will have primary ' Neighborhood Planner and responsibility for coordinating and similar outreach strategies. implementing the City's Neighborhood 3. Continue involving residents Ongoing Wellness Action Plan. ' early in the public review of proposed projects by a more 2. Community Development. Staff support defined Neighborhood Planner assigned by the Director of Community ' program in Community Development would include the Code Development, including Enforcement Coordinator, Neighborhood expanding the Neighborhood Planner and related personnel. Planner duties to include two- year terms, an annual 3. Administration. General oversight and neighborhood issues conference participation on the Neighborhood Services 1 and attendance at City Team. neighborhood meetings and coffees. 4. Finance. Evaluate fiscal impacts of the Rental Inspection Ordinance and expanded use of civil citations; and if approved by the Council, implement collection system. 357 OLICIES AND OBJECTIVES MAJOR CITY GOALS—NEIGHBORHOOD WELLNESS FINANCIAL AND STAFF RESOURCES construction and other activities. Using this REQUIRED TO ACHIEVE THE GOAL method of cost recovery for building, zoning, ' neighborhood enhancement, weed abatement, No additional resources in the Office of chronic response properties and related Neighborhood Services are proposed at this time for violations could generate revenues to support ' continuing to implement existing neighborhood code enforcement activities in Community programs. The Community Development Development. Department will need to continue a contract Building Inspector position in order to maintain a OUTCOME—FINAL WORK PRODUCT full-time Code Enforcement Officer. This will cost $67,300 in 2003-04 and $70,800 in 2004-05, and Continuing to implement programs that enhance will be funded in the General Fund. neighborhoods within the city contributes directly to quality of life issues that local citizens increasingly Sustaining the current level of existing programs and demand, including reduced crime and blight, safer working on tasks involved in the early stages of the rental housing, enhanced property values and ' Neighborhood Wellness Action Plan, including a achieving the overall goals of the General Plan. new Rental Inspection Ordinance, will require a substantial portion of the Neighborhood Services Manager's time and incremental addition of other staff time as the various action plan elements progress. Development of a Rental Inspection ' Ordinance will require effort and support from Community Development, Finance, Administration and the City Attorney's Office. GENERAL FUND REVENUE POTENTIAL I. Rental Inspection Ordinance. There is no "net" General Fund revenue potential with this program. However, any additional costs can be fully offset by inspection fees. 2. Civil Penalties. Aggressive use of civil penalties in increasing cost recovery associated with code enforcement could result in a net increase in General Fund revenues. Traditionally, the City has taken a low profile approach to enforcement, which minor penalties generating small fines utilizing the local courts. With new local legislation passed in 2002, civil 1 penalties may now be used that generate revenue directly for the City, reducing or eliminating the need to prosecute violators in court. Instead, civil fines may now be imposed on persons who commit violations, refuse to take corrective action or delay actions in order to avoid additional tax penalties based on illegal 358 ' POLICIES • OBJECTIVES IMAJOR CITY GOALS—SOUTH BROAD STREET CORRIDOR PLAN OBJECTIVE 2. Develop buildings and facilities that will contribute to our sense of place and architectural ' Adopt General Plan and zoning amendments to heritage. create a mixed-use residential neighborhood along 3. Provide a safe and pleasant place to walk and the South Broad Street corridor from South Street to ride a bicycle, for recreation and other daily ' Orcutt Road and seek grant funding to create a activities. neighborhood concept plan for the area. . DISCUSSION The General Plan identifies the South Broad Street ' Corridor (between High and Orcutt streets) as a Background "special design area" (LU 8.3). This Land Use Element policy states that in this area renovation of South Broad Street/State Highway 227 is an active streetscapes, landscaping, and building facades is to be encouraged. Furthermore, the policy states that artery leading to and from the City's downtown, the City should work with property owners to connecting it to residential neighborhoods in the prepare a plan containing design guidelines and City and areas beyond. The South Broad Street implementing programs. Programs may include corridor developed over a long period of time. implementation incentives, such as variations from are many different.architectural styles along development standards or loan funds. the street, with varying design quality. The result is that the streetscape contributes little to the aesthetic A group of property owners and residents have quality of the City and adjacent neighborhoods, or started a grass roots planning effort for the corridor. ' their sense of place. There are few structures and They have been limited by funding constraints and little landscaping providing a human scale to help the City's inability to join the effort because of other make pedestrians feel comfortable along the street. high priority commitments. The street itself exists as a wide expanse of asphalt with little landscaping,along which vehicles move at Challenges We Will Face in Achieving this Goal a high rate of speed compared to bicycles and pedestrians, exacerbating the unpleasant aspects of 1. Limited Funding to Develop the Plan. Because this corridor. of State budget problems and the general ' Streets serve as more than circulation corridors for economy, there will be severe fiscal constraints facing all California cities for most, if not all, of automobiles. They are also public spaces and this budget cycle. The City has applied for grant components of neighborhoods. The view along funding through Cal Trans to develop a corridorstreets is a major component of an area's character, a plan for this neighborhood. At this point it key component of the "sense of place." Streets also th certain that hat e State will not serve as bicycle and pedestrian routes. The buildings include funding seems fairly cert its hat t 4 budget for these that front on them serve as residences and places of grants and this will severely impede the City's 1 business. ability to produce the originally envisioned plan. In recent times there has been a growing awareness Area plans have been developed in-house with that many streets serve only the function of department staff, and we should consider rcirculation for cars, with little regard for their role as implementing this program in-house beginning defining civic spaces and places for people. When with the General Plan amendment and rezoning. ' the City updated its General Plan in 1994, several 2. Reluctance to Change in the Existing goals relating to these "other" functions of street Neighborhood There has been some initial corridors were adopted,including- opposition from owners of commercially zoned 1. Maintain the town's character as a small, safe, property along the eastern side of Broad Street comfortable place to live. to the idea of changes in their zoning. Initial 359 P. . OBJECTIVES i MAJOR CITY GOALS—SOUTH BROAD STREET CORRIDOR PLAN concepts developed by the private sector for a ACTION PLAN "Broad Street Enhancement Plan" included fairly significant changes in the zoning along the There are four basic options for accomplishing this ' street to allow an intense mix of residential„ goal as summarized below. office, and commercial uses. Early proposals also include significant changes to Broad Street 1. Two-Step Process: Land Use Element and ' itself in an attempt to reduce speeds and improve Zoning Changes Preceding Neighborhood safety. The use of traffic circles and planted Concept Plan. With this approach, the first step medians may concern some business owners. would for staff to prepare a General Plan ' amendment and rezoning addressing the 3. Lack of CIP Funding and Dependence on identified neighborhood with the intent of Private Development for Implementation. The providing more mixed-usethousing ' plan would address fagade and landscaping opportunities, particularly between South Broad improvements on private property adjacent to Street and the railroad property. This could be South Broad Street. Installing these accomplished in conjunction with the Housing ' improvements will require the cooperation of Element update, and completed during 2003-05 property owners. It is not likely that the City without additional resources. This approach has will have the financial resources to install or the added advantage of placing the issues of construct recommended building improvements. appropriate land use mix directly on the table for ' Most of the improvements that will occur on the neighborhood and community to consider at private property must come as the result of work an early date. a property owner initiates. The plan can require ' that certain plan provisions be implemented as a If adding significantly more housing and mixed condition of property development that.requires service/office/housing is acceptable to the City approval. Relying on permit conditions to community, these changes could then be implement certain plan provisions will probably followed by a more detailed neighborhood result in achieving these provisions over the concept plan that addresses circulation and long-term rather than the short-term. design guidelines prepared during 2005-07. ' This is our recommended approach. Public improvements over which the City has direct control and the ability to fund in the near 2. Consultant Prepared Plan. A consulting firm, ' term will produce the most immediate results. with expertise in urban design, can be used to The plan can explore alternatives for providing extend the resources of planning staff to prepare incentives that encourage property owners to the plan, which could be prepared more implement the plan provisions that relate to their expediently than a staff- prepared plan. ' property. However, this option would cost an additional $212,000 for consultant resources, as well as a 4. Property Owner Support. Changes in the larger commitment of limited staff resources existing General Plan and zoning has a better than the two-step process above. Without grant probability of being implemented if it has the funding, which is unlikely at this time, this support of the stakeholders, the people and approach is not recommended given our current organizations or agencies affected by it. fiscal situation. Adopting changes that achieve the stated goals for the South Broad Street Corridor will rely on 3. Staff Prepared Plan. As a staff prepared plan, the participation and support of the community the work would be done by Community and the businesses and property owners in South Development staff supplemented by consultant Broad Street area. services for limited technical tasks (that are ' already funded as part of the Housing Element update), similar to the process that produced the 360 POLICIES AND OBJECTIVES MAJOR CITY GOALS—SOUTH BROAD STREET CORRIDOR PLAN Railroad District Plan and the Mid-Higuera in the basic character of the neighborhood. In short, Enhancement Plan. However, staff resources are sometimes the best way of eating an elephant is one ' limited. As such, to maintain effort on other bite at a time—and this "two-step"process allows us Council Goals and on-going duties, this would to take that approach in achieving the overall goal of mean allocating resources to this plan on an "as- this work plan. However, staff would continue to ' available" basis. This approach is likely to pursue grants to fund the neighborhood concept plan result in an untimely and ultimately unsuccessful for circulation improvements and design guidelines project. Based on our past experience in as a separate, follow-on project. However, given the ' preparing special area plans, it is important to State's fiscal situation, this is unlikely until 2004-05 commit adequate resources at the outset. To do at the soonest. this would require a significant reprioritization of the Council's goals for the long-range Task Date planning. As such, this approach is not 1. Identify housing targets as part of 12-03 recommended. the adopted Housing Element update. 4. Cal Poly Student Project. Cal Poly City and 2. Develop work program for 3-04 Regional Planning faculty frequently look for General Plan amendment/rezoning. "real-world" case studies for their students. A' 3. Initiate the General Plan 4-04 senior class could prepare urban design g program. ro recommendations for the South Broad Street Corridor. These would be presented to the 4. Hold community meeting/issue 5-04 1 Council and become the basis for a more identification meeting. focused work effort by staff or a consultant. 5. Complete background analyses, 9-04 One drawback to this option is that the student inventorying analysis and issue ' project would likely require follow-up work by identification. staff or a consultant firm to put concepts into the 6. Hold community meeting to 11-04 format of a plan that can be readily discuss and review policies and ' implemented. More importantly, such an programs. approach is not likely to meet the Department of 7. Complete environmental review. 1-05 Housing and Community Development's test for a qualified housing program that can be 8 Hold Planning Commission 3-05 ' recognized as likely to provide housing toward hearings and finalize Council the City's quantifiable objectives. recommendation. 9. Hold Council hearing and adopt 6-05 Environmental review will be needed with any General Plan amendment/rezoning. option for preparing the plan. However, with the 10. Continue to seek grant funding for Ongoing "two-step" option of beginning with a General Plan preparation of a follow-on amendment and rezoning approach, the neighborhood concept plan_. environmental effects of adding significant housing to the area could be addressed through the Housing As reflected above, focused work on the General Element Update Environmental Impact Report Plan and zoning changes will begin after adoption of (EIR). This approach will be much less expensive the Housing Element update. This has two than a stand-alone EIR. advantages: it will provide a starting foundation for this effort; and knowing that this work will follow, Tasks and Schedule. The tasks listed in the table the environmental and fiscal impacts can be below apply to the option of preparing a Land Use addressed as part of the work that will be required ' Element and zoning change preceding the for the Housing Element any way. This will result neighborhood concept plan. We believe that this is in a more efficient,cost effective approach most practical way of addressing a potential change 361 POLICIES AND OBJECTIVES MAJOR CITY GOALS—SOUTH BROAD STREET CORRIDOR PLAN ' After Council approval of the General Plan and zoning changes, work on design guidelines and circulation improvements as part of a neighborhood ' concept plan could begin in 2005-07. RESPONSIBLE DEPARTMENT Community Development. Primary staff responsible for preparation of the amendments. ' Public Works. Responsible for traffic-related analyses as needed. Administration. General overview of developing policy recommendations. Economic Development Manager: Business liaison and economic development recommendations. Natural Resource Manager: Sustainability issues and environmental impacts. Finance. Advise on fiscal impacts of the General ' Plan amendment/rezoning. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Assuming current staffing levels, existing resources are adequate to accomplish the work program for ' 2003-05. GENERAL FUND REVENUE POTENTIAL There is no significant General Fund revenue potential. OUTCOME—FINAL WORK PRODUCT Approval of land use and zoning changes will help achieve City housing goals and set the stage for a subsequent neighborhood concept plan that addresses design and circulation issues. 362 i ' POLICIES . OBJECTIVES ' MAJOR CITY GOALS-DOWNTOWN IMPROVEMENTS: MONTEREY PLAZA IOBJECTIVE 3. If the option is chosen to change the description of a project from providing for temporary or ' Pursue the creation of a "Monterey Plaza" for civic periodic street closure to full closure, amending gatherings and passive recreation, dependent upon the Downtown Plan may encounter opposition. the Copeland project. ' DISCUSSION ACTION PLAN Task Date Background 1. Consultant completes concept plan. 7-03 The 1993 Conceptual Physical Plan for the City's 2. Council reviews concept plan and 9-03 Center (Downtown Plan) recommends that a public forwards it for advisory body review. plaza be created on Monterey Street and that it be closed to traffic for special events. When the 3. After advisory body and public review, 7-04 ' County initiated its current effort to construct a new Council identifies preferred design administrative complex, the Council authorized staff concept(s) and establishes the scope of to hire that project's architect, Kaplan-McLaughlin- technical and environmental studies Diaz (KMD), to prepare concept drawings for a (such as circulation,access; utility and public plaza. drainage analysis,and project phasing) for additional study. KMD provided several preliminary sketch plans and ' is working with the staff to produce a final concept 4. Consultants complete technical and 6-05 for consideration by the Council (see action plan, environmental studies, and project Task l below). The former Downtown Plan design design is modified as necessary to ' team has also provided input to the conceptual address findings. design, which addresses the physical appearance of the street and minor functional items such as ' parking. Drainage, traffic flow and costs were not The Out-Years. Depending on the results of the considered in this study. technical and environmental studies completed during 2003-05, and funding availability, the project Challenges We Will Face in Achieving this Goal may move forward during 2005-07 in approving environmental documents, schematic project plans, 1. Cost will be a major issue and that will almost construction documents; and inviting bids and certainly keep the project from being developed awarding a construction contract. along with the County Government Center RESPONSIBLE DEPARTMENT expansion now underway. To the extent that presently programmed under-street Community Development improvements can be developed with adequate FINANCIAL AND STAFF RESOURCES depth to provide clearance for the possibility of an inverted street drainage system, the timing REQUIRED TO ACHIEVE THE GOAL ' should not be an insurmountable problem. Contracting for technical and environmental studies 2. Part of the proposed plan is the occasional or will cost$75,000 from the General Fund in 2004-05. permanent closing of Monterey Street for the block between Santa Rosa and Osos streets. Out-Years. Depending on the results of the This would create some circulation issues that technical and environmental studies, and the scope would not be simple to resolve and will surely of planned improvements,estimated"out-year"costs create some opposition from business owners in are $200,000 for design and $2,000,000 for the Downtown. ' 363 POLICIES OBJECTIVES ' MAJOR CITY GOALS—DOWNTOWN IMPROVEMENTS: MONTEREY PLAZA construction. This would most likely require funding from the General Fund. GENERAL FUND REVENUE POTENTIAL ' No quantifiable revenue enhancement. 1 OUTCOME—FINAL WORK PRODUCT Achieving the work program will result in an ' approved design concept and completion of technical and environmental studies (such as circulation, access, utilities, drainage and project ' phasing). 1 364 POLICIES OBJECTIVES ' MAJOR CITY GOALS—ECONOMIC DEVELOPMENT: TRANSIENT OCCUPANCY TAX ' OBJECTIVE 4. The City does not have funding available to subsidize construction of a Convention Center. ' Encourage and promote projects that will increase lodging and conference facilities in order to generate 5. Currently available meeting facilities are often additional Transient Occupancy Tax revenues. too small to accommodate large business groups. IDISCUSSION ACTION PLAN ' Background Task bate Increasing Transient Occupancy Tax (TOT) 1. Refocus Direct Advertisement of the City.existing resources toward Ongoing ' revenues is a logical component in the City's budget Develop a focused advertising and balancing strategy during these challenging PR campaign for the City that economic times. In response to advances in establishes a stronger identity for ' technology and the economic slowdown, business the City as a tourist destination travel has been off since 2001 and this trend is not with a wide variety of activities to expected to reverse itself. Since September 11, undertake during a stay. 2001, leisure travel has also been declining. Our local lodging industry has experienced significant 2. Work with various organizations Ongoing declines in occupancy, but this has been offset to a for tourist promotional purposes large degree by increased room rates. However, benefiting both the City and the ' even with increased rates, the City continues to organizations. experience declines in TOT revenues. 3. Work with property owners and Ongoing In completing this goal, Staff will explore the real estate brokers to explore t different ways in which we can increase TOT and increasing Bed and Breakfast develop a plan for Council's consideration. opportunities,consistent with City ' Additionally, staff will continue to provide high land use and zoning policies. levels of customer service to those projects that will increase lodging and conference facilities. 4. Complete assessment of local 9/03 ' lodging industry conditions by Challenges We Will Face in Achieving this Goal identifying all such properties in the City; identifying all property ' 1. The City has little influence over business travel. owners and their managers; and This is a segment that marketing efforts cannot identifying future expansion easily reach. locations for tourist serving businesses. ' 2. There is the potential that the addition of new rooms, without more meeting space, will result 5. Assess transportation opportunities 9/03 in only transferring business from one City for visitors and if necessary make property to the new property. service improvements. Strongly consider extending trolley service 3. Acquiring access to the Veterans Hall building, to the Monterey Street Hotel Area. although a seemingly ideal location for a Convention Center, presents many hurdles, and 6. Present recommendations for 12/03 we may find that some may not be overcome improved tourism transportation ' when pursuing its possible reuse. and trolley service to Council for approval. 365 i POLICIES . OBJECTIVES MAJOR CITY GOALS—ECONOMIC DEVELOPMENT; TRANSIENT OCCUPANCY TAX Task -• involved in development review aspects of new ' 7. Establish a Task Force of local 7/03 projects and expansions. tourism experts to develop a TOT 1/04 ' enhancement strategy. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL a. Explore ways to coordinate ' efforts amongst property 3/04 Achieving this goal will require significant work on owners and ways to the part of the City's Economic Development cooperatively book rooms to Manager in addition to other ongoing duties. prevent business losses to Additionally, updating an advertising conversion other communities. Explore study to better assess our advertising under current ways to increase midweek market conditions will cost $15,000 from the business travel. General Fund in 2003-04: I b. Present Tourism Task Force recommendations to Council. GENERAL FUND REVENUE POTENTIAL 8. Update advertising conversion 6/04 Increased TOT revenues will result in additional study completed approximately General Fund Revenues. The proposed new hotel, four years ago. associated with the San Luis Marketplace project is expected to generate approximately $280,000 per 9. Explore reuse of large properties 6/04 year in new TOT, which should net $224,000 after on Monterey Street, including sites transfer effects are considered. ' occupied currently by auto dealers (some of whom are expected to OUTCOME—FINAL WORK PRODUCT relocate). Upon completion of this work program, the City 10. Explore possibility of using the 9/04 should have an improved plan for maintaining and Veterans Memorial Building for increasing TOT revenues. ' convention center purposes, work closely with the Veterans and the County in this effort. ' 11. Upon construction, encourage the 1/05 Dalidio Project hotel to work with the Embassy Suites and develop a coordinated effort to use rooms to support existing conference services at the Embassy Suites. I RESPONSIBLE DEPARTMENT ' Administration will be the lead department for this goal. The Finance Department will evaluate the benefits of continuing annual TOT reviews of lodging properties, and depending on the results, continue implementing them; and provide support in the analysis of TOT receipts. The Community Development and Public Works Departments will be 366 ' POLICIES OBJECTIVES MAJOR CITY GOALS—ECONOMIC DEVELOPMENT: SALES TAX ' OBJECTIVE 3. The community and existing businesses may have concerns about new retail developments ' Encourage and promote retail projects that will and their ability to be sustained, and potential increase sales tax revenues. negative fiscal impact on existing business. ' DISCUSSION 4. More development, of any type, creates infrastructure costs as well as timing and Background irnplementation concerns. In these challenging budgetary times, increasing our 5. The approval of new retail developments does sales tax revenues is a logical component in the not guarantee their construction. City's budget balancing strategy. Like most municipalities, and in response to the larger national 6. The City lacks funding and a mechanism to economic downturn, the City's sales tax revenues assist in the improvement of outdated retail for the past few quarters have been off. Our revenue centers and individual stores. declines have, however, been minimized by the continued record sales of new automobiles in the 7• The City's current General Plan Policy for the City. Staff continues to be surprised by the strength Gap and McBride Properties requires a 50% of our automotive sector, and has speculated that dedication of open space, which has inhibited declines in these sales must come at some point the expansion of the Auto Park Way area. because they simply do not appear to be sustainable (although we could continue to be pleasantly ACTION PLAN surprised). Task .. - 1 There are a variety of ways by which we can attempt 1. Identify retail types that would Ongoing to increase our sales tax. The City presently complement and augment experiences retail leakage in the general consumer existing market conditions. area to Northern Santa Barbara County, Arroyo Develop a retail recruitment Grande and Paso Robles. The proposed Costco and strategy to encourage new San Luis Marketplace projects present opportunities retailers to locate in San Luis to recapture this leakage. The Copelands Project is Obispo on properties zoned for another project that would create new retailing this purpose. Use direct mail and opportunities. Improving upon and expanding attendance at industry events to 1 existing retail centers is another strategy, as is support recruitment strategy. developing a marketing campaign to encourage Hold quarterly meetings with residents to"shop locally". local real estate brokers and property owners. Challenges We Will Face in Achieving this Goal 2. Continue to contract-with HDL Ongoing 1. Increasing sales tax revenues largely depends for sales tax analysis services to 1 upon the successful completion of new analyze market conditions. developments, which in part creates a potential conflict between land use decisions and financial 1 decisions. 2. There are environmental issues presented by several of the proposed new retail developments. 367 POLICIES AND OBJECTIVES MAJOR CITY GOALS—ECONOMIC DEVELOPMENT: SALES TAX ' Task Date Task Date 3. Continue to conduct demographic Ongoing 6. Continue to support the Ongoing I research and information Downtown Strategic Plan. Focus gathering about the City,its support on efforts that maintain residents,its visitors and the the retail health of Downtown and ' region to provide to individuals, increase customer sales in a businesses,real estate sustainable way. professionals and others in ' analyzing San Luis Obispo for 7. Explore training opportunities, Ongoing their business purposes. Continue with local agencies like Cuesta to use the UCSB Economic College Institute for Professional Forecast Project as a data source. Development,Private Industry Council, Small Business 4. Continue to facilitate and Ongoing Development Center and others to coordinate City involvement in assist local retailers:in improving major development projects as their marketing efforts and their directed by the Council. In "E"Business presence. particular continue to facilitate the Copelands Project toward 8. Promote shopping as an activity Ongoing construction. Continue for visitors to San Luis Obispo. involvement in the proposed San Luis Marketplace Project through 9. Continue to work with auto Ongoing negotiations, Development dealers in the City. When Review, ns, Annexation and possible, pursue the expansion of the Auto Park Way area. Pre-zoning and Agreements for ' Sales Tax Reimbursement. Consider broadening the program Continue involvement in the of incentives to auto dealers who Airport Area Specific Plan and relocate out of downtown to Auto Annexation. Park Way to include those who relocate out of downtown to other 5. Continue to conduct"economic Ongoing acceptable sites in the City. gardening"in the retail industry Continue to assist Stanley Motors through existing customer service in its efforts to relocate to a oriented programs like the Quick larger, new facility. Work closely Response Team, the Economic with remaining Downtown auto Development Program's dealers to find new locations that involvement in major are more functional. Explore the development projects, the reuse of Downtown auto dealer ' Economic Development locations for other retail purposes. Program's high level of customer If space is available,encourage service to individuals,businesses new car lines to locate in San and real estate professionals. Luis Obispo. 10. Advocate for legislation to extend Ongoing ' sales tax to include internet sales. 368 POLICIES OBJECTIVES MAJOR CITY GOALS—ECONOMIC DEVELOPMENT: SALES TAX Task Date FINANCIAL AND STAFF RESOURCES 11. Conduct an assessment of current 9/03 REQUIRED TO ACHIEVE THE GOAL retail conditions by surveying existing retail centers; identifying Achieving this goal will require significant work on p' the art of the City's Economic Development the types of retail business ty located in existing centers, Manager in addition to other ongoing duties. identifying retail center property Additionally, contracting for economic analysis and ' owners or representatives. assistance in negotiations on the San Luis Marketplace project will cost $20,000 in 2003 -04 12. Develop a"Shop Locally" 11/03 and$5,000 in 2004-05 from the General Fund. marketing and PR campaign to encourage residents to purchase GENERAL FUND REVENUE POTENTIAL goods in the City. Focus on branding San Luis Obispo as the Increased sales tax revenues will result in additional shopping destination for the General Fund Revenues. The San Luis Marketplace region. Work with the Chamber Project alone is projected to generate net new sales of Commerce, Downtown taxes between $1.05-$1.12 million annually (after a I Association and others to deduction for transfer effects); and the Costco coordinate efforts and message project is projected to generate"net" new sales taxes about shopping in San Luis of$500,000 annually. ' Obispo. 13. Explore the potential annexation 2/04 OUTCOME—FINAL WORKYRODUCT of the McBride Property and Gap Upon completion of this work program, the City Property if the Dalidio Property is should be well positioned to be the regional retail annexed. center of the County and receive significant sales tax 14. Work with each retail area in the 9/04 revenues. The City will also present diversified City to define itself and develop, shopping opportunities for its residents, in particular in the general merchandise category as well as added when possible, niche-marketing shopping opportunities for visitors. Property owners efforts. Work closely with may experience increased property values as existing property owner and businesses in retail areas improve. each area. RESPONSIBLE DEPARTMENT Administration will be the lead department for this goal. The City Attorney's office will assist in the negotiations of various development "deals" that are ' a part of this goal. The Community Development and Public Works Departments will be involved in development review aspects of new projects and expansions. The Finance Department will provide support in preparing sales tax information and analysis. 369 POLICIES t OBJECTIVES MAJOR CITY GOALS—LONG-TERM.FISCAL HEALTH ' OBJECTIVE million (above our policy minimum) from 2002-03 ' that helps offset this somewhat, the fact is that we ' Develop a comprehensive strategy for preserving are facing an ongoing problem, which means that essential services, adequately maintaining existing "one-time" fixes won't work. We need to either facilities and infrastructure,and protecting the City's decrease costs or increase revenues (or some fiscal health. combination of the two)on an ongoing basis. DISCUSSION Since then, we have updated the forecast to reflect new information, most notably the expenditure and I Overview revenue changes presented to the Council in February 2003 as part of the Mid-Year Budget Accomplishing the Major City Goals for 2003-05 Review. As reflected in the sidebar chart, the ' will require a continued commitment to protecting ongoing shortfall has increased significantly, and the the City's long-term fiscal health. Given the carryover from 2002-03 has decreased by $700,000. significant fiscal challenges facing us based on the For 2003-05, assuming the use of the carryover ' recently prepared five-year forecast, this will mean (above our policy minimum), the gap increases by developing a comprehensive strategy for preserving $1.2 million on an annual basis, to about $6.4 essential services and adequately maintaining million. ' existing facilities and infrastructure, while at the same time protecting the City's fiscal health. Projected Budget Gap:2oOwa Since the forecast is based on a "maintenance-only" -^ szaoo.WD ' Capital Improvement Plan (CIP), the challenge :� $D n becomes even greater if the Council wants to (5+•00D•wo) achieve other important CIP goals, such as open =0mep ' space preservation, bikeway and pedestrian paths, tss,o0o.000' pavement maintenance, other transportation system 7 rAODDIM improvements, creek and flood protection, parks and (ASOMM) public safety improvements. Background OFg 1:0Wernber20M 93Fa 1;FW W-Memn2aos Results of the Five-Year Fiscal Forecast. As part of the goal-setting process for 2003-05, a detailed Threat of More State Budget Grabs. The last time five-year forecast for the General Fund was prepared the State faced a similar budget crisis ten years ago, ' and presented to the Council in December 2002 the result was that the City lost$1.5 million annually order to assess the City's fiscal environment, and in State takeaways. While none are assumed in the forecast, the threat is very real, and if it happens, it gain some initial insights on the "order of magnitude" difficulty we would likely experience in will make our local situation that much worse. balancing the budget for 2003-05. There are a number of ways that State can take funds ' The results showed that the City is facing our away from us, but the "likely suspect" is the "VLF toughest fiscal outlook in many years. The forecast Backfill." Just a few short years ago,the State had a projected an ongoing budget gap of $5.5 million significant budget surplus, and it fliited briefly with ' annually beginning in 2003-04, even if all we do is the notion of a State tax cut. Instead, it decided to continue current service levels and adequately reduce city and county revenues by reducing vehicle maintain existing facilities and infrastructure. While license fees (VLF) by 65%. However, the State ' the forecast projected a"one-time" carryover of$1.9 agreed to"backfill"these lost revenues,thus keeping cities and counties "whole." The cost to the State in 370 POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH ' meeting this commitment, which it can undo 3. Implementing selected new revenues as allowed ' tomorrow, is $4 billion. For the City, the VLF under Proposition 218. Backfill is worth about$1.8 million annually. If this 4. Reducing operating program costs and related is taken away, our projected gap grows to $8.2 service levels. million annually for 2003-05. What Are We Doing About This? We have a Fiscal BUDGET BALANCING STRATEGY Heath Contingency Plan in place, and have already clast"9 the Gap ' taken a number of cost saving steps, such as a hiring o New freeze and $1.8 million in budget reductions to-date. Revenues Additionally, at the April 10, 2003 budget workshop 15% ' the Council approved the budget-balancing strategy for 2003-05. o Reserves o CIP 11% 49% Assuming the problem stays about where it is as of - March 2003, this proposed budget strategy will go a E�cpenalwresc�a% long way towards stabilizing our budget situation after 2003-05. However, it is based on a ooperating Programs - significantly reduced CIP that will not be good for 25% the community over the long term. And funding a ' sufficient CIF beyond 2003-05 will be even harder, since the proposed budget-balancing strategy for Each of these components will be evaluated further 2003-05 uses projected reserves that are above our and refined as we prepare the Preliminary Financial policy minimum(about$1.2 million). This won't be Plan. However, this short-term strategy will not ' available after 2003-05: we can only use reserves serve us well in the longer term if we want to once. maintain current service levels, adequately maintain existing infrastructure and facilities, and achieve ' Additionally, while many people say that they want longer-term, already-adopted CIP goals. As such, "less government," the fact is that our surveys—and we need to identify and implement other strategies our daily experience—show that we face requests for preserving service levels, achieving CIP goals for more service, not less. So, while our immediate and maintaining our fiscal health. These include: goal for 2003-05 is to "stop the bleeding," we will have to continue to work on ways of"re-tooling" the 1. Organizational Vitality. Making our organization more productive, delivering current organization and developing new revenues if we want to meet our community's needs and hopes for or higher levels of service for less in response to the long term. community needs. Challenges We Will Face in Achieving this Goal 2. Economic Development Helping our economy perform better than our forecast projections. Our short-term strategy for balancing the 2003-05 Generating additional revenues from two of our ' budget and closing the projected $6.4 million gap top three General Fund revenues—sales tax and consists of the following four components: transient occupancy tax—are both the topics of separate Major City Goals. 1. Developing a General Fund CIP that is the lowest possible in reasonably maintaining our 3. Legislative Advocacy. Getting back what was existing infrastructure and facilities. taken-away from us by the State; and preventing any further budget grabs like the.VLF Backfill. 2. Using fund balance that is available above Given the current State budget situation, we minimum policy levels. cannot rely upon restoring past State budget 371 POLICIES OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH ' grabs from cities as either a short or long-term March 2003. However, it is.based on a significantly ' fiscal health strategy. In fact, if are successful in reduced General Fund CIP that will not be good for simply minimizing any further State takeaways, the community over the long term. In short, without ' we will have accomplished a significant feat. draconian reductions in day-to-day services, additional resources will be needed to address our 4. Citizen-Supported Revenue Options. long-term CIP goals—both to adequately maintain ' Developing strategies for a possible March or what we already have as well as to make reasonable November 2004 election. progress in achieving our General Plan objectives. ACTION PLAN Proposition 218: The Need for Voter-Supported ' New Revenues. Under Proposition 218, which was In concert with the other two related Major City approved by California voters in November 1996, Goals of generating additional revenues from sales new or increased general-purpose taxes require tax and transient occupancy tax, there are four majority voter approval, and the measure must be proposed components to this action plan for long- held at the same time as Council elections. Special ' term fiscal health: taxes require two-thirds majority approval, but the election can be held at any time. This means that O Increase Organizational Productivity any significant new revenues require community ' Staffing costs are the largest part of the City's support—in evidence on Election Day. Gaining this budget, accounting for 75% of operating costs in the support requires more than a compelling need: it also General Fund. Continuing our Organizational requires communicating this need in a compelling Vitality program, which identifies and supports way.. And this requires effective preparation by the ' methods of improving organizational effectiveness City before placing the measure on the ballot;and an and customer service on an ongoing basis, is a key effective community-based group that will campaign component of our long-term fiscal health strategy. for its passage afterwards. © Continue.Legislative Advocacy The first pre-condition—effective preparation—is within the control of the City; the second one—an We need to continue working closely with our effective community-based group—is not. employee associations, the League of California Cities, other local governments, professional Background. Shift from .Representative to Direct ' associations and other groups to prevent further Democracy. For the past thirty years, California has State raids on city revenue sources. been on the path to a new era of governance, with fundamental changes in the way that decisions— Review and Monitor the City's Fiscal especially financial ones—are made. While this is Condition occurring at all levels, this paradigm shift from Effective reporting and monitoring of the City's "representative democracy" to"direct democracy" is fiscal condition on an ongoing basis is an essential, perhaps most pronounced for local agencies, since ' fundamental component of managing our finances they are the level of government closest to the and assuring our long-term fiscal health. people, and the one most susceptible to these changes. ' O Analyze the Feasibility of a 2004 Revenue proposition 13 did not start this trend,but it certainly Ballot Measure resulted from it. Since its passage almost twenty- ' As noted above, the recommended budget balancing five years ago, there have been an increasing number strategy for 2003-05 will go long way towards of citizen-approved limits on the ability of elected stabilizing our budget situation for the long-term, officials at the local level to make resource decisions assuming the problem stays about where it is as of on behalf of the community. While Proposition 218 372 ' POLICIES AND OBJECTIVES ' MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH I was the most recent (and sweeping) of these, it was With these profound changes in voter approval simply the last in a long line of expenditure and requirements, cities must communicate a compelling revenue limitation ballot measures. vision for new revenues at a grass roots level among likely voters. ' There are a number of possible explanations for this change: Even though this may seem a high-hurdle, many cities throughout the State have been successful in I. Lack of leadership (or at least the perception) by gaining voter approval for revenue measures, even at ' elected and appointed officials on important the two-thirds level. There are excellent examples issues to the nation,state and community. here in.San Luis Obispo County: the City of Arroyo 2. Increasing distrust of government in general. Grande, Lucia Mar Unified School District, the City ' of Paso Robles and the City of Pismo Beach have all 3. Loss of community identity (and support) as recently approved revenue measures requiring two- places of work and home have become thirds voter approval. ' increasingly separated. 4. Increasing frustration with the inability to affect However, based on the experience of many other government at the state and federal level, and an communities, achieving this support at the ballot box over-compensation at the one level—local (the only place it matters) requires two key govemment—where voters feel they can make a ingredients: a compelling vision of how the new difference. revenues would be used; and an effective way of ' communicating this vision to likely voters. 5. Improved information about public issues; Communities in California have been successful in resulting in less reliance on others to make generating broad-based voter support for new decisions on our behalf. revenues when:' 1 6. Increased influence of highly-organized and well-financed special interest groups through the 1. There has been a major community-wide focus initiative process. on desired programs. In these cases, revenue increases have followed these "visioning" Whatever the reason, the reality is that there has efforts, not driven them. Cities in this category been a major shift to direct citizen decision-making come in a lot of sizes, and include El Cerrito, in a broad range of issues previously thought to be Duarte,Brea,Torrance and Claremont. too"technical' for this. While this has occurred in a 2. There are serious fiscal or service problems of number of areas such as insurance and campaign crisis proportions. Locally, the passage of a I financing, it is especially prevalent in "ballot box bond issue several years ago in the Lucia Mar budgeting." Citizens are no longer willing to give School District also falls into this category. their proxy on financial issues to elected officials, or to their interest group representatives on "blue Although they were driven by very different factors ribbon" committees. City finance is an issue they – hopes versus fears –all of these successful efforts want to decide directly for themselves. share one thing in common: they were the result of ' affect the City's long- How does this paradigm shiftextensive community-based efforts, which included a combination of outreach tools, and professional term focal health? Stated simply, the City will assistance to use them effectively. Based on the I need broad-based community support – in evidence experience of many. cities and other local on Election Day – to implement new revenue government agencies throughout the State, if the sources. In this new model of direct democracy, need is compelling and is effectively communicated, creating support among elected officials and this effort is likely to be successful. However, it community leaders – even if it broadly crosses a requires commitment, resources (more on this later), number of interest groups – is no longer enough. time, and most importantly, a strong community- 373 POLICIES OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH based advocacy group that will aggressively raise results of the public opinion research are invaluable funds and campaign for the issue once it is on the in assessing at the very beginning if there is ' ballot. adequate voter support for a new revenue measure. While support can subsequently be built (or This last issue cannot be stressed enough. Under maintained) through an education program, if there State law, cities have broad discretion in using their is very low support initially, an education campaign funds for professional assistance in researching is unlikely to be successful in gaining voter support issues, conducting surveys and developing voter on Election Day. support strategies. However, once an issue becomes ' a formal ballot measure, cities cannot participate as The public opinion survey will typically surface an advocate in any way. In short, unless there is a three key issues: strong community-based group that is willing to ' aggressively raise funds and campaign for the 1. How does the community feel about the City measure,it is not likely to pass. and the services it delivers today? The experience from revenue measures in other Elements of a Successful Revenue Measure. There communities show that it is very difficult to gain are three major steps in preparing for a successful voter support for new revenues where there isn't revenue measure: already a high level of satisfaction with City ' services and trust in its government. In short, if 1. Feasibility assessment. Conduct scientifically- voters do not feel that current revenues are being based public opinion research and assess the used wisely, they are not likely to approve more. ' likelihood of a successful revenue measure. 2. What programs are most likely to attract 2. Public information program If the public voter support? What do voters see as the opinion research is favorable, develop and biggest problems in the community, and would implement a public information educational be likely to approve additional funding for program on why new revenues are needed. Public safety? Street maintenance? Parks and 3. Ballot measure. Place the measure on the ballot recreation? What messages would be most if there is a community-based group that will effective in community the need for additional aggressively campaign for its passage. resources? On the other hand, which service areas are least likely to attract voter support? The following further summarizes the components And what are the reasons why voters would not of each of these steps. It is important to stress that support a revenue measure? while the City can take the lead on these three tasks ' 3. in preparing for the measure; once it is placed on the What revenues would voters most likely ballot we can no longer be an active participant in support?There is a wide range of new revenue the process or commit resources to its passage in any options available to the City. Which of these is way. For this reason even, though the results of the most likely to attract to attract the most voter first two steps may have been very positive, placing support? And how does support change based the measure on the ballot should only occur if there on the rate and level of revenue generated? In ' is a community-based group has emerged that will the final analysis, each of these revenue options campaign for its passage. has underlying philosophical reasons that might make them desirable, such as added revenue diversity (like utility users tax), stability (parcel ' tax) or shifting the tax burden to non-residents The first step in preparing the feasibility assessment (transient occupancy tax or sales tax). However, is to hire a qualified team of a public opinion the best candidate for a successful measure is ' research firm and a revenue measure advisor. The probably the one that voters are the most 374 POLICIES . MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH supportive of at the outset. Lastly, how would measure would appear "numerically" easier, other competing revenue ballot measures or however, since its proceeds cannot be earmarked for possible budget-balancing actions by other a specific purpose, it can be difficult to communicate agencies(like the State) affect support for a City the need for the measure, when in essence it calls for revenue measure? raising taxes for no particular reason. On the other ' hand, while it is obviously a greater challenge to From the results of this research, the City can gain two-thirds than majority voter approval, it has evaluate the feasibility of a revenue measure; and if the advantage of communicating a more focused it is, determine the elements of an effective (and compelling) reason for added revenues. education program (which is the next step). Completing this fust step will cost$37;500 and take In general; majority-voter approval measures are ' 90 to 180 days to complete. more successful when the purpose is to address a "fiscal crisis" in just meeting revenue needs to The City completed a similar analysis in May 2000 continue delivering essential day-today services. ' with the assistance of The Lew Edwards Group and Two-thirds voter approval measure are more likely Fairbank, Maslin, Maullin & Associates (FMMA). when the purpose is to improve services or make While the results were generally favorable, the community improvements, like a police station, ' Council decided not to go forward with a revenue transportation improvements, senior center or measure at that time. Due to significant changes in athletic fields. the economic and fiscal environment since then, we do not recommend relying upon the results of this One variation on this approach is the "A/B" ' three-year old analysis. However, if we go forward measure, which has been successfully used in a few with this analysis, we recommend retaining the same cases. This is a dual-component measure: the "A" team based on the quality of their work and their measure function is simply an "advisory" vote on ' familiarity with the City. specific projects, asking of voters would support certain uses if new revenues were to become Public ••ramavailable. The `B"measure asks voters to approve a ' general-purpose revenue measure, but in the context Before placing a measure on the ballot, this next step of the specific project or programs identified in is essential in communicating the need for additional Measure "A," with the expectation that elected ' revenues to likely voters. It would include: officials would be committed ("morally" but not legally) to using the new general revenues for these 1. Refining the new revenue purposes and uses, specific purposes. ' including selecting the financing mechanism and developing key messages. As such, "A/B"measures provide some specificity— although via a non-binding advisory measure- 2. Building community support, including which can be appealing to the electorate. However, ' developing and implementing a public education they need to be carefully structured from a legal Pregram• standpoint; and because they are two separate ' 3. Conducting additional public opinion research measures with slightly different messages, it may be g P P more difficult to conduct an effective campaign. (tracking poll)to assess shifts in support. In short, regardless of whether it is a majority or ' Refining the measure. Based on the result of the two-thirds measure,the City needs to communicate a public opinion survey, the City will need to decide compelling reason for why it needs added revenues. which items to fund in the measure. This includes making a key strategic decision: should this be a Developing key messages. Once the City has majority or two-thirds voter approval measure? On determined the basic strategy (majority or two-thirds its surface, passage of a majority voter approval ' 375 POOBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH voter approval) and refined the funding items, representatives table or otherwise distribute non- assigned costs and select a funding mechanism, key partisan information about a potential revenue messages are developed that: measure. ' 6. A Speakers Bureau primarily led by constituents 1. .Address the need for such a measure: "Why to make presentations to key community now?" And make the case that this is a needed, organizations as needed. fiscally responsible plan. 2. If a two-thirds measure, include specifics of the As part of the City's Media/Communications Plan, items to be funded. information-only fact sheets, brochures, letters, 3. Establish protections for ensuring money will be newsletters and guest columns are developed for spent responsibly, such as outside audits and a mailing and distribution.. Where time permits, these communications seek citizen input in an Citizens Oversight Committee. "interactive"manner. Opinion leaders. Depending on the funding Ideally, before placing a revenue measure on the mechanism and uses identified for the measure, ballot,the City's public information program has: building community consensus is essential. Early in this process, key constituents, stakeholders, business 1. Shifted public opinion further towards support leaders and other public officials should be of a possible revenue measure. contacted and their support, questions or opposition evaluated. This also begins to identify possible 2. Yielded letters and cards providing the City with members of the community-based group that will be guidance on how to further refine the measure. essential later in advocating for passage of the 3. Answered questions about the City's funding. measure. needs. Public information program. An effective public 4. Generated greater community awareness before information program includes the following taking action to place a revenue measure on the communications components: ballot. 1. Personal meetings with external "Opinion Additional public opinion research Following the Leaders" to educate them on the funding needs public information program, the City should conduct contained in the measure and obtain input. another scientific public opinion survey—an 2. A series of non-partisan, information-only abbreviated version also known as a "tracking poll"just before placing the measure on the ballot. City's funding needs. mailings Opinion Leaders, again about the The purpose of this tracking poll is a final "litmus , test" in ensuring that there is substantial voter 3. A series of non-partisan, information-only approval at this point, and confirm financial mailings to constituents determined by the thresholds: that the City is not asking for too little or public opinion survey as needing more too much money for the measure. Conducting a information about the City's funding needs. tracking poll close to the time that the City makes a 4. A "free media" plan that includes (but is not final decision in going forward with a ballot measure limited to): non-partisan guest columns, "op is the final opportunity to evaluate where the eds" and stories in neighborhood newsletters or electorate is, and to make adjustments in the measure other local outlets about the City's funding as necessary—including not going forward at all. nom. Cost and timing. An effective public information 5. Where appropriate, "fixed site visibility" program will take 90 to 180 days before placing.a activities where constituents and/or City measure on the ballot, and cost $50,000 to $75,000 376 POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH ' for direct mailings, tracking poll and professional 3. Legislative Advocacy. Continue Ongoing assistance in preparing the public information working closely with our ' program employee associations, the League of California Cities,other local governments, professional The City's final action is to place the item on the associations and other groups to ballot. As noted above, after this the City cannot prevent further State raids on city revenue sources. commit any resources in advocating for its passage. ' For this reason even if all the other factors to-date 4. Review and Monitor the City's Ongoing have been favorable, the City should seriously Fiscal Condition. Continue to consider not placing the measure on the ballot if by effectively review and monitor this time an effective community-based group has the City's fiscal condition on an not emerged that will be campaign aggressively for ongoing and timely basis, ' its passage. including on-line access to financial data,quarterly Summary. Preparing for a successful revenue newsletters,focused reporting on measure in this era of "direct democracy" requires key revenues,mid-year budget ' an approach that will engage the City's voters in the reviews and preparation of annual decision-making process. Gaining this support—in financial reports in accordance evidence on Election Day—requires more than a with generally accepted ' compelling need: it also requires communicating this accounting principles and need in a compelling way. And this requires nationally recognized excellence effective preparation by the City—doing our in financial reporting guidelines. ' homework, and allocating adequate time and resources to this endeavor—before placing revenue 5. Analyze Feasibility of Revenue measure on the ballot (which is within the control of Ballot Measure in 200Use in the City); and an effective community-based.group professional assistance n that will campaign for its passage afterwards (which analyzing the feasibility of a is not). revenue ballot measure in March or November 2004: Tasks and Schedule a. Enter into an agreement with 7-03 The Lew Edwards Group. Task Date' b. Complete the feasibility 1.1-03 1. Organizational Productivity. Ongoing Continue organizational vitality analysis and present the results to the Council fora ' program in improving " ..go/no-go decision in taking productivity and customer the next step in preparing for service. a revenue measure in 2004. 2. Fiscal Independence. Support Ongoing AB 1412(Wolk),which would RESPONSIBLE DEPARTMENTS allow local voters to approve an increase of 0.25%or 0:5% in the All departments play a critically important role in local sales tax rate without special ensuring the City's long-term fiscal health through legislation. their management and use of City resources; however, Administration, Human Resources and Finance will be especially involved in achieving this goal. 377 POLICIES AND OBJECTIVES MAJOR CITY GOALS—LONG-TERM FISCAL HEALTH ' FINANCIAL AND STAFF RESOURCES 1 REQUIRED TO ACHIEVE THE GOAL 1. Analyzing the feasibility of a 2004 revenue ballot measure will cost $37,500 in 2003-04 1 from the General Fund. All other tasks can be achieved within existing resources. 2. Depending on the results of this analysis, an 1 additional $50,000 to $75,000 will be needed from the General Fund in 2003-04 if we proceed to the next step in this process of conducting a public education program. GENERAL FUND REVENUE POTENTIAL Each of these action plans is designed to enhance General Fund resources. OUTCOME—FINAL WORK PRODUCT 1 Strategies, programs and systems for assuring our 1 long-term fiscal health in continuing current service levels,adequately maintaining existing infrastructure and facilities, and accomplishing important community goals. 1 i 1 1 1 1 1 1 378 POLICIES OBJECTIVES ' STATUS OF 2001-03 MAJOR CITY GOALS I OVERVIEW Report Card: Major City Goals Projected Status at June 30.1003 Par Action Plan The following summarizes major City goals for wrna sup* ' 2001-03, including the objective, action plan and street&Sidewalk MetrdenBnoe projected status at the end of 2001-03. As indicated wvR Improvements in the summaries, we Flom Protection —. project accomplishing -- ' most of the work " ' Ra"mad Raaea"cna'rreu program task by June Many of these are North Arae Regknal Facility 2003 based on the multi-year goals that ' have activities Pa*N&Amass Ad=M Body = adopted two-year "action associated with them AtNedc Rolm plans." However, many that go beyond the of these goals will two-year 1999-01 Community-senlorcenter <.. — -`---- ' continue to have timeframe. o,tr„m,Sorwaas activities associated with As such,the"report Houtif1Q _ them beyond 2001-03. card"is based on the two-year work Open spade Preservation ' Report Cards. The programs and'action plan"tasks approved ` following "report cards" by the Council. Maintenance of Bank sarvkae summarizes the major -' 1 a. ,o. ma aoa. ane ems oa as. a>x amt ,m. City goals for 2001-03 and provides its projected status at June 2003. Note. The projected status is based on.the Action Plan as originally approved in the 2001-03 along with amendments to • specific tasks as approved by the Council since thea Projected Ststus it WATER SUPPLY ' Major City Goal _. June 30,.2003--- complete 0,.2003__complete In Progress { . Water Supply 9 Objective. Continue efforts to develop long-term ' Streets&Sidewalk Maintenance lZ water supplies, including: preserving present water Los Osos Valley Road(LOVR) O rights and pursuing all options with the exception of Improvements State Water; using and protecting groundwater; Flood Protection o pursuing acquisition of property for water supply; Railroad Recreational Trail p completing the water reuse project; .seeking water supply opportunities as part of any annexations; and Downtown Transportation Center:' North Area Regional Facility confirming Council water subcommittee to build Parking&Access Advisory Body ® relationship with North County. ' Athletic Fields Action Plan Community-Senior Center O Remodel Preserve,Present Nater R' is - Cultural Services O 1. Revise agreements with URS Consultants for Housing ® completion of Salinas Downstream Fisheries Studies and present to Council for approval. Open Space Preservation O 2 prepare Request for Proposals and solicit ' Civic Officesproposals for Seismic Study Peer Review. Maintenance of Basic Services EZ ' 379 POLICIES-AhD OBJECTIVES STATUS OF 2001-03 MAJOR CITY GOALS I 3. Complete Seismic Study Peer Review and present Action Plan results to the Council and State Water Resources ' Control Board. 1. Continue the program of monitoring the condition 4. Complete downstream fisheries Studies and of existing sidewalks.. present results to the State Water Resources 2. Install street name signs at downtown arterial stmt Control Board. intersections. Pursue All O tionsand Use aM.Protect Groundwater_ 3. Install new sidewalks. 5. Approve budget for Water Conservation program 4. Continue implementation of the 1998 Pavement including program enhancements. ' Management Plan for Areas 5 and 6. 6. Complete Groundwater Basin analysis and present to Council. 5. Continue to repair damaged sidewalks,curbs and 7. Present Revised Nacimiento Pipeline EIR as gutters. ' prepared by the County to Council for 6. Inventory tree wells in the community that do not consideration. have trees installed. 8. Complete required environmental work for 7. Consider CDBG funding for Oceanaire-Huasna increased groundwater production. area. 9. Solicit proposals and award contract for 8. Complete installation of all trees in empty tree groundwater production and treatment system wells. design. 9. Install new sidewalk on Higuera Street south of Elks Lane. 10. Complete initial analysis of opportunities for „ 10. Complete installation of 130, 18 new street name seawater desalination and present to Council with 2signs at all arterial intersections.. 002 Water Resources Status Report. ' 11. Complete installation of 510, 10"new street Com tete the.Water Reuse Project _ _ name signs at all arterial intersections. 11. Finalize concurrence on specific mitigation projects with the National Marine Fisheries Status at June 30,2003. Complete Service. 12. Obtain commitment of State Revolving Fund LOS OSOS VALLEY ROAD IMPROVEMENTS Grant and Loan Financing from the State Water Resources Control Board. 13. Complete Phase I design. Objective. Widen Los Osos Valley Road from Madonna Road to Highway 101; and begin 14. Award Phase I Construction contract. preparing plans to widen the freeway overpass and fix difficulties between freeway exits/entrances and ' Status at June 30,2003. In Progress Calle Joaquin, improve flood structures and provide bicycle and pedestrian lanes over the freeway. STREETS AND SIDEWALKS ' Action Plan Objective. Continue implementing street pavingWrdenIin From Madonna-Rd to Kw _10h ' and repair programs; and augment funding for 1. Review,approve and issue permits for DeVaul sidewalk installations and repair, new street sign Ranch North project.. installations on arterials and tree planting in all 2. Begin LOVR widening, signal ' available tree wells. installation/modification and minor drainage improvements. 3. Complete improvements. 380 ' POLICIES OBJECTIVES STATUS OF 2001-03 MAJOR CITY GOALS Interchan e.lm covemerits.. .< RAILROAD RECREATIONAL TRAIL 4. Obtain funding for the EP,Project Report and PS&E. 5. Complete PSR-PDS. Objective. Continue planning and purchasing property ' for the Railroad Recreational Trail (RRT) to Cal Poly; 6. Prepare RFP for the EIR and Project Report. extend planning to the south connecting the Edna-Islay 7. Obtain Caltrans approval of PSR-PDS. Area into the master plan; establish the Morro Street 8. Begin EIR and Project Report. "SLO Street" from the Railroad District to Downtown; ' Flood Improvements _ and pursue grant funding to complete these projects. 9. Complete Waterways Management Plan. Action Plan ' 10. Complete.Storm Drainage Master Plan. 11. Incorporate drainage improvement requirements RRT Phaie.lII:AMTRAK.Passen r Terailnal loMaish-'_ into the scope of work for the Project Report. 1. Pursue grant funding for design and construction. ' Status at June 30,2003. In Progress 2. Achieve UPRR support for the project and initiate property acquisition. FLOOD PROTECTION 3. Complete conceptual plans and environmental review. 4. 4. Complete property acquisition. Objective. Improve flood protection for residents and ' businesses, including alleviating impediments to carrying RRT Phase:IVc.RRT from Marsh to Foothill off floodwater and preserving flood plains. 1. Pursue grant funding for design and construction. 1 Action Plan 2. Council approves route plan for trail. 3. Achieve UPRR support for project and initiate 1. Continue drop inlet maintenance program property actions. ' 2. Complete construction of Higuera Street Bridge. 4. Complete property acquisition. RRT:NIori-o Street.`_`SL'O_Stivie! 3. Prepare plans to replace the Foothill/Stenner culverts. 1. Complete conceptual design of bicycle boulevard. ' 4. Complete Waterways Management Plan. 2. Finalize project plans and specifications for traffic 5. Construct new bridge on Foothill Blvd at Stenner signal at Morro and Santa Barbara and other minor ' Creek. improvement;complete environmental review; 6. Review flood plain preservation options. advertise for bids. 7. Complete Citywide Storm Drainage Master Plan.. 3. Complete project. 8. Submit a Notice of Intention to comply with the Status at June 30,2003. In Progress NPDES permit. ' Status at June 30,2003. In Progress 1 ' 381 POLICIES OBJECTIVES STATUS OF 2001=03 MAJOR CITY GOALS DOWNTOWN TRANSPORTATION CENTER: PARKING AND ACCESS ADVISORY BODY NORTH AREA REGIONAL FACILITY Objective. Explore establishing a Citywide parking Objective. Work with other agencies to acquire and access advisory body. ' land for a multi-modal transportation center and parking structure, northeast of Santa Rosa Street Action Plan between Monterey and Marsh Streets. 1. Complete research into other jurisdiction's ' Action Pian methods of similar advisory bodies;receive input -- - - from current advisory bodies on governance issues 'Transit _. _ __- • __ _ . � _ with and between advisory bodies. 1. Pursue discretionary grant funding for property 2. Hold Council study session to discuss advisory acquisition and construction. body issues,such as purpose,scope of duties, 2. Begin negotiations for"right of entry"to the Shell membership and staff support and receive ' Station property to conduct Phase II hazardous direction. material testing. 3. Begin conceptual design phase for the Transit Status at June 30,2003. Complete ' Plaza. 4. Receive right of entry approval for Shell Station ATHLETIC FIELDS property;begin Phase R hazardous material study. 5. Complete appraisal of the.Shell Station property. 6. Complete draft conceptual design and Objective. Explore the possibilities for additional environmental review;begin to hold public athletic fields, including plans for two lighted ' workshops and advisory body meetings on softball fields. proposed plan. 7. Council approves implementation plan. Action Plan 8. Secure funding for property;.begin negotiations. ' 9. Acquire property. I. Begin assisting athletic organizations in renting fields. ' 1. Pursue County financial participation in the 2. Joint Use Committee begins bi-annual field improvement grant program. project. 2. Hire parking design consultant team to develop 3. Study potential locations for new lighted softball ' preliminary project conceptual plans;begin fields. property appraisals for all remaining properties.on 4. Pursue a joint-field lighting project. block;begin environmental review of conceptual design. 5. Present options to Council. 3. Complete draft preliminary project conceptual 6. Complete joint use agreements with appropriate plans,appraisals,environmental review and agencies: financing plan. 7. Complete renovation of Santa Rosa Park. 4. Begin holding public workshops and advisory body meetings on proposed plan. 8. Light existing softball fields. 5. Council adopts implementation plan. 9. Complete renovation of Stockton Field. Status at June 30,2003. In Progress Status at June 30,2003. In Progress 392 ' POLICIES t • : ISTATUS OF 2001-03 MAJOR CITY GOALS RECREATION CENTER REMODEL: HOUSING ' COMMUNITY-SENIOR CENTER Objective. Continue implementing programs to Objective. Complete the remodel of the Recreation achieve the City's housing goals. ' Center for community and senior uses. Action Plan Action Plan 1. Work cooperatively with Cal Poly and Cuesta 1. Complete design and invite bids for construction. College in creating on-campus student housing. 2. Award contract and begin construction. 2. Work cooperatively with the Cal Poly Foundation 3. Complete remodel. to facilitate construction of affordable faculty and staff housing. Status at June 30,2003. In Progress 3. Continue implementing the inclusionary housing program. CULTURAL SERVICES 4. Approve new housing proposed by the private sector that uses appropriately zoned land,does not ' exceed the City's 1%growth limit and meets the Objective. Continue funding for arts and culture; City's inclusionary housing requirements for low and identify long-range funding sources to secure and moderate income families,especially in the the future of the Performing Arts Center. Margarita area. ' 5. Continue to support processing and review of the Action Plan Orcutt Area Specific Plan. Nam 6. Explore the"Community Affordable Housing ' 1. Continue the current PCC grant program Fund"concept. 2. Continue to support the City's formal cultural 7. Continue funding affordable housing programs partnerships. through the Community Development Block Grant ' 3. Continue to support the City's Art in Public Places program;and retain this as the highest priority use program,with particular emphasis on facilitating of these funds. the new developer contribution aspect of the 8. Evaluate the potential for added staff resources to ' program. seek affordable housing grant funding,new 4. Seek out outside grant funding for additional City incentive and regulatory programs,and increased cultural activities. inter-agency coordination. 5. Continue funding to County for Wednesday 9. Begin updating Housing Element and affordable ' evening hours at City-County library. housing production targets. 6. Continue to provide administrative assistance funding to FOGA. ' 7. Provide special assistance to FOCA in using Status at June 30,2003. Complete Community Development Block Grant funds for rehabilitation of the Rodriguez Adobe. ' 8. Begin rehabilitation of the Southern Pacific Freight Warehouse for use as a railroad museum. 9. Adopt revised PAC operations agreement and ' possible long-term funding agreement. 10. Begin implementing the PAC long-term funding plan. Status at June 30,2003. In Progress (Note:All tasks complete except Task 8.) ' 383 POLICIES AND-OBJECTIVES ' STATUS OF 2001-03 MAJOR CITY GOALS I OPEN SPACE PRESERVATION CIVIC OFFICES ' Objective. Continue funding for open space and Objective. Complete development and ' agriculture preservation, including management environmental review, conduct construction programs for open space lands and staffing for oversight and management and when completed, implementation of those plans. purchase the Palm-Morro Parking/Civic Offices Building pursuant to the terms of a Guaranteed Action Plan .Maximum Price contract with Court Street Partners ' (the Copelands). 1. Continue negotiating with willing property Action Plan ' owners. 2. Continue planning and stewardship support(Land Conservancy&ECOSLO). 1. Approve CIP to purchase the Palm-Morro Parking/Office Building and to improve the 3. Contract with CCC and others for trail interior office space. improvement and associated resource protection at 2. Open escrow for property transfers. Bishop Peak Natural Reserve and possibly other ' sites. 3. Execute construction and development agreements 4. Provide for additional half-time Park Ranger,and with the Copelands. evaluate ranger staffing needs for newly acquired 4. Complete development and environmental review open space when.Johnson Ranch is ready to be of the Palm-Morro Parking/Office Building. opened to the public. 5. Issue building permits for the Palm-Morro Parking/Office Building. 5. Council adopts management standards ' 6. Execute guaranteed maximum purchase price (Conservation Guidelines)for City open space lands. contract with the Copelands for the Palm-Morro Parking/Office Building.. 6. Prepare and submit private,state and federal grant 7. Close escrow and.transfer title to Court Street and ' applications. the Palm-Morro area.. 7. Complete individual management programs for 8. Begin construction by Copelands on Palm-Morro four City open space areas,tentatively identified Parking/Office Building. ' as follows: a. Irish Hills(Prefumo,Foster,DeVaul open 9. Begin construction oversight and management for the Palm-Morro Parking/Office Building. ' spaces) 10. Complete design of tenant improvements for the b. Bishop Peak offices in the Palm-Morro Parking/Office c. Johnson Ranch Building. ' d. Cerro San Luis 11. Complete construction of the Palm-Morro Parking/Office Building. 12. Purchase Palm-Morro Parking/Office Building ' Status at June 30,2003. In Progress from Copelands pursuant to the terms of the Note: All tasks complete except for management Guaranteed Maximum Price Contract. plans for Bishop Peak, Johnson Ranch and Cerro 13. Begin office tenant improvements. ' San Luis. 14. Occupy offices. Status at June 30,2003. In Progress 384 ' POLICIES OBJECTIVES STATUS OF 2001-03 MAJOR CITY GOALS MAINTENANCE OF BASIC SERVICES Objective. Preserve current service levels and adequately maintain existing facilities and infrastructure. Action Pian 1. Financial Plan. Prepare and approve 2001-03 Financial Plan that preserves current service levels,adequately maintains existing facilities and infrastructam is consistent with our adopted fiscal policies,funds new initiatives that we can sustain into the foreseeable future and ensures our long- term fiscal heath. 2. Interim Reporting. Closely monitor the City's fiscal condition through continued on-line access to fiscal information,monthly financial reports, quarterly financial newsletter and comprehensive reports, mid-year budget reviews,Financial Plan 1 Supplement and special reports such as the quarterly sales tax newsletter. 3. Annual Financial Reports. Continue to issue ' annual financial reports in accordance with generally accepted accounting principles. 4. Revenue Management. Ensure we are maximizing our current revenues by continuing revenue management programs like the business tax and transient occupancy tax(TOT)review programs,sales tax monitoring and user fee ' updates. Status at June 30,2003. Complete 1 385 CIP PREPARATION. PROCESS OVERVIEW Complementing the City's Budget and Fiscal Financial ' Policies are a number of major policy documents that also guide the preparation and execution of the ■ General Fund Five Year Fiscal Forecast:2003- City's Capital Improvement Plan (CIP). A brief 2008 narrative summary for each of the following ■ Financial Management Manual documents is provided in this section of the 2003-07 ■ Investment Management Plan ' CIP. ■ Revenue Management Manual ■ Cost Allocation Plan Citywide Policy Documents ■ Monthly and Quarterly Financial Reports ■ Comprehensive Annual Financial Report ■ City Charter (CAFR) ■ Municipal Code ' ■ City Council Policies and Procedures Manual ■ City Code of Ethics ■ General Plan ' ■ Conceptual Physical Plan for the City's Center ■ Facilities Master Plan: 1988-2010 The following materials are also included in this section to facilitate the reader's understanding of the ' Utilities CIP document and preparation process: ■ Urban Water Management Plan ■ Budget Glossary. Defines terms that may be ■ Wastewater Management Plan used in a.manner unique to public finance or the ' City's budgetary process in order to provide a Transportation common terminology in discussing the City's financial operations. ' ■ Short-Range Transit Plan ■ Major Preparation Guidelines and et Bud ■ Access and Parking Management Plan � p S ■ Pavement Management Plan Calendar. Describes the steps, procedures and ■ Bicycle Transportation Plan calendar used in developing and documenting ■ Flood Management Policy the 2003-05 Financial Plan. Leisure, Cultural & Social Services 1 ■ Parks and Recreation Master Plan Administrative ■ Information Technology Strategic Plan ' ■ Property Management Manual ■ Public Art Policy ' ■ Fleet Management Program ■ Goals and Objectives Reporting System ■ Risk Management Manual ' 386 I ' e PREPARATION PROCESS SUMMARY OF MAJOR POLICY DOCUMENTS Citywide Policy Documents Facilities Master Plan: 1988-2010. This report consolidates the findings of previous consultant and ' City Charter. The City of San Luis Obispo staff reports, census and economic data, field changed from a General Law City to a Charter City investigations, staff interviews and data from city- on May 1, 1876. Under the state constitution, wide office workspace studies. The master plan ' charter cities have more independence than general examines potential solutions to existing and law cities in managing their municipal affairs. projected facility needs. ' Municipal Code., The Municipal code contains all Utilities of the regulatory, penal, and administrative ordinances of the City,of San Luis Obispo, codified Urban Water Management Plan. This policy according to the Government Code of the State of document provides a strategic plan for the continued California. development of the City's water resources and its treatment and delivery systems. ' City Council Policies and Procedures Manual. This manual establishes guidelines for the conduct Wastewater Management Plan. Wastewater is of Council meetings. It also sets forth other policies another critical resource consideration for the City. ' and procedures related to the Council such as Recent upgrades to the water reclamation facility appointments to advisory bodies, Council and other large capital requirements required to compensation,and Council/staff relationships. modernize the entire infrastructure will significantly influence financial planning for many years to come. City Code of Ethics. The purpose of this code is to Like the Urban Water Management Plan, this establish and communicate City standards for ethical document is a policy instrument that defines and conduct. Containing examples, it addresses analyzes the key wastewater issues facing the City ' conflicts-of-interest (real and perceived), public and recommends solutions. confidence, acceptance of favors, use of confidential infomnation, use of City facilities, contracts, outside Transportation ' employment personal investments, and each individual employee's personal responsibility for Short-Range Transit Plan. This plan outlines five- ethical behavior. year goals and objectives for transit system operation and objectives. General Plan. A General Plan is the blueprint of a community's future addressing land use, Access and Parking Management Plan. The ' transportation, housing, open space preservation, purpose of this plan is to maintain downtown as a conservation of resources, public safety and noise. healthy retail center by providing easy access to In addition to these mandated topics, called stores and offices. The plan also aims to protect the ' elements, San Luis Obispo's General Plan also character of the downtown and surrounding office addresses energy conservation, park and recreational and residential areas. It consists of several facility development, water, and wastewater components including a financial base to improve treatment facilities. and maintain parking operations. Conceptual Physical Plan for the City's Center. Pavement Management Plan. The City maintains The City's downtown business and shopping area is over 100 miles of streets representing a significant ' over 100 years old and is rich in historical, cultural, community investment in infrastructure and rights- and social significance. This plan guides of-way. The Plan's objectives are to establish design development and change in the central business and maintenance standards, prioritize maintenance ' district by providing design concepts and policies for actions, schedule long term maintenance activities to this key area of the City. ' 387 CIP PREPARATION PROCESS SUMMARY OF MAJOR POLICY DOCUMENTS obtain maximum pavement life, and protect the departments, and establishing a process for investment made in pavement systems. developing and maintaining a comprehensive , inventory and data base of the City's real property Bicycle Transportation Plan. This plan identifies assets. projects and programs that encourage and enhance bicycling in San Luis Obispo. A key element of this Public Art Policy. Adopted in May of 1990, this plan is the recommended_network of bikeways (on- policy encourages the creation and placement of street lanes and routes and off-street paths) that public art throughout the community. extend throughout the community and connect Implementation components include "percent for neighborhoods with activity centers. art" and matching fund programs. Flood Management Policy. There are several Fleet Management Program. This policy ' natural waterways, feeder streams, and catch basins document establishes fleet management within the City that are critical drainage channels as responsibilities including purchasing and well as sensitive resource areas. The objectives of disposition, insurance, vehicle utilization, and ' the policy include maintaining creeks in a natural operations and maintenance. state to the maximum extent feasible and preventing the loss of life and minimizing property damage Goals & Objectives Reporting System. The , from flooding. Additionally, the policy establishes Financial Plan identifies major goals to be design capabilities, development guidelines, flood accomplished over its two-year timeframe. Formal management standards and priorities, and an action reports are provided to the Council on a periodic ' plan. basis that report our progress in accomplishing these goals as well as the status of capital improvement Leisure, Cultural& Social Services plan projects or other key objectives. Parks and Recreation Master Plan. This plan Risk Management Manual. The City's goals, evaluates current and future parks and recreation policies, and procedures regarding risk management needs, identifies City recreation goals, policies and activities are provided in this document. programs, and establishes short and long=range implementation and funding mechanisms to ensure Financial our facilities and programs keep pace with our changing community. General Fund Five-Year Fiscal Forecast: 2003- 2008. The City begins each of its two-year Administrative Financial Plans with a detailed forecast of the General Fund's projected financial position for the Information Technology Strategic Plan. next five years. This forecast is provided to the Effectively using information technology is a key Council in conjunction with the goal-setting process. component of the City's overall strategy to improve The forecast looks at trends for the past 15 years in productivity, customer service and public access to the consumer price index, population, revenues and City information. This plan sets forth a strategy for expenditures. Based on these past trends as well as ' acquiring and supporting information technology economic forecasts prepared for the state and region resources through 2005. by the UCLA and UCSB,revenue forecasts prepared by the State Controller's Office, and other key , Property Management Manual. This document assumptions prepared by the staff about likely aims to maximize the productive use of the City's revenue and expenditure factors that will affect the real property assets by defining property upcoming Financial Plan, the forecast provides an management activities, assigning responsibility for "order of magnitude" feel for the fiscal challenges ' property management to the appropriate City likely to face the City in preparing the budget. 388 CIP PREPARATION PROCESS ISUMMARY OF MAJOR POLICY DOCUMENTS Financial Management Manual. This manual is Finance publishes interim financial statements on a distributed to key individuals throughout the monthly and quarterly basis. Monthly reports are ' organization who are involved in managing the distributed to the operating departments at a detailed financial operations of the City. As indicated by its level for ongoing monitoring and tracking of title, the purpose of this document is to provide a revenues and expenditures. Formal quarterly reports ' single, up-to-date reference source of the major are prepared for distribution to a broader group of policies and procedures that guide the administration end users that summarize revenues, expenditures, of the City's fiscal affairs. Subject areas include and fund balance, and highlight key trends and 1 internal control concepts, purchasing policies and issues. The purpose of these reports is to provide procedures, travel guidelines, fixed assets and meaningful information on an ongoing basis inventory management, budget policies and regarding the City's financial position as well as procedures, accounting policies and procedures, and emerging trends.. general administrative policies that affect the City's fiscal operations. Comprehensive Annual Financial Report ' (CAFR). The CAFR includes the City's audited Investment Management Plan. The purpose of general-purpose financial statements as well as a this plan is to establish strategies, practices, and comprehensive review of the City's financial ' procedures to be used in administering the City's operations and statistical information of general investment portfolio in accordance with the City's interest about the San Luis Obispo community. The adopted Investment Policy. City's commitment to the highest levels of financial reporting is evidenced by its receipt of the ' Revenue Management Manual. This manual is Certificate of Achievement for Excellence in distributed to key individuals throughout the Financial Reporting for all of its CAFR's issued organization who are responsible for managing the since 1983-84. ' revenue operations of the City. As indicated by its title, the purpose of this document is to provide a single, up-to-date reference source of the major ' policies and procedures that guide the administration of the City's revenues. Subject areas include revenue chart of accounts, revenue sources, cash ' management, accounts receivable, City fees, employee labor rates, and revenue management policies. ' Cost Allocation Plan. The cost allocation plan identifies the total cost of providing City services by allocating indirect costs such as accounting, personnel, legal, and facility usage to direct program cost areas. This information is used in setting City fees, reimbursing the General Fund for services ' provided to other funds, evaluating service delivery options, and recovering grant administration costs. The plan is updated every two years in conjunction with the Financial Plan. Monthly and Quarterly Financial Reports. In ' addition to providing up-to-date, on-line access to City financial information, the Department of 389 . PREPARATIONPROCESS BUDGET GLOSSARY Activities. Specific services performed in Budget. A financial plan for a specified period of accomplishing program objectives and goals. (See time that matches projected revenues and planned Program) expenditures to municipal services, goals and objectives. The City of San Luis Obispo uses a Appropriation. An authorization made by the financial plan covering two fiscal years, with actual Council that permits the City to incur obligations budget appropriations made annually. and to make expenditures of resources. Budget Amendment. Under the City Charter, the Assessed Valuation. A value established for real Council has the sole responsibility for adopting the property for use as a basis in levying property taxes. City's budget, and may amend or supplement the For all agencies in the State of California, assessed budget at any time after adoption by majority vote. value is established by the County for the secured The City Administrative Officer has the authority to ' and unsecured property tax rolls; the utility property approve administrative adjustments to the budget as tax roll is valued by the State Board of Equalization. long as those changes will not have a significant Under Article XIII of the State Constitution policy impact nor affect budgeted year-end fund ' (Proposition 13 adopted by the voters on June 6, balances. 1978), properties are assessed at 100% of full value. Proposition 13 also modified the value of real Budget Message. Included in the opening section ' taxable property for fiscal 1979 by rolling back of the budget, the Budget Message provides the values to fiscal 1976 levels. From this base of Council and the public with a general summary of assessment, subsequent annual increases in valuation the most important aspects of the budget, changes are limited to a maximum of 2%. However, from previous fiscal years, and the views and increases to full value are allowed for property recommendations of the City Administrative Officer. improvements or upon change in ownership. Personal property is excluded from these limitations, Budget and Fiscal Policies. General and specific ' and is subject to annual reappraisal. Property taxes guidelines adopted by the Council that govern for general purposes cannot exceed 1% of assessed financial plan preparation and administration. value. ' Capital Improvement Plan (CIP). A four-year Audit. Prepared by an independent certified public plan for maintaining or replacing existing public accountant (CPA), the primary objective of an audit facilities and assets, and for building or acquiring ' is to determine if the City's financial statements new ones. The CIP only includes projects that cost fairly present the City's financial position and results $15,000 or more; capital projects costing less than of operations in conformity with generally accepted $15,000 are included in the operating budget. ' accounting principles. In conjunction with performing an audit, independent auditors Capital Project Funds. This fund type is used to customarily issue a Management Letter stating the account for financial resources used in acquiring or adequacy of the City's internal controls as well as building major capital facilities other than those recommending improvements to the City's financial financed by Proprietary Funds and Trust Funds. management practices. (See Fund) Bonds. A form of borrowing (debt financing) which Certificates of Participation. Form of lease- reflects a written promise from the City to repay a purchase financing used to construct or acquire sum of money on a specific date at a specified capital facilities and equipment. ' interest rate. Bonds are used to finance large capital projects such as buildings, streets, utility Major City Goals. Provides policy guidance and infrastructure, and bridges. (See Debt Financing direction for the highest priority objectives to be ' Policy and Revenue Bonds) accomplished during the Financial Plan period. 390 CIP PREPARATION PROCESS BUDGET GLOSSARY Debt Financing. Borrowing funds for capital Expenditure. The outflow of funds paid or to be 1 improvements needed today and pledging future paid for an asset, goods or services regardless of revenues to repay principal and interest expenditures when the invoice is actually paid. This term applies (See Debt Service). The City of San Luis Obispo to all funds. Note: An encumbrance is not an uses debt financing only for one-time capital expenditure; an encumbrance reserves funds to be improvements whose life will exceed the term of expended. financing and where expected revenues are sufficient to cover the long-term debt. (See Debt Financing Expenditure Savings. Under the City's budgeting Policy) procedures, staffing cost projections are based on all positions being filled throughout the year. Cost Debt Instrument. Methods of borrowing funds, projections for major supply purchases and service including general obligation bonds, revenue bonds, contracts are projected on a similar basis. However, lease/purchase agreements, lease-revenue bonds, tax costs may be less due to vacancies and purchase allocation bonds, certificates of participation, and cost-savings. Past experience indicates that actual ' assessment district bonds. (See Bonds and Revenue expenditures are likely to be less than budgeted Bonds) amounts, due in large part to this costing methodology. Accordingly, the expenditure savings Debt Service. Payments of principal and interest on category is used to account for this factor in bonds and other debt instruments according to a pre- preparing fund balance and working capital determined schedule. projections. Debt Service Funds. This fund type is used to Financial Plan. A parent document for the budget account for the payment and accumulation of that establishes management policies, goals and resources related to general long-term debt principal objectives for all programs within the City over a ' and interest; debt service payments related to two-year period. (See Budget) enterprise operations are directly accounted for in those funds. (See Fund) Fiscal Year. The beginning and ending period for ' recording financial transactions. The City has Department. A major organizational unit of the specified July 1 to June 30 as its fiscal year. City that has been assigned overall management responsibility for an operation or a group of related Fixed Assets. Assets of long-term nature such as operations within a functional area. land, buildings, machinery, furniture and other equipment. The City has defined such assets as Enterprise Funds. This fund type is used to those with an expected life in excess of one year and account for operations that are: (a) financed and an acquisition cost in excess of$5,000. operated in a manner similar to private sector ' enterprises and it is the City's intent that the costs Fund. An accounting entity that records all (including depreciation) of providing goods or financial transactions for specific activities or services to the general public be financed or government functions. The six generic fund types recovered primarily through user charges; or (b) the used by the City are: General Fund, Special City or an outside grantor agency has determined Revenue, Debt Service, Capital Project, Enterprise, that a periodic determination of revenues earned, and Trust&Agency Funds. expenses, and net income is appropriate for capital maintenance, public policy, management control, Fund Balance. Also known as financial position, accountability, or other purposes. The City has fund balance for the governmental fund types is the established five enterprise funds: water, sewer, excess of fund assets over liabilities, and represents I parking, transit and golf. (See Fund) the cumulative effect of revenues and other financing sources over expenditures and other 391 BUDGET GLOSSARY financing uses. Fund balance is a similar (although Operations. A grouping of related programs within not exact) concept as working capital in the a functional area (See Function and Program) enterprise funds(See Working Capital). Program. A grouping of activities organized to Function. A group of related programs crossing accomplish basic goals and objectives. The financial organizational (departmental) boundaries and aimed plan includes seventy programs grouped into six at accomplishing a broad goal or accomplishing a functions. (See Function, Operation, and Activity) major service. The six functions in the City's financial plan are: Public Safety; Public Utilities; Reserve. An account used to indicate that a portion Transportation; Leisure, Cultural and Social of a fund's balance is legally restricted for a specific Services; Community Development; and General purpose and is, therefore, not available for general Government. appropriation. 1 General Fund. The primary operating fund of the Revenue Bonds. Bonds sold to construct a project City, all revenues that are not allocated by law or that will produce revenues pledged for the payment contractual agreement to a specific fund are of related principal and interest. (See Bonds) accounted for in the General fund. Except for subvention or grant revenues restricted for specific Special Revenue Funds. This fund type is used to uses, General fund resources can be utilized for any account for the proceeds from specific revenue 1 legitimate governmental purpose. (See Fund) sources (other than trusts or major capital projects) ®_ that are legally restricted to expenditures for specific Goal. A statement of broad direction, purpose or purposes. (See fund) 1 intent. Subventions. Revenues collected by the State (or Investment Revenue. Interest income from the other level of government) that are allocated to the ' investment of funds not immediately required to City on a formula basis. The major subventions meet cash disbursement obligations. received by the City from the State of California include motor vehicle in-lieu and gasoline taxes. Line-Item Budget A budget that lists detailed expenditure categories (temporary salaries, postage, Trust and Agency Funds. Also known as telephone service, chemicals, travel, etc.) separately, Fiduciary Fund Types, these funds are used to along with the amount budgeted for each specified account for assets held by the City in a trustee category. The City uses a program rather than line- capacity oras as an agent for private individuals, item budget; however, detail line-item accounts are organizations, or other governmental agencies. The maintained and recorded for financial reporting and fiduciary funds used by the City include expendable 1 control purposes. trust and agency funds. Expendable trust funds are accounted for in the same manner as Governmental Objective. A statement of specific direction, Funds (general, special revenues, debt service, and purpose, or intent based on the needs of the capital project funds). Agency funds are custodial in community and the goals established for a specific nature (assets equal liabilities) and do not measure program, the results of operations. Due to its significance to the City's operations and organizational structure, Operating Budget. The portion of the budget that budget information for the operation of the Whale pertains to daily operations and delivery of basic Rock Reservoir(which is accounted for as an agency governmental services. The program budgets in the fund of the City) is included in the City's financial financial plan form the operating budget. (See plan. (See Fund) Operating Programs—Overview) 392 . PREPARATION PROCESS 1 BUDGET GLOSSARY Working Capital. Also known as financial position in private sector accounting and in enterprise fund accounting in the public sector, working capital is the excess of current assets over current liabilities. For the enterprise funds, this term is a similar I (although not exact) concept as fund balance in the governmental fund types(See Fund Balance). 1 1 . 1 1 1 I 393 MAJOR-PREPARATION GUIDELINES In preparing the 2003-05 Financial Plan, several key Community Forum_ t workshops were held and documents produced - which significantly affected its development. The The first of these was a special workshop on January following is a description of each of these along with 14, 2003, at which the Council considered candidate a calendar of key dates in the preparation process. goals presented by community groups, interested individuals and Council advisory bodies. In addition COUNCIL BUDGET WORKSHOP: to over 600 responses to the City's "Budget Bulletin "SETTING THE TABLE" Survey," about 125 community members participated in this interactive forum. Held on November 15,2002, the purpose of this Goal-Setting Workshop workshop was to"set the table"for upcoming goal- setting workshops by providing in-depth background The Community Forum was followed by an all-day materials on the: workshop on February 1, 2003, facilitated by an outside consultant specializing in group goal-setting. 1. Status of General Plan Implementation Programs At this workshop, Council members discussed the 2. Long-Term Capital Improvement Plan: Summary specific goals presented by each Council members, of Facility and Infrastructure Improvements resulting in their setting and prioritizing goals for the Through General Plan Build-Out 2003-05. 3. Status of 2001-03 Goals and Objectives At the end of this goal-setting workshop,the Council 4. Status of Current Capital Improvement Plan(CIP) agreed upon 21 goals organized into two priority Projects groupings: 5. General Fiscal Outlook I. Major City Goals. These represent the most important, highest priority goals for the City to COUNCIL BUDGET WORKSHOP: accomplish over the next two years, and as such, FINANCIAL PLAN PROCESS OVERVIEW resources to accomplish them should be t included in the 2003-05 Financial Plan. Held on December 10, 2002, the purpose of this In general, goals in this category represent new workshop was to lay the framework for preparing initiatives or the continuation of existing ones the 2003-05 Financial Plan: where significant additional resources are likely to be required. If the work program approved by 1. Recommended goal-setting process for 2001-03. the Council for a Major City Goal is not 2. Financial Plan policies and organization. included in the CAD's Preliminary Financial 3. Financial results for 2001-02. Plan, compelling reasons and justification must t 4. General Fund Five-Year Fiscal Forecast be provided as to why resources could not be made available to achieve this goal. COUNCIL GOAL-SETTING WORKSHOPS In short, these are"must fund"objectives. 2. Other Important Objectives. Goals in this Consistent with the objective of meaningfully category are also important for the City to integrating Council goal-setting into the budget accomplish over the next two years. In general, process, the preparation of the 2003-05 Financial goals in this category reflect the continuation of Plan formally began with a series of workshops current goals, or new initiatives that are not leading to the development and approval of major City goals. 394 PREPARATION Y • PROCESS MAJOR PREPARATION GUIDELINES likely to have significant General Fund resource COUNCIL BUDGET WORKSHOPS: requirements. PRELIMINARY FINANCIAL PLAN BUDGET INSTRUCTIONS On May 22 and 27, 2003, the Council held budget ' workshops to consider and discuss the Preliminary Comprehensive guidelines were issued to the staff 2003-05 Financial Plan with an emphasis on the on January 21, 2003 describing the City's fiscal General Fund. On May 29, 2003 the Council held a ' situation, overall budget strategy, procedures for special budget workshop focusing on the enterprise preparing operating program and capital funds. improvement plan budget submittals, and budget ' review calendar. These were.preceded by focused BUDGET HEARINGS instructions for preparing Capital Improvement Plan in October 2002. The Council held further budget hearings on June 3 MID-YEAR BUDGET REVIEW and.June 17, 2003 for continued review of the 2003- 05 Financial Plan, leading to'adoption on June 17, ' 2003. On February 18, 2003, the Council was provided with a detailed review of the City's financial FINANCIAL PLAN APPENDICES condition at the mid-point of 2002-03 along with I year-end fund balance and working capital projections. Appendix A Significant Operating Program Changes COUNCIL GOAL WORK PROGRAMS Supporting documentation for each significant operating program change recommended by the Following the goal-setting workshop on February 1 CAO is included in this appendix. Significant staff prepared detailed work programs for achieving operating program changes include: major service Council goals in order to: expansions; increases in regular staffing; major 1. Clearly define and scope the adopted goal. changes in the method of delivering services; significant one-time costs; changes in operation that 2. Ensure that there is a clear understanding of the affect other departments or customer service; and means selected to pursue the goal. changes that affect current policies. 3. Convert the general goal into specific action This document is organized into two main sections: steps so we can measure progress in achieving it. ' These work programs were presented to the Council Increases Required to Maintain Basic Services on April 10, 2003. After an in-depth review, the This section of the Appendix includes a narrative for ' Council conceptually approved the work programs. each request providing the following information: STRATEGIC BUDGET DIRECTION 1. Functional area affected 2. Request title mmary At the April 10, 2003 budget workshop, the Council 3. Key objectives s tines also considered and adopted the conceptual budget- 4. Key objectives ' balancing strategy for 2003-05 in closing the 5. Factors driving the request for change 6. Alternatives projected annual "budget gap"of$6.9 million. 395 CIP PREPAhATION PROCESS MAJOR PREPARATION GUIDELINES 7. Implementation each request and submitting their recommendations 8. Operating program affected to the CAO. The team was composed of the 9. Cost summary following staff members who were divided into two review groups for operating program changes and General Fund Reductions Required to CIP project requests: Balance.the Budget Operating and Capital Improvement Plan I This section includes a summary of each proposed reduction in order to balance the General Fund budget Bill Statler,Director of Finance by functional area providing the following Wendy George, Assistant CAO information: Karen Jenny, Interim Human Resources Director Carolyn Dominguez, Accounting Manager 1. Operating program affected Betsy Kiser, Principal Administrative Analyst 2. Description of the reduction 3. Service impact Capital.Improvement Plan ' 4. Full-time equivalent(FTE)staffing reduction 5. Cost savings in 2003-04 and 2004-05 John Mandeville,Director of Community Development Mike McCluskey, Director of Public Works Appendix B Jay Walter, City Engineer. Capital Improvement Plan Paul LeSage, Director of Parks &Recreation John Moss,Director of Utilities Supporting documentation for each recommended Deb Linden,Police Chief capital improvement plan (CIP) project is included in this document providing the following information for each project: 1. Function and request title 2. Project description 3. Project objectives 4. Existing situation 5. Goal and policy links 6. Project work completed 7. Environmental review(if applicable) 8. Other special review considerations(if applicable) 9. Project phasing,costs and funding sources 10. Department coordinator and project support 11. Alternatives 12. Project effect on the operating budget 13. Location map/schematic design (if applicable) BUDGET REVIEW TEAM To assist the CAO in developing the recommended operating program changes and CIP projects included in these documents, a Budget Review Team was created with the responsibility for evaluating 396 CIP PREPARATION s • • ESS - - ' MAJOR PREPARATION GUIDELINES Calendarof •gDates ' August 21,2002 ■ Mayor and CAO send letter to Council advisory body members on their role in the budget process. September 3 2002 ■ Council reviews and conceptually approves the Financial Plan process and Regular Council Meeting calendar for 2001-03. October 10,2002 ■ CAO and Director of Finance brief Council advisory body chairs on the budget process and their role in it at quarterly meeting with the Mayor. ' October 2002 through ■ Council advisory bodies begin preparing Work programs and goals for January 2003 consideration by the Council for 2003-05. ■ Community groups and interested individuals requested to prepare candidate ' goals for consideration by the Council. ■ Finance begins preparing five year General Fund fiscal forecast. ■ "Community Budget Bulletin"providing information about the Financial Plan ' process and survey sent to all City utility customers(over 650 responses received by February 2003). ' October 29,2002 ■ Finance issues Capital Improvement Plan(CIP)budget instructions and holds briefing with departments. November 15,2002 ■ Council holds budget workshop on the on the status of General Plan ' Special Budget Workshop: implementation programs;long-term CIP status of 2001-03 major City goals; Setting the Table - status of current CIP projects;and general fiscal outlook. December 10i 2002 ■ Council finalizes goal-setting process for 2003-05;reviews and approves Special Budget Workshop Financial Plan policies;reviews Annual Financial Report for 2001-02;and Budget Foundation discusses the results of the General Fund five-year fiscal forecast. ' December 16,2002 ■ Departments submit draft CEP requests for initial review by Engineering. January 21,2002 ■ Finance issues budget instructions and holds briefing with departments. January 14,2003 ■ Council holds Community Forum:considers candidate goals presented by Special Budget Workshop: community groups,interested individuals and Council advisory bodies; Community Forum reviews results of"Community Budget Bulletin"surveys. February 1,2003 ■ Council holds goal-setting workshop:considers candidate goals and other ' Special Budget Workshop: information presented to them at the January 14 Community Forum;discusses Council Goak%fting Council member goals;and sets and prioritizes goals for 2003-05. February 4,2003 ■ Council finalizes goal-setting process. Regular Council Meeting ' 397 CIP PREPARATION PROCESS MAJOR PREPARATION GUIDELINES Calendarof • • - Dates February 18,2003' ■ Council considers mid-year budget review. Regular Council Meeting March 17 through ■ Departments submit Council goal work programs mmand ciPeratin CIP budget April 3,2003 requests. ■ Budget Review Team and CIP Review Committee begin evaluating budget proposals and hold briefings with departments to discuss budget requests. April 10;2003 ■ Council reviews and approves detailed work programs to accomplish Major $pedlal Budget Workshop City Goals;approves"Strategic Budget Direction." April 4 through ■ Budget Review Team completes review of budget proposals and revenue May 5,2001 projections;makes recommendations to the CAO. ■ CAO finalizes preliminary budget recommendations. May 16,2003 ■ Finance completes and distributes the Preliminary Financial Plan. May 22 and 27,2003 ® Council considers Preliminary Financia]Plan:General Fund focus(operating 'Special Budget Workshops programs and CIP projects). May 28,2001 ■ Planning Commission reviews preliminary capital improvement plan for Planning Commission Meeting consistency with the General Plan. May 29,2001, - ■ Council considers Preliminary Financial Plan:Enterprise fund focus(operating Special Budget Workshop✓ programs,CIP projects,changes in working capital and rate requirements); Public Heariiig adopts rates for 2001-03. June 3,2003 ■ Council continues budget hearings. Regular Council Meeting June 17,2003 ■ Council continues budget hearings;adopts the 2001-03 Financial Plan and Regular Council Meeting 2002-03 Budget. Public Hearing _ Council Revlew/Action Dates 398