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Home My WebLink About12/14/2010, 2 - BUDGET FOUNDATION: BACKGROUND MATERIALS FOR 2011-13 GOAL-SETTING AND FINANCIAL PLAN PROCESS counci iL Mt�D 12.14-10 j ac,Enaa RepoRt CITY OF SAN LUIS O I S" PO FROM: Katie Lichtig, City Manage Mary Bradley, Interim Direct r of Finance & Information Technology John Mandeville, Community Development.Director Jay Walter, Public Works Director SUBJECT: BUDGET FOUNDATION: BACKGROUND MATERIALS FOR 2011-13 GOAL-SETTING AND FINANCIAL PLAN PROCESS RECOMMENDATION Review and discuss the accompanying background information in preparation for the 2011-13 goal-setting and Financial Plan process: 1. Update to General Fund Fiscal Outlook 2. Status of 2009-11 Goals and Objectives 3. Status of Current Capital Improvement Plan Projects 4. Status of General Plan Implementation Programs and Land Use and Circulation Elements Update Options 5. Long-Term Capital Improvement Plan 6. Background on Financial Plan PoliciesandOrganization DISCUSSION The City's goal-setting and Financial Plan process for the next two year period is now underway. On January 11, 2011, the Council will hold a Community Forum followed by the Council Goal- Setting Workshop on January 29, 2011. Tonight Council is receiving a proposed goal-setting process and Financial Plan Schedule for 2011-13 in a separate report. As background for the upcoming budget sessions, Council and the public are provided with a number of status reports to help define the fiscal context in which the Financial Plan will be prepared and to update the status of projects and goals currently underway or approved in prior Council actions. The fundamental purpose of the Financial Plan is to link what the City wants to accomplish over the next two year period with the resources needed to do so. This process does not begin from scratch, but rather builds upon the City's adopted long-term plans, current two year goals and fiscal policy. UPDATE TO GENERAL FUND FISCAL OUTLOOK On October 19, 2010 Council received the General Fund Five-Year Fiscal Forecast for 2011-16. The purpose of the report was to assess the ability of the General Fund, over the next five years, to deliver cunent service levels, maintain existing infrastructure and facilities, preserve the City's long-term fiscal health by aligning revenues and costs, and maintain fund balance at policy levels. 2-1 Budget Foundation: Backs,ound Materials for Goal-Setting Process—' Page 2 The Five-Year Forecast found that the General Fund is still suffering from the economic impacts of the worst recession since the Great Depression and that there is still great uncertainty around the economic recovery that will take place in the next five years. Further, the General Fund is facing structural budget gaps into the future as revenues will be less than expenditures on an ongoing basis unless corrective action is taken. The updated forecast projected a budget gap of about $2.2 million in 2011-12, growing to $3.0 million the following year. On average, the budget gap was projected to be about $2.6 million annually over the next five years. The projections included steep increases in Ca1PERS retirement costs beginning in 2013-14 and the continuation of Measure Y revenues. Since the forecast was prepared, staff have continued to monitor a variety of factors that influence the City's fiscal condition. Final results for the 2009-10 financial records are available. Ca1PERS has provided information about the City's employer contribution rates for 2011-12 and estimates for the following two years. The State Budget has now been adopted for 2010-11. Staff have reviewed information on the economic outlook for the State and the Central Coast region prepared by the San Luis Obispo Economic Strategy Project to confirm the underlying assumptions upon which the Five-Year Forecast is based. And finally, staff have additional information on how the three major General Fund revenues (Property Tax, Sales Tax and Transient Occupancy Tax) are performing this year. Based on all of these factors, the Five-Year Forecast has been updated. The projected budget gap for 2011-12 has risen to $3 million, growing to $3.4 million in 2013-14. On average, the budget gap is now projected to be $2.7 million annually over the next five years. The updated Five-Year Forecast spreadsheet is included as Attachment 1 to this report. Audited Financial Results for 2009-10 The audit of the City's financial records for 2009-10, which is required by City Charter, is complete, and the Comprehensive Annual Financial Report (CAFR) will be presented to Council in January. Results show that the year ended with reserves above the 20% of operating costs required by Council policy. This improved position is largely due to savings in operating expenditures. Projections for 2010-11 indicate that we will end with $1.2 million above reserves. Historically any amount in excess of the 20% reserve has been dedicated to mitigating the shortfall between revenues and expenditures while maintaining a minimum policy reserve of 20%. That is what is represented in the General Fund Five-Year Fiscal Forecast. As a result, it appears that in 2011-12 there is a "budget gap" of $2.1 million. If the City is to maintain the reserve at 20% then the reality is that the on-going budget shortfall in 2011-12 is close to $3 million. This approach of applying amounts in excess of the 20%reserve to minimize the budget gap may be a prudent approach to aligning the fiscal realities the City is facing, the service needs of the community and the impacts of deep budget reductions. However, staff are assessing alternatives to this approach given that the amount that exceeds the 20% reserve is a one-time source of funding which is being used to address what appears to be an on-going imbalance between revenues and expenditures. Ultimately, it is a policy decision for the Council on how to allocate these funds. The options include, but may not be limited to: continuing to use the funds to mitigate the budget gap and defray budget reductions in 2011-12; creating a contingency to protect against additional unforeseen and unanticipated financial uncertainties (like further adjustments to Ca1PERS rates as discussed earlier in this report); enhancing the Capital Improvement Plan during the 2011-13 Financial Plan; or allocating to a 2-2 Budget Foundation: Bac".ound Materials for Goal-Setting Process Page.3 special project (including a Major City Goal or Other Important Objective) that is in need of one- time funding. Staff intend to present this issue for policy direction in April but in the mean time work towards a financial plan that uses the forecast ($3 million shortfall) as the guidepost. This allows maximum flexibility for the Council. Ca1PERS Retirement Contribution Rates The Five-Year Forecast included certain assumptions about future employer contribution rates to the California Public Employees Retirement System (Ca1PERS). These rates were based on prior data from Ca1PERS and projected significant cost increases beginning in 2013-14 due to the investment losses experienced through 2008. In late November, staff received the annual Actuarial Valuation Reports from Ca1PERS (in the past they were released in September or October), which include the employer contribution rates for 2011-12 for both miscellaneous and safety plans as well as projections for 2012-13. For the first time this year, the report for miscellaneous also includes a projection for 2013-14. As shown in the table below, the employer rates received by the City were higher than projected last year for 2011-12 for both the miscellaneous and safety plans. Fiscal Year Miscellaneous Safety Forecast New PERS Forecast New PERS rate/projection rate rate/projection rate 2010-11 17.626% 35.548% 2011-12 18.9% 21.966% 37.9% 38.9% 2012-13 20.9% 22.4% 42.0% 42.1% 2013-14 23.1%0 25.6%* 46.3% 46.0%** 2014-15 23.3% 25.8%* 46.9% 46.5%** 2015-16 23:5% 26.0%* 47.2% 47.0%** * Estimated rate includes an additional I% for change in assumed investment return ** Rate estimated by the City,with2% added for change in assumed investment return In large part, the increase in rates was caused by the changes in demographic assumptions recently made by CalPERS. At its April 2010 meeting, the Ca1PERS Board of Administration adopted updated actuarial assumptions based on a recently completed experience study. The study, which is conducted every five years, focused on retirement rates, salary increases and post- retirement mortality. The study conducted in 2010 was the first one that included data for the most recent enhanced retirement formulas for miscellaneous employees such as 2.7% @ 55. The one assumption which caused the biggest increase in employer contribution rates was the change in post-retirement mortality. Since the life expectancy of male members continues to increase at a faster pace than female members, safety plans were more affected by the change since they have a higher proportion of male members. For San Luis Obispo miscellaneous employees, the impact of the assumption changes was an increase of almost three percentage points on the rate. For the safety pool that the City participates in, the change in assumptions increased the rate by 3.2 percentage points for 2011-12. There are two other important things to note about the information in the table. First, as indicated, only the rate for 2011-12 is firm. The remaining rates are provided as projections by 2-3 Budget Foundation: Background Materials for Goal;-Setting Process Page 4 CalPERS with the clear caveat that they are only estimates and are based on projections. Any modifications in underlying assumptions will change these estimates, as occurred this year with the changes in demographic assumptions. Currently, the CalPERS Board is considering whether to change the assumed investment return from 7.75% to a lower number. This decision will be made in February 2011, and any lowering of the return will have the effect of again increasing the contribution rates. It is unclear at this point when any change in return assumption will take effect. For forecasting purposes, one percentage point has been added to the miscellaneous rate and two percentage points to the safety rate starting in 2013-14 on the recommendation of the City's consulting actuary, Bartel Associates. Secondly, no estimate for 2013-14 for the safety pool was provided, so information previously provided by the CalPERS actuary was used to project the safety rates for 2013-14. As previously indicated, two percentage points have been added for changes in investment return. An additional point of interest is that, for the first time this year, the Annual Valuation Report contains a discussion of cash flow. The Chief Actuary's transmittal letter indicates that a cash flow analysis has been added to their valuation process, and "if such an analysis indicates that funding progress will not be adequate, an additional contribution will be required." Currently, the miscellaneous plan is 51.4% funded on a market value basis, with the safety plan's risk pool funded at 60.2%. As could be expected, the percent of the City's liability that is funded has declined over the years. This is another indicator of uncertainty of future actions by CalPERS. The overall effect of these changes in CalPERS employer contribution rates on the Five-Year Forecast is to increase the costs in 2011-12 over those originally projected by$336,000. State Budget Impact The Five-Year Fiscal Forecast assumed. that there would be no adverse State Budget effects during the current year or in 2011-12. Fortunately, upon final passage of the State's Budget, this appears to be the case. In addition, California voters passed Proposition 22, the"Local Taxpayer, Public Safety and Transportation Protection Act," at the November election. This measure closed loopholes to prevent State takeaway of local taxpayer funds currently dedicated to cities, counties, special districts and redevelopment agencies. It also revoked the State's authority to borrow local government property tax funds. Finally, it prohibited the State from redirecting, borrowing or taking gas tax funds allocated to cities and counties for local street and road maintenance purposes and from taking revenues dedicated to public transit. The passage of Proposition 22 should ensure that local revenues remain available to provide important services to the community. 2010 Central Coast Economic Forecast The Five-Year Forecast presented to Council in October concluded that the City is facing a long- term structural gap between revenues and expenditures for the foreseeable future and will require corrective action to bring the budget back in balance. The Forecast cited the effects of the Great Recession and the uncertainty about when the recovery will begin. A major assumption of the Forecast was that the recovery would be long and slow. 2-4 Budget Foundation: BackQ.-ound Materials for Goal-Setting Process_) Page 5 Following presentation of the Five-Year Forecast, staff attended the 2010 Central Coast Economic Forecast, which confirmed the base economic assumptions upon which our Forecast was based. The analysts who prepared the forecast "see indications that California and San Luis Obispo have weathered the worst of the `Great Recession.' The road back to full recovery, however, is going to be a long one. Over the past six months, the SLO region has started to regain its footing and all signs definitely indicate that the area's economy has reached bottom and is beginning to slowly head upwards." The report also supports the assumption that there will be below average growth rates in all areas for the next two or three years, with recovery to a more realistic base occurring by 2015. Current Performance of Major General Fund Revenues Staff has been closely monitoring our three major General Fund revenue sources as this fiscal year progresses. Meetings have been held with the County Assessor and Auditor-Controller to review Property Tax trends in the area. In early December, staff received information on Sales Tax gross receipts for the latest quarter (April—June 2010), which are 3.6% higher than second quarter 2009. Transient Occupancy Tax returns for the first four months of this fiscal year are now available, and revenues continue to indicate a moderate recovery. October returns are 6.5% above last year, with the total year-to-date receipts 7% higher than the same period last year. Staff believe at this point that the projections included in the Five-Year Forecast are generally on target for Sales Tax, with improved sales in automobiles, general consumer goods and service stations. If the current recovery in the hospitality industry continues, the Transient Occupancy Tax estimates may allow revision upward. Based on information from the County Assessor, Property Tax estimates are probably slightly optimistic for next year and may require downward revision. Based on what staff know now, it appears that no modification to Sales Tax will be recommended but staff will have one additional quarter of data by mid-year (but not holiday sales) which may educate a recommended change in the revenue budget. Only time and additional data will tell. In the current update of the Five-Year Forecast no adjustments to the revenue estimates have been made. At the Mid-Year Budget Review, staff will also update the revenue projections in the Five-Year Forecast to reflect current conditions and recommend appropriate changes to the current budget. STATUS OF 2009-11 GOALS AND OBJECTIVES Attachment 2 details the status as of November 1, 2010 of Major City Goals and Other Important Objectives set by the Council as part of the 2009-11 Financial Plan. In general, staff are on track in accomplishing these objectives based on the work programs adopted by the Council. The report begins with a quick report card on the status of the goals and objectives based on the action plans approved by the Council as part of the 2009-11 Financial Plan. As a benchmark, as of November 1, 2010, the two-year Financial Plan period is 67% complete, and most of the goals and objectives are near or exceed this level. The report card then is followed by a short summary of notable changes from the original action plan. The following are the significant changes as of November 1, 2010: 2-5 Budget Foundation: Background Materials for Goal-Setting Process Page 6 1. Traffic Congestion Relief. The economy and development market have slowed considerably, and as a result, congestion relief improvements contingent upon development (such as Prado Road extension) have been delayed significantly. State transit funding continues to be volatile. Passage of Proposition 22 in the November election may stabilize some of these funding sources for the remainder of FY 2010-11 and beyond. The Los Osos Valley Road (LOUR) interchange project has been delayed due to environmental litigation against Caltrans. The Bob Jones Trail bridges project has been delayed as staff work with Caltrans to coordinate the LOVR interchange project (the south end of the project). Caltrans rejected the City's request to encroach into US 101 to construct the southern connection to LOVR, prompting a revision of the project to make the necessary connection with a stand alone bridge. Costs for the bridge project will exceed the amount budgeted so staff will seek additional grant funding for this project. It is anticipated that the northern connection at Prado Road will be fully designed and ready for construction by spring 2011. Staff continue to develop a revised alignment for the Railroad Safety Trail in the Phase 3 area. Union Pacific Railroad (UPRR) reversed its earlier approval of the project based on a corporate policy that does not allow any type of easement that places activities closer than 40 feet from the centerline of the tracks. As the trail is currently designed, the bicycle path through this area would be placed inside that limit. Staff are exploring other routing options to complete the Trail in this area and are in discussions with UPRR, California Highway Patrol and the California Transportation Commission regarding potential alignments across and adjacent to the railroad right of way. It is anticipated that staff will return to Council in late spring of 2011 with recommendations on a new alignment and costs estimates for construction. 2. Greenhouse Gas Reduction and Energy Conservation. The City received a grant from the Energy Efficiency and Conservation Block Grant Program (EECBG) and will use a portion of these funds to develop a Climate Action Plan. The Council adopted a resolution to participate with the County of San Luis Obispo in the California FIRST energy efficiency financing pilot program. However, that program has been placed on hold until mortgage lending issues are resolved. STATUS OF CURRENT CAPITAL IMPROVEMENT PLAN PROJECTS The purpose of this report, Attachment 3, is to provide the Council with a summary of the status of the City's Capital Improvement Plan (CII') projects. In summary, projects are on track. This is not surprising, given the excellent progress being made in achieving the City's CIP goals; the in-depth analysis focused on CIP when approved by the Council;and ongoing monitoring of the status of the CIP program. As discussed in greater detail in the report, staff are making substantial progress in achieving the CIP goals. Of the 244 projects that have been financially active in 2010-11, 63% (154) are either completed or under construction; 2% (6) are in the bid process; 22% (53) are under design; and 13% (31) are under study, in many cases with preliminary work completed and now ready for the design phase. 2-6 Budget Foundation: Background Materials for Goal-Setting Process- Page 7 STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS AND LAND USE AND CIRCULATION ELEMENTS UPDATE OPTIONS This report, Attachment 4, has two purposes: 1. Provide a summary of the status of all General Plan implementation programs as well as implementation programs for four key"area" plans: Downtown, Mid-Higuera Area, Railroad District and Airport Area. 2. Follow-up on the 2009-2011 Council-identified Objective to evaluate cost-effective options to conduct an update to the General Plan Land Use and Circulation Elements. A project plan and estimate of costs for comprehensive updates to both elements was presented to the Council in August 2008. Options are presented in this report. Status of General Plan Implementation Programs This report provides a summary of the status of all General Plan Implementation Programs. As discussed in greater detail in the report, of the 448 individual implementation programs in the General Plan, 76% (341) are completed or have been integrated into the City's ongoing operations. While the overall percentage of implemented programs has dropped since the last Financial Plan reporting, it is a reflection of two elements that have been updated with new programs within the last year: the Housing Element and the Water and Wastewater Element. Given the ambitious nature of the General Plan and its three-year time horizon, staff believe this represents significant progress in achieving General Plan goals. The remaining 107 programs that are not yet complete have been classified as follows: • Six are relatively easy to achieve from a resource perspective. • 34 are difficult to achieve. • 67 are somewhere in between. Land Use and Circulation Element Update Options As part of the 2009-11 Financial Pian, the Council directed staff to initiate a focused revision to the Land Use and Circulation Elements as an "Other Important Objective." The objective for the 2009-11 plan was the completion of a traffic model with forecasting capability and identification of land use policies that need to be updated. The Council will need to consider how to proceed with the focused Land Use and Circulation Elements updates during 2011-13. The options below are described in Attachment 3 to provide the Council with flexibility in identifying the City's priorities for the next two fiscal years: 1. Comprehensive update of the Land Use and Circulation Elements using grant funds 2. Continue with a focused update of the Element as identified in the 2009-2011 Financial Plan by further developing existing conditions analysis 2-7 Budget Foundation: Backs.ound Materials for Goal-Setting Process Page 8 3. Continue with Option 2 but add a Healthy Cities analysis to inform the update process 4. Focus on Existing Work Program These options will give the Council choices as it prepares for the January goal-setting meetings and no direction is sought at this time. LONG-TERM CAPITAL IMPROVEMENT PLAN The Long-Term CIP, Attachment 5, provides a glimpse into the future of the City. Many of the City's current infrastructure assets are not adequate to handle the needs of the future. Streets must be constructed or widened, water lines and sewer lines must be extended into new areas, and new parks will be desired. At the time of General Plan build-out, now assumed as the year 2050, ideally, the projects on this list would be completed and in use for the residents of the City. With this understanding, the Long-Term CIP is one of the pieces of information for the Council to consider in setting goals and priorities for 2011-13. In this context, these projects provide an important starting place in assessing which ones might be a high priority to consider in the next two years within the context of the difficult fiscal outlook the City faces. The list is conceptual, and in most cases, the projects on the list have not undergone detailed analysis, nor the rigor of the public review process. They represent City staff's best assessment of costs and scope based on what is known today, but may undergo changes in scope or importance as new challenges and issues emerge over time. Some of the projects on the Long-Term CIP list have begun or have been completed. These projects were funded from a variety of sources, which shows the power of leveraging grants and other contributions with the General Fund. There is a table in the report that lists those projects completed or begun in the last two years. BACKGROUND ON FINANCIAL PLAN POLICIES AND ORGANIZATION This report, Attachment 6, provides information on the current financial policies and discusses how the Financial Plan is organized. The City's Budget and Fiscal Policies are set forth in the Policies and Objectives section of the Financial Plan. They cover a broad range of fiscal issues, including: Financial Plan organization; revenue management; user fee cost recovery goals; enterprise fund rates and fees; revenue distribution; investments; appropriations limit; minimum fund balance and working capital levels; capital improvement management; capital financing and debt management; human resource management; and productivity and contracting for services. No changes are recommended at this time. However, as preparation begins for the 2011-13 Financial Plan, areas may be identified where additions or revisions to the budget and fiscal policies may be required. If so, these will be presented for Council consideration at that time. The Financial Plan is organized into nine main sections and includes two appendices. The Financial Plan presents operating programs, CIP projects and debt service costs on a functional basis. This helps focus the budget on what the City does and why, rather than which department 2-8 Budget Foundation: Backa.ound Materials for Goal-Setting Process-' Pace 9 is responsible for managing the service or the funding source (although this information is provided in the Financial Plan as well). In addition to the Financial Plan, the Council will receive two Appendices providing supplemental detail information: 1. Appendix A provides detailed information on all proposed Significant Operating Program Changes. As needed, it will also include detailed information on any operating program reductions required to balance the budget, including impacts on service levels. 2. Appendix B provides detailed information on each proposed Capital Improvement Plan project. SUMMARY In preparation of the goal-setting process for the 2011-13 Financial Plan, it is important to understand the City's current fiscal situation as well as the status of current goals, objectives and CIP projects. The attached status reports will help define for Council and the community the fiscal context in which the 2011-13 Financial Plan will be prepared. ATTACHMENTS 1. Updated General Fund Five-Year Fiscal Forecast, 2011-16 2. Status of 2009-11 Goals and Objectives 3. Status of Current Capital Improvement Plan Projects 4. Status of General Plan Implementation Programs and Land Use and Circulation Elements Update Options 5. Long-Term Capital Improvement Plan 6. 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O fi Q - O N O to O O O O O O O a` O O O O O O VI O O O O O O O O O c O O 00 3 J 00a - J fA N O U W A N W O U A U A W to A O� C. to A J O Oo O W W O O O O W O�N O O W O O J a W 00000 0 ou� 0000w o00o Woo 0 o co 000U 0 0 0 0 0 o e s e v e e e o o e e s 00 0 o e e e e a " 2-11 Attachment--! STATUS OF GOALS AND OBJECTIVES As of November 7, 2010 city of san lues oBispo STATUS OF GOALS AND OBJEC i IVES Attachment. As of November 1, 2010 TABLE OF CONTENTS INTRODUCTION CARRYOVER GOALS AND OBJECTIVES Overview 1 Major City Goals Report Card: Major City Goals and Economic Development: Sales Tax and 27 Other Important Objectives 1 TOT Revenues Report Card: Other Council Objectives 2 Action Plan Changes 2 Other Council Objectives Next Report 3 Waterways Management Plan 27 Implementation Program MAJOR CITY GOALS Laguna Lake Dredging Study 27 Tree Planting and Maintenance 27 Airport Area Annexation 28 Infrastructure Maintenance 4 Broad Street Corridor Plan 28 Traffic Congestion Relief 6 Economic Development 11 STATUS OF MAJOR CIP PROJECTS Preservation of Essential Services and 15 Fiscal Health Status of Major Capital Improvement 29 OTHER IMPORTANT OBJECTIVES Plan (CIP) Projects Land Use and Circulation Revisions 18 Open Space Preservation 19 Green House Gas Reduction and 21 Energy Conservation Downtown Maintenance and Beautification 23 Historic Preservation 25 OTHER COUNCIL OBJECTIVES Creek and Flood Protection 26 Urban Forest 26 Skate Park 26 Homeless Services 26 2-13 Most of the goals and objectives are near or OVERVIEW exceed this level. Organization. The "report card" is followed by This report details the status of major City goals a short summary of notable changes from the and other important objectives set by the Council original action plan. After this is a more detailed as part of the 2009-11 Financial Plan as of report on each Major City Goal and Other November 1, 2010. In general, we are on-track in Important Objectives, which shows the objective, accomplishing these objectives based on the work action plan as adopted by the Council, any programs adopted by the Council. revisions (additions are shown in italics; date changes are also Report Card. The following is shown in italics and highlighted a quick "report card" on the Many of these are multi- in a separate column; and status of major City goals and year goals that have deletions are shown in strikeout) other important objectives based activities associated and a brief status summary as of on the "action plans" approved with them that go November 1, 2010. by the Council as part of the beyond the two-year 2009-11 time frame. 2009-11 Financial Plan. This status report is Shorter reports are provided for focused on approved "Other Important Council As a benchmark, at November 1, "Action Plan"tasks as Objectives" for 2009-11 as well 2010, we are 67% through the of November 1, 2010. as for "carryover goals" from two-year Financial Plan period. 1 2007-09. Report Card: 2009-11 Major City Goals& Other Important Objectives Percent Complete as of November 1,2010 Per Actions Plan Tasks MAJOR CITY GOALS Infrastructure Maintenance - Traffic Congestion Relief Economic Development - - - - Preservation of Essential Services&Fiscal Health OTHER IMPORTANT OBJECTIVES Land Use&Circulation Revisions Open Space Preservation Green House Gas Reduction&Energy Conservation Downtown Maintenance&Beautlficatlon Historic Preservation 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1 2-14 Report Card: 2009-11 Other Council Objectives Percent Complete as of November 1,2010 Creek&Flood Protection Skate Park Urban Forest Homeless Services 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% ACTION PLAN CHANGES projections and potential fare adjustments in FY 2011-12. As noted above, in general we are on-track in The Los Osos Valley Road (LOUR) interchange accomplishing these goals and objectives based project has been delayed due to environmental on the work programs adopted by the Council. litigation against Caltrans. Staff continue to However, notable changes from the original work with Caltrans to resolve the issues, and action plans include the following. 60% of the plans, specifications and estimates (PS&E) are complete and awaiting resolution of Major City Goals the litigation. Traffic Congestion Relief. The economy and The Bob Jones Trail bridges project has been development market have slowed considerably, delayed as staff work with Caltrans to and as a result, congestion relief improvements coordinate the LOVR interchange project (the contingent upon development (such as Prado south end of the project). Caltrans rejected the Road extension) have been delayed City's request to encroach into US 101 to significantly. However, the impacts of these construct the southern connection to LOUR, delays are partially offset by the absence of prompting a revision of the project to make the increased traffic associated with the new necessary connection with a stand alone bridge. developments. State transit funding continues to Costs for the bridge project will exceed the be volatile. Passage of Proposition 22 in the amount budgeted so staff will seek additional November election may stabilize some of these grant funding for this project. It is anticipated funding sources for the remainder of FY 2010- that the northern connection at Prado Road will 11 and beyond. Funding from the Transportation be fully designed and ready for construction by Development Act (TDA) has decreased in 2010- spring 2011. 11 but was partially offset by the 2010 Gas Tax swap as well as the allocation of State Transit Staff continue to develop a revised alignment Assistance (STA) funding to local jurisdictions. for the Railroad Safety Trail (RRST) in the Transit service changes were deferred in Phase 3 area. Union Pacific Railroad (UPRR) October 2010 based on revised revenue reversed its earlier approval of the project based on a corporate policy that does not allow any 2 2-15 Attachment—a,,., INTRODUCTION type of easement that places activities closer Program (EECBG) and will use $30,000 of these than 40 feet from the centerline of the tracks. As funds to develop a Climate Action Plan. Staff is the trail is currently designed, the bicycle path working with the Cal Poly developed draft prior through this area would be placed inside that to releasing it for public review. The Council limit. Staff are exploring other routing options adopted a resolution to participate with the to complete the Trail in this area and are in County of San Luis Obispo in the California discussions with UPRR, California Highway FIRST energy efficiency financing pilot program, Patrol and the California Transportation however that program has been placed on hold Commission regarding potential alignments until mortgage lending issues are resolved. Staff across and adjacent to the railroad right of way. will continue to work with the program team to It is anticipated that staff will return to Council explore other alternatives to energy improvement in late spring of 2011 with recommendations on financing. a new alignment and costs estimates for construction. Other Council Objectives Phase 4A of the RRST is substantially complete All objectives have seen progress. There are no but awaiting final permit approval by UPRR of significant changes to report. signal improvements at the intersection of Foothill and California. The Madonna Bike Path is approximately 80% complete and is NEXT REPORT anticipated to open in January 2011. Measure H, `` r*;:: "^ a voter initiative to delete a portion of the Prado Road extension adjacent to the Damon-Garcia We will present the next "formal report" to the Sports facility, qualified for the November Council in February 2011 as part of the 2010-11 election. Staff delivered numerous presentations Mid-Year Budget Review. In the interim, we to community groups about the potential impact will keep the Council up-to-date on the status of to future congestion relief efforts if the measure major projects through agenda reports, Council passed. However, the measure was ultimately Notes and other briefing opportunities. defeated at the polls. The State Route 1 Major Investment Study(SR- I MIS) was completed and adopted by Council on June 6, 2010. Other Important Objectives Land Use and Circulation Revisions. The traffic model update is substantially complete and was incorporated into the SR-1 MIS project. Final revisions to the forecast transit module will be completed by the end of January 2011. Evaluation of the Land Use Element policies and programs has begun. Greenhouse Gas Reduction and Energy Conservation.This work program is in progress. The City received $199,400 from the Energy Efficiency and Conservation Block Grant 3 2-16 Attachment ,j---�, MAJOR CITY GOALS INFRASTRUCTURE MAINTENANCE Objective. Sustain an effective level of core existing infrastructure maintenance such as streets, sidewalks, creeks and flood protection, as well as the protection and maintenance of other physical assets. Action Plan Task Current Revised Building Maintenance Projects 1. Fire Station 3 Shower Stall Construction,Police Annex Sewer Lateral Replacement, 19!19 Complete Carnegie Library Exterior Sealing,Laguna Lake Restroom Replacement 2. Meadow Park Roof Replacement, Santa Rosa Restroom Replacement 6/11 Playground Equipment Projects 1. Meadow ParlEand Throop Park playground Equipment Replacement 449 Complete 2. Meadow Park playground Equipment Replacement construction;Johnson,Santa 6/11 Rosa and Emerson Park playground Equipment Replacement design Street and Flood Protection Projects 1. Andrews Drainage System Design,Drainage Facility Design, 2/11 Street Reconstruction and Resurfacing Design, Sign Reflectivity Software and Equipment Purchase, Sidewalk Repairs,Sidewalk Ramp Construction,Warder} Bridge Resugesing and Street Light Pole Painting 2. Andrews Drainage System Permitting,Drainage Facility Construction, Sidewalk 6/11 Repairs,Pavement Area and Downtown Street Reconstruction and Resurfacing Design and Construction, Sign Replacements,Sidewalk Ramp Construction,Parking lot resurfacing,Street Light Pole Painting,Downtown Tree Management Plan Tree and Sidewalk work 3. Pavement and sidewalk maintenance by City staff Ongoing Utility Projects 1. Polybutylene Water Service Replacement,Waterline Replacement,Sewerline 6/11 Replacement,Raw Waterline Coating 2. Polybutylene Water Service Replacement,Waterline Replacement, Sewerline 6/11 Replacement,Water Treatment Plant Roof Replacement and Filter Media Replacement, ,Clarifier Recoating, Downtown Design Standards Complete review and modifications of Downtown design standards used in 6119 Complete infrastructure maintenance as part of the Council's Downtown Maintenance and Beautification objective Status Summary: 60% Complete. The following is a summary of accomplishments and important next steps for this goal. Due to a heavy workload in Engineering, and other factors such as the UPRR negotiations, Caltrans permit delays, detailed work to deliver a modified Downtown project, and neighborhood issues, some delay in project schedules has occurred. Staff are working to keep the new schedules for project delivery. 4 2-17 MAJOR CITY GOALS-- Engineering staff have also accelerated the delivery of the Upper Monterey Street reconstruction project to take advantage of American Recovery and Reinvestment Act (ARRA) funds from the RRST Phase 3 project, which has been put on hold. Building Maintenance Projects. The Fire Station 3 Shower Stall construction, Police Annex lateral replacement, the Laguna Lake restrooms, and the sealing of the Carnegie Library are complete. Park Projects. Design for the Santa Rosa restrooms is complete. The Meadow Park Roof project will be delayed until next year because a bidding issue prevented contract award. Construction is expected to begin in May 2011. Design is nearly complete for the Meadow Park playground equipment. The Throop playground equipment replacement project is complete. The design of the next projects has been delayed and is now expected to be completed in early summer 2011. Street and Flood Protection Projects. Marsh Street microsurfacing, along with some minor utility work, is largely complete along with the LOVR pavement repairs which were accelerated due to damage resulting from the wet weather. The Andrews Street drainage system plans are nearing completion, and staff will meet with the neighbors to discuss the projects this spring. Permitting for work in the channel is not complete and it is currently unknown if work will begin this summer or next. Higuera Culvert and Street Reconstruction projects are under design. Sidewalk repairs are complete. Staff has moved to the next paving area and are preparing for next year's street microsurfacing, as well as completing smaller scale full overlay maintenance work. The Warden Bridge resurfacing project was deleted by the Council. The street light pole painting work will continue with the Downtown beautification project. Two emergency Corrugated Metal Pipe (CMP) storm drain replacements have been completed where sink holes developed in the street and adjacent to a privately owned structure. Design is underway on three additional CMP replacement projects, and staff anticipate construction will begin in the spring of 2011. Utility Projects. Polybutylene service replacement project is complete and waterline replacement projects are underway. The Raw Waterline Coating project has been postponed. Clarifier recoating project is complete. The Digester repair project will take place during the summer of 2011 to take advantage of reduced plant loads. 5 2-18 Attachment.. MAJOR CITY GOALS TRAFFIC CONGESTION RELIEF Objective. Continue efforts on projects and programs which relieve traffic congestion, such as street modifications, intersection improvements, pedestrian improvements, bicycle facilities, trip reduction programs, traffic signal operations and public transit. Action Plan Task Current Revised Transit Service Levels 1. Maintain existing transit levels for local and regional services with uncertain Ongoing levels of State and Federal funding. 2. Implement recommendation in the Short Range Transit Plan if funding is Ongoing available. 3. Explore alternative fuel and vehicle type to offset operational costs. Ongoing Transit Improvements 1. Use federal and state capital funding to replace and upgrade vehicles. Ongoing 2. Use federal American Recovery and Reinvestment Act(ARRA)and state capital 64.9 12/10 funding to upgrade Automatic Vehicle Location(AVL)system for improved on time performance. 3. Use federal(ARRA)and state capital funding to improve the transit facility on 9" 4/11 Prado Road. Congestion Management Report Implement low cost recommendations of the Congestion Management Report. Ongoing State Route 1/13ighway 101 Work with San Luis Obispo Council of Governments(SLOCOG)and Caltrans 610 Complete regarding further planning for State Route 1 (Santa Rosa Street)including an alternatives assessment for US 101/State Route 1 interchange. Prado Road Extension Work with west side Margarita area property owners to implement phased Ongoing improvements to Prado Road. Signalization of US 101/Grand Avenue Intersection 1. Complete design. -5410 12/10 2. Begin construction. 74-0 3/11 3. Complete construction. 12/10 8/11 Los Osos Valley Road Interchange 1. Complete construction plans and specifications. Q40 6/11 2. Begin right of way acquisition. 6" Complete 3. Complete right of way acquisition. 6/11 4. Pursue additional funding. Ongoing 5. Implement phase improvements as new development occurs. Ongoing Traffic Model Update 1. Complete base year traffic model update. 694 Complete 6 2-19 Attach m9nL--,)_ • - CITY GOALS Task Current Revised 2. Recruit temporary or contract staff,or consultant assistance for traffic model Complete development. 3. Complete Traffic Model Update with existing Land Use scenarios. 6418 1/11 4. Identification and development of strategic revisions to the Land Use Element in 6/11 superseded sections. 5. Conduct traffic model assessments of various land use modifications for future 6/11 year forecasts and strategic revisions to the Circulation Element. Neighborhood Traffic Management Program Update Update the Neighborhood Traffic Management program to reflect current -'11$ 4/11 practices and principles. Aero Drive Realignment Work with the County of San Luis Obispo to relocate Aero Drive and signalize Complete access to San Luis Obispo Regional Airport. SLO County 511 Work with Rideshare to promote a new 511 traffic hotline. Ongoing Johnson and Buchon Intersection Improvements 1. Begin project design(combined scope of PismoBuchon neighborhood traffic 51" Complete management program). 2. Begin construction. 4049 2/11 3. Complete construction. 244 6/11 Tank Farm Road Intersection Improvements 1. Initiate design of Tank Farm Road widening project. 649 Complete 2. Complete project design. I QlI Q 6/11 3. Begin 6eRWHROOR 4444 4. 644 Railroad Safety Trail-Phase 3: Amtrak to Marsh Street 1. Identify alternative routes and present initial findings to the Council. 6/11 2. Pursue additional funding. Ongoing Railroad Safety Trail-Phase 4a: The Missing Link(Foothill to Cal Poly) 1. Complete construction drawings. Complete 2. Begin construction Complete 3. Complete construction 4/11 Railroad Safety Trail-Phase 4a: Foothill to Hathaway 1. Complete construction drawings. Complete 2. Begin construction Complete 3. Complete construction Complete Railroad Safety Trail Bridge: Highway 101 Crossing 1. Identify alternative routes and present initial findings to the Council. 6/11 2. Pursue additional funding Ongoing Bob Jones City-to-Sea Trail:North Connection to Prado Road 7 2-20 i'A"ttachnant a MAJOR CITY GOALS Task Current Revised 1. Pursue outside funding for trail connections. Ongoing 2. Complete construction drawings. 640 4/11 3. Complete construction. 9LI9 6/11 Bob Jones City-to-Sea Trail:Southern Connection to LOVR 1. Pursue outside funding for trail connections. Ongoing 2. Complete Caltrans permitting. 4/11 Bill Roalman Phase 11 Complete construction. Complete Madonna Road Bike Path Work with property owners and Caltrans to implement a new bicycle facility that 449 2/11 connects Madonna Road to Marsh Street. Mid-Higuera Widening Evaluate the costs and benefits of landscaped medians as set forth in the Mid-Higuera Complete Street Enhancement Plan and present results to the Council. Other Projects That Reduce Traffic Congestion 1. Complete curb ramps,on-street bicycle facility paving and striping improvements Ongoing in conjunction with City Street paving projects. 2. Implement Neighborhood Traffic Management projects. Ongoing 3. Construct curb ramps and install sidewalks. Ongoing 4. Conduct bi-annual vehicle and bicycle traffic counts. Ongoing 5. Complete miscellaneous bicycle facility improvements identified in the Bicycle Ongoing Transportation Plan,as resources permit. 6. Develop a list, in conjunction with the Bicycle Committee,of streets that would Ongoing benefit from increased street sweeping and coordinate with Street Maintenance to use miscellaneous sweeping hours,when available,to increase frequency. 7. Seek funding for the design and construction of bikeways and pedestrian paths Ongoing within the City. 8. Promote bicycling,walking and transit as alternative forms of transportation. Ongoing 9. Provide more bicycle parking through the City's"Racks with Plaques"program. Ongoing Status Summary: 60% Complete. The following is a summary of accomplishments and important next steps for this goal. 1. The City learned in June 2010 that the State implemented a Gas Tax swap and re-established some State Transit Assistance (STA) funding for FY 2010-11. SLOCOG programmed approximately $216,000 in STA funding for the current fiscal year to assist in transit operations. State TDA funding is still significantly below historic levels. 2. On October 5, 2010, the Council implemented a partial list of fare box modifications that adjusted the Trolley fare and deferred consideration of other fare increases until the 2011-13 Financial Plan process. 8 2-21 MAJOR CITY GOALS- 3. ARRA grant funding for transit improvements has been programmed, and projects are substantially completed or are in construction. The AVL system is approximately 98% complete, and the City is engaged in final testing mode for the on-line application. The fare box upgrade project is complete. The transit facility improvements are approximately 90% complete and the roof repairs are almost entirely complete. Modification to the facility to accommodate the double deck bus will be under construction in February 2011. Minor maintenance, such as oil changes, is currently taking place outside the facility in the parking lot. Final completion and close out of these projects has been delayed due to other competing priorities. 4. Work was completed on the SR-1 MIS project and it was adopted by Council on June 6, 2010. 5. Construction funding for the LOVR/Highway 101 interchange project was delayed by the California Transportation Commission (CTC) and is now scheduled for FY 2014-15. The City had requested that SLOCOG accelerate right-of-way (ROW) funding for the LOVR/Highway 101 interchange project but instead the City has advanced ROW funding for the project using TIFF in exchange for funding an equivalent amount in the construction phase of the project. ROW acquisition is on hold until the environmental issue is resolved. Plans, specifications and engineering (PS&E) for the interchange are approximately 60% complete; however, the project report still needs to be approved by Caltrans and processing of the PS&E is on hold due to environmental litigation between Caltrans and residents of the Los Verdes condominiums. This delays the approval of final construction drawings until 2011. Staff continue to work with Caltrans to resolve these issues and complete the design and environmental approvals for the project. 6. The draft update to the Neighborhood Traffic Management (NTM) Program has been completed and is circulating internally for review. Final Council review of these changes will be delayed until March 2011 in order to complete the design for the Buchon/Pismo/Johnson NTM and Laguna Village Shopping Center driveway issues. 7. The neighborhood vote on the Buchon/Pismo/Johnson NTM was adopted by Council on June 1, 2010. Design has begun on the public improvements, and construction will begin in early 2011. 8. The Tank Farm Road and Broad Street intersection improvements design project has been initiated and scoping of the project is underway. 9. Public improvement plans have been approved for the Prefumo Creek Commons project. Offsite improvement plans which include improvements to the intersection of Madonna/LOVR are being reviewed and. approval is anticipated in January 2011. The Target store is scheduled to open in late summer or early fall of 2011. 10. The Bob Jones Trail bridges project has been delayed as efforts are underway with Caltrans to coordinate the work with the LOVR Interchange project. Encroachment into the Caltrans right of way has been denied due to conflicts with the clear recovery area of the freeway. Revised conceptual plans have been submitted to Caltrans for a stand alone bridge facility to complete the southern connection. This project will cost substantially more than budgeted so staff will need to solicit additional grant sources for its completion. The design of the northern bridge connection (to Prado Road) is moving forward and should be completed in April 2011. 9 2-22 Aftachnn ant-.'L MAJOR CITY GOALS ' 11. RRST Phase 4a - the Missing Link is under construction and approximately 80% complete. The traffic signal work at the intersection of Foothill and California is delayed as UPRR reviews the timing changes to accommodate railroad preemption for the new crossing. 12. Measure H, a voter initiative to delete part of the Prado Road extension adjacent to the Damon- Garcia Sports facility, qualified for the November election. Staff made numerous presentations to community groups about the potential impact to future congestion relief efforts of the various specific plans and mitigating infrastructure. 13. Staff have received final confirmation from UPRR that a lease agreement for the RRST Phase 3 (Amtrak to Marsh Street) and Highway 101 Bridge is not possible as these projects are currently designed, which was based on UPRR approvals received in 2004. UPRR has reversed its earlier approval based on a corporate policy that does not allow any type of easement that would place activities closer than 40 feet from the centerline of the tracks. The bicycle path through this area had to be placed inside that limit. Staff will explore other options to complete the Trail in these two key locations and plan to present initial findings to the Council by June 2011. 10 2-23 MAJOR CITY GOALS-` ECONOMIC DEVELOPMENT y r ry Objective. In collaboration with Cal Poly, Cuesta and the business community, develop strategies to increase economic development including emphasis on head-of=household jobs and environmentally sustainable businesses. Action Plan Task nurrent Revised Business Retention and-Expansion(BRE)—Data Collection.and,Analysis 1. Finance&Information Technology(IT)hires Administrative Analyst. Complete 2. Develop Business Retention and Expansion(BRE)database using existing data Ongoing from city and external sources. 3. Conduct 72 business surveys(4 per month beginning January 2010). Ongoing 6/11 4. Update BRE database with information from surveys and existing sources of Ongoing information. 5. Use BRE data to produce a quarterly newsletter on business retention and expansion 940 Ongoing efforts. 6. Use BRE data to produce metrics about inquiries to the City. Ongoing 7. Work with Administrative Analyst to manage the BRE database,analyze the Ongoing information,produce metrics and disseminate information. 8. Continue to conduct 10 business visitations with Council per year. Complete 9. Continue to collaborate with Community Development on the Seismic Retrofit Ongoing Program. Identify Industry Clusters and Opportunities 1. Begin a series of forums to identify industry clusters and opportunities for job Ongoing growth drawing on expertise from the business,environmental,educational and governmental communities. 2. Draft a working list of industry clusters and opportunities. Ongoing 3. Present working list of industry clusters and opportunities to participants and foster Ongoing opportunities for continuing collaboration on the list and opportunities. Information Outreach 1. Identify changes that would make economic development information more Complete accessible to users of the City web pages.. 2. Work on web upgrades as time and staffmg constraints permit. Ongoing 3. Coordinate with available staff to periodically update the web pages with data to Ongoing market City as place to do business. 4. Explore ideas and opportunities to support the business community during the Complete economic downturn through strategic economic development initiatives program. 11 2-24 • O - CITY GOALS`. Task 5. Continue to contract with HdL and economic forecasters for data pertinent to Ongoing businesses. Collaborative-Economic Develo mentEfforts _ 1. Develop Strategic Economic Development Initiatives Program and recommend gagging Complete funding allocations to Council. 2. Participate with the Chamber of Commerce coordinated committee for collaboration Ongoing between business,government and universities. 3. Foster collaborative activities with the environmental community(including Ongoing ECOSLO,Sierra Club,and Land Conservancy)beginning with participation with the Chamber's Sustainability Committee. 4. Collaborate with Community Development and Finance&IT Departments to Ongoing explore opportunities for economic development action presented by AB 811. 5. Partner with tourism efforts to market the community as a place to do business. Ongoing Status Summary: 75% Complete. The following is a summary of accomplishments and important next steps for this goal. Business Retention and Expansion Efforts The City's business retention and expansion efforts have proven to be an important vehicle to let businesses know they are valued by the City. The meetings that occur through this program also generate information about the make-up of the local business community through a survey instrument. Although visits continue, they have slowed considerably as a result of competing responsibilities for Economic Development Program time and changes in partners to this effort. Currently at 24 visits, the remaining months will bring completion of the goal of 72 retention visits utilizing the help of the Chamber of Commerce Economic Development Committee and on-line surveying, thereby expanding the outreach effort beyond City and Chamber staff. Upon completion of the visits, broad brush data based on input from the 72 companies surveyed will be available. The focus of the work on this Major City Goal has evolved to include electronic outreach. Economic Development staff have utilized interns and support from other City departments to collect email addresses for one-third of in-City businesses. Collection of the addresses is an ongoing effort that pulls information from business license applications and other resources. At the start of the project, the program maintained no email data and this effort has now matured into a priority so that a reliable and robust group of business emails can be used as an effective communication tool for the Economic Development effort. With the ability to reach out electronically, targeted surveying has begun—separate from the retention visits effort—which enhances the data collection about the City's local business mix. An outgrowth of the effort to enable electronic outreach is the a-tips program. Originally envisioned as a newsletter with statistics about our community, the a-tip offers a quick way to get information out to the City business community on an "as-needed" basis and about a wide range of issues. Beginning in October 2010, two a-tips were issued as of November 1. 12 2-25 MAJOR . Business license data has been the target of another large effort. Elimination of inconsistencies and incorrect business coding is underway to make this database more reliable and useful. The transition of business codes from Land Use to the new system (Energov) is being scrutinized to assure consistency with the business licensing coding. The 2010 business visitation program has included visits to the large media outlets located in the City, KSBY and the Tribune; and to the two local energy efficiency related businesses, REC Solar and Phat Energy. The year's final two business visit sessions introduced a new format for business visits that will be considered for future visits. This format consisted of a forum setting to share expertise about local business from particular points of view. The first was a forum of local technology companies all part of the Softec organization. The following was a forum of commercial real estate professionals who talked about their experience regarding the pluses and minuses of locating businesses in San Luis Obispo. The Chamber of Commerce continues to be a partner in this activity. Seismic strengthening projects continue to make progress. Compliance with the current deadlines is being managed by the Building Division with assistance and outreach from Economic Development. With the July 1, 2010 deadline past, the Building Division has issued code enforcement letters for all buildings subject to the deadline but not completely strengthened. This has spurred action on the part of most of the building owners. Buildings qualifying for additional time via Council action on February 16, 2010 have entered into Agreements with the City for the additional time. The buildings that qualified for the 2012 deadline group by strengthening to Level A have started to come to life with owners looking at beginning their work. Industry Clusters and Opportunities The Economic Strategy planning effort undertaken by the Economic Vitality Corporation (EVC) for the County included identification of the clusters where job growth occurs, convening of focus groups, and identification of business needs for fostering business expansion and job growth within the clusters. The identified industry clusters are the growth industries of the County-wide economy. Given that clusters transcend City and even County boundaries, City-identified clusters were made to conform to those identified in the County's Strategic Economic Planning process rather than initiating a wholly separate process. The separate effort envisioned in this Major City Goal to identify industry clusters, as initially envisioned, was streamlined to make use of the efforts undertaken by the EVC and to facilitate coordination between County (EVC) efforts and those of the City. Targeted businesses in the City have been sorted by cluster to effectively accomplish outreach via the Business Retention and.Expansion program. In addition, business districts have been identified within the City using geographic information systems (GIS) to illustrate the locations of like businesses. This data can be used for marketing certain areas to growing or relocating businesses. Information Outreach The Economic Development web presence within the City of San Luis Obispo website remains an ongoing focus for improvements to facilitate access to information and organizations that assist businesses. These improvements are incrementally undertaken to update information and provide links to outside organizations of interest and utility to business. Utilizing the expertise of existing staff, changes continue to be accomplished. 13 2_2( Attachmgnt.� MAJOR CITY GOALS-- Although it was originally envisioned that the City would hire an outside consultant to provide expertise for web upgrades, alternative funding through the Promotional Coordinating Committee (PCC) became available for a fully separate website aimed at business owners visiting the City and looking for information and assistance in setting up shop here. The site is also intended to offer a"welcome mat"to any business looking for help. A contract for this work has been awarded to the Chamber of Commerce with the new site expected to go live in June 2011. This site will emphasize business to business concerns and will bring Chamber of Commerce and City Economic Development efforts together on the Web. The HdL Business Licensing database has become a source of statistics about businesses in the City. Information from the Business License database is also provided to the City's partners in economic development upon request. The ability to provide information about the total number of businesses, the types of businesses, and the changes in the business community has grown with the data being used for purposes beyond revenue collection. More information about new businesses is posted on the website and work by staff continues to enhance this resource. Collaborative Economic Development Effort The jointly sponsored "Collaboration" Committee, comprised of the City of San Luis Obispo, Cal Poly, the County, the EVC and the business community, has assessed the region and identified key factors for creating an entrepreneurial ecosystem here. By studying communities that are similar to San Luis Obispo, the key factors were identified and compared to factors already existing here. The strategic economic development initiative approved in concept by Council on July 21, 2009 has provided the City's portion of funding for this joint planning effort. Action steps are currently being formulated by the Committee with the overriding goal of creating jobs via support of emerging business. Businesses continue to rely on the City's partners for business support: Cuesta College's Business Assistance Center, now the Business and Entrepreneurship Center at Cuesta College; Mission Community Services Corporation, the EVC's revolving loan fund for City of San Luis Obispo businesses; and Service Corps of Retired Executives (SCORE). An emphasis on "green"businesses continues to drive program efforts to identify new business licensees with a focus on sustainability and to offer a welcome mat to all businesses, particularly green businesses. Work with the Chamber of Commerce Sustainability Committee was not an opportunity offered by the Chamber in 2010. As a result, staff continue to use all opportunities to foster relationships with local conservation organizations in addition to the work accomplished by Natural Resources staff. Finally, collaboration between the Economic Development Program and the City's tourism efforts is ongoing with an aim to maximize the effectiveness of both programs. The new contract for website development is a major crossover between the two City efforts. 14 2-27 MAJOR CITY GOALS PRESERVATION OF ESSENTIAL SERVICES AND FISCAL HEALTH Objective. Adopt a balanced budget that retains the City's fiscal health, preserves essential services and implements long-term productivity improvements and cost-reduction strategies. Action Plan Task Current Revised 1. Implement organization-wide savings recommended by community members and Ongoing City employees. 2. Continue to closely review and monitor the City's fiscal situation. Ongoing 3. Implement budget-balancing strategies adopted in the 2009-11 Financial Plan. Complete 4. Review and update as appropriate key infrastructure maintenance plans. a. Present Pavement Management Plan update to Council. Complete b. Review other plans for update as appropriate and present the results to the 6/11 Council. 5. Resume"best practice reviews"that focus on one to two significant internal control Ongoing areas annually that typically cross department activities. 6. Continue supporting pension reform. Ongoing 7. Implement ongoing"benchmark"analysis of key financial and outcome measures W 4 9 6/11 with comparable communities every two years. 8. Update the Property Management Manual:comprehensive review of our property Complete management policies and procedures,including property acquisition,sale and lease. 9. Continue evaluating contracting-out opportunities for cost reductions or service Ongoing improvements. 10. Maxie grant funding opportunities, including"Stimulus Package." Ongoing 11. Review Memorandums of Agreements. Ongoing 12. Continue succession planning efforts. Ongoing 13. Continue to develop,review,modify and implement Human Resources policies in Ongoing support of fiscal health. Status Summary: 70% Complete. The following highlights key accomplishments so far and important next steps: Implement Organization-Wide Savings Recommended by Community Members and City Employees. Many of these, such as deferring vehicle replacements, lengthening technology replacement cycles and reducing overtime and temporary staffing costs, were implemented as part of the 2009-11 budget- balancing actions. Departments continue to identify and implement cost saving measures on an ongoing basis. 15 2-28 Attachnd ant • • Continue to Closely Review and Monitor the City's Fiscal Situation. Staff have continued to issue timely interim reports on the City's overall fiscal condition, including an interim report on financial results for 2008-09; quarterly financial reports; quarterly sales tax reports; monthly transient occupancy tax (TOT) reports; and monthly cash and investment reports. We presented a detailed review of interim 2008-09 financial results and key fiscal trends to the Council on October 3, 2009. This included a recommendation to participate in the "securitization" of Proposition lA takeaway from the State, which the Council approved on October 17, 2009. The Comprehensive Annual Financial Report (CAFR) for 2008-09, which includes audited financial statements,was presented to the Council on December 15, 2009. A detailed review of the City's current financial position and revised projections for 2009-11 was presented to the Council as part of the Mid-Year Budget Review on February 23, 2010. As part of this review, the City implemented the "short-term budget-balancing actions" in the Fiscal Health Contingency Plan, which include: 1. Hiring freeze 2. Travel and training chill 3. Capital Improvement Plan(CIP)deferrals/reductions 4. Operating budget reductions 5. Consider use of reserves below policy levels 6. Other short-term savings as appropriate Specific budget-balancing goals included returning to the Council with $3 million in General Fund "stop gap" budget modifications as part of the 2010-11 Financial Plan Supplement in order to retain reserves at minimum policy levels of 20%of operating expenditures. The Council also received a comprehensive briefing on retirement cost trends and future outlook at this meeting. Staff presented a detailed Five-Year General Fund Fiscal Forecast to Council on October 19, 2010. This report included projections of an ongoing budget gap averaging $2.6 million annually over the next five years. These projections included steep increases in Ca1PERS retirement costs that are expected in 2013-14. Staff are currently engaged in a Service Prioritization Project which will give the community and Council another tool to compare and contrast services in deciding how to address this budget gap. During this process, staff will identify services the City provides to the community, rank these services according to an established set of criteria, and identify opportunities for cross-departmental efficiencies and program scalability. Department heads will meet in January 2011 to discuss the project results and identify reduction candidates for the 2011-13 Financial Plan. In a continuing effort to monitor and contain labor costs, staff negotiated agreements with four employee groups in November 2010. The one year agreements (January 1, 2011 through December 31, 2011) provide no cost of living increases or increases to the City's contribution towards health insurance costs. The agreements, approved by Council on November 16, 2010, save approximately$490,000 annually. The CAFR for 2009-10 will be presented to Council in January 2011. Implement Budget Balancing Strategies Adopted in the 2009-11 Financial Plan. All budget-balancing strategies have been implemented. 16 2-29 MAJOR CITY GOALS Present Pavement Management Plan Update. This was presented to the Council on October 6, 2009. Resume Best Practice Reviews. Staff performed two best practice reviews in 2009-10 on the petty cash and grant management policies. Candidates for future years include fare box collections; parking meter collections; construction change orders; new development-related fee collections; and Fair Labor Standards Act(FLSA) compliance. Update the Property Management ManuaL This was presented to the Council on May 18,2010. Maximize Grant Funding Opportunities, Including "Stimulus Package." Staff have pursued several "stimulus" grants as described in further detail on the City's webpage httn://www.slocity.ori/administration/econstim.ast). Departments continue to look for opportunities to pursue grants for which the City is eligible. Continue Succession Planning Efforts. The Succession Planning Steering Committee continues to meet bimonthly. The committee's work on improving the Educational Assistance Program was implemented July 1, 2009. The committee is now reviewing performance management rating scale standards and updating guidelines for performance appraisals to ensure constructive feedback is provided and received as part of the City's employee development process. Participation in CAL-ICMA Coaching webinars continue to be well attended, with post-call discussions facilitated by City staff. Employee Profiles and Lunch and Learn sessions continue to profile employee's career paths. During the 2009-11 Financial Plan, the City filled 26% of its job openings through the Employment Opportunity Program, the City's internal promotion program. 17 2-30 • ' • ' • : LAND USE AND CIRCULATION REVISIONS Objective. Initiate a focused revision to the Land Use and Circulation Elements. Action Plan task Current Revise 1. Recruit temporary or contract staff or consultant assistance for traffic model Complete development. 2. Develop traffic forecast model. 640 1/11 3. Evaluate effectiveness of existing Land Use and Circulation Element policies and 1211$ 3/11 programs and identify where changes should be considered. 4. Public outreach and input(throughout process). Ongoing 5. Identify and develop of strategic revisions to the Land Use Element and Circulation 6/11 Element where sections have been superseded. 6. Produce work program for Sphere of Influence areas and identify new programs that 6/11 may be warranted to address changing legislation. 7. Conduct traffic model assessments of various land use modifications for future year 6/11 forecasts and strategic revisions to the Land Use and Circulation Elements. Status Summary: 5% Complete The traffic model update is substantially complete and was incorporated into the SR-1 MIS project. Final revisions to the forecast transit module of the model are being completed with anticipated conclusion in January 2011. The modeling work will then be updated by staff(possibly via temporary/contract services) to be used in forecasting land use scenarios and changes. Work on this goal was partially delayed due to Measure H, a voter initiative to delete part of the Prado Road extension adjacent to the Damon-Garcia Sports facility, which qualified for the November election. Staff made numerous presentations to community groups about potential impacts to fixture congestion relief efforts of the various specific plans and mitigating infrastructure prior to the election which displaced work on this objective. Evaluation of existing Land Use and Circulation Element policies and programs has begun, but completion may be delayed depending upon budget reduction options and resource changes. Project initiation was delayed due to staffing losses and additional work associated with the Housing Element update followed by Historic Preservation Ordinance development. Staff anticipates review of the analysis by the Planning Commission in spring 2011. A more comprehensive update may be possible if the City is successful in receiving Proposition 84 grant funds. 18 2-31 Attachment igloo 11:4 lim • OPEN SPACE PRESERVATION Objective. Continue efforts to acquire, preserve, and protect open space, and develop a master plan for City-owned agricultural land at Calle Joaquin. Action Plan Task Current Revised Continued Open Space Acquisition,Preservation and.Protection 1. Secure grant funding for the acquisition of Froom Ranch and take ownership. 619 Complete 2. Participate in planning efforts that at a minimum include: (a)the Chevron Tank Ongoing Farm; (b)the Orcutt Area; (c)County property near General Hospital and the Filipponi/Twisselman property to the east; (d)the Filipponi/Denbow property at the end of Calle Joaquin;and(e)the Gap property on Los Osos Valley Road. 3. Continue implementation of elements of City adopted Conservation Plans for: Ongoing Johnson Ranch; South Hills; Stenner Springs;and the Bob Jones Trail. 4. Continue efforts to improve informational signage,trail signage,trail conditions and Ongoing environmental restoration programs. 5. Continue to participate and oversee City-sponsored or—directed mitigation projects, Ongoing including the Los Osos Valley Road interchange,Bob Jones Trail environmental enhancements,and various private mitigation and enhancement projects throughout the city. 6. Review open space"Conservation Guidelines"for consistency with Conservation 1909 2/11 and Open Space Element of the General Plan and recommend changes if appropriate. 7. Continue leadership role in management of the City's natural waterways through Ongoing Zone 9 projects,and provide administrative oversight to the Stormwater Management Program. Develop MasterPlan for Ci =Owned Agriculturid Land 1. Present a Project Plan for Council Review and consideration including Complete recommended task force structure. 2. Conduct and complete research on various public and quasi-public fanning models Complete (e.g.,Fairview Gardens). 3. Identify interested parties and groups. Hold a series of public input workshops to Complete identify various ideas for the use of City-owned agricultural lands. Develop an email group of participants and provide electronic information updates to this group. 4. Develop a project plan from initial public input that will outline the remainder of the Complete process. Hold a study session with Council to discuss project plan and public participation. 5. Complete public workshops on master plan for City-owned agricultural lands. Use Complete public input as the basis for drafting the master plan for the use of City-owned agricultural lands. 6. Draft a master plan for the use of City-owned agricultural lands. j 944 12/10 19 2-32 Attachment OTHER IMPORTANT b8JECTIVES Task Current Revised 7. Present draft master plan to: Stakeholders,Parks and Recreation Commission,and IQtIA 2/11 Planning Commission. 8. Present Master Plan for adoption by Council. 11119 3/11 Status Summary: 85% Complete. The following is a summary of accomplishments and important next steps for this goal. Secure Grant Funding for Froom Ranch Acquisition and Take Ownership. The property was acquired on July 28, 2010. Agricultural Master Plan for Calle Joaquin Open Space. This project is slightly behind schedule. The public workshops produced a "consensus" conceptual plan, and that plan is currently being drafted for review of environmental compliance. It is anticipated that there will be one more year of cover cropping. Staff anticipate completing a draft plan ready for circulation by the end of December 2010. In late February or early March 2011,the plan will be presented to Council for adoption. 20 2-33 GREEN HOUSE GAS REDUCTION AND ENERGY CONSERVATION Objective. Adopt and begin implementing a plan to reduce greenhouse gas emissions and conserve energy for municipal operations and the community. Action Plan task current Revised 1. Research Climate Action Plans from other jurisdictions and explore formation of an Complete energy facilities financing district. 2. Analyze green house gas(GHG)emissions inventory to identify GHG sources and Complete opportunities for reductions. 3. Review International Council for.Leadership and Environmental Initiatives(ICLEI) Complete best practices information. 4. Identify policies and programs already underway that address energy reductions. Complete 5. Develop"talking paper"for internal staff review and brainstorming including review Complete of Utilities Conservation Office role in the delivery and oversight of energy conservation programs. 6. Present review of progress to Council and adoption of reduction target. -7l-W 3/11 7. Develop website and information mailer. Complete 8. Implement public outreach and input(i.e. Earth Day event,mailers,interactive web Complete site). 9. Enter data and model alternatives. Complete 10. Prepare draft action plan. 640 3/11 11. Continue public outreach and input. 640 2/11 12. Present Action Plan for Council adoption. 944 6/11 Status Summary: 75% Complete. The following is a summary of accomplishments and important next steps for this goal. 1. The Council adopted a baseline Greenhouse Gas Emissions Inventory on September 15, 2009. This report summarizes the sources of emissions from both municipal operations and the community at large for the base year 2005. City staff applied for Recovery Act Stimulus funds in the form of an Energy Efficiency and Conservation Block Grant (EECBG) and received $199,400. The development of the Climate Action Plan and exploration of formation of an energy improvements financing district will be funded by$30,000 from this grant. 2. The City collaborated with the Cal Poly Climate Team to develop a draft Climate Action Plan. The Team submitted their preliminary audit of the City's policies, procedures and programs to understand where emissions reductions might already be occurring due to efficiencies implemented since 2005, and where future emissions reductions might be captured with implementation of existing programs. 21 2-34 -OTHER IMPORTANT b-13JECTIVES City staff reviewed and commented on the audit and the Cal Poly Team incorporated comments and convections in the draft plan. The Cal Poly Climate Team researched other communities' Climate Action Plans and met with City staff and toured City facilities. 3. The Team coordinated a kick-off meeting with the Planning Commission in fall 2009 and hosted a booth at three Farmers' Market events. 4. A website (SLOCOOL.org) was created, as well as a Facebook page. Two community forum workshops were held: one on November 19, 2009 and a second one on February 17, 2010. Information about the Climate Action Plan effort was included in the November utility mailer newsletter. The Chamber of Commerce is currently processing a survey to assess business receptivity to various energy-reduction strategies. Cal Poly submitted an administrative draft of the Climate Action Plan for City staff review at the end of May 2010. Staff evaluated the draft plan and has provided comments and strategy revisions for consideration. Additional work is required to analyze these revisions for their ability to help the City achieve the required emissions reductions prior to the draft being released for public review. Staff anticipates release of the draft plan in spring 2011. 5. The City initiated participation with the County under a statewide effort to create an AB 811 property-assessed clean energy program sponsored by the League of California Cities and California State Association of Counties to provide energy financing districts. This was formalized under the CaliforniaFIRST pilot program (which is organized around counties) which was successful in partnering in a state-wide application for State Energy Program (SEP) grant funds to assist with program marketing and off-setting program start up costs. City staff had participated in program development meetings when recent positions by Fannie Mae and Freddy Mac essentially put an end to this program. City and county staff are still collaborating on finding alternative ways to finance energy improvements until a more comprehensive solution is found. 22 2-35 e . s O . DOWNTOWN MAINTENANCE AND BEAUTIFICATION Objective. Expand Downtown beautification efforts to include enhanced maintenance and cleanliness, a review and upgrade of standards and phased physical improvements. Action Plan Task --C—urrent Revised Design Standards&Upgrades 1. Assemble all current downtown design guidelines and standards. Complete 2. Working with the Architectural Review Commission,review the current guidelines ;44 Complete and standards and revise or confirm the public improvement design strategy for the downtown including street furniture,trash and recycling containers,and regulatory signage,for Council consideration. 3. Develop costs,spending options,and sequencing options to bring the downtown up 640 Complete to new standards. 4. Develop a design and identify possible locations for a centralized news rack -/I" Complete enclosure to accommodate a range of different papers in a consolidated and uniform manner,for Council consideration,and possible funding approval. 5. Assess existing planters in the downtown for condition,including planter box,plant Ongoing material and irrigation,and develop funding request for the 2010-11 budget to improve appearances. 6. Install pedestrian level lighting,repair Mission Style Sidewalk and install other 6/11 upgraded improvements within selected areas of the Downtown. Signage , a e Develop a coordinated program for the City informational and directional signage 9 6/11 and recommend implementation plan. Solid Waste _-- Identify solid waste issues with the Downtown Association and Chamber of 6/11 Commerce and develop a work plan to address them. Facility Maintenance ----- . _. 1. Provide sidewalk scrubbing service and daily cleanup maintenance work. Ongoing 2. Implement the Downtown Tree Management Plan. Ongoing 3. GeWlete Warden Bridge msw&eing . 1&t-t6 4. Complete painting of existing street light poles. 344 6/11 5. Complete downtown street resurfacing projects. 444 Complete 6. Complete water and sewerline replacements. 444- Complete Status Summary: 60% Complete. The following is a summary of accomplishments and important next steps for this goal. 23 2-36 NOVI Aftachn� :OTHER IMPORTANT UBJECTIVES 1. Two Downtown walk-throughs have been conducted in order to understand the most problematic items and the highest priorities for upgrade: one with staff and one with members of the Chamber of Commerce and Downtown Association. An "all hands"meeting was held at the end of November to discuss a recommended approach to prioritizing and completing the improvements with the resources available to the City. 2. On December 15, 2009, the Council approved the Downtown Parking Space Conversion Process through Resolution No. 10139 (2009 Series). On March 4, 2010, the City's Sidewalk Cafe Ordinance became effective. 3. On December 7, 2009, Community Development and Public Works staff presented an update to the Architectural Review Commission (ARC) on the progress of the goal. The ARC discussed possible new standards for the design of news rack enclosures and trash/recycling receptacles in spring 2010, and adopted a resolution supporting an approved design, with direction to staff to make several modifications, on July 19, 2010. Staff produced new standards to reflect the ARC changes and will present them to Council for approval at the appropriate time. 4. Staff provided the Council with an update on the beautification efforts near the Wineman Hotel, as well obtained direction on the approach to Downtown improvements on February 23, 2010. 5. A new contract has been approved for the Downtown Sidewalk Scrubbing program, with revisions to allow for more frequent problem area scrubbing. 6. Painting of street light poles and Downtown Tree Management is being combined with other downtown projects to take place in early 2011. The Warden Bridge repair was deleted by the Council. Public Works staff has completed painting traffic signal poles and signal controller boxes in the Downtown. Downtown resurfacing is complete. The parking lot resurfacing project is almost ready for construction; however, businesses affected by the.work have requested that construction take place in summer 2011.. 7. Landscape planters surrounding public parking lots have been enhanced with soil amendment, new plants, and repaired irrigation supply under the current Parking Fund budget. 24 2-37 - - . - HISTORIC PRESERVATION Objective. Adopt a Historic Preservation Ordinance, and if funding permits in 2010-11, update the City's inventory of Historic Resources. Action Plan Task Current Revised 1. Review and evaluate draft historic preservation ordinance. Complete 2. Present draft ordinance for discussion with stakeholder groups. Complete 3. Complete public hearings on draft ordinance. 644 Complete If Funding Is Available 4. Contract for Historian and Architect to lead inventory. No funding available 5. Train volunteers. No funding available 6. Conduct historic survey. No funding available 7. Hold public hearings for consideration of nominated properties. No funding available Status Summary: 95% Complete for funded action On November 9, 2010, the Council voted to approve a revised draft of the proposed Historic Preservation Ordinance and updated Historic Preservation Program Guidelines. City staff worked with several community members to address concerns associated with the draft documents after the Cultural Heritage Committee endorsed the drafts for approval. The Council directed further changes be made and the draft documents received majority support after three Council hearings. To date, no funding has been identified to conduct additional historic surveys or inventories. 25 2-38 The following provides brief status reports on Objective. Update master plan and develop "Other Important Objectives" for 2009-11. recommendations to renew the urban forest and plant more trees. Creek and_ Flood Protection Status Summary: 100% Complete. The Objective. Advance Mid-Higuera flood Council approved matching funds to complete a protection improvements by seeking Zone 9 Street & Park Tree Inventory and to purchase funding to complete design, obtain approvals software to manage the Street & Park trees in and make progress toward construction as the City. The Tree inventory is now complete, resources will allow. and Urban Forestry staff will use the new software to maintain and update the list. Staff Status Summary: 15% Complete. As would next like to complete an Urban Forest recommended by the Zone 9 committee, the Management Plan for the trees in the City, Board of Supervisors approved additional including parks, open space, private property funding for the completion of technical studies and street trees. However, the staffing and necessary for the environmental document. The financial resources needed to complete this task County Environmental Division completed the are not available at this time. studies early due to regulatory agency concurrence on species issues. Staff are now Staff completed a major replanting to replace working on preliminary design concepts. trees blown over during the heavy wind storm of October 2009. Staff also replaced trees removed Skate_ Park as part of the sidewalk repair program and planted nearly 60 trees as part of a free tree Objective. Develop plans and specifications program in fall 2010. and seek funding to construct a skate park. Homeless Services Status Summary: 60% Complete. Draft plans for the skate park are presently undergoing the Objective. Identify and pursue opportunities to City's development review process. implement the "Ten-Year Plan to End Chronic Consideration of the park plans will occur Homelessness." before the Planning Commission and ARC in late fall 2010 or early winter 2011. Status Summary: 30% Complete. The Homeless Services Oversight Council (HSOC) Staff submitted a grant application for was created on June 2, 2009, and meets monthly Proposition 84 funding (2008 Statewide Park in an effort to coordinate the efficient provision Development and Community Revitalization of homeless services in the County. The HSOC Program) on March 1, 2010. Unfortunately, the is envisioned by the "Ten-Year Plan" as an City was not successful in this highly organization that can plan, advise and advocate competitive grant cycle. Staff continue efforts for homeless services in the County. The City's to raise additional funds for the project through Police Chief, Deborah Linden, currently serves a variety of fund raisers including: movie nights, as the HSOC Vice-Chair and Council Member a concert at the Jack House, and the ongoing Ashbaugh is an HSOC member. The City's "Buy a Brick Build a Dream" campaign for the Housing Programs Manager attends meetings as park. necessary to report on City program activities that improve homeless services. On January 20, Urban Forest_ 2010, staff made a presentation to the HSOC regarding the Homeless Services Campus proposed for 3451 South Higuera Street; 26 2-39 Attachm�� a adjacent to the County Department of Social Monterey Street, within and adjacent to the Services. The City has processed entitlements project, no progress has been made in moving to permit the site as a replacement for the the project closer to construction due to the Maxine Lewis Homeless Shelter, and the economic climate. Construction on the Prefumo Airport Land Use Commission approved the site Creek Commons project including the Target in February2010. The facility is programmed to store is well underway. In addition to Target, provide coordinated homeless services, construction on the new location of the Mac including day services, overnight shelter, case Superstore has begun. Olive Garden, also a part management and limited health services, of Prefumo Creek Commons, is expected to consistent with the objectives of the "Ten-Year follow with entitlements granted soon. The Plan." In late October 2010, the Community Downtown vacancies continue to persist, Action Partnership of San Luis Obispo including the renovated space in the Wineman (CAPSLO) became the project applicant and the Hotel. The economic downturn has proved to organization that will move the campus forward be daunting for larger commercial spaces in the into the next phase. downtown with vacancy rates pushing down per square foot rates. The following summarizes the status of "carryover" Major City Goals and Other OTHER COUNCIL OBJECTIVES Council Objectives from the 2007-09 and 2005- s` 07 Financial Plans. In several cases, "carryover tasks" have been incorporated into the Major Waterways Management Plan City Goals (or "Other Council Objectives") for Implementation Program 2009-11, and as such, they are not repeated in this section. Objective. Upon completion of the Waterways Management Plan, adopt an implementation MAJOR CITY GOALS program. Status Summary: 100% Complete. The Economic Development. "Record of Decision" by the Army Corps of Sales Tax and TOT Revenues Engineers is now complete. Staff is now implementing projects under the program Objective. Encourage and promote projects and outlined in the Plan. programs that will increase sales tax and transient occupancy tax revenues. Laguna Lake Dredging Study Status Summary: 80% Complete. The Objective. Develop options and decide future Economic Development Program continues to of Laguna Lake, and begin implementation of highlight businesses and business issues via the approved dredging plan. City/Chamber of Commerce Business Visitation Program. Work in support of Garden Street Status Summary: 100% Complete. The Terraces has included renegotiation of the Laguna Lake Environmental Document was Development Agreement for the use of parking approved by Council on December 1, 2009, lot 2 as well as certification of the Final completing the study phase of this project. Environmental Impact Report. The project is Council has directed staff to prepare a CIP now being redesigned in accordance with the budget request for the 2011-13 Financial Plan. environmental document. The Chinatown Project received final approvals in November Tree Planting and Maintenance 2009. Although there are new businesses along 27 2-40 a '10kAttachm O Me]s Objective. Boost tree planting and properties into the City will be to address the maintenance. airport property itself. Including the airport may significantly alter the timing anticipated for Status Summary: 100% Complete. The Phase 1B. City's tree crew continues to plant vacant wells as they develop and recently assisted in a second Broad Street Corridor Plan neighborhood tree planting event on Higuera Street. Additional trimming funds allocated as Objective. Adopt and implement a plan for part of the 2007-2009 Financial Plan were South Broad Street corridor planning and reduced for 2008-09 on September 30, 2008 as improvements.. part of the budget balancing activity. The additional funds were used in 2008-09 to Status Summary: 80% Complete. The focus accomplish additional tree trimming. group that helped develop the plan is still active in the process and has provided input to current Airport Area Annexation projects within the plan area. The detailed traffic study is complete and was reviewed by Objective. Annex the Airport Area. the Planning Commission. After staff evaluated overall densities associated with reducing Status Summary: 100% Complete for Phase development to address traffic impacts, it 1A. The Local Agency Formation Commission became clear that amending development (LAFCO) completed the annexation process for densities would result in less development than 626 acres associated with Phase IA of the currently allowed. In addition, Utilities staff annexation area. The map and certificate of identified waste collection system issues that annexation was delivered to the State Board of needed to be evaluated to ensure orderly Equalization and the land was officially added development could occur. Staff is proceeding to the City boundary on July 25, 2008. with subsequent evaluation to ensure the project goal of mixed use and infill development is Discussion with property owners in the Phase reflected in the revised draft plan. This may 113 area was conducted in early 2009. The trigger the need for an Environmental Impact proposed development of the Chevron property Report (EIR). Staff anticipate completing the will result in an amendment to the Airport Area revised draft in spring 2011, with development Specific Plan (AASP). That project is in the of a draft EIR to be completed by fall 2011. Environmental Impact Report (EIR) preparation stage and City and County staff are collaborating in the review of the project. The public review draft of the EIR, along with the scope of work for a financing plan, shall be underway in early 2011. Annexation of the Chevron property will provide another key piece of the Airport Area annexation. Discussions with LAFCO staff have indicated that LAFCO would prefer the City pursue annexation of the entire remaining area including the San Luis Obispo County Regional Airport, but would support phased annexations as needed. This issue is significant because several areas of the AASP are not contiguous to existing City boundaries and the only way to bring those 28 2-41 �4tacFa�aew� STATUS OF CIP PROJECTS As of November 1, 2010 city of SAn Luis OBISPO Z-42 STATUS OF CIP PROJECTS As of November 1, 2010 TABLEOF • INTRODUCTION Overview 1 Report Organization 1 Findings 2 Summary 3 STATUS REPORTS Major CIP Projects 4 All CIP Projects Construction or Acquisition Completed Capital Outlay Fund 5 Special Revenue and Other Capital Project Funds 6 Enterprise Funds 7 Construction or Acquisition in Progress Capital Outlay Fund 8 Special Revenue and Other Capital Project Funds 9 Enterprise Funds 9 Design Completed: In Bid Process Capital Outlay Fund 11 Special Revenue and Other Capital Project Funds 11 Enterprise Funds 11 In Design Capital Outlay Fund 12 Special Revenue and Other Capital Project Funds 13 Enterprise Funds 13 Under Study Capital Outlay Fund 14 Special Revenue and Other Capital Project Funds 14 Enterprise Funds 14 2-43 INTRODUCTION OVERVIEW The purpose of this report is to provide the Council with a concise yet comprehensive summary of the status of the City's Capital Improvement Plan(CIP)projects. The Good News: Projects Are On Track. This is not surprising, given the excellent progress staff are making in achieving the CIP goals;the in-depth analysis focused on CIP when approved by the Council; and ongoing monitoring of the status of the CII' program. As discussed in greater detail below, excellent progress is being made in achieving the CIP goals: of 246 projects that have been financially active in 2010-11: Status of CIP Projects 1. 61%(15 1) are either completed or ❑ Design ❑ Under under construction. Complete:In Construction/ Bid Acquisition Process 32% 2. 3%(8) are in the bid process. 3% 3. 23%(56) are under design. ®Under Design 4. 13% (3 1) are under study, in many 23% cases with preliminary work completed and now ready for the design phase. ■Constructiont ❑Under Study Acquisition 13% Complete REPORT ORGANIZATION 29% Status of Major City Projects This one-page chart concisely presents the status of progress to-date on 22 major CIP projects by presenting the"percent complete"based on the phase that it is in: construction, design or study. As reflected in this summary, staff are making excellent progress on the major CII'projects. Status of All CIP Projects This report summarizes the status of all 246 CIP projects with financial activity in 2010-11 organized as follows: Project Status. Projects are first presented in one of five"phase"categories: 1. Under study 2. Under design 3. Design completed: in the bid process 4. Construction or acquisition in progress 5. Construction or acquisition completed Each project shows the "percent complete" within the phase along with the year that the Council approved funding for that phase. 1 2-44 INTRODUCTION Primary Funding Source. Within the `phase," projects are then presented by their primary funding source: I. Capital Outlay Fund(Along with grant 10. Parkland Development Fund funds,the General Fund is the primary 11. Fleet Replacement Fund(Along with funding source for this fund.) interest earnings and sale of surplus 2. Community Development Block Grant property,the General Fundis the primary (CDBG) Fund funding source for this fund.) 3. Law Enforcement Grant Fund 12. Water Fund 4. Public Art In-Lieu(Private Sector) 13. Sewer Fund 5. Transportation Impact Fee Fund 14. Parking Fund 6. Los Osos Valley Road Impact Fee Fund 15. Transit Fund 7. Airport Area Impact Fee Fund 16. Golf Fund 8. Affordable Housing Fund 17. Whale Rock Reservoir Fund 9. Open Space Protection Fund Within each fund, projects are organized by functional area: public safety; public utilities; transportation; leisure, cultural and social services; community development; and general government. Priority Criteria. For each project, information is included about the "high-priority" criteria used by the CIP Review Committee in initially evaluating CIP budget requests before recommending them to the City Manager for approval by the Council: 1. Does it help achieve a Major City Goal? 2. Is the project needed to meet significant public health or safety concerns? 3. Is there significant outside funding? 4. Is it needed to adequately maintain,repair or replace existing infrastructure, facilities or equipment? 5. Will it result in significant operating cost savings or productivity improvements? 6. Is it required to meet state or federal mandates? 7. Is it needed to meet the City's public art policy or funded through the private sector public art in-lieu fee? FINDINGS As reflected in this summary, virtually every project in the design or study phase meets at least one of the "high-priority" criteria (and many meet more than one). This is not surprising, given the high-level of scrutiny that each received before being approved by the Council, and the detailed reviews already undertaken in the efforts to free-up CIP funding for higher-priority needs. 2 2-45 INTRODUCTION Based on the detailed review of the status of the CIP and priority criteria, no projects surfaced as candidates for deferral or deletion at this time. Nonetheless, undertaking this type of detailed review on an ongoing basis is an important part of effective CIP management. SUMMARY This detailed review of current CIP projects shows that staff are making excellent progress in the CIP goals, and that the projects underway continue to make sense from a priority and policy perspective. This review did not surface any projects that could be deferred or deleted, largely due to staff's ongoing review efforts and the high-level of scrutiny that each project received before being approved by the Council. Nonetheless, as noted above, undertaking this type of detailed review on an ongoing basis is an important component of effective CII'management. 3 2-46 NOVEMBER 1, 2010 ICIP STATUS AS OF Percent Complete 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% UNDER CONSTRUCTION ON Dispatch Center Radio System Upgrade Railroad Trail: Phase 4a: Foothill to Hathaway Roller Hockey Rink Expansion 7-7iUNDER DESIGN G Railroad Trail: Phase 3: Amtrak to Marsh Street Johnson/Buchon Intersection Downtown Improvements LOVR Interchange Tank Farm/Broad Intersection Bob Jones Trail: Bridge Connections Gateway Paving: Monterey Street Downtown Paving: Marsh Street Andrews Creek Bypass Higuera Culvert Repair Skate Park Construction Santa Rosa Park Restroom Replacement SPRR Freight Warehouse Rehabilitation Water Reclamation Plant Improvements Telemetry System Improvements Railroad Trail: Bridge Over Hwy 101 a 77- 2-47 � CnXr- -0 mZ m V1 fn TI S930mr, _mm0 n � Cmmv = DD '0 0 m m O O 01 O m 01 0 N .5 0 � O -N' 10 O' = c m c 0 7 7 C@ O • x � c3o ° Z0 � � � 0 C m = mmQ3aama 3 = o � � 3 rs � y o � � � CO 'm o m cmc m o o ■ o _xm m o: m p5. - c (ncn � m m 0 0 0 o O c vci m c� m w 0 'mCD Sr 3 -, O W j w a, 3.nP S o n O '0 x y D A m o m m. 3 m mm o CO07 to 61 - � a DAC m 0 m � � � m °Cp d n X x F m m m mo o = m c m 4 p ■ o v 3 v o = - m o m o 2 CD CD �. � m0im � momma CO -0 � ° a T = � CDCL 3 ; O. 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C 0 = 0 x x EL m m m �• w A O T X X m N m o m m 0 X X X X X } v ri N mm 0 O Z 0 w 14 2-57 ABChmSgt.3. -o - cccco § � ■ < oowM = A K& § § / / / 2P ) % 2i \ § 7 # 2 r \ mac ( / � E % 2 \ % / - C ■ ( k pr CL= E c5, F cl ( C)a)0 M = c � � ICL § e $ E ƒ M § \ CD mM q � ( « \ kUIn CDcW \ } � � 0 Q / CD - r0 § a 0 � � ! 0 _ ' q 4 # ( ■ \\ jm (� ® %f) § & \ . \' ! �) cD 00 CD 29 = 4 ƒ § » § \ 000e § f } 77 S 2CA p § E . ] , E ! ) » � \ \ k § ri § 2 § ] 0 \ P \ C) mCD X77 ( k % } / § U3 CD § 2 } & ¢ cn • # ( ! & E cr 0 ! ° 222 7 § _ 2 ( 2 ( ( ( ( 20 ; \ . x , . � x [ . � 0 ( .\ � \ J 15 R8 A44acFamqaa4ATTACHMENT 4 � Status Report on General Plan Implementation Programs and Land Use and Circulation Element Update Options December 2010 city of san lues osIspo 2-59 ........... 4 Status of General flan Implementation fro Hymen Land Use and Circulation Element Update Options TA,BL.E OF • Introduction Overview 1 Status of General Plan and Area Plan Implementation Programs 1 Report Organization 2 Findings 3 Land Use(LUE) and Circulation (CE) Element Update Options 6 Option 1: Comprehensive LUE and CE Update Using Grant Funds 7 Option 2: Continue Focused Update By Developing Existing Conditions Analysis 8 Option 3: Continue Focused Update With Healthy Cities Analysis 10 Option 4: Focus on Existing Long-Range Planning Work Program 10 Summary 11 Status of General Plan Implementation Programs by Element Land Use Element 12 Housing.Element 14 Circulation Element 16 Conservation and Open Space Element 17 Noise Element 20 Safety Element 20 Parks and Recreation Element 21 Water and Wastewater Element 21 Status of Area Plan Implementation Programs Orcutt Area Specific Plan 22 Mid-Higuera Area 24 Railroad District 25 Airport Area Specific Plan 26 Margarita Area Specific Plan 27 Draft Project Plan: Land Use and Circulation Element Update Options Excerpt from August 8, 2008 Council Agenda Report 31 Focused update proposal—Options 2 and 3 43 Vacant Land: Non-Residential Zones Map 45 Long Range Division Work Assignments 46 2-60 M.8 INTRODUCTION OVERVIEW The purpose of this report is two-fold: 1. Provide a concise yet comprehensive summary of the status of all General Plan implementation programs as well as implementation programs for four key "area" plans: Downtown, Mid-Higuera Area, Railroad District and Airport Area. 2. Follow-up on the 2009-2011 Council-identified Objective to evaluate cost-effective options to conduct an update to the General Plan Land Use and Circulation Elements. A project plan and estimate of costs for comprehensive updates to both elements was presented to the Council in August 2008. Options are presented in this report. STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS The following schedules provide a concise yet Status of General Plan Implementation Programs comprehensive summary of the status of all General o High Plan implementation programs. As discussed in a% greater detail below, of the 448 individual ®Medium O Complete e 15% '' or Ongoing implementation programs in the General Plan, 76/0 76% (341) of them are completed or have been integrated Low :, , into the City's ongoing operations. While the '% overall percentage of implemented programs has dropped since the last Financial Plan reporting, it is ©Incomplete a reflection of two elements that have been updated Programs - with new programs within the last year: the 2A% Housing Element and the Water and Wastewater Element. Given the ambitious nature of our General Plan and its thirty-year time horizon, we believe that this represents significant progress in achieving General Plan goals. Of the remaining 107 programs that are not yet complete, we have classified: E Six of them as being relatively easy to achieve from a resource perspective. 0 34 as being difficult to achieve. ® 67 as being somewhere in between. Report Focus: Why Report on the Status of Programs? The City's General Plan is composed of a "building block" hierarchy of goals, objectives, policies and programs. Goals and objectives are direction-setters. They describe desirable conditions and preferred outcomes as they are applied to specific situations. Goals are generally not quantifiable, time-dependent or suggestive of specific actions for their achievement. Objectives generally state an intermediate step toward attaining a goal. Policies are typically more specific statements that guide decision-making. 1 2-61 INTRODUCTION Programs are actions that implement goals, objectives and policies. As such, monitoring our progress in implementing General Plan programs is an excellent way of monitoring our progress in achieving General Plan goals and objectives. And for this reason, it is the focus of this report. Report Organization General Plan Element& The report first organizes each of the implementation programs into one of our eight General Plan elements: ■ Land Use (LU) ■ Housing(H) ■ Circulation (CI) ■ Conservation and Open Space(COSE) ■ Noise (N) ■ Safety(S) ■ Parks and Recreation (PR) ■ Water and Wastewater(WW) Implementation Program Summary. A short "one-line" narrative is provided for each implementation program, referencing the specific General Plan Program number. (Each program is assigned a "line number" solely for easy internal reference within the report itself.) Lead Department. The lead responsible for implementing the program is presented. (In many cases, several departments work closely together in implementing the program; this simply indicates which department has the lead role in coordinating program implementation.) ® Administration (ADM) ■ Community Development (CD) ■ Finance& Information Technology(F&IT) ■ Fire(FD) ■ Parks and Recreation(P&R) ■ Police(PD) ■ Public Works (PW) ■ Utilities (UT) Implementation Status. All programs are organized into one of two major"status" categories: O If it's complete (or will be complete by June 2011) or has been integrated into City operations as an ongoing program, this is noted with a"C" (complete) or an "O" (ongoing) in the first status column of the summary. For easy reference, within each element, completed programs are listed first in the summary, followed by those that are ongoing. © If it won't be completed (or become an ongoing program) by June 2011, then we have rated how difficult it will be to complete on an "order of magnitude" (qualitative) basis using the following coding: 2 2-62 INTRODUCTION• , • Low (L): Minimal staff effort and no consultant assistance will be needed to complete the analytical work and coordinate stakeholder-public outreach. While this is a qualitative assessment by the lead department, this generally means that less than 80 hours of staff work and no additional budget resources will be needed to implement the program. Medium (M): Significant staff effort, some consultant assistance or supplemental funding for operations or capital projects will be needed to complete the analytical work and coordinate stakeholder-public outreach or implement the program. Again, while this is a qualitative assessment by the lead department, this generally means between 80 to 500 hours of staff`work and/or up to $25,000 for added budget resources will be needed to implement the program. High (H); Major staff effort, consultant assistance or supplemental funding for operations or capital projects will be needed to complete the analytical work, coordinate stakeholder-public outreach or implement the program. Generally, this means that more than 500 hours of staff work and/or more than $25,000 for added budget resources will be needed to implement the program. For easy reference, within each element, the incomplete programs follow those that are complete/ongoing, with the "low" difficulty programs listed first, followed by those that are "medium and high." Area Plans. "Area plans" like the Railroad District Plan are not General Plan Elements. However, each of the five area plans adopted by the Council that have "implementation programs — Mid-Higuera Street Enhancement Plan, Railroad District Plan and Airport Area Specific Plan, Margarita Area Specific Plan and Orcutt Area Specific Plan — are closely linked to the General Plan implementation. Accordingly, the status of"area plan" implementation programs is also provided in this report. They are organized in the same manner as the status report on General Plan program implementation. Findings General Plan Programs Status Summary. As noted above, 79% of the City's General Plan implementation programs have been completed or integrated into the City's day-today operations. The following is a more detailed summary of the status of General Plan implementation programs by element: Summarv: Status of General Plan Implementation Proarams General Plan Element Complete or Difficulty to Complete On ing Low Medium Hi h Total No. Pct No. Pct.,. No. Pct. No. I Pct. Land Use 52 71% 0 0% 13 18% 8 11% 73 Housing 43 55% 3 4% 31 40% 1 1% 78 Circulation 49 75% 2 3% 9 14% 5 8% 65 Conservation&Open Space 100 85"/0 0 00/0 8 7% 10 8% 118 Noise 4 100% 0 0% 0 0%_ 0 0% 4 Safety 33 1 97% 1 0 0% _ 1 3% 0 0% 34 3 2-63 � �C70 U� �U tl tb NTRODUCTION Parks and Recreation 36 93% 0 0% 0 0% 3 7% 39 Water and Wastewater 24 65% 1 2.5% 5 13.5% 7 19% 37 TOTAL 341 76% 6 1% 67 15% 34 8016 448 As reflected above, there are very few "low effort"programs remaining. Resource Requirements. Based on our qualitative assessment of the resources need to complete the implementation of the remaining programs, the following is a "high-level" assessment of the staff resources and added budget resources that will ultimately be needed to complete these programs at some point: Remaining Staff Effort Other Added Pro rams =34 Cost** Resources Total Low Difficulty 6 $39,000 $0 $39,000 Medium 67 $1,577,300 $1,675,000 $3,252,300 High 34 $3,201,600 $3,400,000 $6,601,600 Total 107 $4,817,9001 $5,075,0001 $9,892,900 *Annual full-time equivalent(FTE) **Includes salary, benefits&indirect costs But What's Their `Value?" These summaries show which programs remain undone and the "order of magnitude" resources that would be needed to complete them. However, they do not address their relative value to the community compared with the effort that would be required to complete them. For example, it might be tempting to direct our resources to finishing-up the "low or medium difficulty" programs to get them off our plate. However, this should be weighed against the value likely to be derived. In this case, we might have a greater impact in improving the community's quality of life if we focused the same level of resources towards accomplishing a fewer number of "high value" (but relatively higher effort) programs. On the other hand, we would want to avoid undertaking high-effort but lower-value programs. In his book The Seven Habits of Highly Effective People, Stephen Covey presents a paradigm for assessing these "value versus effort" trade-offs, which can be summarized as follows in the context of allocating resources towards completing General Plan programs: 4 2-64 INTRODUCTION r. 3 O J Quadrant A Quadrant B Low Effort, High Value Low Effort, Low Value H O LL LL W Quadrant C Quadrant D High Effort, High Value High Effort, Low Value s _m x High Low VALUE In this model, we would want to first go to those programs falling in "Quadrant A:" low effort but high value." (These are the proverbial "low hanging fruit.") After this, Quadrants B and C are a "toss-up." However,in all cases, we would want to avoid any programs that might fall into Quadrant D. Ultimately, assessing the value of individual programs and directing resources towards completing them is the Council's decision (and in the final analysis, this is what the City's goal-setting and budget process is all about.) However, the staff can prepare an "order of magnitude" assessment of those programs we believe would have the most near-term benefits relatively quickly if the Council believes that this would be helpful background information in the goal-setting process. Area Plans Railroad District Plan Programs Nine of the forty-one Railroad District Plan implementation programs have been completed or integrated into ongoing programs. Of the remaining thirty-two programs that are not yet complete, we have classified two of them as "medium"difficulty and thirty as"high." Mid-Higuera Area Enhancement Plan Programs While work has been done toward implementation, none of the twenty-four programs set forth in this long term plan have been completed. We have classified two of the twenty-four programs that are not yet complete as "medium"difficulty and twenty-two of them as "high." Airport Area Specific Plan Programs Of the twenty-nine programs set forth in this plan, twenty have been integrated into ongoing programs. We have classified one of the remaining nine programs that are not yet complete as "low"difficulty, two of them as "medium" and six as "high." This Specific Plan is undergoing an update as part of the 5 2-65 Attachnne INTRODUCTION Chevron Remediation and Redevelopment proposal and these programs will be updated as part of the process. Margarita Area Specific Plan The Margarita Area Specific Plan was adopted in October 2004 and accommodates 868 dwelling units and about 900,000 of business park development. Three subdivisions have been approved for a total of 300 residential lots and several commercial developments have been approved. Many of the programs listed in the plan are dependent upon actual construction taking place since they will be implemented with development however two of the 86 programs have been completed: the dedication of the South Street Hills and the construction of the Damon-Garcia Sports Field complex. Orcutt Area Specific Plan Final action was taken in March 2010 to approve the Orcutt Area Specific Plan which accommodates nearly 1,000 new residential units and some 15,000 sq ft of commercial retail space. Subsequently, the City filed a request with the Local Agency Formation Commission to annex the entire specific plan area. None of the 93 programs identified has yet to be completed because the programs specify conditions that will be accomplished by development occurring in the area. The programs are listed as "ongoing' because the programs will apply to any development in the area once it is annexed and subdivision and development proposals are submitted. LAND USE AND CIRCULATION ELEMENT UPDATE OPTIONS Previous Council Direction The City's Land Use and Circulation Elements were last comprehensively updated in 1994. Over the last few years, the Planning Commission has identified updating the two elements as a desired work program item in order to keep these key components of the General Plan up-to-date. In August 2008, staff presented to the Council a proposed work plan for a comprehensive update of the Land Use and Circulation Elements in preparation for the 2009-2011 Financial Plan process (Page 31). The presentation described tasks, timing, cost, and staff resources needed to complete a comprehensive update of the two elements. Later that fall, staff presented several options to a comprehensive update for Council consideration and ultimately, Council identified a limited option of initiating a focused revision to the Land Use and Circulation Elements as an Other Important Objective as part of the 2009-2011 Financial Plan. The adopted work scope for this objective was described as the following: Phase I: 1. Upgrade the traffic model to enable multi-modal forecasting of circulation impacts (1/11). 2. Evaluate the effectiveness of existing policies and programs of the Circulation and Land Use Elements (3/11). 3. Scope the extent of revisions required to address outdated sections of the Land Use and Circulation Elements (6/11). 4. Evaluate Sphere of Influence areas and develop work programs if necessary for these areas (6/11). 6 2-66 Attachum MLL INTRODUCTION. • 5. Identify new policies and programs that may be warranted to address changing community needs or legislation (6/11). Phase II was anticipated for 2011-2013 and included initiating limited updates to the Land Use and Circulation Elements. Status of Objective The traffic circulation model has been updated and additional model modification to enable multi-modal forecasting ability is slated to be complete by early 2011. Land Use and Circulation Element programs are being evaluated to determine their status and effectiveness. A policy report documenting these findings will be scheduled for Planning Commission consideration in Spring 2011. As part of the policy report, staff will outline the extent of revisions required to address outdated sections of the Land Use and Circulation Elements and to reflect changes to state law. Options for Next Steps in the Update There is still a need to update the Land Use and Circulation elements, if only to remove outdated provisions and completed programs. However, the scope of an update process is dependent on cost and resources available. The previous Council direction to produce a focus update was based on the resources expected to be available. Staff has outlined several options below for consideration in advance of the 2011-2013 Financial Plan process. Option 1: Comprehensive update of the Land Use and Circulation Elements using grant funds. In April 2010, Council authorized staff to pursue a planning grant available through Proposition 84 funds and administered by the Strategic Growth Council (SGC). The planning grant could potentially fund a comprehensive update to the Land Use and Circulation Elements but cannot be used for the associated environmental review. The SGC staff has recommended funding of the City's request but the final determination of grant awards will occur at the SGC Council meeting in early December. Assuming the determination follows the recommendation, the City will be notified of the award amount and timing requirements. At this time it appears the City will be successful in obtaining the grant, however there will still be substantial costs associated with managing the grant and the update process as well as conducting the associated environmental review. Staff estimates that two staff full time equivalents (FTE) will be required for the duration of the process — roughly 3 years — in addition to costs associated with any special studies that cannot be covered by the grant. The cost of special studies has yet to be determined but is estimated to be around $220,000 dependent upon which studies are allowed to be covered by the grant. The draft project plan for a comprehensive update presented to the Council in August 2008 is provided on page 31 of this report. If a comprehensive update is adopted by the Council as a goal for 2011-2013, the Council directed several changes to the draft project plan, including: 7 2-67 INTRODUCTION 1. The process should be primarily resident and neighborhood based but still allow for some appropriate representation of important sectors of the community by persons who might not live within the City limits (such as representatives of non-profits, the medical community and regional interests). 2. Staff should use legislative drafts as a tool to make it clear to citizens what is being changed when amending plans. Staff will do so to the maximum extent feasible and practical during the update. 3. The proposed sequence of steps outlined in the draft project plan seems generally agreeable with the understanding that the staff will review the draft to make it clearer that the process, and each major step, will start with primarily resident involvement. 4. The Parks and Recreation Element will not be tied to the LUE update. Instead, it will proceed on its own track. 5. The survey used in 1988 should be used as a point of departure in developing a new survey. However, staff should also be open to new and more relevant questions and methodologies for assuring a representative, scientific sampling of community sentiment and vision. The work being completed during the current Financial Plan period that is described in the project plan, such as evaluation of current policies and programs and update of the circulation traffic model, will accomplish several of the tasks listed in the work plan. This will result in some acceleration of the process as well as reduction in estimated costs for a comprehensive update. Option Grant-funded update Consultant Services 880,000 Grant Background, Issues, Fiscal Analysis, Reports Traffic Modeling Public Outreach(Surveys, Charettes, Public Meetings, Mailings) Environmental Review by staff and Technical Assessments 220,000 GF &TIF Contingency @ 5% 50,000 1GF Total $1,150,000 This option is estimated to need a commitment of two FTE for the duration of the project, which is estimated to be approximately 44 months. Option 2: Continue with a focused update of the element as identified in the 2009-2011 Financial Plan by further developing existing conditions analysis. The Land Use and Circulation elements still have the capacity to guide growth in the City for years to come and the rate of development is expected to remain slow for the foreseeable future. Because there is no urgent need or State requirement to update the Land Use and Circulation elements now, the City could take additional time setting the stage for the updates. With this option, staff would continue the work started this fiscal year by completing the work scope to identify changes required to bring the elements up to date; developing a work program to address the Sphere of Influence areas; and evaluating changes in state law and any impacts to current policies and programs. The work program for this option is shown starting on page 43 of this report. The following factors support this approach: 8 2-68 Igo • • 1. Since the economy is very slow at this time, it is not likely that development pressures will challenge the existing land use policies; and the overall guidance in the LUE is still valid. While many programs have been completed or are on-going, the LUE provides direction that still appears to reflect community values. 2. There are several major implementation programs such as the South Broad Street Corridor Plan and the update to the Airport Area Specific Plan underway that will most likely continue into the next Financial Plan. Staff resources will necessarily be committed to these programs and it will be important that these projects be completed and reflected in the update process. 3. Existing residential land use capacity is adequate to accommodate foreseeable growth through the next Financial Plan period and beyond. The City's Housing Element was certified by the State Department of Housing and Community Development(HCD) in July 2010. This element documents that the City has residential capacity to meets its regional allocation for the upcoming five years. In addition, the development potential recognized by HCD for purposes of the five year housing element did not include all of the residential.capacity provided by full build-out of the Margarita and Orcutt Area Specific Plans. 4. Existing non-residential land use capacity is adequate to accommodate foreseeable growth through the next Financial Plan period and beyond. The Prefiuno Creek Commons property development and the completion of many of the seismic retrofits of buildings in the Downtown will provide adequate retail space to address community and regional needs for some time. The update to the Airport Area Specific Plan and efforts to encourage development in the Margarita Specific Plan Area will support over 1.8 million square feet of new business park and commercial service development. In addition, non-residential vacancy rates in the City are the highest they have been in the last ten ' years at 5.1% for Retail to 9.1% for Industrial and 12.6% for Office uses indicating that existing non- residential buildings in the City also have unused capacity available. The graphic on page 44 shows acreage of vacant non-residentially-zoned land in the City. 5. The General Plan Annual report process and the resulting incremental amendments have helped keep policies up-to-date. The 2011-13 cost for this option is estimated at$840,000 as follows: • . Complete current assignments including: Background, Issues,Fiscal Analysis, Reports 250,000 Environmental Review &Technical Assessments 400,000 Traffic Modeling-additional work 100,000 Public Outreach(surveys, charrettes,public meetings, mailings) 50,000 Contingency @5% 40,000 Total $840,000 Staff commitment of 2.0 FTEs will be needed to complete this assignment. It is estimated that a focused update will take approximately 18-24 months to complete. 9 2-69 INTRODUCTION The Proposition 84 Grant Funds may be available to fund a portion of this project if the work scope meets the intent of the grant program. Option 3: Continue with Option 2 but add a Healthy Cities analysis to inform the update process. Current planning practice and research indicates a strong connection between land use and community health. Indicators such as local asthma and obesity rates are used in setting benchmarks and marking progress toward supporting a healthier community. Many of the City's policies have secondary health benefits, such as those that encourage walkability and development of bike trails. However there are several campaigns such as Healthy Cities, Healthy Eating Active Living (HEAL), Healthy Planning and others that encourage communities to be explicit about policies and programs that support health. These efforts include mapping access to healthy and fast-food locations; evaluating where barriers to physical activity occur; and partnering with schools and health care providers as part of the land use and circulation element update process preparation. With this option, staff would continue with a focused update of the Land Use and Circulation elements started this fiscal year by completing the work scope to identify changes required to bring the elements up to date; developing a work program to address the Sphere of Influence areas; and evaluating changes in state law and any impacts to current policies and programs but would also begin to research and develop information from the Healthy Cities efforts as part of the program. This effort would inform land use and circulation element decisions in the future. The work program for this option is shown starting on page 43 of this report. O. upd'ate�thy Cities Complete current assignments including: Background, Issues, Fiscal Analysis, Reports 250,000 Environmental Review &Technical Assessments 400,000 Traffic Modeling 100,000 Public Outreach(surveys, charrettes,public meetings,mailings) 50;000 Contingency @5% 40,000 Total $840,000 Staff commitment of 2.0 FTEs will be needed to complete this option. The Proposition 84 Grant Funds may be available to fund a portion of this project if the work scope meets the intent of the grant program. Option 4: Focus on Existing Work Program With this approach, long-range planning staff resources would be focused on completing existing long- range planning work program items. The long-range planning work program contains several items that are being done as resources that are not committed to high priority tasks become available. As a result, some long-range planning work program items are taking years to complete. Examples include the Broad Street Corridor Plan (still requires some funding for studies to support environmental review work) and a new parking strategy for residential uses in the Downtown. Work on an existing conditions analysis (Option #2) could be also begin as resources allow, but the priority during 2011-13 would be completing as many long-range planning projects as possible in order to resume the Land Use and Circulation Elements without already having a full plate. There are some benefits to this approach. 10 2-70 INTRODUCTION I. The Long-Range Planning Division work program currently contains over 31 items in progress (Page 44). Shifting resources has slowed the completion of several of these work program items. This option would facilitate their completion. 2. Since the economy is very slow at this time, it is not likely that development pressures will challenge the existing land use policies; and the overall guidance in the LUE may be perceived as remaining valid for many members of community. While many programs have been completed or are on- going, the LUE still provides adequate direction that reflects community values and adequate land use capacity remains for the foreseeable future. SUMMARY No Council action is recommended on these options at this time: we have prepared these options in follow-up to Council direction as added background information as the Council considers goals for 2011-2013. Options- Comparison 1: Comprehensive update* $1,150,000 2. Focused update** $840,000 3. Focused update with Healthy Cities option** $840,000 4. Focus on Existing Work Programs $75,000 * As much as$750,000 may be eligible for grant funding. ** Some portion of these programs may be eligible for grant funding. T:\Budget Folders\2011-13 Financial Plan\Status of General Plan Implementation Programs,2011-13.doc 11 2-71 STATUS OF GENERAL PLAN�IMPLEMENTATION -. STATUS AS OF Jane 30 2011 Lead compbmDSflcolytoC n1P= No. ailment General Plan IememaOon Pro ram Somme Or On n Low Medium a LAND USE ELEMENT 1 ADM _2!!LCounty MOU regarding SLO Planning Area LU 1.15:8 C 2 ADM Encourage County to adopt cluster districts LU 1.7.4) C 3 ADM Investigate ways to intensify and improve cohesion at existing Madonna Road centers C (LU 3.9.10) 4 ADM Study possible reuse of surplus City facilities by cultural and non-profit groups(LU 5.7) C 5 ADM Encourage public art in all projects LU 5.8 C 6 ADM Designate sensitive sites and require ARC review during subdivision process(LU C 6.3.1 7 CD I Prepare a refined land use map for the City and its planning areas LU 6.0.3 C 8 CD Review and;if necessary,revise noise,property development,&maintenance C standards LU 2.10.1) 9 CD Adopt propertymaintenance standards LU 2.10:2 C 10 CD Affordable housing inclusionary fee requirements LU 2.13 C 11 CD Consider new regulations for accessory buildings LU 2.14. 3 C 12 CD Consider new regulations for large infill houses(LU 2.14.(1),(2)) C 13 CD Provide staff support for neighborhood issues LU 2.15.E C 14 CD Consider enhancement of Mid-Higuera Area(LU 3.1.4)(see also Special Design Area C 8.5 15 CD Add warehouse stores to Zoning Regulations. LU 3.6.2.8 C 16 CD Add R&D facilities to Zoning Regulations LU 3.6.2D C 17 CD Eliminate PD minimum site area for commercial zones LU 3.9.2 C 18 CD Rezone neighborhood uses in C-S LU 3.9.3 C 19 CD Revise zoning&architectural standards to protect character of downtown areas (LU C 3.9.7 20 CD Provide incentives to encourage relocation ofautosales LU 3.9.8 - - - C -- 21 CD Noise,prevention in Zoning Regulations.architectural guldelines LU 3.9.9/N C 22 CD Revise zoning regulations to require large new projects downtown to include dwellings C (LU 4.2.1) 23 CD Develop&app) a"Residential-Office"zone in the downtown LU 4:2.2 C 24 CD Establish in-lieu fee to protect airport area OS when protection not feasible with project C approval LU 7.13 25 CD Work with property owners to prepare area plans for Santa Barbara Street area(LU C 8.4 26 PW Revise engineering standards to allow for porous paving and landscaping(LU 6.4.5) C 27 ADM Develop resource ma LU 6.0.2 0 28 ADM Develop aggressive marketing programs for tourism LU 3.9.11.0 0 29 ADM - Encourage development of recreation.facililies LU 3.9.11.E 0 30 ADM Consider establishing tourist information at City entries LU 3.9.4 0 31 ADM Discuss feasibility of countywide planning groupLU 1.15:4 - 0 32 ADM Promote inter-unsdictional review of countywide projects LU 1.15.5 0 33 ADM - Develop tour concepts(LU 3.9.11.D) O 34 CD Mondor nonresidentialgrowthrate: LU 1.10.4 O 35 CD Monitor County Resource Management Reports LU 1.15.1) 0 36 CD Advocate annual meetings among local jurisdictions to discuss regional issues (LU 0 1.15.2 37 CD Support formation&continuation of neighborhood planning groups LU 2.1.2 0 38 CD Periodically review&update prop.maintenance standards LU 2.10.2 0 39 CD Undertake focused review,improvement,&enforcement efforts for neighborhoods(LU 0 2.15.0 40 CD Provide early neighborhood notice of project reviews LU 2.15.E 0 41 CD Work with County to assure airline service at Airport consistent with Circulation 0 Element(LU 7.11 . 42 CD Actively pursue annexation of the Airport Area.(LU 7.3) O 43 CD Work with Airport Area property owners to complete a specific plan LU 7.8 0 12 2-72 Attach In � • s � s i s � • e e • s � 44 CD Advocate regional growth management program LU 1.15.6 0 45 CD Work with County to make SLO Area Plan consistent w/C' LU LU 1.15.7 0 46 CD Review allowed building heights in retail areas&outside the Commercial Core(LU 0 4.16.4;LU 4.16 47 CO Include Downtown Concept Plan features in zoning regulations,architectural 0 guidelines,engineering standards&capital improvement Plans LU 4.19 48 CD Work with property owners to prepare area plans for Broad Street area(LU 8.3) 0 49 CD Mitigate visual impacts of hillside houses including considering revising method for 0 determining building height LU 6.3.4 50 PW Promote neighborhood traffic calming LU2.1.3./CE 0 51 PW Expanded transit service to development sites in Airport Area concurrent with 0 development LU 7.7 _ 52 PW Notify creekside property owners in advance of work along creeks LU 6.5:3 0 53 CD Consider special downtown dev standards:Added dwellings on lots with existing houses LU 2.12.6 M 54 CD Consider special downtown development standards:Mass&spacing standards(LU 2.12.0) M 55 CD Review,revise parking standards LU 2.10.1 M 56 CD Evaluate student housing needs,revise City standards&zoning as appropriate(LU 2.11.1) M 57 CD Revise apartment standards to include.usable open space.(LU 2.11.2 _ - M 58 CD Consider special downtown dev standards:New residential density category between lav&medium(LU 2.12.A) M 59 CD Consider special downtown dev standards;Parking&coverage standards (LU 2.12.D) M 60 CD Consider special"downtown residential standards LU 2.12 M 61 CD Devise strategies to stabilize owner/rental ratio and maintain neighborhood character LU 2.15.6 M 62 CD Revise residential density determination method for Medium,Med-High&High land use districts(LU 2.16) M 63 CD Offer new development incentives for providing child and elder care for employees(LU 3.7-1) - __M 64 CD Survey downtown.rezone office,residential,and mixed use areas LU 4.2.2 M 65 PW Work with the County to develop a City-County downtown space needs plan(LU 5.3) M 66 CD Plans capacity summa COG LU 1.15.3 H 67 CD Identify,designate,and plan neighborhoods(LU 2.1.1,2.15.A) H 68 CD Develop a TDC program that includes Commercial Core properties as receiver sites LU 4.2.1 H 69 CD Reevaluate LU map based upon resource mapping and revise as appropriate(LU 6:0.3) H 70 CO Revise Zoning Regulations to include provisions for TDC's from outside URL to within URL LU 6.3.2 H 71 CD Work with property owners to prepare area plans for Madonna Road regional shopping area(LU 8.11) H 72 CD "Work with property owners to prepare area plans for Foothill Boulevard area(LU 8.2) H 73 PW Removal.man-made obstructions from creek.channels.LU 6.5.1.0 H 13 2-73 STATUS OF GENERAL PLAN ♦ 1 • PROGRAMS HOUSING ELEMENT. 74 CD Provide financial assistance for rehabilitation of affordable rental and ownership units O using Federal,state and local.housin funds HE1.4 75 CD Continue Code enforcement to expedite removal of illegal/unsafe dwellings(HE 1.5) O 76 CD Enact a rental ins action program to improve condition of housing stock(HE1.6) O 77 CD Continue to support local&regional solutions to homelessness by funding programs O such as Maxine Lewis and Prado Cente HE1.7 78 CD Create educational campaign to encourage owners of older residences to conduct seismic upgrades(HE 1.8) M 79 CD Amend inclusionary requirement to provide more ways for commercial development to meetrequirements HE 2.5 M 80 CD Prepare Criteria to sustainably manage the Affordable Housing Fund HE 2.6 M 81 CD Review existing standards to remove regulations that inhibit affordable housing 0 production HE 2.8 82 CD Establish pernitstreamlinin for affordable housing projects(HE2.9) 0 83 CD Pursue outside funding for payment of City impact fees for affordable units(HE2.10) 0 84 CD If outside funding sources found,exempt moderate income dwellings from impact fees (HE 2.11). Maintain current exemption for low to extremely low income units. O 85 CD Help coordinate public/private sector actions to develop housing to meet city needs 0 HE 2.12 86 CD Assist with financial tools to develop or preserve affordable housing HE 2.13) 0 87 CD Ajust affordable housing standards to adress HOA fees,unities etc. HE 2.14 M 88 CD Provide technical assistance to help preserve at-risk units HE 2.15 0 89 CD Provide technical assistance to developers re:design strategies to achieve affordable 0 housing HE 2.16 90 CD Evaluate Inclusionary requirements and ability to develop housing that meets RHNA HE 217 M 91 CD Evaluate workforcelevelof affordability HE 2.18 M 92 CD Evaluate increasing residential densities on appropriate sites for housing affordable to 0 extremely low income households HE 2.19 93 CO Develop an ordinance to discourage removal of affordable housing HE 3.7 M 94 CD Correct unsanitary or unsafe housing conditions by collaborating with agencies offering 0 rehab programs(HE 3.8) 95 CD Preserve dwellings in Downtown Core HE 3.9 0 96 CD Identify properties eligible for historic listing and assist property owners to repair, 0 rehabilitate properties HE 3.10 97 CD Amend Inclusionary requirements to allow reduced term for rehabilitated units(HE 3.11) M 98 CD Establish a monitoring system to track affordable units at risk of conversion(HE 3.12) 0 99 CD Encourage rehab of residential,commercial or industrial buildings to expand rental O housing opportunities HE 3.13 100 CD Review new development for compliance with mixed-income policies HE 4.5 O 101 CD Review new development for compliance with housing variety and tenure policies(HE 0 5.5 102 CD Maintain growth management exemption for affordable housing and housing in O Downtown care HE 6.8 103 CD Amend Zoning&Parking Access Plan to allow flexible regs for housing in Downtown Core HE 6.9 L 104 CD Provide incentives to encourage housing in Downtown core HE 6.10 M 105 CD Include R-3 and R-4 zoned land in OASP to accommodate extremely low to low C income housing HE 6.11 106 CD Consider GP amendments to rezone non-residential land to higher density,infill or mixed use-13 sites listed HE 6.12 M 107 _CD Continue to support SLO Housing Trust Fund.HE 6.13 0 108 CD Encourage residential infill and densification over new annexation of land(HE 6.14) 0 109 CD Seek opportunities with other public agencies to develop surplus land for housing(HE 0 6.15 110 CD Develop multi-family housing standards to promote innovative higher density housing HE 6.16) M 111 CD Complete the OASP and obtain City authorization to file annexation app(HE 6.17) C 14 2-74 i h. STATUS OF-GENERAL 1 IMPLEMENTATION PROGRAMS 114 CD Update Community design guidelines&amend Cpt 2.48 to exempt smaller residential developments HE 6.20 L 115 CD Identify vacant or under-used City land for housing HE 6.21 0 116 CD Prepare property profiles for properties suitable for housing HE 6.22 L 117 CD Evaluate adding a Special Considerations overlay to 46 acre County-awned property behind General Hospital(HE 6.23) M 118 Co Update Affordable Housing incentives to be consistent with state law. HE 6.24 M 119 CD Evaluate increasing residential densities allowed in CN,0 and CD zones(HE 6.25) M 120 CD Evaluate underlying lot patterns in R-2,R-3 and R-4 zones for ability to meet density HE 6.26 H 121 CD Support residential infill and promote higher density HE 6.27 0 122 CD Consider changes to SDU ordinance to provide incentives to encourage production HE 6.28 M 123 CD Evaluate subdivision and zoning regs changes to support small lot subdivisions&other aHematives HE 6.29 M 124 CD Implement strategies to ensure residents are aware of planning decisions affecting 0 nei hbomoods HE 7.8 125 CD I Identify specific neighborhood needs HE 7.9 M 126 CD Help fund neighborhood improvements HE 7.10 M 127 CD Continue to implement nei hborhood. arkin strategies(HE 7.11) 0 _ 128 CD Support regional solutions to meet the needs of the homeless HE 8.11 0 129- ADM Continue mobile home park rent stabilization.program(HE 8:12) 0 130 CD Identify sites suitable for mobile home parks,self-help housing and others to meet special needs HE 8.13 M 131 CD Advocate more housing and refurbishingcampus housing at Cal Poly HE 8.14 M 132 CD Work with Cal Poly to secure on-campus fratemi /sorror groups HE 8.15 M 133 ADM Jointly implement a good neighbor program with colleges for student housing in 0 residentialneighborhoods HE 8.16 134 CD Provide education regarding universal design HE B.17 O 135 CD Solicit input on provisions for homeless shelters from service agencies(HE 8.18) O 136 CD Update zoning ordinance to allow homeless shelters by right in zones subject to standards HE 8.19 M 137 CD Continue to allow transitional housing and supportive houisng in residential zones(HE O 8.20 138 CD Identify properties that can be converted to affordable and supportive housing for homeless persons HE 8.21) M 139 CD Update Community Design Guidelines to include universal access standards(HE 8.22) M 140 CD Develop a program addressing reasonable accommodation procedures(HE 8.23) 0 141 CD Consider an overlay zone for existing and future mobile home and trailer parks(HE 8.24) M 142 CD Educate staff and advisory bodies on energy conservation opportunities for housing HE 9.6 M 143 CD Evaluate solar regulations and revise local regulations as needed HE 9.7 M 144 CD Adopt LID standards. HE 9.8 M 145 CD Develop an ordinance to increase production of green housing units(HE 9.9) M 146 CD Promote building materials reuse and recycling HE 9.10 0 147 CD Work with County to mitigate housing impacts due to expansion in areas adjacent to 0 Ci HE 10.3 148 CD Encourage residential developers to promote projects within SLO market 1st(HE10.4) 0 149 CD Advocate link between enrollment and expansionof campus housing for colleges(HE 10.5) M 150 CD Advocate for state legislation to provide funding for colleges to develop campus housing HE.10.6 M 151 CD Adopt measures to ensure ability of legal conforming non-residential-uses to-continue __ O where new housing is proposed on or adjacent to sites HE 11.3 15 2-75 STATUS OF IMPLEMENTATION PROGRAMS CIRCULATION ELEMENT 152 CD Revise zoning regulations to provide standards for lockers,secured bicycle parking C and.showers C14.1.5 - 153 CD Encourage Airport Land Use Commission to complete Airport Land Use Plan update C (Cl 11..1.2 154 CD Amend Home Occupation regulations to preclude regular homedelivery by commercial C' trucks(CI 10.1.2) 155 CD Revise ARC guidelines to incorporate protection of views from scenic roads(Cl 15.1.2) C 156" PW - Recommend that county-wide trip reduction include an AVR of 1.60 or larger(Cl 2.1,2) C 157 PW Encourage SLORTA to expand commuter bus service to Cuesta&the Men's Colony C (Cl 3.1.4 158 PW Cooperate with SLOCOG to evaluate centralized transit services(Cl 3.1.5 C 159 PW Update the Citybicycle plan CI 4.1.2 C 160 PW Re uest Cal Poly&Cuesta to adopt bicycle plans(Cl 4.1.3 C 161 PW Request Cal Poly&Cuesta to revise campus master plans to encourage alternate C transportation CI 4.1.4 162 PW Maintain a computerized circulation system model-C18.1.4 - 0- 163 PW Require a Project Study Report for Prado Road to ensure proper sequence of C improvements CI 9.1.3 164 PW Evaluate street designs as method to achieving Conceptual Plan for City's Center(Cl C 9.1.5) 165 PW Evaluate feasibility of arterial between Santa Barbara St&the S.end of Santa Rosa 0' (Cl 9.1.5 166 PW Ask SLOCOG to monitor pattern of development throughout County(Cl 9.1.7.A C 167 PW Ask SLOCOG to study regional traffic needs between SLO and the coast(Cl 9.1.7.8) C 168 PWEncourage SLOCOG to evaluate local rail service(Cl 12.1.2 C 169 PW Periodicall update the Parking Management Plan CI 13.1.1 C 170 PW Build additional parking structures only after a comprehensive parking study is done C (Cl 13..1.4 171 PW Work with the Downtown Association to evaluate curb parking in the downtown(Cl 'C' 13.1.5 172 PW Incorporate a Transportation Work Program into the City financial plan(Cl 16.1.1) C 173 PW Adopt a transportation impact fee ordinance(C116.1.2) C 174 PW Adopt 5 yr Transit Master Plans(Cl 3.1.1) C 175 PW Cooperate with APCD&others to establish.trip reduction programs(Cl 2.1.1 0 176 PW Pursue goal of City employees reaching an AVR of 1.7 or greater(Cl 2.1.4. 0 177 PW Maintain a downtown trolley service(Cl 3.1.3 0 178 PW Obtain RR ROW&easements for separated bike path&pedestrian trail(Cl 4.1.6) H 179 PW Use street funds to maintain bicycle facilities(Cl 4.1.7 O 180 PW Pursue com letion.of the community sidewalk stem.CI 5.1.2 H 181 PW Continue rogram of replacing existing curbs with handicapped ramps 01.5.1.3 0 182 PW Work with schools to establish a'"suggested routes to schoor program(CI 5.1.4) - 0 183 PW Revise subdivision regulations to include ROW and design standards(CI 6.3.2) M 184 PW Adopt neighborhood traffic management plans Cl 7.1.1 0 185 PW Undertake measures to control traffic in residential areas(Cl 7.1.2) 0 186 PW Organize neighborhood traffic calming workshops(Cl 7.1.3 0 187 PW Upon request,analyze residential streets for livability(Cl 7.1.4 0 188 PW Non-safety City vehicles shouldn't use residential local or collector streets as shortcuts O (Cl 7.1.5 189 PW Establish on-going transportation monitoring program CI 8.1.2 O 190 PW Conduct bi-annual transportation use survey Cl 8..1.3 0 191 PW Establish building setback lines along Figure 4 routes(Cl 9.1.1 0 192 PW As part of Dalidio-Madonna-McBride development,evaluation new road between W. 0 Prado Rd and LOUR(Cl 9.1.8 193 PW As part of Maino-Madonna development,evaluate frontage road on west side of 0 LW Highwa 101(CI 9.1.9Continue.to provide reserved commercial truck loading-in downtown areas(CI 10.1.4) O Encoura a dal morn &even train service both north&south CI 12.1.1 0 Mondor ublic arki in the commercial core CI 13.1.2 O Work with Carrrens to consider ark-and-ride lots(Cl 13.1.3 O 16 2-76 Or PLAN o • PROGRAMS o IsWus 203 PW Encourage Cal Poly&Cuesta to provide incentives to use alternate transportation(CI 0 4.1.1 204 PW Cooperate with State&SLOCOG in evaluating HOV lanes on State highways(CI 8.1.5 L 205 PW Work with APCD to encourage trucks to tum off idling motors when parked(Cl 10.1.1) L 206 CD Adopt a street corridor Landscape plan for scenic roadways(Cl 15 1.3 M 207 PW Ask CalTrans to designate Prado Road from Broad to Highway 101 as Highway 227 CI 9.1.2 M 208 PW Adopt 20 yr Transit Master Plans(CI 3.1.1) M 209 PW Develop a comprehensive marketing to reach target audiences(Cl 3.1.6;C1 8.11) M. 210 PW Give priority to traffic programs identified in Cl 8.0.1A with the greatest potential to reduce traffic increases permitted.by the City's Growth Management Plan(CI 8.1.1) M 211 PW Adopt a pedestrian transportation plan CI 5.1.1 M 212 PW Develop joint design&construction standards with County for streets within the URL Cl 6.3.1 . M 213 PW If LOS exceeded,limit truck delivery times in the commercial.core(Cl 10:1.5 - M 214- - PW - Adopt a plan&standards for installation and maintenance of street amenity improvements CI.9.1.4 H 215 PW Work with the ALUC to encourage quieter&environmentally sensitive aircraft(Cl 11.1.1 H 216 PW Work with area employers on a Voluntary trip reduction program(CI 2.1.5) H CONSERVATION AND'OPEN SPACE ELEMENT':' 217 ADM Promote public awareness of cultural resources through activities,including tours& C clean-up events(COSE 3.6.1.A.3) 218 ADM Assist the CHC in preparing archaeological resource guidelines COSE 3:6.5 C .219. ADM Display artifacts which illuminate past cultures COSE.3.6.6 C .220 CD Expand ARC guidelines to address specific guidance for new buildings in historic C districts COSE 3.6.3 221 CD Adopt creek setback requirements COSE 7.7.9 C 222 ADM ".Protect natural communities.(COSE 7.7.1) 0 223 ADM Preserve ecotones through changes to or conditions on new development(COSE 0 7.7.7) 224 ADM Protect wildlife corridors through changes to or conditions on new development(COSE 0 7.7.8) 225 ADM Acquire land or interests in land for open space;seek variety of funding sources COSE 8.7.1.D) 0 226 ADM Manage open space holdings and enforce open space easements(COSE 8.7.1.E) 0 227 ADM Avoid imposing taxes or fees that discourage open space or agriculture(COSE 0 8.7..1.K 228 ADM Maintain the position of Natural Resources Manager and consolidate open space functions COSE 8.7.1.M 0 229 ADM Provide and.maintainwildlife corridors thru or under barriers to wildlife movement COSE8.7.2E 0 230 ADM Provide continuing community education on open space values,programs,rules COS E 8.7.2.G O 231 ADM Enlist volunteers and academic programs to restore and monitor open space(COSE 8.7.2.H) 0 232 ADM Adopt conservation plans for open space under City easement or fee ownership COS E 8.7.2.J 0 233 ADM Preserve the Morros,in cooperation with other government agencies;non-profit land 0 trusts and property owners COSE 9.3.12 234 ADM Provide information unnatural resources and land conservation COSE 8:7.1.1 0 235 ADM Participate with other agencies in watershed planning and management(COSE 0 10.3.2.E 236 ADM Provide cultural resource awareness public educational programs COSE:3.6:6 0 237 ADM Encourage partnefing for preservation COSE 3.6.7 0 238 ADM Acquire in fee orpartial interest in archaeological sites COSE 3.5.1 0 239 ADM Promote technology and energy conservation businesses COSE 4.6.16 0 240 ADM Maintain inventory of recycling businesses and services(COSE 5.5.5) O 241 ADM Improve interagency cooperation for open space acquisition LOSE 8.7.1.J 0 17 2-/ / PROGRAMS ISTATUS OF GENERAL PLAN IMPLEMENTATION 242 ADM Encourage sustainable agricultural practices,limit grading and livestock near creeks COS E 8.7.1.H 0 243 ADM Enhance and restore open space COSE 8.7.2 0 244 ADM Establish self-sustaining populations of native species COSE 8.7.2.8 0 245 ADM Remove invasive non-native species and prevent their introduction(COSE 8.7.2.C) 0 246 ADM Where possible,remove man-made elements from open space areas(COSE 8.7.2.0) 0 247 ADM Replace invasive.non-native vegetation with native vegetation(COSE 7:7.6) 0 248 ADM Rehabilitate and maintain City-owned adobes and historic structures(COSE 3.6.9) 0 249 ADM Protect open space resources COSE 8.7.1 0 250 ADM Identify alternative funding tools for replanting degraded creek sections(COSE 8.7.2K) 0 251 ADM Acquire ownership/easements along creeks&wetlands for drainage maintenance.& 0 appropriate ublic access COSE 8.7.2 D E,and F 252 ADM Pursue means to protect o ens ce COSE 8.7.1 0 253 ADM Pursue source of open space funding COSE 8.7.1.0.2 0 254 ADM Replace non-native creekside plants with native species COSE 8.7.2.B.2 0 .255 CD -Model air pollution behavior.help educate public COSE 2.2.5 0 256 CD Monitor air quality and Clean Air Plan implementation COSE 2.3.2 0 257 CD Consult with APCD on significant development.proposals COSE 2.3.2,4.6.18 0 258 CD Promote alternative transportation/land use strategies(COSE 2.3:3) 0, 259 CD Amend the General Plan as needed to achieve air quality goals COSE 2:3.5 0 260 CD Maintain and support the Cultural Heritage Committee COSE 3.6.1) 0 261 CD Maintain financial assistance program.to encourage preservation&restoration of 0 historic properties COSE 3.6.2 262 CD Implement historic preservation standards for construction within historic districts COSE 3.6.3 0 263 CD Provide financial assistance and incentives for historic preservation(COSE 3.6.2) 0 264 CD Sponsor educational programs to foster appreciation of historic resources(COSE 0 3.6.6 265 CD Promote adaptive reuse of historic buildings COSE 3.6.8 0 266 CD Implement Cultural Heritage Committee White aper(COSE 3.6.10) 0 267 CD Reduce obstacles to energy conservation COSE 4.6.4 0 268 CD Administer State Building Energy Standards COSE 4.6.7 0 269 CD Encourage energy-efficient design in pdvate development projects COSE 4.6:8 0 270 CD Address solar access in new development COSE 4.6.9 0 271 CD Require solar power for new dwellings COSE 4.6.17 0 272 CD Seek Air Pollution Control District support for maintaining air quality(COSE 4.6.18) 0 273 CD Ensure new development projects include space for materials recycling/storage(COSE 5:5.8) 0 274 CD Maintain creek setbacks COSE 7:7.9 O 275 CD Maintain Urban Reserve location LOSE 8:7.1.A 0 276 CD Promote open space by a in C/OS and Agriculture zoning COSE 8.7.1.8 0 277 CD Set subdivision and new development conditions consistent with General Plan(COSE 8.30.1.0) O 278 CO Set conditions of subdivisions and development approvals consistent w/General Plan COS E 8.7.1.C O 279 CD Encourage transfer of development credit from open space lands(COSE 8.7.1.F) 0 280 CD Maintain and apply Sign Regulations consistent with the General Plan(COSE 9.3.3) 0 281 CD Conduct environmental and architectural review consistent with General Plan(COSE 9.3.4) 0 282 CD Require visual assessments for projects affecting important scenic resources and 0 views from public places COSE 9.3.5 283 CD Determine that view blockage along a scenic roadway is a significant impact(COSE 0 9.3.6 284 CO Review development in unincorporated County for consistency with General Plan 0 (COSE 9.3.7) 285 CD Prohibit billboards(COSE 9.3.10) 0 286 CD Establish and maintain aerogram of describing and monitoring viewsheds within and 0 adjacent to City limits to establish a photographicbaseline of visual setting(COSE 9.3.13) I8 2-70 OF GENERAL 1 1 • PROGRAMS 287 CD Identify and protect groundwater recharge areas to maintain suitable groundwater 0 levels and to protect groundwater quality and potential City water sources(COSE 10.3.2.1 288 HR Encoura a sustainable employee commuting practices COSE 4.6.5 0 289 P&R Remove trash and contaminants with minimum disruption to open space areas(COSE 8.7.2.E)- 0 290 PW Provide alternative transportation incentives(LOSE 2.3.4) 0 291 PW Promote Sustainable design in City facilities(COSE 4.6.3) 0 292 PW Use materials with reduced environmental impacts in City operations and facilities COSE 5.5.4 0 293 PW Implement natural communities policies through the Tree Committee(COSE 7.7.9) 0 294 PW Locate,design and operate City facilities consistent with General Plan(COSE 8.7.1.G) 0 295 PW Locate and design public facilities and utilities consistent with General Plan(COSE 9.3.1) 0 296 PW Place underground existing overhead utilities,with highest priority for scenic roadways, O entries to the City,and historic districts COSE 9.3.9 297 UT Employ best available practices in City operations COSE 2.3.1 0 298 UT Promote efficient City energyuse COSE 4.6.1 0 299 UT Promote energy conservation education(LOSE 4.6.6) 0 300 UT Retrofit City facilities forenergy savings(COSE'4.6.10 H 301 UT. Use materials efficiently in City operations(computer technology and copying)(COSE 5.5.1) 0 302 UT Promote City materials reuse and recycling COSE 5.5.2 0 303 UT Coordinate waste reduction and recycling efforts COSE 5.5.3 0 304 UT Establish positive relationships with landowners and conservation organizations(COSE 8.7.1.E) 0 305 UT Use water efficient/ COSE 10.3.1 0 306 UT Promote use of waterconservinglandscape design and plant materials(COSE 10.3.1.A 0 307 UT Encourage landscape maintenance and irrigation design to conserve water.(COSE 10.3.1) 0 308 UT Facilitate use of tertiary-treated water and seek legalization of grey water for non- C potable household uses COSE 10.3.1 309 UT Promote water conservation through leak control in all plumbing systems(COSE 0 10.3.1 310 UT Maintain water quality(COSE 10:3.2 0 311UT Design and operate water supply,treatment and distribution systems to prevent adverse effects on water quadity(COSE 10.3.2.A 0 312 UT Design and operate wastewater collection and treatment systems to prevent adverse 0 effects on water quality(COSE 10.3.2.6 313 UT Regulate design,construction and operation of City facilities to protect water quality COSE.10.3.2.0 0 - 314 UT Regulate design of private waterfacilities to protect water quality(COSE 10.3.2.D) 0 315 UT Seek financial assistance for energy efficiency improvements in City facilities(COSE 4.6.11) 0 316 '.UT Manage City operations for ene self-reliance COSE 4.6.2 O 317 UT -Expand City public information efforts on energy and materials conservation goals COSE 5.5.6 M 318 PW Coordinate erosion control in watershed w/County&property owners(COSE 10.3.2.) 0 319 ADM Establish andmaintain records ofarchaeological sites(COSE 3.5.9) M 320 ADM- Establish-performance"standards for open space/agricultural buffers(COS E8.7.1.N) M 19 2-79 STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS 321 CD Preparepost-disasterhistoric preservation standards(COSE 3.6.4) M 322 CD Update archaeological resource preservation standards COSE 3.6.5 M 323 CO Update community design guidelines to address views from scenic routes(COSE 9.3.2) M 324 CD Advocate State and County scenic highway designations and protective programs for scenic routes connecting San Luis Obispo with other communities(COSE 9.3.8) M 325 UT Monitor energy use in City facilities and prepare biannual report for City Council(COSE 4.6.12) M 326 ADM Inventory natural areas that have been degraded;prioritize list of restoration sites COSE 8.7.2.A H 327 CD Pre pare energy conservation plan for City facilities(COSE 4.6.13) H 328 CD Adopt green building standards COSE 4.6.14 H 329 CD Prevent storage of biological or chemical pollution from locating in flood zones(COSE 10.3.2.E) H 330 CD Remove existing billboards through amortization,conditions of development approval and grants for enhancing open space and transportation corridors(COSE 9.3.11) H 331 PW City&County enforce an amortization program for billboard removal along scenic roadways COSE 9.3.11 H 332 PW Establish standards for non-point source water pollution in cooperation with RWQCB COSE 10.3.2.G H 333 UT Establish a program for baseline water quality testing in City creeks(COSE 10.32.H) H 334 UT Consider City-owned green energy utility COSE 4.6.15 H NOISE ELEMENT 335 CD Review public and private development proposals for Noise Element conformance(N 0 1.12 336 CD Require noise studies early in the review process when project noise may exceed 0 allowable limits N1.13 337 CD Assure that noise mitigation measures are carried-out during construction(N1.14) 0 338 CD Monitor compliance with mitigation measures after project completion N1..15 0 __ _ _-- . - — SAFETY ELEMENT 339 CD Establish complaint-based'code compliance for all buildings S 9.19.C) C 340 CD Implement Citado ted program on Unreinforced masonry buildings S 9.19.D C 341 PW Set response-lime objective for Public Works IS 9.3.0 C 342 UT Evaluate fire-flow and identify-deficiencies S 9.3 C 343 CD Train building&planning staff in lessons from previous disaster areas S 9.4.8 C 344 CD Establish routine code inspections for commercial,industrial.public-assembly,& 0 group housing S 9.19.B 345 CD Provide outreach program for earthquake bracing of wood-frame buildings(S 9.19.E) C 346 CD Administer zoning,subdivision,&Architectural standards consistent with police&fire 0 recommendations S 9.20 347 CD Fre,police,public works,&utilities review development applications for safety C objectives. S 9.21 348 CO Maintain&administer building regulations in conformance with State requirements(S 0 9.22 349 FD Review emergency response plans of utilities and transportation agencies IS 8.2.5:8) 0 350 FD Establish emergency operation center in Fire Station 1 and backups sites S 9:7 0 351 FD Keep Multi-hazard Emergency Response Mans current S 9.9 0 352 1 FD Maintain and annually update emergency response plan IS 9.2 0 353 FD Meet response-time objective of four minutes S 9.3.A 0 354 FD Work w/CalTrans on hazardous materials approved routes and related safety 0 precautions S 9.6.0 355 FO Expand and keep current safety-related information IS 9.6 0 356 FD Work with other jurisdictions on mutuakaid&automatic-aid agreements S 9.10 0 357 FD Support education programs for lower grades to teach fire hazards S 9.15.D 0 358 FD Maintain&administer fire regulations in conformance with State requirements(S 9.22) 0 359 FD Train fire fighters,police,building inspectors,public works,&utilities staff IS 9.4.A) 0 360 FO Conduct non-nuclear disaster-response exercises IS 9.4.0 0 361 FD Obtain information aboutspecific location&type of fire&toxic hazards S 9:5 0 362 F FD Participate in periodic regional disaster-response drills S 9.6.A O 20 Q 2-80 STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS PARKS AND RECREATION ELEMENT 373 P&R Add fields in Damon-Garcia Sports Complex PR 6.0.6 C 374 P&R Update&improve indoor facilities PR 3.16.3 C 375 P&R Construct a therapy pool at the SLO Swim Center PR 3.18.1.2 C 376 P&R Pursue'oint use of SLO High School swimming pool PR 3.19.2 C 377 P&R Accommodate schedules of working ole PR 4.3.3.2 C 378 P&R Develop collaborative fee exchange with S.L.C.U.S1D.(PR 5.1.1) C 379 P&R Upgrade Recreation Center to provide interim community center(PR 6.1.1) C 380 P&R Develop joint use agreements with other agencies in addition to schools(PR 6.0.3) C 381 P&R Construct mini-parks at Purple Sage Drive PR 62.1 C 382 P&R Construct mini-park at Marsh&Santa Rosa PR 6.2.1 C 383 P&R Partner with schools and other joint users to renovate existing sports fields(PR 3.14.1) 0 384 P&R Continue the Playground Equipment Re Iacement.Pr ram PR 3.19.1 0 385 P&R Regularly evaluate demand and need and modify as appropriate PR 4.2.2.1 0 386 P&R Conduct periodic public evaluations of services PR 4.2.2:2 O 387 P&R Reqularly publicize recreational opportunities PR 4.2:2.3 0 388 P&R Consider needs of underserved groups PR 4.2.2.4 0 389 P&R Avoid du lication of commercial programs PR 4.2.3 0 390 P&R Collaborate with groups providing high risk programs in open space areas(PR 4.2.8) 0 391 P&R Recruit at-risk youth to participate in activities(PR 4.3.2.1) 0 392 P&R Collaborate with other agencies in serving at-risk youth(PR 4:3.2.2) 0 393 P&R Evaluate services to detenhine.oenefits PR 4.3.3.1 0 394 P&R Prioritize new activities from results of public input PR 4.3.3.3 0 395 1 P&R Continue to maintain publicly.accessible opens ace trails PR 4.3.6 O 396 P&R Continue to improve existing fields PR 6.0.1 0 397P&R Transition from multi-use to single use fields PR 6.0:2 0 398 P&R Develop new: rorams to not conflict with existin .field use PR 6.0.4 0 399 P&R Ensure athletic fields are provided within new residential'development PR 6.0.5 O 400 P&R Consider additional fields for needs not addressed with Damon Garcia fields(PR 6.0:6) 0 401 P&R Consider revenue enhancement to fund new communis center PR 6.1.3 0 402 P&R Support neighbor efforts to develop mini-parks PR 6.2.2) 0 403 P&R Design new parks so they can connect to recreational trails(PR 6.3.3) 0 404 1 P&R Connect existing parks&open space with.trails(PR 6.3.4) 0 405 P&R Schedule"unmet needs"projects through the CIP process PR 6.4.1 0 406 P&R Look for a@ematives to address unmet heeds projects PR 6.4:2 0 407 P&R Acquire open Wace property to construct trails PR 6.3.1 0 408 P&R Use variety of techniques to acquire o en.s ace PR 6.3.2 0 409 P&R I Acquire property and construct a community center PR 3.16.2 H 410 P&R I Implement the revised Laguna Lake Park MasterPlan PR 3.17.1 &PR 6.5.1 H 411 P&R Implement the revised Sinsheimer Park Master Plan PR 3.18.1.1 &PR 6:5.1 H WATER AND WASTEWATER ELEMENT - 412. UT Work.cooperatively onregional waterissues&resource planning(WW.A2.3.1 0 413 UT Participate with SLO County in Integrated Regional Water Mgmt Plan(WW A2.3.2) 0 414 UT Participate with other appropriate agencies in controlling invasive species which could O impact water supplies WW A2.3:3) 415 UT Work with agencies to minimize water quality impacts(WW A2.3.4) 0 416 UT Continue to work with SLO County-operation of Salinas Reservor&Nacimiento project 0 WW A2.3.5 417 UT Complete sanitary surveys for Salinas&Whale Rock reservoirs every five years(WW A2.3.6) L 418 UT Providewaterresource update to Council as part of annual report(WW A3:3.1 0 419 UT Update safe annual yield computer model for Salinas&Whale Rock reservoirs following drought periods WW A3.3.2 H 420 UT Monitor ongoing research for potential long term impacts to water supplies from 0 climate chane(WW A3.3.3) 421 UT - Work with other agencies to implement Best Management Practices to reduce siltation 0 WW A4.3.1 422 UT Continue education&outreach to owners in watersheds to reduce siltation(WW 0 A4.3.2) 423 UT Consider periodic siltation studies at each reservoir(WW A4.3.3) M 424 UT Provide annual update on siltation to Council(WW A4.3.4 0 21 2-81 STATUS OF AREA♦ SPECIFIC IMPLEMENTATION Mn • 1 STATUS OF ORCUTT AREA SPECIFIC PLAN IMPLEMENTATIONPROGRAMS __STATUS AS OF JUNE 30.2011 L-d Complete Difficulty to complele No. NO hmlementrdmP mSumme Or OMMM Low Medium NI 1 CDD 2.2.2a Development subject to20fl setback tom creek. 0 2 CDD 2.2.2b Development subject to 30 ft setback from wetland habitat 0 3 CDD 2.2.2c Development subject to 20 ft.setback from riparian/wetland mitigation areas& 0 fenced. 4 ADM 2.2.3a Create_1.94 acres of wetland&-2.76 acres of riparian enhancement. 0 5 ADM 2.2.3b Allow filling of.78 acres of isolated agricultural wetland seeps on hill. 0 6 ADM 2.2.4a Allow.12 acres of creek fill for 3 bridge crossings. 0 7 CDD 2.2.4b All creek channel modifications to comply with Drainage Design Manual&any other 0 required permits from Army Cors or Fish and Game. 8 ADM 2.2.5a Plant native species between trails/rec features and wetland/riparian habitat 0 9 ADM 2.2.5b Provide educational signage re:wetland&creek habitats on public trails and OS. 0 10 ADM 2.2.9a Cit will manage Righetti Hill open s ce in accordance with C' Standards. 0 11 ADM 2.2.9b City will provide&maintain access to Righetti Hill. City will development a 0 management plan consistent with COSE. 12 CDD 2.2.10a Landowner maintains right to existing#structures&will manage parcel consistent 0 with Open Space standards. 13 CDD 2.3.3a 16.3 acres of active&passive parkland to be provided with development. City will 0 pursue 4 acres of hint use with SLCLISD with new school development nearby. 14 CDD 2.3.3b 12 acre park to be developed:10 acres to be dedicated w/Phase I development 0 15 PR 2.3.3c 2.5 acre junction park to be developed when impact fees are available. 0 16 CDD 2.3.3d 1.5 acres of finear park to be developed w/bike path ad'to stormwater basin. 0 17 CDD 2.3.3e 4 acres of park to be provided by a joint use facility when elementary school is 0 developed. 18 CDD 2.3.4a Subdivisions may provide parkland in lieu of fee payment if findings can be made. O 19 .CDD 2.4.1a 20 ft landscaped setback from Orcutt and Tank Farm Roads. 0 20 CDD 2.4.1b Parcels adjacent to Tank Farm&Orcutt are sensitive sites&require ARC review. 0 21 CDD 2.4.1c ARC shall review landscape plans—cluster trees and screen views of new 0 structures. 22 CDD 2.4.1d Buildings on sensitive parcels shall not include 2nd story unless 2nd floor is set back 0 bv 50 ft. 23 CDD 2.4.1e PC shall review design of sensitive lots during subdivision review to ensure views 0 are maintained 24 CDD 2.4.1f ARC design review of units along Tank Farm&Orcutt for compatibility&views of hill 0 25 CDD 2.4.1q E street residences shall not be visible.from Orcutt/Tank Farm intersection 0 26 CDD 2.4.1h R-1 subdivision at west base of Righetti Hill-preserve views from D street to hill 0 27 CDD 2.5.1a Implement environmental mitigation measures with entitlements as appropriate. 0 28 CDD 3.2.19a Provide public plazalseating.areas adjacent to A/B streets intersection. 0 29 CDD 3.2.19 b Commercial uss to occupay ground floor of primary commercial area. 0 30 CDD 3.2.19c Provide commercial development incentives:additional story,parking reduction, 0 exem tion from OASP add-on fees. 31 PW I 3.2.24a Right-to-farm ordnance notification for real property transfers. 0 32 CDD 3.2.24b Ag activities to be phased out by project build-out.Existing uses legally-established 0 subject to Non-conforming uses under Zoning Code. 33 CDD 3.3.4a City will support affordable housing in area through state and local density bonus 0 incentives. 34 CDD 3.4.1a Geotech study required for each project site priorto development. 0 35 CDD 3.4.1b All structures&development shall meet appropriate codes(Building& 0 Transportation). 36 CDD 3.4.2a Sites not previously surveyed shall conduct a Phase I site assessment. 0 37 CDD 3.4.2b Environmental assessment reqd prior to public access or development for buidlings 0 associated with ag uses and 55 gallon drums in plan area. 38 CDD 3.5.2a-h Performance standards for airport compatibility. 0 39 CDD 4.1.1a Encourage archtectural styles:Craftsman,CA Bungalow.CA Mission themes 0 40CDD 4.1.1 b Desi n Standards for R-1 and R-2 districts. 0 41. CDD I 4.1.1c Design Guidelines for R-1 and R-2 districts. 0 22 2-82 AttechmenL-- STATLIS OF ♦ ♦ IMPLEMENTATION PROGRAMS 42 CDD 4.1.1d Design Standards for-R-3 and R-4 development O 43 CDD 4.1.1e Design Guidelines for R-3 and R-4 development O 44 CDD 4.1.2a Residential design-use local streets to enhance neighborhood atmosphere O 45 CDD 4.1.2b Design features(porches.en a s,yards)to strengthen connections. O 46 CDD 4.1.2c Encourage universally accessible entries to residences. 0 47 PW 4.2.3a Traffic calming design.for intersection of A and B streets 0 48 CDD 4.2.31b Moved use commercial area near intersection of A&B streets to have 2 public plazas. 0 Adjacent buildings tobe2.storiestall._ 49 CDD 4.2.3c Southern part of intersction of A&B streets to be landscaped. O 50 CDD 4.2.4a Building setbacks from A Street defined O 51 CDD 4.2.4b Trees in tree wells for whole mixed use area 0 52 CDD 4.2.4c Moved-use building facades,materials,entries,windows to be consistent with one 0 another. 53 CDD 4.2.1a Use figures 3.1 and 3.2 when reviewing intersection plans forA and B streets O 54 CDD 4.2.1b Height ordinance allowed to be relaxed to enable architectural features. O 55 CDD 4.3.4a Final landscape plan to include details&not use invasive non-native plant species. 0 56 CDD 4.3.4b List of plants not be be planted in OASP. 0 57 CDD 4.4.3a OASP lighting standards-style.height,efficiency,sheildin e,etc. 0 58 CDD 4.5.1a 160 It wide distance buffer from train tracks to residential areas. O 59 CDD 4.5.1b Add landscaped berm or sound wall where buffer is not adequate fornoise. 0 60 CDD 4.5.1c Orient residential uses and outdoor areas away from railroad tracks. O 61 CDD 4.5.1d Put parking lots between residence and railroad tracks. O 62 CDD 4.5.1e Locate sensitive uses within residences away from tracks. 0 63 CDD 4.5.1f Use insulating construction to reduce noise. O 64 CDD 4.5.2a Set outdoor activity areas 80'back from Orcutt and Tank Farm Rd to reduce noise. 0 65 CDD 4.5.2b Locate sensitive uses within residences away from roads. 0 66 CDD 4.5.2c 60 ftwide distance bufferfrom.Orcutt and.Tank Farm Rd to residences. 0 67 CDD 4.5.2d Use insulating construction to reduce noise. O 68 CDD 4.7.2 Building placement&"construction to maximize passive systems for heating,cooloing O &lighting. 69 CDD 4.7.2b Use shade,skylights,daylight controls,&glazing to maximize energy savings. O 70 CDD 4.7.2c Residential developments of>5 units/non-residential uses>5,000 sq ft shall comply O with qreen buildino criteria 71 COD 4.7.2d 5%of all single family units shall use photovoltaics. Increase this percentage by 4% 0 each vear. 72 CDD 4.7.3a Energy star compliant appliances required for dwellings. 0 73 CDD 4.7.3b Use CFLs where possible. 0 74 PW 5.1.1 Orcutt Rd to have a continuous 2-way left-tum lane,Class II bike lane.&curb/gutter 0 between Johnson and Tank.Farm. 75 PW 5.1.2 Tank Farm to be widened at D St,Brookpine&Wavertree w/left turn-lanes. _ O 76 PW 5.1.3 Tank Farm/Orcutt intersection rearinment to be completed in Phase I. O 77 PW .5.2.1 Collector streets will.be single lane of travel ineach direction. O 78 PW 5.2.2 A St.shall have Class 11 bike lanes&separated sidewalks&no parking(except O adjacent to ne' bhorhood commercial area)on both sides. 79 PW 5.2.3 B SL development standards. 0 80 PW 5.2.4 C St.development standards. O 81 PW 5.2.5 D St.development standards. 0 82 PW 5.2.6 Bullock Ln to be extended to connect with traffic circle at B&C streets. 0 83 PW 5.2.7 Traffic circle to be built at B and C street intersections. 0 84 PW .5.2.8 Shared driveway-.access for A.B.C.&.Dstreets ok.. Limited private drives ok. O 85 PW 5.3.1 E St development standards - O 86 CDD 5.3.2 Allow alley area to count towards net site area for density determination. O 87 PW 5.4.1 Bus routes,stops&pullout areas to be determined by City transit. O 88 PW .5.5.1 Bike trail connections descriptions O 89 PW 5.5.2 Neighborhood park bike trail path description O 90 PW 5.5.3 Tank Farm&Orcutt Roadbike paths and-bike bridge over Industrial Way 0- 91 PW 7.2.2a Circulation&road widths shall accommodate Fire Dept emergency access. 0 92 PW 7.2.2b Public fire hydrants reqd. Adequate water volumes to support fire hydrants for fire 0 protection needs. 93 1 H) 1 7.2.2c Buildings shall have fire sprinkler systems per SLOFD requirements. O 23 2-83 AftaehmenLL STATUS OF AREA SPECIFIC IMPLEMENTATIONPROGRAMS STATUS AS OF JUNE 30,2011 Lela compWOaOeoAy to Gomplw No. DeI matl lemdon Pro mm Su Oro Ler Al�dium HI 1 ADM Plant native veg along creek.Acquire land on fwy side of creek&propety on east side of creek between City prop&Marsh Street bridge for open space(Crk-a) H 2 ADM Improve open space at south end of Brook St.(PPO-d) M 15 PW Restripe street spaces&reduce driveway ramps(Pk -b) M 3 P&R Acquire CalTrans property&develop ark PPO-a) H 4 PW Modify or replace Marsh St bride if desirable to align w/Hiuera-Marsh Flood-a N 5 PW Install bypass overflow channel parallel to creek on City-owned OS Flood-b H 6 PW Coordinate other ficod lannin improvements Flood-c. H 7 PW Widen Hi uera to four lanes w/bike lanes&median&.mid-block turns Circa H 8 PW I Realign Bianchi Lnw/H ih St. Circ-b H 9 PW Realign Pacific St.Close Walker St.Landscape Walker closed area Ciro-c H 10 PW Parker St-CGS,trees,benches,lighting. Higuera-trees,lighting&benches.Madonna- landscaped median.Underground utilities&remove billboards(Circa) H 11 PW Extend Brook St w/Caltrans site Circ-e H 12 PW I Install bikeway along creek with bridge I Crk-b H 13 PW Construct ped path on east side of creek.Add benches,public art&interpretive displays& bridges(Crk-c) H 14 PW Establish a Mid-Higuera Area parking committee&consider parking assessment dist(Pkg- a) H 16 PW. Reviewshared use.parking&expand to distribute parking(Pkg-c) H 17 PW Lease or purchase 2 public parking lots Pk -dH 18 PW Acquire&imrove public parking near Archer/Walker/Hi uera&Parker/High(Pka H 19 PW Com lete.street improvements including ed amenities Pk -f H 20 PW Establish in-lieu parking fee for the Mid-Hi uera Area Pk H 21 PW Add transit stops w/shelter,benches&signage for the Mid-Higuera area.(Pub-a&Pub-b) H 22 PW Develop mini-plaza at Walker PPO-b) H 23 PW Provide info kiosks at strategic places for peds as part of the Mid-Higuera Enhancement Plan. PPO-c) H 24 -PW Acquire&maintain OS along creek&install bridges&imps PPO-e) H 24 2-84 larnobjus • - � • . STATUS OF RAILROAD DISTRICT PLAN impLEmENTATI-ON PROGRAMS _:7STATUS AS OF,JUNE 30,2011'.._..._.- Lead Complete DURcuAy to Compkte- No. Dept hn lam nudes R m Su Or On pin Low Meelum NI h 1 PW Install traffic signals at Upham 4.1 B C 2 ADM Use CIPS&economic revitalization tools to promote area(2.9C) 0 3 CD Limit noise&emissions from engine idling between 10pm and 6am 3.1M 0 4 CD Ped Circulation Plan,Bike Transp.Plan,Circulation Element,and RR District Plan to be consistent(2.7B) 0 5 CD Identify code violations&work with owners to*correct 2.8C 0 _ 6 PW Rehabilitate historic SP Freight warehouse. 1.11 0 7 PW Install Curb,gutter,boardwalk&trees along Santa Barbara,High,Roundhouse,Emily& South Street4.1D 0 8 CD Clea confm. nicate with property owners,railroad&ops staff 3.11 0 9 CD Encourage added public telephones or emergency call boxes 2.7E M 10 PW Install pedestrian crosswalks at Leff&Upham streets(4.1A) M -Upham Crosswalk complete,Leff s6'll needed 11PW Widen Santa Barbara Street from Broad to Upham-including.left tum pocket 4.1 C C 12 CD Install standard gauge railroad track to display of historic.railroad.cars 1.12 H 13 CO Install historic markers&.improved walk of history describing RR features(1.14) H 14 CD Public access to RR bikeway provided with Villa Rosa development 1.17) H 15 CD Consider MU zone to allow broader range of uses 2.90 H 16KCD Consider CDBG funds for business loans and rehabilitation rants(3.1K) H 17Enforce roe screen &maintenance alongROW 3.1 N - H 18 Rehabilitate historic water tower to 1940s condition&u date historic marker 1.6 H19 Evaluate assessment district to a for unde roundin utilities 3.10 H20Construct bikewa on land adjacent to Johnson Ave for Southbound bic clists 1.1 H 21 Install bad a off.Johnson Ave fobikwa north.to Cal Po1.2 H 22Install edestrian brill a over RR linkin Fairview with Penn Lane 1.3 H 23Install bikeway&trail linking east side of RR tracks to signal on Johnson @Lizzie St(1.4) H 24 PW Install new bikeway along both sides of RR ROW(1.5) - H -Partial improvements completed,significant imovements still.remain 25 PW Expand passenger loading zone in parking lot north of depot 1.7 H 26 PW Install textured concrete paving&crosswalks,ped lighting,trees&signage @teff and Osos(1.8) H 27 PW Plant palm trees on 50-100 ft centers 1.9 H 28 PW Acquire land&construct a multi-modal transit center with parking,shelter,restrooms,info, bike storage.lockers etc 1.10 H 29 PW I Install street paving,curb,gutter,wood sidewalks,street trees,lighting,&signage on Railroad Ave.Osos,Santa Barbara,High,Emily and Roundhouse Streets(1.13) H -Santa Barbara Street improvements complete;other improvements remain 30 PW I Install bikewa .between Alphonso and Emily streets 1.15 H 31 PW Install ped/bike crossing for access from Stoneridge/LawrenceDr.Nilla Rosa neighborhoods to.Sinsheimer Park 1.16 H 32 PW Improve bike/ ed undercrossing to Sinsheimer Park 1.18 H 33 PW Install bikeway linking RR bikeway with Augusta/Southwood Drive neighborhood through creek&park areas(1.19) H 34 PW Replace/repair fencing,remove trash &install landscaping along fence lino 1.20) H 35 PW Encourage expanded parking&staging area for bikes(1.21). H' 36 PW CIPS to install improvements at Emily,Roundhouse,High,Church,Santa Barbara&Osos - - for paving,curbs,lighting.boardwalks,signage&trees 2.7C H 37 PW Consider spec al engineering standards for district public improvements 2.7D H. 38 PW Improve traffic circ-expand public transit,bikeways,&widen Santa Barbara(3.1 H) H -Santa Barbara.Street improvements 90%complete;other improvements remain 39 PW Im rove oassenaer depot parking area 3.1J H 40 PW Use RR parking lease funds to improve parking enforcement,&lot appearance(3.11- 41 3.1141 PW Install additional traffic signage and street lighting at pedestrian crossings to improve sight distance 4.1E H 25 2-85 Achment- PROGRAMS STATUS-OF -•-T AREA SPECIFIC PLAN IMPLEMENTATION PROGRAMS . V STATUS"AS OF.JUNE.X 2011- Load Complete OMflalry to Co�Nta No. Dept Implementation Program Summary Or On oln ...Low Yeotum h_. 1 PW Establishjoint RTA bus stop on S.Higuera&Tank Farm P 6.3 C 2 ADM Management program for area creeks required with minimum setbacks of 35 ft.(AASP 3.3.1) 0 3 ADM Develop remediation actions for Chevron site to preserve natural resources(AASP 3:3.4)" 0 4 ADM Establish mitigation bank within Chevron property to serve AASP&MASP areas(AASP 3.3.5) 0 5 ADM Develop public access levels compatible with maintaining habitat for Chevron property AASP 3.3.6 0 6 ADM Reslore.creekareas AASP 3.3.7 . 0 7 ADM Retain open space corridor to alow movement of wildlife on Chevron property(AASP 3.3.8) O 8 ADM Maintain wildlife corridors south from AASP toward Indian Knob&Davenport Hills by obtaining reenbe@s-and working with Count AASP 3.3.9P O 9 ADM Enlarge wetiandconnection between areas north and south of Tank Farts Rd(AASP 3.3.10) 0 10 ADM City will manage acquired open space land to preserve habitat.(AASP"3.3.11) O. 11 ADM City will pursue MOU for privately owned open space lands to preserve habitat(RASP 3.3.12) 0 12 ADM In.lieu fee for development not able to dedicate land for open space AASP 3.3.14 0 13 ADM Expansions of URL will secure open space AASP 3.3.15 O 14 ADM Resource management activities compatible with airport operations(AASP 3.3.17) 0 15 ADM Expand wetland-north of Tank Farm w/Chevron roect(AASP 3.3.18) O 16 CD 50 ft wetland setback required through subdivision,development.&public facilities(AASP 3.3.3) 0 17 CD Require development to dedicate.land or easements for greenbelt AASP 3.3:13 O" 18 - PW .Locale bike.paths outside creek setback area RASP 6:3H 0 19 PW Bike lanes shall meet or exceed CA DOT&City design standards AASP 6.3I 0 20 PW Require bike lanes as part of frontage improvements for development. Require bus stops as part of development improvements where appropriate AASP 6.3G 0 21 PW Establish timed transfer point on.Ma arita Rd AASP 6.31 L 22 PW Development to provide street furniture or passenger amenities such as transit stops,- " shelters,. ads,trash.receptacles,etc. AASP 6.31LM 23 PW I Amend Bicycle Transportation Plan to include Airport area facilities 6.3F M 24 ADM Limit access to creekside environment between Broad St.and Santa Fe Rd(AASP 3.3.2) H 25 CD Access&interpretive info for historical.resources AASP.3.3.16 H 26 PW TIF funds used for new buses to serve AASP. Bus stops provided by adjacent develo mens.AASP 6.3C H 27 PW Amend Circulation Element to expand truck route network AASP 6.3A H .28 PW Conned bike lanes at intersections in the Airport Area AASP 6.3.1 H 29 PW Establish a CIP program to include bikeways not part of Airport development(AASP 6.3K) H 26 2-86 Attachment. STATUS OF AREA-SPECIFIC IMPL�-MINTATION ■ e . - . - . - a • - e - • STATUS AS:OF JUNE.30,3011_:_' . LOW Complete Difficulty to Complete No Dept F1,01mentation program SummaryOr Ongoing Low Matlium Hi h 1 ADM 1.1 a Hills to be dedicated to City&protected. C 2 CDD 1.1b Livestock grazing may be limited&City will manage hillside vegetation. O 3 CDD 1.16 Previously graded toad to Telecom facilities will be relocated. O 4 CDD 12.a Acacia Creek corridor Mall be 100 ft wide exclusive of sports fields &will be replanted with riparian plants. O 5 CDD 1.2.b Swales emerging from hills will have open space corridors 50 ft wide&fenced near developed areas. O 6 CDD 1.2c Lower swales thru neighborhood park will be accessible for.play O 7 CDD 1.3 Riparian and seasonal wetlands which are shown as development areas will be replaced in kind within MASP. O 8 CDD 1.4a MASP development to detain peak stormwater flows on site. Shallow basins are preferable to deeper ones. O 9 CDD 1.56 Protect _ land elsewhere in URL or greertbelt. O 10 CDD 1.6a Provide 10 acre neighborhood park,and 16 acre improved sports field. O 11 CDD 1.6.1a Neighborhood Park req's including equipment and landmark feature 12 CDD 1.6.1 b Some seating,cooking&small child play space to be _partly encosed. O 13 CDD 1.6.2 Greenspace and play fields mainly seminatural vegetation,with large trees only at.edges&possiblity of community gardens.. O 14 CDD 1.6.3 Greenways for cycling&walking paths. O 15 CDD 1.6.4 Sports fields to accommodate active recreational uses &include on-site parking. Shielded night lighting. C 16 CDD 2.1:1 Low Density Residential areas for SFRs only. No churches,schools or secondary dwellings. O 17 CDD 2.1.2-Density will be 7-9 dwellingslacre O 18 CDD 2.1.3 Lot dimensions are regulated ulated b Table 2 O 19 CDD 2.1.4 A-C-setbacks and-building/parking orientation O 20 CDD 2.1.5 Each dwelling shall navel off-street parking spaces- one covered.&alley access standards O 21 CDD 22.1 Medium density residential areas-detached houses on small lots or groups of detached dwellings on larger lots O 22 CDD 2.2.2.Medium Density shall be 8-16 dwellings/acre. O 23 CDD 222a-e Lot dimension table&standardd for Med Density O 24 CDD 22.4 Med Density Building form-setbacks and architecture O 25 CDD 2.2.5 Parking to be located at rear. Alley access standards andspecial setbacks if located in front. O 26 CDD 2.3.1 Med-High Density Res for attached dwellings orPUDs. No churches or schools allowed. O 27 CDD 2.3.2 Med-Hi h Density will be 13-18 units/acre. O 28 CDD 2.3.3 Lot dimensions perTable 4 O 29 CDD 2.3.4a&b Setbacks and architectural criteria O 30 CDD 2.3.5 Parking to be located at rear. Alley access standards andspecial setbacks if located in front O 27 2-87 Attachment OF • PROGRAMS 31 CDD 2.4.1 High.-Density Residential-allow a mix of densities and ownership.Churches and Schools not allowed 0 32 CDD 2.4.2 High-Density Residential density will be 19-24 units/acre O 33 CDD 2.4.3 Lots to be developed as a single parcel or condo however it may be divided into two land parcels to allow for affordable housin . O 34 CDD 2.4.4a-c High Density building form-setbacks,arch character and porches or other outdoor space. 0 35 CDD 2.4.5 Parking requirements and location 0 36 CDD 2.5.1 Neighborhood commercial uses=CN zone except no uses larger than 5,000 sq ft,schools,services stations O 37 CDD 2.52 CN Density shown in Figure 5 0 38 CDD 2.5.3 CN lot dimensions&size minimums 0 39 CDD 2.5.4a•f CN Building Form(coverage, height,setbacks,FAR, size,architectural character O 40 CDD 2.5.5 CN parking rquired 1/500 sq ft.&1/300 sq ft for bikes O 41 CDD 2.6.1 Business Park uses-master-tanned campus-type development. O 42._ CDD 2.6.1 a BP Office small offioes and mixed use. 0 43 CDD 2.6.1b BP General-R&D, Light manufacturing, business services. Mowed uses listed by approval level. 0 44 CDD 2.6.1 c BP-Outdoor-landscaped parking,storage,employee recreation areas 0 45 CDD 2.6.1d BP-prohibited uses=carnivals,convalescent hospitals,dwellings,homeless shelters,schools or public assemby uses 0 46 CDD 2.6.2 BP employee density not to exceed 40 persons/acre 0 47 CDD 2.6.3 BP parcel sizes&dimensions 0 48 PW 2.6.4 BP vehicle access will be loops or grid extensions. NO driveways on Prado Rd. 0 49 CDD 2.6.5a-i BP site and building design(FAR,Orientation, outdoor space,setbacks, parking lots,heights,massing, entries,&materials) 0 50 CDD 2.6.66-d BP Continuity of landscape space 0 51 CDD 2.6.7a-d.BP parking requirements&design 0 52 CDD 2.6.8a-b BP landscape screening required for loading,waste collection,utilities&mechanical equipment 0 53 CDD 2.6.10 BP Outdoor employee amenity areas are required 0 CDD 2.7.1 Special use area between hills and Broad street(1.2 acres). House and grounds should be preserved and uses may include residence; B7B,hostel,museum, art or craft gallery with retail sales,restaurant, retail sales of food,office for sales of MASP properties or visitor info center. 0 54 CDD 3.1 a Buildings to express human scale by articulating mass 0 55 CDD 3.1 b Architectural styles in plan are encouraged 0 56 CDD 3.1 c Residentail entries should be identifable from streets or ed walkways 0 57 CDD 3.1 d Universally accessible entries are encouraged for all buidlinqs 0 58 CDD 3.1 a All development is encouraged to have outdoor space shileded from aircraft noise. 0 59 CDD 3.2 Street trees to create sense of identity;focal areas should be highlighted through trees and planting; riparian corridors should have native landscaping;and all landscaping should be water efficient. O 28 2-88 STATUSant- AttachM OF ♦ ♦ IMPLEMENTATION PROGRAMS 60 CDD 3.3 Lighting shall be energy efficient,avoid glare and minimize illumination toward sky. O 61 CDD 3.4 Buidling form&placement to meet solar exposure objectives. 0 62 CDD 3.5 Public art to be encouraged at neigbhorhood park& principal collector street entries. O 63 CDD 3.6 Dwellings &outdoor spaces to be separated from Prado Rd by greenways,green space&BP uses.Landscaped berm to be installed where appropriate. O 64 CDD 3.7 Fence and wall designs to comply with community design guidelines 0 65 CDD 4.2a-g performance standards to ensure airport compatibility including limitation on uses and operations that might be dangerous;indoor noise level requirements, avigation easement and disclosure requirements 0 66 PW 5.0 Traffic calming features to be developed. Streets& drives to provide access without unnecessary vin O 67 PW 5.1 City will extend transit service into are as roads are developed.Transit stops to include turnouts, shelters, benches,trash receptacles&real time arrivalstatusdisplays. O 68 PW 52a New development shall include sidewalks, ped paths, bike lanes and bike paths. Precise alignments will be determined with subdivisions. 0 69 PW 52b Bike path width, paving,signs and features to comply with Bicyce Transportation Plan. Proposed crossings may include features such as pavement changes,signs or bulb- .outs. 70 PW 5.2c. Pedestrian and bike access to sports fields will be by enhanced under or over crossing with visibility for safety and sense of place O 71 PW 5.3a-I Streets to foster traffic volumes appropriate for land uses and neighborhoods O 72 PW 5.4 Alleys should be used where feasible 0 73 PW 5.5 Local streets will have bulb-outs at the end of blocks and at mid-block for blocks onger than 500'. O 74 PW 5.7.1 Additional right-of-way for Broad Street to accommodate bike lane,vertical curbs, landscaped parkway, and center median. 0 75 PW 5.72 Prado Road facilities, phasing and construction re uirements 0 76 PW 5.8 Traffic calming required-roundabouts,traffic cirdes, intersection treatments,and bulb-outs. 0 77 CDD 5.9 Street names to follow City requirements. O 78 PW 6.3 Fire-dept activated signal control devices required for all intersections with traffic signals O 79 PW 7.3.1 Subdivision plans must show detailed solutions to stormwater issues. Develoers areresponsible for drainage facilities serving their parcels. 0 80 PW 7.3:2 All drainage facilities must comply with NPDES&post construction runoff controls O 81 PW 7.5 Each residence shall have one 2"conduit conneted with underground system to facilitate future installation of high.- speed data system. O 82 PW 7.7 All new power,telephone&cable lines to be installed undergound. All existing line facilities to be underground at time of frontage construction. O 29 2-89 STATUS OF AREA SPECIFIC IMPLEMENTATION PROGRAMS 83 PW 7.8 Streets&utilities installations must be built to ensure that later projets can build upon systems that are appropriately sized and located. O 84 CDD 8.1 a The area shall accommodate at least 2 sites with a total capacity of 40 dwellings for HASLO to provide affordable housing. 0 85 CDD 8.1 b Residential area may be developed with modular or manufactured dwellings that comply with specific plan. 0 86 CDD 1 8.1 c Affordable housing density bonuses available in area designated in Fig 5 only due to airport land use Ian. 0 30 2-90 Attachment DRAFT PRO achment - . - • - CIRCULATION UPDATE OPTIONS Land Use Element–Comprehensive Update Work program from 8-8-08 Council meeting. General Plan Update Process Attachment 1-Pro ea Purl Issues and Opportunity Report To understand the extent of review and update required for the Land Use Element and Circulation Element, it is necessary to understand how will the existing policies and programs are serving the community. The Issues and Opportunities report will focus the community's attention on key issues,changes and opportunities that have major policy implications as the City of San Luis Obispo considers how to guide development over the next 24 years. The report uses information contained in the draft Background Report along with survey responses, workshop input,City Staff observations and outreach efforts to summarize the issues idemi Ged. The repart will discuss existing Land Use and Circulation Elements policies and implementing programs to determine where changes may be appropriate (i.e.completed programs most likely do not need to be re-evaluated). These goals. policies and programs will provide the core of topics for public review. Ilii report will not reach conclusions or suggest the manner in which the City should proceed in the development of the General Plan, but it will identify issues of critical importance. Questions for the community. include: Is the vision of how the community wants to grow still fairly accurate or have changes occwred calling for a new or revised vision? Are there different ways to achieve that vision that weren't available or utilized 15 years ago? Knowing what the community vision is and bow it may have changed will guide the scoping for the update process. A,ttan-a-aims 'v u tigers&Selection Staff and the consultant will work with the community, the advisory bodies, and City Council to develop. evaluate, and select land use and policy alternatives for evaluation. Ther: will be traffic, fiscal; envLronmental, and community vision trade-offs associated with each alternative: Once a preferred alternative is selected,the land use plan can be drafted and a project description defined for ctr%tunmcmal review. General Plan Preparation&Environmental Review Policies and programs art developed at this stege to respond to the land use plan. Where Land use changes are identified that may have associated impacts (i.e. noise, air quality, traffic, etc.) policy additions or changes to other elements may be identified as part of the environmental review process. A draft EIR is then prepared based on the project description and a selected range of alternatives. Fiscal analysis of the General Plan is inchrdcd at this stage_ PublicHie ngs and Adolginn The draft general plan upd= and environmental document are evaluated through the public hearing proms. A final EIR and General Plan documents and adopting resolutions and ordinances are prepared The chart on the next page shows how the community participation, general plan update and environmental review interstct throughout the process. 31 2-91 PROJECT - AND CIRCULATION OPTIONS C>deneral Plan Vfdate Pmee" Attachment t—Project Plan TASK DEFINITION Staff from all depaAments will be involved in the update process• in reviewing the experience of other communities,the typical commitment is an average of two full-time equivalent(FfE)staff positions for an update process in addition to the consultant and temporary help assistance. The update process will have varying time commitments during the life of the update,but on average, the City can expect to dedicate two existing FTEs to this effort. City staff involved to the greatest extent will be Community Development and Public Works staff, but staff from Parks and Recreation, Utilities, Fire, Police. Finance and Administration will also be involved in this process. GENERAL PLAN PREPARATION PROCESS Ptwhs CQMMUNrry RAXi0 WO CL" PROMX-rs PAIMUPAT" ' a'nQ'' f rm7 IemllfyatC Q,e laves t*2 ara,�muM Z rCllp/1, !.nTfKtrwrr +—, TPY'n,1[2."fi4.smita AdY.+.s.l'..m.nw t'ulkxleiC od hN1}7,*i'i)♦InRfiHiiM �""'d' ,iy core af��.�t7a� C1l.�IgmL.Y.a,m ma In,nv:c„,. lb 1n.+ Aaaar=.aced ka+i:r.,C Ahc,hF.rc, Alts mr,F,alwtna Iniom Wet Cnmraticc'Aior't,WP WCitri!{;dte Tai Prvjxtrlovptan Bray thr FIR inp.n Amh.is MIR N-rawl1.11txtnp and 7 A C Iecr iealaC rbc Ran and tip.. PtLtr RaYti'w 1`atii liwr4tp I ltd PGtilk'A.T:' t'w;N., h, k a,4 A's Rt #,pm o to t a,manq T-81hrus, efun Pl.t, x,da-tan Phase t—Protr>am initintioa:4 months May—Auaust 2049 During this phase, following consultant selection, the General Plan Team will establish the foundation for the General Pian Update, including tools to be used during the update. meeting with the Planning Commission and Council and initiating the public outreach program. Task 1.1 Initiate Program Authorization from Council Consult Ofrwz of Planning and Research website Distribute RFP Evaluate RFP responses and select consultant team Identify internal project team—together with consultant this becomes the "Genesi Plan Team7* Task 1.2 Scoping Develop a detailed work schedule wlcoasultant including settedules for community outreach and participation. 32 2-92 DRAFT PROJECT PLAN: LAND USE . . - . . -UPDATE� QPTIORS General Plan update Process Attactment 1—Protect Plan Review and discuss overall format and organization of the GP Determine planning area boundary Review GIS and other data sources Task 1.3 Joint City CounciVPlanning Commission Study Session:. Project Initiation and General Plan overview. Appoint the General Plan Working Group. Task 1.4 Land Use Database—define and format GIS land use database for use in the General Plan update. This provides basis for development estimates. Task 1.5 Base Maps—define and format base maps for use in the General Plan update. Base maps arc used for display presentation and throughout process. Uniform legends arts]title blocks are developed. Task 1.6 Project Website— initiate project website. 'Ibis will provide current information throughout the process for status,download documents and presentations and provide a forum for public comment submittal to the City. Task 1.7 Newsletter—The General Plan Update Process—create and distribute(possibly via utility billing) Task 1.8 Community Workshops—Generml Plan update process Provide community and citizen groups an ove iew of what the General Plan does and how the process will progress over the next two-three years_ phase Products: • Detailed PrajeLt Schedule • Staff Reports • Project Base Maps • Lund Use Database • Newsletter • Website • Community Workshop Summary Phase 2—$atl-ttfroatndo=6 months Atu:ost 2004-Febrnaav 2010 During this phase, the General Plan Team. will update information on existing conditions and trends and identify the regulatory framework affeeting the issues to be addressed in General Plan Policy. Preparation of the background report inctudes review of documents such as the existing General Plan elements, Specific Plans, SOI report, Airport Land Use Plan. EIRs, Chamber of Commerce Strategic Plan, needs assessments, etc. Interviews and outreach to Cal Poly.Cucsta, advisory bodies, interest groups, arrd other agencies and organizations occurs at this time, The Citizens' Advisory Committee is formed, The objective is to develop and document a comprehensive picture of the existing ceatditions found in the City. Task 2.1 Hire intcrusfoutreach to faculty and students to assist with vatidatian of parcel data for traffic model. 33 2-93 DRAFT CT PLAN: LAND US E AND CIRCULATION ELEMENT UPDATE OPTIONS General Plan Update Process Attachment,--Project Plan Task 2.2 Adminj=nive Draft Background Report-data collection to address topics: Introduction Regional Setting Planning Area Boundary Organization and Purpose of the Background Report, Lund Use City Limits and Planning Area Land Usc Planning in San Luis Obispo General Plan Summary Zoning Summary Existing Land Use Sphere of influence(SOn Amtexation Other Plans(i.e..Cal Poty Master Pian,County SLA plan) and Land Use Regulations Affecting San Luis Obispo Agencies Concerned with Land Use Planning in San Luis Obispo (i.e. Airport Land Use Commission) Greenhouse Gas Emissions Inventory Results Housing Housing UnitfLa id Capacity Inventory Pmgress Report on Housing Element Update Denwgraphics and Economic Conditions Historic Population Growth Population Characteristics Population Projections Employment Projections Economic Conditions in San Luis Obispo Chamber of Commerce Economic Strategy Report Fiscal Considerations Revenue SovrceslAvadable CapiEW Improvement Plan funding mechanisms Expenditures Transportation and Circulation Street and Road System ParkirLee Bus Sen-ice Rail Service Air Transportation Taxi Service Ride Sharing Pedestrian Netwwk Bikeways 34 2-94 DRAFT PROJECT -LAN: LAND USE AND CIRCULATION 'UPDATEOPTIONS General Plan Update Process AttaChMant 1 -PrOOO_Plm Public Facilities and Services Gcn ml GovCMment Water Service Sewage Collection and Treatment Storm Drainage and Flood Protection Schools Fire Protection Law Enforcement Communications Solid Waste Disposal Emergency and Medical Services Recreational Resources Parks and Recreation Facilities Recreational Programs-Public and Commcncial Natund Resources Open Space& Viewshed Water Resources-Supply&Quality Air Resources Historic and Cultural Resources Energy RCsourtcs Native Minerals Resources Riparian and wetland Resources Wildlife and Habitat Resources&Corridors Agricultural Resources Health and Safary Seismic and Geologic Hazards Flood Hazards Fire Hazards Noise(Traffic,Railroad, Airport, Commercial Activity-Noise Contours) Au Quality(Stationary Sources, Sensitive Receptors) Emergency Response. Airport Hazards Hazardous Materialsfftstc(Summary of Major ProducersluserO Urban Form and Design Major Physical Elements Community Form and Character Commercial Areas Industrial Areas Neighborhood Areas Streets and Highways Principal lamdmarkslHi toric Resources Major Developments in the Planning Stages 35 2-95 DRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT UPDATE OPTIONS Ger*Ml Plan Update Process Attachment 1 —Protect Plan Task 23 Develop Survey/Outreach Questions Task 2.4 Interview and Outreach to Interest Groups Task 2.5 Appoint Citizen's Advisory Committee and hold meetings Task 2.6 Transportation Forecast Model Development Finalize Transportation Data collection Origin-Destination Trip Collection Trip Logs,Frequency and Travei Time Data Colle Ltion Transportation Model Review and Determination Collect County&Other Jurisdiction Land,-Use and Traffic Forecasting Data Prepare deficiency reports and future needs assessments Task 2.7 Public Review Draft Background Report Task 2.8 Community Workshop—Background Report—Discussion of Issues Task 2.9 Newsletter—Background Report Overview Phase Products: • Administrative Draft Background Repan • Survey Instrument • Interview Responses • Public Review Draft Background Report • Newsletter • Website Update • Citizens' Advisory Committee Meetings Summary • Community Workshop Summary Phase 3—Issues,Opportunities,and Vision—4 months Januan-MaY 20x0 During this phase, the General Plan Team will summarize key issues and opportunities based on Draft Background Report Findings, input from the community through workshops and stakeholder interviews.City staff and consultant observations,and feedback from the Joint Study Sessions. Following community workshops, the General Plan Team will develop an overall Land Use and Circulation vision for the future of San Luis Obispo based on community input. Task 3.1 Issues and Opportunities Summary Task 3.2 Newsletter-Overview of Issues and Opportunities Task 3.3 Community Workshops: Issues and Opportunities Address General and Specific Areas: Dalidio, SOI areas, Special Design Areas charrettes(Foothill.Madonna.Grand.Monterey.Sunset Drive-in) Task 3.4 Joint City Council/Planning Commission Study Session 36 2-96 PROJECT - LAN: LAND USE AND CIRCULATION ,UPDATE OPTIONS General Pian Update Process Aktechmant t -Project Plan Phase Produces: • Summary of Key Issues and Opportunities • Draft Vision Statement • Stan Reports • Newsletter • Citizen's Advisory Conmtittee Meetings Summary • Community Workshop Summary Website Update Phase 4- Alternatives Report-6.7 months May-November 9010 During this phase, the General Plan Team will wont with the community. Advisory Bodies. Planning Commission and the Council to dm•elop, evatuatc, and select land use and circulation policy alternatives to create a framework for the new General Plan. Task 4.1 Develop Policy and Lend Use and Circulation Ahematives- The Team will develop dm alternative growth scenarios for land use needs for the community based on data teryeaneh and analysis, the public input process and population projections for the area. Supporting maps,graphics,and narrative suitable for public review to illustrate the range of alternatives will be developed. The Team will develop policy alternatives to address the key issues and opportunities identified in Phase 3. Task 4.2 Evaluate Growth Alternatives-The Team will evaluate the tares selected alternatives to understand impacts to existingJprogrammed public facilities, impacts to the environment, and fiscal implications. Population projections based on land use build- out will be developed. Task 4.3 Administrative Draft Issues and Alternatives Report-from Tasks 2 and 3 Task 4.4 Public Draft Issues and Alternatives Report-After Internal RevicwfCommcat Task 4.5 Newsletter-Ahcmadims Task 4.6 Citizens' Advisory Committee Meeting.,- Alternatives Task 4.7 Community Workshops-Alternatives Task 4.8 Joint City Council/Planning,Commission Study Session Phase Products: • Administrative Draft Issues and Alternatives Report • Public Review Draft Issues and Alternatives Report • Staff Reports • Newsicua • Citizcns' Advisory Committee Meetings Summary • Workshop Summary • Website Update 37 2-97 DRAFT PROJECT PLAN: LAND USE AND dRcU1Af]IoWntmENT- UPDATE OPTIONS General Plan tfpam Proeess Adtachment 1 -Project Plan Phase S-Po3icy Document-7 months October 20106 April 2011 During this phase, the General flan Team will draft a set of goals, policies, and implementation measures for the Land Use and Circulation Elements in addition to changes that are needed to other elements to ensure consistency. Task 5.1 Administmtive Draft Goais and Policy Repon to include vision statements and goals, policies and implementation measures • Land Use Element including economic development policies. Appropriateness of current land use designations & policies for meeting residential, comrnet+cial and industrial heeds of community. Land use guidance rmded to achieve urban form desired. Economic balance. Identifying new SOT boundary. • Circulation Element - establish baseline of circulation improvements needed to suppon projected growth within City at acceptable service levels. Identify scope and timing of itnprovcrFw ms. • Global climate change policy identification • Housing Elcrnent updates resulting from other changes • Noise Element updates resulting from other changes • Safety Element updates resulting from other changes • WaterfWastewater Element updates resulting from other changes • Conservation and Open Space Elco=updates resulting from changes • Parks and Recreation Element updates resulting from other changes • Setting information from Background Repot will be bound separately to be shared by General Plan and ETR Task 5.2 Land Use Diagram-draft diagram that shows preferred alternative. Identify land use designations,population density and building intensity. Task 5.3 Circulation Diagram-show preferred alternative. Task 5.4 Citizens' Advisory Committee Meetings Task 5.5 Community W'or'kshops Task 5.6 Public Review Draft Policy Document Task 5.7 Joint City Council/Pianning Commission Session Phase Products_ • Admutistrativc Draft Policy Document • Public Review Draft Policy Document • Citizens' Advisory Committee Meetings Summary • Community Workshop Summary • Staff Reports • Websitc Update 38 2-98 DRAFT ■ ' • CIRCULATION UPDATE • ■ • t)eneral Phm Updam Prove= Anadtment i-Prolect Ptan Phase 6-Environmentaii impact Regi-yoo monttrs 3anuary-Awmst 2,011 During this phase, the consultant with input from staff, will prepare a Draft EIR analyzing the potential impacts of the Draft General Plan (projca description). The EIR will be designed to meet the requirements of CEQA and to streamline future City consideration of development and public works projects consistent with the General Piero. Task 6.1 Notice of Preparation Dianbution Task 6.2 Planning Commission Scoping Meeting Task 6.3 Administrative Draft ETR Executive Summary-setting, impacts,mit4ations,& alternatives Introduction Impacts and Mitigation Measures Land Use Circulation Sustainability and Global Climate Change Other Elements as impacted by proposed changes Alternatives Analysis Cumulative Impacts Other Regional CEQA Issues Fiscal Analysis Task 6.4 Internal staff review of Administrative Draft EIR Task 6.5 Public Draft EIR-45 day public review. Task 6.6 Citizens' Advisory Committee meetings Phase Products: + Staff reports • Administrative Draft EIR • Public Review Draft EUt • Citizens' Advisory Committee Meetings Summary • Website Update Phase?-Public Review-6 months August 21)11-March 2012 During this phase, the General Plan Team will assist the community, advisory bodies, Planning Commission and City Council in the review of the Draft General Plan and Draft EIR, culminating in Council direction for changes to the Draft General Plan. The Citizens' Advisory Committee members will be encouraged to attend and participate during the public hearings. Task 7.1 Newsletter-draft General Plan and draft EIR Task 7.2 Advisory Body Hearings Task 7.3 Platming Commission hearings 39 2-99 l/ /Attachmant- DRAFT PROJECT" CIRCULATION UPDATEOPTIONS Genesi Plan Update Process Attachment t —Project Plan Task 7.4 City Council Hearings Phase Products: • Ncwslctter • Staff reports • Wcbsitc update I'9 ENS 8—Final 11ncarrtertts and A1101169_11-54M araM 1N[anI 2412-Austnst 2012 During this phase, the General Pian Team will prepare the final versions of the General Plan Goals and Policies Report and the EER for fatal review and adoption by tate Planning Commission anal City Council. The Citi7.cats' Advisory Committee members will be encouraged to attend and participate during the public hearings. Task 8.1 Respond to Public Con meatts on Draft EIR(DEIR) Comments received during public review of the DETR are responded w by Conslultam. Task 8.2 Prepare Final ETR (FM) Overriding considerations (if needed)developed for certification. Task 8.3 Final General Plan Documents—corrections/updates Task 8.4 Adoption Bearings Phase Products: • Camera-Ready General Plan and EIR documents,CDs,and Pill`s or HTML for web Pabft 4utreadt Program Public outreach is a key part of the update program and the Public Participation Plan will be developed with the consultant's assistance. The outreach needs to be initiated early to make the community aware of opportunities to establish an accurate understanding of the process, Timing of the outreach is listed within the pleases and is summarized below. Project %'ebsite: Interactive website containing current information on status of the project, downloadable documents and presentations, and a way to send inftmnation and input to appropriate staff. Establish a General Plan update (moderated) blog. Monitor the site to ensure responses are appropriate for publishing. Online survey E-G prates: Develop an email contact list and send regular updates to maintain interest and generate participation. Work with Chumber of Comnwrce a-blast to get information out to business communitV. 40 2-100 bRA_ _PT PROJECT PLAN: LAND UsE AN-D CIRCULATION ELEMENT :UPDATE , • • ■ t3enerat Plan Update Process Att®chment 1—Pr*ct Pint Newsletter: Produce graphic-rich newsletter that provide information about prosxss at key points. These can be developed as PDFs to emaiJ to list above. Distribute flyers through the schools. Mrditr Outreach: Mect with The Tribune, Ncw Times, and SLO Journal staff'at beginning of process to develop contact and conduit for information exchange. Contact radia stations for Public Stmice Announcements. Prepare news releases on the process and key elements of the update. Kccp an on-going update on Channel 20. . Surveys: Prepare a survey instrument and distribute to the community. Citizens'Advisory Cartw rtee: Citizens' Advisory Committees have been used to gather ort-going input from community groups. The rale of the group needs to be clearly defined and establishing membership of the group participants can present challenges as there are a multitude of stakeholder groups and limited membership available. Size of the group is critical — too small is not representative, however more than about 15 becomes unwieldy. The Consultant will assist with defining effective methods for community outreach and participation. The Council will be asked during the data collection phase to appoint Citizens' Advisory Committee members who will participate thmghout the process. , Presewalions to Cornmunity interest groups(Speakers Sureau): Offer to speak before community and stakeholder groups. These groups include Kiwards, Rotary, Board of Realtors, Home Builders Association,American Institute of Architocts, schools, Chamber of Commerce, Downtown Association, City residents —both current and future. Residents for Quality Neighborhoods, Downtown Association, the Environmental Center of San Luis Obispo County. Sictra Club, County of San Luis Obispo, Land Conservancy, Cal Pofy/Cuesta, Elementary. Junior Hight and Higb Schools, San Luis Obispo Council of Governments, Caltruns, All City Dzpartnumts, Air Pollution Control District, PGE, Gas Company, Phone company, cable and other utility providers, Regional Transit Authority, Amtrak, Union Pacific Railroad, Transportdion providers (both medical and school). Airport operations, County Visually impaired commkwc, CalFirc, Local Tribal Contacts, Advisory Groups, Regional Water Quality Control Board. Media, Office of Emergency Services, Fish and Game, Fish and Wildlife Service, youth sports groups. seniors, housing providers. non-profits, interested people on EIR distribution list,and more. Stakeholder interviews Interview key community Leaders.Council members, Addvis:ory body members,etc. Community Workshops: Hold workshops at key points in the process to irformleducate and solicit feedback. Use breakout sessions, graphics, walking tours, interactive sessi its to get input. Charrettes may be used for key design areas. 41 2-101 � rnla � DRAFT ♦ PROJECT ♦ LAND USE AND CIRCULATION ELEMENT UPDATE OPTIONS Genera]Ptan Update PMCC33 Attachment t -Pro[sct Plan Farmers'bfrrkci Set up an information booth at 'thuTsth • seed NI-irtiet rind di..uibuie rtewsleners,aruwes questiow. get people involved. Pab.-'�t•He'a it s&srudysessiuns Advisory bodies and Council. Other voruidemzions; Are translation services during meetings and outreach in other 1•:mguitefs1 for v.ritteu materwils needed? If so. which languages? Spanish would be most likely need. City Ha111919 Palm Open Nasse Displays. Have updates and on-gaing display area for"Fl.tnSLO"pr xess in City Hall and 919 Palm 42 2-102 I UP-DATEAttach MUSM-1- OPTIONS Options 2 and 3: Focused Update of the LUE and CE Work Program Discussion Conducting a focused or "surgical" update of the Land Use (LUE) and Circulation (CE) Elements would concentrate efforts on identifying programs and policies that are out-of-date and could address issues that need community input and consideration because of recent changes. Public input during the previous Financial Plan consideration indicated that core community values and policies in the LUE and CE may still accurately reflect community intent. In addition, several key sections of the LUE have been reviewed in the last few years in the context of other policy discussions including: I. The Conservation and Open Space Element was updated in 2006 and included several revisions to Chapter 6 of the LUE. 2. The Housing Element was certified by the State in July 2010. 3. The Orcutt Area Specific Plan was approved in Spring 2010 and is currently being considered for annexation through a LAFCO application. 4. Measure H was soundly defeated by the voters, thereby confirming the desire to complete Prado Road which is associated with development in the Margarita Area Specific Plan. 5. Recent updates to the Growth Management policies in the General plan were approved. 6. An update to the Water and Wastewater Element was approved in 2010. While this doesn't have direct impacts to the LUE or CE the policies and programs support development envisioned by both elements. 7. The Airport Area Specific Plan is currently being revised and updated in conjunction with the Chevron Remediation and Redevelopment proposal. A focused update would address a series of topics: 1. Review and develop policies to guide consideration of Sphere of Influence areas (Section 1.6.2) 2. Identify and develop policies to guide consideration of future expansion areas. 3. Review residential densities, especially around Cal Poly(Land Use Map and Chapter 2). 4. Airport Area policies have been superseded by the AASP (Chapter 7). 5. Several Optional and Special Design Areas (Chapter 8) have plans in process or complete (South Broad Street Corridor Plan is being revised; Santa Barbara Street area is being redeveloped; Mid- Higuera has an adopted plan; the Los Osos Valley Gap and Mc Bride properties have been annexed). 6. Limited climate action and adaptation policies and program_ s to integrate in both LUE and CE. 7. Changes in state law(i.e. SB375)that may influence LUE and CE policies and programs. 8. Economic Development has become a national issue and may now warrant its own chapter. In addition to the above, Option 3 would also include evaluation of topics associated with the Healthy Cities initiatives such as: 9. Research and map healthy and less-than-healthy food choices. 10. Identify and address barriers to physical activity and alternative commuting mode choices 11. Partner with schools and health care providers 12. Identify health indicators that will be used to measure success 43 2-103 ,UPDATEDRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT OPTIONS In order to lower the cost, a focused update would limit the scope of subject areas being updated. Based on a scope of work similar to what has been presented for the comprehensive update, the estimated cost of Option 2 or 3 is approximately $840,000 and would require commitment of 2 FTEs in addition to consultant assistance. • . update Complete current assignments including: Background, Issues, Fiscal Analysis, Reports 250,000 Environmental Review& Technical Assessments 400,000 Traffic Modeling-additional work 100,000 Public Outreach (surveys, charrettes, public meetings, mailings) 50,000 Contingency @5% 40,000 Total $840,000 Focus and Discipline Required for Success. To be successful, these options would require extraordinary commitment on the part of the Council, staff and advisory bodies to remain focused on an approved work program. It is possible that participants may perceive the focused update as an opportunity to address a much broader range of General Plan issues. In order for these options to work within limited resources—and not ultimately cost more or take longer to complete than Option 1 —it will be essential to focus staff,public input and advisory body review on prescribed parts of the LUE and CE. To accomplish this, it may make sense to address the update in a packaged series of amendments rather than a comprehensive update. If either Option 2 or 3 is selected but the effort does not remain focused, then the time and cost of the update are likely to exceed those listed in Option 1. 44 2-104 DRAFT PROJECT" CIRCULATION UPDATEOPTIONS Vacant Land: Non-residential Zones 385Acres Zone Vacant Land VF 14.9 Acres `ryut a 32.I Acres `s tit 47.2 Acres ® C-T 7 Acres .:::, C-S 55.2 Acres o ,. MR C-R 9 Acres o '• I C-N 3.9Acres + MC-0 0.8 Acres I7 C-C 2.9 Acres ` Bi 207.8 Acres 1 0 r, R FA(Uvi 'a r'� ,` v'f , 1TV! r 1 fi }� v` y i •_it�.,q..,vtltc o 0.25 o.s 1 Is z :3L0 -)a 5 45 2-105 Attach r, n 5quU- UPDATEiDRAFT PROJECT PLAN: LAND USE AND CIRCULATION ELEMENT OPTIONS Long Range Division Work Program Items: 0 0 0 0 0 0 0 0 m 0 0 0 W e a r 0 0 0 cnd d c L m v m •' p d a va 0 r o 17 o 0 c 0 m o 3 o � o tj m tr e � i o = o o � J � � o i o 0 o� 8 m 'C} um 4 0 3 � � C ❑ a D g o o c av_ ❑ ❑ c E U rn m � � 5 m � o E m c c ¢ ❑ c w m 0 0 ¢_ N �' m 0 ¢ 'c° u c o`a a v o f m m _m c _d m E a o c _ = ❑ ey c ul a E C a 'iJi d m o R D r dN w 'O dF C A w m0 m m O m d d m :C LL y r w C C O1 C E u g Ol m E m w c V m ❑ N e a m c m w c m m N m Q d o `o M a Y U c y m m m c G L O m m m a iO � 'O m c c cE� rn m N o" p,�, o Em 'm o w ie c c z n c m m d o c o O m V E n , a `m a " o Q J Z c U m m z 3 m N o a E n w y N o > � � • of U a m � • E c C J N a slaaroid J 46 2-106 Attacnment� LONG-TERM CAPITAL IMPROVEMENT PLAN city of San lues OBISPO Z_107 Attack ATTACHMENT 5 LONG-TERM CAPITAL IMPROVEMENT PLAN OVERVIEW What is a Long-Term Capital Improvement Plan (CIP)? The Long-Term CIP provides a glimpse in the future of the City. Many of the current infrastructure assets are not adequate to handle the needs of the future. Many streets must be built or widened, water lines and sewer lines must be extended into new areas, and new parks must be built. At the time of General Plan build out, now assumed as the year 2050, the projects on this list would ideally be completed and in use for the residents of the City. Why does the City meed a Long-Term CIP? The Long-Term CIP can serve as a blueprint to guide the Council's future investments. It is clear that the Council will be making annual investments in infrastructure repair and maintenance, but there will likely be opportunities to leverage grant funding to build larger infrastructure projects to complement or assist what new development provides. Without this plan for build-out, the City may miss out on strategic investments that must be made in a timely manner to help facilitate orderly development. What projects are included in the Long-Terns CIP? The Long-Term CIP only includes new improvements needed to support General Plan build-out, based on current policies, plans and goals in place today. Maintenance-oriented improvements, such as for pavement or storm drains, are not included in this plan. While costs for maintenance only projects can be significant, those costs are incurred to adequately maintain what is in place today. This plan focuses on the new facilities and infrastructure needed to support the City at build-out. How does staff determine which projects to include in the Long-Term CIP? Using the City's major policy documents, like the General Plan and the Circulation Element, City staff identified the improvements that need to be in place to accommodate build-out of the City. For virtually all of the projects in the plan, there is a link to a major policy document approved by the Council. In most cases, these links come from the General Plan, while some others come from an adopted master plan. When would these projects be built? Ideally, these projects would be built as part of new development taking place in the City. Realistically, only some of the projects could be built by new development, with many needing to be built by the City using grant funds or some form of debt financing. The key purpose of this plan is to identify the improvements needed in advance so that as development occurs (or funding opportunities arise) the City is ready to proceed. How does the Long-Term CIP fit into the two year Financial Plan process? By considering the Long-Term CIP in the context of the 2011-13 goal-setting and Financial Plan process, these projects provide an important starting place in assessing which ones might be a high priority to consider in the next two years, even given the dire fiscal out The list is a way for the Council to see the long-term infrastructure needs for the City and have an "order of magnitude" idea of 1 2-108 Gm9n LONG-TERM • ' RQV.EM ENT PLAN how much it may cost to fully implement. It is clear that in the current economic climate the City is not likely to be able to afford any of these projects right now, but staff will continue to work with developers as they come forward, as well as pursuing various grant opportunities in order to facilitate some of the projects on the list. With this understanding, the Long-Term CIP is one of the pieces of information for the Council to consider in setting goals and priorities for 2011-13. This Long-Term CIP is conceptual, and in most cases, the projects have not undergone detailed analysis, nor undergone the rigor of the public review process. They represent City staff's best assessment of costs and scope based on what is known today, but may undergo changes in scope or importance as new challenges and issues emerge over time. In short, this report focuses on presenting the "inventoryof improvements that may be needed at some time in the future, as a starting point in the goal-setting process to help decide which CIP projects will go forward. Crafting funding solutions for implementation based on Council priorities is the next step in the process and an integral part of the Financial Plan process. REPORT ORGANIZATION The report organizes CIP projects into the six major functional areas used in the City's Financial Plan: Public Safety Police Protection, Fire & Environmental Safety Public Utilities Water, Wastewater Transportation Streets, Pedestrian&Bicycle Paths, Creek & Flood Protection, Parking, Transit Leisure, Cultural and Social Services Parks & Recreation, Adobe Restoration, Public Art Community Development Open Space Protection, Trails General Government Information Technology, Buildings ACCOMPLISHMENTS During the last two years, some of the projects in the Long-Term CIP have begun or been completed. They were funded from a variety of sources; which shows the power of leveraging grants and other contributions with the General Fund. The table below reflects those projects completed or begun in the last two years. 2 2-109 PROJECT SUMMARY Project Description Plan or Policy Link Cost 'PuBuc SAFETY Police Protection Land Acquisition for New Police Headquarters I Police Facilities Master Plan 8,818,000 New Police Headquarters Facility Police Facilities Master Plan 33,705,000 Total Police Protection 42,523,000 Fire and Environmental Safety Equipment Truck w/E ui ment Pending Fire Master Plan 1,133,000 Squad/Ambulance Pending Fire Master Plan 221,300 MDC's:Truck-2, Squad-1, OES-271, E-6 Pending Fire Master Plan 40,000 Technical/Heavy Rescue Response Vehicle Pending Fire Master Plan 100,000 Facilities Security/Perimeter Fencing (Stations 2 &E Safe -Element 30,000 Instructional Facility&New Station Pending Fire Master Plan 2,500,000 Station 4 Addition Safety Element 300,000 Total Fire and Environmental Safety 4,324,300 TOTAL PUBLIC SAFETY $ 46,847,300 3 2-110 Attachment 5 PROJECT SUMMARY Project Description Plan or Policy Link Cost PUBLICUTILITIES Water Services. Master Plan Implementation Water Master Plan,October 2000, 7,740,000 prepared by Boyle Enineerin Water Reuse Master Plan Implementation Water Reuse Master Plan, Sept 2004 7,400,000 prepared by Dudek and Associates Total Water Services 15,140,000 'Wastewater Service's: Collection Buckley Lift Station Wastewater Master Plan AA, Oct:2009 6,360,000 prepared by Brown and Caldwell Los Verdes Lift Station Wastewater MasterPlan AA,Oct 2009 2,060,000 prepared by Brown and Caldwell Calle Joaquin Lift Station Wastewater MasterPlan AA, Oct 2009 1,350,000 prepared by Brown and Caldwell Silver City Lift-Station Wastewater Master Plan AA, Oct 2009 260,000 prepared by Brown and Caldwell Tieatment and Reclamation Master Plan Implementation Wastewater Master Plan, Oct 2000 43,940,000 prepared by Brown and Caldwell. Plant Treatment Disinfection Modifications Estimated by Brown and Caldwell 4,100,000 Total Wastewater Services 58,070,000 TOTAL PUBLIC UTILITIES $ 73,210,000 4 2-111 PROJECT R. Project Description Plan or Polio Link Cost TRANSPORTATION Streets New Roads Prado Road: Broad to Hi uera Circulation Element A.1 21,000,000 Prado at Hi uera Intersection Margarita Area Specific Plan (MASP) 300,000 Buckle Road:Extend from Vachell to Hi uera Circulation Element A.3 4,200,000 Bullock Lane Extension to Tank Farm Road Circulation Element A.4 3,200,000 Sacramento Drive Extension Orcutt Road Circulation Element A.5 1,600,000 Bishop Street Extension Across UPRR to Broad Circulation Element A.6 10,500,000 Santa Fe Rd: Realign s/o Tank Farm Road Circulation Element A.7,AASP 5,200,000 Santa Fe Rd: Connect with future Prado Rd Circulation Element A.7, MASP,Airport Area Specific Plan AASP 1,500,000 Road Widenings Prado Road`. Hi" uera to US 101 Circulation Element A.1, B.4 6,000,000 Hi uera Street-High to Marsh Circulation Element B.1 3,700,000 Orcutt Road-Broad to Johnson Circulation Element B.2 1,600,000 Orcutt Road-UPRR Crossing Widening Circulation Element B.2 2,700,000 Tank Farm Road-S Hi uera to Broad Circulation Element B.3,AASP 5,750,000 South Hi uera-Madonna to Prado Road Circulation Element B.5 500,000 LOVR-Madonna to US 101 Circulation Element B.6 500,000 Santa Rosa Street-Olive to Foothill Road Circulation Element B.7 3,200,000 Santa Rosa Street at Foothill EB RT lane Circulation Element B.8(a) 1,100,000 Santa Rosa Street at Olive NB RT Lane Circulation Element B.8(b) 1,600,000 Santa Rosa Street at Walnut LT lanes Circulation Element B.8(c) 300,000 Santa Barbara Street: U-ham to Broad Railroad District Plan 1,300,000 Santa Barbara Street:Leff to Upham Railroad District Plan 260,000 Broad Street:South Street to Alphonso Four Creeks EIR 1,100,000 Freeway Interchanges Prado Road Interchange Circulation Element C.1 42,000,000 LOVR Interchange . Circulation Element C.2 28,300,000 Route 101/HWY 1 Santa Rosa Circulation Element C.3 42,800,000 Broad Street/US 101 Ramo Modifications Circulation Element CA 1,600,000 Other Street Projects Monterey Street: Santa Rosa to Grand Circulation Element D.1 15,700,000 Orcutt Road-Grade Separation at UPRR Circulation Element D.2 21,000,000 Prefumo Can on Road- Landscaped median Circulation Element D.3 525,000 Broad Street Dogleg- Circulation Element D.5 375,000 Guard Rail Upgrade and Replacement Safety Element 1,050,000 Congestion Relief Projects Circulation Element 5,225,000 Neighborhood Traffic Management Circulation Element, LU 2.1.3. 850,000 Traffic Safety Mitigation Circulation Element 5,225,000 LOVR Landscaped Medians Circulation Element 1,500,000 Broad Street Landscaped Medians S of OrcuttAASP 2,625,000 Broad Street Corridor Enhancement Circulation Element 2,100,000 Santa Rosa Street Corridor Enhancement Circulation Element 1,575,000 Foothill Road Corridor Enhancement Circulation Element 1,575,000 Undergrounding of Overhead Utility Lines Circulation Element 21,000,000 City Assistance: Neighborhood Improvements Housing Element 7.3.3 5,225,000 Parker Street Improvements Mid-Hi uera Enhancement Plan 75,000 Brook Street Extension &Plaza Mid-Hi uera Enhancement Plan 225,000 Walker/Pacific Closure& Plaza Mid-Hi uera Enhancement Plan 225,000 5 2-112 �mtawmd ant PROJECT s • Project Description Plan or Policy Link Cost Traffic Signals, Street Lights & Signals New Traffic Signals Circulation Element 2,625,000 Traffic Signal System Upgrade Circulation Element 775,000 Video Detect/Surveillance Circulation Element 1,050,000 Traffic Signal Communications Circulation Element 1,575,000 Downtown Pedestrian-Level_Street Lighting Circulation Element 2,400,000 New Street Li hits $15,000 Per Year Circulation Element 325,000 Street Light Mod ifications/Upg rade Circulation Element 2,600,000 Downtown Pedestrian Signals Improvements Circulation Element 300,000 Billboard Removal Program Circulation Element 14.11 2,100,000 Acquire 975 Broad Street, Extend SLO Creek Circulation Element 2,100,000 Path West of Ni omo Crosswalk Lighting Systems I Circulation Element 300,000 Street Lights at Crosswalks in Railroad District I Railroad District Plan 100,000 Bridge Replacements Prado Road: SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 4,700,000 California Avenue: SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 6,300,000 Johnson Avenue: SLO Creek Land Use Element 6.4.6E, OS 3.2.1 E 3,000,000 Chorro Street: Stenner Creek Land Use Element 6.4.6E, OS 3.2.1 E 2,700,000 Madonna: Prefumo Creek Land Use Element 6.4.6E, OS 3.2.1 E 1,450,000 Bianchi Lane: SLO Creek Mid-Hi uera Enhancement Plan 525,000 Calle Joaquin:Prefumo Creek I Land Use Element 6.4.6E, OS 3.2.1E 1,775,000 MurrayStreet: Stenner Creek I Land Use Element 6.4.6E, OS 3.2.1E 2,100,000 Total Streets 316,685,000 Creek and-Flood Protection -' Cuesta Park Detention Facility Waterway Management Plan 10,875,000 Mid-Higuera Bypass Channels Waterway Management Plan 5,300,000 Mid-Hi uera Enhancement Plan Elks Lane Bypass Channels Waterway Management Plan 12,850,000 Channel Modifications near LOVR Waterway Management Plan 6,800,000 Creek Bank Stabilization Waterway Management Plan 31,800,000 Creek Bed Stabilization Waterway Management Plan 22,600,000 Remove human-made obstructions from creeks I Land Use Element 6.5.1C 5,225,000 Total Creek and Flood Protection 95,450,000 Pedestrian and Bi cle'Paths Pedestrian Complete Community Sidewalk System Circulation Element, Cl 5.1.2 18,254,000 Continue Program of Replacing Existing Curbs with Handicapped Ramps Circulation Element, Cl 5.1.3 6,273,000 Repave Pedestrian Crossings and Install Pedestrian Bulb-Outs Circulation Element 5.0.56. 523,000 Monterey Street Civic Center Plaza Installation Circulation Element 2,379,000 Garden Street Makeover Circulation Element DA 345,000 Complete Downtown Mission-Style Sidewalks Downtown Plan; Resolution No. 9114 4,600,000 RR District Boardwalks Railroad District Plan 314,000 Leff and Nos Improvements Railroad District Plan 309,000 Walk of Histo est Side of Tracks Railroad District Plan 523,000 6 2-113 Altachmlent S . PROJECT Project Description Plan or Policy Link Cost Bicycle Paths Bob Jones Trail Prado to LOVR 2007 Bike Plan 2,300,000 Prado Road Bike Bridges 2007 Bike Plan 523,000 Bob Jones Trail Elks to Prado 2007 Bike Plan 1,658,000 Bob Jones Trail Madonna to Elks 2007 Bike Plan 1,255,000 Elks Lane Parallel Bike Bride 2007 Bike Plan 366,000 Bob Jones Trail (Marsh to Madonna) 2007 Bike Plan, Mid-Higuera Enhancement Plan 1,464,000 Madonna Road Underpass 2007 Bike Plan 157,000 Bob Jones Trail LOVR to Barn) 2007 Bike Plan 523,000 Prefumo Arm Calle Joaquin to Madonna 2007 Bike Plan 972,000 Madonna Road Bridge to Laguna Park 2007 Bike Plan 1,673,000 Railroad Bike Path (Depot to Marsh 2007 Bike Plan 2,718,000 Railroad Bike Path Marsh to Hathwa 2007 Bike Plan 6,691,000 Railroad Bike Path (Hathway to Foothill 2007 Bike Plan 366,000 Railroad Bike Path Foothill to Campus) 2007 Bike Plan 162,000 Railroad Bike Path Foothill Bride 2007 Bike Plan 1,777,000 Path Along n/Orcutt to Laurel 2007 Bike Plan 136,000 Path Along Creek to Southwood 2007 Bike Plan 366,000 Railroad Bike Path Laurel to Tank Farm 2007 Bike Plan 1,150,000 Bridge Over Tank Farm Road 2007 Bike Plan 1,568,000 Bridge Over RR @ Fairview/Penny Ln 2007 Bike Plan, Railroad District Plan 2,091,000 Underpass at Industrial Way 2007 Bike Plan 732,000 Bridge from Sinsheimer Park to Lawrence Drive 2007 Bike Plan, Railroad District Plan 3,241,000 Railroad Bike Path (High to Roundhouse 2007 Bike Plan 240,000 RR Bike Path Roundhouse to McMillian 2007 Bike Plan 753,000 Acacia Creek BP Rockview to Damon-Garcia 2007 Bike Plan 627,000 Acacia Creek BP Damon-Garcia to Tank Farm 2007 Bike Plan;AASP 261,000 Acacia Creek Underpass @ SR 227 2007 Bike Plan 366,000 Union Oil Prop BP Tank Farm to Buckle 2007 Bike Plan; AASP 1,568,000 Buckley Road Path Broad to Vachell 2007 Bike Plan;AASP 3,450,000 Tank Farm Crk. BP Tank Farm to Vachell 2007 Bike Plan; AASP 1,464,000 Morro Street BB Santa Barbara to Pismo 2007 Bike Plan 52,000 South Street Widening for BP 2007 Bike Plan 52,000 Bikeslot at California-Foothill 2007 Bike Plan 162,000 Bikeslot at South-Broad 2007 Bike Plan 142,000 Bikeslot at S.Hi uera-LOVR 2007 Bike Plan 209,000 Bike Path Flora to Fixlini 2007 Bike Plan 314,000 Laguna Lake Park to Foothill 2007 Bike Plan 1,673,000 Marsh Street Interchange Mods 2007 Bike Plan_ 314,000 South Hills Path Mar Arita Area to Ekposition) 2007 Bike Plan; MASP 1,568,000 Railroad Corridor Palm Tree Planting Railroad District Plan 105,000 Total Pedestrian and Bicycle Paths 78,729,000 7 2-1.14 PROJECT SUMMARY Project Description Plan or Policy Link Cost Parkin NARF Parking Access and Parking Management Plan 31,350,000 New Parking Structure 1 every 5 ears Access and Parking Management Plan 62,725,000 New Parking Lot Acquisition Access and Parking.Management Plan 6,275,000 New Meter Installations- E/o Santa Rosa Access and Parking Management Plan 52,000 Residential Parkin- District Im lemehtation Access and Parking Management Plan 209,000 Develop Downtown Park and Ride Lots Circulation Element 12.6, Access and 2,100,000 Parking Management Plan Additional Passenger Loading Area Near De of I Railroad District Plan 105,000 Total Parking 102816,000 Transit - Capital Bus Stop Improvements Short Range Transit Plan 418,000 Bus Expansion 1 Every 3 YearsShort Range Transit Plan 2,600,000 NARF:Transit Short Range Transit Plan 5,225,000 RTC Transfer Point Upgrade Short Range Transit Plan 775,000 Transit Signal Priority System Short Range Transit Plan 1,050,000 Freight Warehouse Transfer Center Regional Transportation Plan 1,350,000 Voice Enunciation System Short Range Transit Plan 260,000 Automatic Bus Washer Short Range Transit Plan 260,000 Bus Yard Expansion Regional Transportation Plan 3,125,000 Total Transit 15,063,000 TOTAL TRANSPORTATION $608,743,000 8 . 2-115 PROJECT R. Pro'ect Description Plan or Policy Link Cost LEISURE, CULTURAL AND sbcIAL SERVICES Parks'and Recreation - Parks Laguna Lake Park Master Plan Parks and Recreation Element(2.55:2) 2,614,000 Laguna Lake Dredging La uria Lake Management Pro lam 7,319,000 Margarita Area Neighborhood Park/Additional MASP/Parks&Recreation Element 8,158,500 Sports Fields 2.53 Orcutt Area Neighborhood Park OASP/Parks& Recreation Element 11,111,100 (2. 3 Caltrans North Property Acquisition& Park Mid-Hi uera Enhancement Plan 2,331,000 Other Parks to Meet 10 acres/1,000 Goal I Parks and Recreation Element 2.1.1 71,639,400 Other Improvements Mini Parks Parks and Recreation Element 2.40 1,050,000 Tennis Courts Parks and Recreation Element 2.40 625,000 Sinsheimer Park Master Plan Parks and Recreation Element(2.56.2) 2,100,000 Community Center Parks and Recreation Element 2.54 8,350,000 Meadow Park Upgrades Parks and Recreation Element 2.54 260,000 Sand Volleyball Facility Emerson Park Parks and Recreation Element(2.57.5) 105,000 Skate Park Major City Goal 2007-09 1,000,000 Golf Course Parks&Recreation Element 1.33.2 209,000 Total-Parks and Recreation 116,872,000 Culfuraf Services _ - Adobe Restoration Parks and Recreation Element 2.57.5 3,125,000 Railroad District Gateway-Tree Planting Railroad District Plan 26,000 Historic Railroad Car Display Railroad District Plan 26,000 Public Art @ 1%of CIP Costs Art in Public Places Polic..-_ 8,725,000 Total Cultural Services 11,902,000 TOTAL LEISURE, CULTURAL AND SOCIAL SERVICES 128,774,000 9 2-116 PROJECT SUMMARY Pro ect Descri tion Plan or Polic Link Cost COMMUNITY •P Natural Resources Open Space Ac uisMon, Trail Development Conservation&O en S ace Element 25,000,000 Creek Pedestrian Trail and Open Space _ Mid-Hi uera Enhancement Plan 500,000 Total Natural Resources 25,500,000 TOTAL COMMUNITY DEVELOPMENT 25,500,000 10 2-117 \� • �IY�6tltlII II��tlJO PROJECT R• Pro'ect Description I Plan or Policy Link Cost GOVERNMENTGENERAL Information Technolo_ _ Document Management 1T Strategic Plan,March 2001 650,000 E-Government IT Strateglic Pian, March 2001 250,000 Technology Mgt Tools/Security Im rovements IT Strategic Plan, March 2001 225,000 Technology Infrastructure Improvements IT Strategic Plan, March 2001 813,000 Total Information Technology 1,938,000 Buildings _ City Hall Expansion Conceptual Physical Plan for City Ctr; 20,000,000 Facilities Master Plan: 1988-2010 Total Buildings 20,000,000 TOTAL GENERAL GOVERNMENT 21,938,000 FUNCTIONSUMMARY BY Public Safety 46,847,300 Public Utilities 73,210,000 Transportation 608,743,000 Leisure, Cultural and Social Services 128,774,000 Community Development 25,500,000 General Government 21,938,000 Total 1 $905,012,300 Long-Term CIP By Function: $905 Million E Community O General Development Government 3% 2/° O Public Safety 5% ❑Leisure, Cultural &Social Services 14% O Transportation 68% O Public Utilities 8% 11 2-118 ATTACHMENT 6 FINANCIAL PLAN POLICIES & ORGANIZATION city of sAn suis OBISPO 2-119 mint DUCTION OVERVIEW The following four features describe the City's Financial Plan process: goal-oriented, policy-driven, multi-year and technically rigorous. For 2011-13, staff plans to continue using a two-year budget that emphasizes long- range planning and effective program management. Staff believes the benefits identified when the City's first two-year plan budget was prepared for 1983-85 continue to be realized: 1. Reinforcing the importance of long-range planning in managing the City's fiscal affairs. 2. Concentrating on developing and budgeting for the accomplishment of significant objectives. 3. Establishing realistic timeframes for achieving objectives. 4. Creating a pro-active budget that provides for stable operations and assures the City's long-term fiscal health. 5. Promoting more orderly spending patterns. 6. Reducing the amount of time and resources allocated to preparing annual budgets. Appropriations continue to be made annually; however, the Financial Plan is the foundation for preparing the budget for the second year. Additionally, unexpended operating appropriations from the frst year may be carried over for specific purposes into the second year with the approval of the City Manager. Financial Plan Policies Fiscal health is a lot like your personal health: it's not what you live for, but it's hard to enjoy your life without it. Cities don't exist to be fiscally healthy: they exist to make our communities better places to live, work and play. However; this requires the fiscal capacity to link community goals with the resources needed to achieve them. In short, fiscal health is not an end in itself; but it's an important part of the tool kit in achieving"ends." And like personal health, fiscal health is rarely luck�clear, articulated fiscal policies are an important foundation for fiscal health. In looking at cities across the nation that have reputations for being well-managed financially— and have maintained their fiscal health through good times and bad—the one thing they have in common are clearly articulated fiscal policies, and they use them in financial decision-making. Effective fiscal policies are not just for the"good times"—they are equally important(perhaps even more) in "bad times,"too. The underlying strength of the local economy is certainly a factor in determining a city's fiscal health—but it is not the only critical factor in determining fiscal health; financial management counts. Formal statements of key budget and fiscal policies provide the foundation for assuring long-term fiscal health by establishing a clear framework for effective-and prudent financial decision-making. The City's Budget and Fiscal Policies are set forth in the Policies and Objectives section of the Financial Plan. They cover a broad range of fiscal issues, including: Financial Plan organization, revenue management, user fee cost recovery goals, enterprise fund rates and fees, revenue distribution, investments, appropriations limit, minimum fund balance and working capital levels, capital improvement management, capital financing and debt management, human resource management, productivity and contracting for services. The City's current Budget and Fiscal Policies are provided in Exhibit A. No changes are recommended at this time. However, as we begin preparing the 2011-13 Financial Plan, we may identify areas where additions or revisions to our budget and fiscal policies may be required; if so, these will be presented for Council consideration in April when the Council will provide other policy direction regarding the next financial plan. 2 2-120 INTRODUCTION Financial Plan Organization The purpose of the City's Financial Plan is to link what we want to accomplish for the community over the next two years with the resources necessary to do so. In doing this,the Financial Plan document plays four roles: 1. Policy Document Sets forth goals and objectives to be accomplished, and the fundamental fiscal principles upon which the budget is prepared. 2. Fiscal Plan. Identifies and appropriates the resources necessary to accomplish objectives and deliver services; shows where the City's resources come from and how they are used; and ensures that the City's fiscal health is maintained by demonstrating the ability to pay for budgeted services—not just this year, but into the foreseeable future. 3. Operations Guide. Shows how the City is organized to deliver services; describes programs and activities; provides measures on how effectively and efficiently we are doing this; discusses what we do and why, not just how much it costs. 4. Communications Tool. Provides the public, policy makers and staff with a blueprint of how public resources are being used and how these allocations were made; and communicates key economic and fiscal issues. Functional Basis The Financial Plan presents operating programs, CIP projects and debt service costs on a functional basis. This helps focus the budget on what the City does and why, rather than which department is responsible for managing the service or the funding source(although this information is provided in the Financial Plan as well). The highest level of summarization in the Financial Plan is the function level, which represents a grouping of related operations and programs that may cross organizational (departmental) boundaries aimed at achieving a broad goal or service. The six functions in the Financial Plan are: 1. Public Safety 2. Public Utilities 3. Transportation 4. Leisure, Cultural & Social Services 5. Community Development 6. General Government In general, our City organization is aligned very closely to these basic functional categories. For example: 1. All Police and Fire Department programs fall under Public Safety. 2. The Utilities Department manages all Public Utilities programs. 3. The Public Works Department manages all Transportation programs. On the other hand, a department like Public Works is responsible for a wide range of services besides Transportation, such as: 1. Park and tree maintenance—Leisure, Cultural&Social Services 2. Engineering—Community Development 3. Building and fleet maintenance—General Government 3 2-121 INTRODUCTION Provided in Exhibit Bare updated excerpts from the 2009-11 Financial Plan that further describe the organization of the City's operating programs. In meeting the roles outlined above, the City's Financial Plan is organized into nine main sections as follows: Section A: Introduction Includes the Budget Message from the City Manager, highlighting key issuesin the Financial Plan. Section B: Policies and Objectives Summarizes the fiscal policies that guide preparation and management of the budget and presents major City goals. It also includes the detailed work programs for the Major City Goals adopted by the Council. Section C: Budget Graphics and Summaries Provides simple pie charts and tables that highlight key financial relationships and summarize the overall budget. Section D: Operating Programs Presents the City's 74 operating programs that form the City's basic organizational units, allow for providing essential services to citizens and enable the City to accomplish the following tasks: 1. Establish policies and goals that define the nature and level of services to be provided. 2. Identify activities performed in delivering program services. 3. Propose objectives for improving the delivery of service. 4. Identify and appropriate the resources required to perform activities and accomplish objectives. Section E: Capital Improvement Plan Summarizes the City's capital improvement plan (CIP), which includes all of the City's construction projects and equipment purchases that cost$15,000 or more. Section F: Debt Service Requirements Presents the City's debt obligations at the beginning of the Financial Plan period and summarizes any proposed changes. Section G: Changes in Financial Position Provides combined and individual statements of revenues, expenditures and changes in fund balance/working capital for each of the City's operating funds. Section H: Financial and Statistical Tables Includes supplemental financial and statistical information such as revenue estimates and assumptions, interfund transactions, authorized staffing levels, appropriations limit history and general demographic information about the City. Section 1: Budget Reference Materials Describes the major policy documents and preparation guidelines used in developing and executing the Financial Plan; and he a Budget Glossary of terms that may be unique to local government finance or the City's Financial Plan. 4 2-122 INTRODUCTION Financial Plan Appendices In addition to the Financial Plan, the Council will receive two Appendices providing supplemental detail information: I. Appendix A provides detailed information on all proposed significant operating program changes. This includes: any regular staffing changes, major service expansions (or curtailments), major changes in the method of delivering services, significant one-time costs, changes in operations that affect other departments or customer service, and changes that affect current policies. Each significant operating program change request will identify: key objectives; links to Measure Y priorities; key factors driving the need for the change; environmental review considerations; alternatives; cost; and implementation issues. As needed, it will also include detailed information on any operating program reductions required to balance the budget, including impacts on service levels. 2. Appendix B provides detailed information on each proposed capital improvement plan (CIP) project. Each request will describe the project and identify: project objectives; links to Measure Y priorities; the existing situation, including the need and urgency of the project; environmental review considerations; project phasing, costs and funding sources;effect on the operating budget; alternatives; and location via a site map or schematic design if applicable. 5 2-123 BUDGET AND FISCAL POLICIES: 2009-11 FINANCIAL PLAN PURPOSE 3. Establishing realistic timeframes for AND ORGANIZATION achieving objectives. 4. Creating a pro-active budget that provides A. Financial Plan Objectives. Through its for stable operations and assures the City's Financial Plan, the City will link resources with longi term fiscal health. results by: 5. Promoting more orderly spending patterns. 6. Reducing the amount of time and resources 1. Identifying community needs for essential allocated to preparing annual budgets. services. 2. Organizing the programs required to provide C. Measurable Objectives. The two-year these essential services. financial plan will establish measurable program 3. Establishing program policies and goals, objectives and allow reasonable time to which define the nature and level of accomplish those objectives. program services required. D. Second Year Budget. Before the beginning of 4. Identifying activities performed in the second year of the two-year cycle, the delivering program services. Council will review progress during the first 5. Proposing objectives for improving the year and approve appropriations for the second delivery of program services. fiscal year. 6. Identifying and appropriating the resources E. Operating Carryover.. Operating program required to perform program activities and appropriations not spent during the first fiscal accomplish program objectives. year may be carried over for specific purposes 7. Setting standards to measure and evaluate into the second fiscal year with the approval of the: the City Manager. a. Output of program activities. F. Goal Status Reports. The status of major b. Accomplishment of program objectives. program objectives will be formally reported to the Council on an ongoing, periodic basis. c. Expenditure of program appropriations. G. Mid-Year Budget Reviews. The Council will B. Two-Year Budget. Following the City's formally review the City's fiscal condition, and favorable experience over the past twenty-four amend appropriations if necessary, six months years, the City will continue using a two=year after the beginning of each fiscal year. financial plan, emphasizing long-range planning and effective program management. The H. Balanced Budget. The City will maintain a benefits identified when the City's first two-year balanced budget over the two-year period of the plan was prepared for 1983-85 continue to be Financial Plan. This means that: realized: 1. Operating revenues must fully cover 1. Reinforcing the importance of long-range operating expenditures, including debt planning in managing the City's fiscal service. affairs. 2. Concentrating on developing and budgeting 2. Ending fund balance (or working capital in for the accomplishment of significant the enterprise funds) must meet minimum objectives. policy levels. For the general and enterprise 6 2-124 I � Attack v • • • 0 ` BUDGET AND FISCAL POLICIES: 2009-11 funds, this level has been established at 20% budget as long as those changes will not have a of operating expenditures. significant policy impact nor affect budgeted year-end fund balances. Under this policy, it is allowable for total expenditures to exceed revenues in a given GENERAL REVENUE MANAGEMENT year, however, in this situation, beginning fund balance can only be used to fund capita/ improvement plan projects, or other "one- A. Diversified and Stable Base. The City will time,"non-recurring expenditures. seek to maintain a diversified and stable revenue base to protect it from short-term fluctuations in FINANCIAL REPORTING any one revenue source. AND BUDGET ADMINISTRATION B. Long-Range Focus. To emphasize and facilitate long-range financial planning, the City A. Annual Reporting. The City will prepare will maintain current projections of revenues for annual financial statements as follows: the succeeding five years. 1. In accordance with Charter requirements, C. Current Revenues for Current Uses. The the City will contract for an annual audit by City will make all current expenditures with a qualified independent certified public current revenues, avoiding procedures that accountant. The City will strive for an balance current budgets by postponing needed unqualified auditors' opinion. expenditures, accruing future revenues, or rolling over short-term debt. 2. The City will use generally accepted accounting principles in preparing its annual D. Interfund Transfers and Loans. In order to financial statements, and will strive to meet achieve important public policy goals, the City the requirements of the GFOA's Award for has established various special revenue, capital Excellence in Financial Reporting program. project, debt service and enterprise funds to account for revenues whose use should be 3. The City will issue audited financial restricted to certain activities. Accordingly, statements within 180 days after year-end. each fund exists as a separate financing entity from other funds, with its own revenue sources, B. Interim Reporting. The City will prepare and expenditures and fund equity. issue timely interim reports on the City's fiscal status to the Council and staff. This includes: Any transfers between funds for operating on-line access to the City's financial purposes are clearly set forth in the Financial Plan, and can only be made by the Director of management system by City staff; monthly n reports to program managers; more formal Finance & Information Technology in accordance with the adopted budget. These quarterly reports to the Council and Department Heads; mid-year budget reviews; and interim operating transfers, under which financial annual reports. resources are transferred from one fund to another, are distinctly different from interfund C. Budget Administration. As set forth in the borrowings, which are usually made for City Charter, the Council may amend or temporary cash flow reasons, and are not supplement the budget at any time after its intended to result in a transfer of financial adoption by majority vote of the Council resources by the end of the fiscal year. members. The City Manager has the authority to make administrative adjustments to the 7 2-125 BUDGET AND FISCAL POLICIES: 2009-11 In summary, interfund transfers result in a at least every five years. In the interim, fees will change in fund equity; interfund borrowings do be adjusted by annual changes in the Consumer not, as the intent is to repay in the loan in the Price Index. Fees may be adjusted during this nearterm. interim period based on supplemental analysis whenever there have been significant changes in From time-to-time, interfund borrowings may be the method, level or cost of service delivery. appropriate; however, these are subject to the following criteria in ensuring that the fiduciary B. User Fee Cost Recovery Levels purpose of the fund is met: In setting user fees and cost recovery levels, the I. The Director of Finance & Information following factors will be considered: Technology is authorized to approve temporary interfund borrowings for cash I. Community-Wide Versus Special Benefit. flow purposes whenever the cash shortfall is The level of user fee cost recovery should expected to be resolved within 45 days. The consider the community-wide versus special most common use of interfund borrowing service nature of the program or activity. under this circumstance is for grant The use of general-purpose revenues is programs like the Community Development appropriate for community-wide services, Block Grant, where costs are incurred while user fees are appropriate for services before drawdowns are initiated and that are of special benefit to easily identified received. However, receipt of funds is individuals or groups. typically received shortly after the request for funds has been made. 2. Service Recipient Versus Service Driver. After considering community-wide versus 2. Any other interfund borrowings for cash special benefit of the service, the concept of flow or other purposes require case-by-case service recipient versus service driver approval by the Council. should also be considered. For example, it could be argued that the applicant is not the 3. Any transfers between funds where beneficiary of the City's development reimbursement is not expected within one review efforts: the community is the fiscal year shall not be recorded as interfund primary beneficiary. However, the borrowings, they shall be recorded as applicant is the driver of development interfund operating transfers that affect review costs, and as such, cost recovery equity by moving financial resources from from the applicant is appropriate. one fund to another. 3. Effect of Pricing on the Demand for USER FEE COST RECOVERY GOALS Services. The level of cost recovery and related pricing of services can significantly affect the demand and subsequent level of A. Ongoing Review services provided. At full cost recovery, this has the specific advantage of ensuring Fees will be reviewed and updated on an that the City is providing services for which ongoing basis to ensure that they keep pace with there is genuinely a market that is not changes in the cost-of-living as well as changes overly-stimulated by artificially low prices. in methods or levels of service delivery. Conversely, high levels of cost recovery will In implementing this goal, a comprehensive negatively impact the delivery of services to analysis of City costs and fees should be made lower income groups. This negative feature g 2-126 BUDGET AND FISCAL POLICIES: 2009-11 is especially pronounced, and works against 5. Collecting fees would discourage public policy, if the services are specifically compliance with regulatory requirements targeted to low income groups. and adherence is primarily self-identified, and as such, failure to comply would not be 4. Feasibility of Collection and Recovery. readily detected by the City. Many small- Although it may be determined that a high scale licenses and permits might fall into level of cost recovery may be appropriate this category. for specific services, it may be impractical or too costly to establish a system to identify D. Factors Favoring High Cost Recovery Levels and charge the user. Accordingly, the feasibility of assessing and collecting The use of service charges as a major source of charges should also be considered in funding service levels is especially appropriate developing user fees, especially if under the following circumstances: significant program costs are intended to be financed from that source. I. The service is similar to services provided through the private sector. C. Factors Favoring Low Cost Recovery Levels 2. Other private or public sector alternatives Very low cost recovery levels are appropriate could or do exist for the delivery of the under the following circumstances: service. I. There is no intended relationship between 3. For equity or demand management the amount paid and the benefit received. purposes, it is intended that there be a direct Almost all "social service" programs fall relationship between the amount paid and into this category as it is expected that one the level and cost of the service received. group will subsidize another. 4. The use of the service is specifically 2. Collecting fees is not cost-effective or will discouraged. Police responses to significantly impact the efficient delivery of disturbances or false alarms might fall into the service. this category. 3. There is no intent to limit the use of (or 5. The service is regulatory in nature and entitlement to) the service. Again, most voluntary compliance is not expected to be "social service" programs fit into this the primary method of detecting failure to category as well as many public safety meet regulatory requirements. Building (police and fire) emergency response permit, plan checks, and subdivision review services. Historically, access to fees for large projects would fall into this neighborhood and community parks would category. also fit into this category. E. General Concepts Regarding the Use of 4. The service is non-recurring, generally Service Charges delivered on a "peak demand or emergency basis, cannot reasonably be planned for on The following general concepts will be used in an individual basis, and is not readily developing and implementing service charges: available from a private sector source. Many public safety services also fall into I. Revenues should not exceed the reasonable this category. cost of providing the service. 9 2-127 BUDGET AND FISCAL POLICIES` 2009-11 2. Cost recovery goals should be based on the G. Recreation Programs total cost of delivering the service, including direct costs, departmental administration The following cost recovery policies apply to costs and organization-wide support costs the City's recreation programs: such as accounting, personnel, information technology, legal services, fleet 1. Cost recovery for activities directed to maintenance and insurance. adults should be relatively high. 3. The method of assessing and collecting fees 2. Cost recovery for activities directed to youth should be as simple as possible in order to and seniors should be relatively low. In reduce the administrative cost of collection. those circumstances where services are similar to those provided in the private 4. Rate structures should be sensitive to the sector, cost recovery levels should be "market" for similar services as well as to higher. smaller, infrequent users of the service. Although ability to pay may not be a 5. A unified approach should be used in concern for all youth and senior determining cost recovery levels for various participants, these are desired program programs based on the factors discussed activities, and the cost of determining need above. may be greater than the cost of providing a uniform service fee structure to all F. Low Cost-Recovery Services participants. Further, there is a community- wide benefit in encouraging high-levels of Based on the criteria discussed above, the participation in youth and senior recreation following types of services should have very activities regardless of financial status. low cost recovery goals. In selected circumstances, there may be specific activities 3. Cost recovery goals for recreation activities within the broad scope of services provided that are set as follows: should have user charges associated with them. However, the primary source of funding for the High-Range Cost Recovery Activities operation as a whole should be general-purpose (60% to 100%) revenues, not user fees. a. Adult athletics 1. Delivering public safety emergency b. Banner permit applications response services such as police patrol c. Child care services(except Youth services and fire suppression. STAR) d. Facility rentals(indoor and outdoor; 2. Maintaining and developing public facilities excludes use of facilities for internal that are provided on a uniform, community- City uses) wide basis such as streets, parks and e. Triathlon general-purpose buildings. Mid-Range Cost Recovery Activities 3. Providing social service programs and (30%to 60%) economic development activities. f. Classes g. Holiday in the Plaza h. Major commercial film permit applications 10 2-128 BUDGET AND FISCAL POLICIES: 2009-11 Low-Range Cost Recovery Activities 7. Director of Parks and Recreation is (0 to 3051o) authorized to offer reduced fees such as i. Aquatics introductory rates, family discounts and j. Batting cages coupon discounts on a pilot basis (not to k. Community gardens exceed 18 months) to promote new recreation programs or resurrect existing I. Junior Ranger camp m. Minor commercial film permit ones. applications 8. The Parks and Recreation Department will n. Skate park o. Special events(except for Triathlon and consider waiving fees only when the City Holiday in the Plaza) Manager determines in writing that an p. Youth sports undue hardship exists. q. Youth STAR r. Teen services H. Development Review Programs s. Senior/boomer services The following cost recovery policies apply to 4. For cost recovery activities of less than the development review programs: 100%, there should be a differential in rates between residents and non-residents. 1• Services provided under this category However, the Director of Parks and include: Recreation is authorized to reduce or eliminate non-resident fee differentials a. Planning(planned development permits, when it can be demonstrated that: tentative tract and parcel maps, rezonings, general plan amendments, a. The fee is reducing attendance. variances, use permits). b. And there are no appreciable b. Building and safety (building permits, expenditure savings from the reduced structural plan checks, inspections). attendance. c. Engineering (public improvement plan checks, inspections, subdivision 5. Charges will be assessed for use of rooms, requirements, encroachments). pools, gymnasiums, ball fields, special-use d. Fire plan check. areas, and recreation equipment for activities not sponsored or co-sponsored by 2. Cost recovery for these services should the City. Such charges will generally generally be very high. In most instances, conform to the fee guidelines described above. However, the Director of Parks and the City's cost recovery goal should be Recreation is authorized to charge fees that 100%' are closer to full cost recovery for facilities 3. However, in charging high cost recovery that are heavily used at peak times and levels, the City needs to clearly establish include a majority of non-resident users. and articulate standards for its performance 6. A vendor charge of at least 10 percent of. in reviewing developer applications to gross income will be assessed from ensure that there is"value for cost." individuals or organizations using City facilities for moneymaking activities. 1 I 2-129 BUDGET AND FISCAL POLICIES: 2009-11 I. Comparability With Other Communities ENTERPRISE FUND FEES AND RATES In setting user fees, the City will consider fees charged by other agencies in accordance with A. Water, Sewer and Parking. The City will set the following criteria: fees and rates at levels which fully cover the total direct and indirect costs—including I. Surveying the comparability of the City's operations, capital outlay, and debt service—of fees to other communities provides useful the following enterprise programs: water, sewer background information in setting fees for and parking. several reasons: B. GoIE Golf program fees and rates should fully a. They reflect the "market" for these fees cover direct operating costs. Because of the and can assist in assessing the nine-hole nature of the golf course with its focus reasonableness of San Luis Obispo's on youth and seniors, subsidies from the fees. General Fund to cover indirect costs and capital improvements may be considered by the b. If prudently analyzed, they can serve as Council as part of the Financial Plan process, a benchmark for how cost-effectively along with the need to possibly subsidize direct San Luis Obispo provides its services. operating costs as well. 2. However, fee surveys should never be the C. Transit. Based on targets set under the sole or primary criteria in setting City fees Transportation Development Act, the City will as there are many factors that affect how strive to cover at least twenty percent of transit and why other communities have set their operating costs with fare revenues. fees at their levels. For example: D. Ongoing Rate Review. The City will review a. What level of cost recovery is their fee and adjust enterprise fees and rate structures as intended to achieve compared with our required to ensure that they remain appropriate cost recovery objectives? and equitable. b. What costs have been considered in computing the fees? E. Franchise Fees. In accordance with long- standing practices, the City will treat the water c. When was the last time that their fees and sewer funds in the same manner as if they were comprehensively evaluated? were privately owned and operated. This means d. What level of service do they provide assessing reasonable franchise fees in fully compared with our service or recovering service costs. performance standards? At 3.5%, water and sewer franchise fees are e. Is their rate structure significantly based on the mid-point of the statewide standard different than ours and what is it for public utilities like electricity and gas(2% of intended to achieve? gross revenues from operations) and cable television(5%of gross revenues). 3. These can be very difficult questions to address in fairly evaluating fees .among As with other utilities, the purpose of the different communities. As such, the franchise fee is reasonable cost recovery for the comparability of our fees to other use of the City's street right-of-way. The communities should be one factor among appropriateness of charging the water and sewer many that is considered in setting City fees. funds a reasonable franchise fee for the use of 12 2-130 POLICIES & OBJECTIVES Exhibit BUDGET AND FISCAL POLICIES: 2009-11 City streets is further supported by the results of B. Gasoline Tax Subventions. All gasoline tax recent studies in Arizona, California, Ohio and revenues (which are restricted by the State for Vermont which concluded that the leading cause street-related purposes) will be used for for street resurfacing and reconstruction is street maintenance activities. Since the City's total cuts and trenching for utilities. expenditures for gas tax eligible programs and projects are much greater than this revenue REVENUE DISTRIBUTION source, operating transfers will be made from the gas tax fund to the General Fund for this purpose. This approach significantly reduces The Council recognizes that generally accepted the accounting efforts required in meeting State accounting principles for state and local reporting requirements. governments discourage the "earmarking" of General Fund revenues, and accordingly, the C. Transportation Development Act (TDA) practice of designating General Fund revenues for Revenues. All TDA revenues will be allocated specific programs should be minimized in the City's to alternative transportation programs, including management of its fiscal affairs. Approval of the regional and municipal transit systems, bikeway following revenue distribution policies does not improvements, and other programs or projects prevent the Council from directing General Fund designed to reduce automobile usage. Because resources to other functions and programs as TDA revenues will not be allocated for street necessary. purposes, it is expected that alternative transportation programs (in conjunction with A. Property Taxes. With the passage of other state or federal grants for this purpose) Proposition 13 on June 6, 1978, California cities will be self-supporting from TDA revenues. no longer can set their own property tax rates. In addition to limiting annual increases in D. Parking Fines, All parking fine revenues will market value, placing a ceiling on voter- be allocated to the parking fund, except for approved indebtedness, and redefining assessed those collected by Police staff(who are funded valuations, Proposition 13 established a by the General Fund) in implementing maximum county-wide levy for general revenue neighborhood wellness programs. purposes of 1% of market value. Under subsequent state legislation, which adopted INVESTMENTS formulas for the distribution of this countywide levy, the City now receives a percentage of total property tax revenues collected countywide as A. Responsibility. Investments and cash determined by the State and administered by the management are the responsibility of the City County Auditor-Controller. Treasurer or designee. It is the City's policy to appoint the Director of Finance and Information Accordingly, while property revenues are often Technology as the City's Treasurer.. thought of local revenue sources, in essence they are State revenue sources, since the State B. Investment Objective. The City's primary controls their use and allocation. investment objective is to achieve a reasonable rate of return while minimizing the potential for With the adoption of a Charter revision in capital losses arising from market changes or November 1996, which removed provisions that issuer default. Accordingly, the following were in conflict with Proposition 13 relating to factors will be considered in priority order in the setting of property tax revenues between determining individual investment placements: various funds, all property tax revenues are now accounted for in the General Fund. 13 2-131 POLICIES • OBJECTIVES BUDGET AND FISCAL POLICIES: 2009-11 1. Safety The City will not invest in stock, will not 2. Liquidity speculate and will not deal in futures or options. 3. Yield The investment market is highly volatile and continually offers new and creative C. Tax and Revenue Anticipation Notes: Not for opportunities for enhancing interest earnings. Investment Purposes. There is an appropriate Accordingly, the City will thoroughly role for tax and revenue anticipation notes investigate any new investment vehicles before committing City funds to them. (TRANS) in meeting legitimate short-term cash needs within the fiscal year. However, many agencies issue TRANS as a routine business G. Authorized Institutions: Current financial practice, not solely for cash flow purposes, but statements will be maintained for each to capitalize on the favorable difference between institution in which cash is invested. the interest cost of issuing TRANS as a tax- Investments will be limited to 20 percent of the preferred security and the interest yields on total net worth of any institution and may be them if re-invested at full market rates. reduced further or refused altogether if an institution's financial situation becomes As part of its cash flow management and unhealthy. investment strategy, the City will only issue TRANS or other forms of short-term debt if H. Consolidated Portfolio. In order to maximize necessary to meet demonstrated cash flow yields from its overall portfolio, the City will consolidate cash balances from all funds for needs; TRANS or any other form of short-term debt financing will not be issued for investment investment purposes, and will allocate investment earnings to each fund in accordance purposes. with generally accepted accounting principles. As long as the City maintains its current policy of maintaining fund working capital balances I. Safekeeping. Ownership of the City's investment securities will be protected through that are 20% of operating expenditures, it is unlikely that the City would need to issue third-party custodial safekeeping. TRANS for cash flow purposes except in very unusual circumstances. J. Investment Management Plan. The City Treasurer will develop and maintain an D. Selecting Maturity Dates. The City will strive Investment Management Plan that addresses the to keep all idle cash balances fully invested City's administration of its portfolio, including through daily projections of cash flow investment strategies, practices and procedures. requirements. To avoid forced liquidations and losses of investment earnings, cash flow and K. Investment Oversight Committee. As set future requirements will be the primary forth in the Investment Management Plan, this consideration when selecting maturities. committee is responsible for reviewing the City's portfolio on an ongoing basis to E. Diversification. As the market and the City's determine compliance with the City's investment portfolio change, care will be taken investment policies and for making to maintain a healthy balance of investment recommendations regarding investment types and maturities. management practices. F. Authorized Investments. The City will invest Members include the City Manager, Assistant only in those instruments authorized by the City Manager, Director of Finance & California Government Code Section 53 60 1. Information Technology/City Treasurer, Finance Manager and the City's independent auditor. 14 2-132 BUDGET AND FISCAL POLICIES: 2009-11 L. Reporting. The City Treasurer will develop F. The City will seek voter approval to amend its and maintain a comprehensive, well- appropriation limit at such time that tax documented investment reporting system, which proceeds are in excess of allowable limits. will comply with Government Code Section 53607. This reporting system will provide the FUND BALANCE AND RESERVES Council and the Investment Oversight Committee with appropriate investment performance information. A. Minimum Fund and Working Capital Balances. The City will maintain a minimum APPROPRIATIONS LIMITATION fund balance of at least 20% of operating expenditures in the General Fund and a minimum working capital balance of 20% of A. The Council will annually adopt a resolution operating expenditures in the water, sewer and establishing the City's appropriations limit parking enterprise funds. This is considered the calculated in accordance with Article XIII-B of minimum level necessary to maintain the City's the Constitution of the State of California, credit worthiness and to adequately provide for: Section 7900 of the State of California Government Code, and any other voter approved 1. Economic uncertainties, local disasters, and amendments or state legislation that affect the other financial hardships or downturns in City's appropriations limit. the local or national economy. B. The supporting documentation used in 2. Contingencies for unseen operating or calculating the City's appropriations limit and capital needs. projected appropriations subject to the limit will 3. Cash flow requirements. be available for public and Council review at least 10 days before Council consideration of a B. Fleet Replacement. For the General Fund resolution to adopt an appropriations limit. The fleet,the City will establish and maintain a Fleet Council will generally consider this resolution Replacement Fund to provide for the timely in connection with final approval of the budget. replacement of vehicles and related equipment with an individual replacement cost of$15,000 C. The City will strive to develop revenue sources, or more. The City will maintain a minimum both new and existing, which are considered fund balance in the Fleet Replacement Fund of non-tax proceeds in calculating its at least 20% of the original purchase cost of the appropriations subject to limitation. items accounted for in this fund. D. The City will annually review user fees and The annual contribution to this fund will charges and report to the Council the amount of generally be based on the annual use program subsidy, if any, that is being provided allowance, which is determined based on the by the General or Enterprise Funds. estimated life of the vehicle or equipment and its original purchase cost. Interest earnings E. The City will actively support legislation or and sales of surplus equipment as well as any initiatives sponsored or approved by League related damage and insurance recoveries will California Cities which would modify Articllee be credited to the Fleet Replacement Fund XIII-B of the Constitution in a manner which would allow the City to retain projected tax revenues resulting from growth in the local C. Future Capital Project Designations. The economy for use as determined the Council. Council may designate specific fund balance levels for future development of capital projects 15 2-133 tlrw6 i I POLICIES & OBJECTIVES- Exhibit BUDGET AND FISCAL POLICIES: 2009-11 that it has determined to be in the best long-term phasing, recommend project managers, review interests of the City. and evaluate the draft CIP budget document, and report CIP project progress on an ongoing basis. D. Other Designations and Reserves. In addition to the designations noted above, fund balance E. CIP Phases. The CIP will emphasize project. levels will be sufficient to meet funding planning, with projects progressing through at requirements for projects approved in prior least two and up to ten of the following phases: years which are carried forward into the new year; debt service reserve requirements; reserves 1. Designate. Appropriates funds based on for encumbrances; and other reserves or projects designated for funding by the designations required by contractual obligations, Council through adoption of the Financial state law, or generally accepted accounting Plan. principles. 2. Study. Concept design, site selection, CAPITAL IMPROVEMENT MANAGEMENT feasibility analysis, schematic design, environmental determination, property appraisals, scheduling, grant application, A. CIP Projects: $15,000 or More. Construction grant approval, specification preparation for projects and equipment purchases which cost equipment purchases. $15,000 or more will be included in the Capital Improvement Plan (CIP); minor capital outlays 3. Environmental Review. EIR preparation, of less than $15,000 will be included with the other environmental studies. operating program budgets. 4. Real Property Acquisitions. Property B. CIP Purpose. The purpose of the CIP is to acquisition for projects, if necessary. systematically plan, schedule, and finance capital projects to ensure cost-effectiveness as 5. Site Preparation. Demolition, hazardous well as conformance with established policies. materials abatements, other pre-construction The CIP is a four-year plan organized into the work. same functional groupings used for the operating programs. The CIP will reflect a 6. Design. Final design, plan and specification balance between capital replacement projects preparation and construction cost that repair, replace or enhance existing facilities, estimation. equipment or infrastructure; and capital facility projects that significantly expand or add to the 7. Construction. Construction contracts. City's existing fixed assets. 8. Construction Management. Contract C. Project Manager. Every CIP project will have project management and inspection, soils a project manager who will prepare the project and material tests, other support services proposal, ensure that required phases are during construction. completed on schedule, authorize all project expenditures, ensure that all regulations and 9. Equipment Acquisitions Vehicles, heavy laws are observed, and periodically report machinery, computers; office furnishings, project status. other equipment items acquired and installed independently from construction D. CIP,Review Committee. Headed by the City contracts. Manager or designee, this Committee will review project proposals, determine project 16 2-134 - • • : MEM ROM BUDGET AND FISCAL POLICIES: 2009-11 10. Debt Service. Installment payments of G. CIP Budget Carryover. Appropriations for principal and interest for completed projects CIP projects lapse three years after budget funded through debt financings. adoption. Projects which lapse from lack of Expenditures for this project phase are project account appropriations may be included in the Debt Service section of the resubmitted for inclusion in a subsequent CIP. Financial Plan. Project accounts, which have been appropriated, will not lapse until completion of the project Generally, it will become more difficult for a phase. project to move from one phase to the next. As such, more projects will be studied than will be H. Program Objectives. Project phases will be designed, and more projects will be designed listed as objectives in the program narratives of than will be constructed or purchased during the the programs, which manage the projects. term of the CIP. I. Public Art. CIP projects will be evaluated F. CIP Appropriation. The City's annual CIP during the budget process and prior to each appropriation for study, design, acquisition phase for conformance with the City's public art and/or construction is based on the projects policy, which generally requires that 1% of designated by the Council through adoption of eligible project construction costs be set aside the Financial Plan. Adoption of the Financial for public art. Excluded from this requirement Plan CIP appropriation does not automatically are underground projects, utility infrastructure authorize funding for specific project phases. projects, funding from outside agencies, and This authorization generally occurs only after costs other than construction such as study, the preceding project phase has been completed environmental review, design, site preparation, and approved by the Council and costs for the land acquisition and equipment purchases. succeeding phases have been fully developed. It is generally preferred that public art be Accordingly, project appropriations are incorporated directly into the project, but this is generally made when contracts are awarded. If not practical or desirable for all projects; in this project costs at the time of bid award are less case, an in-lieu contribution to public art will be than the budgeted amount, the balance will be made. To ensure that funds are adequately unappropriated and returned to fund balance or budgeted for this purpose regardless of whether allocated to another project. If project costs at public art will be directly incorporated into the the time of bid award are greater than budget project, funds for public art will be identified amounts,five basic options are available: separately in the CIP. 1. Eliminate the project. Given the City's fiscal situation for 2009-11, 2. Defer the project for consideration to the public art will be funded at the same level next Financial Plan period. required by the private sector: 0.5% rather than 1%. 3. Rescope or change the phasing of the project to meet the existing budget. J. General Plan Consistency Review. The 4. Transfer funding from another specified, Planning Commission will review the lower priority project. Preliminary CIP for consistency with the General Plan and provide is findings to the 5. Appropriate additional resources as Council prior to adoption. necessary from fund balance. 17 2-135 POLICIES OBJECTIVES ExhlbWA BUDGET AND FISCAL POLICIES: 2009-11 CAPITAL FINANCING a. The availability of transportation impact AND DEBT MANAGEMENT fees in funding a specific project will be analyzed on a case-by-case basis as plans and specification or contract A. Capital Financing awards are submitted for City Manager or Council approval. 1. The City will consider the use of debt financing only for one-time capital b. if adequate funds are not available at improvement projects and only under the that time, the Council will make one of following circumstances: two determinations: a. When the project's useful life will • Defer the project until funds are exceed the term of the financing. available. b. When project revenues or specific • Based on the high-priority of the resources will be sufficient to service project, advance funds from the the long-term debt. General Fund, which will be reimbursed as soon as funds become 2. Debt financing will not be considered available. Repayment of General appropriate for any recurring purpose such Fund advances will be the first use as current operating and maintenance of transportation impact fee funds expenditures. The issuance of short-term when they become available. instruments such as revenue, tax or bond anticipation notes is excluded from this 5. The City will use the following criteria to limitation. (See Investment Policy) evaluate pay-as-you-go versus long-term financing in funding capital improvements: 3. Capital improvements will be financed primarily through user fees, service charges, Factors Favoring assessments, special taxes or developer Pay-As-You-Go Financing agreements when benefits can be specifically attributed to users of the a. Current revenues and adequate fund facility. Accordingly, development impact balances are available or project phasing fees should be created and implemented at can be accomplished. levels sufficient to ensure that new b. Existing debt levels adversely affect the development pays its fair share of the cost City's credit rating. of constructing necessary community facilities. c. Market conditions are unstable or present difficulties in marketing. 4. Transportation impact fees are a major funding source in financing transportation Factors Favoring Long Term Financing system improvements. However, revenues from these fees are subject to significant d. Revenues available for debt service are fluctuation based on the rate of new deemed sufficient and reliable so that long-term financings can be marketed development. Accordingly, the following with investment grade credit ratings. guidelines will be followed in designing and building projects funded with transportation e. The project securing the financing is of impact fees: the type, which will support an investment grade credit rating. 18 2-136 POLICIES & OBJECTIVES Exhibit- BUDGET AND FISCAL POLICIES: 2009-11 f. Market conditions present favorable its adherence to federal arbitrage interest rates and demand for City regulations. financings. g. A project is mandated by state or federal 7• The City will maintain good, ongoing requirements, and resources are communications with bond rating agencies insufficient or unavailable. about its financial condition. The City will follow a policy of full disclosure on every h. The project is immediately required to financial report and bond prospectus meet or relieve capacity needs and (Official Statement). current resources are insufficient or unavailable. C. Debt Capacity i. The life of the project or asset to be financed is 10 years or longer. 1. Genera/Purpose Debt Capacity. The City will carefully monitor its 'levels of general- B. Debt Management purpose debt. Because our general purpose debt capacity is limited, it is important that I. The City will not obligate the General Fund we only use general purpose debt financing to secure long-term financings except when for high-priority projects where we cannot marketability can be significantly enhanced. reasonably use other financing methods for two key reasons: 2. An internal feasibility analysis will be prepared for each long-term financing which a. Funds borrowed for a project today are analyzes the impact on current and future not available to fund other projects budgets for debt service and operations. tomorrow. This analysis will also address the reliability b. Funds committed for debt repayment of revenues to support debt service. today are not available to fund 3. The City will generally conduct financings operations in the future. on a competitive basis. However, In evaluating debt capacity, general-purpose negotiated financings may be used due to annual debt service payments should market volatility or the use of an unusual or generally not exceed 10% of General Fund complex financing or security structure. revenues; and in no case should they exceed 15%. Further, direct debt will not exceed 4. The City will seek an investment grade 2% of assessed valuation; and no more than rating (Baa/BBB or greater) on any direct 60% of capital improvement outlays will be debt and will seek credit enhancements such funded from long-term financings. as letters of credit or insurance when necessary for marketing purposes, 2. Enterprise Fund Debt Capacity. The City availability and cost-effectiveness. will set enterprise fund rates at levels 5. The City will monitor all forms of debt needed to fully cover debt service requirements as well as operations, annually coincident with the City's Financial maintenance, administration and capital Plan preparation and review process and improvement costs. The ability to afford report concerns and remedies, if needed, to new debt for enterprise operations will be the Council. evaluated as an integral part of the City's 6. The City will diligently monitor its rate review and setting process. compliance with bond covenants and ensure 2-137 19 ' POLICIESOBJECTIVES ExhibitA BUDGET AND FISCAL POLICIES: 2009-11 D. Independent Disclosure Counsel financing public infrastructure improvements. This should include a The following criteria will be used on a case-by- finding by the Council as to why this form case basis in determining whether the City of financing is preferred over other funding should retain the services of an independent options such as impact fees, reimbursement disclosure counsel in conjunction with specific agreements or direct developer project financings: responsibility for the improvements. 1. The City will generally not retain the 2. Eligible Improvements. Except as services of an independent disclosure otherwise determined by the Council when counsel when all of the following proceedings for district formation are circumstances are present: commenced, preference in financing public improvements through a special tax district a. The revenue source for repayment is shall be given for those public under the management or control of the improvements that help achieve clearly City, such as general obligation bonds, identified community facility and revenue bonds, lease-revenue bonds or infrastructure goals in accordance with certificates of participation. adopted facility and infrastructure plans as b. The bonds will be rated or insured. set forth in key policy documents such as the General Plan, Specific Plan, Facility or 2. The City will consider retaining the services Infrastructure Master Plans, or Capital of an independent disclosure counsel when Improvement Plan. one or more of following circumstances are present: Such improvements include study, design, construction and/or acquisition of: a. The financing will be negotiated, and the underwriter has not separately a. Public safety facilities. engaged an underwriter's counsel for b. Water supply, distribution and treatment disclosure purposes. systems. b. The revenue source for repayment is not c. Waste collection and treatment systems. under the management or control of the City, such as land-based assessment d. Major transportation system districts, tax allocation bonds or conduit improvements, such as freeway financings. interchanges; bridges; intersection improvements; construction of new or c. The bonds will not be rated or insured. widened arterial or collector streets d. The City's financial advisor, bond (including related landscaping and counsel or underwriter recommends that lighting); sidewalks and other the City retain an independent pedestrian paths; transit facilities; and disclosure counsel based on the bike paths. circumstances of the financing. e. Storm drainage, creek protection and flood protection improvements. E. Land-Based Financings f. Parks, trails, community centers and 1. Public Purpose There will be a clearly other recreational facilities. articulated public purpose in forming an g. Open space. assessment or special tax district in h. Cultural and social service facilities. 20 2-138 Medina BUDGET AND FISCAL POLICIES: 2009-11 i. Other governmental facilities and 6. Value-to-Debt Ratios. The minimum value- improvements such as offices, to-date ratio should generally be 4:1. This information technology systems and means the value of the property in the telecommunication systems. district, with the public improvements, should be at least four times the amount of School facilities will not be financed except the assessment or special tax debt. In under appropriate joint community facilities special circumstances, after conferring and agreements or joint exercise of powers receiving the concurrence of the City's agreements between the City and school financial advisor and bond counsel that a districts. lower value-to-debt ratio is financially prudent under the circumstances, the City 3. Active Role. Even though land-based may consider allowing a value-to-debt ratio financings may be a limited obligation of of 3:1. The Council should make special the City, we will play an active role in findings in this case. managing the district. This means that the City will select and retain the financing 7. Appraisal Methodology. Determination of team, including the financial advisor, bond value of property in the district shall be counsel, trustee, appraiser, disclosure based upon the full cash value as shown on counsel, assessment engineer and the ad valorem assessment roll or upon an underwriter. Any costs incurred by the City appraisal by an independent Member in retaining these services will generally be Appraisal Institute (MAI). The definitions, the responsibility of the property owners or standards and assumptions to be used for developer, and will be advanced via a appraisals shall be determined by the City deposit when an application is filed; or will on a case-by-case basis, with input from be paid on a contingency fee basis from the City consultants and district applicants, and proceeds from the bonds. by reference to relevant materials and information promulgated by the State of 4. Credit Quality. When a developer requests California, including the Appraisal a district, the City will carefully evaluate the Standards for Land-Secured Financings applicant's financial plan and ability to prepared by the California Debt and carry the project, including the payment of Investment Advisory Commission. assessments and special taxes during build- out. This may include detailed background, 8. Capitalized Interest During Constructiom credit and lender checks, and the Decisions to capitalize interest will be made preparation of independent appraisal reports on case-by-case basis, with the intent that if and market absorption studies. For districts allowed, it should improve the credit quality where one property owner accounts for of the bonds and reduce borrowing costs, more than 25% of the annual debt service benefiting both current and future property obligation, a letter of credit further securing owners. the financing may be required. 9. Maximum Burden. Annual assessments(or 5. Reserve Fund A reserve fund should be special taxes in the case of Mello-Roos or established in the lesser amount of: the similar .districts) should generally not maximum annual debt service; 125% of the exceed 1%of the sales price of the property; annual average debt service; or 10% of the and total property taxes, special assessments bond proceeds. and special taxes payments collected on the tax roll should generally not exceed 2%. 21 2-139 • • . EM BUDGET AND FISCAL POLICIES: 2009-11 10. Benefit Apportionment. Assessments and 1. The City will consider requests for conduit special taxes will be apportioned according financing on a case-by-case basis using the to a formula that is clear, understandable, following criteria: equitable and reasonably related to the benefit received by—or burden attributed a. The City's bond counsel will review the to—each parcel with respect to its financed terms of the financing, and render an improvement. Any annual escalation factor opinion that there will be no liability to should generally not exceed 2%. the City in issuing the bonds on behalf of the applicant. 11. Special Tax District Administration. In the b. There is a clearly articulated public case of Mello-Roos or similar special tar purpose in providing the conduit districts, the total maximum annual tax financing. should not exceed I10% of annual debt service. The rate and method of c. The applicant is capable of achieving apportionment should include a back-up tax this public purpose. in the event of significant changes from the initial development plan, and should include 2. This means that the review of requests for procedures for prepayments. conduit financing will generally be a two- step process: 12. Foreclosure Covenants. In managing administrative costs, the City will establish a. First asking the Council if they are minimum delinquency amounts per owner, interested in considering the request, and for the district as a whole, on a case-by- and establishing the ground rules for case basis before initiating foreclosure evaluating it proceedings. b. And then returning with the results of this evaluation, and recommending 13. Disclosure to Bondholders. In general, approval of appropriate financing each property owner who accounts for more documents if warranted. than 10% of the annual debt service or bonded indebtedness must provide ongoing disclosure information annually as described This two-step approach ensures that the under SEC Rule 15(c)-12. issues are clear for both the City and applicant, and that key policy questions are 14. Disclosure to Prospective Purchasers. Full answered. disclosure about outstanding balances and annual payments should be made by the 3. The workscope necessary to address these seller to prospective buyers at the time that issues will vary from request to request, and the buyer bids on the property. It should not will have to be determined on a case-by- be deferred to after the buyer has made the case basis. Additionally, the City should decision to purchase. When appropriate, generally be fully reimbursed for our costs applicants or property owners may be in evaluating the request; however, this required to provide the City with a should also be determined on a case-by-case disclosure plan. basis. F. Conduit Financings G. Refinancings 1. General Guidelines. Periodic reviews of all outstanding debt will be undertaken to 22 2-140 BUDGET AND FISCAL POLICIES: 2009-11 determine refinancing opportunities. employees rather than independent Refinancingswill be considered (within contractors. The City will strive to provide federal tax law constraints) under the competitive compensation and benefit following conditions: schedules for its authorized regular work force. Each regular employee will: a. There is a net economic benefit. b. It is needed to modernize covenants that a. Fill an authorized regular position. are adversely affecting the City's b. Be assigned to an appropriate financial position or operations. bargaining unit. c. The City wants to reduce the principal c. Receive salary and benefits consistent outstanding in order to achieve future with labor agreements or other debt service savings, and it has available compensation plans. working capital to do so from other sources. 3. To manage the growth of the regular work force and overall staffing costs, the City will 2. Standards for Economic Savings. In follow these procedures: general, refinancings for economic savings will be undertaken whenever net present a. The Council will authorize all regular value savings of at least five percent(5%)of positions. the refunded debt can be achieved. b. The Human Resources Department will a. Refinancings that produce net present coordinate and approve the hiring of all value savings of less than five percent regular and temporary employees. will be considered on a case-by-case c. All requests for additional regular basis, provided that the present value positions will include evaluations of savings are at least three percent (3%) • The necessity, term and expected of the refunded debt. b. Refinancings with savings of less than results of the proposed activity. three percent (3%), or with negative • Staffing and materials costs savings, will not be considered unless including salary, benefits, there is a compelling public policy equipment, uniforms, clerical objective. support and facilities. • The ability of private industry to HUMAN RESOURCE MANAGEMENT provide the proposed service. • Additional revenues or cost savings, A. Regular Staffing which may be realized. 1. The budget will fully appropriate the 4. Periodically, and before any request for resources needed for authorized regular additional regular positions, programs will staffing and will limit programs to the be evaluated to determine if they can be regular staffing authorized. accomplished with fewer regular employees. (See Productivity Review Policy) 2. Regular employees will be the core work force and the preferred means of staffing. 5. Staffing and contract service cost ceilings ongoing, year-round program activities that will limit total expenditures for regular should be performed by full-time City employees, temporary employees, and 2-141 23 BUDGET AND FISCAL POLICIES: 2009-11 independent contractors hired to provide or augmented levels of staffing for a operating and maintenance services. specific period. B. Temporary Staffing The services of contract employees will be discontinued upon completion of the assigned I. The hiring of temporary employees will not project, program or activity. Accordingly, be used as an incremental method for contract employees will not be used for services expanding the City's regular work force. that are anticipated to be delivered on an ongoing basis. 2. Temporary employees include all employees C. Overtime Management other than regular employees, elected officials and volunteers. Temporary I. Overtime should be used only when employees will generally augment regular necessary and when other alternatives are City staffing as extra-help employees, not feasible or cost effective. seasonal employees, contract employees, interns and work-study assistants. 2. All overtime must be pre-authorized by a 3. The City Manager (City Manager) and department head or delegate unless it is Department Heads will encourage the use of assumed pre-approved by its nature. For temporary rather than regular employees to example, overtime that results when an meet peak workload requirements, fill employee is assigned to standby and/or must interim vacancies, and accomplish tasks respond to an emergency or complete an where less than full-time, year-round emergency response. staffing is required. 3. Departmental operating budgets should Under this guideline, temporary employee reflect anticipated annual overtime costs and hours willgenerally not exceed 50% of a departments will regularly monitor overtime regular, full-time position (1,000 hours use and expenditures. annually). There may be limited 4. When considering the addition of regular or circumstances where the use of temporary temporary staffing, employees.on an ongoing basis in excess of the use of overtime as an alternative will be considered. The this target may be appropriate due to unique programming or staffing requirements. department will take into account: a. The duration that additional staff However, any such exceptions must be resources may be needed. approved by the City Manager based on the review and recommendation of the Human b. The cost of overtime versus the cost of Resources Director. additional staff. c. The skills and abilities of current staff. 4. Contract employees are defined as temporary employees with written contracts d. Training costs associated with hiring approved by the City Manager who may additional staff. receive approved benefits depending on e. The impact of overtime on existing hourly requirements and the length of their staff. contract. Contract employees will generally be used for medium-term (generally D. Independent Contractors between six months and two years) projects, programs or activities requiring specialized Independent contractors are not City employees. They may be used in two situations: 24 2-142 Joe] • : BUDGET AND FISCAL POLICIES: 2009-11 I. Short-term, peak workload assignments to C. Developing the skills and abilities of all City be accomplished using personnel contracted employees. through an outside temporary employment agency (OEA). In this situation, it is D. Developing and implementing appropriate anticipated that City staff will closely methods of recognizing and rewarding monitor the work of OEA employees and exceptional employee performance. minimal training will be required. However, they will always be considered E. Evaluating the ability of the private sector to the employees of the OEA and not the City. perform the same level of service at a lower All placements through an OEA will be cost. coordinated through the Human Resources Department and subject to the approval of F. Periodic formal reviews of operations on a the Human Resources Director. systematic, ongoing basis. 2. Construction of public works projects and G. Maintaining a decentralized approach in delivery of operating, maintenance or managing the City's support service functions. specialized professional services not Although some level of centralization is routinely performed by City employees. necessary for review and control purposes, Such services will be provided without close decentralization supports productivity by: supervision_ by City staff, and the required methods, skills and equipment will 1. Encouraging accountability by delegating generally be determined and provided by the responsibility to the lowest possible level. contractor. Contract awards will be guided by the City's purchasing policies and 2. Stimulating creativity, innovation and procedures. (See Contracting for Services individual initiative. Policy) 3. Reducing the administrative costs of PRODUCTIVITY operation by eliminating unnecessary review procedures. 4. Improving the organization's ability to Ensuring the "delivery of service with value for respond to changing needs, and identify and cost" is one of the key concepts embodied in the implement cost-saving programs. City's Mission Statement (San Luis Obispo Style— Quality With Vision). To this end, the City will 5. Assigning responsibility for effective constantly monitor and review our methods of operations and citizen responsiveness to the operation to ensure that services continue to be department. delivered in the most cost-effective manner possible. CONTRACTING FOR SERVICES This review process encompasses a wide range of productivity issues, including: A. General Policy Guidelines A. Analyzing systems and procedures to identify and remove unnecessary review requirements. I. Contracting with the private sector for the delivery of services provides the City with a B. Evaluating the ability of new technologies and significant opportunity for cost containment related capital investments to improve and productivity enhancements. As such, productivity. the City is committed to using private sector 25 2-143 POLICIES & OBJECTIVES Exhibit A BUDGET AND FISCAL POLICIES: 2009-11 resources in delivering municipal services 4. Can a private sector contractor better as a key element in our continuing efforts to respond to expansions, contractions or provide cost-effective programs. special requirements of the service? 2. Private sector contracting approaches under 5. Can the work scope be sufficiently defined this policy include construction projects, to ensure that competing proposals can be professional services, outside employment fairly and fully evaluated, as well as the agencies and ongoing operating and contractor's performance after bid award? maintenance services. 6. Does the use of contract services provide us 3. In evaluating the costs of private sector with an opportunity to redefine service contracts compared with in-house levels? performance of the service, indirect, direct, and contract administration costs of the City 7. Will the contract limit our ability to deliver will be identified and considered. emergency or other high priority services? 4. Whenever private sector providers are 8. Overall, can the City successfully delegate available and can meet established service the performance of the service but still levels, they will be seriously considered as retain accountability and responsibility for viable service delivery alternatives using the its delivery? evaluation criteria outlined below. 5. For programs and activities currently provided by City employees, conversions to contract services will generally be made through attrition, reassignment or absorption by the contractor. B. Evaluation Criteria Within the general policy guidelines stated above, the cost-effectiveness of contract services in meeting established service levels will be determined on a case-by-case basis using the following criteria:. 1. Is a sufficient private sector market available to competitively deliver this service and assure a reasonable range of alternative service providers? 2. Can the contract be effectively and efficiently administered? 3. What are the consequences if the contractor fails to perform, and can the contract reasonably be written to compensate the City for any such damages? 26 2-144 AttachmeAt =. 9 n • s FINANCIAL PLAN ORGANIZATION PURPOSE ■ Public Safety ■ Public Utilities ■ Transportation The operating programs set forth in this section of ■ Leisure,Cultural and Social Services the Financial Plan form the City's basic ■ Community Development organizational units, provide for the delivery of o General Government essential services and allow the City to Operation accomplish the following: An operation is a grouping of related programs within ® Establish policies and goals that define the nature a functional area such as Police Protection within and level of services to be provided. Public Safety or Water Service within Public Utilities. ® Identify activities performed in delivering program program services. ■ Set objectives for improving the delivery of Programs are the basic organizational units of the Financial Plan establishing policies, goals and services. objectives that define the nature and level of services ■ Appropriate the resources required to perform to be provided. activities and accomplish objectives. Activity ORGANIZATION Activities are the specific services and tasks performed within a program in the pursuit of its The City's operating expenditures are objectives and goals. organized into the following hierarchical categories i Sample Relationship- Public Utilities ■ Function ■ Operation The following is an example of the hierarchical ® Program relationship between functions, operations, programs o Activity and activities: Function FUNCTION_Public Utilities OPERATION Water Service The highest level of summarization used in the City's Financial Plan, junctions represent a grouping of PROGRAM Water Treatment related operations and programs that may cross organizational (departmental) boundaries .aimed at ACTIVITY Laboratory Analysis accomplishing a broad goal or delivering a major service. The six functions in the Financial Plan are: 27 2-145 wttachment.L OVERVIEW—SUMMARY OF FUNCTIONS AND OPERATIONS Responsible Department Funding Source Public Safety Police Protection Police General Fund Fire&Environmental Safety Fire General Fund Public Utilities Water Service Utilities Water Fund Wastewater Service Utilities Sewer Fund Whale Rock Reservoir Utilities Whale Rock Fund Transportation Transportation Planning& Engineering Public Works General Fund Streets, Sidewalks, Signals& Street Lights Public Works General Fund Creek&Flood Protection Public Works General Fund Parking Public Works Parking Fund Municipal Transit System Public Works Transit Fund Leisure, Cultural&Social Services Parks& Recreation Recreation Programs Parks&Recreation General Fund Golf Course Parks&Recreation Golf Fund Maintenance Programs Public Works General Fund Cultural Services Administration General Fund Social Services(Human Relations) Human Resources General Fund Community Development Development Review& Long Range Planning Community Development General Fund Housing Community Development CDBG Fund Construction Regulation Building& Safety Community Development General Fund Engineering Public Works General Fund Natural Resources Protection Administration General Fund Economic Health Economic Development Administration General Fund Community Promotion Administration General Fund Tourism Business Improvement District Administration T-BID Fund Downtown Business Improvement District Administration D-BID Fund General Government Legislation&Policy Council&Advisory Bodies General Fund General Administration City Administration Administration General Fund Public Works Administration Public Works General Fund Legal Services City Attorney General Fund City Clerk Services Administration General Fund Organizational Support Services Human Resources Administration Human Resources General Fund Risk Management Human Resources General Fund Accounting&Revenue Management Finance&Information Technology General Fund Information Technology Finance&Information Technology General Fund Geographic Information Services Public Works General Fund Building&Fleet Maintenance Public Works General Fund 28 2-146 Atfechment The following information is provided for each STAFFING SUMMARY operating program: -- PROGRAM TITLE Provides a four-year summary of authorized regular positions allocated to this program (2009-10 through 2012-13) along with full-time equivalents (FTE's) for Presents the function, program name, operation, temporary staffing. department responsible for program administration and the primary funding source at the top of the page. Unless there are compelling reasons to do otherwise, regular positions are assigned to programs based on PROGRAM COSTS where employees spend 50% or more of their time. Provides four years of historical and projected SIGNI_FIC_ANT_PROGRAM CHANGES_ - expenditure information (2009-10 through 2012-13) organized into four categories: Summarizes significant program changes from the prior Financial Plan such as: ■ Stalling. All costs associated with City staffing, including salaries for all regular, temporary and ■ Major service curtailments or expansions. contract employees as well as related costs for ■ Any increases or decreases in regular positions. benefits and overtime. ■ Significant one-time costs. ■ Contract Services. All expenditures related to N Major changes in the method of delivering contract services. services. ■ Changes in operation that will significantly affect ■ Other Operating Expenditures. Purchases of other departments or customer service. supplies, tools, utilities, insurance and similar ■ Changes that affect current policies. operating expenditures. ■ Reductions needed to balance the budget. ■ Minor Capital. Capital acquisitions or projects with a life in excess of one year and costs Detailed supporting documentation for each of the significant operating program changes(both increases between $5,000 and $15,000. Capital and decreases) is provided in Appendix A of the acquisitions or projects with a cost in excess of Financial Plan. $15,000 are included in the Capital Improvement Plan (CIP)section of the Financial Plan. 2011-13 PROGRAM OBJECTIVES PROGRAM DESCRIPTION - — Identifies major program objectives for the next two Describes program purpose..goals and activities. years to improve service delivery. WORKLOAD MEASURES Provides four years of historical and projected workload measures (2009-10 through 2012-13) in order to provide the Council and public with an overview of the program's workscope and effectiveness. 2-147 29