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HomeMy WebLinkAbout04/10/2007, BUDGET WORKSHOP #1 - MAJOR CITY GOAL WORK PROGRAMS FOR 2007-09 O 0 council M.0m 4-10-07 j acEnba Report P CITY OF SAN LUIS OBISPO FROM: Ken Hampian, City Administrative Officer Bill Statler, Director of Finance & Information Technology SUBJECT: MAJOR CITY GOAL WORK PROGRAMS FOR 2007-09 CAO RECOMMENDATION 1. Conceptually approve major City goal work programs for 2007-09. 2. Consider options for updating the General Plan Land Use and Circulation Elements in 2007- 09 and provide direction in preparing the Preliminary Financial Plan. REPORT-IN-BRIEF We are requesting direction from the Council at this time on two key items that will play a major role in preparing the Preliminary 2007-09 Financial Plan, which will be issued by the City Administrative Officer (CAO) on May 17, 2007. 1. Major City Goal Work Programs. Conceptual approval by the Council at this time of the work programs (and related resource needs) for achieving the Major City goals will become a major driver in the budget preparation process. As detailed below, ten of the twelve recommended work programs will implement the community priorities that emerged for Measure Y funding both before and during the campaign. 2. Update the Land Use and Circulation Elements. While updating these two elements was not adopted by the Council as a Major City Goal, it did fall into the next-tier category of "Other Important Goals" to accomplish in 2007-09. Compared with the other two goals in this category (evaluating sites for a new public safety facility and developing options for dredging Laguna Lake, both of which are largely study tasks with relatively minor resource implications for 2007-09), undertaking these element updates could mean dedicating significant resources in the next two years, depending on how the workscope is defined. For this reason, even though it is not a Major City Goal, we recommend that the Council consider workscope options and provide direction in preparing the Preliminary Financial Plan. As described in more detail below, we have prepared four options for Council consideration; and recommend Option 3, which uses the next two years to define the scope of the updates; develop a clear project plan accordingly; and update the current traffic model. DISCUSSION Background At the January 27, 2007 budget workshop, the Council set twenty goals organized into three priority categories: Major City Goals, Other Important Goals and Address as Resources Permit. o Major City Goal Work Programs for 2007-09 Page 2 Under the City's Financial Plan policies, Major City Goals reflect the highest priority, most important things for the City to accomplish over the next two years, and as such, resources to accomplish them should be included in the Financial Plan. This makes accomplishing Major City Goals a key driver in the City's budget process. For this reason, we have prepared the attached report that details work programs for the twelve Major City Goals adopted by the Council (see the sidebar chart). These work programs link the adopted goal Major City Goals for 2007-09 statements with action plans and the resources public Safety Service Levels needed to achieve the objective by: • Neighborhood Paving Program and 1. Clearly defining and scoping the work Deferred Street Maintenance program, including its relationship to . Traffic Congestion Relief Measure Y funding. . Bicycle Improvements 2. Ensuring that there is a clear understanding of • Flood Protection the means selected to pursue the goal. • Senior Citizen Facilities 3. Converting the general goal into specific • Roller Hockey Rink and Skate Park action steps so we can measure progress in Improvements achieving it. • Homeless Services • Affordable Housing The Introduction section of the attached report . Neighborhood Wellness discusses the purpose, background, organization and content of the work programs. It also • Downtown Improvements summarizes the cost and funding sources for these a Open Space Preservation work programs. The individual work programs that follow this introduction provide an evaluation of the constraints and limitations we will face in achieving these goals,; key assumptions; likely implementation costs and funding sources; detailed descriptions of the proposed tasks in achieving the goals, and realistic timeframes for doing so. Conceptual Approval of the Work Programs Conceptual approval of the work programs by the Council at this stage is not formal approval of either the goal or the budget for it. This will not occur until the Council approves the 2007-09 Financial Plan in its entirety in June 2007, after extensive workshops and public hearings. However, if the Council believes that some of the work programs are too ambitious—or do not go far enough—then we need this direction now, before we finalize and issue the Preliminary Financial Plan. 2007-09 Financial Plan Review Underway It should be noted that department budget proposals for other operating program and capital improvements (CIP) beyond those identified in the work programs are also under consideration by the CAO as part of the 2007-09 Financial Plan process. For example, fueled by years of pent- /'—t- a Major City Goal Work Programs for 2007-09 Page 3 up needs, Council goals, Measure Y priorities and "day-to-day" operational requirements, departments have submitted 137 CIP proposals, totaling over 450 pages of supporting documentation and $49.4 million in costs over the next two years; and 92 "significant" operating budget requests, totaling about $5.2 million annually, including requests for 36 added positions. While not all of these are General Fund requests, they show that we are going to have to make tough priority decisions as part of the budget process, even with added Measure Y resources. Based on Council goal-setting, the improvements presented in this work program are the highest priorities, and as such, they are recommended for conceptual approval by the Council at this time. Until we complete our review of other citywide service needs and available resources, it is too soon to recommend other improvements at this time. However, after we complete this review, it is likely that the Preliminary Financial Plan (which will be distributed in mid-May 2007) will include additional funding recommendations in achieving Major City Goals, especially in public safety. Relationship to Measure Y Ten of the twelve proposed work programs directly support the top priorities for the use of Measure Y funds that emerged from the community both before and during the campaign. While the ordinance before the voters in November 2006 was clear that this was a general-purpose Projected revenue measure to protect and The.revenue base for our"regular" 1-cent sales tax (which is based on where the sale occurs) is slightly maintain essential services, it different than the base that will be used for the Y2-cent highlighted the following uses of sales tax under Measure Y(which is based on where Measure Y funds: the purchased item is used). For many purchases, there is no practical distinction • Neighborhood street paving and between these two revenue bases. However,for large pothole repair. purchases like auto sales,where use can be readily determined via vehicle registrations,the difference can • Traffic congestion relief. be significant. • Public safety, including restoring In our case, given our strong automobile sales,this difference means that our revenue base for Measure Y eliminated traffic patrol,Fire funds is lower than our"regular"sales tax base. Marshal and fire/paramedic Combined with other differences in addition to auto training positions. sales,this makes projecting revenues from Measure Y difficult, since it cannot be estimated simply by • Flood protection. assuming it will be 50%of current sales tax revenues. • Senior citizen services and When we began considering a revenue measure, we facilities. estimated that revenues from a Y2-cent sales tax measure would be about$4.5 million annually.We have • Neighborhood code taken another detailed look at this, with the assistance enforcement. of our sales tax advisor(Hinderliter DeLlamas). Based on the results from this analysis, we have revised our • Open space preservation. estimate upwards, to$5.1 million annually. While this represents our best projection at this time, There is not a "one-to-one" match the reality is that given the differences in the revenue between the resource allocations base, we will not know the revenue capacity from recommended in the proposed work I Measure Y funds for another 18 months. V Major City Goal Work Programs for 2007-09 Page 4 programs and projected Measure Y revenues (nor is there intended to be at this point in the budget process). Nonetheless, in placing the proposed work programs in context, we project that Measure Y will generate about $11.2 million in added General Fund resources in 2007-09 (including the one- time carryover of $1 million from 2006-07 based on an April 1 effective date). The General Fund cost of the proposed work programs over the next two years is $11.3 million. Between these work programs and added budget recommendations yet to come, there is absolutely no question that Measure Y funding will be used to support the top community priorities that emerged both before and during the campaign. Updating the Land Use and Circulation Elements As discussed above, we typically focus our resource needs at this point in the budget process on Major City Goals via the detailed work program descriptions. However, given its potential for a significant allocation of resources (depending on its workscope), we need Council direction at this time on the importance of updating the Land Use and Circulation Elements versus its cost. Stated simply, a comprehensive update of these two key General Plan elements will be a very expensive undertaking, both in hard dollars and staff resources. In terms of hard dollars, experts in the field estimate that for a community our size with a major university, an active citizenry and almost fifteen years since the last major update, we can expect the cost to be about$2 million for consultant services, community outreach efforts like surveys and public meetings, environmental studies and technical analysis. This work would also involve significant time commitments on a priority basis by many staff members in virtually every City department for three to four years. For these reasons, we should not launch this process unless it is viewed as a very high priority. As noted above, while updating these two elements was not adopted by the Council as a Major City Goal, it did fall into the next-tier category of "Other Important Goals" to accomplish in 2007-09. Accordingly, in seeking direction on this goal, we have developed the following four options for 2007-09 for Council consideration. 1. Do Nothing During 2007-09. Under this option, no work on updating these two elements would occur during the next two years. While this approach has significant resource advantages in funding higher priority goals, it will not address the need to update two key General Plan elements that will be fifteen years old by 2009. 2. Prepare Project Plan. With this alternative, staff would work with the Council during 2007- 09 in developing a detailed plan for how the City will pursue the eventual update of the Land Use and Circulation Elements. The plan would include the manner in which the public will be engaged (for example, via surveys, special task force, newsletters, community workshops or some combination of all of these); surface key issues for the update (which in turn will help determine the workscope); and set forth the strategy, schedule and estimated budget for all other steps in the update process. �!7 Major City Goal Work Programs for 2007-09 Page 5 This plan would be completed by the end of calendar year 2008, so that the Council would have very specific knowledge of how this goal might be approached when engaging in goal setting for the 2009-11 Financial Plan. With this approach, the plan would be presented to the Council by December 2008 in preparation for Council goal-setting in January 2009. Resource Needs: Staff time and perhaps .some modest funding for consultant assistance in preparing the project plan and other preliminary work. 3. Prepare Project Plan and Update Traffic Model. In addition to preparing a project plan as outlined in Option 2, during 2007-09 the City's traffic model would be updated, recalibrated and validated using current transportation demographic information. The current traffic model is based largely on demographic and travel information that is over fifteen years old, and accordingly, we should begin updating it to reflect more recent travel information, demographics, multi-modal variables and traffic assumptions, which are the basis for the predictive output of the model. While updating the traffic model is essential for any meaningful update of the Circulation Element, doing so in 2007-09 will have other immediate benefits. For example, SLOCOG is considering a comprehensive update to the countywide traffic model; and as reflected in the work program for Traffic Congestion Relief, we recommend initiating an annual congestion management report, similar to the annual report we currently prepare on traffic safety. The "syncing" of these various forecasting and program tools at the same time will be a valuable investment. Additionally, an updated traffic model will be helpful in analyzing the impacts of specific development proposals on a case-by-case basis. Resource Needs: Staff time with a larger investment by Public Works staff than Option 2; perhaps some modest funding for consultant services for project planning assistance as noted above; and $200,000 for consultant and temporary staff assistance in updating the traffic model by the end of the 2007-09 Financial Plan. 4. Formally Begin the Land Use and Circulation Element Update in 2007-09. This option would include completing the project plan and traffic model update as described above, and then going on to initiate the full General Plan element update process. This would include collection and analysis of information, public outreach, visioning, development and consideration of alternatives, environmental review, public hearings and ultimately an update to both the Land Use and.Circulation Elements. Resource Needs: Major staff time; and in addition to the resources identified above in Option 3 (about $200,000), about $1.8 million for consultant assistance, community outreach, environmental review and technical analysis. This process is likely to take about four years and two Financial Plan cycles (2007-11) to complete, and as such, not all the costs would be incurred in 2007-09. However, like other multi-year projects, we should not launch this effort unless we are prepared to fully fund its cost at inception. o • Major City Goal Work Programs for 2007-09 Page 6 Recommended Approach. While each of the options presents both advantages and downsides, we recommend Option 3; preparing a detailed project plan and updating the current traffic model. As the saying goes, there is only one way to eat an elephant— and that's one bite at a time. And in San Luis Obispo, updates to our Land Use and Circulation Elements will be a very large policy elephant. On the positive side, our current Land Use Element continues to serve us well. It has not remained static since its adoption in 1994: it has been frequently amended and updated since then in responding to new information. Additionally we are still implementing major components of the current plan, including specific plans and annexations in the Airport, Margaritaand Orcutt areas. In short, the Land Use Element remains current and relevant. As such, given other priorities at this time, including long pent-up needs as identified before and during the Measure Y campaign as well as those identified by the Council as Major City Goals, we believe that the best approach over the next two years is to gain a clear understanding of what we hope to achieve with updates to these two elements, and prepare a project plan accordingly. Along with better ensuring an effective process tailored to our goals, it will also help us better assess what it will cost to do. Updating the traffic model concurrently with this project planning effort has twin benefits: it is needed for purposes other than the Circulation Element; and completing this largely technical analysis before launching the policy phase of a subsequent Circulation Element update will better position us for that phase. Lastly, this approach does not preclude making case-by-case amendments to our Land Use and Circulation Elements. If compelling reasons emerge during the next two years to make changes to either of these elements, the flexibility exists for the Council to do so. Next.Steps As noted above, in-depth reviews of departmental budget requests (as well as revenue projections) are currently underway. Once these are completed and the Council has approved the goal work programs and strategy for updating the Land Use and Circulation Elements, we plan to finalize budget recommendations and issue the Preliminary Financial Plan on May 17, 2007. Key next steps in the budget review process are: Council Budget Review Schedule Da 1. Preliminary Financial Plan issuance May 17 2. Budget workshop: Financial Plan overview and General Fund operating programs May 24 3. Budget workshop: General Fund CIP projects May 29 4. Budget workshop: Enterprise Fund programs, projects and rates May 31 5. Continued budget review June 5 6. Continued budget review and Financial Plan budget adoption June 19 d 0 Major City Goal Work Programs for 2007-09 • Page 7 FISCAL IMPACT There are no direct fiscal impacts associated with tentatively approving major City goal work programs: conceptual approval of work programs is not approval of the budget. As discussed above, this will only occur with adoption of the Financial Plan in June 2007, following issuance of the Preliminary Financial Plan and extensive budget workshops and hearings.. For the same reason, there are no direct fiscal impacts in providing us with direction on updating the Land Use and Circulation Elements. Nonetheless, this is a very important step in the process: with this direction, staff will be certain we understand the Council's intent, and we can prepare the Preliminary Financial Plan accordingly. SUMMARY In the final analysis, a balanced budget is not just a financial concept: it also means a balance between delivering day-to-day services, maintaining and improving public facilities, and funding new initiatives. This balance, ultimately set by the Council, cannot be made until all of the budget components are in place and comprehensively viewed. While the major City goal work programs lead the way, the Preliminary Financial Plan will provide us with the opportunity to take this more comprehensive view—and it is likely that some of the work programs will change as we take this broader look at our needs and our fiscal resources. ATTACHMENT Major City Goal Work Programs for 2007-09 G:\Budget FoldersTiinancial P"\2007-09 Financial Plan\Major City GoalslAgenda Report-April 10,2007 1-7 2007=09 Financial Plan Major City Goal WORK PROGRAMS April 10, 2007 City of san Luis oBIspo a o 2007-09 Financial Plan MAJOR CITY GOAL WORK PROGRAMS Table of Contents INTRODUCTION MAJOR CITY GOAL WORK PROGRAMS Overview and Impact of Measure Y 1 Public Safety Background 1 2007-09 Budget Review Underway 2 Public Safety Service Levels 8 Relationship to Measure Y 2 Organization: Goal Priorities 3 Transportation Work Program Content 3 Neighborhood Paving and Objective Revisions 3 Deferred Street Maintenance 17 Next Steps 4 Traffic Congestion Relief 21 Summary 4 Bikeway Improvements 27 Flood Protection 32 SUMMARY OF COUNCIL GOALS Leisure,Cultural & Social Services Major City Goals 5 Senior Citizen Facilities 37 Other Important Goals 5 Roller Hockey Rink and Address As Resources Permit 6 Skate Park Improvements 41 Homeless Services 46 MAJOR CITY GOALS COST SUMMARY Community Development Affordable Housing 50 Cost and Funding Summary 7 Neighborhood Wellness 54 Downtown Improvements 61 Open Space Preservation 67 city of san tuis oi3ispo /- 9 INTRODUCTION, , • OVERVIEW policies, current major City goals and capital projects. The work programs for Major City Goals for 2007- The accompanying work programs have been 09 present detailed action plans for the next two prepared based on the Major City Goals set by the years that link goals with resources and timeframes. Council at an all-day workshop held on January 27, 2007. Over the next two years, the proposed work programs reflect General Fund operating and capital Purpose of the Work Programs. The goals set by costs of about $11.3 million. About 70% of the the Council drive the budget preparation process. General Fund cost ($7.9 million) is for basic However, before the staff can build the Preliminary infrastructure maintenance of our street and flood Financial Plan around Council goals, it is essential protection systems, and reflects a that we have a clear two-year increase in General understanding of what the Fund support for these two ., Council hopes to achieve with systems of about $5.7 million each goal over the next two years. from 2005-07 Financial Plan Public Safety Service Levels Accordingly, the purpose of each levels. • Neighborhood Paving and work program is to: Deferred Street Maintenance Impact of Measure Y. While • Traffic Congestion Relief 1. Define and scope the adopted there are other factors as detailed aBicycle Improvements goal, including its relation- in the December 2006 Five-Year ship to Measure Y funding. Fiscal Forecast, our ability to • Flood Protection make these significant • Senior Citizen Facilities 2. Ensure that there is a clear improvements is largely driven understanding of the means Roller Hockey Rink and Skate by the added revenues from Park Improvements selected to pursue the goal. Measure Y, which was adopted Homeless Services with 65% voter approval in 3. Convert the general goal into November 2006. • Affordable Housing specific action steps so we • Neighborhood Wellness can measure progress in Of the twelve Major City Goa] • Downtown Improvements achieving it. work programs, ten of them directly relate to the top • Open Space Preservation This is especially important in the priorities that emerged from the case of objectives where fully community both before and achieving the goal is likely to during the Measure Y campaign. extend well beyond the two-year Financial Plan period. However, we can measure progress—and BACKGROUND our success in accomplishing the goal—by clearly defining the specific actions we plan to undertake over the next two years. The purpose of the City's Financial Plan process is to link the most important, highest priority things for Conceptual Approval of the Work Programs. us to achieve for our community over the next two Tentative Council approval of the work programs at years with the resources necessary to do them. this stage is not formal approval of either the goal or the budget for it. This will not occur until the For this reason, the City begins its budget process Council approves the 2007-09 Financial Plan in its with Council goal-setting. This follows an extensive entirety in June 2007, after extensive workshops and effort to involve advisory bodies and the community public hearings. in this process. It also follows consideration of a number of analytical reports such as the General Other Program Objectives. The Preliminary Fund Five-Year Fiscal Forecast and comprehensive Financial Plan (which we plan to issue on May 17, updates on the status of long-term plans and 2007) will also include the "Other Important Goals"/� INTRODUCTION and "Address as Resources Permit" items set by the Added Funding for Service Improvements Likely Council as part of the goal-setting process. in the Preliminary Financial Plan. Based on Council goal-setting, the improvements presented in It will also include departmental objectives this work program are the highest priorities, and as proposed by the staff for improving the delivery of such, they are recommended for conceptual approval City services. These are different from Council- by the Council at this time. Until we complete our initiated goals in two important ways: review of other citywide service needs and available resources, it is too soon to recommend other 1. Council goals are generally focused on improvements at this time. objectives that can only be successfully achieved through Council leadership, support However, after we complete this review, it is likely and commitment. On the other hand, program that the Preliminary Financial Plan (which will be objectives proposed by staff are typically more distributed in mid-May 2007) will include additional internally focused on improving day-today funding recommendations in achieving Major City operations, and can usually.be achieved through Goals, especially in public safety. staff leadership; support and commitment. RELATIONSHIP TO MEASURE Y 2. Achieving Council goals has a higher resource priority. Ten of the twelve proposed work programs directly Each of the 73 operating programs presented in the support the top priorities for the use of Measure Y Preliminary Financial Plan will clearly identify funds that emerged from the community both before major City goals, other Council goals and other and during the campaign. While the ordinance program objectives. before the voters in November 2006 was clear that this was a general-purpose revenue measure to 2007-09 BUDGET REVIEW UNDERWAY protect and maintain essential services, it highlighted the following uses of Measure Y funds: It should be noted that department budget proposals ° Neighborhood street paving and pothole repair. for other operating program and capital improvements (CIP) beyond those identified in the Traffic congestion relief. work programs are also under consideration by the ° Public safety, including restoring eliminated CAO as part of the 2007-09 Financial Plan process. traffic patrol, Fire Marshal and fire/paramedic training positions. For example, fueled by years of pent-up needs, ° Flood protection. Council goals, Measure Y priorities and "day-to- day" operational requirements, departments have ° Senior citizen services and facilities. submitted 137 CIP proposals, totaling over 450 ° Neighborhood code enforcement. pages of supporting documentation and $49.4 million in costs over the next two years; and 92 ° Open space preservation. "significant" operating budget requests, totaling about $5.2 million annually, including requests for There is not a "one-to-one" match between the 36 added positions. resource allocations recommended in the proposed work programs and projected Measure Y revenues While not all of,these are General Fund requests, (nor is there intended to be at this point in the they show that we are going to have to make tough budget process). priority decisions as part of the budget process, even with added Measure Y resources. Nonetheless, in placing the proposed work programs in context, we project that Measure Y will generate about $11.2 million in added General Fund resources in 2007-09 (including the one-time carryover of $1 million from 2006-07 based on an -2- /// INTRODUCTION April 1 effective date). The General Fund cost of 1. Objective. the proposed work programs over the next two years 2. Discussion of its relationship to Measure Y, is $11.3 million. workscope summary, existing situation and Between these work programs and added budget related work accomplished in the past. recommendations yet to come, there is absolutely no 3. Constraints and limitations. question that Measure Y funding will be used to 4. Stakeholders. support the top community priorities that emerged both before and during the campaign. 5. Action plan detailing specific tasks and schedule for the next two years. When applicable, likely ORGANIZATION• GOAL PRIORITIES "carryover and spin-off' tasks beyond the next two years are also discussed. 6. Key assumptions in preparing the work The goals approved by the Council in January 2007 program are organized into the following priorities: 7. Responsible department. 1. Major City Goals. These represent the most g. Financial and staff resources required to achieve important, highest priority goals for the City to the goal. accomplish over the next two years, and as such, resources to accomplish them should be 9. General Fund revenue potential, if any. included in the 2007-09 Financial Plan. 10. Outcome—final work product at the end of the next two years. If the work program approved by the Council for a Major City Goal is not included in the OBJECTIVE REVISIONS CAD's Preliminary Financial Plan, compelling reasons and justification must be provided as to why resources could not be made available to In general, we have retained objectives as originally achieve this goal. adopted by the Council in January 2007, with some minor grammatical changes. However,in two cases, 2. Other Important Goals. Goals in this category we recommend modest changes for added are also important for the City to accomplish, clarification in light of the proposed work program: and resources should be made available in the 2007-09 Financial Plan if at all possible. 1. Neighborhood Paving and Deferred Street Maintenance. Under the City's Pavement 3. Address As Resources Permit. While it is Management Plan, the Downtown represents the desirable to achieve these goals over the next "ninth" paving area in the City. Accordingly, two years, doing so is subject to current we recommend adding the italicized language resource availability. below to include this area in the objective for this goal: Detailed work programs have only been prepared for the Major City Goals; the other goals will be Restore the neighborhood and downtown presented to the Council in the context of .the paving program, and catch up with deferred Preliminary Financial Plan. street maintenance. WORK PROGRAM CONTENT This revision also ties to the recommended Major City Goal work program for Downtown Improvements. The work programs are organized by functional area: public safety, transportation, leisure, cultural 2. Open Space Preservation. In recognizing that & social services, community development and we may augment funding during the year if general government. Each work program provides grant funding opportunities arise, we the following information: -3- ���� I� INTRODUCTION recommend adding the italicized language initiatives. This balance, ultimately set by the below to the objective for this goal: Council, cannot be made until all of the budget components are in place and comprehensively Restore open space acquisition program viewed. funding to at least $200,000 per year and bring forward opportunities should they While the Major City Goal work programs lead the arise that further leverage City funds way, the Preliminary Financial Plan will provide us through grant programs. with the opportunity to take this more comprehensive view—and it is likely that some of NEXT STEPS the work programs will change as we take this broader look at our needs and our fiscal resources. As noted above, in-depth reviews of departmental Nonetheless, conceptual Council approval of the budget requests and revenue projections are work programs at this time is a very important step currently underway. Once these are completed and in the process: with this direction, staff will be the Council has approved the goal work programs, certain we understand the Council's intent, and we we plan to finalize budget recommendations and can prepare the Preliminary Financial Plan issue the Preliminary Financial Plan on May 17, accordingly. 2007. The following summarizes key next steps in the Council's review of the budget for 2007-09, which will provide additional opportunities for community participation in this process. .. Date • Preliminary Financial Plan issuance May 17 • Budget workshop:Financial Plan May 24 overview and General Fund operating programs • Budget workshop: General Fund CIP May 29 projects • Budget workshop:Enterprise Fund May 31 programs,projects and rates • Continued budget review June 5 • Continued budget review and Financial June 19 Plan budget adoption SUMMARY As noted above, conceptual Council approval of the work programs at this time is not approval of the budget: this will only occur with adoption of the Financial Plan in June 2007, following issuance of the Preliminary Financial Plan in May 2007 and extensive budget workshops and hearings. In the final analysis, a balanced budget is not just a financial concept: it also means a balance between delivering day-today services, maintaining and improving public facilities, and funding new 2 4- /�/�/ r COUNCIL • SUMMARY OF MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES O MAJOR CITY GOALS • Roller Hockey Rink and Skate Park Improvements. Complete major upgrades to the existing roller hockey and skateboard park These represent the most important, highest priority facilities at Santa Rosa Park. goals for the City to accomplish over the next two years, and as such, resources to accomplish them • Homeless Services. Work with social service should be included in the 2007-09 Financial Plan. partners to develop improved homeless sheltering and services. Public_ Safety Community Development • Public Safety Service Levels. Improve public safety service levels, with an emphasis in police • Affordable Housing. Strengthen efforts to services on neighborhood patrols (particularly at increase affordable housing, including ways of night) and traffic safety; and on prevention and augmenting existing funding. training in fire services. • Neighborhood Wellness. Increase building and Transportation zoning code enforcement to promote neighborhood wellness and community • Neighborhood Paving and Deferred Street appearance. Maintenance. Restore the neighborhood and downtown paving program and catch-up with • Downtown Improvements. Strengthen support deferred street maintenance. for the Downtown in multiple areas, such as maintenance, economic development, public • Traffic Congestion Relief. Expand efforts to safety, parking, tourism promotion, progress on reduce and manage traffic congestion the installation of pedestrian lighting and throughout the City, including the Los Osos comprehensive directional sign program, and Valley Road corridor and interchange. other improvements as resources allow. • Bicycle Improvements. Continue to work Open Space Preservation. Restore open space towards completion of the Railroad Safety Trail; funding to at least $200,000 per year and bring improve maintenance of existing bicycle trails, forward opportunities should they arise that paths and byways; and consider additional bike further leverage City funds through grant trails. programs. • Flood Protection. Reduce flooding risk by © OTHER IMPORTANT GOALS opening the Los Osos Valley Road/Highway 101 culverts, working on improvements in the Mid-Higuera area and implementing the Storm Goals in this category are important for the City to Drain Master Plan. accomplish, and resources should be made available in the 2007-09 Financial Plan if at all Leisure,Cultural & Social Services possible. • Senior Citizen Facilities. Enhance senior Public Safety citizen facilities through improvements to the current senior center and pursuit of plans for a • Public Safety Facility. Continue progress future senior center. toward a public safety facility by evaluating sites and developing a financing plan. -5- /-/51 r COUNCIL •A SUMMARY OF MAJOR CITY GOALS AND OTHER IMPORTANT OBJECTIVES Community Development • Land Use and Circulation Element Update. Begin an update of the General Plan Land Use and Circulation Elements, and review ways to address economic development goals and policies. Leisure,Cultural &Social Services • Laguna Lake Dredging. Develop options and decide future of Laguna Lake, and begin implementation of approved dredging plan. © ADDRESS AS RESOURCES PERMIT While it is desirable to achieve these goals over the next two years, doing so is subject to current resource availability. Transportation • Undergrounding Overhead Utilities at City Gateways. Pursue opportunities and funding to place overhead utilities underground on Los Osos Valley Road and other gateways. Leisure, Cultural & Social Services • Tree Planting and Maintenance. Boost tree planting and maintenance. • Community Partnerships. Review opportunities to expand community partnerships to achieve City goals. • Railroad History Museum. Expand the City's role in developing the Railroad History Museum, including support for completing internal building improvements. Community Development • Night Sky Ordinance. Develop and adopt a night sky ordinance. -6- /—�S 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 2007-08 2008-09 2007-08 2008-09 Public Safety Service Levels 668;200 707,400 85,200 Neigborhood Street Paving& 2,435,000 2,482,000 Deferred Steet Maintenance Traffic Congestion Relief 30,000 2,625,000 290,000 Bikeway Improvements 245,000 25,000 Flood Protection 262,300 303,500 1,578,000 1,326,200 Senior Citizen Facilities 16,500 45,000 45,000 Roller Hockey and Skate Park Improvements 40,000 325,000 Homeless Services Affordable Housing Neighborhood Wellness 114,000 122,800 Downtown Improvements* 5,000 5,000 257,000 225,000 Open Space Preservation 286,000 264,000 Total 1,096,000 1,138,700 7,596,200 4,982,200 * Downtown paving costs($125,000 in 2007-08 and$80,000 in 2008-09)are shown with the neighborhood paving and deferred street maintenance goal. Cost Summary By Funding Source Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 General Fund 1,008,500 1,051,200 4,722,700 4,539,700 Transportation Impact Fees 2,537,500 192,500 Sewer Fund 86,000 Zone 9 87,500 87,500 250,000 250,000 Total $1,096,000 $1,138,700 $7,596,200 $4,982,200 As summarized below,General Fund costs for Major City Goals over the next two years total $11,584,700 for operating programs and CEP projects: General Fund Cost Summary 2007-08 2008-09 Total Operating Programs 1,008,500 1,051,200 2,059,700 CIP Projects 4,722,700 4,539,700 9,262,400 Total $5,731,200 $5,590,900 $11,322,100 -7- //� MAJOR CITY GOALS PUBLIC SAFETY SERVICE LEVELS OBJECTIVE Improve public safety service levels, with an emphasis in police services on neighborhood patrols (particularly at night) and traffic safety; and on prevention and training in fire services. DISCUSSION Measure Y Relationship This major City goal for improving public safety service levels directly supports a top priority for the use of Measure Y funds, as identified by the community both before and during the campaign. Workscope Summary The proposed work program responds to the Council's major City goal by improving: 1. Patrol services to neighborhoods particularly at night and on weekends by adding three patrol officers. 2. Traffic safety through a proactive enforcement program, which includes restoring the traffic officer position that was cut in the 2005-07 Financial Plan. 3. Critical emergency response communications by adding one communications technician (dispatcher); and completing the new public safety dispatch center and radio system replacement. 4. Fire prevention and training by restoring the part-time Fire Marshal to full-time and establishing a full-time Battalion Chief position to oversee training programs. Summary of Proposed Police Services 1. Neighborhood patrol services. In order to improve police services to neighborhoods, particularly at night and on weekends, additional officers, and support personnel are needed to specifically focus on neighborhood issues and call response during those times. Officers will be assigned as liaisons to specific neighborhoods in order to proactively address issues and concerns with the area residents, and to enhance efforts of the Neighborhood Services Program. Three additional police officers are proposed for this effort and they will use either patrol vehicles or bicycles depending on the neighborhood and need. New ideas to address neighborhood issues will be examined by reviewing internal policies and researching those of other jurisdictions. 2. Traffic safety. Improving overall traffic safety in the City is proposed to be addressed by restoring a previously eliminated traffic officer position. This will allow improved capacity to proactively address traffic issues in the City through increased and focused enforcement efforts and education. In addition, the overall focus and deployment of the Traffic Unit will be. examined in order to identify ways to increase emphasis on problem areas identified in the annual Traffic Safety report and to increase collaboration with other stakeholders, such as Public Works Traffic Engineering staff, other law enforcement agencies, and community members. Greater emphasis will be placed on traffic safety and-enforcement by patrol officers and coordination and communication between patrol and the Traffic Unit will be enhanced to support these efforts. Grant-funded citation and collision reporting technologies will be implemented to increase officer efficiency and data sharing,and the feasibility of other tools such as red light cameras will be researched. 3. Emergency communications. The addition of one communications technician position is proposed to enable the safe handling of the increased radio and telephone demanded on weekends. This is also expected - 8- /--/7 MAJOR CITY GOALS PUBLIC SAFETY SERVICE LEVELS to decrease the length of time non-emergency callers must wait on hold, such as residents calling to report loud music or parties. Additionally, there are two critically important emergency communication projects currently in the final design stage: construction of a new public safety dispatch center at Fire Station No. 1 and replacement of our aging and obsolete radio system. While these systems will also support the communication needs of departments like Public Works, Utilities, Community Development and Parks & Recreation, the primary users are police and fire staffs, where highly reliable emergency communications are essential for both the delivery of core day-to-day public safety services as well as effective response in the case of major disasters like large scale fires, floods and earthquakes. Both of these projects were approved as part of the 2005-07 Financial Plan. However, the most important phases — construction and installation — will occur during 2007-09, and will require significant resource commitments by Police, Fire and Finance & Information Technology in ensuring effective project management. Summary of Proposed Fire Services 1. Prevention. The Fire Department's Prevention Program continues to be a highly successful way to avoid fires. Restoration of the Fire Marshal from a part-time, temporary position to a full-time regular one is -critical for continued success. 2. Training. Along with backfill overtime, we have used the savings from the part-time Fire Marshal in funding a training officer position at the Captain level. This position is essential in ensuring we have well- trained emergency responders for medical, fire, hazardous materials, heavy rescue and other emergencies. For this reason, we recommend establishing a Battalion Chief position to meet this need on an ongoing basis. Status of Existing Programs and Resources As a consequence of the City's budgetary constraints beginning in 2003,positions were eliminated in both Police and Fire to help balance the budget. From 2003 to 2006, four full-time positions were eliminated from the Police Department including: one patrol officer, one traffic officer, one administrative lieutenant, and one maintenance worker. During that same time in the Fire Department, the Fire Marshal position, when vacated by the Local Police Sworn Stafing Per 1,000 Residents incumbent, was filled with a part-time temporary employee and the training Pismo Beach _ officer position experienced limited staffing as all resources were directed Morro Bay . to meeting basic service levels. Arroyo Grande = Police Resources:Patrol, Traffic Grover Beach Safety and Communications Paso Robles The City of San Luis Obispo currently San Luis Obispo has a ratio of 1.30 sworn police officers per 1000 residents. This is well below Atascadero national and regional averages. At this 1.00 1.25 1.50 t.75 2.00 2.25 2.50 2.75 ratio, San Luis Obispo is below all -9- IF010 i n MAJOR • PUBLIC SAFETY SERVICE LEVELS other cities in the county, except Atascadero. San Luis Obispo has service demands that are greater than many of the other cities, including a higher daytime service population, an extremely active bar and nightclub scene, and significant alcohol and party related activity, mostly associated with our student population. In comparing subsets of the sworn staffing, such as the ratio of sergeants and officers (sworn personnel who provide direct service) and the ratio of Lieutenants and above (management Swom Police Staffing Per 1,000 Residents 1997 to 2007 staff) per 1000 residents, San Luis Obispo was still the second lowest in 1.42 Added Twoan ed Twd the County. Downtown -funded1.40 Officersicers Since 1996-97, the City's sworn 1.38 staffing ratios of sworn officers per 1000 residents have steadily declined 1'36 from 1.38 in 1996-97 to 1.30 in 2006, 1.34 with the exception of adding two Downtown Bicycle Officers in 1999-00 1.32 and two grant-funded Traffic Officers 1.30 in 2001-02. 1.28 While our officer-to-residents ratio 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 levels have gone down, police calls for Fisal Year Ending service have increased by an average of 600 calls per year since 1999, when the current computer system began capturing this data. A slight decrease in calls from 2006 to 2005 is attributed to a change in reporting methodology of crime statistics to the Department of Justice. Additionally, officers are now required to spend a greater amount of time on calls, as a result of new conditions such as pre-booking medical clearance requirements. Response times to non-emergency calls (such as loud parties, vandalisms, and suspicious activities) have increased as a result of Police Calls for Service: 1999 to 2007 fewer available officers. As a result, ---• the quality of life for our neighborhood 31.000 residents could decline and undesirable behavior such as fights, vandalism, 30•000 assaults and driving under the influence (DUI) of alcohol or other drugs, could g 29.00° increase as parties go unchecked. 26.000 w 1. Patrol staffing. In the area of Patrol, the current staffing is 11 r, 27'000 officers and two sergeants 26,000 (supervisors) on day watch; and 12 officers and two Sergeants at night. 25,000 These officers are spread 1999 2000 2001 2002 2003 2004 2005 2006 2007 throughout the week, with more Calendar Year Pro' officers working on Wednesday through Saturday nights due to the increased activity. _ 10- //9 MAJOR CITY GOALS PUBLIC SAFETY SERVICE LEVELS The number of scheduled officers fluctuates because of illness, injuries, training and vacations. Overtime is frequently needed just to maintain minimum staffing levels of four officers per shift. In addition to patrol officers, one bicycle officer is assigned to the downtown area during the day and two bicycle officers and one bicycle sergeant are assigned to the downtown area on Thursday,Friday,and Saturday nights. Unfortunately, reallocating resources from other patrol shifts or units is not an option to meet patrol needs because these other shifts are already operating below minimum standards. 2. Traffic safety. The Police Department Traffic Unit currently consists of four traffic (motorcycle) officers and one sergeant who conduct traffic investigation, enforcement, and education activities throughout the City. The State Office of Traffic Safety (OTS) ranks cities according to population category and collision data. A high ranking indicates a greater number of collisions (a ranking of number one indicates the worst in the category). In 2005, San Luis Obispo-was ranked 28 out of 98 cities in our population category (25,001- 50,000) for total number of reportable collisions. The City was ranked number one for bicycle collisions and number eight for fatal/injury traffic collisions. In addition to ranking by number of collisions, OTS also measures a city's overall traffic safety by their traffic safety index, which is the ratio of total hazardous citations issued compared to the number of injury and fatal collisions, including bicycles and pedestrians. Higher index numbers represent greater traffic safety. The recommended minimum traffic safety index for a city our size is 25 (25 hazardous citations issued for each injury or fatal collision). In 2005, the City's traffic safety index was 7.6, which is significantly below the OTS guideline. This indicates the need for a greater emphasis on collision reduction strategies including the proactive issuance of hazardous citations, which has proven to be an effective strategy in reducing the number of collisions. However, the elimination of one Traffic Officer, the frequent reassignment of traffic officers to cover patrol shortages, and the increase in calls for service has resulted in less time for proactive traffic enforcement. By restoring the Traffic Unit to full staffing and increasing the number of patrol officers, the department will be better able to implement an effective citation enforcement program aimed at reducing the number of traffic collisions in the City. 3. Emergency communications staffing. The Police Department Communications Unit is staffed by 10 Communications Technicians (dispatchers) and two supervisors, who are responsible for citywide radio communications and the dispatching of police, fire, emergency medical resources and other department staff (like Public Works and Utilities) as required. A minimum of two dispatchers at all times is required to staff the police and fire frequencies for both emergency and non-emergency telephone lines. In addition, dispatchers are responsible for data entry, after- hours calls for public works and utility problems, and providing emergency medical instructions by phone. In 2005-06, dispatch personnel processed 35,018 calls for police and fire service — an increase of approximately 4,500 calls from 1998-99 — and fielded over 144,000 telephone calls. Call volume will increase once cellular 9-1-1 calls currently being received by the California Highway Patrol are routed directly to the City's communications center beginning in 2008. On weekend nights, call volume is significantly increased. During this "peak time," dispatchers must give priority to emergency calls, and as such, business lines are frequently put on hold. This causes a delay in receiving citizen reports of neighborhood and traffic problems, and some callers hang up out of frustration. 4. Public safety dispatch center and radio system replacement. As noted above, these projects are currently in the final design stage. The request for proposals for the radio system replacement has already been ,< ��pI -C� MAJOR CITY GOALS PUBLIC SAFETY SERVICE LEVELS approved by the Council, and will be issued in coordination with the dispatch center construction. A comprehensive update on the status of this project, including review and approval of site plan and design, is scheduled for Council consideration on April 17, 2007. Fire Resources:Prevention and Training Budget cuts in the Fire Departinent have been concentrated in the support functions such as prevention and training in an attempt to conserve the direct delivery of field services. However, these support functions are also important past of our ability to meet the community's public safety needs. In 2003, upon the resignation of the then Fire Marshal, the position was filled with a temporary part-time employee. Along with backfill overtime, the salary savings derived from filling this prevention-focused position with a temporary part-time employee was allocated to help fund an Interim Training Officer. Since 1993, when we began budget reductions in the Fire Department (which included cutting the training Fire Battalion position), calls for fire emergency response services have increased by 78%; and the complexity and liability for the services we provide have increased as well. Training mandates imposed by federal and state agencies, Calls for Fire Service: 1993 to 2006 especially CalOSHA, require that 4,500 firefighters maintain an extensive training regimen ranging from dealing with 4,000 hazardous materials to using self contained breathing apparatus to managing bio- 3,500 hazards or handling infectious waste. Nationally recognized fire department 3,000 standards take the form of training mandates. Presently, 242 hours per year for 2,500 each department firefighter, are mandated for training. Failure to meet these training 2,000 mandates can result in significant penalties. g g g A dedicated Training Officer at the Battalion Chief level is recommended to Calendar Year manage this program. Work Completed Police Services The Police Department currently provides service to the neighborhoods and addresses traffic safety through existing programs. The Department aggressively pursues grant funds to supplement these services and limited staffing, especially in the areas of traffic safety and alcohol/party enforcement. During the past four years, the department has received approximately $281,200 in grant money to fund traffic enforcement, driving under the influence(DUI)patrols, underage drinking enforcement and traffic-related technology. Fire Services The Fire Department currently provides emergency response, prevention and training services through existing programs. However, as noted above, while we have been able to maintain core staffing in our first-line - 12- ' MAJOR CITY GOALS PUBLIC SAFETY SERVICE LEVELS responders, to do so has meant budget cuts in fire prevention and training services. This has meant using part- time temporary positions to handle fire prevention services and an interim training officer. CONSTRAINTS AND LIMITATIONS Police Services Constraints 1. Limited ability to recruit, hire and train additional personnel in a timely manner. Recruiting, hiring and training qualified candidates to fill the proposed positions, along with other positions that become vacant through normal attrition, will be a challenge. The Department will work with the Human Resources to expand outreach and advertising efforts, and to conduct both lateral and new-hire recruitments. 2. Responding to expectations of neighborhood associations and groups. Staff will meet with the various neighborhood associations during development of its plans in order to discuss and identify expectations. Staff will also develop an ongoing system for feedback from neighborhood residents in order to help measure the effectiveness of the program. Staff will examine the feasibility of assigning specific officers as liaisons to identified neighborhoods in order to increase communication and community involvement in addressing neighborhood issues. 3. Employee association obligations. There is the potential for the legal obligation to meet and confer with affected employee associations as action plan tasks are implemented. Staff has involved representatives from the Police Officers Association and the Staff Officers Association in the working groups that have already been examining these issues and will continue this involvement in order to address any legal obligations to meet and confer early in the process. Fire Services Constraints 1. Training. Mandated training by federal and state agencies continues to be a difficult program to implement. 2. Employee association obligations.Like the Police Department, there is the potential for the legal obligation to meet and confer with affected employee associations as action plan tasks are implemented. Staff will involve representatives in order to address any legal obligations to meet and confer early in the process. STAKEHOLDERS As evidenced during the Measure Y Campaign, one of the top priorities for the community was increased levels of public safety services. The principal stakeholders are therefore the residents, businesses,.and even visitors to San Luis Obispo. Additional stakeholders are the employees of both Departments. Each Department has workgroups focused on meeting tasks of this goal, which include representatives from the affected employee associations. Each Department also has specific programs focused on this goal including the Neighborhood Service Program, Fire Prevention Bureau and Fire Training Program. ACTION PLAN Date Task Police Services - - - - - - 1. Recruit and hire additional I police officer and dispatch positions;purchase necessary vehicles and 8/07 equipment. 2. Examine internal policies regarding SNAP and police response to noise and party disturbances in order to 12/07 assess whether or not changes are needed. - 13 - �oZ- n �MAJOR CITY GOALS PUBLIC SAFETY SERVICE LEVELS Task Date 3. Develop and implement strategies for Traffic Unit and patrol officers to enhance traffic enforcement and 12/07 safety,especially at high-collisions areas as identified in the Traffic Safety Report. 4. Develop strategies for closer collaboration with Public Works Traffic Engineering staff to more 12/07 comprehensively address traffic concerns. 5. Purchase and install grant-funded radar speed display devices in coordination with Public Works. 12/07 6. Develop detailed programs for neighborhood patrol services, including evaluating current patrol 3/08 deployment methodology and examining alternative deployment strategies. - 7. Complete training of new police officers(including specialized motorcycle training for a new traffic 5/08 officer)and dispatcher. 8. Implement neighborhood patrol program with additional officers. 5/08 9. Research other ordinances and tools in use in other jurisdictions to address noise,party,and 6/08 underage/excessive drinking problems. If additional legal tools are identified as potentially valuable in out City,make appropriate recommendations to CAO and Council 10. Implement E-Citation and E-Collision reporting technology. 6/08 11. Research traffic safety technologies such as red light cameras and indicators to determine whether or not 12/08 they would potentially be effective in increasing traffic safety in our City. If staff believes they would be valuable,make appropriate recommendations to CAO and Council for funding in 2009-11. Fire.Set"Aces 1. Develop appropriate job description for Fire Marshal. 7/07 2. Establish hiring process for Fire Marshal. 8/07 3. Conduct testing and interview successful Fire Marshal candidates. 8/07 4. Hire new Fire Marshal. 9/07 5. Develop job description for Training Battalion Chief. 10/07 6. Meet and confer with appropriate labor units and establish hiring process for Training Battalion Chief. 12/07 7. Conduct testing and interview successful Training Battalion Chief candidates. 1/08 8. Hire Fire_Training Battalion Chief. 2/08 Public Safety Dispatch Center and Radio S stea►Replacement I. Invite bids for dispatch center construction. 7/1/07 2. Receive construction bids. 9/1/07 3. Evaluate bids and award construction contract. 11/1/07 4. Execute contract;contractor mobilizes and begins work. 12/1/07 5. Issue request for proposals for radio system replacement. 1/1/08 6. Receive and evaluate radio system proposals;award contract and begin installation. 5/1/08 7. Complete dispatch center construction. 10/1/08 8. Install furnishings and technology equipment. 12/1/08 9. Train,cutover and occupy dispatch center;complete radio system improvements. 3/1/09 - 14- / MAJOR CITY GOALS- PUBLIC SAFETY SERVICE LEVELS KEY ASSUMPTIONS Police Services 1. Staff will be able to recruit and hire the desired number of employees in a timely manner, including sending new employees to the basic training academy beginning in August 2007. 2. New employees will not be fully trained and available for deployment until May 2008 and full program implementation will not be achieved until training is complete. 3. Employee costs are based on current pay rates. 4. Staff will be able to reach agreements with affected employee associations regarding issues that are legally subject to meet and confer requirements. Fire Services 1. Fire Training Battalion Chiefs salary is based on a 5% cost differential over field Battalion Chief. 2. Staff will be able to reach agreements with affected employee associations regarding issues that are legally subject to meet and confer requirements. RESPONSIBLE DEPARTMENT The Police and Fire Departments will be the co-leaders in accomplishing this goal. Other Departments that will be involved include Human Resources, Public Works (Transportation Section), Community Development (Building &Safety Division), Finance& Information Technology and Administration. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Police Services In order to increase public safety service levels, with emphasis in police services on neighborhood patrols (particularly at night) and traffic safety,the following resources are being requested: See Notes 2007-08(l) 2008-09 Staffing Police Officer(Patrol): Three Positions 324,500 354,000 Police Officer(Traffic): One Position 108,200 118,000 Communications Technician 71,400 77,900 Start-Up Equipment and Vehicles Patrol Sedan(2) 55,100 Motorcycle(3) 30,100 Other Stan-U Costs(4) 29,900 Total $619,200 $549,900 1. First year costs begin in August 2007. 2. Patrol Sedan costs include: Base unit $26,300 Emergency equipment,such as lights and sirens 6,800 Specialized equipment,such as mobile data computers, video system,radar and radio 18,000 Sales tax 4,000 - 15 - /�y MAJOR • PUBLIC SAFETY SERVICE LEVELS 3. In January 2007, the Police Department received Council approval to submit a grant application to the Office of Traffic Safety to fund the first 18 months salary for the traffic officer and the cost of the associated motorcycle and safety equipment. Staff should receive notification regarding this grant request by April 2007. If approved, it would offset the initial General Fund costs for this position. 4. Includes initial equipment and weapons for officers,motor equipment for traffic officer. Offsetting Mardi Gras Savings. Because of the success of the Police Department's Mardi Gras operational plan during the past three years, staff will be able to significantly reduce the Mardi Gras budget for 2007-09. This will make available approximately $200,000 annually that is currently in the Police Department budget that can be used to offset the resources contained in this request. Fire Services In order to increase public safety service levels, with emphasis on prevention and training in fire services; the following resources are being requested: 2007-018* 2008-09 Fire Training Battalion Chief 183,200 209,000 Backfill Overtime Savings (49,000) (51,500) Total $134,200 $157,500 *First year costs begin in August 2007. Cost Summary Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 _ 2008-09 Police Neighborhood Patrols&Traffic Safety 534,000 549,900 85,200 Fire Training Battalion Chief 134,200 157,500 Total $668,200 $707,400 $85,200 Funding Source. General Fund GENERAL FUND REVENUE POTENTIAL There is potential for minor revenue increases if additional traffic citations and noise citations are generated annually. More importantly, increases in public safety result in increased quality of life to our residents, an intangible but valuable benefit. OUTCOME—FINAL WORK PRODUCT The desired outcome from this goal is improved public safety service levels. Increased responsiveness and effectiveness to neighborhood issues, especially involving patrol calls during weekend evenings, and increased traffic safety, especially in those areas identified as highest risk will result in improved police service. As a result of improved prevention and training, fire safety to the public will result by reducing the likelihood of fires starting and spreading; and when the inevitable fire, medical emergency or other major incident does occur, the fire forces that respond will be able to abate the emergency in the safest and most appropriate manner. - 16- ���5 MAJOR • NEIGHBORHOOD PAVING AND DEFERRED STREET MAINTENANCE OBJECTIVE Restore the neighborhood and downtown paving program, and catch up with deferred street maintenance. DISCUSSION Measure Y Relationship This major City goal for improving the condition of the City's streets directly supports a top priority for the use of Measure Y funds, as identified by the community both before and during the campaign. This work program will "jump start" the stalled neighborhood and downtown paving programs, and invest significantly more funding in arterial street improvements than we have in the recent past. For the first time in many years, the planned level of investment for 2007-09 will begin to improve the overall quality of our streets,rather than simply preventing further deterioration. Workscope Summary By increasing the level of annual funding for street paving, the goal of the proposed work scope is to improve our overall Pavement Condition Index (PCI) using the concept adopted in the Pavement Management Plan (Plan) in providing a systematic approach to pavement.repair. The goal of the Plan is achieve an overall PCI of 80. A recent review of the City's street condition indicates the overall PCI is currently 75, compared to 70 at the start of the pavement program in 1998. The proposed level of funding for contract street paving reflects an annual increase of about $1.4 million from 2005-07 funding levels. This should result in an improvement in the PCI of about 0.5 points per year. Assuming this level of funding is sustained, this means that we should reach our PCI goal of 80 in about ten years. Existing Situation and Work Completed In 1998, the City adopted an updated Plan, which has three key geographic area components: 1. Neighborhood Paving. The Plan divides the City into eight areas for the purpose of instituting an orderly program of street repairs in neighborhood areas, under which all areas will receive appropriate Pavement Maintenance Areas paving over an eight year cycle. This accounts for about 65% of the resource allocation under the Plan. I 8 2. Downtown. Due to its unique circumstances, there are special paving strategies for the Downtown, 7 I which is "Area 9" in the Plan. This accounts for about 5% of the resource allocation under the Plan. i 3. Arterial and Collector Streets. Paving on arterial s` 6 � i and collector streets is not scheduled based on a l I S particular geographic area, but on priorities. This j'' e accounts for about 30% of the resource allocation - � \ under the Plan. - 17 a� MAJOR GOALS NEIGHBORHOOD PAVING AND DEFERRED STREET MAINTENANCE Since adoption, the City has closely followed the Plan and completed one cycle through the neighborhood pavement areas along with selected arterial street repairs. Some reduction in paving to the last neighborhood areas was made due to reduced funding in the 2003-05 Financial Plan. During the 2005-07 Financial Plan, available resources were further reduced and primarily spent on arterial paving, which was not done during 2003- 05. The budget reductions from both the 2003-05 and 2005-07 Financial Plan had the effect of putting on hold the Council's stated goal of achieving a citywide PCI of 80 by 2008. A recent review of the City's street condition indicates the overall PCI is 75, compared to 70 at the start of the pavement program in 1998. However, it should be noted that at the end of 2005, the PCI was about 75.5, indicating we have seen a slight pavment Condition Index:1998 to 2009 decline in the PCI as a result of the limited funds with Proposed Level of Funding In 2007-09 allocated in the last budget. This underscores the 77.0 importance of allocating at least enough funding 76.0 to preserve the existing pavements and prevent the PCI from falling, since pavement is much 75.0 more expensive to replace than to maintain. 74.0 As reflected in the sidebar chart, we estimate that 73.0 — the PCI will increase by about 0.5 per year based 72.0 - on 2 0on the proposed funding levels, reaching our goal for a PCI of 80 in about 10 years. 71.0 70.0 — CONSTRAINTS AND LIMITATIONS ss.o N N N N N N N N N N The ability to make improvements is constrained $ $ $ $ $ $ $ $ $ $ $ OD W O N W A (A 0) V OD W by the amount of funding allocated and by staff y resources to complete the projects and provide in-house maintenance work. The most significant limitation to this program is the demand of other significant infrastructure repair needs, for which capital improvement plan(CEP)projects will need to be designed and made ready for construction. STAKEHOLDERS The community continues to express a very high interest in street paving as exemplified by the response to surveys taken during the campaign for Measure Y and the Council's subsequent adoption of this Major City Goal. The Downtown Association is a key stakeholder in coordinating downtown paving work. ACTION PLAN Task Date 1. Perform pavement street repairs using City crews Ongoing 2. Pursue outside funding for pavement projects Ongoing 3. Complete arterial street repair project 10/07 4. Complete Los Osos Valley Road pavement repair project:City limits to Highway 101 11/07 5. Complete Higuera Street paving in Downtown 11/07 6. Work with Downtown Association in finalizing paving locations for 2008-09 1/08 - 18- /� � -MAJOR CITY GOALS NEIGHBORHOOD PAVING AND DEFERRED STREET MAINTENANCE Task bate 7. Complete paving in Area 1 10/08 8. Complete 2008-09 Downtown paving project 11/08 9. Complete design of paving project for Area 2 6/09 KEY ASSUMPTIONS The proposed action plan assumes that adequate field staff and operating funding will be available to complete street repair work and that funds will be provided through the CIP for large scale pavement..repair work. RESPONSIBLE DEPARTMENT Public Works FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL General Fund resources will continue to be programmed each year to provide for CIP support and construction costs,and for street maintenance work. Cost Summary Operating Programs Capital Improvement Plan 2007708 2008-09 2007-08 2008-09 Pavement Maintenance Los Osos Valley Road:Madonna Road to Hwy 101 521,000 Other Arterials and Neighborhood Areas 1,789,000 2,402,000 Downtown 125,000., 80,000_ Total $0 $0 $2,435,000. $2,482,000 LOVR Paving. The 2005-07 Financial Plan includes $479,000 in grant funding to rehabilitate the paving on Los Osos Valley Road (LOVR) from Madonna Road to Highway 101. Work on this is pending completion of the Calle Joaquin improvements along LOVR. As described in the report to the Council on February 20, 2007, we plan to resurface or seal LOVR from the City limits to Highway 101 during summer 2007 using a combination of grant funds, existing appropriations for sealing and proposed funding for 2007-09. Based on current project cost estimates, additional funding in the amount of$521,000 will be needed to complete the rehabilitation of LOVR from Madonna Road to Highway 101. Downtown Paving. As discussed in the Downtown Improvements work program, an increase in funding for paving on Mguera Street by $125,000 in 2007-09 is recommended. The block of Chorro between Mguera and Monterey, and the block of Osos between Monterey and Palm will likely be the areas paved in the second year, based on traffic volumes and pavement condition. Funding Source. General Fund GENERAL FUND REVENUE POTENTIAL There is no potential General Fund revenue to be achieved with this goal. If staff is successful in securing a grant for pavement repair or some other work, a corresponding amount of General Fund revenue may become available for another use. p� - 19- ��0�0 MAJOR CITY GOALS NEIGHBORHOOD PAVING AND DEFERRED STREET MAINTENANCE OUTCOME—FINAL WORK PRODUCT Implementing the Action Plan will restore the area paving program and improve the City's PCI for the system as a whole. It will also satisfy the concerns of citizens raised during the Measure Y campaign about the condition of the City streets. _20_ �`oL� / 1 f MAJOR GOALS TRAFFIC CONGESTION RELIEF OBJECTIVE Expand efforts to reduce and manage traffic congestion throughout the City, including the Los Osos Valley Road corridor and interchange. DISCUSSION Measure Y Relationship This mayor City goal for relieving traffic congestion directly supports a top priorityfor the use of Measure Y hinds, as identified by the community both before and during the campaign, and will launch for the first time an annual report on congestion management, similar to the annual report on traffic safety. Workscope Summary The work program consists of the following key elements: 1. Completing environmental review, Caltrans Project Report and construction plans & specifications for the Los Osos Valley Road (LOVR) interchange. Not only will this be a significant step forward on this project, but we believe it will strategically position us to effectively compete for grant funding. 2. Widening Orcutt Road. 3. Widening Santa Barbara Street. 4. Completing project design and beginning construction of Tank Farm Road widening. 5. Completing construction of traffic signal at Johnson and Ella. 6. Finalizing plans and beginning construction of the Prado Road extension in the Margarita area. 7. Improving the intersection at Johnson and Buchon. 8. Widening South Higuera Street between Margarita Avenue and Elks Lane. 9. Implementing an annual congestion management report, similar to the annual report on traffic safety, which analyzes key traffic congestion problems, identifies priorities and makes specific recommendations for improvement. 10. Completing bi-annual traffic counts. 11. Completing environmental work and final design for mid-Higuera widening. 12. Continuing with improvements to the Railroad Safety Trail and Bob Jones City-to-the Sea Trail (See Bicycle Improvements work program). 13. Completing the Short Range Transit Plan update. 14. Improving transit service by extending and modifying evening service hours on several routes. 15. Consulting with the County and CalTrans regarding further planning for the Prado Road interchange. Existing Situation and Project Work Completed Public Works is responsible for identifying traffic problem locations and solutions to relieve traffic congestion and safety problem locations throughout the City. Sometimes this results in providing additional capacity (as outlined in the Circulation Element) to accommodate current and future traffic demands anticipated by both the City and County. At other times this may result in small scale operational improvements to the street system, traffic striping or signage, signal coordination system, bicycle and pedestrian improvements or mass transit service changes. As a continuation of these efforts, the City will be pursuing a number of small, large and very -21 - /-36 MAJOR CITY GOALS TRAFFIC CONGESTION RELIEF large capital improvement projects. A separate Major Council Goal —Bicycle Improvements looks to accomplish some non-motorized transportation and access improvement projects that will benefit traffic and assist some congestion relief efforts. Public Works will continue to monitor congestion, safety and modal splits of the City by conducting bi-annual surveys and counts of traffic and travel patterns. This information will be used to prioritize projects and recommend other congestions relief efforts that may be necessary as the City and adjacent communities develop. Work Program Overview It is proposed that a Congestion Management Annual Report be prepared in 2007-08 to begin benchmarking various intersection and road segments that are or will experience congestion. This report, similar to the Annual Traffic Safety Report, will make annual recommendations for infrastructure improvements. An update to the Short Range Transit Plan (SRTP) will be conducted in 2007-08 with recommendations for service improvements to reduce congestion and provide better service to our transit community. On the small scale construction scene, the City has planned to signalize the intersections of Johnson and Ella Street and South Higuera and Granada. Designs for realigning the intersection of Buena Vista/Garfield/Monterey are underway with construction anticipated for 2008. Large scale projects include future widening of regionally significant roadways, specifically: Mid-Higuera Street: Orcutt Road; Santa Barbara Street; and extending Prado Road between Higuera and Broad Street. All four of these projects have multi-phase implementation schedules. Orcutt Road and Santa Barbara Street widenings are expected to commence construction in late 2007 or early 2008. Mid-Higuera and Prado Road are completing environmental, preliminary design and property acquisition as funding is available. The Prado Road extension between.Higuera and Broad Street is the responsibility of private development and can only be completed if necessary right of way is acquired from adjacent property owners. Widening of Tank Farm Road and Route 227 (Broad Street) intersection is anticipated but must wait until the Tank Farm Sewer Force Main project is completed. Very large scale projects include projects that cannot be delivered within the next two year period. However, continuing to pursue environmental, preliminary design and necessary property acquisition will be the objective during 2007-09. Projects in this category include the Los Osos Valley Road Interchange reconstruction, widening of the Prado Road Bridge over San Luis Obispo Creek, and working with Caltrans to conduct a Project Study Report for the US 101 interchange at Walnut/Olive. Unfortunately, due to major delays to State, Federal and local funds, many of these projects are now significantly underfunded and during the next two year period, staff may only be able to complete the advance development work which is essential to keep these projects moving forward. CONSTRAINTS AND LIMITATIONS 1. With the likely increase in the number of capital improvement plan (CIP) projects due to passage of Measure Y, the Engineering and Transportation Divisions cannot complete all projects using in-house resources. The CIP workload has been coordinated with the Major Council Goals to be certain that staff would be able to accomplish the Action Plan tasks outlined below. 2. Extremely limited State and Federal funding will not allow projects to be fully funded in a timely manner unless additional revenue sources are secured; and delays to State funding can result in significant project cost increases that may not be recoverable and will be difficult to backfill using City resources. -22- /-3/ MAJOR • TRAFFIC CONGESTION RELIEF 3. Because of funding commitments to keep the Los Osos Valley Road Interchange on schedule, other projects must wait for accumulated Transportation Impact Fee(TIF)funds for design and construction. 4. Prado Road extension is primarily contingent on new private development (Margarita Area Specific Plan) and as such, the market will determine its construction schedule. 5. Orcutt Road widening relies heavily on new private development (Tumbling Waters) to provide financial assistance to fund the project and then.seek a reimbursement agreement with the City. As such, the market will determine its construction schedule. 6. Council revised the TIF program to better reflect the new costs of these capital projects and pass on the appropriate share to new development. Unfortunately, even with additional TIF revenues (about $750,000k per year), it is unlikely that more than one large scale project can be pursued without looking at an alternative funding source such as debt financing or ballot measure initiative. Neither of these alternatives are likely to occur in the next two years. 7. The very large scale LOVR Interchange and the Prado Road extension from Higuera to Broad Street are related to new development projects. The City will continue to pursue the ultimate design of the reconstructed LOVR Interchange. The City's goal is to have a Caltrans Project Report be certified by Caltrans and the City in September 2007 in order to be eligible for State Transportation Improvement Program (STIP) funding in October-December 2007. However, delivery of this document is subject to Caltrans and federal review timelines and therefore the date of approval can not be guaranteed. 8. While legal,jurisdictional and funding issues pose formidable obstacles to rapid progress on the Prado Road interchange, this project is part of the City's General Plan Circulation Element and an important component of the traffic modeling for other projects. ACTION PLAN o. - Short Range Transit Plan 1. Complete Short Range Transit Plan Update. July-07 Transit Service Improvements 1. Extend Evening Service Hours on Route 4,Routes 6a/6b September-07 2. Begin Review of Evening Service Hours modifications on Routes 7 and 8 July-07 3. Implement evening service modifications to Routes 7 and 8 . Aril-08 Congestion Management Re ort 1. Prepare and distribute request for proposals for consultant services for first,year report(subsequent August-07 annual reports will be prepared by City staff). 2. Hire consultant and begin preparing report. October-07 3. Complete report and present results to the Council. October-08 Mid-Hi uera Street Widening, 1. Complete National Environmental Policy Act(NEPA)document to secure funding for design and August-07 construction. 2. Complete final project design and resolve access issues August-07 3. Pursue additional funding as needed to complete Mid-Hi uera widening project Marsh to High Street On-going Orcutt-Road Widening 1. Complete.UPRR permitting of project July-07 2. Pursue additional funding as needed to complete Orcutt Road widening project Duncan to Laurel Lane Ongoing 3. Begin construction December-07 Santa Barbara Street Widening 1. Bid project September-07 2. Begin construction February-08 3. Complete construction August-08 -23 - /��� MAJOR CITY GOALS TRAFFIC CONGESTION RELIEF .. Prado Road Extension 1. Work with west side Margarita area property owners to resolve funding issues and outline project Ongoing development schedule 2. Begin environmental review and technical studies by MASP property owners Underway 3. Begin project plans,specification and estimates(PS&E)by MASP property owners Underway 4. Complete environmental review. October-07 5. Complete construction plans and specifications. December-07 6. Process reimbursement and financial plan for project December-07 7. Begin construction(subject to available fight-of-way and private development schedule) June-08 Si nalization of Johnson Avenue/Ella Street Intersection 1. Begin construction July-07 2. Complete construction December-07 Los Osos Valley Road Interchange 1. Complete environmental review of the project. September-07 2. Complete Caltrans Project Report September-07 3. Compete for STIP funding 10/07-12/07 4. Begin preparing construction plans and specifications October-07 5. Pursue additional funding Ongoing 6. Implement phase improvements as new development is approved and can be identified Ongoing Bicycle Improvements See Bicycle Improvements Work Program Johnson and Buchon Intersection Improvements 1. Begin project design September-07 2. Begin construction August-08 3. Complete construction October 08 South Hi era Widening: Margarita Avenue to Elks Lane 1. Prepare and distribute request for proposals for consultant services for design services September-07 2. Hire consultant and begin design. December—07 3. Complete design September—08 4. Begin Construction December-08 5. Complete Construction Aril-09 Tank Farm Road Intersection Improvements 1. Initiate design of Tank Farm Road widening project Underway 2. Complete project design October-07 3. Begin construction(contingent upon completion of Tank Farm Lift Station project. December-08 KEY ASSUMPTIONS 1. The State will approve "design exceptions" for all projects that require modifications/deviations from current State and Federal standards. This includes a minor design exception for the height of the existing overpass at the LOVR interchange. The current design standard would require demolishing the existing overpass and building a new one that is a few feet higher. Allowing the existing overpass to remain reduces the project cost by 50% or more. 2. Adequate field staff and operating funding will be available to complete key elements. 3. Plans and specifications will be completed for each key element, enhancing the ability for each project to compete for grant funding. This is a key assumption for the LOVR interchange, and a key factor investing $2.5 million if City funds for detailed construction plans. -24- 33 MAJOR CITY GOALS TRAFFIC CONGESTION RELIEF RESPONSIBLE DEPARTMENT The Public Works Department will be responsible for achieving much of this goal and completion of the identified steps. The Natural Resources Manager, City Biologist and Community Development Department Will assist with environmental issues that may arise on each of the various projects. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The following highlights key funding issues. 1. Los Osos Valley Road Interchange. The LOVR Interchange project continues to be the number one capacity enhancing project identified by Council and the community. An additional $2,500,000 is proposed in 2007-08 to prepare construction documents. Not only will be significant step forward on this project, but we believe it will strategically position us to effectively compete for grant funding. 2. Mid-Higuera Widening. To date, $645,000 has been appropriated for this project. A total of$1,251,265 in State and federal grants have been allocated for the project. An additional $3,882,000 in grant monies, TIF funds or other funding source is needed to ultimately complete this project. 3. Orcutt Road Widening. The City continues to work with development properties in the Four Creek areas to act as the "bank" in getting the project complete. The proposed Financial Plan assumes that the bank will cover construction costs; however, if full funding is unavailable, additional local funding may be necessary to complete the project. 4. Santa Barbara Street Widening. This project has been partially funded via a STIP grant. This grant may not be enough to build the entire project and additional funding may be necessary to complete the project: 5. Prado Road Extension. This project will be privately funded. A development reimbursement will be necessary to distribute costs of the project to properties located in the Margarita Area. 6. Signalization of Johnson Avenue and Ella Street Intersection. Funding has already been allocated for this project. 7. Tank Farm Road Intersection Improvements. $375,000 has already been allocated from Airport area funds to complete this project. 8. Annual Congestion Management Report. $30,000 for consultant services in preparing the first annual report is recommended 2007-08. 9. Johnson Buchon Intersection Improvements. Making these improvements is estimated to cost$100,000 in 2007-08. 10. South Higuera Street Widening: Margarita Avenue to Elks Lane. Design is estimated to cost$25,000 in 2007-08 and construction $245,000 in 2008-09. We recommend sharing these costs evenly between the General Fund and TIF Fund. 11. Short Range Transit Plan Update. $50,000 in TDA and FTA grants have been secured and allocated to complete this project. -25 - /-73 MAJOR CITY GOALS TRAFFIC CONGESTION RELIEF 12. Transit Evening Service Extension. A $205,000 grant in discretionary STA monies has been secured for implementation of this project over 2006-07 through 2008-09. Cost Summary Operating Programs Capital Improvement_Plan 2007-08 2008-09 2007-08 2008-09 LOVR Construction Plans&Specifcations 2,500,000 Congestion Management Report 30,000 Johnson and Buchon Intersection Improvements 100,000 South Ifiguera Widening:Margarita to Elks Lane 25,000 245,000 1.Traffic Volume Counts - 45,000 $0 , Total $30,000 2,625,000_ $290,000 Funding Sources Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 General Fund 30,000 112,500 122,500 Transportation Im act/LOVR Sub-Area Fees 2;512,500 167,500 Total $30,000 $0 $2,625,000 $290,000 Note:Excludes funding for bicycle projects:See the Bicycle Improvement work program. GENERAL FUND REVENUE POTENTIAL There are is direct potential for General Fund revenues from these projects. OUTCOME—FINAL WORK PRODUCT These programs and projects should result in significant improvements in reducing traffic congestion in key locations in the City. -26- / MAJOR • BICYCLE IMPROVEMENTS OBJECTIVE Continue to work towards completion of the Railroad Safety Trail; improve maintenance of existing bicycle trails, lanes and byways; and consider additional bike trails. DISCUSSION Measure Y Relationship This major City goal for bicycle improvements is an integral part of the City's strategy to reduce and manage traffic congestion and improve the condition of City streets (many that include on-street bicycle facilities)and as such, it supports a top priority for the use of Measure Y funds, as identified by the community both before and during the campaign. Workscope Summary The work program consists of the following key elements: 1. Finalize license agreements for the use Union Pacific Railroad's (UPRR) right-of-way for phase 3 of the Railroad Safety Trail. 2. Complete construction of phase 4 improvements of the Railroad Safety Trail. 3. Complete construction of the Bob Jones City-to-the-Sea trail and bridge connections. 4. Complete construction of the Bill Roalman Bicycle Boulevard, Phase 2 bulb-outs. 5. Complete paving and striping improvements of existing on-street bicycle facilities in conjunction with the paving of City streets identified in the City's Pavement Management Plan. 6. Complete other projects that improve bicycling.. 7. Continue to pursue outside funding for bicycle projects. Existing Situation and Work Completed The Transportation Division of the Public Works Department is responsible for bikeway improvements in the City. In the past several years, the City has completed several key projects: 1. Completed an important piece of the Railroad Recreational Trail (Phase 1 and 2) providing the City's first Class 1 bikeway adjacent to the railroad tracks between Orcutt Road and the San Luis Obispo train station. 2. Adopted conceptual plans for the Railroad Safety Trail and Bob Jones City-to-Sea Trail. 3. Gained UPRR's conceptual approval of plans for the Railroad Safety Trail on identified sections of UPRR property. 4. Constructed Phase 1 and 2 of the Bill Roalman Bicycle Boulevard on Morro Street. 5. Received grant funding for the design of Phase 3 of the Railroad Safety Trail (between the train station and Marsh Street). 6. Received grant funding for the construction of Phase 4 of the Railroad Safety Trail (between Hathway and Foothill. More recent achievements include: 7. The Bicycle Advisory Committee completed an update to the Bicycle Transportation Plan (scheduled for Council review in 2007). 8. Completed miscellaneous bikeway improvements identified in the Bicycle Transportation Plan. 9. Provided additional short-term bike parking through the City's Racks with Plaques donation program. -27- /-3O MAJOR CITY GOALS I r ' • I 1 ' • • -• • . . • -. • •• . . -. • • ' •.. ' • • -. • •- • •.• •• • . OR In ._•.� = Mongols..21 Ills Safety_ �_ _ ♦ _� I���ba•..III rn f eh. � —%�•.. � r#;;�,� �I I.. ;III- R -"—� . ���� rllllllllllli �11�a•1 `. IIP ���=III17a♦ ■ oil a���111 �I�IIIILIIttll fltt�l�i INIU INurlul _I� � �_ _ �,. ■,� ■ MAJOR CITY GOALS BICYCLE IMPROVEMENTS 3. Bob Jones City-to-Sea Trail, Bike Path and Bridge Connections. Using grant funding, the City will construct the Phase la section of bike path. With proposed supplemental funding from the General Fund, the City will install two bridges on the Bob Jones City-to-Sea Bike Trail to provide a continuous Class I bikeway between Prado Road and Los Osos Valley Road (LOVR). i g Bob Jones City-to-Sea,Phase la 4. Bill Roalman Bicycle Boulevard, Phase 2. The City will complete the design and construction of Phase 2 of the bicycle boulevard which includes bulbouts along Morro Street between Santa Barbara and Marsh Streets to further encourage bicyclists to utilize this low volume residential street as an alternative route instead of using Osos Street into the downtown. tit ♦. PL \ Y/ VtA 4'�N' i �`�. �% '/'` �. A / ' Bill Roalman Bicycle Boulevard - t ',\�F/ i C/ ` /'♦ ♦C� fiailvoa0 HrslOrit > �/ '+i �lY�@.� 1. \ ,. C7 _ V�� �. "\ l Yui'+\ ✓,.�}r �\ ''�' \ ✓� �d Tann i H.106C Dntnd 8ourmary _ '� i K. -29- /��� BICYCLE IMPROVEMENTS 5. Other Projects That Improve Bicycling. The City will complete the paving and striping of on-street bicycle facilities as identified in the City's Pavement Management Plan. The City will complete miscellaneous bikeway improvements as well as seek grant funding for the design and construction of bikeway facilities identified in the City's Bicycle Transportation Plan. The City will also continue it efforts to promote bicycling as an altemative form of transportation to reduce traffic congestion and provide more bicycle parking facilities downtown and at City facilities through the City's Racks with Plaques bicycle rack donation program. CONSTRAINTS AND LIMITATIONS 1. Completing the National Environmental Policy Act (NEPA) documents to the approval of other agencies is challenging for sections of any bikeways that receive federal funding. 2. Funding miscellaneous bikeway improvements is very cost effective when it can be done in conjunction with other City activities such as pavement maintenance. If activities such as repaving City streets are not funded,fewer bikeway improvements can be made. 3. Finding qualified consultants to assist the City in our marketing and educational efforts. SLO Regional Rideshare has provided these services in the past; however, they have not expressed an interest to continue, so the City is looking to the Bike Coalition or other consultants to provide these services. ACTION PLAN Railroad Safe Trail-Phase3____ 1. Complete negotiations and execute license agreement with UPRR for use of their property for the 12/07 RRST bikeway. 2. Complete construction documents. 12/08 Railroad Safet Trail-Phase4 1. Complete construction drawings. 3/08 2. Complete construction using grant funding. 9/08 Bob Jones i -to-Sea Trail' 1. Pursue outside funding for bridge connections. On-going 2. Begin construction of Phase la bike path. 7/07 3. Complete construction of Phase la bike path. 11/07 4. Complete construction drawings for bridge abutments. 10/07 5. Complete construction and install bridges. 6/08 Bill Roalman Ric cle Boulevard,Phase 2 Bulb-Outs 1. Complete design and award contract for bulb-outs. 7/07 2. Complete construction of bulb-outs. 11/07 Other Projects That Improve Bicycling 1. Complete on-street bicycle facility paving and striping improvements in conjunction with City 11/08 street paving projects. 2. Complete miscellaneous bicycle facility improvements identified in the Bicycle Transportation Ongoing Plan,as resources permit. �1 -30- ���/ MAJOR CITY GOALS BICYCLE RAPROVEMENTS Task Date 3. . - 3. Seek funding for the design and construction of bikeways within the City. Ongoing 4. Promote bicycling as an alternative form of transportation. Ongoing 5. Provide more bicycle parking through the City's Racks with Plaques program Ongoing RESPONSIBLE DEPARTMENT The Public Works Department will be responsible for achieving this goal and completion of the identified steps.. The Natural Resources Manager, City Biologist and Community Development Department will assist with environmental issues that may arise on the Bob Jones City-to-Sea Trail project. The City Attorney's office will assist with Union Pacific Railroad negotiations. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Projects that are already funded include the Railroad Safety Trail, Phase 4, the Bill Roalman Bicycle Boulevard Phase 2 and the Bob Jones City-to-Sea bike path(except for the trail bridges). Cost Summary Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 Bob Jones City-to-Sea Bike Trail Bridges 220,000 Other Bicycling Improvements 25,000 25,000 Total - - $ 2459000 $ 259000 Funding Summary Operating Programs - Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 General Fund 220,000 Transportation Impact Fees 25,000 25,000 Total - $ 245,000 $ 259000 GENERAL FUND REVENUE POTENTIAL This project will not result in increased General Fund revenues directly. However, by improving our bicycle system, impacts on the City's roadway system will be reduced and less money may be needed for roadway maintenance and widening. Additionally, if staff is successful in securing a grant for the bridge connections, a corresponding amount of General Fund revenue may become available for another use. OUTCOME—FINAL WORK PRODUCT Bicycling will be enhanced throughout the City because new facilities will be designed and constructed, existing facilities will be maintained and improved, and programs that promote bicycling and educate the community will be undertaken. Implementing the Action Plan will also satisfy the concerns of citizens raised during the Measure Y campaign about reducing and managing traffic congestion and improving the condition of City streets, many of which include on-street bicycle facilities. - 31 - 1 � MAJOR • GOALS FLOOD PROTECTION OBJECTIVE Reduce flood risk by opening the Los Osos Valley Road/Highway 101 area of San Luis Obispo Creek, pursuing improvements to San Luis Obispo Creek in the Mid-Higuera area and implementing the Storm Drain Master Plan. DISCUSSION Measure Y Relationship This major City goal for improving flood protection directly supports a top priority for the use of Measure Y funds, as identified by the community both before and during the campaign. Workscope Summary The proposed work scope includes the following key elements: 1. Removing silt and improving the natural conveyance system in three areas of San Luis Obispo Creek near . Los Osos Valley Road (LOVR). 2. Beginning design and environmental work for the mid-Higuera bypass channel. 3. Implementing the proactive replacement of storm sewer corrugated metal pipe (CMP), one of the highest priorities in the Storm Drain Master Plan. 4. Initiating a comprehensive cleaning program for the removal of accumulated silts in the stormdrain pipes and inlets to restore capacity. 5. Completing other silt removal and culvert and storm drain system repairs. Existing Situation San Luis Obispo Creek is the major waterway through the City of San Luis Obispo. It is fed by several smaller creeks and numerous storm water collection pipelines. Over the last several years, staff has been working with consultants and regulatory agencies to develop the San Luis Obispo Creek Waterway Management Plan. That plan outlines guidelines for development to minimize impacts to flooding, provides guidance for channel management and discusses a series of large scale improvement projects to address flood prone areas. Silt Removal. During the course of storm events, through Q Ap both the natural channels and the piped system, sediment is ( O transported in the creek. During the event, this manifests • itself as "muddy" looking water. As the storm water subsides • and the velocity of the water in the channel slows, the sediment carried during the storm drops out of the water. The result is an accumulation of material in the creek channels and pipes. This sediment deposit can result in reduced capacity in the channel for the next storm unless Confluence removed. J LOVR Bypass Qr LOVR Area. While other silt removal locations are z included in the work program, there are three areas near the _ LOVR interchange that require attention. The stretch of San �^�, LOVR Bridge Luis Obispo Creek between the south end of the City's Water Ll IU- -32- /�/ MAJOR CITY GOALS FLOOD PROTECTION Reclamation Facility and the upstream side of the triple arch-culvert LOVR bridge has accumulated a considerable quantity of silt. The most noticeable area is within the Bypass. This is a bypass channel north of LOVR, running somewhat parallel to the main San Luis Obispo Creek channel, which was constructed in the 1980's. No channel clearing has been done on this until recently when some vegetation buildup was removed. The bypass channel has nearly filled with silt and developed very dense vegetation. There are two other areas in this same vicinity that have been noted as accumulating silt. Those are the point at which Prefumo Creek joins San Luis Obispo Creek (confluence) and the area in, and just downstream of the triple arch-culvert LOVR bridge over San Luis Obispo Creek. Channel Restriction. Natural channels develop over time, originally carrying run off from natural surfaces. Large rain events were historically carried overland on flood plains. As populations developed along creek channels two things occurred, natural surfaces, which absorb water, were replaced with impervious surfaces which do not, and buildings were constructed in the flood plains. This combination increases the amount of water while reducing the area in which it can flow without damage to development. The creek systems accommodate the change to some degree by deepening, but our current system of creeks can not handle large flows without overtopping the banks. One of the projects listed in the Waterway Management Plan is the construction of an area of widened channel on San Luis Obispo Creek between Marsh Street and Madonna Road, known as the Mid-Higuera area. This part of the City suffers flooding more frequently than most areas because of the reduced capacity of the creek channel. This project was identified in the Waterway Management Plan as having a high benefit to cost ratio. This project has been selected by the Zone 9 Flood Control and Water Conservation District Committee for the City to pursue a request for funding. For 2007-09, the workscope includes completing environmental and design documents. Storm Sewer System. In March of 2005, the Council adopted the Storm Sewer Management Plan. The plan outlined both infrastructure replacement and routine maintenance strategies. Both these plan elements are new initiatives, largely unfunded in prior budgets, although inlet cleaning is currently completed downtown on a regular basis by wastewater collection staff, with their costs charged to the Public Works Department. No routine pipeline cleaning is completed as part of the regular street maintenance operations. Work Completed Silt Removal. For many years, projects for silt removal have been a part of the City's budget. Past years have focused on two sites, the Prefumo Arm of Laguna Lake and the Marsh Street Bridge near Highway 101. More recently, sites along Tank Farm Road and Morrison Ave near the railroad were added. The number of sites increase as staff becomes aware of them, and there are three sites in the vicinity of the Los Osos Valley Road (LOVR) interchange that appear in the budget proposal. Staff tries to schedule the sites for silt removal on a recurring interval of about three years,based on permits from the regulatory agencies. Channel Restrictions. The City has completed few major channel modifications in our creek system Some widening was completed near Los Osos Valley Road during the development of the Las Praderas housing area. There have been some isolated modifications made to bridge structures during replacement projects, which have made minor improvements to the volume of water they are able to pass; however, the natural channel's lack of capacity continues to restrict the flow of water through the City. New developments are required to mitigate impacts from the peak flows in the channels to prevent worsening the existing situation. Storm Sewers. In the past, appropriations for storm drain maintenance and improvements have been limited. An ongoing drain inlet replacement project was first approved with the 1985-87 Financial Plan, and for several years -33- MAJOR CITY GOALS FLOOD PROTECTION $50,000 was allocated for replacement of substandard inlets. The budget has also typically financed storm drain pipe replacements on a location by location basis, with amounts averaging about $50,000 per year. The drain inlet appropriation was reduced to $25,000 per year during the 2005-07 Financial Plan, leaving only enough to replace three inlets. It also included $85,000 for repairing failed pipes. Since the adoption of 2005-07 Financial Plan, the Council approved funding for three emergency projects to address failed CMP culverts, with supplemental appropriations totaling$307,500. CONSTRAINTS AND LIMITATIONS The ability to make improvements is largely constrained by a lack of adequate funding. Staff and the Zone 9 Committee will be requesting funds from the County Board of Supervisors to fund silt removal and the Mid- Higuera project. If funds are not forthcoming through the County, any progress will have to rely on City funds. The pipeline replacements are intended to be funded by the City's General Fund as is the ongoing maintenance component of the management plan. Even with the passage of Measure Y, the General Fund will be limited in funding a proactive CMP replacement program. There will be certain regulatory permits for the work envisioned as part of this goal. The Mid-Higuera project will require significant regulatory involvement. The silt removal may require some permitting, but not all agencies will be involved. The bulk of the drainage projects will not require permitting; however, there may be some permits required where pipelines outlet into the creek. Environmental clearance will mirror the level of regulatory involvement, with the Mid-Higuera project requiring the most in depth environmental work and the pipeline replacements needing very limited review. STAKEHOLDERS The community at-large will benefit from these improvements, and thus have a "stake" in this work program. However, there will be focused stakeholders as well for several projects. The Mid-Higuera project will have the most significant impact to surrounding properties; on the other hand, these surrounding properties will also receive the largest benefit. Staff will work with the property owners to shape a project that will minimize disruption to activities in the area. Likewise, property owners near the silt removal locations will benefit most from the work performed. ACTION PLAN Task Date 1. Vegetation and Silt Removal—LOVR Bypass 9/07 2. Vegetation and Silt Removal—Tank Farm Road 9/08 3. Vegetation and Silt Removal Design—Confluence SLO/Preftimo Creeks,Water Reclamation 6/09 Facility,Morrison and Los Osos Valley Rd bridge 4. Mid-Higuera—Project scope and budget refinement with currently allocated funds 2/08 5. Mid-Higuera-Preliminary design of widening and start of environmental work and permit 2/09 acquisition. 6. Staff and equip storm sewer pipeline cleaning program 11/07 7. Storm sewer pipeline cleaning Ongoing 8. Storm sewer pipeline replacements for Area 1 6/08 -34- /_L�3 MAJOR CITY GOALS FLOOD PROTECTION Task Date 9. Storm sewer pipeline replacements for Area 2 6/09 10. Culvert repair design completed 6/09 KEY ASSUMPTIONS 1. The LOVR Bypass silt removal completion date is based on the assumption that very minor if any permitting will be required due to the placement of the bypass away from the natural channel. Significant regulatory involvement could push removal out to the following summer. 2. The other silt removal projects in the LOVR area will require regulatory permitting and will not be completed any sooner than Summer 2009. 3. Storm drain cleaning work assumes authorization is made for the necessary staffing and equipment. RESPONSIBLE DEPARTMENT Public Works,Utilities, and Community Development FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL CIP Projects. General Fund revenues will continue to provide the bulk of the funding for flood control activities. Zone 9 funds have traditionally been obligated totaling $100,000 to pay for creek vegetation clearing, although the Zone 9 Committee is putting forth a request for additional funds. Storm Sewer System Maintenance. As presented to the Council on March 20, 2007 as part of the proposed storm water management program, proactive system maintenance will require dedicating a two-staff crew and cleaning equipment, including a new hydro-cleaner truck. Cost Summary Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 Channel Vegetation Clearing 87,500 87,500 Silt Removal LOVR Bypass Channel 100,000 Tributary to Acacia Creek 30,000 (Near Hollyhock and Tank Farm Road) SLO Creek at Marsh Street 30,000 SLO Creek at Water Reclamation Facility 35,000 SLO Creek/Prefumo Creeks Confluence 60,000 SLO Creek at LOVR 40,000 Sidney Creek at Morrison Street 30,000 Andrews Creek bypass 25,000 100,000 Mid-Higuera Bypass Channel 250,000 250,000 CMP Storm Sewer Replacement 666,200 696,200 Minor Storm Sewer Facilities 25,000 25,000 Storm Sewer Culvert Repairs 40,000 90,000 Storm Sewer Maintenance 174,800 216,000 411,800 Total $262,300 1 $303,5001 $1,578,000 1 $1,326,20000 - 35- ��7 T MAJOR • FLOOD PROTECTION Funding Sources Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 General Fund 174,800 216,000 1,328,000 1,076,200 Zone 9 87,500 87,500 250,000 250,000 Total $262,300 $303,500 $1,578,000 $1,326,200 Zone 9 funds will likely not be approved prior to adoption of the City's budget. The Zone 9 Committee is preparing a request to the County Board of Supervisors for funding of the channel vegetation clearing, silt removal and the Mid-Higuera bypass projects. Staff has a high confidence in receiving the channel clearing funding; securing funding for other Zone 9 requests for silt removal and the mid-Higuera bypass channel project will be more challenging. GENERAL FUND REVENUE POTENTIAL There is no potential General Fund revenue to be achieved with this goal. If staff is successful in securing Zone 9 funds for the silt removal work, a corresponding amount of General Fund revenue may become available for another use. OUTCOME—FINAL WORK PRODUCT Upon completion of the Action Plan, vegetation and silt in sections of the creek will be reduced. Needed environmental review and design of the Mid-Higuera section of San Luis Creek will be completed, which is an essential step before construction of improvements can begin. About 50% of the City's storm drain pipelines will be cleaned to remove accumulated silt and some CMP will be replaced. All of these items will result in increased capacity of the drainage system as a whole, which will reduce flooding. -36- /�� MAJOR CITY GOALS SENIOR CITIZEN FACILITIES OBJECTIVE Enhance senior center facilities through improvements to the current senior center and pursuit of plans for a future senior center. DISCUSSION Measure Y Relationship This major City goal for improving senior facilities directly supports a top priorityfor the use of Measure Y funds, as identified by the community both before and during the campaign. Workscope Summary The proposed work scope includes the following key elements: Remodel of Existing Senior Center 1. Evaluate existing interior space to add general storage through reconfiguration. 2. Refurbish the existing kitchen including adding stainless steel counters and-appliances. 3. Replace the old windows with modern, energy efficient ones. Parking Lot Feasibility Study 1. Using a facilitator to work with stakeholders, including seniors, other park users,neighbors and City staff to develop parking options for review by the Parks &Recreation Commission. 2. Present findings and recommendations to the Council for consideration. Senior Center Needs Study 1. Develop a request for proposals (RFP)to study the need and possible site for a new senior center include as alternatives additional community uses for the facility. 2. Hire the consultant; hold stakeholder meetings and complete the study. 3. Complete review by the Parks and Recreation Commission 4. Present Parks and Recreation Commission and Staff findings and recommendations, including costs and funding sources, to Council for consideration. Existing Situation Remodel of Existing Senior Center The current.Senior Center at Mitchell Park is a 5,800 square foot building, consisting of one assembly and one meeting room; kitchen and barbeque area; and office and storage space. It is used daily by seniors governed by a Senior Center Board for recreational activities such as movies, bingo, bridge, pool, music, dance, and monthly luncheons as well as humanitarian activities such as food distribution and volunteer services. It is also scheduled by the Parks & Recreation Department for enrichment classes and by the public for private gatherings such as weddings and celebrations. Over the years, the Senior Center Board has requested a number of improvements to the existing center to make it more usable. To provide an easier to use and more maintainable space, their requests have included an enlarged - 37- --MAJOR • GOALS SENIOR CITIZEN FACII.ITIES and upgraded kitchen, additional storage, new windows and a parking lot at the rear of the building. Replacing the stove and refrigerator with larger stainless steel units; replacing Formica countertops with stainless steel preparation and serving surfaces; repainting; and completing related plumbing work will enhance meal preparation and make the area easier to use and sanitize. The seniors have also identified the general equipment storage at the Senior Center as inadequate for current uses. It may be possible to achieve gains in storage space through an evaluation by a qualified architect to determine how to effectively reconfigure some interior areas while providing the additional space to other areas. A reconfiguration to increase storage efficiencies is a more cost effective and expeditious solution. The alternative of adding space to the existing historic structure has not been studied but is anticipated to be costly, subject to a variety of new code requirements and not a near-term solution. However, should reconfiguration prove inadequate,expansion could be considered. Parking Lot Feasibility Study Over the years, the senior citizens who use the Senior Center have requested that a parking lot be constructed behind the Center to alleviate the parking issues associated with on-street parking. The subject has been the topic of several Parks & Recreation Commission meetings; and most recently was presented to Council in 2004 for consideration. At the time, and for a variety of reasons, Council decided not to construct parking behind the Center. However, the issue of parking remains for many users of the Center. A parking lot feasibility study, facilitated by a third party, with input from stakeholders (such as seniors, other park users, neighbors, and City staff), will identify needs and recommended solution for Parks & Recreation , Commission review and Council consideration. Senior Center Needs Study In a recent letter to the City, the Senior Center Board stated: "We believe that a new community center, which will accommodate.the needs of the entire community, including our fast growing senior population, is a top priority." The Parks & Recreation Commission and the Joint Use Committee further echoed the need for a new senior center, and the community identified the protection of senior services and programs as a community priority during the Measure Y campaign. The current Senior Center is small and meets the needs of only a small group of seniors (100-150). And while the Ludwick Community Center recently received a significant remodel, it also meets a limited need based on its configuration. The.senior center needs study will provide information regarding: 1. Need for a new center based on a review of existing information, including but not limited to population trends, current programs and potential to meet future programming needs, and facility opportunities and constraints, 2. Space requirements of a new facility based on the programming needs of the seniors, as identified through industry standards and benchmarks; and community outreach such as workshops, newsletters and other strategies. 3. Alternative uses for the center which could include other users in addition to seniors resulting in a community center. 4. Site location options based on availability of land, demographics of the community and other factors 5. Cost estimates for acquiring land (if required), constructing and operating a new center; and funding strategies. 38- /^7 MAJOR CITY GOALS SENIOR CITIZEN FACILITIES Work Completed While ongoing programs and services address this goal, specific work has not been completed on any of the three areas described above. Gathering up to date information, the study of specific issues, and the involvement of previously identified stakeholders are steps that will be undertaken immediately to get the action plan underway for this goal. CONSTRAINTS AND LIMITATIONS There are many competing needs in the 2007-09 Financial Plan and General Fund resources may be limited in this two-year period, resulting in the phasing of some of the identified projects for this goal. Upon study, a reconfiguration of the existing Senior Center for additional storage space may prove inadequate and the more costly and time consuming alternative of onsite expansion may have to be pursued. The parking lot feasibility study could identify some of the previously recognized challenges to this project, including: change in park use, neighborhood concerns and practical difficulties in managing parking access. Finally, current market conditions may result in high costs associated with sites identified in the Senior Center Needs Study. STAKEHOLDERS The entire community and senior population in particular(both current and future) will benefit from this project. Because the seniors who currently use the Senior Center have been most vocal in expressing their needs,outreach to this group will be specifically targeted. Other stakeholders include the neighborhood surrounding the Senior Center,park users,and City staff involved in the maintenance and management of our parks. ACTION PLAN Task Date Senior . - Senior Center Remodel 1. Replace the windows in the Senior Center. 11/07 2. Meet with stakeholders to finalize kitchen remodel workscope. 2/08 3. Evaluate the existing kitchen to add general storage through reconfiguration and develop design 11/08 documents. 4. Complete kitchen improvements. 6/09 Parking Lot Feasibility Study 1. Engage a consultant to facilitate this study. 2. Identify and consult with stakeholders. 7/07 3. Develop recommendations. 9/07 4. Review recommendations with Parks&Recreation Commission. 10/07 S. Present Parks&Recreation Commission and stakeholder recommendations to the Council for 11/07 consideration. 1/08 Senior Center Needs Study 1. Develop a request for proposals to study the need fora Senior Center. 10/07 2. Hire consultant and begin stakeholder meetings. 2/08 3. Complete the study and present recommendations to the Parks&Recreation Commission and 10/08 Council. -39- MAJOR CITY GOALS SENIOR CITIZEN FACILITIES KEY ASSUMPTIONS The key assumption for the Senior Center remodel is that a basic upgrade to the kitchen facility will meet the most pressing needs of the seniors who use the Center. RESPONSIBLE DEPARTMENT 1. Public Works will serve as the lead department for the Senior Center remodel with support from Parks & Recreation. 2. Parks & and Recreation will serve as the lead department for the parking lot and Community/Senior Center studies with support from Public Works. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Cost Summary Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 Senior Center Window Replacement 9,000 Facilitator Assistance:Parking Lot Feasibility 7,500 Senior/Community Center Needs Study 30,000 Senior Center Remodel 15,000 45,000 Total $16,500 $0 $45,000 1 $45,000 Funding Source: General Fund The costs identified for the work program reflect a course of action that staff believes best reflects the goal as identified by the Council and seniors. The approach has been conservative, and costs will increase once refined scopes of work has been completed and estimated for each of the action plan tasks. Costs increases could result from an expansion instead of reconfiguration of the existing Senior Center. Additionally, the cost of implementing the recommendations of the parking feasibility lot feasibility is unknown at this time, and could include the construction of a parking lot. Finally, a new Senior Center is likely to have significant design, construction and site acquisition costs. GENERAL FUND REVENUE POTENTIAL It is unlikely that there will be any significant General Fund revenue enhancements as a result of achieving this goal. Some revenues may be generated by leasing the remodeled kitchen to a senior meals program. A new Senior Center could generate facilities use revenues, although the amount cannot be projected until the scope of the project is known. OUTCOME—FINAL WORK PRODUCT At the end of the two year Financial Plan, the windows in the Senior Center will be replaced, the kitchen will be updated and the City will know if a parking lot behind the Senior Center is feasible and desirable. We will also know if the community needs a new Senior Center, and if so, what it might contain, where it might be located, how much it might cost and how it would be funded. -40- /�/ / 1 1 -MAJOR GOALS ROLLER HOCKEY RINK AND SKATE PARK IMPROVEMENTS OBJECTIVE Complete major upgrades to the existing roller hockey rink and skateboard park facilities at Santa Rosa Park. DISCUSSION Measure Y Relationship This major City goal for improving roller hockey and skate board facilities responds to the significant community input received in written correspondence and at the Community Forum held on January 10, 2007. It also ties to the priority of using Measure Y funds in taking care of existing infrastructure and facilities. While this project will result in enhancements to the roller hockey rink (and may do so in the case of the skate board park, depending on the outcome of the proposed study), this work program addresses significant maintenance and repair needs for both of these facilities Workscope Summary The proposed work scope includes the following key elements: Skate Park Needs Study and Associated Improvements. The workscope for the skate park needs study and associated improvements includes the following: 1. Develop a request for proposals(RFP)for a skate park needs study. 2. Hire consultant, meet with stakeholders, complete study identifying what type of facility upgrades or new facility is needed, and present results to the Parks &Recreation Commission and Council. 3. Depending on the results of the study, replace existing equipment or develop design and construction documents for new skate park. Roller Hockey Rink Expansion. The workscope for the roller hockey rink expansion includes the following: 1. Meet with stakeholders, including the YMCA,coaches,and users, to seek input on facility needs. 2. Design and complete expansion of the rink, including installing additional lighting, replacing damaged fencing, installing new boards,reconstructing the subsurface and resurfacing the entire rink. Existing Situation Skate Park Needs Study and Associated Improvements The City's skateboarding program has been in existence since 1994. For the first six years, it shared the Santa Rosa Park multi-use area with roller hockey leagues, youth basketball programs and in-line skating interests. In 2000, due primarily to the steadily growing number of participants with competing needs, the City expanded the multi-use area to include an additional 6,000 square feet concrete slab, fencing and a new storage building specifically designed for skateboarding activity. Over the years, the skateboarding area has been furnished with ramps and obstacles built by City staff, the users and volunteers. The equipment is comprised mainly of wood. As the park is an outdoor facility, the ramps are exposed year round to the elements and the equipment is decaying. The repetitious nature of skateboarding has caused the ramps to deteriorate. Staff is responsible for repairing the equipment each year, replacing the top riding surface and reinforcing the frames and underneath supports. In 2006, the Joint Use Committee provided 41 1-50 1 i MAJOR CITY GOALS ROLLER HOCKEY RINK AND SKATE PARK IMPROVEMENTS $7,000 in funding to upgrade the surfaces on most of the equipment, but the fact that the equipment is wood based creates ongoing maintenance issues. A skate park needs study, estimated to cost $15,000, will identify the best course of action for the facility, which would include options for: 1. Replacing aging equipment with more durable equipment in a facility with significant limitations. With this approach, the outcome will be new, safer equipment. Although use would be constrained by existing limitations, this option could be implemented quickly. The proposed work program includes funding of $120,000 for this. 2. Or building a new facility that incorporates industry-standard features. While this approach would ultimately result in the construction of "state-of-the-art" skate park, it would take longer to achieve; and require a commitment of resources beyond those currently proposed for 2007-09. Based on very preliminary cost estimates, a new skate park would cost between $300,000 to $450,000. If this is the direction the Council takes, then we would recommend that the $120,000 for equipment replacement be reallocated to building the new skate park. Although specifics of the study will need to be developed, a typical skate park needs study includes the following: 1. Pre-design meeting to review the project approach, scope and schedule of services. 2. Data collection regarding the existing site and a study session with staff to review key issues, including skate park scope of improvements, budget, operations, maintenance, neighborhood concerns and impacts, and access. 3. Site analysis. 4. Input workshop with the community, existing user groups, local skaters and City staff to seek input and have a"hands-on"design charette to formulate a design layout. 5. Two skate park layout alternatives will be designed to address the proposed program. 6. Cost analysis; and comparison of pros and cons of replacing existing equipment versus building a new facility. 7. Presentation of results to the community, user groups,Parks &Recreation Commission and Council. Roller Hockey Rink Expansion Construction of the rink. The existing rink was originally constructed as a basketball court in the 1950's. In 1996, largely through volunteer efforts and fundraising, this area was expanded, an overlay was added and fencing and boards were constructed to create a small, non-standard roller hockey rink. As a result of the additions concrete and asphalt to create the existing rink, it constantly cracks at the joints between the surfaces. Even with annual resurfacing using tennis court-type slurry, the cracks quickly reappear. In addition to expanding the rink, it will be necessary to repair the entire rink surface; expand and replace the fencing; install additional lighting; and reconstruct the boards to match the expanded size. Current recreational uses. The facility is presently used for organized sports year-round. The existing rink measures approximately 150 by 80 feet, which is appropriate for the very youngest players, below age 7, but is too short for older children and adults. The primary league is coordinated by the YMCA and is geared toward three different ages. Other users include the San Luis Obispo and Paso Robles High School teams and Cal Poly Fraternity clubs. Pick-up games are frequent. The local YMCA program has three seasons of roller hockey: a ten-week season in the fall and spring; and a five-week season in the summer. The ten-week programs involve -42- s� MAJOR CITY GOALS ROLLER HOCKEY RINK AND SKATE PARK MPROVEMENTS approximately 120 kids each; and the shorter five-week season involves about half that number. The rink is also used for practice by the roller. derby team. It is also used for basketball, recreational inline skating and skateboarding daily. Work Completed Skate Park Needs Study and Associated Improvements In 2000, due primarily to the steadily growing number of participants with competing needs, the City expanded the multi-use area at Santa Rosa Park to include an additional 6,000 square foot concrete slab, fencing and a new storage building specifically designed for skateboarding activity. Over the years, the skateboarding area has been furnished with ramps and obstacles built by City staff, the users and volunteers. In 2006, the Joint Use Committee provided$7,000 in funding to upgrade the surfaces on most of the wood-based equipment. Roller Hockey Rink Expansion Eleven years ago, with the assistance of local citizens and the YMCA, the City converted an existing basketball court to a roller hockey rink. Concrete was added to the ends to enlarge the playing surface to its current size. A surface treatment (much like a tennis court surface but with longer fibers to withstand the lateral forces of the skates) was laid over the expanded rink area; and fencing and boards were constructed around the perimeter. Donations improved the existing lighting to allow for night practice and play. CONSTRAINTS AND LIMITATIONS Skate Park Needs Study and Associated Improvements There are no known significant project constraints or limitations. The consultant will include the stakeholders in the process to assist in understanding the project. Should a new facility be recommended, added resources would be required to design and build the improvements. Roller Hockey Rink Expansion There are no known significant project constraints or limitations. The users of the facility will be interested in the scope and timing of the project and will be included in developing the final project proposal. The modest increase to the rink footprint may impact other park users during construction. STAKEHOLDERS Skate Park Needs Study and Associated Improvements The youth, teens and adults who use the facility are the major stakeholders and to a lesser extent the community at-large, who experience damage to facilities due to illegal skateboarding activity. The neighbors adjacent to the skate park, should a new facility be recommended, will be major players in the process. Parks & Recreation and parks maintenance staff are also stakeholders. Roller Hockey Rink Expansion The major stakeholders are the hockey players (from the YMCA to High School to Cal Poly), roller derby teams, regular park users and parks maintenance. Parks maintenance staff will be involved through the internal review -43 - 1-6- . i MAJOR GOALS ROLLER HOCKEY RINK AND SKATE PARK IMPROVEMENTS process and will be able to provide valuable information on the impact to current facilities. Both City staff and the YMCA will be consulted on the historical maintenance issues with the rink. The hockey players can be reached through their organization prior to the initiation of design to solicit their input within the boundaries of the available funding. Posted notices and information sheets at the park during the planning and preconstruction phase will be used in an effort to reach regular park users who don't use the rink but may be interested in its expansion. ACTION PLAN Task �Date Skate Park Study and Improvements 1. Develop and issue the RFP for skate park needs study;receive and evaluate proposals. 9/07 2. Hire consultant,complete study,present results to the Parks and Recreation Commission and City 3/08 Council. 3. Depending on the outcome,begin replacing,existing equipment or begin preparing design and 4/08 construction documents. 4. Seek outside funding opportunities Ongoing Roller Hockey Rink Expansion 1. Meet with stakeholders to solicit input on design 9/07 2. Complete design and construction documents 7/08 3. Prepare bid package 9/08 4. Award bid,begin construction 3/09 5. Seek outside funding opportunities Ongoing KEY ASSUMPTIONS Skate Park Needs Study and Associated Improvements. Without a clear and definitive project work scope, cost projections have been based on preliminary estimates received from independent consultants who perform this work. The amount and intensity of staff resources needed to complete this project will be dependent upon the final scope of the project. If a new facility is recommended as a result of the study, new facility costs range between $35 to $45 per square foot. Best practice indicates that an 8,000 to 10,000 square foot facility is the minimum size required to meet the needs of skateboarders. Based on this, new facility ranges from $300,000 to $450,000. As noted above, the proposed budget of $120,000 is based on replacing existing equipment. If the decision is build a new skate park, we would recommend not purchasing new equipment, but rather, reallocating the budget to design and construction of the new facility. Roller Hockey Rink Expansion. Construction costs are based on recent experience and could change if there are changes in labor and material costs. The proposed project would expand the rink by 30 feet. This will result in facility that is within the range "regulation play." This concept could evolve as additional stakeholders are engaged. A larger rink would result in higher costs and a greater loss of grass area. -44- /-53 MAJOR • ROLLER HOCKEY RINK AND SKATE PARK IMPROVEMENTS RESPONSIBLE DEPARTMENT The Parks and Recreation Department will serve as lead department in terms of working with the stakeholders and completing the RFP for the needs study. Public Works department is responsible for project oversight of any associated capital improvement construction projects. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Cost Summary Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 Skate Park Needs Study 15,000 120,000 &Associated Improvements* Santa Rosa Park Roller Rink Expansion 25,000 205,000 Total 1 $0 $0 $40,000 $325,000 *As noted above, this cost is based on replacing existing equipment. If the decision is build a new skate park, we would recommend not purchasing new equipment, but rather, reallocating the budget to design and construction of the new facility. Funding Source: General Fund GENERAL FUND REVENUE POTENTIAL While a minimum use fee exists for the skate park and multi-use court, it is unlikely that there will be any significant General Fund revenue enhancements as a result of achieving this goal. OUTCOME—FINAL WORK PRODUCT Whether the outcome is to replace existing equipment or build or new skate park,users will get a facility with new and safer equipment. Roller hockey teams will get a facility that is larger, safer,better meets the needs of all age levels that play roller hockey and will serve their needs for many years to come. -45- MAJOR CITY GOALS HOMELESS SERVICES OBJECTIVE Work with social services partners to develop improved homeless sheltering and services. DISCUSSION Workscope Summary The proposed workscope includes identifying local homeless service providers,and the facilitating meetings amongst them with the intent of promoting collaborative efforts and opportunities. The end product will likely be an action plan outlining the partners' agreed roles in providing improved homeless services. Existing Situation The most current information on homelessness in San Luis Obispo comes from the 2006 Homeless Enumeration Project conducted by the Homeless Services Coordinating Council. The report found that 473 homeless individuals lived in the City of San Luis Obispo in November 2005. The report also identified that of the total homeless population living in the County of San Luis Obispo, approximately 20% live in the City of San Luis Obispo. Perhaps the most dramatic finding was that 27% of the homeless population are children. Critical to the discussion of homelessness in San Luis Obispo is the definition and proper use of the term. According to the U.S. Department of Housing and Urban Development (HUD), the definition for homeless individuals include: 1. Lack of a fixed, regular,and adequate nighttime residence 2. Or an individual who has a primary nighttime residence but is supervised publicly or privately and designed to provide temporary living accommodations. Too often, homeless individuals who receive social services and are striving to become positive contributors to society are confused with "transients" and "panhandlers." Distinguishing these two populations is important because resources are limited and should be prioritized toward those who want to participate in the programs offered. A number of social service providers offer services to homeless persons living in San Luis Obispo. These providers have historically been a mix of non-profit, faith based, and government organizations. Many of the organizations, including the Economic Opportunity Commission of San Luis Obispo County (EOC), the Interfaith Coalition for the Homelessness, Friends of the Prado Day Center and the Homeless Outreach Program, provide critical components for transitioning homeless and the mentally ill off the streets into permanent housing. These include day and evening sheltering, meals, child care, information and referrals and access to case management. Two primary facilities provide these services: the Maxine Lewis Memorial Shelter and the Prado Day Center. During periods of maximum occupancy, local churches provide overflow shelters through the Interfaith Coalition Shelter program. Currently, there are no facilities dedicated to providing detox services to homeless individuals in San Luis Obispo. Despite the efforts and success of our local service providers, there is no existing plan that links their many goals and responsibilities into one "continuum of care"process. The development and maintenance of a continuum of care system is a critical component to moving homeless individuals and families into stable permanent housing. -46- /� MAJOR CITY GOALS HOMELESS SERVICES Based upon Jim Collin's piece Good to Great, the U.S. Interagency Council on Homeless examined over 200 local jurisdictions engaged in these types of planning initiatives and concluded that cities like San Luis Obispo can improve homeless services by implementing a continuum of care based action plan. Using the Collins-based principles and key concepts as a guide; the City could facilitate a process to link existing and future social service providers to homeless persons living in San Luis Obispo. City Funding for Current Homeless Venues Existing Facilities within the City:Maxine Lewis Memorial Shelter and Prado Day Center Until the late 1980's, sheltering services for homeless persons living in San Luis Obispo were provided by the County and faith-based organizations. Then, a combination of reduced funding along with the need for a permanent shelter site led to the construction of the Maxine Lewis Memorial Shelter(the Homeless Shelter). The Homeless.Shelter provides nightly year-round services. In 2006-07, the City provided General Fund resources of $37,800 and $100,200 in Community Development Block Grant (CDBG) funds. Because of funding shortfalls, the City also provided$30,000 in one-time emergency funds to the Homeless Shelter. In 1997, the City partnered with the EOC, the Interfaith Coalition for Homelessness, the County, the business community and the Friends of Prado Day Center to construct and operate the Prado Day Center (Prado), located on City property adjacent to the Corporation Yard. Under contract to the City, the EOC operates Prado providing a daytime facility and service center for homeless persons. Several social service partners come to Prado on a regularly scheduled basis to assist homeless persons. Those include Central Coast Health Care, SLO County Drug and Alcohol Services, SLO County Mental Health Outreach, SLO County AIDS Program Outreach, Veteran's Administration Outreach and the Department of Social Services. In 2006-07, the City provided General Fund assistance in the amount of $50,000 and "in-kind" funding for utilities. In addition, no rent is currently charged for use of the City's property at this location. CDBG Funding The Human Relations Commission (HRC), an advisory body to the City Council, provides guidance in creating an environment within the City in which all persons can enjoy equal rights and opportunities including homeless persons. Among the many functions of the HRC, it has three major roles involving homeless persons: 1. Reviews and recommends CDBG Program funding to the Council 2. Reviews and administers the $120,500 Grants-in-Aid Program and makes funding recommendations to the Council 3. Reviews the fiscal situation and funds the Maxine Lewis Memorial Shelter on a quarterly basis. The HRC's continued involvement in nurturing social service partners enables those partners to provide services to homeless persons on a local level. EOC Planning Effort In 2007, the EOC received grant funding (and City CDBG funding of$25,000) for a planning effort to develop a concept for a "one-stop" service center which could provide a continuum of care type model. However, this planning effort is likely to be broader in scope and service than to solely the City's homeless population, as the EOC offers a wide variety of service Countywide: -47- /��� i HOMELESS SERVICES CONSTRAINTS AND LIMITATIONS Five years ago, the Federal government announced a commitment to reduce chronic and other types of homelessness. Since that announcement, the Federal government has reduced funding for the CDBG, "HOME" and public housing programs— which are the primary funding mechanisms used to combat local homelessness—, by nearly 45%. At the same time, the State of California has also reduced its role and funding for social service programs. The Governor's current budget proposed to eliminate an additional $1 million for the County's Homeless Outreach Program, translating to more homeless and mentally ill individuals being forced on the streets. To meet the needs of these individuals, local organizations have had to develop creative funding mechanisms to ensure the homeless population receive basic services and are not left on the streets or in jail. Competition for limited funding sources has also become a major constraint for social service providers: Too often these providers compete for limited public and private monies for their operational and supportive services. Because of this, some programs do not receive stable funding and can create barriers to collaboration efforts. As new service providers emerge to serve the unmet needs of the homeless population so does the need for additional funding sources. Another constraint is the different missions, goals, and approaches of each of the existing social service providers. These differences can limit communication among organizations, weaken partnerships, and become major barriers to fostering any synergistic efforts. However, it is this type of synergy that is required for awarding grant monies from the Federal and State governments. Strengthening communication and partnerships among social service providers will be a desired outcome of the service provider action plan. STAKEHOLDERS One of the barriers to linking existing social service partners together is the need to identify exactly who these stakeholders are, including any possible future entrants. Long term stakeholders include the County of San Luis Obispo, the EOC, the Interfaith Coalition for the Homelessness, Friends of the Prado Day Center and the Homeless Outreach Program. However, newer entrants are emerging including the Good Samaritan program, Project Amend, neighborhood organizations, and community partnerships. To ensure the involvement of stakeholders in a meaningful way, the planning process for developing the communication strategy will call for full participation from all existing social service partners. The City will align those partners; encourage the appointment of community champion(s), and facilitate the planning process. ACTION PLAN Task Date 1. . - 1. Identify present and future local providers of homeless sheltering and services. 9/07 2. Invite all identified service providers to a meeting co-facilitated by City and County staff to discuss 10/07 their services. Council to appoint EOC board liaison to represent the City. 3. Identify collaboration opportunities and redundancies amongst service providers. 2/08 4. Coordinate a series of meetings of service providers to discuss identified collaborative opportunities 7/08 and to better define the roles and responsibilities of the service providers. 5. Upon agreement of shared roles and responsibilities facilitate the development of a service provider 10/08 action plan -48- /--zr7 MAJOR CITY GOALS HOMELESS SERVICES Task Date 6. . - 6. If an action plan is adopted by the service providers work with them to identify long term private 12/08 sector funding for eligible or appropriate elements of the action plan RESPONSIBLE DEPARTMENT The City's Administration Department, in particular the Assistant City Administrative Officer and the Principal Administrative Analyst, will be responsible for the coordination of this goal. The Principal Administrative Analyst already serves on the Board of Directors to the Friends of Prado Day Center and heads the City's working group (the Transient Task Force) and therefore is well connected to serve as the direct liaison to the participant service providers as well as facilitate any scheduled meetings. Additional staff support will come from the Director of Human Resources, which staffs the Human Relations Commission. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL While no direct monies will be appropriated for the goal, the City will dedicate significant staff resources to assist in the initial study, identification and development of the plan. The scope of the work will be absorbed under existing work programs and will be directed by the Administration Department. The majority of the staff time is anticipated to be expended in the development of information, coordination, and facilitation of meetings and development of the plan followed by minimal staff efforts once the plan is in place. GENERAL FUND REVENUE POTENTIAL It is unlikely that there will be any significant General Fund revenue enhancements as a result of achieving this goal. OUTCOME—FINAL WORK PRODUCT The final work product will be the identification of existing and future social service partners and a plan that improves homeless sheltering and services. Part of the desired outcome will be the discussion for improving social services to the homeless and identifying any gaps within the existing continuum of care., Another desired outcome will be a discussion of service redundancies and exploration of new ways to meet the unmet needs of the homeless population. Finally, through coordination and collaboration, the plan will look to link and improve the use of limited funding resources and to identify long term private sector funding for eligible or appropriate elements of the action plan. -49- MAJOR • AFFORDABLE HOUSING OBJECTIVE Strengthen efforts to increase affordable housing, including ways of augmenting existing funding. DISCUSSION Workscope Summary The proposed work program includes implementing Housing Element programs; developing a City-administered first-time homeowners program for Council consideration; working with existing non-profit and for-profit development groups to facilitate construction of affordable housing; reviewing the City's Inclusionary Housing Program to evaluate effectiveness and implementing changes where they need to be made; leveraging the City's affordable housing funds to increase affordable housing production; and applying for grants. The work effort will be directed by the Housing Programs Manager as part of his assigned duties.. Existing Situation The City has a shortage of affordable and workforce housing. Development is required to either provide or contribute funds towards provision of affordable housing. However, the City is falling short of the housing. production goals listed in the Housing Element work program. Although housing production is primarily driven by the marketplace, the City must continue to do whatever is possible to achieve the goals set forth in the Housing Element. Work Completed To date, the City has waived fees for deed-restricted affordable housing units and established an affordable housing fund. The City used those funds last year to allocate $1.5 million towards affordable housing projects on South Higuera (Peoples' Self Help Housing apartments),Broad Street(Centex and WestPac), and Humbert Street (Housing Authority). The City has also adopted a Housing Element that contains many implementation programs. The Community Development Block Grant (CDBG) funds the City receives have been used for maintenance of affordable housing, including Judson Terrace and the Anderson Hotel. Over the years, the City has required affordable housing units to be built, including de Tolosa, DeVaul Ranch and Centex developments. The recently adopted Margarita Area Specific Plan contains a three acre land dedication to the Housing Authority for development of affordable housing units. The City's Land Use Element currently requires development in the downtown area to include housing. The City has contributed $120,000 to the Housing Trust Fund in support of their affordable housing work. The City currently implements a variety of housing production programs and strategies to facilitate the production of housing and the inclusion of affordable housing, including: 1. Providing annual CDBG funding for affordable housing units. 2. Implementing an inclusionary housing program that requires provision of affordable units or payment of an in-lieu fee with both residential and non-residential development. 3. Waiving development review and impact fees for all affordable housing units provided by government agencies and non-profit organizations like the Housing Authority; and for,all private sector units in excess of inclusionary housing requirements. 4. Implementing an affordable housing incentive program, including density bonuses. f� -50- /`�" MAJOR CITY GOALS AFFORDABLE HOUSING 5. Working closely with the Housing Authority, the Housing Trust Fund, and other non-profit organizations on affordable housing programs. 6. Administering an affordable housing fund. 7. Working closely with Cal Poly on their proposals to build faculty and staff housing as well as on-campus housing to accommodate student demand. The City also implements policies to ensure that new residents and housing are assimilated in a gradual way, so as to minimize their impact on existing residents and neighborhoods and ensure that adequate resources are available to serve them. CONSTRAINTS AND LIMITATIONS The City's General Plan limits the production of new market-rate housing to 1% of existing stock, averaged over a three year period. In recent years, the actual number of housing permits applied for has not reached the threshold for enacting limits. Lack of available land has been a key limitation on housing production, and a major obstacle to producing affordable housing. Limitations on land and permits for housing combine with a strong demand for housing in San Luis Obispo result in high land and housing prices. While the City has many incentive programs for encouraging affordable housing, high land costs — which reflect the desirability and quality of life that San Luis Obispo offers — are difficult to overcome in a market economy. Rapidly expanding the supply and availability of land is the most common market solution to this. However, this runs the considerable risk of reducing the quality of life that made this area attractive to begin with. The residential expansion areas planned for in the Margarita Area and Orcutt Area Specific Plans have gone to great lengths to achieve the community vision of San Luis Obispo to provide land for housing while preserving the quality of life through the design of the plans. The plans also provide areas where opportunities for creative financing to produce more affordable housing could be very effective. In addition, the Margarita Area Specific Plan has a 3 acre site dedicated to the Housing Authority to produce affordable housing. The City can be a partner in this effort by assisting in finding financing for this effort. The City is also known for the quality of development that it expects from applicants. As such, developments of the size where housing affordability is most easily accommodated are evaluated through hearings before several advisory bodies. These hearings provide residents the opportunity to provide input on projects to ensure compatibility with the neighborhood. This public input to the process, as much as it is desired, can sometimes create uncertainty and revisions to proposed projects. The City does not build affordable housing itself and therefore must rely on developers and non-profits to come forward with proposals. Dwindling federal and state monies and more competitive grants require the City to be creative in its efforts to find funding sources. STAKEHOLDERS Non-profits that put together housing development proposals, neighborhood groups, private developers, grantees and grantors, the County of San Luis Obispo as a partner in CDBG funding, residents of San Luis Obispo, people who desire to be residents of San Luis Obispo, and the. business community in San Luis Obispo are all stakeholders in this issue. �l MAJORCITYGOALS AFFORDABLE HOUSING ACTION PLAN The key to addressing these issues will be a multi-faceted approach. No one tool will be adequate. Having affordable housing funds to contribute to projects where the extra financial incentive will make provision of affordable units feasible will help projects where there is a financing gap. Obtaining grants for both provision of new affordable housing and for programs to maintain the existing affordable housing stock is another tool. The Housing Programs Manager will work with the developers in the expansion areas (Margarita and Orcutt) to ensure that affordable units are produced. Outreach in the neighborhoods is essential when affordable housing projects are proposed. Task Date I. Inventory and establish a monitoring&early warning system to track affordable housing units at risk July 2008 of being converted to market rate housing. 2. Develop a fust-rime homebuyer program administered by the City for consideration by the Council. July 2008 (The City currently participates in others' programs but does not have its own. We will explore the pros and cons of doing so,and present the results to the Council.) 3. Apply for at least five Federal,State or private foundation loans/grants. July.2008 4. Work with the Housing Authority to develop affordable housing in the Margarita Specific Plan June 2009 Area. 5. Continue to implement the Inclusionary Housing Program. Ongoing 6. Evaluate the City's Inclusionary Housing Program and propose to the Council ways of strengthening June 2009 it. 7. Work with submitted development applications to obtain more affordable dwellings as part of the June 2009 proposed developments. 8. Continue to define the residential development potential of infill areas identified in the Housing June 2009 Element. 9. Address residential parking in the downtown area to accommodate increased residential June 2009 development. 10. Continue funding affordable housing programs through the CDBG program and retain this as the June 2009 highest priority use of these funds. 11. Continue implementing other Housing Element programs and affordable housing production goals. Ongoing 12. Continue to look for opportunities to use Affordable Housing Fund and grant monies to leverage Ongoing other funds for affordable housing projects. KEY ASSUMPTIONS The City will support the Housing Programs Manager position regardless of how much funding is provided through CDBG funds. -52- � � MAJOR CITY GOALS AFFORDABLE HOUSING RESPONSIBLE DEPARTMENT 1. Community Development. Primary responsibility for implementing the City's housing goals, including program plan implementation and administration, General Plan implementation(new programs and projects), interagency coordination and grant preparation and coordination. 2. Administration. Interagency coordination and grant review. 3. Finance & Information Technology. Assisting in grant preparation, administrative support and shared responsibility for administering grant programs; accounting for housing funds; coordination of low cost construction financing programs;.and assistance in developing affordable housing financing programs. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Based on current resources available to this program through a number of existing sources, no added resources are recommended at this time. However, a key part of the Housing Manager's work program over the next two years will be to expand grant funding and other resources to create more affordable housing.. Funding the Housing Manager Position. While this is a regular position, the Housing Manager position is funded by the CDBG program(just as regular Utilities positions are funded through the Water and Sewer Funds). The work performed by this position is an eligible cost under the CDBG program; and the Council recently approved using CDBG funds for this position in 2007-08 in the amount of$122,000. However, the Council also asked that the funding source for this position be re-considered in 2008-09. Given its clear eligibility for the use CDBG funds, and other competing priorities for limited General Fund resources, we do not recommend changing the funding source for this position in 2007-09. In considering the use of General Fund resources in supporting affordable housing goals, it is important to note that many General Fund employees throughout the organization work on affordable housing issues. While this includes others in the Department of Community Development (most notably the Director, Deputy Directors and planners in both the long-range and development review division), it also includes staff in Administration and Finance & Information Technology. Based on this, we believe using CDBG funds to pay for some of the City's overall resource commitments to affordable housing by funding this position is appropriate. As a practical matter, however, the opportunity for the Council to revisit the funding source for this position will resurface every year as part of the CDBG process. GENERAL FUND REVENUE POTENTIAL Due to the nature of local government finance in California, there are no favorable General Fund impacts from residential development. In fact, there are likely to be significant adverse impacts. This underscores the need for overall balance in the community as provided in the City's General Plan – between residential and non- residential uses. OUTCOME—FINAL WORK PRODUCT Continuing to implement our housing programs and to look for ways to augment funds available for affordable housing efforts – with an emphasis on searching for grant revenues, implementing inclusionary programs and approving residential development consistent with the General Plan - will help us in achieving our overall General Plan vision of the kind of community we want to become. / -53- MAJOR C1 TY GOALS NEIGHBORHOOD WELLNESS OBJECTIVE Increase building and zoning code enforcement to promote neighborhood wellness and community appearance. DISCUSSION Measure Y Relationship This major City goal for improving building and code enforcement directly supports a top priorityfor the use of Measure Y funds, as identified by the community both before and during the campaign. Workscope Summary The proposed work program consists of two key components in improving community appearance and residential neighborhood wellness: 1. Adding a full-time regular code enforcement officer in the Community Development Department to meet with stakeholders and develop and implement proactive programs to enhance the quality of our neighborhoods. 2. Expanding the Student Neighborhood Assistance Program(SNAP) in the Neighborhood Services Program in the Police Department from six to eight part-time employees to more proactively address neighborhood blight, instead of just being able to respond to complaints. Added SNAP employees will be able to concentrate on select neighborhoods that are generating complaints and implement stronger educational strategies to prevent and quickly correct violations. These expanded efforts will focus on noise and parking violations, and enforcement of the Neighborhood Enhancement Ordinance(NEO). Background Community appearance is the result of many interacting factors related to the use of a property and the physical condition of a property. The interaction of use and physical condition can have a synergistically adverse effect on a commercial or residential neighborhood. Appearance can affect land use. For example, sign clutter and sidewalks blocked by sandwich board signs can be the beginning of an adverse change in the appearance of a commercial neighborhood, leading to decreased maintenance of property leading to decreased commercial activity, decreased property value, decay, and blight. Conversely, use can lead to changes in appearance. For example, in a residential neighborhood, over-crowded housing or multiple residences on a single residential piece of land can lead to more traffic and more parking demand than can be accommodated on the property, leading to crowded street parking. Crowded street parking obscures attractive landscaping and architecture. More people and traffic increases the noise and activity level on the streets. This can cause people seeking a quiet and restful residential experience to leave the neighborhood. New residentswill tend to be people who do not seek low activity levels and quiet. In addition, crowded street parking is generally perceived to be unattractive. It can lead to a decreased interest in maintaining attractive landscaping or property appearance. The result can be over use and decay of residential neighborhoods. I- 54- le .� MAJOR CITY GOALS NEIGHBORHOOD WELLNESS Existing Situation Much more than meets the eye in supporting neighborhoods General Plan policies: neighborhood wellness action plans. Land Use Element Section 2.15 (Neighborhood Wellness Action Plans) sets forth six specific program activities to help residents preserve and enhance their neighborhoods, stating that overtime the City will: 1. Identify neighborhoods, and work with residents to prepare neighborhood plans that empower them to shape their neighborhoods. 2. Help devise strategies to help stabilize the rental/owner ratio, to maintain neighborhood character, safety,and stability. 3. Help identify neighborhood problems, and undertake a wide range of focused development-review, capital improvement and code enforcement efforts. 4. Encourage the formation of voluntary neighborhood groups, so residents can become involved early in the development review process. 5. Involve residents early in reviewing proposed public and private projects that could have neighborhood impacts, by notifying residents and property owners and holding meetings at convenient times and places within the neighborhoods. 6. Provide appropriate staff support, possibly including a single staff person for neighborhood issues, and train all staff to be sensitive to issues of neighborhood protection and enhancement. These General Plan policies, while perhaps not fully implemented in each case, have inspired a number of programs and service improvements throughout the City organization. In addition to "special programs," a substantial portion of the City's day-to-day services are crucial to overall healthy neighborhoods, such as police and fire protection, refuse collection and street sweeping. It is important to think of our neighborhood "investment"in this more comprehensive and interconnected way. Overview of current neighborhood service delivery. Outlined below are examples of departmental and organization-wide neighborhood services that will continue in 2007-09: Police Department 1. Continued delivery of police services to all neighborhoods in the City, including enforcement of noise complaints and violations of the Neighborhood Enhancement Ordinance. 2. Coordination of neighborhood issues, programs and activities by a fulltime Neighborhood Services Manager who works with neighborhood and student groups to enhance quality of life in city neighborhoods. 3. Continued and enhanced SNAP in order to respond to noise complaints and increase enforcement of the Neighborhood Enhancement Ordinance and Neighborhood Parking Districts. 4. Continued public outreach and education program through the Neighborhood Services Program that includes print, television, radio and web-based crime prevention information and the coordination of neighborhood activities such as Good Neighbor Week and SLO Neighbors Night Out. -55- /�� � MAJOR CITY GOALS NEIGHBORHOOD WELLNESS Public Works 5. Continuation of the Neighborhood Traffic Management Program, which allows neighborhoods to develop localized plans to address their traffic issues. 6. Continued support of Neighborhood Parking Districts, including enforcement and establishment, at the request of neighborhoods throughout the City. 7. Re-establishment of the Pavement Management Plan, which provides funding for street paving projects on a standardized rotation of street paving throughout all City neighborhoods. 8. Maintenance of neighborhood parks, landscaped areas and sports facilities like Damon-Garcia and Sinsheimer Stadium. 9. Continued City support for volunteer graffiti removal efforts in the form of paint and supplies. Community Development 10. Early notification and meetings with neighborhood groups on projects with neighborhood impacts so their input is received prior to formal review. 11. Coordinated use of Code Enforcement Violation Tracking software (VIOLTRAC), including frequent software upgrades, in order to better receive complaints, track their progress and prepare reports for presentation in court. 12. Passage of the Neighborhood Enhancement Ordinance (NEO) in 1995 (and updated in 2002), which addresses problems such as furniture placed on lawns and roofs, placement of garbage cans, parking on lawns and overgrown weeds in yards. 13. Adoption of the Civil Administrative Citation Ordinance, allowing smaller code violations to be handled through the civil process, rather than as criminal actions. This change allows violations to be processed faster and brings in fine revenue to the City. 14. Thorough review of current use permit applications for fraternities and sororities, establishing necessary conditions to address potential problems. 15. Year-round inspections of all fraternities and sororities for compliance with use permit conditions, Fire and Building Codes and Property Maintenance Standards. 16. Enforcement of appropriate zoning to protect the character of neighborhoods. 17. Ongoing modifications to the Municipal Code as necessary to better reflect public desires for use and appearance of property. Parks& Recreation 18. Oversight of establishing new parks in newly-developed neighborhoods. 19. Assurance that neighborhood parks are properly and safely equipped. 20. Delivery of ranger services to address enforcement issues related to park usage. Fire Department 21. Delivery of basic fire emergency response services to all neighborhoods in the City, including fire suppression and emergency medical services. -56- /_�s7o MAJOR CITY GOALS NEIGHBORHOOD WELLNESS 22. Enforcement of the annual weed abatement program to assure that unsafe weeds are removed prior to fire season. 23. Annual fire and life safety inspections of multi-unit apartments and R-1 condominiums 24. Ongoing community outreach and education programs, like "CERT" (Community Emergency Response Teams). Organization-Wide 25. Operation of the Neighborhood Services Team, made up of representatives of various City departments who regularly meet to address neighborhood issues. 26. Strong City participation in the Student-Community Liaison Committee to enhance relationships and communication between the City, student leaders, and neighborhood groups, and Cal Poly and Cuesta. 27. Participation in local college events, such as Cal Poly Week of Welcome, housing fairs, and campus housing presentations in order to provide information to students about neighborhood civility, safe housing, and crime prevention. 28. Implementation of the SLO Solutions Program, a mediation and conflict resolution service provided at no cost to San Luis Obispo Residents. Work Load: Responding to Complaints and Violations There are two key programs in the City that are directly tasked with neighborhood wellness issues, with resulting "case"workloads. Code Enforcement Program The Building & Safety Division of Community Development currently has one Code Enforcement Officer. Based on case information for the past five years, the enforcement office has received over 2,000 complaints resulting in 1,583 code enforcement cases. 20% of this activity is directly attributed to"neighborhood wellness" issues. There were 168 cases involving some type of conversion, garage, attic or other structure, with an annual average of about 33 cases. Additionally, there were 51 cases of possible illegal second dwelling units:" about 10 per year. There were 43 cases involving a complaint of high occupancy, 8 per year and 85 reported cases of housing code violations,equaling 17 per year. Along with other code enforcement issues, this is a large work load for just one code enforcement officer. Neighborhood Services Program Based on case information for the past five years, the Neighborhood Services Program staff and other Police Department staff received over 2,200 complaints resulting in 1,523 enforcement cases. Nearly 1,900 of the complaints were for improper storage of trash receptacles, furniture or equipment visible from the public right of way and storage of other materials that directly affect the curb appeal of a neighborhood. These conditions could be indicators of blight encroaching into the neighborhoods and are dealt with through SNAP enforcing the Neighborhood Enhancement Ordinance (NEO). The Police Department currently has SNAP employees available to work approximately 25 hours per month to respond to NEO complaints. -57- /—�� MAJOR CITY GOALS NEIGHBORHOOD WELLNESS CONSTRAINTS AND LIMITATIONS It is clear that there will be significant public involvement and coordination required to develop good strategies. We have very diverse neighborhoods and the issues we need to deal with will not be simple problems to solve. An allegation of problems does not make it so. For this reason, the code enforcement office must take the time to follow proper legal procedures in order to investigate and follow up on violations. Sometimes preparing a case that is defensible in court is a much harder task than it may appear. We must recognize constitutional law, land use regulations, and rights of individuals and property owners alike. Because of our diverse neighborhoods, we may find a good solution for one area that might not work well in another. In order to determine what the strategies are for successfully overcoming these challenges, it will be necessary to identify and involve all stakeholders in coming up with appropriate solutions. There are probably some key issues that may not be fully resolved even if the program is successful in meeting its objectives. The reason for this is that many of the disturbances or nuisances in neighborhoods are because of poor behavior. Some behavioral choices result in issues we can deal with because they become a code violation, such as hanging towels over shrubs, placing household furniture on porches, not mowing front yards or noise disturbances due to late night parties. Other behavioral issues may not result in any type of violation, such as parking on a public street or being subjected to rude treatment by a neighbor. STAKEHOLDERS External stakeholders include neighborhood groups,property managers, student groups and property owners. Internal stakeholders include Community Development, Police, Administration, City Attorney, Public Works, Finance & Information Technology and the Neighborhood Services Team. ACTION PLAN Community Appearance In San Luis Obispo, one of our most consistent complaints is violation of the City's sign regulations. Although there are other complaints, increasing code enforcement effort on this part of the City's Municipal Code is likely to yield significant results. Increasing code enforcement resources in general will also allow for more immediate attention to other reported violations. Effort should also be taken to inform business owners why our regulations are important, then,develop strategies to ensure we are fair and equitable with our enforcement efforts. With additional staff, the code enforcement program will be able to meet with business organizations; property management groups responsible for shopping centers and other interested members of the community to inform them of the importance of the regulations and the City's desire to achieve compliance. Residential Neighborhood Wellness Some neighborhoods in the City are changing; they have been for a while. Long term residents are experiencing problems such as parking issues, noise, illegal conversions, and indicators of blight or other substandard conditions. Conversely, short term residents are also experiencing problems such as substandard housing, inadequate or non-existent repairs to rental units, limited flexibility regarding lease agreements, and other landlord tenant disputes. / -58- / —� MAJOR CITY GOALS NEIGHBORHOOD WELLNESS Because of this, developing effective strategies to create harmony in our residential neighborhoods, though a difficult task, is worth the effort considering the current strife and the potential long term benefits. Some specific concerns have been brought forth to members of the Council during the goal setting sessions; however,additional efforts will be required to develop strategies that will be effective. Our community has complex and diverse residential neighborhoods; care should be taken to develop good strategies that will be effective and well received by our citizens. Additional staff in the code enforcement program will allow for development and implementation of appropriate programs that will enhance neighborhood wellness. Task bate 1. Continue to work with the SLO Solutions program in resolving neighborhood conflicts. Ongoing 2. Hire additional Code Enforcement Officer. 08/07 3. Hire and train additional SNAP personnel. 10/07 4. Survey other agencies to review successful enforcement programs. 10/07 5. Deploy additional SNAP personnel for NEO and parking enforcement. 11/07 6. Meet with neighborhood groups to discuss issues-and concerns(may be area specific). 02/08 7. Meet with student groups to discuss issues and concerns. 02/08 8. Meet with Chamber of Commerce,Downtown Association,Property Managers Association, 02/08 Property Owners Association and businesses owners (may be area specific)to discuss issues and concerns. 9. Determine appropriate strategies for new programs.. 03/08 10. Communicate with stakeholders and solicit feedback. 04/08 11. Analyze code enforcement fines and explore other costs recovery options; present findings to the 05/08 Council. 12. Complete work program implementation. 06/08 As reflected above, part of the action plan includes holding a study session with the Council in May 2008 to review the appropriate use of fines and other cost recovery tools in strengthening our code enforcement program. This time frame will allow new staff time to become familiar with key issues prior to this study session. KEY ASSUMPTIONS 1. We will be successful in recruiting qualified staff for the code enforcement and expanded SNAP activities. 2. The added resources will make a significant difference in responding to neighborhood code enforcement and wellness concerns. 3. Significant coordination will be required with external stakeholders and that they are willing to positively participate in developing appropriate programs. -59- / r MAJOR CITY GOALS NEIGHBORHOOD WELLNESS RESPONSIBLE DEPARTMENT The Community Development Department will be responsible for this goal. The Chief Building Official will be primarily responsible for implementation of this request through coordination with the Code Enforcement Program and the Office of Neighborhood Services. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Cost Summary Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 Code Enforcement Offcer and 99,600 104,800 18,000 0 related supplies and vehicle Additional SNAP funding 14,400 18,000 Total $114,000 $122,800 $18,000 $0 Funding Source: General Fund Note: We estimate that there will be some offsetting cost recovery via the current fine structure of$10,000 in 2007-08 and$15,000 in 2008-09. GENERAL FUND REVENUE POTENTIAL While there will be some offsetting cost recovery, there are no significant General Fund revenue enhancements as a result of achieving this goal. OUTCOME—FINAL WORK PRODUCT As a result of implementing this goal we should improve community appearance and neighborhood wellness. Hopefully, through our proactive outreach efforts and involvement with neighborhoods, we will create a better sense of community throughout City. -60- MAJOR CITY GOALS DOWNTOWN RvIPROVEMENTS OBJECTIVE Strengthen support for the Downtown in multiple areas, such as maintenance, economic development, public safety, parking, tourism promotion, progress on the installation of pedestrian lighting and comprehensive directional sign program and other improvements as resources allow. DISCUSSION Measure Y Relationship While focused on the Downtown, several of the projects and service enhancements included in the proposed work program for this goal tie to the community priorities that emerged before and during the Measure Y campaign, including street and infrastructure maintenance, public safety services and flood protection. Workscope Summary The work program for strengthening the Downtown will focus on each of the areas articulated by Council. In some areas existing programs will continue and in others new projects and service enhancements will be undertaken. A diverse group of City staff will be involved as will the Downtown Association and its members. Background The Downtown, long considered the City's "heart and soul" has traditionally received extra levels of support and service from the City. Downtown plays a crucial role in our community—and enhances the quality of life for our residents and businesses while creating a unique ambience that is attractive to our many annual visitors. It also plays a significant role from an economic perspective, by supporting sales tax revenues in its role as a regional shopping draw and enhancing our transient occupancy tax (TOT) revenues, as a result of prolonged tourist stays. In addition, the Downtown's many restaurants, movie theatres, and cultural offerings provide a hub for social activity and gatherings. Historical Support of the Downtown The City has always worked closely with the Downtown Association and its members to identify and provide significant additional resources to Downtown and provides direct support to the Downtown Association. This includes ongoing administrative services (such as accounting, payroll, and personnel), reduced or no fees for special event permits and other services (e.g. hanging banners). In addition, the City provided funding for the development of initiatives such as an updated Downtown Strategic Business Plan. As the success of the Downtown has grown, so have the challenges of keeping pace with its needs. In the 1999- 01 Financial Plan, the Council approved a Major City Goal for the Downtown that included activities in its work scope such as: establishing a strategic retail partnership between the City and the Downtown Association as well as expanding Mission-style sidewalks and installing public restrooms to strengthen the City's cultural core. In 2005-07, the Council again established a Major City Goal for Downtown, acknowledging that, even during difficult fiscal times, the need to commit resources toward improving the Downtown exists. For the past two years those resource improvements have included such diverse activities as: the update of the Downtown Strategic Plan, the development of a plan for pedestrian lighting, several street resurfacing projects, the development of a parking way-finding signage program, the minimization of negative impacts of transients, and the completion of a Downtown Urban Forest Management Program. -61 1-70 / MAJOR CITY GOALS DOWNTOWN IMPROVEMENTS The complexity of the diverse needs presented by the Downtown have only increased. The update of the Downtown Association's Strategic Plan has taken much longer than expected because of the challenges inherent in defining the assets and limitations for the various strategies that could be undertaken to promote Downtown's continued success. Ultimately, the implementation of an updated Strategic Plan as well as the consideration of different organizational forms for the Association will help to address the diverse needs presented by this important City district. Work Completed Maintenance In 1999 a Downtown Infrastructure Master Plan was developed to address the coordination and timing of construction projects in Downtown. This document yielded not only better coordination between the various utilities and the City, but also provided significant improvements in communication and project coordination with the Downtown businesses and Association. In addition, the plan identified key infrastructure deficiencies in the water and wastewater systems and proposed a schedule for their replacement/repair. Since that timeframe, the majority of the Downtown's water and sewer infrastructure has been replaced and there remain only a few main lines on the side streets yet to be replaced. During 2005-07, several Downtown street resurfacing projects were completed. The 2007 Higuera Street construction project occurred in the Downtown portion of the street and included the installation of conduit to facilitate pedestrian street lighting. Economic Development The 2007 Downtown Strategic Business Plan will help guide the Downtown Association's support to its members. The negotiation of two different agreements between the City and two different developers to redevelop existing surface parking lots in conjunction with their own adjacent properties are existing economic development opportunities for increased retail, living, and hotel space. Public Safety Since 1995, the Police Department has dedicated officers specifically to the Downtown. The current Downtown unit is comprised of three police officers and one sergeant who patrol on bicycle. One of the officers focuses primarily on issues involving the homeless downtown while the remainder of the unit is deployed on weekend evenings. The Police Department has responded to concerns about increased aggressive panhandling behavior downtown by bringing an amended panhandling ordinance to Council and increasing enforcement and education efforts. Officers also work in close partnership with county mental health staff in order to pro-actively engage people with serious mental illnesses who are homeless and frequent the Downtown area. The department has received numerous grants to fund increased enforcement of alcohol-related crimes in the Downtown. In addition, other police resources are frequently used to maintain safety in the Downtown, including patrol and traffic resources, special event planning and graffiti reporting and investigation.. In order to quickly address upcoming issues and to improve internal communication and effort coordination, the City has pro-actively established a Transient Task Force. Department members from Administration, Police, Ranger Service, and Public Works meet with representatives from the Downtown Association and the Chamber of Commerce once a month to discuss pending issues and possible actions. The Task Force's work has lead to an improved ordinance in panhandling and public bench usage, and triggered a fund raising campaign to build awareness for the various homeless services in town. Parking The parking program continues to invest in the Downtown and has several future projects that will improve parking services in the area. The design of the Palm-Nipomo parking structure continues. The design of several electronic way-finding signs which will inform users on parking availability have been completed. The use of the -62- /- 1�7/ r ' MAJOR CITY GOALS DOWNTOWN MTROVEMENTS pay-on-foot machine at the 919 Palm Street parking structure has been identified as needing study, to evaluate its expediency and use by parking customers. Tourism Promotion and Special Events The City continues to implement the strategies in its Tourism Marketing Plan via the Community Promotions Program. Additional hotel rooms in the Downtown have been identified as a need and there are two projects presently under consideration, Chinatown and Garden Street Terraces, which could assist in meeting the anticipated demand for Downtown hotel rooms. The completion of the shell structure for the Children's Museum, the drafting of plans to remodel the Art Center, and the ongoing productions at the Little Theatre all serve as draws to the Downtown by visitors. The City also supports many special events in the Downtown such as the Christmas Parade,Tour of California and Concerts in the Plaza. Installation of Pedestrian lighting In February 2006, the Council adopted the Downtown Lighting Plan. At that time it was proposed that staff submit a proposal for a pilot project as part of the 2007-09 Financial Plan in the block of Higuera between Garden and Broad. This block was identified as a good candidate for the pilot project due to its prominent location in the Downtown. Several locations in the Downtown have already been retrofitted with the new pedestrian lights as a result of private and public redevelopment. Comprehensive Directional Signage The City's Downtown has changed significantly over the past few years and provides an ever growing wealth of activities and attractions. The need for directional signs is becoming increasingly obvious as more and more people are looking for destination points within the Downtown. Currently, there is no system of orientation throughout the Downtown core that would facilitate the visit to many of our "jewels" such as the various museums, the Mission church, public art pieces, and historical landmarks. The Chamber of Commerce Visitor Center on Chorro Street and two "kiosk" locations on Monterey and Marsh Street are the only point of contact downtown providing maps and informational brochures to visitors. Over the years, the City has been approached by organizations such as the Promotional Coordinating Committee, Downtown Association, the Chamber of Commerce, and the Vinmers Association regarding the need for a professional and useful signage system to entice the community at-large and visitors to our city to visit and enjoy our vast assortment of cultural and historical treasures Downtown and in the surrounding environs. CONSTRAINTS AND LIMITATIONS The City will continue its extraordinary level of support to its unique Downtown and the passage of Measure Y has made more funds available to needed public improvement projects. However, there are many projects competing for finite resources. Additionally, those projects that were identified as top community priorities during the Measure Y campaign will be the ones more likely to be funded first, although some of those priorities will undoubtedly benefit the Downtown district. Also, because they are private developments, the proposed Chinatown and Garden Street Terraces projects are subject to development review approvals as well as environmental review. There is potential uncertainty as to the eventual construction of these projects in the Downtown. STAKEHOLDERS The residents of the City, Downtown businesses, the Downtown Association, the Promotional Coordinating Committee, and visitors to Downtown including: tourists, shoppers, and parking customers (both automobile and bicycle). -63- ��/� MAJOR GOALS DOWNTOWN IMPROVEMENTS ACTION PLAN Task Date Maintenance 1. Complete replacement of the sewer line located in Osos Street,Marsh to Pacific Streets 2. Jump start the downtown street maintenance program through already dedicated funds&paving of 7/08 Higuera Street in 2007-08. 11/07 3. Pave other Downtown streets in 2008-09. 11/08 4. Flood protection to downtown area through dedicated storm drain cleaning. Ongoing 5. As part of the Downtown Urban Forest Management Plan,plant street trees and upgrade tree wells. 6. Repair Mission Plaza stairs. Ongoing 7. Implement Mission Style sidewalk.tile repairs. 6/08 8. Support Farmer's Market and other events downtown including: street closures,sidewalk scrubbing 11/07 and maintenance and delivery of portable public restrooms. Ongoing Economic Development 1. Assist the Downtown Association with an update to its Downtown Strategic Plan and evaluation of 12/07 alternative organizational forms. 2. Support efforts of compliance with deadlines for seismic work necessary to strengthen unreinforced Ongoing masonry(URM)buildings Downtown. 3. Provide staff support for the completion of important Downtown revitalization projects such as Ongoing Chinatown and Garden Street Terraces. 4. Continue to support the Art Center and Children's Museum's expansion efforts and the future efforts Ongoing of the San Luis Obispo Little Theatre's remodel of their current space Public Safety 1. Continue to provide a very high level of police resources dedicated to the Downtown. 2. Continue efforts to control criminal behavior in the Downtown,including aggressive panhandling, Ongoing alcohol violations,and graffiti. Ongoing 3. Collaborate with Downtown Association members regarding public safety issues and concerns. 4. Invest in added efforts in neighborhood wellness and community appearance in Downtown as Ongoing appropriate. Ongoing Parking 1. Complete study of a parking structure at Palm Nipomo. 9/07 2. Complete and install Parking Way-Finding Signs. 6/08 3. Complete"pay-on-foot"feasibility study. 12/07 4. Resurface Parking Lot 9. 9/07 5. Repaint the Marsh Street Structure. 6/08 6. Expand bicycle parking Downtown. Ongoing 7. Continue marketing parking options in the Downtown. Ongoing 8. Study and implement a Downtown Residential Parking District. 1/09 -64- ` —/ ,3 / A MAJOR GOALS DOWNTOWN RVIPROVEMENTS ask .. . Tourism Promotion and Special Events 1. Continue Tourism Marketing Plan efforts promoting Downtown as a place to visit. 2. Continue to support the review of two revitalization projects which propose the addition of hotel Ongoing rooms and incorporate those new properties into future Community Promotions efforts. Ongoing 3. Continue the support of special events like the Tour of California to drive tourists and visitors to Downtown San Luis Obispo. Onooin a g Pedestrian Lighting 1. Complete design of pedestrian lights for one block of Higuera Street. 2/08 2. Complete construction of pedestrian lights for one block of Higuera.Street. 6/08 Mission Style Sidewalks Begin program to pro-actively install Mission style sidewalks. 7/08 Signage 1.Complete feasibility and location study. 6/08 2.Complete program design including all approval. 6/09 Other 1. Amend the Zoning Regulations and Community Design Guidelines to implement General Plan 12/07 building height policies. 2. Review new developments for possible implementation of the Downtown Physical Concept Plan. Ongoing 3. Consistent with General Plan programs,encourage housing in Downtown. Ongoing 4. Evaluate outdoor dining Downtown propose ordinance and procedural changes for possible expansion 5/08 to other locations Downtown. KEY ASSUMPTIONS There is the potential for uncertainty as to the eventual construction of several of the private projects proposed for the Downtown. Additionally, the costs of construction have been increasing dramatically over the past two years and that trend may not change—therefore making it hard to estimate the true costs of various infrastructure and maintenance programs which are subject to inflationary materials conditions. RESPONSIBLE DEPARTMENT The Administration Department will be responsible for the coordination of the completion of the diverse tasks presented by this goal. The Assistant City Administrative Officer and the Principal Administrative Analyst will provide the coordination between the departments. Assistance will be provided from a variety of other Departments. Public Works and four of its division areas including: Engineering, Parking, Streets, and Parks Maintenance will oversee a multitude of tasks. Additionally, the Economic Development Program and the Community Development, Utilities and Police Departments will be involved in completing a series of tasks and the Parks &Recreation department will be responsible for the coordination of special events downtown. -65 - /'7 MAJOR • DOWNTOWN P"ROVEMENTS FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL The Principal Administrative Analyst, liaison to the Downtown Association, will provide overall staff support and coordination of the fulfillment of this goal. It is estimated that it could require up to 20 percent of the Analyst's time as this oversight will also include the management of the Community Promotion Program's support of Downtown as well as the development and design of a signage program. Other staff members from Administration working on this goal will include the Assistant City Administrative Officer and Economic Development Manager. Public Works will have a wide variety of staff members involved ranging from the City Engineer to the Parking Services Manager. Utilities will oversee the completion of the final infrastructure project necessary to complete the 1999 Master Plan. Community Development staff will be involved primarily in the area of development review and ordinance revision and Parks & Recreation will be responsible for the coordination of special events. Cost Summary Operating Programs Capital Improvement Plan 2007-08 _ 2008-09 2007-08 2008-09 Downtown Pedestrian Lighting 56,000 Mission Style Sidewalk Tile Repair 5,000 5,000 Mission Style Sidewalk Installation 200,000 Mission Plaza Stair Replacement 75,000 Sewer Line Replacement-Osos Street 86,000 Downtown Paving* 125,000 80,000 Downtown Urban Forest Plan 25,000 25,000 Comprehensive Sign Program 15,000 25,000 Total $5,000 1 $5,0001 $382,000 $305,000 *Also included in Neighborhood Paving and Deferred Street Maintenance Work Program. Funding Sources Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 General Fund 5,000 5,000 296,000 305,000 Sewer Fund 86,000 Total $5,000 $5,000 $382,000 $305,000 *Note: Prior Parking Fund project approvals include$1.5 million for design and environmental review of the Palm-Nipomo structure; $340,000 for way-finding signs:$70,000 for Marsh structure painting;and$30,000 for resurfacing Lot 9. GENERAL FUND REVENUE POTENTIAL A healthy, vital, and attractive Downtown will result in stronger sales tax and TOT revenues. OUTCOME—FINAL WORK PRODUCT A robust, attractive, and healthy Downtown is vital to its continued success as the retail, social, and visitor hub for San Luis Obispo. The on-going maintenance activities by the City are a key component to keeping the Downtown clean and therefore healthy. Not only does it enhance the Downtown to visitors but it continues to position it as the place to be for our residents. -66- /�7� MAJOR CITY GOALS OPEN SPACE PRESERVATION OBJECTIVE Restore open space acquisition program funding to at least $200,000 per year and bring forward opportunities should they arise that further leverage City funds through grant programs. DISCUSSION Measure y Relationship This major City goal for open space preservation directly supports a top priority for the use of Measure Y funds, as identified by the community both before and during the campaign. Background Since 1996, the City's open space acquisition program has enjoyed strong support in the community and among Council members. While the program, as part of the many intersecting aspects of city government, has had both "healthy" and "lean" years, along with many other City programs, open space preservation has consistently been among the community's highest priorities. This was most recently evidenced during the Measure Y campaign and the community's consistent acknowledgement that the preservation of local open space was a top priority. As the program itself has grown, it has taken on a larger scope, by extending into the realm of natural resource management for City-owned open space lands, in addition to leveraging open space acquisition funds and the development conditions into proper improvements within or upon those lands. In 2000, the program was expanded with the addition of the position of City Biologist. Also in that year the City's mitigation programs were consolidated under the Natural Resources Protection Program. In 2002, the Council adopted a set of consistent planning rules for City-owned open space lands,contained within the document Conservation Guidelines for Open Space Lands of the City of San Luis Obispo. As a result, the Council has adopted four Conservation Plans, which spell out a series of actions—and prohibitions—for the proper recreational development, use, and habitat protection of its open space lands. Over time, the program has broadened its scope and has been modified to reflect a more comprehensive treatment of local land conservation. Workscope Summary The primary objective of this goal is to provide the necessary funding to successfully pursue continued acquisition of fee and easement interest in lands surrounding the City of San Luis Obispo. A secondary, and implied objective, is to preserve and restore open space resources, to make them available for public use and enjoyment as appropriate, and to educate our citizens about the values of such preservation efforts. To accomplish the primary objective of this goal, the open space acquisition program has relied upon: 1. Funding direct purchase of land or easement interests. 2. Working with developers to include dedication of land or easement interest to the City in conjunction with the granting of development entitlements 3. Encouraging the outright donation of land or easement interest. -67- < �J MAJOR GOALS OPEN SPACE PRESERVATION All three mechanisms have been used successfully. However, due to financial challenges the City found it impossible to provide any new General Fund resources to the program since 2005-06. Once lands have been acquired and been planned for, the program necessitates the installation of recreational or habitat improvements such as trails, fencing, signs,plantings,and other habitat enhancements. Existing Situation Since formally establishing the Natural Resources Protection Program in 1995, the City has been able to successfully obtain title to lands that represent our community's open space. About $2.7 million in City General fund monies have been leveraged with approximately $7 million in other funds (primarily grants and private donations) to support land and easement acquisition and resource enhancement projects. Currently, the City holds fee title to approximately 2,700 acres of land that can be classified as "open space"and an additional 2,400 acres of land held under easement that can be classified as "agricultural"or"open space." These lands (with one exception) all lie within three miles of the City limits, and form portions of a permanent greenbelt boundary around the community. The fundamental purpose of the open space acquisition program is to secure as much.as possible of this perimeter with a long-term goal of creating a "permanent shoreline" for the City's urban area. For the past two years, no additional General Fund resources have been added to the program funds, and the recent Brughelli easement transaction has exhausted what remained, so that there are no current funds available in the program. In addition, operational funding has been constrained as well, so that improvements such as trail building, maintenance, and signage have been quite limited in scope. The Council has consistently supported the program and recognized that as the City's inventory of open space lands has increased, so too have its maintenance obligations for trails, fences and habitat areas. At the present time, the City's Natural Resources staff(Natural Resources Manager and City Biologist) and Ranger staff(Senior Ranger and several part-time Rangers) are the parties with primary responsibility for this maintenance. Currently the City enjoys the existence and use of ten open space lands ranging in size from about 30 acres to over 700 acres. These lands are presently open to the public for passive recreation (hiking and bicycling being the primary uses), and they contain a total of approximately 20 miles of such trails. The one exception is the Johnson Ranch, which although protected and held as City open space, has not been made available for public use because of a lack of funding for needed improvements. CONSTRAINTS AND LIMITATIONS The major constraints and limitations that have affected the Natural Resources Protection Program have been: 1. Finding cooperating landowners. 2. Timeliness of funding. The program is entirely dependent upon having willing landowners interested in the sale of their lands for conservation purposes. The number of persons willing varies due to economic circumstances, both for the individual and for the local or regional economy. Once an individual has stepped forward, efforts to raise funding for the project can get underway. With the recent increase in land prices, this can be a challenge in itself. If a landowner is committed to the effort, however, ultimate success is likely. A good example of this is the Brughelli transaction, which went through several iterations and involved many frustrating moments in which it would have been a simple matter for either party to just give up. Due to the parties' commitment however, this did not happen and the project was successful. There are no significant permitting or regulatory challenges to the acquisition program. -68- MAJOR CITY GOALS OPEN SPACE PRESERVATION STAKEHOLDERS The open space program benefits the entire community by securing important land areas around the City in conservation status, and where appropriate, allowing public access and enjoyment of those sites. Many civic groups participate in the program, either through support for particular projects or by contributions of money or services to restore damaged areas, plant trees, build trail and make other improvements. Interested parties are kept informed of projects through the City's SLO Stewards newsletter, and formal actions such as land acquisitions go through a public review process before both the Planning Commission and the City Council, thus providing an additional opportunity for citizen input. ACTION PLAN The Action Plan for this Major City Goal is focused on continued work with willing landowners to obtain fee or easement interest in lands with open space, natural resource, or agricultural conservation potential. Staff will also continue to develop new Conservation Plans for existing open space lands, and move forward with a number of implementation activities that have been slowed in recent years due to budget constraints. The major tasks are outlined below. Task 'Date 1. Work with interested landowners to complete one to three conservation transactions. Ongoing 2. Complete two Conservation Plans for City open space lands;begin implementation of those plans. 6/08 and 6/09 3. Implement other natural resource or recreational enhancement programs or activities. Ongoing 4. Complete the recreational enhancement of the Johnson Ranch in order to open this land for public 5/09 access. 5. Complete three different creek mitigation projects: Damon-Garcia sports complex;Calle Joaquin 6/09 road realignment;and the City Water Reclamation Facility. 6. Continue to leverage City funds through the pursuit of grant and donation opportunities. Ongoing KEY ASSUMPTIONS The key assumption is that the City funds will continue to be leveraged via grant opportunities, and that mainly projects for which funding can be obtained in a relatively short time frame will be pursued. The outlook for this is promising due to the passage of Proposition IA and 1B, and Proposition 84 at the State level; and our recent success with private fundraising efforts in partnership with the Land Conservancy. Several State agency funding sources are expected to become available again after several years of little or no available funding. RESPONSIBLE DEPARTMENT Achieving this goal is the primary responsibility of Administration's Natural Resources Manager. The Natural Resources Manager will be the primary party responsible for its success, and.the City Biologist and Ranger staff of the Parks and Recreation Department will provide the primary support. 69 l r�v 1 / MAJOR CITY GOALS OPEN SPACE PRESERVATION FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL To make this Major Goal a success requires more than simply funding land acquisitions: it calls for use of the conservation planning process and implementation of the plans to allow full community appreciation and enjoyment of the benefits of the open space acquisition program. Cost Summary Operating Programs Capital Improvement Plan 2007-08 2008-09 2007-08 2008-09 Greenbelt Acquisition 200,000 200,000 Johnson Ranch Development 27,000 48,000 Creek Mitigation 59,000 16,000 Total $0 $0 $286,000 $264,000 Funding Source: General Fund GENERAL FUND REVENUE POTENTIAL It is unlikely that there will be any direct General Fund revenue enhancements as a result of achieving this goal. However, by leveraging outside grants, the General Fund'.s ability to acquire open space is greatly enhanced. Additionally, the quality of San Luis Obispo's natural environment plays an important role in attracting visitors to our City, and as such, plays an indirect role in supporting our transient occupancy tax revenue, our "No. 3" General Fund revenue. OUTCOME—FINAL WORK.PRODUCT The result of reinstating General Fund resources to the open space acquisition program will be an increase in the City's inventory of open space lands and the protection of natural resources. Use of the City's open space will strike a balance of appropriate levels and types of use. The public will continue to be educated about our open spaces lands and their appropriate use through outreach efforts and new conservation plans. A Conservation Plan for the Johnson Ranch Open Space will be completed and it will be opened for public use. The program will continue to perform and/or monitor mitigation efforts that are underway or needed along several of the City's waterways. Finally, San Luis Obispo will continue to be a desirable place to live and visit which is good for the environment and good for business. -70-