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HomeMy WebLinkAbout05/03/2011, B2 - NEIGHBORHOOD WELLNESS MAJOR CITY GOAL council Wnn, May 3,2011 j acEn0A uEpont 4mrcn C ITY O F SAN LU I S O B I S P O FROM: John Mandeville, Community Development Directo Deborah Linden, Police Chief SUBJECT: Neighborhood Wellness Major City Goal RECOMMENDATION Review the revised Neighborhood Wellness Major City Goal work program for inclusion in the 2011-2013 Financial Plan and provide direction to staff if modifications are desired. DISCUSSION On April 12, 2011, the City Council directed staff to revise the Neighborhood Wellness Major City Goal work program that was submitted with the preliminary budget. A revised version of the goal work program was transmitted to Council members on April 18`h for the April 19'' Council meeting. At the meeting, Council members indicated they needed additional time to review and discuss the work program and they directed the item be continued to the May 5`i' Council meeting. The revised Major City Goal work program, introductory Red File memo, and related Significant Operating Program Change (SOPC) request are attached to this report for review. Staff will make a brief presentation and be available for questions. Staff is recommending a redistribution of current code enforcement responsibilities among City Departments, including a transfer of the majority of the Neighborhood Enhancement Ordinance (NEO) enforcement responsibilities from the Police Department to the Community Development Department, to be accomplished with the addition of two new Neighborhood Services Specialist positions. Currently, NEO enforcement is conducted by part-time Student Neighborhood Assistance Program personnel with oversight and supervision provided by the Neighborhood Services Manager. At the April 19`h Council meeting, the Council requested additional information regarding how the transfer of NEO responsibilities would affect the current duties and placement of the Neighborhood Services Manager. Staff is not recommending the transfer of the Neighborhood Services Manager (NSM) from the Police Department at this time. The responsibilities of the NSM are varied, and many relate directly to police issues, such as student behavior in neighborhoods, noise and party violations, and neighborhood crime prevention. Dealing with code enforcement issues is only one component of the NSM's responsibilities. Duties of the NSM include: • Working with neighborhood associations, groups and residents to address concerns regarding neighborhood issues and coordinate solutions and response. Much of the concern surrounds noise and party activities in neighborhoods. • Coordinating the inter-departmental Neighborhood Services Team. B2=1 Report Title Page 2 • Administering and supervising the noise violation program, including tracking and issuing property owner warnings and citations pursuant to the new noise ordinance and maintaining the"no warning"database. • Hiring, training and supervising the work of SNAP employees. • Administering and supervising the enforcement of NEO violations (proposed to be transferred to Community Development/Code Enforcement). • Administering and supervising the enforcement of neighborhood parking district enforcement by SNAP employees. • Responding to inquiries and concerns about noise citations from violators and property owners. • Conducting outreach to residents, students, property owners, managers and others to promote good neighbor relations and organize events that facilitate this process. • Coordinating crime prevention education and presentations, especially focused on common neighborhood violations. • Administering the administrative citation appeal process for police citations for various violations, including noise, urinating in public, open container of alcohol in public, and smoking in public; recruit, train and schedule appeal hearing officers. Most of the concerns expressed by neighborhood residents and groups to the NSM are related to public safety. Having the NSM in the Police Department allows strong coordination between outreach, education and enforcement in addressing these issues while still providing close cross- departmental coordination through the Neighborhood Services Team. In addition, due to the recent strengthening of ordinances related to neighborhood noise and party activity, the Neighborhood Services Manger's responsibilities related to noise violations have significantly increased, especially with regard to property owners and managers. Staff is concerned that shifting the NSM from the Police Department will reduce the level of coordination in addressing the issues most important to neighborhood residents, and will create a serious workload challenge in the Police Department in redistributing some of the NSM's duties. Once the new Neighborhood Wellness and code enforcement program is implemented, staff from the involved departments will continue to evaluate the coordination and alignment of neighborhood responsibilities, including those of the Neighborhood Services Manager, to ensure the programs are being implemented effectively and efficiently. FISCAL IMPACT Implementing the revised Major City Goal, as submitted, would cost $156,200 in the first year of the 2011-13 Financial Plan and $205,000 in the second year(Attachment 3). ALTERNATIVES 1. Continue the Status Quo. This is not recommended because continuing neighborhood nuisances has prompted Council to adopt a Neighborhood Wellness goal. B2-2 Report Title Page 3 2. Defer or Re-Phase the Request This staffing request could be delayed or deferred until the second year of the Financial Plan in 2012-13 which would reduce estimated costs by $89,200. 3. Change the Scope of the Request Hire one Neighborhood Services Specialist to augment patrolling for NEO and parking violations. This would reduce the frequency of patrols and volume of enforcement that would be possible with two Neighborhood Services Specialists. Likewise, the Council may decide not to augment the Parking Enforcement Officer staff with another half-time position. This would reduce the proposed level of parking enforcement in residential neighborhoods. ATTACHMENTS 1. April 14`h, 2011 Red File- Neighborhood Wellness Major City Goal 2. Neighborhood Wellness Major City Goal work program 3. Neighborhood Wellness Major City Goal Significant Operating Program request \\chstore4\Team\Council Agenda Reports\Community Development CAR\2011\Neighborhood Wellness CAR.doc X32-3 Attachment 1 �IIIIII�III��� �Il�lf!, A: council mcmoizanoum DATE: April 14, 2011 TO: City Council VIA: Katie Lichtig, City Manager FROMa John Mandeville, Community Development Director Deborah Linden, Police Chief Jay Walter, Public Works Director SUBJECT: Red File—Neighborhood Wellness Major City Goal During the April 12, 2011, Council consideration of Major City Goals, the Council directed staff to revise the work program for the Neighborhood Wellness Major City Goal. The Council directed staff to create a more robust enforcement program utilizing additional resources in the form of neighborhood services specialists. Several Council members specifically noted the importance of having more enforcement personnel in the neighborhoods. Staff was directed to consider adding code enforcement capabilities similar to the City of Davis, which employs Neighborhood Service Specialists who address noise violations, neighborhood enhancement ordinance violations, neighborhood parking problems and coordinate with police and code enforcement personnel. Staff has substantially revised the work program for the Neighborhood Wellness Major City Goal to implement Council's direction (Attachment 1). The revised work program proposes shifting responsibility for enforcement of all neighborhood code violations to the Community Development Department, including enforcement of Neighborhood Enhancement Ordinance violations currently being conducted by the Police Department via the Student Neighborhood Assistance Program (SNAP). This shift will better align and centralize code enforcement under one Department which will allow for more coordinated and streamlined reporting and enforcement procedures. The revised work program includes creating two Neighborhood., Services Specialist positions in ;the Community Development Department to conduct enforcement of code and parking violations in the neighborhoods, including those contained in the previous version of the work program of the Major City Goal and supported by Residents for Quality Neighborhoods (RQN). Specifically, the focus of the Neighborhood Service Specialists would include: L Property maintenance and trash receptacle storage. 2. Illegal conversions of non-habitable space to living areas. 3. Fence height violations. 4. Unpermitted fraternities and sororities and"satellite houses." 5. Neighborhood parking, including front yard parking violations. 6. Other violations as defined in the neighborhood enhancement ordinance. - B2-4 Attachment 1 Enforcement of noise violations is proposed to remain with the Police Department using SNAP personnel for warnings and police officers for citations. As noted last Tuesday night by Chief Linden, noise violations that warrant citations can become volatile and involve other criminal acts, and are best handled by police officers. Therefore, staff is not proposing the new Neighborhood Services Specialists enforce the noise ordinance. In addition, noise violations usually occur during the late night hours, especially on weekends, and the flexibility of SNAP schedules is conducive to these duties. The scheduling of the new Neighborhood Services Specialists has not been determined; however they will be assigned to daytime duties. Code enforcement is more effectively conducted during daytime hours when violations are much easier to observe and document, residents are more available for contact, and follow-up casework can be more efficiently conducted. If this work program is approved, staff will determine the most effective schedule to accomplish the program goals. With respect to neighborhood parking enforcement, the new Neighborhood Services Specialists' duties would be coordinated with the activities of the SNAP staff and augmented by adding a half-time contract parking enforcement officer devoted to the neighborhood on weekend days. This half-time position replaces the previously proposed full-time contract position. Because of the greater flexibility in their schedules, SNAP personnel would continue to provide neighborhood parking district enforcement primarily during the nighttime hours while the new half-time parking officer and the Neighborhood Services Specialists would work primarily during the daytime hours, enforcing parking violations as part of their field duties. Since SNAP employees would no longer be responsible for enforcing code violations, staff will be able to enhance SNAP parking enforcement without needing a budget augmentation. In sum the cost of this effort is as follows: Cost Summary Operating Programs Capital Improvement Plan 2011-12 2012-13 2011-12 2012-13 1/2 Parking Enforcement Officer 24,200 38,000 2 Neighborhood Service Specialist 81,000 162,000 Support Costs 51,000 5,000 20,000 Total 1 $156,200 $2059000 $20,000 $0 Funding Sources Operating PrOgrADIS 2011-12 2012713 Parking Fund 24,200 38,000- General, 8,000 Genera_1.Fund 152;000 167,000 Total $17 200 $2059000 A key component of the revised Goal is its public outreach and education campaign in advance of beginning the new program activities. A more aggressive enforcement program is likely to result in more people receiving citations, which may result in complaints from residents subject to enforcement actions. Recent letters to the editor in the Tribune regarding the City's enforcement of trash and recycling receptacles is an example of what can be expected when the City begins to issue more citations for property maintenance and parking. An information and -2- �Z-Jr Attachment 1 education campaign is essential to provide residents an opportunity to learn about the new program and comply with regulations prior to enforcement. The proposed change to the work program for the Neighborhood Wellness Major City Goal requires related changes to the Significant Operating Program Changes (SOPC) form that implemented the previous version of the Goal. A new consolidated SOPC for the revised work program for the Neighborhood Wellness Major City Goal is now needed and is attached (Attachment 2). This new SOPC addresses the changes needed in the Community Development Department and the Public Works Department. With the revised Neighborhood Wellness Major City Goal and SOPC, the previous separate SOPC for a Parking Enforcement Officer is no longer needed. Pages 132-109 through 132-112 of the April 12`h agenda packet can be discarded. Because additional SNAP resources are no longer being requested, the SOPC for increased SNAP resources is no longer needed and pages 132-90 through B2-92 can now also be discarded. It is recommended that the revised Major City Goal and the SOPC be considered by the City Council during the Strategic Budget Direction item next Tuesday night when the Council provides direction on the other SOPC's that are recommended. Should the Council have any questions before the meeting please feel free to be in touch with staff. Attachments: 1. Revised Work Plan for Neighborhood Wellness Major City Goal 2. Revised and consolidated Significant Operating Program Changes for Neighborhood Wellness Major City Goal -3 - B2-6 MAJOR , . 2 NEIGHBORHOOD WELLNESS OBJECTIVE Embrace and implement pro-active code enforcement and Neighborhood Wellness Policies.. DISCUSSION Measure Y Relationship: The major City goal for neighborhood wellness directly supports neighborhood code enforcement, a top priorityfor the use of Measure Yfunds. Proposed Scope of Work This plan proposes hiring additional staff and re-distributing duties among several City departments in order to provide increased enforcement of City codes, property maintenance standards and parking regulations within residential neighborhoods. The key elements of the plan are as follows: 1. Increasing the monitoring of property conditions and enforcement of code violations in the City's neighborhoods. 2. Review and revise the current code enforcement practices to streamline efforts and achieve greater efficiencies. 3. Identifying and mapping neighborhoods in the City in order to provide a framework for location-specific initiatives and better communication between city staff and residents. (This will be done as part of the Land Use Element update.) 4. Reviewing and considering best practices used in other jurisdictions to fiuther neighborhood wellness. 5. Evaluating how all City departments are currently coordinating responses to violations, and creating a more streamlined methodology for the pro-active reporting and enforcement of violations. 6. Further cross-training City employees to be the "eyes and ears" within neighborhoods to ensure code violations are pro-actively addressed rather than requiring the nuisance be called in by residents or other complainants. 7. Enhance pro-active efforts to deal with noise nuisances within residential neighborhoods. 8. Increasing enforcement of parking violations in the neighborhoods. Review and Modification of Existing Code Enforcement and Neighborhood Wellness Policies Section 1.24.010 of the Municipal Code requires staff to "...employ the philosophy of voluntary compliance when seeking compliance with this code." The section continues with very specific guidance to staff regarding enforcement:. "Prior to implementation of the enforcement policies and penalties stated herein, voluntary compliance approaches, when practical, should first be used to educate City property owners and businesses concerning the requirements of the Code and the corrective action necessary to correct a violation of this Code." Staff proposes to improve consistency among the various facets of the. City's code enforcement program descriptions and fee resolutions and bring back to the Council any amendments needed to reflect the more proactive program that is the subject of this goal. Consolidation of Neighborhood Code Enforcement This work program proposes shifting responsibility for enforcement of all neighborhood code violations to the Community Development Department, including enforcement of Neighborhood Enhancement Ordinance violations currently being conducted by Police Department SNAP employees. Two new Neighborhood Services Specialist positions will be added to the Community Development Department to augment enforcement of code and parking violations in the neighborhoods, including: 1. Illegal conversions of non-habitable space to living areas. 2. Fence height violations. B24 MAJOR CITY GOALS NEIGHBORHOOD WELLNESS 3. Unpermitted fraternities and sororities and"satellite houses." 4. Improper trash can placement, 5. Debris or furniture in front yards,on roofs, or in public areas. 6. Overgrown shrubs or yards. 7. Neighborhood parking, including front yard parking violations. 8. Other violations as defined in the neighborhood enhancement ordinance. The new Neighborhood Services Specialists will be assigned to daytime duties, which will allow for more efficient identification of the types of violations they will be patrolling for. The employees will respond to complaints and reports of code violations, and will address violations pro-actively based on their own observations. The Police Department will continue to be responsible for the enforcement of noise violations in the neighborhoods utilizing SNAP personnel for warnings and Police Officers for citations. Increased Neighborhood Parking Enforcement The new Neighborhood Services Specialists will patrol for violations in permit parking districts as well as illegally parked vehicles on private property. These patrols will increase the identification of unpermitted parking spaces in front yard areas. An additional half-time Parking Enforcement Officer will augment the existing level of parking enforcement conducted by Public Works/Parking Officers on weekends. SNAP employees will continue to enforce parking violations in residential parking districts primarily during nighttime hours. Public Outreach A key component of the revised Goal is a public outreach and education campaign in advance of beginning the new program activities. A more aggressive enforcement program is likely to result in more people receiving citations, which is likely to result in complaints. Recent letters to the editor in the Tribune regarding the City's enforcement of trash and recycling receptacles is an example of what can be expected when the City begins to issue more citations for property maintenance and parking. An information and education campaign is essential to provide residents an opportunity to learn about the new program and comply with regulations prior to enforcement. Existing Situation Overall coordination of the City's efforts related to neighborhood wellness is accomplished by the Neighborhood Services Team, comprised of City staff from Police, Public Works, Fire and Community Development and led by the Neighborhood Services Manager in the Police Department. Enforcement of the various codes related to neighborhood violations is conducted by several City departments. • The Current Planning Division of the Community Development Department establishes policies and procedures for determining residential parking standards and maintains a database of approved parking areas in front yards. • The Police Department Office of Neighborhood Services, through the Student neighborhood Assistance Program (SNAP) addresses low-level code enforcement violations visible from the public right of way, such as trash can placement, debris in yards, overgrown shrubbery and weeds (implementing this goal will reassign these code enforcement duties to Community Development). SNAP employees are also responsible for enforcing residential parking standards and noise ordinance violations. • The Fire Prevention Bureau within the Fire Department handles fire hazards such as tall weeds and conducts life safety inspections for businesses and residential apartments as required by state law. • The Code Enforcement Office, within the Building & Safety Division of the Community Development Department, investigates violations of many different building and zoning regulations, including serious violations involving potentially hazardous conditions. 0 - 0 . At ent NEIGHBORHOOD WELLNESS • The Long-Range Planning Division of the Community Development Department prepares land use and area plans within the City. • The Utilities Department provides services to ensure accumulated waste does not create nuisances in neighborhoods and the community's wastewater system does not suffer negative impacts from illicit discharges. • Currently, Parking Enforcement Officers respond to complaints and conduct pro-active enforcement of parking violations in neighborhoods usually in the morning hours prior to addressing parking problems in other areas of the City. Existing parking officers work Monday through Saturday from 9:00 AM to 6:00 PM. High enforcement demand in retail areas of the City limit the amount of time parking officers are available to patrol the neighborhoods, where violations are less frequent. Police Department SNAP employees conduct enforcement of residential parking district violations during dedicated parking. enforcement shifts and on a continual basis as they are conducting their other duties. • The Public Works Department enforces illegal encroachments within the City's right of way areas, coordinates citizen requests for traffic management and neighborhood parking districts within neighborhoods, including parking violations in neighborhoods, oversees flood protection regulations, and maintains infrastructure related to neighborhood wellness, such as street lighting, roadways, directional signage and trees. • The Finance&Information Technology(FIT)Department administers the City's Business tax and licensing program, including residential rental properties, and processes invoices for administrative fines for code and noise violations. • The Geographic Information Systems division in the FIT Department produces maps based on geographic attributes. • The City Attorney's Office provides legal support for enforcement related activities, and initiates judicial action if necessary to achieve compliance. Project Work Completed In 2007-2009, Neighborhood Wellness was addressed through implementation of the Major City Goal titled "Increased Building & Zoning Code Enforcement and Community Appearance". At that time staffing increases were approved for the Student Neighborhood Assistance Program (SNAP) and the Code Enforcement Office. The action plan for that goal included development of a Neighborhood Wellness Work Plan which was created through collaboration among several city departments and community stakeholders. Since the implementation of this plan, the number of code violations that are indentified by city staff increased significantly, creating a more pro-active program. Code Enforcement staff still utilizes this work plan to direct their priorities. The work plan has elements that are relevant to this new Major City Goal and could provide a good foundation to build upon, including: 1. Increasing outreach in order to increase reporting of code violations. 2. Cross training City employees to recognize and report serious code violations. 3. Quickly addressing complaints that jeopardize safety or create neighborhood blight. 4. Examining enforcement policies to ensure they are effective as a deterrent to violations and are used as a corrective mechanism. 5. Identifying high priority violations that affect our neighborhoods. Other neighborhood issues, such as noise complaints, have been addressed through increased education and enforcement and will continue to be a significant focus of neighborhood efforts. B2-9 Attachment MAJOR GOALS NEIGHBORHOOD WELLNESS WORK PROGRAM CONSTRAINTS AND LIMITATIONS Expanded outreach and stakeholder involvement will be necessary to fully implement the proposed action plan, including revision of policies and implementation of new practices. Code enforcement issues often deal with inspecting private property areas and proposed changes to the program will need to be reviewed by the City Attorney's Office prior to implementation to ensure they comply with legal constraints. Increasing code and parking enforcement in the neighborhoods is likely to generate complaints from neighborhood residents who have not been subject to regular enforcement of these types of violations. Some residents may feel the enforcement is inappropriate and intrusive. Recently, staff has received complaints regarding the new trash can regulations for this reason. The revenue generated by the additional parking officer is not likely to off-set the cost of the new position and associated equipment. Generally, parking violations in neighborhoods are less frequent and sporadic than in retail areas and once citations are issued, compliance by residents tends to be relatively high. In addition, parking violations and associated revenue has declined in recent years due to increases fine amounts driven by State surcharges on parking citations. Increased enforcement of code violations will likely increase the workload of the City Attorney's office in prosecuting violations that are not corrected after initial enforcement action. Staff will examine the processes involved to determine if any streamlining is possible. Reduction in resources of the City Attorney's could result in delayed prosecution of violations. Human Resource Review Because these are newly proposed positions, staff has not had time to fully develop the required documentation such as job descriptions and organizational flow charts. The assumptions at this time are that the two new Neighborhood Services Specialist positions will be placed in a compensation bracket between a Parking Enforcement Officer and a Code Enforcement Officer position. Final.analysis of the position classification must be done by the Human Resources department to verify compensation is commensurate with the duties and responsibilities of the position and it is classified equitably compared to other positions within the organization. Subsequent review of the organizational structure within the Community Development Department may also be necessary due to the increased workloads and potential implications of expanding the code enforcement program. This could lead to a re-organization and potential reclassification of other positions within the department which may have cost implications for the program. Strategies For Successfully Overcoming The Challenges Coordination With Neighborhood Groups,Student Groups And Other City Residents Increased efforts to meet with existing neighborhood groups, student organizations,homeowner associations and property owner organizations are anticipated in order to solicit feedback regarding the program obj ectives. Information gathered could help steer the public outreach efforts which will be an important component of the program. Staff from the Community Development Department and the Office of Neighborhood Services will collaborate in this effort. Public Outreach It is highly recommended that a well devised public outreach effort be done prior to asserting more aggressive enforcement tactics within the neighborhoods. In order for the program to be successful it will be important for residents to know and understand the various regulations that will be enforced. Use of a professional advertising firm to assist with the development of the public messaging will be needed to augment the advertising expertise of existing City staff. Once the information is created staff could use several methods to deliver it. Development of B2-10 MAJOR CITY GOALS wirm t2 NEIGHBORHOOD WELLNESS a Public Service Announcement to be utilized on Channel 20 or the radio; including information within utility bills, newspapers such as the New Times or Mustang Daily; or other local publications can be done. Additional efforts to meet directly with the residents of the neighborhoods should also be done in case the other methods do not prove to be effective with residents not typically exposed to these mediums. Launching the program with a "soft start"could also be considered which would mean that staff would distribute information only when a violation is encountered until a well advertised start date, then notice of violations or citations would begin. STAKEHOLDERS Stakeholders include City residents, student groups, property owners and property managers. ACTION PLAN Task Date 1. . - 1. Begin Community Outreach Efforts July 2011 2. Review City policy regarding voluntary compliance. Sept 2011 3. Create new job classification of Neighborhood Services Specialist Nov 2011 4. Hire additional staff Feb. 2012 5. Train new staff Mar-May 2012 6. Develop Public Outreach Program May—July 2012 7: Public Outreach Campaign Aug-Oct. 2012 8. Begin"soft start"of program Oct 2012 9. Begin full enforcement efforts Nov 2012 10. Monitor Progress and solicit feedback from external stakeholders On-going 11. Database enhancements and information sharing improvements On-going KEY WORK PROGRAM ASSUMPTIONS 1. Council support for reducing the number of warnings provided before citations are issued. Currently the City provides multiple warnings before issuing citations. This process increases the amount of staff time spent on individual violations and limits the time that would otherwise be spent identifying new violations. The number of violations processed is expected to increase substantially with the program changes proposed. In order to increase the proportion of time the new enforcement staff spend in the field identifying new violations, as opposed to time spent on repeat warnings, the new program strategy is to follow-up the initial warning with a citation if corrective action is not taken. 2. On-going Council support for increased enforcement efforts as the program goes through its start-up period especially when complaints that the program is too aggressive surface. This assumption is based on the feedback received from recent enforcement of trash and recycling receptacles. RESPONSIBLE DEPARTMENT B2=11 tMAJO.R-CITY GOALS2 NEIGHBORHOOD WELLNESS The Chief Building Official, within the Community Development Department, will act as the lead position for this goal. Neighborhood blight and zoning code conformance will be the responsibility of the Community Development Department. The Police and Public Works Departments will continue to focus on noise nuisances and parking violations, however sufficient cross-training will be done in order to recognize other neighborhood wellness issues can be identified by these personnel and be referred to Community Development Department for follow-up action. FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Cost Summary Operating Programs Capital Improvement Plan 2011-12 2012-13 2011-12 2012-13 1/2 time Parking Enforcement Officer 24,200 38,000 2 Neighborhood Services Specialists 81,000 162,000 1 NSS Vehicle one time 20,000 2 Computers and workstation modifications 10,000 2 Motorola MC65(E-Ticket Package)(Optional) 15,000 Public Outreach Funding 10,000 2 Ruggedized laptop computers 11,000 Operating Budget 5,000 5,000 Total $156,200 $205,000 $20,000 $0 Funding Sources Operating Programs Capital Improvement Plan 2011-12 2012-13 2011-12 2012-13 Parking Fund 24,200 38,000 General Fund 132,000 167,000 20,000 Total $156,200 $205,000 $20,000 $0 GENERAL FUND REVENUE POTENTIAL It is unlikely there will be a significant General Fund revenue enhancement as a result of achieving this goal. Because the plan recommends significant public outreach and a "soft start" which will delay revenue potential during much of the first year and three months of strict enforcement prior to the second year may lead to greater compliance throughout neighborhoods which is the key objective, staff cannot predict the potential for revenues. OUTCOME—FINAL WORK PRODUCT The outcome of implementing this operating program change will be an increase in the number of code violations identified and corrected. The result of this will be improved compliance with City regulations and an improved appearance in the City's neighborhoods. B2-12 Attac hm t 3 Community De - . . NEIGHBORHOOD WELLNESS MAJOR CITY GOAL Measure Y Relationship: The major City goal for neighborhood wellness directly supports neighborhood code enforcement, a top priority for the use of Measure Y.funds.. Request Summary Creating two full`-time regular positions known as Neighborhood Services Specialists and adding one half-time contract Parking Enforcement Officer to support the Neighborhood Wellness Major City Goal will cost $176;200 in 2011-12 and$205,000 in 2012-13. Key Objectives 1. Hire additional staff in order to provide enhanced code enforcement through the use of pro-active patrols within residential neighborhoods. 2. Review and revise the current code enforcement practices to streamline efforts and achieve greater efficiencies. 3. Shift neighborhood enhancement ordinance duties from .the Police Department to the Community Development Department. 4. Enhance parking enforcement efforts within residential neighborhoods. 5. Enhance pro-active efforts to deal with noise nuisances within residential neighborhoods. 6. Initiate the new practices with a public information campaign. Existing Situation: Factors Driving the Need for Change During the budget goal setting workshops, members of the public and Residents for Quality Neighborhoods (RQN)recommended that the City strengthen its existing code enforcement and neighborhood services programs. The Council adopted a Neighborhood Wellness Major City Goal to "Embrace and implement pro-active code enforcement and Neighborhood Wellness Policies."During the April 12, 2011 City Council meeting, the Council provided further direction to staff to create work program that would more aggressively enforce the City standards for: 1. Property maintenance and trash receptacle storage. 2. Illegal conversions of non-habitable space to living areas. 3. Fence height violations. 4. Unpermitted fraternities and sororities and "satellite houses." 5. Neighborhood parking, including front yard parking violations. 6. Other violations of the neighborhood enhancement ordinance. The City currently has two Code Enforcement Officers responsible for enforcing the zoning and building codes. Code enforcement has started to incorporate pro-active strategies, but remains primarily a complaint-driven activity. Currently, property maintenance standards are primarily enforced by part-time Student Neighborhood Assistance Program (SNAP) personnel. Strengthening enforcement efforts as proposed in the Major City.Goal includes patrolling for violations rather than responding to complaints. Patrols would look for violations of property maintenance standards, residential parking and certain code enforcement problems. Two new Neighborhood Services Specialists in the Community Development Department would conduct these activities. The primary responsibility for zoning code, building code, and property maintenance standards would be transferred to the Community Development Department. B2-13 Community Developmerit t3 NEIGHBORHOOD WELLNESS MAJOR CITY GOAL In order to achieve the objectives of this Major City Goal, staff recommends hiring two Neighborhood Services Specialists who would share the responsibility of patrolling neighborhoods to enhance neighborhood wellness. In addition, a half-time contract Parking Enforcement Officer would be added to the Public Works Department to enforce neighborhood parking violations and observe/report code violations. A two-year contract position would allow staff to evaluate whether or not the position generates sufficient parking fine revenues to offset the costs of the parking officer. At the conclusion of the two-year term, staff will evaluate the effectiveness of the new position before deciding to make it a permanent position. Goal and Policy Links 1. 2011-13 Major City Goal: Neighborhood Wellness 2. Measure Y Priority 3. General Plan 2.15—Neighborhood Wellness Service Categorization Criteria 3 =High Mid-Range(Revenue Management) Program Work Completed Several meetings and communications between the affected departments have already occurred. The proposed staffing additions and program changes will dovetail into existing code enforcement programs. Environmental Review No environmental review is required. Program Constraints and Limitations 1. Increasing enforcement in the neighborhoods is likely to generate complaints from neighborhood residents who have not been subject to regular enforcement of these types of violations before. Some residents may feel the enforcement is inappropriate and intrusive. 2. The revenue generated by the additional parking officer is not likely to off-set the cost of the new position and associated equipment. Generally, parking violations in neighborhoods are less frequent and sporadic than in retail areas and, once citations are issued, compliance by residents tends to be relatively high. In addition, parking violations and associated revenue has declined in recent years due to increased fine amounts driven by State surcharges on parking citations. 3. There is no funding in the current budget to purchase vehicles for the added Neighborhood Services Specialist positions to use for the additional neighborhood enforcement. Fleet Maintenance will reassign an under-utilized fleet vehicle for one of the positions. Staff is proposing the addition of a second vehicle for this purpose. Stakeholders B2-14 -wrotea, , 3 community Development- NEIGHBORHOOD - - . .NEIGHBORHOOD WELLNESS MAJOR CITY GOAL Stakeholders include City residents, neighborhood associations, student groups, property owners, property managers, and realtors. Implementation The additional two Neighborhood Services Specialist positions, which will be assigned to the Community Development Building& Safety Division, will be responsible for enforcement of the neighborhood enhancement ordinance violations and parking violations in neighborhoods. Their parking enforcement will complement the parking enforcement done by the Parking Enforcement Officers. These two divisions will coordinate their enforcement efforts. The duties of the Neighborhood.Services Specialists will include proactively patrolling residential neighborhoods and processing of necessary reports such as: • Investigation reports • Notices of violation • Notices to correct • Administrative citations • Tickets for parking violations The addition of a half-time contract Parking Enforcement Officer will take effect at the implementation of the 2011-13 Financial Plan, effective July 1, 2011. Actual hiring for employment is expected to take effect during February,2011 for the positions. 1. Approve the budget and added positions July 2011 2. Establish job descriptions,begin recruit process November 2011 3. Interview and Hire February 2012 4. Training Feb—May 2012 Key Program Assumptions 1. Council support for reducing the number of warnings provided before citations are issued. Currently the City provides multiple warnings before issuing citations. This process increases the amount of staff time spent on individual violations and limits the time that would otherwise be spent identifying new violations. The number of violations processed is expected to increase substantially with the program changes proposed. In order to increase the proportion of time the new enforcement staff spend in the field identifying new violations, as opposed to time spent on repeat warnings, the new program strategy is to follow-up the initial warning with a citation if corrective action is not taken. 2. On-going Council support for increased enforcement as the program goes through its start-up period and complaints that the program is too aggressive surface, based on the feedback received from recent enforcement of trash and recycling receptacles. 3. Although there will be three new positions added there will be need for only one additional vehicle. Due to the unique hours that the % time parking enforcement officer will be working, the.Parking Services Division has adequate vehicles for weekend patrols. Regarding the patrol vehicles for the neighborhood Services Specialists, Fleet maintenance recommends reassigning an under-utilized vehicle for one of the positions and purchase of a new vehicle for the other. B2-15 6 NEIGHBORHOOD WELLNESS MAJOR CITY GOAL 4. The proposed salaries of the new Neighborhood Services Specialists is assumed to be between the salary level of the Parking Enforcement Officer and Code Enforcement Officer I positions. Human Resources will need to analyze position duties and make a final determination of appropriate compensation. Program Manager and Team Support Program Manager. Chief Building Official Project Team. Community Development Building and Safety Division Public Works Parking Services Division Public Works Administration Division Police Department Office of Neighborhood Services Alternatives 1. Continue the Status Quo. This is not recommended because continuing neighborhood nuisances has prompted Council to adopt a Neighborhood Wellness goal. 2. Defer or Re-Phase the Request This staffing request could be delayed or deferred until the second year of the Financial Plan in 2012-13 which would reduce estimated costs by$89,200. 3. Change the Scope of the Request Hire one Neighborhood Services Specialist to augment patrolling for NEO and parking violations. This would reduce the frequency of patrols and volume of enforcement that would be possible with two Neighborhood Services Specialists. Likewise the Council may decide not to augment the Parking Enforcement Officer staff with another half-time position. This would reduce the increase in parking enforcement in the residential parking districts and the downtown from what is being proposed. Operating Program Building& Safety(40700) Parking Services (50600) Cost Summary The anticipated salary and benefit costs for adding two Neighborhood Services Specialists (NSS) will cost approximately $81,000 in 2011-12 and $162,000 in 2012-13. One time start up costs for the NSS positions for computers, a vehicle and workstation modifications will cost an estimated $71,000 in 2011-12. This includes $15,000 for two hand-held ticket writing devices that may not be required depending on the volume of parking citations that may be issued. The proposed budget also includes $5,000 per year for on-going operating expenses. Adding a part-time Parking Enforcement Officer position as well as the total parking citation processing costs of the three new positions, will cost the Parking Enterprise Fund approximately$24,200 in 2011-12 (estimated for a hire date of February 1, 2011) and $38,000 in 2012-13. This brings the combined total cost to$176,200 in 2011-12 and$205,000 in 2012-13. B2-16 wa wont Community Development' NEIGHBORHOOD WELLNESS MAJOR CITY GOAL Parking Fund Line Item Description Account No. 2011-12 2012-13 Staffing 8,200 16,300 Temporary Staffing arldn Enf Officer 510-50600-7014 8,150 16,300 Contract Services 7 200 9,800 Contract Services-citation processing 510-50600-7227 7,200 9,800 Other Operating Expenditures 8,806 11,900 Uniform 510-50600-7259 300 400 Printing 510-50600-7283 8,500 11,500 Total Operating Costs 1 24 2001 38,000 General Fund Line Item Description Account No. 2011-12 2012-13 Staffing 81000 162,000 2 Neighborhood Service Specialists 100-40700-7010 81,000 162,000 Vehicle 20,000 0 1 NSS vehicle one time 20,000 Other Operating Expenditures 51,000 5 000 Computer supplies 100-40700-7413 5,000 Workstation modification 100-40700-7275 5,000 2 Mobile Data Computers 100-40700-7275 11,000 Motoral MC65 (E-Ticket Packa a tional 100-40700-7275 15,000 Public Outreach 100-40700-7843 10,000 Educati6n and Training 10040700-7459 2,500 2,500 Office Supplies 1 100-40700-77421 1 2,5001 2,500 Total Operating Costs 1 152,0001 167,000 B2-17 �V Residents for Quality NeighborhoodRECEIVED CEI E D P.O. Box 12604 .San Luis Obispo,CA 93406 September 16, 2009 MAY 3 2911 Dear Mr. Mayor and Members of the City Council, SLO CITY CLERK The RQN Board compiled this list of noise complaints made from January 2002 through July 2009 for your information. The percentages as well as the actual numbers of Disturbance Advisory Cards and citations are,also,provided. We hope a solution to excessive party noise will be found soon so that the quality of life once enjoyed in San Luis Obispo's residential neighborhoods will be restored, or at least significantly improved. Brett Cross hard covv. email: a COUNCIL, o CDD DIR o CrNMGR o FTTDLR RED FILE O ASSTCM O MECHW DIR n CLEUARIG o LI ECMU -- MEETING AGENDA o FM 0 PARKS&RECDIR Chair a �,TRIBTIMo U7 DDIR DATC 11 ITEM• # � o SLOCITYNM o COUNCIL o CnYMGR o CLERK Noise Complaints: 2002 -- 2009 Date Complaints, DACs Citations ,2002 Totals 2969 1204 (41%) 177 (6%) 2003 Totals 3346 1204 (36%) 177 (5%) 2004 Totals 3356 1414 (42%) 208 (6%) 2005 Totals 3346 1336 (40%) 186 (6%) 2006 Totals 3260 1208 (37%) 173 (5%) Measure Y passed Nov 2006 2007 Totals 3230 1193 (37%) 163 (5%) Measure Y effective April 1,2007 2008 Totals 3092 1574 (51%) 245 (8%) 2009 Totals 2937 1312 (45%) 212 (7%) Updated through end ofyear 2010 Totals 2069 830 (40%) 244 (18%) Noise Ordinance updated w/stricter provisions,higher fines,March 5,2010 R : From: RQN of SLO [mailto:rgn.board@yahoo.com] Sent: Monday, May 02, 2011 1:42 PM To: Marx, ]an; Ashbaugh, John; Carter, Andrew; Smith, Kathy; Carpenter, Dan Cc: Lichtig, Katie Subject: Addendum to RQN Letter Dear Mayor Marx and Members of the Council, Attached please find an addendum to RQN's letter of April 29, 2011. Thank you for your continuing support. Sincerely, hard ewaffi. a COUNCIL a CDD DIR a0nYMM a MDM RED FILE o AMCM a MECtiMF a MORM aPWDIR Brett Cross a clatx=c a POMCHU - MEETING AGENDA RQN Chair o TRUMNE o UM DM DATE ITEM 4 BA o NEWnm a HRDM a 91A CrrY M o COUNCIL a CITY MCIR a CUM ;;hm"4; � WMI 4115M9911111111b Residents for Quality Neighborhoods P.O.Box 12604.San Luis Obispo,CA 93406 May 2, 2011 Re: Addendum to RQN Letter of April 29, 2011 Referencing Item Bl, Neighborhood Wellness Dear Mayor Marx and Council Members, As stated in RQN's previous letter, in our opinion the Neighborhood Services Manager position needs to be relocated to the Community Development Department. However, we realize that the cooperative efforts of many of our city departments will be vital in order to make the needed improvements to neighborhood wellness and to improve the quality of life for our residents. For these reasons, RQN recommends that the Neighborhood Services Manager spend one day per week working at the Police Department. We think maintaining a close relationship between the Neighborhood Services Office and the Police Department will advance the above objectives through applying information gained about policing actions that occurred in the neighborhoods to NEO enforcement plans and schedules. Additionally,the Neighborhood Services Manager can provide any code violations noted during policing to Code Enforce-ment. This weekly interface would, we believe, benefit neighborhood wellness efforts by providing a seamless method of transmitting information between police 1 r and other city employees and would aid in improving the quality of life in our adversely impacted residential neighborhoods. The issues we face require close cooperation between departments, and the Neighborhood Services Manager will be in an ideal position to facilitate that cooperation by serving as a valuable link in ensuring the flow of information among and between the involved departments. Thank you for the opportunity to provide our input to this important matter. Sincerely, Brett Cross RQN Chair council MCMORanoum May 3, 2011 RED FILE TO: City Council MEETING AGENDA VIA: Katie Lichtig, City Manager DATE _a ITEM # FROM: Deborah Linden, Chief of Police SUBJECT: RED FILE—Agenda Item B-2, May 3, 2011 City Council Meeting 2001 Council Agenda Report re: Neighborhood Services Manager Position In preparation for the Council's continued discussion regarding, the Neighborhood Wellness Goal, staff researched prior Council actions related to the Neighborhood Services function and the shift of the Neighborhood Services Manager (NSM) from the Community Development Department to the Police Department. The NSM position was transferred to the Police Department in early 2000 as part of the 1999-01 Financial Plan to further a Major City Goal to enhance the City's code enforcement and neighborhood services programs. A full-time Code Enforcement Coordinator was also hired in the Community Development Department. The attached agenda report documents a study session held with the Council on January 9, 2001, to provide an update on the program one year after the NSM position was transferred to the Police Department. This report indicates the transfer was approved by the Council and the Neighborhood Services Program was expanded to include crime prevention and education, which remain significant components of the program today, as well as overall coordination of noise violations and the SNAP program. The transfer aligned the Neighborhood Services Manager with the department responsible for addressing the issues of greatest concern to the majority of neighborhood residents (noise and party-related disturbances and neighborhood crime). Staff noted that duties of the NSM still include those articulated in this report, and have expanded to include greater responsibilities for neighborhood and student outreach and education, as well as coordination of noise ordinance enforcement related to property owners. Staff believes the reasons for transferring the NSM position to the Police Department remain valid today and that the position.is best aligned with the Police Department to ensure close coordination regarding issues that create the most significant concern to neighborhood residents. hard copy, email: o COUNCIL a CDDDIR o CnYMGR o WDIR V AW 04 o FMCHW o ATTORNEY o PW DM o CIMMIG fl POLICEOW d M a PAW&RECEa a TRIBUNE o UMDIR a NEWTDW aHRDM o SI.00f1YNEWS o COIINCQ. o CrrY MGR o CLERH i . A council ac En as Report i CITY OF SAN LUIS OBISPO FROM: James M. Gardiner, Chief of Police" Prepared By: Rob Bryn,Neighborhood Services Manag Tom Bauch, Chief Building Official Don Wright,Code Enforcement Coordinator SUBJECT: Progress Report on the Neighborhood Services and Code Enforcement Programs CAO RECOMMENDATION Receive a report from the Police and Community Development Departments regarding the activities and accomplishments of the Neighborhood Services and Code Enforcement Programs over the last twelve months. DISCUSSION Introduction OAs a part of the 1999-01 Goal Setting and Financial Plan processes,enhancements to the City's code enforcement and neighborhood services programs were identified as Major City Goals. To implement these enhancements,the Council allocated added resources to establish a full-time Code Enforcement Coordinator position in the Community Development Department,and agreed to a transfer of the Office of Neighborhood Services to the Police Department. The purpose of this study session is to provide the Council with status reports on progress within these programs. In addition,staff will outline future efforts currently planned and discuss an approach to further reviewing suggestions for Municipal Code amendments made earlier by the Residents for Quality Neighborhoods(RQN). Background and Overview In January of 2000,the Office of Neigbborhood Services was transferred from the Building& Safety Division of the Community Development Department to the Operations Division of the Police Department:The transfer was initiated in order to better supplement the City's long-term community oriented policing strategy. In addition,the transfer was designed to: 1. Foster better coordination of toeducation and enforcement efforts on a citywide basis. 2. Rebuild the discontinued Crime Prevention Program that directly affects neighborhoods and quality of life issues. 3. Provide the Neighborhood Services Manager with more direct support in administering' the program via Student Neighborhood Assistance Program(SNAP)Teams,Police Officers,Field Service Technicians,etc: 4. Raise the service level of the entire program by locating it closest to the department responsible for addressing our neighborhoods strongest concerns. 1-1 Connell Agenda Report—Progress Rapbon Transf9r of the Neighborhood 4erarla6a Programa Pape 2 . The Office of Neighborhood Services was formed jn-.1995 in order to better address-issues surrounding neighborhood groups,."blight"preventim-strategies,public:Wucationsad- awarene ss programs and continued emforcememt of various Uniform Housing Coda,'Building. Code'and municipal ordinances,.including.-the new Neighborhood Enhairicgnieait:Ckdihaace (NEO).The Zoning Investigations Coordinator was reclessifled to Neigbbodiodd Services Manager and assigned some direct clerical assistance.No other staff.additions—*M.In"'o, however a budget allocation was assigned to-begin the suc coos W Workmg to J*r6ve Neighborhoods(WIN)public education and prevention program,The Naighbortb90 smvices Manager continued to have an active caseload' cues to process,work,with complainants,notify violators,neighborhood of coordinate with other departments and-agencies;prepare for court,etc. When the Office of Neighborhood Services was assigned-0 the.Police.Department,:Opie0dons Division,additional duties and resources Were added,including: StudentNeighborhood., Assistance Program(SNAP)-whithanoludes 8 part-time`WAP .yeea,Ciitpp.Preventiout RD ; Newsletter,Ride-a-long,Event Permits;Noise Abatement,etc.The Ncigb orhood-Enhancement Ordinance enforcement was also transferred to police;which at the.time:(i 999)represented. slightly under 200 cases per year. . Concurrent with transfer of the.Neighborhood Services,Manager to the Police-Department,a new job classification entitled Code-Enforcement Coordiwor-was.established in-the-Building& - _ Safety Division of the Commtinity-Devel lent D.epartt ent. .This olassificatlaii Wfa created: and staffed_to handle enforcamont of the remoWng violations.of the Unifgrm Housiug1Code; Building Code,SubrStandard Buildings, Sign&.ZoaiAg Ordinance,aud-miscelleaeou -municipal . codes. .Staff time for-the Code_-Enfoietmatit.Coordinatorand two Building Iaepeotamwas allocated W':this program to provide tbe:equYalentf one:fyll-time PQM & .. . reaiairiiag.400=5000 eases ivally'to:l;e pnc�+aseed t e3i iote a io�eat si n " edOt complaints of long turn around tttries,and eltmivatittgeeaest:babltloggQd sou# - Pto •Eveluation - - .. - . , _ _ Has the grozamjbstered boxicaWimW t. TheVHttiag.oMe?oode attf=4q mit taakii u ty Denel r(fte vAsh to be yielding enoouraguigttltd;'Tlte Iedhc.yct. maetal�iaAage�reodaat_ - Coordinator .t toaotue>}t e8 iri'Cs eve loPMgf `UWWA- oc)Iiae ' e�iiQ o9so rte epp � i e have:increased. The.incrift iia of lit t ges:> b ti ie:SI+TAP:pt ii a. separate portion of this - Atthe begiani4:ot"thetraddtiptrtugewa8 cxt dpl k aeigflb upaQ> e ' ` = to the Ndghhbo&od ServieQs ager a ho1?ali ]l atcmmrit�vould d lt�dgs t0 tlm ., seourity-at the:00HOO e o f sod ;problems within their neighborhood:In.ordoz tg mft giity thOseRconoemit,'&8etiig f me ige v_as 1\ CouncH Agenda Report—Progress Report on Transfer of the Neighborhood Services•Programe Page_3_ held between staff and three members of RQN,Cyd Holcomb,Naoma Wright,and Mendi Stubs-on. Former CAO John Durm,current CAO Ken Hampian,Police Chief Jim Gardiner, and Neighborhood Services Manager Rob Bryn represented staff. Over the course of a series of meetings, a"game plan"was developed.for addressing these and other concerns expressed by RQN members, including: • Creating a greater sense of access and feeling of openness(to the new office) • Advocacy • Coordination of Neighborhood Services Program with other City departments • implementation issues • Communication/Education/Outreach In addition;a 200+piece mailing was done to RQN members and organized neighborhood groups that provided appropriate information on who to call,and the two phone numbers needed. The Chief of Police and the Neighborhood Services Manager attended the February general . meeting of RQN to discuss the program and welcome persons to call or visit the police department. In order to follow-up,the Police Department hosted the November RQN general meeting,providing an advance briefing on the new WIN/Crime Prevention program and a progress report on the transition. Positive feedback was received from both meetings. - Has the Neighborhood Services Manager been provided with more direct rt in administering the program? One of the most positive aspects of the transition has been the transfer of the Student Neighborhood Assistance Program personnel to Neighborhood Services.This provided the opportunity to review the program,hire additional personnel and double the deployment of SNAP Teams on Friday and Saturday evenings. Although.there are more refinements pending,. the resulting benefits were immediate.The averageresponse time to noise calls in the month of September 1999 was 41 minutes. After the transfer and improvements in the program, September 2000 response times were reduced to 27 minutes..October 1999 vs.2000 were even better,improving from 43 minutes to 24 minutes.This reduction took place in spite of the fact that the number of noise calls year-to-date had increased from 1861 as of September 1999 to 2312 as of September 2000. A volunteer supplied by the Police Department had handled the enforcement of the Neighborhood Enhancement Ordinance(NEO)since 1995. The volunteer worked on the 72-hour "notices-to-convect"until midway through the transition,when the'program was assigned to paid SNAP staff. SNAP now handles NEO cases 8 hours a week on day shift. In 1999,a total of 187 notices for NEO violations were issued.The year 2000 will end with over 600 notices issued.An m _ additional benefit of the transfer is that over two thirds of the notices were issued as a result of self initiated,field activity. SNAP found these violations prior to any citizen complaint. Attachment 1 lists the types of NEO cases processed and details the increasing activity trend during the preceding year. 1-3 Coungll Agenda Reporp--Progress.Report an Transfer cf the N91ghbor0dpd,8Ww#AM,Mai- Page 4 Inas the transfer raised the IyM of.the's gm MOMM2 Preliminary results.are encouraging.The Neighborhood Services Managarhas.statod bat the true test would be the 18 month cycld concluding7une.3%10012 Which would all9w for the:initial transition to be complete,new programs launched and at least:one budgdt-requost;ravicw;;ad approval event to take place. = The transfer of the Noise Ordinance:enforceplent to-Neighborhood Services took plaolatt*y 1,2001. It is too early to teri at this point whai'affect it will have oa tho ii o rti`A oo late review of the noise.program,staff assign ►onts,enforcement criteria,etcx.hus-yto:hp Bono:A. SNAP person has been assigned for tha.past Sve;monIbs to do the extsnsivQ.aletical:tasks,. ` ' - associated with notifying propertyowners of noise violations;Viking 4f Disturbance Advisory Cards input into appropriate."basis,do. Has the Crime Prevention P prem that directivg&ete jai rho end �of.��g issues. beenrebuilt? Thq emphasis was to design a cutting adge-ptogram that`custom fit challengea.6eing.&a(suis . Obispo, addressing various age:grougs andimes;while semaiping widiln.thok.--'--(9qL00) ' budget allocations:A.four,point multi=uieclia approa6.consisting of iti4eted-pri radio;_ ' television and Internet applications were:daveloped,based on an.analy*,of the Semg gftcs ansa crime trends in the community. ' Sea Luis Obispo's.unique demographies reveal over.57:8%of our population ie•undaf D years of age,coupled with the city housing stock being o zuntai,ouccuragae this=Qvauyc approach to reaching a constantly ch�ngiag:pnpulation MOO - Padvertisingilk-coal-PUBli l�iteaides a tintm eaal #is1 e:- City3s papulation Roth local oallege1►�e. rliultatgyd`t College's ' 'EL�tdsu `�n:= , b: z+a thexisti�tga aaaM . ael Left :` p gaetls ioA a r r monttrlq n abd WIl4 jid'W`*b tly -WW4t:*a:GtLeelt _ _ preivvondoaad per mon#ltlyi$sue:: . RQdlD�1'he Fnbvsoa 1KiArste _ _ - ctitnnnlucialthaatOrn3ttg 'AQP_ ie!timi OriPro ( ld ;tagge i6 t4prgl�iii h►other to ipti40'tr: e` F - _: ampbaaiz�n$parsonal�nstbllity. _ � � ..' s Council Agenda Report—Progress Report on Transfer of the Neighborhood Services Programs O Page 5 Television Using a combination of paid commercials and Public Service Announcements,these 30-second spots air on the local NBC affiliate KSBY,CBS KCOY 12 and FOX 11.Additional spots appear on local cable channels including CNN,MTV,Lifetime,Comedy,VHl and ESPN.The current four spot rotations consist of a new alcohol abuse campaign aimed at Minor in Possession,False ID,Drunk in Public and Furnishing Alcohol to Minors. Internet The Police Department web page was extensively modified in a phased upgrade that will continue to provide more helpful information to the public. The Phase I upgrade consisted of adding the Office of Neighborhood Services to the PD web site.Prior to the transition,no Neighborhood Services page(s)were available. All neighborhood pamphlets and brochures are also now accessible on line,reducing the need to call,write or drive to the PD to obtain them. In addition,the entire Crime Prevention print campaign is available to download for school reports, neighborhood and local newsletter inscrts,etc.Also available is crime trends and highway conditions information on our new Links page,featuring FBI,DOJ and CHP sites,as well as,a Ed's link to the popular"McGruff the Crime Dog"site at the National Crime Prevention Council. Has the Buil&&&Safety Division successfully managed the code enforcement caseload that remained following the transfer of the Neighborhood Services Manager? The code enforcement program is operating effectively. Violations are investigated within 1-3 days of the date received. Procedures have been upgraded to reduce the tum-around time needed for resolving an average case. With reorganization.of the Building and Safety Division using the same number of staff as existed prior to January 1,2000,code enforcement,Pmt pig,plan review,and construction inspection has met all established performance criteria. The Code Enforcement Coordinator expects to end the year 2000 with a caseload of 440,which is within the original projection of 400 to 500. The average number of days from receipt of an enforcement case to resolution and closure was 161A from the 1992 through 12-31-99. From 1-1-2000 to 12-11- . 2000,the average number of days was 136.70. However,from 05-01-2000 to 12-11-2000,the average was only 104.80 days,suggesting that initiatives to improve case management in the fust quarter of 2000 have been mccessfiil. Because the Code Enforcement Coordinator brings a more detailed understanding of the technical codes to case management,there is a more cohesive link between enforcement and the Planning and Building permit processes,which is essential to resolution of a majority of the cases During the past few years,sign code enforcement was conducted proactively with help by a volunteer provided by the Police Department. Due'to the loss of an available volunteer,a significant increase in construction activity, and the corresponding demand for inspection n services,staff has not be able to conduct periodic sweeps to control sign proliferation as had been anticipated. Similarly,staff intended to initiate a program of periodic inspection of all fraternities and sororities to monitor life safety and land use issues. With the refinement of the 1-5 Counoll' endo:Ri - n` - 1te _ rt<o :t �' � isd _ �an.rr�ot Nal A orh Erna+ po h tt •- _ o new--Division organization and the auticipat1&moderatiDn of eonstructtom:awvity;�these;,. . programs will have top priority for imp,I tiigatatiop.:' Attaahmern 2 lists-the types of'cade ca'Atain sinao January 1, 1995. Att$chiriept 3`outlinea'the mepui3c available tame [foaleuf. COOrdInator wheapmCgssing a Compleiri# =V01atp3l.Af II111n103j } @t80 & 11fl attachment-also illustrates tie number iofG'tty depm s'end resoui+res t#let:are at+aT d in'our coda enforcement$ad neighborhood-services Futural3fforts/RU�l:Le�: v�Sii _ - ,- `,.- _ The new urternalNeighborlwad Svrviaes:-p4ariT-is7nbetiag;ia Januaiy•i4;fevii*v W* isight:-. _ cho$is tebently,submitted by Rel,Tho _ -willcq*11�6f�ersons#bm ttti A.1 -..Alt rita�+,-- - Publia W Po orks,Fire,. has;.Utihtfga DevelR mettt dear a is AV, v$aLditaat relationship to 8mvicesprovidedSo-n iglrb ods lit addttic RQN taB d -1y ee - peraoas to.servn-on the teams..,Z'lle initial ffiqtiTi$8 wltl�tak�glaae bn a �itfi 'lraat revert.to.quarterly;dapenduig on damnda.'iob7ecstyee,ta address l$lSfs oltghi#�1t intei`astand raise the.level-6f awareness vvi�.city-Sov nt: Staffwill eontinue to work with RQN wtblke`rs-to Alhan6e iiit NeigT thio God moo$apd CodaBuforcxaiteiit pmgisms. A Dlalar„etIp up''an opr.aarraiit`o$b to hii�ve ei;=v�tlsi'.: `>' require added resources. For mta v e,st uldbe eetse+th "VIOMAM-4ae9 mannament-sYsteta to 14etitify.pwpertiftviiWn.n0ghb Rods po MWOMP expensive city rospaanse tonoise,Pat�Cing ui3cabd,na# tbarifoad er:liaaceaieie.. violafion%conn d-gerages,overate►dint--sub.4'. 446usi>?g;.ota: l io ctivc'_ pragi'ams dould be i*lpmwted to protea u `- dojd fbr lsxge;arca =� u t.{'> coaditIis,code vielatt ;Wregard to_ estesdle _ __ r�ate:t0 •. e�$ti�rt'-i?i��r.��=1�� _,�__ 1 ' .F �> _ � -` eaFiaoafieaii; wbfoh.�stQdalo; *Ma Nae.911gmgta� tnFPvmitkwe i `�� � _ -• � _ - ,.-• � r 4 �' a-{' A ti X s S f J. � r CounciLAgenda Report—Progress Report on Transfer of the Neighborhood Services Programe O Page T SUMMARY The transfer of Neighborhood Services from Community Development to the Police Department has achieved desired results. Crime Prevention has been renewed by integration into the successful Working to improve Neighborhoods(WIN)public education and prevention effort. The use of paid SNAP staff to replace volunteers has netted significant results in reduction of response time to noise calls, increase in the level of proactive enforcement of NEO violations and provided much needed clerical support to the understaffed noise enforcement program.The beginning of a standing working team comprised of city staff and RQN members is a promising. way to improve communication and service levels.The successful test of the entire program• however rests in the appropriate balance of time to determine long-term results,coordination of. individual programs,continue a more pro-active vision and sufficient resources to achieve desired results. ATTACHMENTS 1. Neighborhood Services Code Enforcement Case Summary 2. Building&Safety Division Code Enforcement Case Summary 3. Code'Enforcement Resources 0 o 1-7 Attachment 1 O City of San Luis Obispo Neighborhood Services Code Enforcement Case Summary 19951 19961 19971 19981 19991 2000 Camper Shells, Boats,Trailers 2 12 25 8 12 28 Fence 3 0 3 1 10 3 Trash Receptacle 0 0 0 0 0 75 Failure to Screen 6 1 5 7 0 80 Furniture&Equipment 25 116 113 77 117 317 Furniture on Roof 0 0 0 1 1 10 Materials or Debris 321 591 1101 701 58 194 Parking in Yard 01 01 01 31 41 87 jProperty Maintenance/Im ro er Stora e 01 01 of 01 41 23 TOTAL Incidents 1 681 1881 2561 1671 2031 817 TOTAL NEO Notices Issued 1 591 1871 2511 1591 1871 663 1 Attachment 2 City of San Luis Obispo Building Safety Division Code Enforcement Case Summary —= 19951 19961 19971 19981 19991 2000 Abandoned Building 2 1 2 01 11 2 All Other Land Use Violations 36 38 21 21 281 28 Animals 6 8 7 1 . 5 4 Building Codes Violation 86 88 119 135 116 48 Converted dwelling-Fraternity/Sorority 0 1 3 0 D 6 Converted dwelling—Garage 26 28 37 102 28 21 Converted Dwelling—Other Structure 7 5 11 6 5 7 Converted Dwefiin -Rooms 6 6 71 9 3 Debris in Yard 27 6 01 2 1 3 Encroachment in Public Way 0 0 71 3 7 3 Fence Hel ht Violation 1 2 7 7 14 12 Grading Ordinance Violation 0 0 0 0 0 6 High Occupancy Residential Use 12 10 12 9 5 6 Home Occupation Permit Condition 1 2 6 7 5 7 Inoperative Vehicle 7 2 .2 5 9 3 No Building Permit 17 14 12 19 28 67 No Home Occupation Permit 5 3 61 9 4 4 No Use Permit 11 3 5 3 9 5 Noise Violation 61 10 12 8 4 1 Other 0 0 1 41 0 0 " Paving Front Yard 0 0 1 0 1 3 Second Dwelling Unit-No Permit 0 1 2 2 2 5 Sian Ordinance Violation 117 145 102 81 93 67 Structure in Street Yard 2 4 1 9 0 1 Substandard Building 1 3 7 2 8 17 Substandard BuIldin arth uake Damage 01 0 0 0 0 0 Substandard Building/Fire Damage 12 15 6 12 6 4 Substandard Building/Flood Damage 42 1 2 0 0 0 Trailer as Dwelling 3 4 10 5 51 1 Fire Code Violation-All other 3 2 4 0 2 1 Fire Code Violation-Weeds 2 4 1 2 7 0 Housing Code Violation 9 4 10 14 14 f Use in-Wrong.26ne 1 71 6 5 3 5 0 Use Permit Violation 1 3 7 28 7 3 2 TOTAL Cases 1 4471 4231 4561 4831 4241 338 1-9 ' Attachment & § $ 2 . 2 ) k � � � .3 £ � k ) k t ■ I _ ; 311- .ww , 22 7 z3 � � £ # Ea -E l b � � k f§ a� 3 6 « f ■ g & CL o E ■ k C- e ` � j A. �} @ 7 2. 0 752 CL Lu UCM v � fC CoLU � S \) / 7 ] § 7 f 7 . 32 a kI =22 § � ME M :E3K © � s &«« % } 1-} Al E-ENZMcouncil memoRAnbum DATE: April 28, 2011 RED FILE TO: City council MEETING AGENDA DATE43&ITEM # VIA: Katie Lichtig, City Manager FROM: John Mandeville, Community Deve opment Directr SUBJECT: RED FILE — Agenda Item B-2 — Neighbo ood Services Specialists Compensation Estimate The Council has received correspondence regarding the projected salary of the proposed Neighborhood Services Specialist in the Neighborhood Wellness Major City Goal and SOPC. The projected salary for the Neighborhood Services Specialist position is based on the range of duties and responsibilities of those positions and how they compare to existing positions with similar duties and responsibilities. The duties and responsibilities of the Neighborhood Services Specialists will involve both parking enforcement and a range of building and zoning code enforcement. The proposed salaries, therefore, were projected to be between the salary level of the Parking Enforcement Officer and the Code Enforcement Officer I positions. As noted in the SOPC, Human Resources will need to analyze position duties and make a final determination of appropriate compensation. The correspondence the Council received mistook the $81,000 position estimate as the starting salary. The $81,000 per position per year shown in the estimate includes total salary and benefits. The annual salary used in the cost estimate was $52,650, which was used because it was the mid-point between the Parking Enforcement Officer and a Code Enforcement Officer I. The analysis the Human Resources Department does to determine the appropriate compensation will be based on a much more detailed process. hard emm. emaih a COUNCH. o CDD DUt a CrIY MGR a Fff DHt a ASST CM a FW CHU a 'TtORNEY a PW IS a CLERMEG a POUCECHUF a PIS o PARESARECUR a MUM a UmDHt a NEW TIMES a HR DDt a SIDMYNEWS o COUNCI a aTYMOR a CLERK herd cc maU: ° COUNCIL °CDD Dot ° cr:YMGR °FrrDUt W ° AsrrcM o FMEaMF ° ATTORNEY 0 PWDIR Residents for Anality Neighborhoods °o PES �IR TRMM °UMDIR P.O.Box 12604•San Luis Obispo,CA 93406 ° NEWTDW °E'RDUt April 29,2011 ° slocrNNM °ODS °(Try MGR C ERR Dear Mayor and Council Members, First, let me began by thanking each of you for your commitment to Neighborhood Wellness by directing staff to create the Neighborhood Services Specialist positions. Residents for Quality Neighborhoods is keenly aware of the City's financial position and acknowledges the difficult decisions you have to make to provide for the City's long term fiscal sustainability. Creating new positions is difficult in the best of times with various competing interests to consider, and even more demanding in less prosperous times. However,the quality of life in many of our residential neighborhoods has been seriously impacted by noise, code violations, and parking issues. Creation of the Neighborhood Services Specialist positions will began a long-anticipated proactive approach to the City's enforcement of our municipal codes. As the City moves forward with a more detailed job description and work program, RQN would like to offer our thoughts on the duties and priorities of the Neighborhood Services Specialist. These are as we envisioned the position when it was first conceptualized based on similar positions in Azusa and Davis. RQN believes these positions should be located within the Neighborhood Services Office, which in turn, should fall under the Chief Building official within the Community Development Department. We think that a clear prioritization of the responsibilities of the Neighborhood Services Specialist position needs to be created to accurately reflect Council's desire for their utilization. The Neighborhood Services Specialist should be responsible for the same low-level code enforcement/ Neighborhood Enhancement Ordinance compliance responsibilities.currently performed by SNAP, interaction with residents (on the telephone and while in neighborhoods), reporting of public wellness problems such as abandoned refuse, reporting of higher-level code and other violations, and perhap"s parking. Chief Linden indicated on page 2,attachment 1,of the May 3`d Agenda Report,that SNAP would continue to provide neighborhood parking district enforcement primarily(not exclusively)during nighttime hours. She, also, stated that since SNAP would no longer be responsible for enforcing NEO violations they would be able to enhance parking enforcement without a budget augmentation. Presumably this means during the daytime as well as at night. There is language in the staff reports that includes various aspects of parking violations. Parking in the yard falls under Neighborhood Enhancement Ordinance provisions as do inoperable vehicles while other parking violations are found in vehicle codes or are regulated by the City's parking regulations(parking districts and 72-hour parking violations). We are concerned that there is the potential that all parking related issues would be directed to the Neighborhood Services Specialist position thus reducing the ability of the NSS to concentrate on other important Neighborhood Enhancement Ordinance provisions. Ticketing in the permit districts and other parking violations should be considered adjunct to the other enforcement activities of the NSS and added only if those who currently handle parking, along with the enhanced SNAP enforcement, are unable to adequately address the need. Staff is also recommending that the NSS position's responsibilities include enforcement action regarding unpermitted sororities/fraternities and satellite houses. RQN believes that the.NSS should be responsible for reporting suspected unpermitted Greek housing and satellite houses, but not for investigating them. RED FILE MEETING AGENDA DATE a u ITEM # a- i f RQN believes that Saturday and Sunday should be part of the normal workweek for the NSS,thus providing critical coverage in the neighborhoods on the days when many violations occur. This work schedule will,also, allow the Neighborhood Services Specialist to interact with residents during periods when most of them are at home. RQN believes that identifying blighted areas within the city,developing initiatives and creating priorities to resolve those conditions should be undertaken prior to the Land Use Element update and provisions for ' mapping individual neighborhoods. Currently established zones used by Public Works or one of the other departments could be used in the interim as a guide to establishing an overall framework for the more location-specific initiatives. Residents for Quality Neighborhoods recommends that the Office of Neighborhood Services and the Neighborhood Services Manager be moved back to the Community Development Department in conjunction with relocation of Neighborhood Enhancement Ordinance responsibilities. Maintaining the Neighborhood Services Manager position in the Police Department does not facilitate the comprehensive synergistic and streamlined approach that will be required to meet Neighborhood Wellness objectives. Locating the Neighborhood Services Manager position in Community Development will provide better supervision of and coordination with the Neighborhood Services Specialists. Development of neighbor- hood boundaries and modifications to the 72-hour notification process to make it a more timely process will each be more easily accomplished with the Neighborhood Services Manager providing assistance from within Community Development. Having the expertise of this position within the department could, also, help with coordinating public outreach efforts and with citizen inquiries and complaints. Relocation of the Neighborhood Services Manager would not appear to negatively affect SNAP personnel. Their NEO responsibilities would be transferred to the new Neighborhood Services Specialist positions and supervision of their noise enforcement duties would remain under the Police Department. It is possible that the Neighborhood Services Manager's duties relating to noise and noise enforcement would not necessarily be so cumbersome as to preclude their continuation after the position is moved to Community Development: Keeping noise violation statistics, providing noise related notifications, and noise adjudication processes are not contingent upon the Neighborhood Services Manager being located with the Police Department. As an alternative,the half-time position staff proposed be used as a Parking Enforcement Officer could be provided to the Police Department to perform the more clerical of these duties, leaving such things as responding to inquiries and concerns about citations from violators and property owners and administering the citation appeals process with the Neighborhood Services Manager. Residents for Quality Neighborhoods looks forward to working with staff and to providing further input as a stakeholder as the process of creating the Neighborhood Services Specialist position moves forward. We hope the proposed timeline can be reduced to allow for implementation at a much earlier date. Again, thank you for all your hard work. Sincerely, Brett Cross RQN Chair From: Carolyn [ke6hng@att.net] Sent: Friday, April 29, 20117:29 PM To: Marx, Jan; Ashbaugh, John; Carter, Andrew; Carpenter, Dan; Smith, Kathy Subject: Neighborhood Services Specialist Dear Mayor Marx, and Council Members Ashbaugh, Carpenter, Carter, and Smith, I am encouraged that staff has included 2 full-time Neighborhood Services Specialists (NSS) in their revised report for the Neighborhood Wellness Goal. I think it's a great idea to put these positions in the Community Development Department so that all code enforcement personnel dealing with neighborhood blight issues will be working together which will allow for better coordination and comprehensive enforcement. NEIGHBORHOOD SERVICES MANAGER: If seems to me that it would make a lot of sense to move the Neighborhood Services Manager (NSM)position into the Community Development Department as well. Since that position has the necessary expertise and training in neighborhood issues,it would be highly beneficial to align these new NSS positions with the NSM in the Community Development Department. In fact, it is my understanding that this position originated in the Community Development Department. NOISE ENFORCEMENT AND SNAP: It seems to me that any duties regarding noise violations the NSM position currently handles could be done from the Community Development Department. With our high level of technology in the City, couldn't access to noise reporting, violation information,. notices to owners and appeals be coordinated from the Community Development Department? Also, since it is my understanding that the SNAP units don't require a great deal of management once they are hired and since they augment noise and.parking enforcement,perhaps they could be under the supervision of another PD staff member. NEIGHBORHOOD SERVICE SPECIALISTS' DUTIES: Regarding the duties of the recommended NSS listed in the revised report, I notice that some of the current Code Enforcement Officers' duties have been moved to the new recommended NSS positions. The Code Enforcement Officers'neighborhood enforcement duties (per the City's website) currently include "illegal converted garage or room conversions," "fence heights," and zoning regulations (which are involved in fraternity permits). I note, under the recommended.NSS duties, "fence height violations," "non-habitable space to living areas," "Unpermitted fraternities and sororities and satellite houses" are listed duties, along with NEO violations. I am concerned that by moving these duties, that are currently handled by Code Enforcement Officers, to the new NSS positions, they will be overburdened and less effective in the much needed NEO enforcement. While I'm sure there will have to be coordination and flexibility in dealing with the numerous neighborhood problems, I am hopeful that the two recommended NSS positions won't be overburdened with other duties (moved from other positions) that will take them away from the NEO enforcement that is sorely needed and will keep them extremely busy. Thank you for making Neighborhood Wellness a major City goal in the next budget. It is a long-time in coming and hopefully we can all work together to improve our neighborhoods. Carolyn Smith San Luis Obispo RED FILE MEETING AGENDA From: Sandra Rowley [mailto:macsar99@yahoo.com] DATE ITEM #_�2 Sent. Monday, May 02, 2011.9:52 AM To: Jan Marx; Ashbaugh, John; Carter, Andrew; Smith, Kathy; Carpenter, Dan Cc: Lichtig, Katie Subject: Neighborhood Wellness Dear Mayor Marx and Members of the Council, Please find my input regarding the Neighborhood Services Specialists: the best location for these positions,who they should work for, and what their duties should, and should not,be. Thank you for the opportunity to provide my input to this very important matter. e I s Sincerely, oDIR = ?AGR Pff ra a ABSTCROOM a ARm aMD CLSRIC POUC M a g D>R Sandra Rowley TRBM a UnLDIR oMWTa HRDM SLO Resident a SWCnYNEWS a coumaL a MY MGR a CLERK Re: City Council Meeting, May 2, 2011, Item B2, Neighborhood Wellness. Dear Mayor Marx and Members of the Council, Thank you for all of your work on the budget and the various issues surrounding implementation of the projects and programs presented, and for your support of Neighborhood Wellness. I appreciate the opportunity to provide my comments on the most recent staff report regarding that topic. Location and Supervision of the.Neighborhood Services Office Recommend the Neighborhood Services Office, headed by.the Neighborhood Services Manager, be returned to the Community Development Department. Further recommend the line of supervision be as follows: The two Neighborhood Services Specialists work for the Neighborhood Services Manager;the.Neighborhood Services Manager works for the Chief Building Official (Building &Safety) of the Community Development Department. It would be beneficial if the Neighborhood Services Office were co-located with or, at least in close proximity to, Code Enforcement to facilitate coordination of these similar offices. Responsibilities of the Neighborhood Services.Manager I envision the Neighborhood Services Manager as the hub of all things relating to neighborhoods. Not only does the Neighborhood Services Manager have the knowledge and experience of identifying and enforcing NEO violations, she also has expertise in working both with residents of impacted neighborhoods and with individuals/property owners who have committed NEO violations. Her expertise will be invaluable in hiring, set-up and participation in this new configuration as well as in training and supervising the two new employees. Duties of the.Neighborhood Services Manager I envision the Neighborhood Services Manager as being a point of contact for residents (those with complaints and those who have committed violations), a trainer, a supervisor and a doer, in that order. I see the position performing outreach to neighborhoods both with and without established neighborhood groups. I see it continuing to head the Neighborhood Services Team and coordinating with other staff sections in the enforcement of city ordinances. In conversation with the Neighborhood Services Manager I learned that 50-60%of her time is spent with noise-related activities: interfacing with residents, property owners, property managers and violators of the Noise Ordinance, sending out required notices, arranging for appeals of violations to be heard and compiling statistics. I believe that. sending required notices to violators and property owners, arranging for appeals and other clerical work in support of noise enforcement could be accomplished by, for instance, the half-time employee that city staff has suggested work in parking. Otherwise, said clerical tasks would revert to current Police Department employees. It appears to be in the best interest of city residents for the Neighborhood Services Manager to continue to pursue the relationships she has established with residents, property owners and property managers and to respond to their noise questions and concerns. Many of these contacts are the same people she will deal with concerning NEO violations and, I believe, continuing to cultivate them will facilitate cooperation and improved NEO compliance. If Council concurs that interfacing with residents, property owners and property managers about noise-related issues is an integral part of the Neighborhood Services Manager's job, recommend she spend one day per week at the Police Department gathering information and interfacing with police personnel to keep abreast of the most recent activities. Duties of the Neighborhood Services Specialists I envision these individuals focusing solely on enforcing the Neighborhood Enhancement Ordinance, concentrating first on those areas of the city that have the most problems. I see them making note of other obvious violations so they can either report them to their supervisor (the NSM) or advise the appropriate department directly, depending on their level of knowledge. If a safety hazard exists, I see them calling it in. I see them routinely working on weekends, interacting with residents as applicable. I do not see them enforcing other code violations such as illegal conversions of non-habitable space to living areas or unpermitted sororities/fraternities. The city has other individuals who perform these functions. Previously, I thought they could include enforcement of the parking districts as part of. their daily duties, but I have revised that opinion. With other individuals available who can perform this function, I think their time would be better spent concentrating on NEO violations. Also, since NEO enforcement is no longer a SNAP responsibility, SNAP will have additional time to devote.to parking districts and other parking problems. If, later on, it becomes apparent that neighborhood parking problems are greater than anticipated and there are fewer ILEO violations to enforce, you could revisit adding some parking duties to their job description, as an ancillary function. General Comments 1. 1 think the Neighborhood Services Specialist program should be implemented as soon as possible using existing zones as a framework;we should not wait for the Land Use Element update to occur. 2. Reference the start-up to a pro-active approach to enforcement, I believe public outreach and a "soft start" can be implemented concurrently. City staff are capable.of doing this without the aid of an advertising firm. 3. Although unrelated to the Neighborhood Services Specialist program, I would be interested to hear the ideas the police.department is considering in order to enhance pro-active efforts in dealing with noise nuisances in neighborhoods. For a list of enforcement activities handled by the various city departments, see the attached. Other than changing the format to conserve space,this information came directly from the city's web site. This page had the most comprehensive list of infractions along with the responsible department that] could find. Items that are. highlighted in bold are my comments/additions. Thank you for your time and attention. Sincerely, Sandra Rowley SLO Resident From the Code Enforcement web page: Link to a Good Neighborhood. If you have concerns about visual blight or possible code violations in your neighborhood, please refer to the links provided below to help you navigate to the proper department: Code Enforcement: If you have concerns regarding the following, please submit a Field Investigation form: Converted garages or rooms Building without a permit Fence heights Construction noise High Occupancy regulations Sub-standard housing Paving front yards Home Occupation violations Sign Ordinance violations Building and Zoning regulations Please feel free to contact the Code Enforcement Officer at 781-7179 prior to submitting your request so we can clarify issues and provide interpretations of the regulations if required. Neighborhood Services: File a Report-On Line for concerns regarding issues that are visible from the public right-of-way: Abandoned vehicles, vehicles parked on lawns, unregistered vehicles Trash container storage Noise (enforcement, clerical follow-up would remain with the Police Department; responding to questions& concerns of residents, property owners, property managers could stay with NSM) Trash Graffiti (would remain with the Police Department) Broken fences Add: Grass/weeds when 12 inches or more in height, except.during fire season when dry grass and/or weeds becomes a Fire Department responsibility Add: NEO violations, such as but not limited to couches on porches or roofs, vehicles parked in front yards Public Works:Submit a Service Request for concerns regarding: Encroachment in the public.right-of-way Cracked sidewalks Tree issues Traffic hazards Traffic signals Street lights Stormwater management,see link on Public Works website Utilities: Visit the Utilities Department website or call (805.)781-7215 for concerns regarding: Water/Sewer leaks Trash in the public right-of-way Utility billing rates Conservation Recycling From: Marguerite Maxwell< Date: Sun, May 1, 2011 at 8:27 PM Subject: Neighborhood Noise To: Dancary54acharter.net Dear Mr. Carpenter, I have been in touch with Frank Tassak and, unfortunately,been the victim of a party house for over a year. Just recently, I've received some relief but would like to discuss the matter with your further. The present tenants will vacate the property in June and the absentee landlord (in the Bay area)has advertised for new tenants with the caption that "it is an entertainment house and dogs are welcome". I am attaching the letter I sent to Ardith Tregenza, CC to Tom DePriest and BC to Debbie Linden, none of whom have responded. Thank you. Marguerite Maxwell Contacts: Frank Tassak 544-5554 Ardith Tregenza—sent enclosed letter 4/14/11. Received no reply Tom DePriest 594-8027. sent enclosed letter 4/14/11. Received phone call on answering phone on 4/28/11 asking if I had questions. No response to letter sent. Debbie Linden-sent BCC of enclosed letter 4/14/11 with a personal note requesting that she help me. Never received a response. 4/29/11: Call from Frank Tassak asking about response. Told him that these tenants finally had stopped noise but they were leaving in June and that landlord was advertising a party house and that the problem would resurface. He asked about the response to my letter and stated I received none. He suggested I contact Dan Carpenter, councilman and ask for his input and help. Dancarp54(a,charter.net/431-3174. I will do so on Monday. f ��IIIIIIIIII I 111111 council memomnoum DATE: April 27, 2011 RED FILE TO: City Council — MEETING AGENDA VIA: Katie Lichtig, City Manager i DATE S // ITEM # Ba FROM: John Mandeville, Community Development Director SUBJECT: RED FILE — Agenda Item B-2: Neighborhood Wellness Major City Goal and SOPC Vehicle Cost Elimination Staff has identified an existing vehicle in the City's vehicle fleet that can be reassigned for use. by the Neighborhood Specialists. This will eliminate the need to budget for a new vehicle and save $20,000 in the first fiscal year. The first year CIP cost would be eliminated and the total first year cost would go from $176,200 to $156,200. The revised cost for the Major City Goal and SOPC would be as follows: FINANCIAL AND STAFF RESOURCES REQUIRED TO ACHIEVE THE GOAL Cost Summary Operating Programs Capital Improvement Plan 2011-12 2012-13 2011-12 2012-13 1/2 time Parking Enforcement Officer 24,200 38,000 2 Neighborhood Services Specialists 81,000 162,000 2 Computers and workstation modifications 10,000 2.Motorola MC65(E-Ticket Package)(Optional) 15,000 Public Outreach Funding 10,000 2 Ruggedized laptop computers 11,000 (3-perating Budget 5,0001 5,000 Total $156,200 1 $205,000 $0 $0 Funding Sources Operating Programs Capital Improvement Plan 2011-12 2012-13 2011-12 2012-13 Parking Fund 24,200 38,000 General Fund 132,000 167,000 Total $156,200 $205,000 $0 $0 hard co email: n COUNCIL o CDD DIR o CrIV MGR o FIT DIR o ASSTCM o FIRE CHIEF o ATTORNEY o PW DIR o CLERK/ORIG o POLICE CHIEF o PID o PARKS&RECDIR o TRIBUNE O UnLDIR n NEW TDNES o HR DIR o SIA CIV NEWS o COUNCIL o CITY MGR 0 CLERK ,1 April 25 , 2011 bear Mayor Marx and Members of the City Council, I am extremely pleased with Councilmember Andrew Carters budget facts and fi mares that he presents at council meetings. These presentations are very helpful to the tax payers who want to know where their money is going. The impression that the public has been given over the years is that the employees are always right and should not be Questioned or challenged. i believe that this attitude is wrong and this is why we are in the buaret mess that we are in today. Ir. october 2009, Ker: Hamnian and Chief Linden nired a consultant to access the alchol problems in SLO plus, to confirm the 3,000 police calls per year. The consultants fee was 0`22, 205. 90 to tell us almost exactly what the police department and R. Q.N. already knew! Now it seems that $20,000 more has been allotted for more of the same! 0'42, 205. 90 could have pone to hire a Neighborhood Services Specialist. I have been following budget meetings for many ,-nary years and it seems that all that previous councils have done is to "rubber stamp" employees "wish lists. " if those councils had had the courage to do what Councilmember Carter is now doing, ther the status of our city budget :night be different today. The councii is the Boss, not the emplo+Tees. rt�snectfully Submitted , r'1 nava emr. mnaa: o COUNM o CDDDIR o AAWCM CITYMOR o FIRED FILE a ATTORNEY o PWDM o C�RIa a Pouac - MEETING AGENDA o TM o PAWUnLD RECDIR DATE / ITEM # o rRmurm c uraDlR O Nl'A'TlhffS OHRDIR O SW CRY NM O CDUNCaL O MY MR o CLM April 25, 201 1 bear iiayor Marx and Members of the City Council , I am extremely pleased with Councilmember Andrew Carters budget fact s and figures that he presents at council meetings . These presentations ar e very hel p ful to the tax payers who want to know where their money is going . The impression that the public has been given over the years is tha t the employees are always right and should not be questioned or challenged . I believe that this attitude is wrong and this is why we are in the budge t mess that we are in today . In october 2009, Ken Hamnian and Chief Linden rirea a consultant t o access the aichol problems in SLO plus, to confirm the 3,000 p olice call s per year . The consultants fee was $22,205 .90 to tell us almost exactly wha t the p olice de p artment and R .Q .N . already knew! Now it seems that $20,00 0 more has been allotted for more of the same! $42,205 .90 could have gone t o hire a Neighborhood Services Specialist . I have been following budget meetings for many,many years and it seem s that all that previous councils have done is to "rubber stamp" employee s "wish lists ." If those councils had had the courage to do what Councilmember Carte r is now doing, then the status of our city budget might be different today . The council is the Boss, not the emploi r ees . espectfully Submi teed, RED FILE --- MEETING AGEND A DATE c/a/ii ITEM #So'L hard co py:em a COUNCIL o CAD DIR o CITY MOR o FIT DIR q ASST CM 0 FIRE CHIEF q ATTORNEY a PW DI R q CLERKIORIO 0 POLICE CHIE F o PIB o PARKS &AEC DI R o TRIBUNE 0 UTILDIR a NEW TIMES 0 HR DIR o SLO CITY NEWS 0 COUNCIL o CITY MOR 0 CLERK